project logframe for planning and administration
DESCRIPTION
Project logframe for developing the research and developmental projectsTRANSCRIPT
Project logical framework approach for project administration
Sudhir Kumar Soam,HoD,ICM Division National Academy of Agricultural Research Management, Hyderabad
Program VS Projects Program• multiple focus• coordinated research activities• basis-commodities, regions, disciplines • allocation of resources-success/ impact • outputs address national research objectives• long-term and somewhat continuous• composed of subprograms/ projects
Program VS Projects
Projects• single focus defined target• address specific program objectives• explicitly defined time frames, resources• comprises a number of specific operations or
experiments• basis- staff capability, institute resources• Complementary with other projects
Contextual understanding
The Project The Project Environment
The Project Impact
What is logframe?_ from websitehttp://www.ifad.org/evaluation/guide/annexb/index.htm
Confused objectives- case-I
Prosperity for Women : Induction of Dwarfism in cashew
goal Sustainable growth and utilization of wastelands for improving rural livelihoods
purpose 1. To study the natural dwarfs of cashew for their anatomy and physiology of flowering and fruit set.
2. To induce dwarfing by hybridization, grafting and chemical methods for increasing productivity.
output The barrier of low fruit set in Cashew will be broken and will in turn help to increase the yield and productivity of cashew. The cashew can be planted in a closer spacing for increasing the productivity in marginal lands of poor farmers new varieties will be developed suited to this region. The dwarf will cater the needs of apple processing industry, leading to generation of higher income to women entrepreneurs.
Project Log framework • Project-planning matrix or logical framework• Tool for project design, monitoring and
evaluation• Lays out components into a matrix • Highlight key management issues-external
conditions.• Management By Objective (MBO) style of
management
Basic elements of log frame and influence on external factors
Goal External factors
Purpose External factors
Output External factors
Activities External factors
Makes easier to identify
• Unrealistic objectives • Weaknesses in project design• Logical link of components which are readily
seen– Logical creativity– Logical hindsight
• Opportunity to make logic for scrutiny, monitoring and evaluation
Hierarchy of Objectives(Narrative summary)
Objectively Verifiable Indicators (OVI)
Means of Verification (MOV)
Critical Assumptions & Risks
Goal Measures to verify accomplishment of goal level
Sources of data needed to verify status of goal level indicators
External factors needed for achieving objective in long run
Purpose Measures to verify accomplishment of purpose level
Sources of data needed to verify status of purpose level indicators
External factors needed for achieving goal
Output Measures to verify accomplishment of output level
Sources of data needed to verify status of output level indicators
External factors needed for achieving purpose
Activities Measures to verify accomplishment of activity level
Sources of data needed to verify status of activity level indicators
External factors needed for achieving outputs
Inputs or resources
Measures to verify accomplishment of input level
Sources of data needed to verify status of input level indicators
External factors for availability of inputs
Structure of logical framework
Narrative Summary Objectively verifiable Indicator
Means of Verification
Critical Assumption
Goal To keep pace of sustainable development of state during drought
Agricultural production of state does not fall more than 10% ?of normal year
Statistical reports
Drought mitigation efforts help to maintain sustainable development
Purpose To minimise losses in Agricultural production in the district through drought mitigation interventions
1. migration of human & livestock population and number of deaths of human & livestock is at par with normal year2. Per capita foods, milk production in the district does not fall more than 10%? of normal year.
Interim survey report Baseline survey report
Besides maintaining agricultural production, some quantity of food & fodder can be acquired from drought not affected districts.
Output A team of trained facilitators for strengthening culture of participation for drought mitigation. Actively participating community for development in the event of drought. A block / Taluka level contingency plan
1/3 of VDO &1/4 of BDO are trained in PRA methods by the year…….. At least 2 focussed Group discussions are conducted at each block and at least 75% of the stakeholder Groups in a block participate by the year…..Letter of commitments by at least five institutions/ organizations
District Drought Mitigation (DDM)report Do Do Do
Facilitators fulfil their duty effectively & efficiently Active community participation will reduce the retrospective impact of drought Participation of various departments
How to construct logical framework?
Goal
Project structure Objectively Verifiable Indicators (OVI)
Means of Verification (MOV)
Critical Assumptions & Risks
Step-1What is the rationality of project?
Step-10Fill up these columns
Step-10Fill up these columns
Step-9If the project objectives (purpose) were achieved would this contribute to solve the constraint, if noAction: Evaluate assumptions, redesign the project
Purpose Step-2What project intend to achieve?
Step-8If the activities are carried out, would the objectives be achieved, if noAction: Evaluate assumptions, redesign the project
Output Step-3What are expected outputs?
Step-7Are resources sufficient and all are necessary to achieve the outputs?What assumptions out side control of project?Action: Evaluate assumptions, redesign the project
Activities Step-4What services/ actions needed to enable clients to achieve their objectives?
Inputs or resource
Step-5What inputs required to carry out activities and achieve outputs?
Step-6 What must happen before the project commences?
Actor Identification sheet
Stakeholders
Do you consider this person, group or organisation a key stakeholder?
Why or Why not?
1. (name) (yes/ no) (reason)
2.
N
Stake holder table
Stake holder Interests PotentialProjectImpact
RelativePriority
ofinterests
Primary + or - 1 – 5Secondary + or - 1 – 5External + or - 1 – 5
Influence-Importance matrix
A
5 4 3
B 2 1
1- IGFRI, Jhansi2- ICAR, New Delhi3- ICRA, The Netherlands4- Crop-Small farmers5- Livestock farmers6- Crop- Large farmers7- Forest Department8- Herdsmen/ Transhumance9- BIWRMP (NGO)
D 8
C 6 79
Importance
Influence
Influence-Importance matrixA – Stakeholders of high importance to the project, but with low importance. They require special initiatives are required to protect their interests
B - Stakeholders appear to have high influence, who are also of high importance for success of the project. Construct good working relationship with them.
C - Stakeholders of high influence, can therefore affect project output, but their interests are not the target of the project. Source of significant risk, need careful monitoring and management.
D – Stakeholders with low influence on and or importance to project objectives, they are unlikely to be the subject of project activities and management. Require limited monitoring / evaluation
Pay off Matrix
Technology Option Stakeholder1 Small farmer
Stakeholder2 Medium farmer
Stakeholder3 Large farmer
Hoe + -- --- Animal power ++ - ---
Two wheel tractor (Ownership)
+ +++ +
Two wheel tractor (Hire)
+++ + --
Large tractor (Ownership)
--- - ++++
Large tractor (Hire)
--- - ++
Participation MatrixStage in Cycle Inform Consult Partnership Control Identification
ICAR IGFRI ICRA
Planning
Large- Crop
farmers
Live stock farmers, Small-
crop farmers AH Dept.
Forest Dept
ICAR IGFRI ICRA
Field study team
Scientific Backstoppin
g Group Implementation ICAR
ICRA Large-crop
farmers, Forest Dept, AH Dept,
BIWRMP
IGFRI ICRA, Small crop
farmers, Live stock farmers
Field study team
Monitoring &
Evaluation
ICRA ICAR IGFRI ICRA, Small crop
farmers, Live stock farmers
External consultants
A B
C D
Impo
rtan
ce
Urgent Non-urgent
Time management
Photo by SK Soam, Rice terrace, Bali, Indonesia