How to fill in the logframe

The logical framework is both a key planning tool and a fundamental component of the Project Cycle Management approach. The approach involves two main phases: the analytical phase and the planning phase. The analytical phase (or situation analysis), whereby problem analysis, stakeholder analysis, developing a hierarchy of objectives and selecting a preferred implementation strategy follow a in-house preparatory analysis of existing development policy documents. The results of the analytical phase are used to prepare the Logical Framework Matrix (see The Logical Framework Approach), which summarises what the project intends to do and how, what the key assumptions are, and how outputs and outcomes will be monitored and evaluated (planning phase).
The Logical Framework Matrix (or more briefly the logframe) consists of a matrix with four columns and four (or more) rows, which summarise the key elements of a project plan, namely:

• the project’s hierarchy of objectives (Project Description or Intervention Logic);
• the key external factors critical to the project’s success (Assumptions); and
• how the project’s achievements will be monitored and evaluated (Indicators and Sources of Verification).

Preparation of the logframe is an iterative process where the thinking and information produced at a later stage may mean rethinking and modifying parts of the logframe that have already been developed. It is also important to recognise that the logframe is a living document. It should be modified – with the agreement of all partners - as new information comes to light throughout the preparation of the project proposal.
The matrix should provide a summary of the project design, and should generally be between 1 and 4 pages in length. The ‘length’ of the matrix will depend on the scale and complexity of the project, and how many levels of objectives are included in the matrix.

• Overall objective(s) should explain why the program is important to society (longer-term benefits to target groups and the wider benefits to other parts of society).
• The specific objective (or Purpose) should address and solve the core problem (benefits to be received and used by the target group).
• Results should describe the outputs/services to be delivered in a participatory way to the intended target group.
• Activities should address how the project’s goods and outputs/services will be delivered/realised.
• External factors are important for the success of the project, as they:
  • define the system's environment and sustainability issues,
  • summarise factors which the project cannot, or chooses not to control,
  • are factors which the project does not address, but should monitor.
• Assumption = Positive and will be realised with a high probability
• Risk = Negative Assumption that will only be realised with a low probability

There is a general sequence to be followed in completing the matrix, which starts with the project description (top down), then the assumptions (bottom-up), followed by the indicators and then sources of verification (working across). The figure below reports the EC suggestions on how to proceed to fill in the logframe:

The first column, derived directly from the objective tree, summarises the intervention logic of the proposed project and the ‘means-to-end’ logic of the proposed Activity. This logic is refined and tested by the introduction in column 4 of relevant assumptions.

Assumptions are external factors that have the potential to influence (or even determine) the success of a project, but lie outside the direct control of project managers. They are part of the vertical logic of the matrix and are central to the project successful development. The figure below shows the relationship between the intervention logic and the underlying assumptions made by the project team.





Sources and useful links:

• EuropeAid's Logical Framework Matrix
• PCM Manual (Part 2, Section 5)