Project logical framework approach for project administration

Sudhir Kumar Soam,HoD,ICM Division National Academy of Agricultural Research Management, Hyderabad

soam@naarm.ernet.in

Program VS Projects Program• multiple focus• coordinated research activities• basis-commodities, regions, disciplines • allocation of resources-success/ impact • outputs address national research objectives• long-term and somewhat continuous• composed of subprograms/ projects

Program VS Projects

Projects• single focus defined target• address specific program objectives• explicitly defined time frames, resources• comprises a number of specific operations or

experiments• basis- staff capability, institute resources• Complementary with other projects

Contextual understanding 

The Project    The Project Environment

The Project Impact

What is logframe?_ from websitehttp://www.ifad.org/evaluation/guide/annexb/index.htm

Confused objectives- case-I

Prosperity for Women : Induction of Dwarfism in cashew

goal Sustainable growth and utilization of wastelands for improving rural livelihoods

purpose 1. To study the natural dwarfs of cashew for their anatomy and physiology of flowering and fruit set.

2. To induce dwarfing by hybridization, grafting and chemical methods for increasing productivity.

output The barrier of low fruit set in Cashew will be broken and will in turn help to increase the yield and productivity of cashew. The cashew can be planted in a closer spacing for increasing the productivity in marginal lands of poor farmers new varieties will be developed suited to this region. The dwarf will cater the needs of apple processing industry, leading to generation of higher income to women entrepreneurs.

Project Log framework • Project-planning matrix or logical framework• Tool for project design, monitoring and

evaluation• Lays out components into a matrix • Highlight key management issues-external

conditions.• Management By Objective (MBO) style of

management

Basic elements of log frame and influence on external factors

Goal External factors

Purpose External factors

Output External factors

Activities External factors

Makes easier to identify

• Unrealistic objectives • Weaknesses in project design• Logical link of components which are readily

seen– Logical creativity– Logical hindsight

• Opportunity to make logic for scrutiny, monitoring and evaluation

Hierarchy of Objectives(Narrative summary)

Objectively Verifiable Indicators (OVI)

Means of Verification (MOV)

Critical Assumptions & Risks

Goal Measures to verify accomplishment of goal level

Sources of data needed to verify status of goal level indicators

External factors needed for achieving objective in long run

Purpose Measures to verify accomplishment of purpose level

Sources of data needed to verify status of purpose level indicators

External factors needed for achieving goal

Output Measures to verify accomplishment of output level

Sources of data needed to verify status of output level indicators

External factors needed for achieving purpose

Activities Measures to verify accomplishment of activity level

Sources of data needed to verify status of activity level indicators

External factors needed for achieving outputs

Inputs or resources

Measures to verify accomplishment of input level

Sources of data needed to verify status of input level indicators

External factors for availability of inputs

Structure of logical framework 

  Narrative Summary Objectively verifiable Indicator

Means of Verification

Critical Assumption

Goal To keep pace of sustainable development of state during drought

Agricultural production of state does not fall more than 10% ?of normal year

Statistical reports

Drought mitigation efforts help to maintain sustainable development

Purpose To minimise losses in Agricultural production in the district through drought mitigation interventions

1. migration of human & livestock population and number of deaths of human & livestock is at par with normal year2. Per capita foods, milk production in the district does not fall more than 10%? of normal year.

Interim survey report    Baseline survey report

Besides maintaining agricultural production, some quantity of food & fodder can be acquired from drought not affected districts.

Output A team of trained facilitators for strengthening culture of participation for drought mitigation. Actively participating community for development in the event of drought.  A block / Taluka level contingency plan 

1/3 of VDO &1/4 of BDO are trained in PRA methods by the year……..   At least 2 focussed Group discussions are conducted at each block and at least 75% of the stakeholder Groups in a block participate by the year…..Letter of commitments by at least five institutions/ organizations

District Drought Mitigation (DDM)report   Do   Do Do

Facilitators fulfil their duty effectively & efficiently   Active community participation will reduce the retrospective impact of drought   Participation of various departments

 

How to construct logical framework?

Goal

  Project structure Objectively Verifiable Indicators (OVI)

Means of Verification (MOV)

Critical Assumptions & Risks

Step-1What is the rationality of project?

Step-10Fill up these columns

Step-10Fill up these columns

Step-9If the project objectives (purpose) were achieved would this contribute to solve the constraint, if noAction: Evaluate assumptions, redesign the project

Purpose Step-2What project intend to achieve?

    Step-8If the activities are carried out, would the objectives be achieved, if noAction: Evaluate assumptions, redesign the project

Output Step-3What are expected outputs?

    Step-7Are resources sufficient and all are necessary to achieve the outputs?What assumptions out side control of project?Action: Evaluate assumptions, redesign the project

Activities Step-4What services/ actions needed to enable clients to achieve their objectives?

   

Inputs or resource

Step-5What inputs required to carry out activities and achieve outputs?

    Step-6 What must happen before the project commences?

Actor Identification sheet

Stakeholders

Do you consider this person, group or organisation a key stakeholder?

Why or Why not?

1. (name) (yes/ no) (reason)

2.    

N    

Stake holder table

Stake holder Interests PotentialProjectImpact

RelativePriority

ofinterests

Primary + or - 1 – 5Secondary + or - 1 – 5External + or - 1 – 5

Influence-Importance matrix

A

5 4 3 

B 2 1

1-     IGFRI, Jhansi2-     ICAR, New Delhi3-     ICRA, The Netherlands4-     Crop-Small farmers5-     Livestock farmers6-     Crop- Large farmers7-     Forest Department8-     Herdsmen/ Transhumance9-     BIWRMP (NGO)

D   8

C 6 79

Importance

Influence

Influence-Importance matrixA – Stakeholders of high importance to the project, but with low importance. They require special initiatives are required to protect their interests

B - Stakeholders appear to have high influence, who are also of high importance for success of the project. Construct good working relationship with them.

C - Stakeholders of high influence, can therefore affect project output, but their interests are not the target of the project. Source of significant risk, need careful monitoring and management.

D – Stakeholders with low influence on and or importance to project objectives, they are unlikely to be the subject of project activities and management. Require limited monitoring / evaluation

Pay off Matrix

Technology Option Stakeholder1 Small farmer

Stakeholder2 Medium farmer

Stakeholder3 Large farmer

Hoe + -- --- Animal power ++ - ---

Two wheel tractor (Ownership)

+ +++ +

Two wheel tractor (Hire)

+++ + --

Large tractor (Ownership)

--- - ++++

Large tractor (Hire)

--- - ++

Participation MatrixStage in Cycle Inform Consult Partnership Control Identification

ICAR IGFRI ICRA

Planning

Large- Crop

farmers

Live stock farmers, Small-

crop farmers AH Dept.

Forest Dept

ICAR IGFRI ICRA

Field study team

Scientific Backstoppin

g Group Implementation ICAR

ICRA Large-crop

farmers, Forest Dept, AH Dept,

BIWRMP

IGFRI ICRA, Small crop

farmers, Live stock farmers

Field study team

Monitoring &

Evaluation

ICRA ICAR IGFRI ICRA, Small crop

farmers, Live stock farmers

External consultants

A B

C D

Impo

rtan

ce

Urgent Non-urgent

Time management

Photo by SK Soam, Rice terrace, Bali, Indonesia