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CONTENT OF THE UNIT




6. LOGFRAME APPROACH


This section introduces the Logical Framework (LogFrame) approach and its utility in project planning and management. Learners understand how to identify and analyze project assumptions to inform planning and risk management. Proficiency in developing an activity matrix to map project activities and outputs is emphasized, along with understanding if-then causality and its application in defining project objectives and indicators.

Learning Objectives:

  1. Understand the Logical Framework (LogFrame) approach and its utility in project planning and management.
  2. Learn how to identify and analyze project assumptions to inform planning and risk management.
  3. Gain proficiency in developing an activity matrix to map project activities and outputs.
  4. Understand the concept of if-then causality and its application in defining project objectives and indicators.

The logframe approach can be considered as part of project cycle management. Some funding institutions and programs may require a logframe form to be completed in their application annexes. Even if the program you are applying to does not require such a form, in any case, the logframe approach is an important tool for you to see the consistency of your project proposal and organize your project accordingly.

If you complete the situation analysis correctly and successfully, you can fill the first column very easily.

Overall Objective / Impact is in the first row of the Results chain column. As you may remember, at the top of the situation analysis were the effects of the problem and the solution of this problem. These effects represent an ideal situation where you can only contribute with your project.

The second row of the same column contains Outcome (s) / (Specific objective(s)). In this part, you can use the main purpose of your project; In the *Other Outcomes (*where relevant) section, you can use items that are hierarchically one level below the main purpose in your problem/target tree.

In the Outputs section, you must specify the concrete outputs and products as a result of your project's activities. In this section, you can specify both the items at the bottom of your problem-target tree and the issues you have stated in your activity plan regarding these items.

In the Indicator column, you must specify quantitative and qualitative indicators of the goals and outputs in the first column. These indicators should show the results that will emerge as a result of the project. You can use the Key Performance Indicators (KPIs) that you have determined in the project form in this column. If you are acting on the logic frame approach, you can include the indicators you will determine in these sections in the project form. As mentioned, you need to make sure that the indicators in this section are SMART (Specific, measurable, achievable, realistic, time-bound).

In the 3 columns next to the Indicator column, information about the indicators is requested:

Baseline: This section includes basically the situation before Project was carried out. Determining the situation before the project is important in terms of both a good handling and justification of the issue and a good design of the project. For this reason, you need to determine the pre-project situation by making use of the online environment, institutions, face-to-face interviews, research reports, statistical databases and similar objective sources.

Target: The target value represents the situation at the end of the project. In this context, you need to specify your goals for the end of the project, both qualitatively and quantitatively. Baseline and target values are necessary values to measure your success at the end of the project.

Current value: This part has the same value as the baseline at your project start. However, if you are preparing your interim report using the logic of the logical framework within the scope of the program, you must specify the current situation before the interim report is presented in this section. In other words, this part will be updated during the project implementation, you can use the same expressions as the baseline at the beginning of the project.

The Source and mean of verification column contains information on how to measure the targets and outputs mentioned in the first column in terms of quality and quantity.


» 6.1 Assumptions

Summary: Examines the role of project assumptions in informing planning and risk management decisions. Discusses techniques for identifying, analyzing, and validating assumptions to mitigate associated risks.

Learning Objectives:

  1. Understand the importance of identifying and analyzing project assumptions to inform planning and risk management decisions.
  2. Learn techniques for validating assumptions and addressing potential risks associated with them.

Logframe approach also requires the identification of assumptions for each row except the first one. While determining your assumptions, it is also important to identify your risks and the mechanisms and methods to combat them. The goals and indicators you set in the logframe approach will be realized under these assumptions. Your goals and indicators include qualitative and quantitative descriptions. In cases where your assumptions differ, there may be a qualitative and quantitative decrease in your project outputs and activities. In such a case, the success rate of your project will decrease, as you will not be able to fully achieve your goals during the project execution phase. In this case, you will need to make a statement to the institution or program authorities from which you receive funds / grants. Since your project proposal will also be a part of the grant agreement you will sign, the assumptions you make here will serve as a basis and reference point for your explanations and justifications.

 

The assumptions you write for each line will go from general to specific as you get down to the lines below. On the other hand, it is possible that the assumptions and risks you set for different lines are common. For example, when you have a specific goal related to reducing youth unemployment, one of your assumptions to meet the target(s) is that the economy is stable. If the economic situation deteriorates during the period you implement your project, both the employment opportunity of young people will decrease and the price / value of the resources you will use in the project activities will increase, so the activities and outputs will be lower than the target in terms of quality and / or quantity. In this case, you can also use your assumption regarding the economic situation in the lines below.


» 6.2 Activity Matrix

Summary: Introduces the development of an activity matrix to map project activities and outputs systematically. Discusses how the activity matrix aids in organizing project activities and tracking progress towards objectives.

Learning Objectives:

  1. Gain proficiency in developing an activity matrix to systematically map project activities and outputs.
  2. Understand how the activity matrix serves as a tool for organizing project activities and tracking progress towards objectives.

The activity matrix may also be included in the logframe matrix in some project proposal forms. It is seen that the activity matrix is requested separately in the grant programs published by the European Union recently.

The logframe approach envisages a hierarchical order. In this context, the General purpose, the specific goals necessary to achieve this general goal, and the outputs necessary to achieve the specific goals are specified in conjunction with each other. In order to realize the outputs in the last stage of this hierarchical order, activities should be organized. It is recommended to enumerate appropriately to show how all these specific goals, outputs and activities are related. For example, you can sort the outputs of the 1st specific objective as 1.1, 1.2, 1.3 …. Similarly, you can use similar logic in activities. Thus, both you and the independent evaluators will not have to repeat or make mistakes while reviewing the project proposal.

 

 


» 6.3 If-Then Causality

Summary: Explores the concept of if-then causality and its application in defining project objectives and indicators. Discusses how establishing clear causal relationships between project activities and outcomes facilitates project planning and evaluation.

Learning Objectives:

  1. Understand the concept of if-then causality and its role in defining project objectives and indicators.
  2. Learn how to establish clear causal relationships between project activities, outputs, outcomes, and impacts.

You can test and revised the statements in the Logframe matrix in line with the if-then causality logic.

 


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