Logical framework approach
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The Logical Framework Approach (LFA) is a management tool mainly used in the design,
monitoring and evaluation of international development projects. It is also widely known as Goal
Oriented Project Planning (GOPP) or Objectives Oriented Project Planning (OOPP).
Contents
[hide]
• 1 Background
• 2 Description
o 2.1 Temporal logic model
• 3 Handbooks
• 4 External links
[edit] Background
The Logical Framework Approach (Rosenberg & Posner, 1979) was developed by Practical
Concepts Incorporated in 1969 for the United States Agency for International Development
(USAID). Practical Concepts Incorporated then extended use of LFA to 35 countries. LFA is
widely used by bilateral and multilateral donor organizations like AECID, GTZ, SIDA, NORAD,
DFID, UNDP, EC and the Inter-American Development Bank. It has also been widely adopted
by NGOs, though not without reservations and concerns by some. In the 1990s it was often
mandatory for aid organisations to use the LFA in their project proposals but its use in recent
years has become more optional.
It is useful to distinguish between the two terms: the Logical Framework Approach (LFA) and
Logical Framework (LF or Logframe). They are sometimes confused. The Logical Framework
Approach is a project design methodology, the LogFrame is a document.
[edit] Description
The text below describes the document, not the global methodology of project design. For the
brief description of the LFA as a design methodology, see for example the page [1], for the
thorough description see for example AusAid guideline for LFA cited in "External links" section.
The Logical Framework takes the form of a four x four project table. The four rows are used to
describe four different types of events that take place as a project is implemented: the project
Activities, Outputs, Purpose and Goal (from bottom to top on the left hand side — see EC web
site as under external links). The four columns provide different types of information about the
events in each row. The first column is used to provide a Narrative description of the event. The
second column lists one or more Objectively Verifiable Indicators (OVIs) of these events taking
place. The third column describes the Means of Verification (MoV) where information will be
available on the OVIs, and the fourth column lists the Assumptions. Assumptions are external
factors that it is believed could influence (positively or negatively) the events described in the
narrative column. The list of assumptions should include those factors that potentially impact on
the success of the project, but which cannot be directly controlled by the project or program
managers. In some cases these may include what could be killer assumptions, which if proved
wrong will have major negative consequences for the project. A good project design should be
able to substantiate its assumptions, especially those with a high potential to have a negative
impact.
[edit] Temporal logic model
The core of the Logical Framework is the "temporal logic model" that runs through the matrix.
This takes the form of a series of connected propositions:
• If these Activities are implemented, and these Assumptions hold, then these Outputs will
be delivered
• If these Outputs are delivered, and these Assumptions hold, then this Purpose will be
achieved.
• If this Purpose is achieved, and these Assumptions hold, then this Goal will be achieved.
These are viewed as a hierarchy of hypotheses, with the project/program manager sharing
responsibility with higher management for the validity of hypotheses beyond the output level.
Thus, Rosenberg brought the essence of scientific method to non-scientific endeavors.
The "Assumptions" column is of great importance in clarifying the extent to which
project/program objectives depend on external factors, and greatly clarify "force majeure" — of
particular interest when the Canadian International Development Agency (CIDA) at least briefly
used the LFA as the essence of contracts.
The LFA can also be useful in other contexts, both personal and corporate. When developed
within an organization, it can be a means of articulating a common interpretation of the
objectives of a project and how they will be achieved. The indicators and means of verification
force clarifications as one would for a scientific endeavor: "you haven't defined it until you say
how you will measure it." Tracking progress against carefully defined output indicators provides
a clear basis for monitoring progess; verifying purpose and goal level progress then simplifies
evaluation. Given a well constructed logical framework, an informed skeptic and a project
advocate should be able to agree on exactly what the project attempts to accomplish, and how
likely it is to succeed-- in terms of programmatic (goal-level) as well as project (purpose-level)
objective
[edit] Handbooks
The Logical Framework Approach, Handbook for objectives-oriented planning , Fourth edition,
NORAD, 1999, ISBN 82-7548-160-0.
Strategic Project Management Made Simple: Practical Tools for Leaders and Teams, by Terry
Schmidt. (Wiley, 2009) ISBN 978-0-470-41158-2
[edit] External links
• USAID-related logical framework documents available through USAID's Development
Experience System (DEXS).
• Working with the Logical Framework Explanations of how the Logical Framework
works.
• Centre for Informatic Apprenticeship and Resources in Social Inclusion Short
description.
• AusAid guideline for LFA
• Project Cycle Management Guidelines (European Commission)
