In development assistance, most projects are planned, monitored, and evaluated using logic models. It is a rare project that unfolds exactly according to plan but outputs are within direct control. Because of this, it is helpful to deepen and extend logical frameworks to bolster output accomplishment and improvement of activities.

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Working with Logic Models
Olivier Serrat
2014

2. On Logic Models
In
development
assistance,
most projects
(and
programs) are
planned,
monitored,
and evaluated
using logic
models, the
purpose of
which is to
synthesize "if–
then" (causal)
relationships.
Logic models help to:
• Analyze problems; identify a desired impact;
• Establish a logical hierarchy of means by
which the desired impact will be conduced
by a contributing outcome;
• Identify clusters of outputs toward that;
• Determine how accomplishments might be
monitored and evaluated, and planned and
actual results compared;
• Flag the assumptions on which a project is
based and the associated risks; summarize a
project in a standard format; and
• Build consensus with stakeholders; and
create ownership of the project.

3. The Results Chain
Inputs
The physical and non-physical resources (personnel,
equipment) and finance necessary to perform planned
activities and manage the project.
Activities
The specific tasks performed, using resources and methods,
in order to achieve intended outputs.
Outputs
The products and services produced or competences and
capacities established directly as a result of project activities.
Outcome
The intended situation at the end of (or soon after) the
project's lifespan in terms of gains in performance (as a result
of changes in knowledge and behavior).
Impact
The improvement of a situation that respond to the
identified development needs of the target population under
a long-term vision.

4. The Logical Framework
Design Summary Performance Data Sources and
Reporting
Assumptions and Risks
Impact: The broader impact of
the project at a sectoral and
national level
Measures of the extent to
which the project has
contributed to the impact
Sources of information and
ways to gather and report it
Assumptions and risks at the
impact level are beyond the
control of the project but
essential to attainment of the
impact
Outcome: The expected
outcome at the end of the
project
Conditions at the end of the
project indicating that its
outcome has been achieved
Sources of information and
ways to gather and report it
Assumptions and risks at the
outcome level are those that
relate to attainment of
outcome targets
Outputs: The direct results of
the project (works, goods, and
services)
Measures of the quantity and
quality of outputs and the
timing of their delivery
Sources of information and
ways to gather and report it
Assumptions and risks at the
output level are those that are
external and beyond the
control of the project
implementers but essential for
successful attainment of the
outputs
Activities with Milestones: The tasks executed to deliver the outputs identified Inputs: The various resource
categories required to
undertake the project should
be identified

5. The Results Chain and the OECD-
DAC Evaluation Criteria
Objective Inputs Activities Outputs
Outcome
Impact
Relevance Efficiency
Effectiveness
Sustainability
Needs

6. Challenges and Limits to
Management
Logic
Degree of
Control
Challenge of
Monitoring
and
Evaluation
Impact
What the
project is
expected to
contribute to
Outcome What the
project can be
expected to
achieve and
be
accountable
for
Outputs What is within
the direct
control of the
project's
management
Activities
Inputs DecreasingControl
IncreasingDifficulty

7. Working the Logic
It is a rare project that unfolds exactly according to plan: logic models
per se neither guarantee good project design nor replace other
instruments of project management.
During project implementation, one must pay close attention to the
cause-and-effect relationships between inputs, activities with
milestones, outputs, outcome, and impact.
Importantly, outputs (and the activities and related inputs that deliver
these) are what is within the direct control of the project's
management.
Plans are only good intentions unless they
immediately degenerate into hard work.
—Peter Drucker

8. Working the Logic
Therefore, in relation to outputs, one must during project
implementation make repeatedly certain that inputs for activities are
deployed successfully. (Or, one must adjust the means of attaining
the outcome, including the definition of outputs, the mix of
activities, and the indicators needed to measure accomplishment of
newly-defined performance targets.)
It is possible to deepen and extend the logical framework. For each
output of a project, one can examine methodically whether targets
are being achieved, how activities are being implemented, and how
activities might be improved. One can then itemize individual action
plans, the execution of which should then be monitored. A tool for
output accomplishment and improvement of activities is depicted
overleaf—for the sake of simplicity, it indicates only two targets per
output.

9. On Output Accomplishment and
Improvement of Activities

10. Further Reading
• ADB. 2008. Output Accomplishment and the Design and
Monitoring Framework. Manila.
www.adb.org/publications/output-accomplishment-and-
design-and-monitoring-framework
• ——. 2008. Focusing on Project Metrics. Manila.
www.adb.org/publications/focusing-project-metrics
• ——. 2008. Outcome Mapping. Manila.
www.adb.org/publications/outcome-mapping
• ——. 2011. Critical Thinking. Manila.
www.adb.org/publications/critical-thinking
• ——. 2013. Theories of Change. Manila.
digitalcommons.ilr.cornell.edu/intl/269/

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