Persuasive and Communication is the art of negotiation.
Project Logframe for planning and administration
1. Project logical framework approach for
project administration
Sudhir Kumar Soam,
HoD,ICM Division
National Academy of Agricultural
Research Management, Hyderabad
soam@naarm.ernet.in
2. 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
3. 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
5. What is logframe?_ from website
http://www.ifad.org/evaluation/guide/annexb/index.htm
6. 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.
7. 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
8. Basic elements of log frame and influence on external factors
Goal External factors
Purpose External factors
Output External factors
Activities External factors
9. 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
10. 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
11. 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 year
2. 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
12. How to construct logical framework?
Goal
Project structure Objectively
Verifiable
Indicators (OVI)
Means of
Verification
(MOV)
Critical Assumptions & Risks
Step-1
What is the rationality
of project?
Step-10
Fill up these
columns
Step-10
Fill up these
columns
Step-9
If the project objectives (purpose) were
achieved would this contribute to solve
the constraint, if no
Action: Evaluate assumptions, redesign
the project
Purpose Step-2
What project intend
to achieve?
Step-8
If the activities are carried out, would the
objectives be achieved, if no
Action: Evaluate assumptions, redesign
the project
Output Step-3
What are expected
outputs?
Step-7
Are 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-4
What services/
actions needed to
enable clients to
achieve their
objectives?
Inputs or
resource
Step-5
What inputs required
to carry out activities
and achieve outputs?
Step-6
What must happen before the project
commences?
13.
14. Actor Identification sheet
Stakehol
ders
Do you consider this
person, group or
organisation a key
stakeholder?
Why or Why
not?
1. (name) (yes/ no) (reason)
2.
N
15. Stake holder table
Stake holder Interests Potential
Project
Impact
Relative
Priority
of
interests
Primary + or - 1 – 5
Secondary + or - 1 – 5
External + or - 1 – 5
16. Influence-Importance matrix
A
5
4
3
B
2
1
1- IGFRI, Jhansi
2- ICAR, New Delhi
3- ICRA, The Netherlands
4- Crop-Small farmers
5- Livestock farmers
6- Crop- Large farmers
7- Forest Department
8- Herdsmen/ Transhumance
9- BIWRMP (NGO)
D
8
C
6
7
9
Importance
Influence
17. Influence-Importance matrix
A – 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
18. 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)
--- - ++
19. Participation Matrix
Stage 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
