Chapter Three: Project formulation
3.1. Building logical framework
3.2. Setting the objectives, outputs and
activities: first column
3.3. Setting up the indicators and means of
verification: second and third column
3.4. Setting up the key assumptions: fourth
column
3.5. Proposal development and action planning
3.1. Building logical framework
• Now that the project has been identified and detailed
information has been collected, we can start to plan exactly
how the project will function.
• A useful way of doing this may be to use a logical framework
(log frame). The process of completing the log frame helps to
think through all the factors that should be considered for
planning a successful project.
• Even if people are not planning to develop a log frame, it may
help to use the tools included in the log frame approach when
planning projects.
3.1. Building logical framework
What is a log frame
• The log frame is a tool used to help strengthen project design,
implementation and evaluation.
• Although it is constructed during the planning stage of a
project, the log frame is a living document, which should be
consulted and altered throughout the project’s life cycle.
•
3.1. Building logical framework
• The log frame can be made with a table of four rows and four
columns, where all the key parts of a project can be inserted
as a clear set of statements: the project goal, purpose, outputs
and activities, with their indicators, evidence and
assumptions.
• A log frame does not show every detail of the project. It is an
overview of the key factors. Details can be given in other
documents, such as the proposal, budget and activity
schedule, which accompany the log frame.
3.1. Building logical framework
Summary Indicators Evidence Assumptions
Goal
Purpose
Outputs
Activities
3.1. Building logical framework
The log frame asks a series of further questions:
• Where do we want to be? (GOAL, PURPOSE)
• How will we get there? (OUTPUTS, ACTIVITIES)
• How will we know when we have got there? (INDICATORS)
• What will show us we have got there? (EVIDENCE)
• What are the potential problems along the way?
(ASSUMPTIONS)
3.1. Building logical framework
Why use a log frame?
Log frames are useful because they:
• help people to organize their thinking
• help people to think logically
• help identify weaknesses in project design
• ensure key indicators are identified from the start of the
project so that monitoring and evaluation are easier
• ensure that people involved in the project use the same
terminology
• help people to summarize a project plan on a few sides of
paper. This helps them to communicate their plan simply with
others, although a log frame is no substitute for writing a full
plan.
3.1. Building logical framework
However, the log frame approach does have limitations:
• Project management can become rigid unless the log frame is
continually checked and adjusted.
• As the approach involves participation by a number of
different stakeholders, good leadership and facilitation skills
are needed to ensure stakeholders understand the approach
and actively participate in it.
3.1. Building logical framework
• Since the approach builds on analysis of a problem, it might
not be viewed as appropriate in cultures where people do not
openly discuss problems.
• The terminology used can be threatening to some
stakeholders. The approach itself can be very difficult to
understand in some cultures.
3.1. Building logical framework
Who should complete the log frame?
• Where possible, the primary stakeholders should be involved
in developing the log frame.
• It should be developed by the people most closely involved in
project implementation.
• It is possible that the concept of the log frame will not be
easily understood by primary stakeholders.
3.1. Building logical framework
• However, as the process is as important as the end product,
participatory processes could be used to guide stakeholders
through the questions and help them to identify some of the
project components. Then the log frame table could later be
completed by project staff.
• Different organizations use different terms for the
components of the log frame. We explain the terms simply
below.
3.2. Setting the objectives, outputs and
activities: first column
The Summary
• The Summary outlines the project’s objectives: what it hopes
to achieve and how. There are many different words that
describe different types of objectives.
• We use the term ‘objective’ as a general term for a desired
change. In the log frame, the summary separates out the
different levels of objectives to form a ‘hierarchy of objectives’
and uses special terms to refer to each level.
•
3.2. Setting the objectives, outputs and
activities: first column
Goal
• The Goal refers to the overall problem we are trying to
address. It is sometimes referred to as the wider development
objective.
• This might be improved incomes, improved access to water or
reduced crime. Example: Improved farm productivity by small
farmers.
3.2. Setting the objectives, outputs and
activities: first column
Purpose
• The Purpose is the specific change that we want the project to
make to contribute to the achievement of the goal. It is
sometimes called the Immediate Project Objective. Example:
Improved farming methods and varieties of rice adopted by
small farmers.
Outputs
• The Outputs are what we want to see as a result of our
activities, in order to fulfil the purpose.
• Example: Improved crop varieties acceptable to users made
available and distributed.
3.2. Setting the objectives, outputs and
activities: first column
Activities
• The Activities describe the tasks we will carry out. Example:
Farmer participatory research into crop varieties.
3.3. Setting up the indicators and evidence/means of
verification: second and third column
Indictors: (Measurable/ Objectively Verifiable Indicators –
OVIs)
• Indicators answer the question ‘How do we know when we
have got there?’
• They are signs which measure project performance against
objectives and play an important part in monitoring and
evaluation.
• Example: 75% of small farmers in the diocese have adopted
new rice varieties by the end of year 3.
3.3. Setting up the indicators and evidence/means of
verification: second and third column
Evidence: Means of Verification – MoVs
• Evidence refers to the source of the information needed to
measure performance, who will be responsible for collecting
it, and how often.
• Example: Sample survey carried out by project staff at the end
of year
3.4. Setting up the key assumptions: fourth
column
Assumptions
• Assumptions refer to the conditions that could affect progress,
success or long-term sustainability of the project. There may
be external factors which cannot be controlled or which we
choose not to control.
• It may be possible to reduce the project’s vulnerability to
factors which cannot be controlled.
• These could include climatic change, price changes and
government policies.
3.5. Proposal development and action
planning
Proposal
A proposal is a written explanation of the project plans. It
enables us to put all the information about the project into one
document, including:
• the needs assessment
• the stakeholder analysis
• the research – social, technical, environmental, economic and
political
3.5. Proposal development and action
planning
• risk analysis
• more detail about the contents of the log frame.
• Budget
A proposal should be written so that the organization’s staff
leadership have full details about the project. It acts as a
reference point during the project.
3.5. Proposal development and action
planning
Action planning
• Once the log frame has been developed, think about the
details of how the project will take shape in terms of timing,
resources, budgeting and personnel.
• Like the log frame, the action plan should be viewed as a
flexible document in which changes can be made later.
•
3.5. Proposal development and action
planning
Activity planning worksheet:
The activity planning worksheet is used to help us consider:
• who will do what
• when this will happen
• what types of inputs, besides people, will be needed.
A separate sheet should be used for each output. The activities
related to the output are set out, together with the resources
needed, the total cost of these and the name of the person or
people who will be responsible for that activity.