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LFA FOR

PROJECT DESIGNING,
MONITORING
AND
EVALUATION
Shirantha Perera BPh, BA, MSc
Shirantha Perera BPh, BA, MSc
Success of a project Some Factors
* From Manual Project Cycle Management, European Union
Shirantha Perera BPh, BA, MSc
Project Design (PD)
What we
want to do
What
needs to
be done
What we are
capable of
doing
What we
should do
Three Key Elements of Strategic Analysis
* Vincent and Campbell, 1989
Shirantha Perera BPh, BA, MSc
Project Design (PD)
Planning & designing of actions to deal
with identified problem/s
End result - clear & realistic plan of
activities to achieve a set of clear
objectives
Main elements goal, purpose, outputs,
activities, inputs
Indicators for each activity
Shirantha Perera BPh, BA, MSc
Project Design (PD)
PD consists of:
Stakeholder Analysis
Research, including Problem Analysis
Log Frame
Risk Analysis
Action Planning
Budgeting
Shirantha Perera BPh, BA, MSc
Project Design (PD)
Note:
Stakeholder, problem & risk analyses can be
carried out before the design stage
Stakeholder & risk analyses should be carried
out on a regular basis throughout the
project cycle
L F A



Logical Framework Approach

Logical Framework Analysis
Shirantha Perera BPh, BA, MSc
History
Developed in USAID at the end of
1960s
Nordic countries showed interest
Canada used both in development aid &
domestic public investment in general
Used and developed by UN & GTZ
Shirantha Perera BPh, BA, MSc
What is LFA?
Tool for improving quality
Analytical tool for internal logical
structure
Ensuring cause-and-effect relationship
among activities, resources & goals
Shirantha Perera BPh, BA, MSc
What is LFA?
Enhances planning, analysis &
communication
Objectives oriented; target group
oriented; participatory
Shirantha Perera BPh, BA, MSc
What is LFA?
Clarify purpose of, & justification for a
project
Identify information requirements
Clearly define key elements of a project
Analyse projects setting at an early stage
Facilitate communication between all parties
involved
Identify how success/failure of project should
be measured
Shirantha Perera BPh, BA, MSc
What is LFA?
A way of defining a project the
purpose, outputs, activities
A way of identifying assumptions
A useful tool in the design, planning,
implementation and monitoring a
project
Shirantha Perera BPh, BA, MSc
What is LFA?
LFA is a management tool too during
implementation
Step-by-step analysis of prevailing
situation/measures to be undertaken
Project Matrix (PM) end result
PM for technical/detailed operation
plan
Shirantha Perera BPh, BA, MSc
What is LFA?
Development project is a causally
linked sequence of events
Sequence of hypotheses
Uncertainties are explained by
assumptions
Shirantha Perera BPh, BA, MSc
Why LFA?
Adequate planning in development aid
Clarity on overall objective/s, target
group/s & external factor/s determining
success
Adequate monitoring mechanism/
systems
Donor requirements on monitoring,
analysis & evaluation during project
lifetime
Shirantha Perera BPh, BA, MSc
Project Matrix (PM)

Goal

Purpose

Outputs

Activities

Inputs

Assumptions

Assumptions

Assumptions

Assumptions

Assumptions

Shirantha Perera BPh, BA, MSc
Project & Context
LFA analyses project in its wider context
Shirantha Perera BPh, BA, MSc
Project & Context
Horizontal division project and its
objectives
Project what project administration
should be able to guarantee
Objectives out of immediate reach of
project administration; anticipated
project to significantly contribute
Shirantha Perera BPh, BA, MSc
Project & Context
Vertical division
Elements directly influenced by project
External factors outside the control of
project
Shirantha Perera BPh, BA, MSc
Project Matrix (PM)

Objectives

Project

Project
Environment

Shirantha Perera BPh, BA, MSc
1. Goal
Higher-level objective
towards which the project is
expected to contribute
(mention target groups)
Indicators
Measures (direct/indirect) to
verify to what extent goal is
fulfilled
(MOV should be specified)
Assumptions
Important events, conditions
or decisions necessary for
sustaining objectives in the
long run
Purpose
Effect which is expected to
be achieved as the results of
the project (mention target
groups)
Indicators
Measures (direct/indirect) to
verify to what extent purpose is
fulfilled
(MOV should be specified)
Assumptions
Important events, conditions
or decisions outside control of
project which must prevail for
development objective to be
attained
Outputs
Results that project
management should be able
to guarantee (mention
target groups)
Indicators
Measures (direct/indirect) to
verify to what extent outputs
are produced
(MOV should be specified)
Assumptions
Important events, conditions
or decisions outside control of
project management
necessary for achievement of
immediate objective
Activities
Activities that have to be
undertaken by project in
order to produce outputs
Inputs
Goods & services necessary to
undertake activities
Assumptions
Important events, conditions
or decisions outside control of
project management
necessary for production of
outputs
Shirantha Perera BPh, BA, MSc
Present Situation Future Situation
Project
area
Project
area
Activities
Inputs Outputs
National/Sector
area
National/Sector
area
Purpose
Goal
L F A

Step-by-Step
Shirantha Perera BPh, BA, MSc
LFA Step-by-Step
Comprehensiveness of planning is
determined by:
Amount of information available
Complexity of problems to be handled
Number & capability of participants
Shirantha Perera BPh, BA, MSc
LFA Step-by-Step
Point of departure is:
Current problems in project area
Analysis is in four consecutive steps to
identify most direct & essential causal
relationship
Shirantha Perera BPh, BA, MSc
LFA Step-by-Step
Analysing Situation:
1. Participation Analysis
2. Problem Analysis
3. Objective Analysis
4. Alternatives Analysis
Shirantha Perera BPh, BA, MSc
LFA Step-by-Step
Designing the Project:
5. Project Elements (PM)
6. External Factors (PM)
7. Indicators (PM)
Shirantha Perera BPh, BA, MSc
LFA Step-by-Step
Analysing Situation:
1. Participation Analysis
2. Problem Analysis
3. Objective Analysis
4. Alternatives Analysis
PARTICIPATION
ANALYSIS
Step 1
Shirantha Perera BPh, BA, MSc
Stakeholder Analysis
Stakeholders are:
People affected/can influence impact of an
activity
Individuals, groups, a community or an
institution
Made up of people sharing a common
interest
Often contain many sub-groups & may be
affected by the project in different ways
Shirantha Perera BPh, BA, MSc
Stakeholder Analysis
Stakeholders include:
USER GROUPS people who use the resources or
services in an area
INTEREST GROUPS people who have an interest
in, an opinion about, or who can affect the use
of, a resource or service
BENEFICIARIES of the project
DECISION-MAKERS
THOSE OFTEN EXCLUDED from the decision-
making process
Shirantha Perera BPh, BA, MSc
Stakeholder Analysis
Stakeholders are two main types:
PRIMARY STAKEHOLDERS who benefit from,
or are adversely affected by, an activity
SECONDARY STAKEHOLDERS include all
other people & institutions with an interest
in the resources or area being considered
Shirantha Perera BPh, BA, MSc
Stakeholder Analysis
Stakeholder analysis is useful:
Identify stakeholders & describing nature of their
stake, roles & interests
Improve projects understanding of needs of those
affected by a problem
Reveal how little outsiders know, encouraging
those who do know to participate
Identify potential winners & losers as a result of
the project
Reduce, or hopefully remove, potential negative
project impacts
Shirantha Perera BPh, BA, MSc
Stakeholder Analysis
Stakeholder analysis is useful to:
Identify those who have rights, interests,
resources, skills & abilities to take part in, or
influence project
Identify who should be encouraged to take part
in project planning & implementation
Identify useful alliances
Identify & reduce risks
Identify possible conflicts
Shirantha Perera BPh, BA, MSc
The community identified their priority need as improved
access to safe water, and produced the following table.
PRIMARY STAKEHOLDERS
1 Local community
2 Women
3 Children
SECONDARY STAKEHOLDERS
4 Water sellers
5 Community health workers
6 Local church
7 Health NGOs
8 Ministry of Health
9 Donors
Stakeholder Analysis
* From Roots 5 Tear Fund 2003
Shirantha Perera BPh, BA, MSc
Stakeholder Analysis
Table showing influence & importance of
stakeholders
BOX A Stakeholders of high
importance to the project, but
with low influence. They need
special initiatives to ensure
their interests are protected.
* From Roots 5 Tear Fund 2003
Shirantha Perera BPh, BA, MSc
Stakeholder Analysis
BOX B Stakeholders of high importance to
the project, who can also influence its
success. It is important to develop good
working relationships with these
stakeholders to ensure adequate support
for the project.
Table showing influence & importance of
stakeholders
* From Roots 5 Tear Fund 2003
Shirantha Perera BPh, BA, MSc
Stakeholder Analysis
BOX C Stakeholders with high influence who
can affect the project impact, but whose
interests are not the target of the project.
These stakeholders may be a source of risk.
Relationships with these stakeholders are
important and will need careful monitoring.
These stakeholders may be able to cause
problems for the project and it may be too
risky to go ahead with the project at all.
Table showing influence & importance of
stakeholders
* From Roots 5 Tear Fund 2003
Shirantha Perera BPh, BA, MSc
Stakeholder Analysis
BOX D Stakeholders of low priority but
who may need limited monitoring and
evaluation to check that they have not
become high priority.
Table showing influence & importance of
stakeholders
* From Roots 5 Tear Fund 2003
Shirantha Perera BPh, BA, MSc
Stakeholder Analysis Matrix
STAKEHOLDERS INTERESTS LIKELY IMPACT OF
THE PROJECT
PRIORITY
Primary
Secondary
Shirantha Perera BPh, BA, MSc
Stakeholder Analysis
EXAMPLE:
A community identified
their priority need as
improved access to safe
water &
produced this table
+ Potential positive impact on
interest
Potential negative impact on
interest
+/ Possible positive and negative
impact on interest
? Uncertain
* From Roots 5 Tear Fund 2003
Shirantha Perera BPh, BA, MSc
Participation Analysis
Participation analysis provides insight to
identify problems
To identify major problems it is important
that all possible options remain open
Perspective will be narrowed & deepened to
prepare for PD later
Shirantha Perera BPh, BA, MSc
Participation Analysis
Number of parties likely to be affected
negatively/positively by possible
projects
Planners should identify these parties &
analyse
Participation could be assigned to
represent different groups/stakeholders
Shirantha Perera BPh, BA, MSc
How to do Participation Analysis?
Point of departure - current problems
Parties affected should be identified
Prioritising them, group into categories
List should be analysed
Shirantha Perera BPh, BA, MSc
Participation Analysis
Summary
participation
matrix
* From Roots 5 Tear Fund 2003
Shirantha Perera BPh, BA, MSc
Participation Analysis
The rural
community
identified
their priority
need as
improved
access to safe
water, and
filled in a
matrix table
with the
following
information.
* From Roots 5 Tear Fund 2003
Shirantha Perera BPh, BA, MSc
LFA Step-by-Step
Identify all parties involved:
Write down all persons, groups &
institutions affected by the problem
environment
Categorise them; e.g. interest groups,
individuals, organisations, authorities,
etc.
Discuss whose interests & views are to
be given priority when analysing the
problem
Shirantha Perera BPh, BA, MSc
LFA Step-by-Step
Take a closer look at the groups:
Select the most important groups
Make a more detailed analysis in
terms of;
Problems affecting or facing
Interests main needs/interests
Potential strengths/weaknesses
Linkages conflict of interests/
cooperation/dependency
Shirantha Perera BPh, BA, MSc
LFA Step-by-Step
Analysing Situation:
1. Participation Analysis
2. Problem Analysis
3. Objective Analysis
4. Alternatives Analysis
PROBLEM
ANALYSIS
Step 2
Shirantha Perera BPh, BA, MSc
Problem Analysis (PA)
Most important component of SA
Major problems identified on the basis of
available info
Main causal relationships among
problems
Aim at this stage is to establish an
overview of the situation
Shirantha Perera BPh, BA, MSc
Problem Analysis (PA)
To identify major problems it is important
that all possible options remain open
Perspective will be narrowed & deepened to
prepare for PD later
Shirantha Perera BPh, BA, MSc
Only existing problems to be identified
A problem is not absence of a solution,
but an existing negative situation
Problem - existing situation isnt
desirable
Positive perspective needs/potential for
development
Problem Analysis (PA)
Shirantha Perera BPh, BA, MSc
How to do PA?
Identify existing problem/s
Each participant suggests a focal problem
according to their priorities
Those discussed & repetitions eliminated
& agree on ONE focal problem
Shirantha Perera BPh, BA, MSc
To commence analysis find a starting
point by identifying a focal problem
Focal problem is central problem of
overall problems
How to do PA?
Shirantha Perera BPh, BA, MSc
LFA Step-by-Step
Formulate Problems:
Identify existing problems not
possible, imagined/future
Problem is not absence of a solution
Problem is an existing NEGATIVE
STATE
Shirantha Perera BPh, BA, MSc
Problem Tree
Develop Problem Tree:
Identify substantial & direct causes
Identify substantial & direct effects
Construct a Problem Tree showing
causes & effects
Review, verify validity & completeness
Shirantha Perera BPh, BA, MSc
Problem Tree
Agree on focal problem
Write it on a post-it note/piece of
card & place it in the middle
There might be other problems
identified
Draw separate problem trees for these
to compare later - what project will
address.
Shirantha Perera BPh, BA, MSc
Problem Tree
Identify causes of main problem by
asking But why? until we can go no
further
Write each cause on a separate post-it
note/piece of card
Some problems might have more than
one cause
Shirantha Perera BPh, BA, MSc
Problem Tree
* From Roots 5 Tear Fund 2003
Shirantha Perera BPh, BA, MSc
Problem Tree
Identify effects of focal problem by
asking So what? until we can go no
further
Write each effect on a separate post-
it note or piece of card
Some problems might have more than
one effect
Shirantha Perera BPh, BA, MSc
Problem Tree
* From Roots 5 Tear Fund 2003
Shirantha Perera BPh, BA, MSc
Problem Tree
Copy the problem tree onto a sheet of
paper
Draw in vertical links to show the
relationship between causes or effects
Draw horizontal lines to show where
there are joint causes & combined
effects
Shirantha Perera BPh, BA, MSc
Problem Tree
* From Roots 5 Tear Fund 2003
Shirantha Perera BPh, BA, MSc
LFA Step-by-Step
Analysing Situation:
1. Participation Analysis
2. Problem Analysis
3. Objective Analysis
4. Alternatives Analysis
OBJECTIVE
ANALYSIS
Step 3
Shirantha Perera BPh, BA, MSc
Understanding Objectives
Why?
How?
Shirantha Perera BPh, BA, MSc
Objectives
What is expected to achieve by doing
something
Statement has two parts: what is to be
achieved (ends), how it will be achieved
(means)
Both ends & means should be stated
Shirantha Perera BPh, BA, MSc
Types of objectives
General Objective:
Overall goal of the project
Often only ends are expressed
Means - the successful completion
Hence usually expressed in terms of the
project contributing to the end (e.g. The project
will contribute to the goal of water for all by the year 2010)
Shirantha Perera BPh, BA, MSc
Types of objectives
Specific Objective:
Expresses ends achieved by activities
Carrying out activities as planned, results
in achieving specific ends of objective
E.g. Studying to become a nurse:
1. General Objective is to become a nurse
2. Pass a specific exam at a particular time is Specific Objective
Shirantha Perera BPh, BA, MSc
Objective Tree
In OA problem tree is transformed into a
tree of objectives
Future solutions to problems
Working from top downwards
All problems are reworded making
them into objectives (positive
statements)
Shirantha Perera BPh, BA, MSc
Objective Tree
Check meeting objectives at one level are
sufficient to achieve objectives at next level
Problems: If cause A, then effect B
Objectives: Means X in order to achieve end
Y
Caution: every cause-effect does not
automatically become means-end
Working from bottom upwards ensure cause-
effect become means-end
Shirantha Perera BPh, BA, MSc
Objective Tree
Develop Objective Tree:
Reformulate problem tree into
positive desirable conditions
Review means-end relationship
Revise statements, delete unrealistic,
add new
Draw connecting lines
Shirantha Perera BPh, BA, MSc
Objective Tree
Trying to address all objectives
will have an expensive & lengthy
project
Focus on one or a few areas of
objective tree
Shirantha Perera BPh, BA, MSc
Objective Tree
* From Roots 5 Tear Fund 2003
Example of an objective tree with focus on one area
Shirantha Perera BPh, BA, MSc
LFA Step-by-Step
Analysing Situation:
1. Participation Analysis
2. Problem Analysis
3. Objective Analysis
4. Alternatives Analysis
ALTERNATIVES
ANALYSIS
Step 4
Shirantha Perera BPh, BA, MSc
Alternatives
Identifying alternative options
Assess feasibility of alternatives
Agree on ONE project strategy
Thus also called Analysis of
Strategy
Shirantha Perera BPh, BA, MSc
Alternatives
Possible alternative MEANS-END
branches are identified
Eliminate obviously undesirable/
unachievable
Eliminate those pursued by others
Discuss implication for affected
groups
Shirantha Perera BPh, BA, MSc
Selecting Alternative
Depends on:
Total cost
Benefits to priority groups
Probability of achieving objectives
Social risks
Shirantha Perera BPh, BA, MSc
Selecting Alternative
Other criteria:
Technical
Financial
Economic
Institutional
Social/Distributional
Environmental
Shirantha Perera BPh, BA, MSc
Selecting Alternative
Technical:
Appropriateness
Use of local resources
market suitability
Etc.
Shirantha Perera BPh, BA, MSc
Selecting Alternative
Financial:
Costs
Financial suitability
Foreign exchange needs
Etc.
Shirantha Perera BPh, BA, MSc
Selecting Alternative
Economic:
Economic return
cost effectiveness
Etc.
Shirantha Perera BPh, BA, MSc
Selecting Alternative
Institutional:
Capacity
Capability
Technical assistance
Etc.
Shirantha Perera BPh, BA, MSc
Selecting Alternative
Social/Distributional:
Distribution of costs & benefits
Gender issues
Socio-cultural constraints
Local involvement & motivation
Etc.
Shirantha Perera BPh, BA, MSc
Selecting Alternative
Environmental:
Environmental effects
Environmental costs vs. benefits
Etc.
Shirantha Perera BPh, BA, MSc
Alternatives
Assess feasibility of alternatives
Select one as project strategy
Shirantha Perera BPh, BA, MSc
Alternatives
Strategy(ies) used to achieve
objectives
Clear criteria for choosing strategies
Identification of different possible
strategies
Choice of project strategy
Shirantha Perera BPh, BA, MSc
Alternatives
In the hierarchy of objectives, different
clusters of the same type are all strategies;
one/more of them will be chosen as the strategy
Most relevant & feasible strategy is selected
Scope & amount of work entailed may form a
project-sized intervention, or a programme
consisting of a number of projects
Shirantha Perera BPh, BA, MSc
LFA Step-by-Step
Designing the Project:
5. Project Elements (PM)
6. External Factors (PM)
7. Indicators (PM)
MAIN PROJECT
ELEMENTS
Step 5
Shirantha Perera BPh, BA, MSc
Main Project Elements
After choosing strategy main project elements
are derived from objective tree
Transfer them into first vertical column of PM
Start at top & work downwards
One development objective & one immediate
objective
If necessary reformulate to be more accurate
Shirantha Perera BPh, BA, MSc
Main Project Elements
Goal
Purpose
Objectives
Inputs, Activities, Outputs
Assumptions
Indicators
Shirantha Perera BPh, BA, MSc
Goal
Higher level of objective
Wider issue being addressed
Same as General Objective
Anticipated long term objective
towards which project will contribute
Shirantha Perera BPh, BA, MSc
Purpose
What specifically is to be achieved
The impact
Same as Specific Objective
Describes intended effects of project
for direct beneficiaries
Precisely stated future condition
Shirantha Perera BPh, BA, MSc
Outputs
Deliverables
As objectives which project
management must achieve & sustain
Combined impact sufficient to
achieve immediate objective
All outputs should be numbered
Shirantha Perera BPh, BA, MSc
Activities
Tasks required to produce outputs
Processes
Each activity should be numbered
corresponding to output
Shirantha Perera BPh, BA, MSc
Inputs
Funds
Personnel
Goods
Shirantha Perera BPh, BA, MSc
Inputs, Activities & Outputs
Project is based on its;
Input of resources
Implementation of certain activities
Results in outputs, expected to contribute
to desired objectives
Elements of a project
Not in themselves a measure of success or
failure
Shirantha Perera BPh, BA, MSc
Inputs, Activities & Outputs
Cause-and-effect relationship among
them
By using inputs, you are able to carry
out activities that produce outputs that
achieve a purpose that contributes to
goal
Verbs used are very important
Shirantha Perera BPh, BA, MSc
Causal Link
Process is seen as a sequence of development
hypotheses as:
1. If inputs are available activities take place
2. If activities take place outputs are produced
3. If outputs are produced, purpose achieved
4. In long run this contributes to fulfilment of
goal

Uncertainties of the process are explained by
assumptions at each level
Shirantha Perera BPh, BA, MSc
LFA Step-by-Step
Designing the Project:
5. Project Elements (PM)
6. External Factors (PM)
7. Indicators (PM)
ASSUMPTIONS

Step 6
Shirantha Perera BPh, BA, MSc
Assumptions
Conditions that must exist if the project is
to succeed
Conditions outside control of project
management
Shirantha Perera BPh, BA, MSc
Assumptions
Success depends on factors that can be
controlled by project management
Cause-and-effect relationship leads one to
another if some factors outside your own
control hold true (have to be fulfilled for the
development process to succeed)
These external factors are called
assumptions
Not ones extremely unlikely to occur
Shirantha Perera BPh, BA, MSc
Assumptions
Start from bottom & work upwards
Whether inputs are sufficient for activities
or additional events outside project must
take place
Some can be derived from objective tree
Identify assumptions at each level upto
development objective
Shirantha Perera BPh, BA, MSc
Assumptions
Verify all levels for internal logic &
completeness from one to another
Assumptions to be described in
operational details (with indicators if
possible)
Should be monitored
Shirantha Perera BPh, BA, MSc
Assumptions
GOAL
PURPOSE
OUTPUTS
ACTIVITIES
INPUTS
ASSUMPTIONS
ASSUMPTIONS
ASSUMPTIONS
Shirantha Perera BPh, BA, MSc
Check significance of Assumptions
b. Not likely to occur:
1. Eliminate obvious assumptions which are:
- Not Important for the outcome
- Very likely to occur
2. Assess the probability of occurrence for the remaining assumptions:
a. Quite likely but not certain:
Include the assumption into
PM & make sure to
- monitor it
- report changes
- if possible influence it

b. Not likely to occur:
Redesign the project

c. If this not possible:
Reject the project proposal

Shirantha Perera BPh, BA, MSc
Assessment of Assumptions
Shirantha Perera BPh, BA, MSc
LFA Step-by-Step
Designing the Project:
5. Project Elements (PM)
6. External Factors (PM)
7. Indicators (PM)
INDICATORS

Step 7
Shirantha Perera BPh, BA, MSc
Indicators
Details determine how to measure
achievement of objectives at different
times
Quantitative, qualitative, behavioural
Qualitative to be measurable as far as
possible
Direct indicators to be supplemented by
additional indirect (proxy) indicators
Shirantha Perera BPh, BA, MSc
Indicators
Measuring (indicating) to determine
progress
Types:
Process what & how is done
Impact change as a result of what is done
Shirantha Perera BPh, BA, MSc
LFA - specify performance standard
Indicators specify:
Target group (for whom)
Quantity (how much)
Quality (how well)
Time (by when)
Location (where)
Provide a basis for monitoring & evaluation
Short list of meaningful indicators which can be
looked at regularly & carefully is more useful
than a long list which is too time-consuming

Indicators
Shirantha Perera BPh, BA, MSc
Formulate Indicators
A good indicator is:

1. Substantial
2. Independent
3. Factual
4. Plausible
5. Obtainable data
Shirantha Perera BPh, BA, MSc
Formulate Indicators
Substantial

Reflects an essential aspect of an
objective in precise terms
Shirantha Perera BPh, BA, MSc
Formulate Indicators
Independent

At different levels, each indicator is
expected to reflect evidence of
achievement
Same indicator cannot normally be used
for more than one objective
Shirantha Perera BPh, BA, MSc
Formulate Indicators
Factual

Should reflect fact & not subjective
impression
Should have the same meaning for
project supporters & to informed
sceptics
Shirantha Perera BPh, BA, MSc
Formulate Indicators
Plausible

Changes recorded can be directly
attributed to project
Shirantha Perera BPh, BA, MSc
Formulate Indicators
Obtainable data

Should draw upon data readily available
or collected with reasonable extra
effort
Shirantha Perera BPh, BA, MSc
Formulate Indicators
1. Identify indicator-
E.g. increased rice yield
2. Specify target group-
male and female smallholders (cultivating 3 acres or less)
3. Quantity-
500 smallholders increase production by 50%
4. Set quality-
maintaining same quality of harvest as 2005 crops
5. Specify time frame-
From January to December 2006
6. Set Location-
Polonnaruwa district
OBJECTIVE: Increased agricultural production
Shirantha Perera BPh, BA, MSc
Formulate Indicators
OBJECTIVE: Increased agricultural production
500 male and female smallholders
(cultivating 3 acres or less) in
Polonnaruwa district increase their rice
yield by 50% from January to December
2006, maintaining the same quality of
harvest as 2005 crops
Shirantha Perera BPh, BA, MSc
Usefulness of Indicators
1. Is information available from existing
sources (statistics, records, etc)?
2. Is information reliable & up-to-date?
3. Is special data gathering required?
4. If so do benefits justify costs?

Avoid costly &/or unreliable indicators!
Shirantha Perera BPh, BA, MSc
Where to find evidence of an indicator
When indicators are formulated, the sources
of information necessary to use them
should be specified
E.g. Studying to become a nurse - evidence of marks
for each test would be found in the records kept
by the teachers
Means of Verification (MOV)
Shirantha Perera BPh, BA, MSc
Intervention Logic Objectively
Verifiable Indicators
MOV Assumptions
Goal
State your general
objective
What indicator will
allow you to show
that your project has
contributed to the
goal
Where will you find
that information?
Purpose
State you specific
objective
What indicator will
show that you have
achieved your specific
objective?
Where will you find
that information?
What key external
factors must hold true
for the purpose to
contribute to the
goal?
Outputs
What will be produced
by the activities (cell
below) that will
enable the purpose
(cell above) to be
achieved?
What indicator will
show that the outputs
have been produced?
Where will you find
that information?
What key external
factors must hold true
for the outputs to
result in the
achievement of the
purpose?
Activities
List the activities that
will produce the
outputs (cell above)
provided you have the
inputs shown (in the
cell on the right)
Inputs
List the resources
(and costs) you will
need to produce the
activities (shown on
the left)
Where will you find
the information
showing that the
activities have been
carried out?
What key external
factors must hold true
to enable the
activities and inputs
to produce the
outputs?
LFA Table
Shirantha Perera BPh, BA, MSc
Objectives Indicators MOV Assumptions
Goal
1

13

14
Purpose
2

11

12

7
Outputs
3

9

10

6
Activities
4
Inputs
15

8

5
How to fill in the Table
Shirantha Perera BPh, BA, MSc
Internal logic & link
Indicators to monitor & evaluate
Assumptions & critical factors for
feasibility
Key information in one document
Objectives clearly stated
Encourages people to consider their
expectations & how these are achieved
Strengths of LFA
Shirantha Perera BPh, BA, MSc
Internal Logic
* From Manual Project Cycle Management, European Union
Shirantha Perera BPh, BA, MSc
Time-consuming & requires training
Relatively complicated
Summarise complex ideas & relationships
into simple phrases
Logic is very western
Focus on problems can be rather negative
Less flexible & responsive to changes
For large scale projects
Stress on quantitative progress than
qualitative approach
Weaknesses of LFA
Shirantha Perera BPh, BA, MSc
The Problem:
City has several bus companies
Last year bus accidents have gone up
Much delay & inconvenience
Several serious fatal accidents
Much of problem is technical; buses are old &
in bad condition due to lack of spare parts
Many accidents due to high-speed driving on
bad roads
Example of LFA
Shirantha Perera BPh, BA, MSc

INSTITUTIONS

Bus company

Mass media

INTEREST GROUPS

Passengers

Drivers

Owners

OTHERS

General Public

Participation Analysis
Shirantha Perera BPh, BA, MSc

PROBLEMS

INTERESTS

POTENTIALS

LINKAGES

BUS COMPANIES

PASSENGERS

Economic losses caused by buses
out of service

Economic losses caused by
payments to victims

Reduced number of passengers

Economically viable operations

Able to directly influence the
problem

Dependent upon the passengers
cooperation

Delays caused by accidents

Sufferings for victims and their
families

Safe, expedient and cheap
transport

Boycott the only means to
influence the problem

Can choose other bus companies
if necessary

Participation Analysis
Shirantha Perera BPh, BA, MSc
Project Design (PD)
Begin with the End in Mind
Put First Things First
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