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How to write a logical framework (logframe)

Download logframe template and example  

Love them or hate them, logical frameworks (logframes) have become a staple of international development programs. Most donors will require one as part of your proposal, and it’s the first things an evaluator will ask for.

Our  logframe template is one of the most popular downloads on  tools4dev . This article provides more detailed steps on exactly how to use the template.

The purpose of a logframe

A logframe is a table that lists your program activities, short term outputs, medium term outcomes, and long term goal. It is supposed to show the logic of how the activities will lead to the outputs, which in tern lead to the outcomes, and ultimately the goal.

A logframe is different to a theory of change. For more information on the differences see our blog post  “Theory of Change vs Logical Framework – what’s the difference?”

Should I start with the goal or the activities?

Many people wonder whether they should start filling the logframe from the top (starting with the goal), or from the bottom (starting with the activities).

Some people would say to start from the top (goal) and work down. That way you state what you hope to achieve, and then you work backwards to decide which outcomes, outputs and activities are required to achieve it.

However, this is often difficult to do in practice. Many organisations have a fixed set of activities that requires them to go from the bottom up. Other organisations may go back and forth between the goal and the activities trying to balance costs against results.

So just fill the table in whichever order makes the most sense to you. For each row of the table (activities, outputs, outcomes and goal) you will need to complete t following steps.

Describe the project summary

The first column in the table is the project summary. It describes each level of your project. For example, the goal of the project could be a “10% increase in the number of Grades 5-6 primary students continuing on to high school within 3 years.” The outcome leading to this could be “improve reading proficiency among children in Grades 5-6 by 20% within 3 years.”

When completing the project summary it is very important that the links between the different levels of the project are realistic and logical. Activities should logically lead to outputs, which should lead to realistic outcomes, and a sensible goal.

Below is an example of a logframe where the links between levels are not logical or realistic (click the image to view a larger version).

Here is a version that is more realistic and logical (click the image to view a larger version).

If you’re having difficulty creating logical and realistic connections between the different levels, you might want to try creating a problem tree or theory of change first.

Choose indicators and means of verification

Once you’ve described each level of the project you need to choose indicators that will allow you to measure if it has been achieved. For example, if the goal is a “10% increase in the number of Grades 5-6 primary students continuing on to high school within 3 years” then the indicator is “percentage of Grades 5-6 primary students continuing on to high school.”

You can have more than one indicator for each level, but it’s a good idea to keep the total number of indicators manageable. For each indicator you need to describe how it will be measured – this is called the means of verification.

Here’s a example of these two columns:

The indicators in your logframe should match the indicators in your M&E framework. For more information on selecting indicators see our article on how to write a monitoring and evaluation (M&E) framework .

Identify risks and assumptions

The final column in a logframe is the risks and assumptions. This column lists things that must be true in order for one level to lead to the next level.

An easy way to check whether your risks/assumptions make sense is to look at the activities row and follow this logic: IF these activities are undertaken AND the assumptions are true THEN these outputs will be produced (see example below, click the image to view a larger version):

Then do the same with the outputs: IF the outputs are created AND the assumptions are true THEN the outcome will be achieved. And then the same for the outcome: IF the outcome is achieved AND the assumptions are true THEN the goal will be achieved.

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What is a LogFrame?

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A Logframe is another name for Logical Framework, a planning tool consisting of a matrix which provides an overview of a project’s goal, activities and anticipated results.  It provides a structure to help specify the components of a project and its activities and for relating them to one another.  It also identifies the measures by which the project’s anticipated results will be monitored. 

The logical framework approach was developed in the late 1960s to assist the US Agency of International Development (USAID) with project planning.  Now most large international donor agencies use some type of logical or results framework to guide project design.

Logical Framework Structure

A Logical Framework (or LogFrame) consists of a matrix with four columns and four or more rows which summarize the key elements of the project plan including:

• The GOAL / OVERALL OBJECTIVE/ DEVELOPMENT OBJECTIVE
• The PURPOSE / IMMEDIATE OBJECTIVE
• The OUTPUTS
• The ACTIVITIES

In developing a logframe, it is very important to pay attention to how the objectives and results are formulated.  For reference, see Catholic Relief Services' (CRS) Guidance for Developing Logical and Results Frameworks .

The second and third columns summarize how the project’s achievements will be monitored and consists of the following:

• Indicators- a quantitative or qualitative measurement which provides a reliable way to measure changes connected to an intervention.  In essence “ a description of the project’s objectives in terms of quantity, quality, target group(s), time and place”
• Sources of verification - Describes the information sources necessary for data compilation that would allow the calculation of indicators.

Developing objectively verifiable indicators must also be a very careful process.  The USAID provides tips for selecting performance indicators . 

Lastly, the final column lists the following:

• Assumptions -the external factors or condition outside of the project’s direct control that are necessary to ensure the project’s success.

Example of the Logical Framework Structure and Intervention Logic

Logical Frameworks can look very different from one another depending on a donors requirements and the design team.  The terminology used also differs between donors.  See “ The Rosetta Stone of Logical Frameworks .”  Other similar tools include the Logic Model which is also an overall summary of a project plan and anticipated results or outcomes.  The following example is more in the format of a Logic Model:

Strengths of the Logical Framework Approach

• It draws together all key components of a planned activity into a clear set of statements to provide a convenient overview of a project.
• It sets up a framework for monitoring and evaluation where planned and actual results can be compared.
• It anticipates project implementation and helps plan out development activities.

Weaknesses of the Logical Framework Approach

• It may cause rigidity in program management.
• It is not a substitute for other technical, economic, social and environmental analyses.
• LogFrames are often developed after the activity has been designed rather than used as the basis for design.
• It can stifle innovative thinking and adaptive management.

Useful Resources :

• Project Cycle Management Guidelines  European Commission
• Handbook on Planning, Monitoring and Evaluating for Development Results UNDP (2009)(Exists in several languages including Russian)
• Tools for Development: A Handbook for Those Engaged in Development Activity  Department for International Development (DFID) UK (2003)
• USAID: Project Design Guidance (2011)
• The Logframe Handbook: A Logical Framework Approach to Project Cycle Management World Bank

References :

1 European Commission (2004). Project Cycle Management Guidelines. Accessed February 19, 2015 from: http://ec.europa.eu/europeaid/sites/devco/files/methodology-aid-delivery-methods-project-cycle-management-200403_en_2.pdf

2 From Ministry of Fisheries and Aquatic Resources (DFAR) Sri Lanka; Icelandic International Development Agency (ICEIDA); and United Nations University Fisheries Training Programme (UNU-FTP). World Bank (2005). The logframe Handbook; A Logical Framework Approach To Project Cycle Management. Accessed February 19, 2015 from: http://www-wds.worldbank.org/external/default/WDSContentServer/WDSP/IB/2005/06/07/000160016_20050607122225/Rendered/PDF/31240b0LFhandbook.pdf

About the Author

Kirsten Bording Collins is an experienced evaluation specialist providing consulting services in program evaluation, planning and project management.  She has over ten years of combined experience in the nonprofit, NGO and public sectors working both in the U.S. and internationally.  Kirsten's areas of expertise include: program evaluation, planning, project management, evaluation training and capacity-building, mixed-methods, qualitative analysis, and survey design.  Kirsten holds a MA in International Administration from the Korbel School of International Studies, University of Denver.  Kirsten grew up in Copenhagen, Denmark and currently lives in Washington, DC.

Connect with Kirsten on LinkedIn .

________ To learn more about American University’s online Graduate Certificate in Project Monitoring and Evaluation, request more information or call us toll free at 855-725-7614.

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How to write a logframe: a beginner’s guide

Need to submit a logframe for a project proposal but don’t really know what it is? Here’s an explainer for beginners

Love them or loathe them, logframes – the logical framework matrix – are a vital part of the aid worker’s skill set. Many humanitarians swear by them for project planning, and increasingly many donors ask for a logframe as part of a funding application.

So, what is a logframe?

Logframes originated from a planning approach used by the US military (maybe this is why they’re seen as a bit rigid) and was later adopted by USAid in the 1960s for development projects. It has since become a standard approach required by donors for any grant applications.

The simplest form of a logframe is a 4x4 table with 16 cells, although this isn’t a strict format. In the table you note down what you want to achieve and how you’ll get there. In theory, writing a logframe should make it easier to plan and manage a project as you can see the sequence in which the actions lead to your overall goal.

Putting together a logframe is just one part of a project-planning process for development, but many criticise its fixed approach and see it as a top-down imposition from donors. Josiah Kaplan, a researcher from Oxford University, suggests you need to write the logframe with everyone who might be involved in the project. He says: “Greater inclusivity leads to better and more nuanced project planning. It can be a good opportunity to bring different actors around the table – within a single organisation, and with external partners and stakeholders – to communicate and develop shared objectives.”

Before you start, get a load of stationery together – ideally a big sheet of paper with a lot of Post-it notes. Then, work out what your project actually is: Who are the key people involved and how might they be affected by the problem? You can do this with a problem tree analysis – in the middle of your page write down the problem your project will tackle, and then “branch off” possible causes of the problem until you’re satisfied that you’ve found an overall cause and effect narrative. Hopefully at this point your notes will look a bit like a tree.

Then change the wording into positive terms. For example, “lack of sufficient water” would then become an aim to “improve water supply”. Once you’ve done that you’ll have an objective tree , and you’ll be able to transfer those notes into the logframe.

Now you should have gathered answers to the following questions and be ready to write the logframe: What is the project is going to achieve? What activities will be carried out? What resources, people, equipment will you need? What potential problems might you come across? And how will the progress and ultimate success of the project be measured?

The structure of a logframe

A standard logframe is divided into four rows, which are your long- to short-term objectives ranging from top to bottom:

• Goal (overall aim).
• Outcome/Purpose (what will be achieved, who will benefit, and by when).
• Outputs (specific results the project will generate).
• Activities (what tasks need to be done in order for the output to be achieved).

These are achieved and measured by the headings from left to right:

• Project summary (explaining the objectives).
• Objectively verifiable indicators (how you’ll measure the achievements).
• Means of verification (how you’ll collect the information for the indicators).
• Risks and assumptions (external conditions needed to get results).

Writing a logframe

There’s no set way to complete the table but here’s how you might think about filling it in.

Start by writing your overall goal in the top left hand box of the table (between Goal and Project summary). Ask yourself: What do we intend to do? How does this sit with the country development strategy, and are they compatible?

A guide from Bond (pdf) suggests you start filling in the table from the top with your objectives and then work down. But while you’re doing this think “upwards”, as development consultant Greta Jensen suggests (try not to get too dizzy).

Jensen says the logframe is about setting your goals first and then getting into the grassroots – what you actually need to do. You have to look at all the boxes in the table as a sequence using an “if and then” logic.

As an example (pdf), if our goal is to create a community of happy children and adults in a village the “if and then” logic would be like this:

If we establish a community committee (activity) and people are enthusiastic (assumption) then we’ll have the capacity to build and manage a playground (output). If we have a playground (output) and it’s easy to maintain (assumption) then children will have fun (purpose). If children are having fun (purpose) and families continue to grow in the village (assumption) then we’ll reach the goal of a happy community.

When outlining your activities ask yourself: What can we actually do? What have we already got that we can use to reach the overall goal? Then, what are we missing and what might we need?

Remember to think about what work you’re going to do with each of the target groups. For example, what work will need to be done with local leaders as part of the project.

Once you’ve got your all objectives down on the table think laterally: how can you measure the progress of the project against the aims you’ve set out? (You write these in the “Objectively verifiable indicators” and “Means of verification” boxes.) Choose indicators that will let you measure whether the different levels in your project have been achieved. Keep these at a reasonable cost and give them a deadline. Set out the information required for the indicators in the “Means of verification” column. These could be sourced from documents, field surveys, training reports, among others.

The fourth column is called “Assumptions” – which essentially means a risk analysis. This is about being prepared for external circumstances and how you’ll reduce the severity of those risks, so you must budget for that.

Jensen recommends understanding assumptions in three stages: risk analysis + mitigation = assumptions. She gives the following example: If the risk is hurricanes, what can the project do to reduce the severity of this risk? One option is to ensure staff are trained in emergency procedures. So in the assumption cell you put: “staff training and disaster management to minimise the impact of hurricanes”.

But remember, a logframe doesn’t mean the plans are set in stone (or wood). See this tool as flexible to the project’s needs, and responsive to everyone involved. As Jensen says, it has to be adaptable to reflect any changes on the ground.

For further resources on project planning and the logical framework approach, see Greta Jensen’s blog who offers in-house training and mentoring, advice from DfID , Tools4dev , and the blog BetterEvaluation .

Join our community of development professionals and humanitarians. Follow @GuardianGDP on Twitter.

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Logframes are a systematic, visual approach to designing, executing and assessing projects which encourages users to consider the relationships between available resources, planned activities, and desired changes or results.

‘Logical Framework’, or ‘logframe’, describes both a general approach to project or programme planning, monitoring and evaluation, and – in the form of a ‘logframe matrix’ – a discrete planning and monitoring tool for projects and programmes. Logframe matrices are developed during project/programme design and appraisal stages, and are subsequently updated throughout implementation while remaining an essential resource for ex-post evaluation.

As a methodology, the ‘Logical Framework Approach’ (LFA) is a systematic, visual approach to designing, executing and assessing projects which encourages users to consider the relationships between available resources, planned activities, and desired changes or results. At its core is a theory of change management which presents the logical flow of causal outcomes between achievement of a project/programme’s activity targets, and the delivery of intended results. Logframes, to this end, enable planners to establish a hierarchy of objective or result statements – i.e. a development pathway – which articulate their best understanding of how change can be achieved.

A logframe matrix (often simply called the ‘logframe’) serves to translate this broader LFA theory into action, and as a document forms the basis of an actionable work plan to guide implementation through the project/programme lifecycle. Logframe matrices assist directly in establishing the development pathway by which objectives will be reached, identifying the potential risks to achieving the objectives, establishing how outputs and outcomes might best be monitored and evaluated, presenting a summary of the activity in a standard format, and suggesting M&E activities during implementation.

A wide range of logframe formats exist, varying between donors and organisations - as such, there is no standardised template (Levine, 2007:Annex 1). A generic logframe matrix is typically one formed around a 4 x 4 table. At minimum, four central categories, arranged horizontally by column, or vertically by rows, contain information on the project/programme’s Goal, Purpose, Activities , and Output .

Goal: Here, an overall project/programme goal -  the broader issue(i.e. at the national or sectoral level) that the project seeks to contribute to- is defined. ( Ex: “Country-wide reduction of infant mortality rates.”)

Purpose: The project’s central purpose or outcome  - a localised result that the intervention seeks to achieve in support of the above goal – is next identified. This statement should clarify what will be changed, and who will benefit. In some formats, this category is sub-divided between ‘strategic objectives’ and ‘intermediate results’. ( Ex: Increased access to paediatric healthcare for all infants in project’s area of operation.)

Project outputs : Listed here are those observable, measurable change, and tangible products/services to be delivered by the intervention, which serve to achieve the above goal and purpose.  ( Ex : Demonstrably increased access to paediatric healthcare through the area, a minimum 10% reduction in child mortality.)

Activities : Finally, supporting activities - the main tasks that need to be completed in order for the output to be achieved – are defined. ( Ex : Project staff will establish four new clinics and provide specialised training to health care providers in region.)

Each of these central components are, in turn, accompanied by at least four rows (if arranged vertically) or columns (if horizontally) displaying the following supporting information:

• A Narrative Summary describing the event.

Indicators which will be measured to indicate if the events taking place have been achieved. (Often referred to as ‘objectively verifiable indicators’)

Means of Verification (or ‘verification sources’) – the location of those sources of data required of the above indicators. 

A list of critical risks and Assumptions ( ‘hypotheses’) – those external factors which the evaluators believe may positively or negatively influence the events described by the narrative summary, including any external phenomena beyond the project/programme manager’s control. Only those concerns or anticipated opportunities which can actually be substantiated should be included.

Additionally, baseline date , measurable milestones in the progress of an event , and/or target year/date are also commonly included.

Example of two basic logframes (Levine, 2007):

Levine 2007

While an integral option within international development, LFA has also generated specific criticisms, most notably for a perceived rigidity in its approach as well as for its potential incompatibility with participatory assessments (wherein the priorities of vulnerable groups can often be overlooked by the external actors or local elites who take part in the logframe construction). In response, multiple variations on the core LFA option exist which seek to redress these weaknesses. For example, Goal Oriented Project Planning (GOPP), an instrument developed by the GTZ, seeks to strengthen the LFA’s participative dimension by placing emphasis on steps such as participation analysis, problems analysis and goals analysis. The Social Framework (SF) likewise provides additional space in its matrix for consideration of the range of different agents involved in the development intervention, while Outcome Mapping similarly places intentional emphasis on a pre-planning phase used to consider existing relationships and organisational processes relevant to the project/programme.

The UK Department for International Development’s (DfID) Global Poverty Action Fund (GPAF) is a fund supporting projects focused on poverty reduction and pursuit of the MDGs through tangible changes to poor people’s lives. DfID requires all applicants to the fund to complete a logframe template as part of their application, and projects are selected on the basis of demonstrable impact on poverty, clarity of outputs and outcomes and value for money

The Catholic Agency For Overseas Development (CAFOD) DfID Logframe Template

In 2009 CAFOD successfully used DFID’s logframe template to apply for £610,000 to fund a project in Kenya and Zimbabwe called ‘Mitigating the impact of the economic downturn on vulnerable groups’. CAFOD and DFID subsequently used the logframe to monitor and evaluate the success of the project.

The full logframe matrix used by CAFOD, which can be viewed in the referenced report, represents an example of a fully-developed logframe, and is organised by the categories of goal, purpose, inputs, outputs, and impact weighting (arranged vertically), and as supporting information, entries for baseline, indicator, milestones, target and year, and assumption (arranged horizontally)

Source: CAFOD (2011)

Advice for choosing this method

• Do not confuse logframes with ‘results frameworks’ – while the two tools share many similarities, the latter is more focused on articulating results than the former.
• Logframes are best used at an early stage in programme or project design. It is more difficult to use a logframe to review and/or restructure ongoing activities which were not designed using logframe principles and practices.
• Drafting logframes is also an ‘aid to thinking’ and a good way to involve an entire team at the design stage of a project. Adequate opportunity should be given to colleagues and key stakeholders to provide input to the process and production of a logframe.
• The logframe drafting process is an ideal opportunity to invite the entire team to take part in the project design stage, and time should be allocated to both staff and key stakeholders to provide input.

Advice for using this method

• In drafting a logframe, evaluators should first understand the context within which the project/programme will be implemented, take steps to ensure the perspectives of all stakeholders are addresses, and seek to balance any competing demands from donors and stakeholders.
• In considering the full range of assumptions and potential risks to include in the logframe matrix, a number of additional strategic tools, such as Problem and Objective Trees, SWOT and Stakeholder Analyses, and a Risk Matrix, can be particularly useful.
• Ensure that once the logframe is written, it does not simply just ‘sit on a shelf’ but is frequently reviewed and referred to during project implementation. It should be used to manage activities, drive work plans, assess progress, keep stakeholders aware of your plans and to monitor the overall progress of the project.
• A logframe must be tested to ensure the consistency of its logic. A simple test is to ask if your logframe satisfies the following : [1] IF these activities are undertaken AND the assumptions hold true, THEN the intended outputs will be created . [2] IF these outputs are delivered AND the assumptions hold true, THEN the purpose will be achieved. [3] IF the purpose is achieved AND the assumptions hold true, THEN the intervention will have contributed to the goal (adapted from DFID 2011)

The document provides an example of a terms of reference for developing an independent evaluation, with instructions on methodology and reporting standards.

This publication is part of a series of guidelines developed by AusAid in relation to activities design.

This guide from the UK Department of International Development (DFID) aims to help project managers/evaluators make the best use of logical framework (logframe) in designing and managing projects.

These guidelines from the European Commission have been prepared to support ongoing improvements in the quality of development assistance.

Discussion Papers

The paper presents examples and approaches on conducting M&E of policy research from the current experience of a range of research institutes, think tanks and funding bodies.

The Catholic Agency for Overseas Development (CAFOD) (2011). Mitigating the impact of the economic downturn on vulnerable groups  (archived link) . London, UK :  Active Learning Network for Accountability and Performance in Humanitarian Action (ALNAP).  

Chambers, R., & Pettit, J. (n.d.). Logframe - A Critique .

DFID. (2011). Guidance on Using the Revised Logical Framework . How to note. A DFID practice paper: Department for International Development (DFID).

ECODE. (2011). Critical Study of the Logical Framework Approach in the Basque Country . Estudo de Cooperacion al Desarollo.

Levine, C. J. (2007). Catholic Relief Services' (CRS) Guidance for Developing Logical and Results Frameworks . Baltimore: Catholic Relief Services.

Expand to view all resources related to 'Logframe'

• Aid delivery methods: Project cycle management guidelines
• Como elaborar modelo lógico:roteiro para formular programas e organizar avaliação
• Critical study of the logical framework approach in the Basque Country
• Making a difference: M&E of policy research
• Making adaptation count: Concepts and options for monitoring and evaluation of climate change adaptation
• Participatory monitoring and evaluation for natural resource management and research

'Logframe' is referenced in:

• Outcome mapping
• 52 weeks of BetterEvaluation: Week 20: Defining what needs to be evaluated
• Using logic models and theories of change better in evaluation

Framework/Guide

• Rainbow Framework :  Develop theory of change / programme theory

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Logical framework - Logframe for MEL

In this article.

Logical Framework (Logframe)

A logical framework, also known as a logframe, is a project management tool used to plan, monitor, and evaluate projects. It is a visual representation of a project's objectives, activities, outputs, and outcomes, and it helps project managers and stakeholders understand the project's logic and expected results.

In this article, we will explore the concept of a logical framework, its components, and how to create one. We will also provide an example of a logframe and a logframe template for your reference.

What is a Logical Framework?

A logical framework is a project management tool that helps organizations plan, implement, and evaluate projects. It is a structured approach to project management that focuses on the logical relationships between a project's objectives, activities, outputs, and outcomes.

The concept of a logical framework was first introduced by the United States Agency for International Development (USAID) in the 1960s. It has since been widely adopted by organizations and governments around the world as a standard project management tool.

Components of a Logical Framework

A logical framework consists of four main components: the goal, purpose, outputs, and activities. These components are interconnected and form the basis of a project's logic.

The goal is the ultimate objective of a project. It is the long-term impact that the project aims to achieve. The goal should be specific, measurable, achievable, relevant, and time-bound (SMART).

The purpose is the specific objective of a project. It is the change that the project intends to bring about. The purpose should be aligned with the project's goal and should also be SMART.

Outputs are the tangible products or services that are delivered as a result of the project's activities. They are the direct results of the project and should be measurable and verifiable.

Activities are the specific tasks or actions that need to be carried out to produce the project's outputs. They should be clearly defined and should contribute to achieving the project's purpose and goal.

Logframe Component Diagram

Overall, these critical components of a log frame help to explain the logic behind a program or intervention and to track its progress over time. By identifying these elements, program planners, evaluators, and stakeholders can understand the program's goals and objectives, the resources and activities needed to achieve those goals, and the intended outcomes.

How to Create a Logical Framework

Creating a logical framework involves a step-by-step process that includes identifying the project's goal, purpose, outputs, and activities. Here is a simple guide to creating a logical framework:

• Identify the project's goal: Start by defining the project's ultimate objective. This should be a long-term impact that the project aims to achieve.
• Define the project's purpose: Once you have identified the project's goal, define the specific objective that the project aims to achieve. This should be aligned with the project's goal and should also be SMART.
• Identify the project's outputs: Next, identify the tangible products or services that will be delivered as a result of the project. These should be measurable and verifiable.
• Define the project's activities: Finally, define the specific tasks or actions that need to be carried out to produce the project's outputs. These should be clearly defined and should contribute to achieving the project's purpose and goal.

Example of a Logical Framework

To better understand the concept of a logical framework, let's look at an example. Imagine a non-profit organization that aims to improve access to education for children in a rural community. Here is a simplified version of their logical framework:

To improve access to education for children in a rural community.

To increase enrollment in primary schools in the rural community by 50% within the next two years.

• Construction of two new primary schools in the rural community.
• Provision of school supplies and textbooks for all students in the community.
• Training of local teachers on effective teaching methods.
• Conduct a needs assessment to identify the most underserved areas in the community.
• Secure funding for the construction of two new primary schools.
• Hire contractors to build the new schools.
• Purchase school supplies and textbooks for all students in the community.
• Organize training sessions for local teachers on effective teaching methods.

Logframe Template

A logframe template is a structure or framework that guides the development of a Logframe. Logframe helps us describe and understand how a particular intervention or set of activities will lead to a desired outcome or impact. As a result of the intervention, a logical chain of events can be mapped out, and critical assumptions, risks, and uncertainties can be identified.

The Logframe template is a way of organizing the information and elements that are typically found in a Logframe. It also ensures the Logframe is complete and covers all critical components to understand the intervention and its expected impacts. There are a variety of features that can be included in a table of contents template, including:

• A description of the problem or challenge the intervention intends to address.
• Intervention goals and objectives.
• The intervention's key activities, inputs, and resources.
• A logical sequence of events that leads from the intervention to the desired outcome and impact.
• The following indicators can measure progress toward achieving the desired outcomes and impacts.
• A successful intervention may depend on assumptions, risks, and uncertainties.

A logframe template can help ensure that all of the critical elements of a Logframe are included and can make it easier to create a comprehensive and well-organized Logframe. It can also help to ensure that the Logframe is straightforward to understand for stakeholders. Finally, it can be a valuable tool for communicating an intervention's logic and expected impacts.

We have developed an extensive library of strategies (based on the logic model approach).

• Find the most appropriate category and theme
• Clone it and modify it to your need
• If nothing relevant theme found, review other themes as an example.

To help you create your own logical framework, here is a template that you can use:

To insert goal here.

To insert purpose here.

• Insert output 1 here.
• Insert output 2 here.
• Insert output 3 here.
• Insert activity 1 here.
• Insert activity 2 here.
• Insert activity 3 here.
• Insert activity 4 here.
• Insert activity 5 here.

Benefits of Using a Logical Framework

Using a logical framework offers several benefits for project management, including:

• Improved planning: A logical framework helps project managers plan their projects more effectively by clearly defining the project's objectives, activities, and expected results.
• Better communication: A logical framework provides a visual representation of a project's logic, making it easier for project managers to communicate the project's objectives and expected results to stakeholders.
• Enhanced monitoring and evaluation: A logical framework allows project managers to track the progress of their projects and evaluate their success based on the defined objectives and expected results.
• Increased accountability: By clearly defining the project's objectives and expected results, a logical framework holds project managers accountable for the success of their projects.

Difference between log frame and Theory of change

The Log frame and Theory of Change are planning and management tools in the development sector. Although they have some similarities, there are also some critical differences between them.

The Log frame is a linear, results-based management tool designed to help organizations plan, implement, and evaluate their programs. It is primarily concerned with inputs, outputs, outcomes, and impact and focuses on defining clear and measurable objectives for each stage of the project or program. As a result, the Logframe is often used by organizations focused on delivering specific, tangible outcomes in a relatively short period.

On the other hand, the Theory of Change is a more holistic approach to planning and management concerned with understanding the underlying causes of a particular issue or problem. It is a non-linear, iterative approach that emphasizes the importance of context. It seeks to identify the long-term, sustainable changes needed for lasting social change. The Theory of Change is often used by organizations working on complex, systemic issues that need to take a more strategic and flexible approach to achieve their goals.

In summary, while the Log frame and Theory of Change share similarities, they fundamentally differ in their planning, management, and evaluation approaches. The Logframe is a linear, results-based tool that focuses on delivering clear, measurable outputs, outcomes, and impact and best suits simple projects. On the other hand, the Theory of Change is a more holistic, non-linear approach that seeks to understand the underlying causes of a particular issue or problem and is best suited for complex, systemic matters where a more strategic and flexible approach is required.

A logical framework is a valuable project management tool that helps organizations plan, implement, and evaluate projects. By clearly defining a project's objectives, activities, and expected results, a logical framework can improve project planning, communication, and accountability. Use the provided example and template to create your own logical framework and take your project management to the next level.

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What are the key components of a logical framework, can a logical framework be modified during a project, what role does the logical framework play in project evaluation, related articles.

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Article • 12 min read

Logframes and the Logical Framework Approach

Planning robust, coherent, successful projects.

By the Mind Tools Content Team

In practice, even the best project managers can find it difficult to plan major projects without missing important activities, and without failing to spot all significant risks and issues.

What's more, once you're immersed in the detail of project planning, it's hard to keep sight of the big picture: what are you trying to achieve and why? What are the risks and assumptions? And how you can tell whether the project is a success once it's implemented?

The Logical Framework Approach is a useful technique for helping you do these things, thereby making your projects more robust and coherent – and more successful.

The Logical Framework Approach (LFA) was developed in the 1970s as a tool for strategic planning, [1] using the ideas of Management by Objectives . It's a tool of choice used by development agencies and in the international donor community. Large aid organizations throughout the world use the LFA for planning, approving, evaluating and monitoring their projects. [2] That said, this is a powerful and useful technique, and is one that richly deserves much wider application than in international development alone.

The Logical Framework Approach and the Logframe

The Logical Framework Approach elegantly weaves together top-down and bottom-up approaches to project management. It brings together the classical, top-down, "waterfall approach" for identifying the activities in a project, with a rigorous bottom-up checking process to make sure that these activity lists are comprehensive. It then reinforces this with a rigorous risks and assumptions analysis, which is again thoroughly checked. And it concludes by identifying the controls needed to monitor and manage the project through to successful conclusion.

It does this within the framework of the Logframe Matrix, shown in figure 1 below. This cross-references seven key areas of the project to ensure that the key questions are asked:

• Goal – what results do we expect?
• Purpose – why are we doing this?
• Outputs – what are the deliverables?
• Activities – what will we do to deliver the outputs?
• Indicators of Achievement – how will we know we've been successful?
• Means of Verification – how will we check our reported results?
• Risks and Assumptions – what assumptions underlie the structure of our project and what is the risk they will not prevail?

The answers to these questions are put into a Logical Framework Matrix (Logframe) and become the output of the Logical Framework Analysis exercise. The Logframe is a four by four matrix, shown below:

Figure 1: The Logframe Matrix

The process has significant value for any size of project. It helps identify the big picture and allows you to see how other items cascade down from it. As well, it helps flesh out the core assumptions that are used in the project development process.

Using a Logframe

Carry out the following steps in consultation with your stakeholders , after you've completed a thorough analysis of the situation. By involving stakeholders, you'll end up with a much more robust analysis of the project than you would on your own.

Step 1: Identifying Outputs and Activities (Project Summary, Column 1)

The first step is to brainstorm the outputs and activities required by the project, starting with the project goal. Do this in the Project Summary column (column 1) of the Logframe. Start by defining the Goal and Purpose of the project and, from these, identify the outputs and the activities required:

• Goal: What is the "to be" state of the project? What are you trying to achieve?
• Purpose: What good will you do by achieving the goal? Who are the beneficiaries? What is the underlying motivation for starting the project in the first place?
• Outputs: What specific things will be delivered as a result of this project? In order for the project to be considered a success, what changes must be made, and what will the result be?
• Activities: What will actually be done in order to deliver the intended outputs? The Logframe is not intended as an implementation guide, so this section is typically presented in bullet point form.

Don't underestimate the amount of time and work needed to complete this process properly! Manage people's expectations on this, and keep them focused on the task in hand. If people lose focus, you'll miss important activities, false assumptions, and risks.

Step 2: Verify the Vertical Logic

Next, we take a bottom-up approach to checking that this list of activities will deliver the desired results – after all, it's possible that activities have been missed, or that the actual results of these activities may not be the ones wanted. This checking process is an important part of making sure that your project plan is robust.

Column one shows a hierarchy of objectives, so it is important to check that actions identified deliver the results wanted. Check the logic in column one by using an if/then test as follows. Starting with your activities, ensure that:

• IF you complete the activity, THEN the outputs will occur. You want to make sure your activities and outputs are directly linked.
• IF your outputs are achieved, THEN the purpose of your project will be satisfied. Are the planned outputs closely tied to your purpose? Make sure the beneficiaries you identified in your purpose actually receive the beneficial outcome desired.
• IF your purpose is satisfied, THEN the goal of the project is achieved. Examine your purpose and goal to make sure that the purpose fully incorporates the intent within the goal.

If, in this step, you find that activities and outputs are missing or are wrong, add or adjust them appropriately. And bear in mind that if you identify issues with elements higher up in this hierarchy, you'll need to go back to Step 1 and identify appropriate outcomes and activities for those elements.

Step 3: Identify the Risks and Assumptions of Your Plan (Column 4)

We now cross over to the other side of the Logframe to identify risks associated with the project, and possible false assumptions that may undermine it.

There are any number of external factors that can throw projects off course. In the planning and design phase, it is prudent to identify the major assumptions you've used and the degree of risk associated with them.

For each of the points in the project's structure (Column 1), identify the assumptions you're making (which may or may not be correct), and look at the associated risks.

To define your assumptions, ask "What actions or variables must exist for the project to start and proceed as planned?" Start at the bottom and work up.

• Activity Assumptions: What do you need to happen for your activities to be completed successfully? And what conditions and resources are you assuming will be in place?
• Output Assumptions: What factors outside of your control must be present to achieve the outputs you need?
• Purpose Assumptions: To achieve the purpose, what external factors do you need to have in place?
• Goal Assumptions: What are the necessary conditions for long-term viability of the project goal?

Clarify these assumptions with stakeholders immediately, if you can. If you can't, make sure you have early activities in place within your project plan to confirm that your assumptions are correct.

Next, repeat this process looking at risks (see our article on Risk Analysis .) Make sure you plan in all of the activities needed to manage or eliminate risk, and if risk can neither be managed or eliminated, make sure that it's clearly identified so that it can be evaluated in the next step.

Step 4: Verify the Logic of the Risks and Assumptions

Once you have identified assumptions and risks, you need to check them to determine:

• Whether your assumptions will link one level of the project to the next; and
• Whether risks are too large.

First of all, check that your assumptions are logical using an if/and/then analysis. Start at the bottom and work up to ensure:

• IF the activity is completed successfully, AND the assumptions underlying it are true, THEN the output will be delivered.
• IF the output is delivered, AND the assumptions underlying it are true, THEN the purpose will be achieved.
• IF the purpose is achieved, AND the assumptions underlying it are true, THEN the goal will be achieved.

Then, check some additional points related to your risk and assumption analysis:

• Make sure you have identified as many assumptions and risks as possible. Have you talked to everyone involved? Have you looked at the project from all angles?
• Make sure your assumptions are stated specifically and are not too vague. You can't assess risk accurately if you are working with generalities.
• Do you have plans at each level to manage the risks you have identified?
• If the risks you're not able to manage are too high, consider redesigning the project or, if you still can't reduce these to sensible levels, reconsider the project's viability.

Again, where this process exposes issues with your Logframe, update it appropriately.

Step 5: Determine the Indicators of Achievement and Means of Verification

When you are satisfied with the structure of the Logframe so far, and are comfortable that you can manage the risks related to your assumptions, you can move on to think about how you will monitor progress towards success.

Performance indicators are the specific measures used to monitor this progress. Here are the criteria for a good indicator of achievement:

• Valid – it must measure the intended result.
• Reliable – the measure must be consistently attained over time.
• Sensitive – the measure should respond to changes, and should sufficiently-quickly identify if things are going wrong.
• Simple – the measure should be easy to collect or perform.
• Useful – it must help with decision making or provide information for future learning.
• Affordable – you need to be able to afford the financial and time costs involved in taking the measurement on a regular basis.

Using these criteria, for each goal, purpose, output and activity, indicate what will be used to determine whether it was successfully achieved. Also note who will be responsible for setting these targets.

Then indicate exactly how you will verify that achievement. What sources of data will you use? How will you collect the data? How often?

Make sure that appropriate activities are in place within your plan to set up and manage these monitoring systems.

Click here for an example Logframe.

The Logical Framework Approach is a great technique for making sure that your project plan is robust and coherent. By using it, you significantly increase the likelihood that your project will be successful.

Firstly, it provides a useful framework for working through the design of your project with key stakeholders, making sure that you can take full advantage of their knowledge, insights and experience.

Secondly, it provides a useful process for testing and checking your project plan, making sure that it contains all the necessary activities, is based on sound assumptions, and fairly weighs and manages the risks inherent within the project.

Thirdly, it helps you ensure that appropriate control measures are embedded within the project, meaning that you can quickly identify where things are going wrong, and take appropriate corrective action.

[1] Practical Concepts Incorporated (PCI) (1979). The Logical Framework: A Manager's Guide to a Scientific Approach to Design & Evaluation . Available  here . [Accessed September 19, 2018.]

[2] Department for International Development (2003).  Tools for Development: a Handbook for Those Engaged in Development Activity . Available  here . [Accessed September 19, 2018.]

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The Logical Framework

In this part of the website, you'll find more information about the logframe or logical framework; not the software but the actual project management instrument. Use the links below to navigate through the different chapters and pages, or search the topic you need.

Table of contents

What is a logical framework, output, outcome and impact, the goal(s), the purpose, the outputs, the activities.

• Identify risks and assumptions

The question of accountability

Verification sources, the project’s inputs: resources and budget.

• Add new comment

The logical framework or logframe is a document that gives an overview of the objectives , activities and resources of a project. It also provides information about external elements that may influence the project, called assumptions . Finally, it tells you how the project will be monitored, through the use of /content/indicators . All this information is presented in a table with four columns and four rows – although variations on this basic scheme do exist.

The vertical logic

The first column of the 4x4 matrix shows the project logic (also called intervention logic) – hence the name logical framework. On the bottom row, you’ll find the project’s activities . When the activities are completed, we expect them to lead to tangible outputs . All the different results together will help to achieve the project’s purpose (sometimes called 'specific objective'). This is the main reason why the project was conceived in the first place. It is the problem that you want to resolve. In a broader context, the project’s purpose will help achieve one or more goals  (or 'general objectives'), which you can find in the top row. The term 'project logic' means that one thing leads to another:

• the activities lead to tangible outputs;
• the outputs lead to the project’s purpose;
• the purpose contributes to one or more goals.

But there is also the dimension of time. First we’ll do the activities, which fairly rapidly (in principle as soon as they’re finished) lead to outputs. The realisation of the purpose is further away, at the end or close to the end of the project. The effects or impact of the project is something that we’ll generally notice after a longer period.

The horizontal logic

This first column containing the project logic is about things that are under our control – more or less that is, especially as far as the goals or general objectives are concerned. Jumping directly to the last column, you’ll find the things that are not directly under the project’s control, but that may influence its realisation in a positive or a negative way. These are called assumptions , and they can be found in the fourth column. We speak of assumptions, because when we describe the project’s logic in the first column, we assume that everything goes well. But generally, this is but a mere dream, so we should take precautions to deal with these risks as best as we can. The relationship between the first and fourth column is as follows:

• When we do the activities, and our assumptions hold, we’ll achieve the expected outputs;
• When the outputs are achieved, and our assumptions hold, we’ll realise the project’s purpose;
• When the project’s purpose is attained, and our assumptions hold, we’ll contribute to the listed goals.

To make sure things go as planned and are not disrupted by the potential risks we identified (assumptions) or things we didn’t foresee, we have to set up a system to monitor progress and results. To do so, we use indicators , which can be found in the second column. An indicator is a piece of information we can use to get a (rather accurate) idea of how things are going (a process indicator) or what results have been achieved so far (result indicator).

For instance, if you want to see whether people are well nourished (or under nourished, or even over nourished), you may want to follow up their daily intake of calories. There is more to malnourishment than calorie intake, but it may give you a pretty good idea about how people are progressing. But you may also want to combine several indicators to get a completer picture, for instance to follow up the quality and diversity of the food that people eat.

There is much more to indicators than meets the eye; the art and science of monitoring is a whole field in itself – and is often a reason for much woe and sorrow when designing a logical framework.

Finally, the third column contains the verification sources . They describe where you can find the information of each indicator. Do you measure things yourself or do you ask someone else to do it for you? Or is the information readily available in reports or statistics from other sources?

The logical framework as a document is a tool that is used in many different approaches. It can be used to plan individual projects. It can also be used as a tool to plan, follow-up and evaluate more complex programs that consist of many different individual projects (or actions). And it can be a tool in a complete management approach for organisations. It can be used to plan, or to report, or as a part of a contract. Because of these different roles and different expectations by all the parties that are involved in the project, logframes sometimes have a tendency to become overly complex.

A step by step guide through the LogFrame

Filling out those sixteen cells of the LogFrame matrix can seem like a daunting task. On this page, we’ll show you how you can complete your logframe. However: it isn’t recommended that you design a project on the fly, as you fill out the different boxes. In fact, gathering the right information from the people you’ll be working with; the general situation surrounding your project (the context) and its influence; what the best approach is; what the available means are, and so on is no mean feat. There are different approaches to gathering all this information, such as the Logical Framework Approach .

But for now we’ll assume that you have this information on hand. If you’re new to the logical framework, you can do this exercise by imagining a very simple project that has only one person involved (one stakeholder): you.

The phases that we’ll go trough are:

• Designing the project’s main logic
• Say how you will know that things go as they’re supposed to
• Say where you will find that information

Before we explain this in some detail, just a little remark : when you start filling out the LogFrame, try to avoid overly complex sentences that include every little detail of what you want to express. Note down basic ideas and worry about the phrasing later. Once you’ve filled out all the cells a first time, you’ll probably end up shuffling things about, splitting objectives up or joining different ideas in a single concept. Once everything is in place, you can worry about putting it into a nice sentence.

Designing the project’s intervention logic

Often you’ll find that you have a clearer view of what you want to do (the activities) than what exactly you’ll end up with. So a second approach is first to write down what activities you have in mind in the bottom cell of the first column. Then you describe what these activities amount to, in other words what the tangible outputs or results are of your activities.

Together, your outputs/results lead to the definition of a single purpose for your project. This purpose solves the main problem. Its effects are immediate from the moment the purpose has been achieved. But there may be effects on a longer term, and often on a larger scale. After a while, your project may have an impact on more people and more problems than when you finished your work. These realisations are described in the top cell, and are called the goals of your project.

To identify the vertical logic of more complicated projects, you should use a methodology to identify the stakeholders and their needs, formulate problems and solutions, order them and agree on objectives and a planning. Take a look at the Logical Framework Approach or Results Based Management for more information.

The logical framework allows you (and stimulates you) to see beyond the direct results (or outputs) of your activities . To achieve your project’s central objective, you use resources and do activities that produce tangible results or outputs. The main objective or purpose of your project is the outcome that you expect after all your efforts. But your project may lead to other outcomes, some of which you may have expected, but other you haven’t foreseen. These outcomes may be positive or negative.

For instance you can do a project with the purpose of providing water to the population of a village. You organise people and mobilise resources to build (activities and means) a water storage basin (output). As you expected, the village now has year-round access to water (outcome). Other expected outcomes may be that a lower percentage of livestock dies, so people also have a higher income. An unexpected outcome may be that neighbouring villages are attracted to this water source, which may lead to competition and conflicts.

While the outputs are visible as soon as the activities that created them are finished, outcomes generally come along when the project is well underway and heading towards the end, or even after the project has been completed. On a longer term, and a wider scale, the project can have a wider impact on the local society. Again, such an impact can be both expected or unexpected, and both positive or negative.

To continue with the water basin example: the easy access to water may free the women of the village from walking long distances to water holes. This way they could have more time for other activities and raise more income for their families. With more income, children can go to school, there is money to pay doctors or buy medicines, or the family can invest in better housing. In this case, improving access to water has a positive impact on education levels, health and housing conditions.

The goal serves as a point of reference or a framework for your project. This is important to verify that your project serves the larger good and benefits the society as a whole. You should think about how your project relates to the efforts of others: local and national authorities, other NGOs, the local civil society, religious institutions, local and international businesses and other actors. Are you working with the forces of change, or against them?

When you formulate your goals, make sure that they are not too ambitious, too broad or ‘too far away’ from your project. When your project’s purpose is to provide drinking water in a certain region, the link with the goal of ‘ reducing the negative effects of globalisation ’ may be too far fetched. ‘Improving people’s health ’ in that same region or in that country is a more realistic goal. The idea is that your project makes a significant contribution to that goal.

For international development, an important tool for the alignment of assistance are the Poverty Reduction Strategy Papers that are developed by national governments. These documents explain the government’s development strategy, but also provide a framework for donors and international development actors to align their projects with the national policy and with other actors.

Because the goals are bigger than the scope of the project, they are also outside the control of the project. Their achievement doesn’t depend entirely on your project or the organisations that are involved.

The scope of the project is defined by the purpose: who will benefit (how many people, what gender, age, social group); what is the time-frame; what is the area of intervention. Again, the relation between the purpose and the goal(s) is important: when the purpose is realised it should make an real contribution to achieving the goal. On the other hand, the purpose has to be realistic in view of the limitations of the project and of its participants (and their means), and in view of the context ( risks, assumptions )

Generally, it is said that a project should only have one purpose, but in some cases projects can be so complex that they involve multiple purposes. In that case it is generally a good idea to split the project up in different individual projects, each with its own purpose.

A purpose (like a goal) is formulated like a state that is achieved, for instance: ' All children in the Tizandat district aged between 6 and 15 have access to basic education before 2015 '.

When you formulate the purpose, make sure that it is realistic and achievable. Together, the outputs of the project should reasonably lead to the realisation of the purpose.

At this level, the project logic is the strongest: you invest means (inputs) to do the activities, and the activities will lead to concrete outputs. There is a direct cause and effect: you do the activity (or you go through a process that combines different activities) and you get the output. This also means that you are fully responsible for achieving the outputs.

Outputs are formulated like a state that is achieved, not like an activity. For instance: ' All elementary schools in the Tizandat district are rehabilitated by 2013 '.

If you write ‘ Reconstruction of school buildings in the Tizandat district ’, you formulate it as an activity, the act of reconstructing. Rather, you want to express that by the end of the project this action is finished and that the buildings are complete and shiny and new.

It is important to verify whether all outputs necessary to achieve the purpose have been identified. On the other hand, you should also refrain from adding outputs that may be nice, but have no direct link with the purpose. Often during the process of formulating the project with local partners and stakeholders, people have the tendency to say ‘while we’re at it, can’t we also include this or that nice idea’. They want to make good use of the(unique) opportunity that a donor or partner wants to do something in their area, and try to insert additional small projects.

Make sure the outputs that you’ve identified can be achieved with the resources at your disposal (or the means that you hope to achieve through a donor or other financers).

Sometimes, one activity is sufficient to get the desired outputs , but often you have to go through a series of activities. When you have to go through the same series of activities or tasks every time you want to get an output, you can define them as a process. In the logframe, each output has one or more activities/processes.

Activities have to be planned over time, to make sure all the outputs are obtained in the course of the project. Some activities can’t start before others, because they need the outputs that the previous activities produce. This means that when the first activity has a delay (started too late or takes more time than planned), the second one will also be delayed. This can cause a cascading effect and in the end the outputs aren’t realised within the project’s duration.

In other cases, activities aren’t dependent of each other, but planning too many activities at the same moment can create an overload for the project team. In such a case, activities will have to be postponed, but this means that the project’s planning goes out of the window and again by the end of the project you may find that not all the outputs have been realised.

Making a good planning also means that you make sure every activity is alotted the necessary time.

When establishing your logframe, make sure that all the key activities that are needed to obtain an output are listed, but don’t loose yourself in listing every little thing you have to do. For instance, routine administrative tasks are normally not included in the logframe. Contrary to outputs, purposes and goals , activities are formulated as an action: you do something.

Identifying risks and assumptions

But there are many things that can go wrong. The logframe helps you identify these risks and the assumptions that you make at each stage and level. This is the role of the fourth column.

The assumptions describe the situations, events, conditions or decisions which are necessary for the success of the project, but which are largely or completely beyond the control of the project's management.

The fourth column and the first column have an if… then… relation. If the assumptions in column four are met, or if the risks do not occur, then we’ll achieve what we’ve set out to do in column one.

So starting at the bottom:

• If the basic assumptions (row 4) hold true ⇒ then we can do the activities as planned
• If we can do the activities and the assumptions of row 3hold true ⇒ then we will get the output (results) that we expected
• If we get all these results (outputs) and the assumptions of row 2hold true ⇒ then we will realise the project’s purpose
• If the purpose is achieved and the assumptions of row 1hold true ⇒ then we will contribute to the goals.

Identifying the risks and assumptions may seem easy, but there is more to it than meets the eye. The Results Based Management approach puts a lot of attention to this aspect, so check it out if you want more information.

When you’ve identified the possible risks, you have to assess what the probability is that each risk occurs:

• If the risk is very likely to occur and the impact on the project is grave (it is doubtful you can achieve the project), then you have to redesign your project to eliminate or significantly reduce this risk. If this is not possible you should really think again about doing the project.
• If the risk is likely to occur and the impact is important, but not life threatening, you should include it in the logframe and monitor the risk. If possible, you should try to influence the risk.
• If the impact of the risk is low, you shouldn’t include it into the logframe.

Like indicators , assumptions have to be verifiable. Don’t invent problems in your head.

An indicator is a piece of information that tells you something about the state of your project, and how you are evolving towards (or not moving at all, or moving away from) an objective.

Indicators are often mixed up with the objectives themselves. Sometimes it is difficult to decide whether something is an output , or an indicator of the project’s purpose. But outputs, purposes and goals are the states you want to achieve at a certain point. Indicators tell you something about the way you’ve travelled so far to reach that point, they say something about change.

Defining a good indicator is a bit of an art in itself. To make things worse, there is no real consensus about what is a ‘good’ indicator. Some people insist on hard data in the form of numbers. But many things cannot be expressed in numbers, or only in a very artificial way. For instance, when you give psychological assistance to traumatised children in or after a situation of violent conflict, how can you express the state of the psychological healing process of a child in numbers?

The basic questions are:

• How will we (and the beneficiaries, and the donors) know that things are going as we expected?
• How can we see how far we are from achieving our objectives?

An indicator does not only tell you what progress you’ve made, but also how far you are from attaining the desired state. Compare for instance:

• The number of people that is treated in each health care centre (in area X) , with
• The number of people treated in each health care centre has increased with 40% by the end of the second year of the project.

You’ll often need a series of indicators to verify whether you’re on track to reaching the objective. But you also have to make sure that there aren’t too many indicators, or that the monitoring system becomes too complex, too time-consuming, too expensive and too much of a general nuissance to the people working on the project. If the task of monitoring becomes too cumbersome, people will give bad or no feed-back at all.

An important question is that of the validity of your indicator, meaning: is your indicator measuring what it is supposed to. There are many things that can threaten the validity. Often, the indicator is so complicated that the people that have to use it don’t understand it, which leads to all kinds of confusion. Or the indicator contains complex concepts that are interpreted differently in various cultural settings, or by different people (e.g. ‘gender equality’, ‘ecological’, ‘participation’…) One thing and another may lead to the situation that when two people measure the same thing with the same indicator, they get different results.

If an indicator is too difficult, to expensive, too time-consuming or unreliable, you must replace it with another one (or other ones).

One question that is often neglected is that of accountability. To start with, you need to know yourself what you’re doing and achieving. But otherwise: do you create a monitoring system to report what you’re doing and what you’ve achieved just for the donor’s sake? Or do you (also) create it to show to your beneficiaries and stakeholders what’s been done and achieved?

• If your system of indicators and reports focuses on reporting to the donors, we speak of upwards accountability .
• If your monitoring system and reporting system is focused on sharing with the beneficiaries (and stakeholders), then we talk about downwards accountability .

In principle, the two are not mutually exclusive. In practice, we see that most projects only have upwards accountability, to the lead-NGO and to the donors. Very often, beneficiaries and stakeholders are very poorly informed about the general state of the project. They only get information on a ‘need-to-know’ basis, meaning information that directly concerns them. They do not have the opportunity to give feed-back, to give their assessment and appreciation of the activities and the project as a whole. In this respect, they are not really empowered and become recipients in the project instead of actors or participants.

Verification sources have to be able to provide information that is readily accessible, reliable and up-to-date. This last element is often a problem with official statistics.

As for reliability: don’t believe any number you come across in a report or in (official) statistics. It’s wise to combine and compare information from different information sources. Sometimes the available information may not be specific enough. For instance, a national average may hide important differences between different parts of the country.

The means of verification determine to a large part the cost of your monitoring system. Information may be difficult to find or to get access to. It may require a big effort in terms of human resources and/or time to get the information that is needed. Again, if it becomes too costly you should probably reconsider your indicator(s) or your monitoring system as a whole.

Make sure all the necessary resources are there and that the resources are adapted to the context you’re working in. Buying an ordinary car is not a good idea in places where the definition of ‘road’ is ‘a long strip in the forest where there are no trees or really big boulders’. Inkjet printers have a notoriously short lifespan in hot desert countries. Highly trained, highly qualified staff may be difficult to find in certain countries, or not willing to go live and work in very difficult, poorly paid circumstances. Time is relative: it slows down when you travel near light speed and when you do projects in certain countries and regions.

The necessary resources for the project are generally placed on the bottom row of the logframe, next to the activities (below the indicators of the outputs, purpose(s) and goals ). For each resource, you have to mention the quantity, a short description and the cost (under budget).

All the resources come at a price. In the third column of the bottom row you can put the estimated budget for each of these resources. Both for the resources and the budget, the rule is that you don’t specify every little thing you need. The idea is to give an indication of the main resources, costs and investments. A detailed overview of every item in the budget can be found in the project’s budget (in a separate document).

Talking about causality: for a donor it is very important to know that the inputs he finances are used for the planned activities (that he approves) and that those activities lead to the planned outputs and – hopefully – to the purpose of the project. In other words: the donor wants to know that he gets what he pays for.

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Logical Framework

Please visit the updated Project Starter collection for the latest Trade Facilitation specific MEL content. For the latest MEL guidance in general please visit Learning Lab .

Central to the Project Design process is the Logical Framework (LogFrame), which is developed from the CDCS Results Framework. The Logical Frame validates and potentially updates the Result Framework and includes detail on the inputs and outputs necessary to achieve the intended results or project's purpose as well as project assumptions. The Logical Frame provides a way to define, design, and budget for the USAID interventions necessary to achieve the CDCS Goal and DOs.

The Logical Framework is as much a way of thinking about development projects as it is a one page tool for summarizing the key elements of a project design and establishing a basis for project monitoring and evaluation. Users already familiar with this tool may wish to jump directly to the kit's  Logical Framework Template  which can be used to prepare a project Logical Framework online and save, download or print it. Those less familiar with this tool will find introductory information on this page as well as highlighted terms that lead to more detailed explanations on how to prepare each of the columns of a Logical Framework matrix. A sample of a completed  Logical Framework for a Trade Facilitation Project  is also provided in this section.

Central to the way in which the Logical Framework approach focuses thinking about development projects is its emphasis on the hypotheses embedded in project designs. These hypotheses are expressed as a vertical chain or hierarchy, in the Narrative Summary column of the matrix shown below. As the arrows at the top of the matrix shown below indicate, Assumptions in the far right column of a Logical Framework matrix are an integral part of the design aspect of this tool. To understand a project's design propositions, readers are encouraged to read these two columns together, i.e., Outputs plus Assumptions, at the Output level, taken together will yield the project Purpose. Additional pages in this kit provide more detailed information on the preparation of a  Narrative Summary  and  Assumptions  columns in the matrix.

The vertical aspect of a Logical Framework is its scientific side. It reminds us that the development process is not fully understood, and in most environments factors beyond a USAID project's control introduce uncertainties into any design and implementation process. The scientific side encourages us to frame a vertical chain of results as hypotheses, which can be tested and from which we can learn and advance our understanding of “what works” to bring about progress in developing countries. Evaluations, particularly impact evaluations, focus on the vertical or scientific aspect of a Logical Framework.

The horizontal aspect of a Logical Framework, particularly the first three columns capture the managerial and accountability side of a Logical Framework. The second column,  Indicators , refines our understanding of results in the first column by telling us how we will know whether those results have been achieved. In a Logical Framework, targets as well as indicators are included in this column. The third column,  Data Sources , identifies data sources, methods and the frequency with which performance information will be obtained to help project managers guide implementation. Performance monitoring in a Logical Framework is part of the horizontal aspect of the tool, as are many of the questions USAID asks in mid-project performance evaluations. Additional pages in this kit provide more detailed information on the preparation of the  Indicators  and  Data Sources  columns in the matrix. Both performance and impact evaluations draw on the two middle columns for guidance on measuring the changes that projects are intended to bring about.

• Memberships

Logframes: this article provides a practical explanation of the Logframes and the Logical Framework Approach . After reading, you’ll understand more about this project management proces. It’s goal is to support a structured and systematic analysis of a project or programme idea through a series of interlocking concepts that are used as part of an iterative process.

What are Logframes?

The Logframes and Logical Framework Approach, is an analytical process that stands for project or programme planning, monitoring, and evaluation .

The associated ‘logframe matrix’ serves as a discrete planning and monitoring tool for projects and programmes. Logframe matrices are developed during project/programme design and assessment phases are subsequently updated during implementation . It is also an essential source for evaluation.

There is a clear distinction between the Logical Framework Approach and Logical Framework Matrix. The first refers to the steps involved in planning and designing a project. These steps include a stakeholder analysis , cause-effect analysis , objective analysis, and alternative analysis with the focus on the design of the project. The matrix comprises the final design of the project, which usually consists of 16 frames organised under 4 main sections.

The problem solving should be seen as a ‘tool for thinking’. It allows information to be analysed and organised in a structured way. As a result, important questions can be asked and weaknesses can be identified. Decision-makers can thus make informed decisions based on a better understanding of the project reasons, the intended objectives, and the means by which objectives are achieved.

Why the Logframes and the Logical Framework Approach?

A logframe matrix (logframe) within the LFA theory forms the basis of an effective work plan to guide implementation through the life cycle of a project / programme.

Logframe matrices help directly identify the development trajectory for achieving goals, identify potential risks to achieving goals, determine how best to monitor and evaluate output and results, summarise activity in a standard format, and suggest activities during implementation.

For the preparation of LFM, knowledge of the principles of problem areas and skills involved in programming and design is important. In addition, the implementation and management of development projects as well.

This also applies to all other non-governmental organisations, local self-governments, and consultancy firms involved in project preparation, implementation, and management. These guidelines are also intended to provide instructions for developing a Logical Framework Matrix in the various phases of the project management cycle, in order to improve both the consistency and quality of project documents in the different phases of the project cycle.

The Logical Framework Approach helps to:

• analyse an existing situation, including the identification of stakeholder needs and the definition of related objectives;
• establish a causal link between input, activities, results, the goal, and the general objective (vertical logic);
• identify potential risks to achieving goals and purpose;
• establish a system for monitoring and evaluating project performance;
• establish a communication and learning process between stakeholders.

Getting Started

The logical framework approach.

In the planning phase, the results of the analysis are converted into a practical, operational plan that is ready to be implemented. It is the phase in which the project is technically designed. This phase is again an iterative process, as it may be necessary to review and revise the scope of project activities and expected results as soon as resource and budget implications become more apparent.

Logical Framework Matrix

The results of the logical framework analysis are presented and further analysed in the Logframe matrix. The matrix more or less provides a summary of the project, down to activity level.

The Logframe matrix consists of a matrix with four columns and four (or more) rows, in which the most important elements of a project are summarised, namely:

• The project hierarchy of objectives (Project Description or Project Intervention Logic);
• The project environment and important external factors that are crucial for the success of the project (assumptions);
• How the results of the project are monitored and evaluated (Indicators and sources of verification). It also provides the basis on which the required resources (inputs) and costs (budget) are determined.

It is recommended to use the logbook frame as a basis for the funding application and also for the entire project life cycle to track progress and just to changing situations. It may be used to assess assumptions and implications and to keep donors and other stakeholders informed of important changes.

In the context of programming IPA funds, LFM represents the integral part of the Project Sheet—the main document required for project identification. A logical framework (or logframe) consists of a matrix with four columns and four or more rows that summarise the most important elements of the project plan, including:

The project hierarchy of objectives. The first column contains the development path or intervention logic of the project. (How an objective or results will be achieved). Each goal or result must be explained by the goal or result immediately below. Although different donors use different terminology, a Logframe usually summarises the following in the first column:

• The objective/general objective/development objective
• The goal/immediate objective
• The outputs
• The activities

The second and third columns summarise how the performance of the project is monitored and consists of the following:

• Indicators – a quantitative or qualitative measurement that offers a reliable way to measure changes related to an intervention. Essentially ‘a description of the project objectives in terms of quantity, quality, target group(s), time, and place’.
• Verification sources – Describes the information sources required for compiling data with which indicators can be calculated.

Finally, the last column contains the following:

• Assumptions – the external factors or circumstances beyond the direct control of the project that are necessary to ensure project success.

Logframes and the Logical Framework Approach summary

The Logframes and the Logical Framework Approach is a highly effective methodology for strategic planning and project management with broad application.

Now It’s Your Turn

What do you think? Are you familiar with the explanation of the Logframes and the Logical Framework Approach? Do you have anything to add to this explanation? When do you think this approach is most effective? What do you believe are success factors that contribute to the practical application of this theory?

Share your experience and knowledge in the comments box below.

More information

• Couillard, J., Garon, S., & Riznic, J. (2009). The logical framework approach-millennium. Project Management Journal, 40(4), 31-44.
• Gasper, D. (2000). Evaluating the ‘logical framework approach’towards learning‐oriented development evaluation. Public administration and development, 20(1), 17-28.
• Gasper, D. (2000). Logical frameworks: Problems and potentials.
• Jackson, B. (1997). Designing projects and project evaluations using the logical framework approach. UCN Monitoring and Evaluation Inatiative, 26.
• Kerr, R. (2008). International development and the new public management: Projects and logframes as discursive technologies of governance. The new development management: Critiquing the dual modernization. London: Zed Books , 91-110.
• Roduner, D., Schläppi, W., & Egli, W. (2008). Logical Framework Approach and Outcome Mapping, A Constructive Attempt of Synthesis. Rural Development News, 2, 1-24.

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Published on: 01/03/2019 | Last update: 01/03/2022

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Jessie Sari

Jessie Sari is a content writer at ToolsHero. Jessie studies Trade Management in Asia at the Hogeschool van Rotterdam. As part of her education, she focuses on building fundamental skills, including marketing, importing and exporting products and services in Asia, economy, finance, management, consultancy and project management.

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Realizing Education's Promise: Rebuilding Indonesia's Madrasahs and Returning Students to the Classroom After an Earthquake

When a 5.6 magnitude earthquake struck the Cianjur district in Indonesia’s West Java province in November 2022, more than 13,000 students at private religious schools were thrown out of their classrooms because of severe damage to their buildings.

The World Bank worked with Indonesia’s government to quickly restore a safe learning environment. With support from the Bank’s Realizing Education’s Promise Project, the Ministry of Religious Affairs (MoRA) rehabilitated 64 madrasahs in the district and returned students to the classroom.

“Within a few days after we sent pictures of our damaged school, we received a response from the Ministry of Religious Affairs of Cianjur and their central office,” said Afi Suprapti, a kindergarten madrasah principal. “We were also connected to the MoRA project team. Then we received financial assistance to rehab our school. When we heard about it, we were very happy.”

Building on lessons learned

Indonesia is among the countries with highest risk of natural disasters–including earthquakes, volcanic eruptions, and landslides. These natural hazards can damage educational infrastructure and disrupt the learning process.

"After the earthquake, the school was closed. So students were given online assignments via mobile phone. Sometimes they studied via Zoom meetings," said Rahmawati, the mother of a kindergarten student. "For me, it’s not conducive, as my kid had fewer things to explore and lack of socialization with his friends."

The World Bank drew on its experience in Indonesia and throughout the region to rebuild and rehabilitate structures so that they can better withstand future shocks. In Cianjur, the project used guidelines developed during a reconstruction project in Central Sulawesi, supported by the World Bank, following a 2018 earthquake and tsunami.

Following the 2018 disaster, the Central Sulawesi Rehabilitation and Reconstruction Project helped strengthen public facilities and build safer housing, in part by improving seismic performance and safety of structures in the region. That experience can be replicated—and improved.

“We built on our lessons learned,” said Shinsaku Nomura, a senior economist at the Education Global Practice in the World Bank. “That’s why we were able to act very quickly—we had confidence in using those guidelines to rehabilitate and reconstruct religious schools through the project we support.”

In Cianjur, teachers and administrators say building conditions are better, the rehabilitated madrasahs are more resilient to natural disaster, and students are safer than before the earthquake.

“We recently had another earthquake. It was quite shaky, around 4.1 magnitude,” said Hari Suherman, an elementary madrasah principal. “Thank God, there was no damage to the building after the incident. So, this means this school is more resistant to earthquakes now.”

Madrasah rehabilitation in Cianjur used seismic resilient guidelines from the Central Sulawesi project in 2018. Photo: MoRA Indonesia

The press conference and the presentation covered both LEGO SPIKE sets, 45678 LEGO Education SPIKE Prime Set ($329.99 USD) and 45680 LEGO Education SPIKE Prime Expansion Set . The event was hosted by Tom Hall, General Manager, LEGO Education International; Yannick Dupont, Content Manager; and Thomas Rose, Training Program Manager. Together they told the audience about the idea behind the new sets and how the set will play a role in modern schools, as well as answered questions about the products.

Editor’s note 4/15: Since publication of this article, LEGO Education reached out to us to share some clarifying information about SPIKE Prime that we have incorporated into the article and quoted bel ow.

The LEGO Education SPIKE solution has been in development since 2017 and is a pretty ambitious project. Designed for students of 10 years of age and above, SPIKE is positioned to replace LEGO Mindstorms Education EV3. Even though EV3 has the same age recommendations, LEGO’s research has shown that its building and programming environment is too complicated for the youngest members of its target audience. Therefore, SPIKE brings a brand new environment which is described as more friendly and much easier to use while allowing designs just as advanced and complicated as is possible with EV3. In other words, students as young as 10 years of age will find SPIKE much more convenient to use than LEGO Mindstorms EV3.

In addition, LEGO Education also provides LEGO WeDo 2.0 for the target audience of 7+. Thus, both primary and secondary grades are covered with educational solutions. Moreover, during the press conference, it was mentioned that a brand new LEGO Mindstorms-like solution could likely follow in the next year or two. Aimed at teens, that new product would likely feature a more complicated interface and designs.

Clarification from LEGO Education: There are no plans to have a new LEGO MINDSTORMS like solution as of now. SPIKE Prime is complementary to LEGO Education’s learning continuum. WeDo2.0 will continue to serve the primary school audience while MINDSTORMS EV3 Education will serve middle school as well as high school students.

Improving on EV3, which comes with 34 lesson plans available online, and WeDo 2.0, which only has 18 lesson plans in the box, the new SPIKE Prime will provide teachers with more than 40 lesson plans from the box; this could be enough for a whole year of school.

While 45678 LEGO Education SPIKE Prime Set will come in a huge plastic container, 45680 LEGO Education SPIKE Prime Expansion Set will be packed in a cardboard box and will include a large angular motor and a light/color sensor. The large hub is only included in the larger base set, though it can also be purchased separately.

LEGO SPIKE brings motors and sensors that are more advanced than ever before. According to the details provided during the press conference, the new light/color sensor is more accurate than the one in Mindstorms EV3. The new sensor is capable of detecting a tiny 0.2-inch dot (5mm) at a distance of 2 inches (5 cm). Via the programming interface, its modes can be switched between detecting light and detecting color. As for the new touch sensor, it will be able to register up to 10 pressure levels. Unfortunately, no details were given about the other sensors, so we may have to wait until the general release of the set before we can find out everything else about the SPIKE sensors.

The most advanced part of the system is, of course, the hub. It has 6 input/output ports for connecting external sensors and motors. Inside the hub are a chip providing Bluetooth 4.0 connectivity, a speaker, a 6-axis gyro, and a rechargeable battery. The great news is that the hub will work with every LEGO Boost and WeDo 2.0 external motor and sensor. However, the backward compatibility is limited to the hub, as it isn’t possible to use SPIKE motors and sensors with Boost and WeDo hubs. As of now, the hub has been presented in its final design, but the software is still in development and will be finalised by August 2019 when the set will start shipping.

Clarification from LEGO Education: SPIKE Prime hardware will offer no backwards compatibility with LEGO MINDSTORMS Education EV3 as the plug system is different… Even though the hardware from SPIKE Prime and some other LEGO Education products such as WeDo share the same plug system and therefore may fit together, you can’t combine the SPIKE Prime and WeDo hardware and use the SPIKE App or WeDo 2.0 App to code them.

The software for SPIKE Prime will support 17 languages. The coding environment is based on the popular Scratch coding language, which includes drag-and-drop blocks. Compared to that of LEGO Boost, the LEGO Spike coding interface is more detailed. A lot of programming blocks have variables; for instance, a precise angle of rotation can be set for a motor or a precise level of pressure can be set for a touch sensor. Supported operating systems are Windows 10, macOS X, Chrome, iOS, and Android. LEGO Education representatives also mentioned a LEGO Spike to Apple Thunderbolt connector could be an upcoming possibility.

Clarification from LEGO Education: We are always looking at ways to offer more compatibility, although a LEGO Spike to Apple Thunderbolt connector cannot be confirmed just yet.

As for the many new elements found in the set, LEGO confirmed to us that the majority will be unique to SPIKE Prime when it launches, though some of them may eventually find their way into other LEGO products.

Let us know in the comments what you think of this new system and if you’d like to see us review it. You can check out all the photos below.

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5 comments on “ Hands on with LEGO SPIKE Prime at Moscow International Education Fair 2019 [News] ”

“it was confirmed that a brand new LEGO Mindstorms-like solution will follow in the next year or two. Aimed at teens, that new product will feature a more complicated interface and designs”

Any other details that you can share on the next generation MINDSTORMs-like solution? That is very exciting news :)

God article, thanks a lot to share your research.

I think a universal interface (HUB) to get backwards compability should be a must on lego`s hardware development. Many schools, clubs and lego funs have nxt, wedo1 kits so although new sensors and actuators can be better we could also enhance our creations with the addition of new and old material, not only restrictlly to clasical and technical plastic pieces forgeting old bricks as an abandon toy for the garbage.

Also would be nice to have a comon connector and protocol language beetwen educational robotic sets (VEX, Abilix Kryton, MicroBit, Ptsico Tetrix, Makeblock, Kazi Ev5 Peguino, FxBriks, 4DBricks, SBrick, Buwizz, BrickPi…etc) like:

BD: 0-1024 Brand – Type of device ID: 0-255 number in our group of devices PD: 0-16 Port TY: 0-16 Type: tilt, gyro, distance, motor, temp, touch Value1: 0-255 on/off, presure, Value1: -128 to 128: velocity, grades of turn …etc

About connector we would pick standart rs485 pins (gnd, power (24 to 3,5 Vdc), Tx, Rx) to join different brands, and then the old conectors used in ev3/nxt, power fundtions (wedo and SBrick plus), plus the ones used in Arduino boards like Makeblock and microbit.

Also a good idea could be adding a new firmware for lego`s nxt-g, nxt-2, ev3, and wedo1, where we could use the USB connector as expansion port to receive this simple protocol from an universal hub interface, and linked then by r485 to the rest of brands by cable and as a second option by wifi BLE, or even radio for rc lovers.

I think most of schools and lego adult funs would like to see something like this on as god news from Lego and other brands, extending the colaborative primises that are published on FLL, WRO or Robocup competitions arround the world. “Teach young teens the same values you have your daily work” ;-)

“And though it’s not yet been officially revealed, LEGO Education representatives did confirm a LEGO Spike to Apple Thunderbolt connector is in the pipeline.”

Could you elaborate a little on what you mean on this? As far as I’m aware the only physical connector on the hub is Micro-USB, so no adapter should be necessary apart from ones already on the market.

Or do you mean a connector to the motors/sensors themselves, the LPF2 connector?

@Daniel Walton Unfortunately, there are no details about the new product. However, it is clear that the new educational solution will be aimed at high school students.

Thanks for all of your comments and input about the article. LEGO Education reached out to us with some clarifications about the Spike Prime sets that we’ve included above and that we hope answer a few of your questions.

Comments are closed.