Process

The logical framework assists people who are preparing a project, programme or even a complete sector policy to formulate and structure their considerations in a better way, and to clearly describe the intervention in a standardised way. It forces people to think things over, logical, communicate and allows people to ask questions. The logical framework has no other aspirations. For example, if the intervention is based on poor policies or wrong criteria, the logical framework will reveal contradictions and missing links, but it cannot change or replace them.

The logical framework is a tool that can contribute to improved planning of a project or programme. The success of an intervention depends on many other factors, for example the competence, the know-how, attitude (participatory) and the organisational capacity available within the project team or within the organisations involved in the execution of the project or programme. Therefore, the discipline imposed by the logical framework can never replace the professional qualities of those who use these tools.

A complete project plan includes a logical framework, a budget, an activity plan and plans for monitoring.

The focus of this tool is on the use of OOPP and the logical framework in the phases of identification and formulation. However, logical frameworks are also very useful in the subsequent phases of the project cycle. They can be used to appraise project proposal, they serve as an instrument to monitor projects and they can serve as the basis for project evaluation. Over the years that a project is implemented, it will be further detailed and regularly updated. If these adaptations and changes are incorporated in the project's logical framework, this will provide insight in the project's track record.

Groundwork

Logical Framework shall be preceded by and based on a thorough analysis of the situation that is supposed to change with the effort of a project. On its own, LogFrame is often not a sufficient analysis tool to prepare a project; other specific analysis tools are required, suitable to the situation, sector and context of a project.

In the project cycle, developing a logical framework can start once project identification was done and strategic options have been selected.

Follow up

In most cases a Logframe for a project needs to be completed with a budget and a time schedule, based on the identified activities. Furthermore, the organisational implementation modalities need to be defined and decided: (who is going to be responsible during the implementation for what and under which conditions?).

Requirements and limitations

The LogFrame is a powerful and flexible tool for reflection, analysis and communication with respect to projects and programmes and is not limited to specific sectors or types of organisations. Creative and flexible facilitation by an experienced person is often needed for optimal use.

The development of any project requires the involvementof the various stakeholders, preferrably including also people from target group, or client level. LogFrame can be very useful to facilitate the communication between these various parties involved.

Once developed, the LogFrame needs to be updated on a regular basis (every one or two years) to adapt it to a dynamic environment and to include aspects of learning throughout the implementation of a project.

Limitations

Over-attachment to a Logframe can turn it into an inflexible blueprint.

The administrative requirement of donor agencies to present project proposals with a LogFrame may lead to nice looking but meaningless LogFrames, disconnected from the reality.

The Logframe assumes hierarchical cause-effect logic, in particular between realisations by the project organisation and the response of target group or clients on those achievements. A thorough understanding of the context, based on experience and studies in the specific situation and type of development are a prerequisite for sound planning; the quality of a LogFrame depends to a large extent on these conditions.

The Logframe emphasises assessment of effects rather than understanding the process of change.

With participatory approaches to Logframe construction, the inexperience and broad base of participants may lead to the setting of unrealistic targets or to valuable activities being overlooked.

The Logframe seeks indicators for planned/expected effects but overlooks evidence of unexpected effects or events or processes that may influence the outcome of the project.