Logical

Framework
Analysis/Approach
(LFA)
 OBJECTIVES
1. Introduce Logical Framework
Analysis/Approach (LFA) and its
uses.
2. Familiarize with the main steps
involved in conducting an LFA.
3. Give a concrete example.
4. Exercise on the Project Planning
Matrix (?).
 
 INTRODUCTION

LFA was first developed by Practical

Concepts Inc. in 1969 for the U.S.
Agency for International
Development (USAID). It has since
been widely adopted and adapted by
the international donor community
and is used for participatory project
planning, as an analytic tool for
project approval, or as a monitoring
and evaluation framework.
 What is LFA?
• A designing approach that can be
used for planning, implementing and
evaluating projects or programmes.
 Purpose of LFA
The purpose of LFA is to undertake
participatory, objectives-oriented
planning that spans the life of project
or policy work to build stakeholder
team commitment and capacity with
a series of workshops.

The technique requires stakeholders

to come together in a series of
workshops to set priorities and plan
for implementation and monitoring.
The two terms Logical Framework (LF or
Logframe) and the Logical Framework
Approach (LFA) are sometimes confused.
The LogFrame is a document, the Logical
Framework Approach is a project design
methodology.

For most purposes the three terms; Logical

Framework Approach, ZOPP and OOPP are
terms for the same project design
methodology or process. The terms OOPP
and ZOPP mean respectively; Objectives
Oriented Project Planning and in German
Ziel Orientierte Projek Planung. All three
terms refer to a structured meeting process
 Steps LFA
1. Situation Analysis
– Stakeholder Analysis
– Problem Analysis
– Objective Analysis
2. Strategy Analysis
3. Project Planning Matrix
– Matrix
– Assumptions
– Objective Indicators
– Verification
4. Implementation
5. Monitoring
6. Evaluation
The LFA approach begins by analyzing the existing
situation and developing objectives for addressing real
needs.

A situation analysis has as its core task to find out the

actual state of affairs with respect to an issue to be
analyzed; it is focused by problems and an attempt to
understand the system which determines the
existence of the problems.

The analysis phase is the most critical, yet most

difficult, phase of the logframe approach. The analysis
phase consists of three stages:

7.Analysis of stakeholders
8.Analysis of problems
 Stakeholders Analysis
In using the LFA approach, the stakeholder analysis is an
analysis of the problems, fears, interests, expectations,
restrictions and potentials of all:
• important groups
• organisations and institutions
• implementing agencies
• other projects and
• individuals
who may have an influence on a situation/(intended)
project or are themselves affected by it. Those analyzed
in detail should be limited to those who are perceived to:
• be able to contribute to questions to be answered .
•be important with regard to decisions to be taken.
They should constantly be referred to in developing the
LFA.
Who are the stakeholders involved
in the project and how are they
affected?
Key questions to ask in preparation for
developing the logframe are:

3.Who will be involved in the logframe

development?
4.Where will the development be conducted?
5.Who will facilitate the development of the
logframe ?
6.What background materials, papers and
expertise may be needed?
 The Stakeholders
Stakeholders include those who directly benefit
from or have a legitimate interest in the
company's activities and all those who have an
impact and/or are affected by the impact, due to
the company's performance and actions. The
corporate community and the wider community
are all stakeholders. Corporate community
includes the management, employees,
shareholders, joint
ventures/partnerships/subsidiaries, suppliers and
contractors, customers and consumers. Wider
community includes the ecosystem, the local
government, the host communities and the
indigenous communities. Foremost, the
 Problem Analysis
The analysis phase usually begins with an
analysis of problems. The problem analysis
is undertaken by identifying the main
problems and developing a 'problem tree'
through an analysis of cause and effects.
Key questions.
3.Which are the problems the project is
addressing?
4.What are the root causes of those
problems?
5.What is the larger picture in which those
problems and their root causes exist?
 Problem Tree
A main output of the problem
analysis is the problem tree.
The first procedure in problem
analysis is brainstorming.
Before the brainstorming
exercise commences it is
important that the facilitator
explain the process and the
group agrees on some rules for
 Agreement and Consensus

If there is no agreement
between participants on the
statement of the problem, it
is unlikely there will be
agreement on the solution. 
This stage therefore seeks
to get consensus on the
detailed aspects of the
 Brainstorming
Brainstorming techniques can be
used to identify the main problems.
All participants are invited to write
their problem ideas on small cards.
(approximately 8 in by 4 in.) The
participants may write as many
cards as they wish. The participants
then group the cards or look for
cause-effect relationship between
the themes on the cards by
 Clustering
After all of the problems are displayed
they should then be clustered into
groups of similar issues

The problem tree is developed by:

1. moving problems from the clusters
of problems
2. adding new problems that emerge
3. problems can be moved up or down
the tree as required
 Objective Analysis
A procedure for systematically
1. identifying
2. categorizing
3. specifying
4. balancing out
objectives of all parties
involved in a specific situation
 Objective Tree
In this step the problem statements are
converted into objective statements and if
possible into an objective tree.

3.Problems are restated as objectives

The problem tree is transformed into an
objectives tree by restating the problems as
objectives.

2. Positive mirror image of the problem

tree
The objectives tree can be viewed as the
 Means and Ends
The objectives tree can be considered as an
'ends- means' diagram. The top of the tree is
the end that is desired and the lower levels
are the means to achieving the end. Based
on this objectives tree, certain means are
feasible and some are perhaps outside the
scope of the problem.

Nonetheless, these means provide the

foundation for developing programmes,
projects or strategies to address the
problems discussed earlier.
Just as the problem tree shows cause-
effect relationships, the objective tree
shows means-end relationships. The
means-end relationships show the
means by which the project can
achieve the desired ends or future
desirable conditions.

Frequently there are many possible

areas that could be the focus of an
"intervention" or development project.
The next step addresses those choices.
 Strategy Analysis
• searching for and deciding on
solutions
• follows the problems and objectives
analysis
• prerequisite to designing action
strategies

Points to consider
• overall concepts, strategic plans,
objectives
• people, target groups, organizations,
agencies
 Conducting a Strategy
Analysis
1. ordering sequence of the
problem and objective trees
2. clustering objectives
3. feasibility of different
interventions
4. continuous task in project
management
 Alternatives Analysis
The objective tree usually shows the large
number of possible strategies or means-end
links that could contribute to a solution to
the problem.
Since there will be a limit to the resources
that can be applied to the project, it is
necessary for the  participants to examine
these alternatives and select the most
promising strategy.
After selection of the decision criteria, these
are applied in order to select one or more
means-end chains to become the set of
objectives that will form the project strategy.
 Project Planning Matrix

(1) Matrix
(2) Assumptions
(3) Objective Indicators
(4) Verification
 Objectively Verifiable
Means of Verification
External Factors
Narrative Summary
Indicators - OVIs  -MOVs (Assumptions)

Development Objective
     
 

Immediate Objective
     
 

Outputs (Results)
1.
2.      
3.
 
Activities Inputs
1. 1.1
2. 1.2    
3. 1.3
4. 1.4
 Column headings -
definition of terms
Narrative Summary: This term
used to describe the text that
"narrates" the objectives.  It
could have been given the title
"Hierarchy of Objectives", but
this might be misleading
because the bottom cell in the
column is a summary of the
 Column headings -
definition of terms
Objectively Verifiable Indicators
(OVIs): These are the measures,
direct or indirect that will verify to
what extent the objectives have
been fulfilled. The term
"objectively" implies that if these
should be specified in a way that
is independent of  possible bias of
the observer.
 Column headings -
definition of terms
Means of Verification (MOVs):
These statements specify source
of the information for the
measurements or verification
specified in the indicators column.
For example, will statistics from an
external source be used for the
verification or will project
resources be used to gather the
 Column headings -
definition of terms
External Factors (Assumptions): These
are important events, conditions, or
decisions which are necessarily outside
the control of the project, but which
must remain favorable for the project
objective to be attained. The
implication here is the design team
have an obligation to consider what
might derail their efforts and to plan
responsibly to reduce that risk of
 Row headings -
definition of terms
Development Objective: The
higher level objective that the
project is expected to contribute
to. The addition of the word
"contribute' implies that this
project alone is not expected to
achieve the development
objective. Other project's
immediate objectives are
 Row headings -
definition of terms
Immediate Objective: The effect
which is expected to be achieved
as the result of the project
delivering the planned outputs.
There is a tendency for this to be
expressed in terms of the "change
in behavior" of a group, or
institution and the project outputs
are expected to facilitate this
 Row headings -
definition of terms
Outputs: These are the
"deliverables" the tangible
results that the project
management team should be
able to guarantee delivering.
The objective statements
should specify the group or
organization that will benefit.
 Row headings -
definition of terms
Activities: These are the
activities that have to be
undertaken by the project
to produce the outputs. The
activities take time to
perform.
 Row headings -
definition of terms
Inputs: These are the
resources that the project
"consumes" in the course of
undertaking the activities.
Typically they will be human
resources, money, materials,
equipment, and time.
 Vertical Logic
• Vertical Logic: The vertical logic is the
reasoning which "connects" the  three levels
of objectives in the matrix; the outputs, the
purpose, and the goal. For example
achievement of all the output level
objectives should lead to achieving the
purpose.  Each of these links between the
objectives is connected by a hypotheses. 
• For example at the bottom level - the
implementation  hypotheses  the
implication is "we believe that in the
environment of this project the planned
outputs will produce the planned result. At
 Horizontal Logic
• The horizontal logic has similar
features to the vertical logic. In this
case, the links between the levels of
objectives are the items in the 
External Factors column.
• For example, if the project is
successful in implementing all of the
planned activities, we ask ourselves,
what circumstances or decisions
(outside the project's control) could
 Implementation
Operational phase of a project to
achieve the expected outputs/results
Plan of Operations
3.workplans / work schedules
4.project budget / resources plans
5.personnel plans
6.material and equipment plan /
procurement plan / staff
7.training plans
 Plan of Operations
Implementation should have a plan of
operations i.e. the detailed plan for the
implementation of project. It is established by
the project team and will be documented as:
•workplans / work schedules
•project budget / resources plans
•personnel plans
•material and equipment plan / procurement
plan / staff
•training plans.
The work plan and the project budget
constitute the core of the Plan of Operations.
 SWOT Analysis
Strengths Weaknesse
S-W s
O-T
Opportunitie S-O W-O
s STRATEGY STRATEGY

Threats S-T W-T

STRATEGY STRATEGY
 Strengths Weaknesses
• Scholarship program • Low level of success in the Pre-
indicates high possibility of School Program
continuing demand • Mismatch of the products and
• High competence in the services to real clients needs
Adult Education Program • Some programs (medical/dental,
• Intervention through CADT etc.) not within their competence
giving sense of security to • Heavily dependent on grants and
the IPs
donations
• Innovative approaches to
• Donations showing a downward
sourcing of funds
trend
• Has established credibility
among the donors;
increasing interest of
funders in Cartwheel’s
programs
• Developed social capital
within government
agencies, other
 Opportunities
• High demand in secondary, post-secondary education, & adult
education
• CADT assures the IPs ownership and management of the lands
they are tilling
• Availability of uncultivated land suitable for high yield vegetables
& coffee
• Need for sustainable dev’t program demanded by ADSDPP as
mandated by NCIP
Threats
• Available funding for sustainable and capacity-building program
• Issues
for IPs and needs of the IPs not given significance / priority of the
• LGU
is one of the major coffee-producing regions
•• Low
haveeducational attainment
several export marketsof the
for IPs like , , , , etc.,
coffee
• Lack of access to secondary schools
• IPs lack the capacity to participate in the socio-political affairs of
the municipality
• Volatile peace and order situation
• Farming is the primary source of income
 S-O STRATEGY W-O STRATEGY
• Implementation of ADSDPP
(political empowerment, peace
and order, cultural preservation) • Shift program to adult /
secondary / post-secondary
• Capacity-building of IPs; education (education)
expansion of Adult Education
(education) • development (economic
benefits)
• Bridging market and community
(economic benefit)
S-T STRATEGY
• Capacity-building of IPs through
W-T STRATEGY
• Strengthening and
education (education) expansion of scholarship
program (education)
• development (economic benefits)
• Support H/S (St. Therese of
• Building collaboration with
Miarayon) (education)
government, NGOs and the
business sector (political & social • development (economic
capital, economic benefit) benefits)
 Position on Influenc
Stakehold
Interest on the Program the Impact of the Program e on the
er
Program Program
MILALITTRA Security of land tenure; productivity Support Capacity-building; political High
/ Tribal participation; livelihood
Leaders
Women’s Help provide food for the family; Support opportunities
Additional source of income; Moderate
Group additional income; education for the capacity-building; education of
Fr. Kit children
Miarayon becoming a pilgrimage site Support children
Realization of his dream; High
Bautista - and a bridge between the poorest of abridgement of social gaps
CFI the poor and richest of the rich between rich and poor
Parish Increased enrolment in high school; Support Increased enrolment; expansion High
Priest / improved quality of education; of services; improvement of
Principal evangelization and preservation of educational facility
Gina – Pre- culture equal access to quality
Provide Potential Phasing-out of pre-school High
School education to as many children in the opposition
CFI country
Increase literacy rate and improve Support Financial sustainability; focusing High
self-sufficiency of IPs of programs; matching services
to needs of IPs
Barangay Peace and order; improvement of Support Increased employment for the Moderate
Officials income of IPs people; improved peace and
NCIP Promotion and protection of the rights Support order condition
Increased performance of High
of IPs; implementation of IPRA and advocacy
LGU – ADSDPP
Promotion of general welfare; local Support Increased trust for IPs’ capacity; High
Talakag autonomy; delivery of basic services; improved peace and order
agricultural productivity; peace and condition; increased revenue
Traders’ order profit from trading activities
More Potential Decreased income due to Moderate
group opposition rerouting of products
Religious Evangelization; promotion of Support Increased enrolment; potential High
nuns education increase of the faithful
Land Legitimization of claims on lands Oppose Loss of rights to claim and use High
claimants allegedly purchased from the IPs the land
 Action Plan coffee project
Target Output
Activities Time Frame In-Charge Resources
Qty. Quality
Planning One (1) year plan Specifications July 2005 CFI Ex. Dir. & Funds, data
drafted drafted Consultant,
BOD

Sourcing of funds 1 Project funded Appropriate and July – CFI Project Proposal
on-time December
2005

Identification of 1,000 hectares Suitable for July – CFI- Funds, staff

coffee areas for identified coffee December MILALITTRA
rehabilitation plantation 2005

Lending of Initial 1,000 farmers Credible and Jan 2006 CFI Project Funds,
capital entered into MOA reliable onwards staff
through MILALITTRA partners

Monitoring 1,000 hectares Seasonal and Planting: CFI staff Transpo cost,
plantation monitored regular May-Dec of supplies
every year,
2006-2010

Establishment of At least 2 partners Medium term Sept- Dec CFI Communication

trading partners identified (Figaro, 2005
Monk’s Blend)

Buying and Trading At 80% target Medium term 2007 CFI Project Funds
volume attained
 Target Output Time
Activities In-Charge Resources
Qty. Quality Frame
Planning 1 Action Plan Attainable August 2005 CFI BOD, Funds
TESDA
Phasing-out of Pre-schools 2 pre-schools Acceptable terms July 2005 – CFI None
May 2006
Signing of MOA with St. 1 MOA signed Acceptable terms July 2005 – CFI & Therese None
Therese H/S May 2006 H/S
Review / Reformulation of 1 standard Appropriate, July 2005 – CFI staff, Supplies
Adult Education modules module attuned to May 2006 teachers,
developed indigenous DepEd
culture
Adult Literacy Program 450 IPs Can read & write, 2006-2010 CFI staff and Rooms,
learned spiritual, teachers teachers,
cultural, and teaching
social values materials

TNA At least 3 skills Understandable 2006-2010 CFI staff, Questionnaire

training & measurable TESDA & other
identified; ex. agencies
Food processing,
farming tech.,
etc.

Drafting of ADSDPP
IEC on Environmental 15-20 IP leaders Appropriate & July 2005 CFI, NCIP, Funds, resource
Management informed understandable MILALITTRA, & persons
DENR
Tribal Leaders’ 15-20 IP leaders participative Aug 2005 CFI, NCIP, & Funds, resource
Consultation consulted MILALITTRA persons
 Objectively
Narrative Verifiable Means of Assumptions
Summary Indicators Verification & Risks
Goal (OVI)
Poverty reduction of IPs 60% HH poverty NSO census of 2010;
reduction by year 2010 NEDA Report
Objectives:
•Enterprise Development 1,000 HH involved in CFI Annual Report ADSDPP completed
•Capability-Building livelihood activities and implemented
MILALITTRA LGU Annual Performance Funds accessed
representation in the Report Training conducted
MDC by 2007
Actual implementation CFI Report / MILALITTRA
Output: of ADSDPP by year Report to NCIP
•Enterprise Development 2008
• reduction of poverty 60% increased family Municipal Treasurer’s Funds are accessed
incidence income Report from funding agency
• increased Training conducted
productivity
• Capability-Building conceptualized by NCIP report
• conceptualization 2005; implemented by LGU annual performance
and implementation 2006 report
of ADSDPP 10% increase in LGU annual performance
• increased literacy literacy rate report
rate 10% reduction in crime
•improved peace and rate
 Objectively
Narrative Verifiable Means of Assumptions
Summary Indicators Verification & Risks
Activities (OVI)
EMTERPRISE DEVELOPMENT
Planning One (1) year plan CFI Plan of Action Funds are accessed
drafted by July 2005 from funding agency

Sourcing of funds 1 Project funded by Memomorandum of Collaboration with

January 2006 Agreement with funding concerned agencies
agency and business sector
established
Identification of coffee 1,000 hectares Report of Project
areas for rehabilitation identified by 2005 Director

Lending of Initial capital 1,000 farmers entered CFI Annual Report

into MOA through
MILALITTRA by 2006
Monitoring 1,000 hectares Report of Project
plantation monitored Director
by 2010
Establishment of trading At least 2 partners MOA with Figaro and
partners identified (Figaro, Monk’s Blend
Monk’s Blend) by 2005
Buying and Trading 80% target volume of CFI Sales Report
sales attained by 2007
 Objectively
Narrative Verifiable Means of Assumptions
Summary Indicators Verification & Risks
Activities
(OVI)
CAPABILITY BUILDING
Planning 1 Action Plan drafted Action Plan document
by August 2005
Phasing-out of Pre- 2 pre-schools phased- CFI Annual Report
schools out by May 2006
Signing of MOA with St. 1 MOA signed by May MOA with St. Therese
Therese H/S 2006
Review / Reformulation 1 standard module Written curriculum
of Adult Education developed by May approved by DepEd
modules
Adult 2006 IPs trained by CFI Annual Report
Literacy Program 450
TNA 2010
At least 3 skills training CFI Annual Report and
identified; ex. Food DepEd Promotion Report
processing, farming
IEC on Environmental tech., etc.;
15-20 by 2010
IP leaders Evaluation Report on
Management informed by July 2005 Seminar Workshop
Tribal Leaders’ 15-20 IP leaders ADSDPP Report / NCIP
Consultation consulted by August Report
2005 Precondition
Cartwheel adopts
this management
plan
Collaboration
established with
 How stakeholders are affected by the main problem?
Capacity / Motivation to
How is the stakeholder Relationship with
Stakeholder participate in addressing the
affected by the problem? other stakeholders
problem
1. LGU Potential income is not Fund sourcing Give directions to other
realized stakeholder
2. BLGU Potential income is not Provide counterpart Sympathetic with the
realized households and can
be source of
information
3. RHU Additional workload Right agency to address the Close coordination
problem with the barangay
4. DAF Additional workload Responsible agency for farming Supervise and monitor
technology the beneficiaries

5. Households Directly and most affected Interest and willingness to Dependent on

participate in the program government agencies
and dependent only on
available resources

6. HKI Willing to address the Maybe able to provide assistance Coordinate with the
problem to the program LGU and other
stakeholders
7. Other Willing to address the Maybe able to provide assistance Coordinate with the
donors problem to the program LGU and other
stakeholders
 Expected effect of possible project interventions among stakeholders

Stakeholder’s main Positive Negative

Stakeholder Net Impact
objective impact/benefits impact/costs

1. LGU Address the problem Long-term –

weight
improve,
2. BLGU Address the problem decrease
morbidity
rate,
3. RHU Implement what is
availability of
mandated by law
Reduce the sources of
4. DAF incidence of nutritious
Slow realization of food
malnutrition among
result
children ages 5 and
5. Improve health below
Households condition

6. HKI Help and assist

project
implementation
7. Other
donors