Project Management Using A Logframe

The Logical Framework Approach (LFA) to project management has been around for about 4 decades. It is a method used for designing a project and aiding in planning – typically for non-profit organizations. A “logframe” document is the output of the LFA process. It clearly displays the overall design of a project using a visual matrix and text. This can be a valuable tool for PMs to use during initial stakeholder communication because it boils down even complex projects to a basic summary. The types of items covered in a logframe are:

1. Project objectives (ultimate purpose/goals and tangible outputs)
2. Activities that must be completed to achieve these objectives
3. Resources required to carry out schedule activities
4. Assumptions regarding external and internal factors (risks, challenges, and opportunities) that may impact the project
5. Metrics that will be used to verify that the project’s objectives have been achieved

This document is not intended to show a full work breakdown structure or all aspects of project scope and schedule. Instead, its purpose is to cut through the noise and clarify the essentials. Jumping straight into detailed planning without putting this framework in place can cause a project to drift off course without anyone fully realizing it. For example, the scope might increase to include goals that cannot be objectively measured. “Fuzzy” goals that are inserted by well meaning project management team members and stakeholders rarely add value to a project and usually drain resources that could be better applied elsewhere. If high value objectives are identified later in the project, these can be added to the logframe as needed – as long as the other aspects of the matrix are also updated to take this new factor into account.

Matrix Format

The framework is set up as a table with rows and columns covering each basic aspect of the project and showing the logical relationship between these components. Some project management experts who use a logframe recommend starting with a list of problems. For example: “Mobile clinics in the XYZ region of Africa cannot adequately sterilize multiple use instruments leading to high rates of patient infection after surgical procedures”. This would then be restated as a series of positive actions or solutions such as the ultimate goal of reducing post-operative infections in patients served by these mobile clinics.  The immediate purpose of the project would be to provide a means for the clinics to efficiently and thoroughly sterilize all instruments. The output might be the delivery and installation of a portable autoclave unit for each clinic. The activities might be sourcing a reliable medical equipment vendor, arranging the logistics of delivery, and determining how the autoclaves would be tested and serviced regularly once in place to ensure optimal operation. The resources or inputs required can be listed on the matrix at the intersection of activities and measurable indicators.

The diagram shown here is a very simple version of a logframe. These matrices can be more complex and include different column and row headers if desired. Here’s a good example from the DFID that includes milestones and other project management planning features.