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270 views125 pages

PDME Lesson 2 PDF

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eCourse: Project Design, Monitoring and Evaluation

Introduction A course on the principles,

methods, practices and skills required for
Lesson 2 successful project management

PROJECT
DESIGN
MONITORING
EVALUATION
MODULE 1
DESIGN PHASE
Published by: PM4DEV
Project Management
for Development
Email: [email protected]
WEB: www.pm4dev.com

LESSON 2

PROJECT DESIGN
Learning Objectives:

• Understand the steps to design a

project.
• Identify the components of a
logframe matrix
• List the elements of a project
proposal

PROJECT DESIGN
MONITORING and
EVALUATION

Welcome to lesson 2 – The Project Design. The learning objectives of this

lesson are:

• Understand the steps to design a project.

• Identify the components of a logframe matrix
• List the elements of a project proposal

LESSON 2

PROJECT DESIGN

Lesson Units

• Unit 2.1 – Introduction to Design

• Unit 2.2 – Problem Analysis
• Unit 2.3 – Stakeholder Analysis
• Unit 2.4 – Selection of Strategy
• Unit 2.5 – Logframe Matrix
• Unit 2.6 – Project Proposal
PROJECT DESIGN
MONITORING and
EVALUATION

This lesson consist of the following units:

• Unit 2.1 – Introduction to Design

• Unit 2.2 – Problem Analysis
• Unit 2.3 – Stakeholder Analysis
• Unit 2.4 – Selection of Strategy
• Unit 2.5 – Logframe Matrix
• Unit 2.6 – Project Proposal

The total time of this lesson is about 60 minutes.

LESSON 2

PROJECT DESIGN

END OF UNIT
PROJECT DESIGN
MONITORING and
EVALUATION

A course on the principles,

methods, practices and skills required for
successful project management

PROJECT
DESIGN
MONITORING
EVALUATION
Lesson 2 – Unit 1
Published by: PM4DEV
Project Management
for Development
Email: [email protected]
WEB: www.pm4dev.com

© PM4DEV 2018
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by
any means, electronic, mechanical, photocopying, recording or otherwise, without the prior written permission of the publishers.

Lesson 2 – Unit 1

Introduction
to Project
Design

Project Design
Monitoring and Evaluation
www.pm4dev.com

Introduction to Project Design

Project Design 3

• Stakeholder
Analysis
• Problem Analysis
• Objectives Analysis
• Logical Framework
Matrix
• Project Proposal

Project design is the second phase of the DME cycle. This phase
consist of the following elements: Analysis of the project
stakeholders, problem analysis, analysis of the objectives, the
use of the logical framework matrix, and the development of the
full project proposal. The first four elements of design are also
known as the Logical Framework Approach (LFA)

Logical Framework Approach (LFA) 4

• Systematic and
participatory
approach
• Results oriented
methodology.
• Analytical tool to
transform ideas into
proposal

The Logical Framework Approach (LFA) is

a systematic and participatory approach for project design and
planning. It’s a results-oriented methodology for project design.
It is also an analytical tool to transform ideas into a proposal. The
design team uses the LFA as a process to design and plan the
project.

Project Design 5

• Develops solutions to
identified problems
• Facilitates
implementation and
communication
• Supports monitoring
and evaluation

Project design is the process that helps identify the right

solutions to clearly identified problems. These solutions are
structured in a way that facilitates the implementation,
communication to key stakeholders, and the monitoring and
evaluation of the project.

Elements of Good Project Design 6

• Focus on results
• Aligned to the vision
• Evidence -Based
• Participatory
• Adaptable and flexible

A good design requires more than collecting information on the

needs of stakeholders and come up with a solution. Good design
is important in development projects. Mostly due to the high level
of complexity that requires that projects are designed with a
focus on result.

• The design also requires that the projects are aligned to the
organization’s vision.
• A good design is based on evidence and information from
previous projects and their evaluations.
• It is participatory, includes the input of key stakeholders,
partners and other actors involved in the project.
• It is adaptable to the changing environment of the project. Its
not a rigid design, but a flexible one that allows for changes
driven by information from the monitoring phase.

Logic Model 7

Impact

• Impact
• Outcomes Outcomes

• Outputs
Outputs
• Activities
• Inputs
Activities

Inputs

The Logic Model is used during the design phase to incorporate

the theory of change into the planning process. The purpose of
the logic model is to describe the sequence of events and their
logical linkages. The main components of the logic model are
inputs, activities, outputs, outcomes and goal. The logic model is
a narrative or graphical representation of the process and its
underlying assumptions upon which an activity is expected to
lead to a specific result. The underlying logic in this model is: if
the project uses the inputs, implements the activities, then it will
be able to deliver the outputs, which in turn will deliver the
expected outcomes that will contribute to the final goal.

Inputs (Resources) 8

• Human Resources
• Raw materials
• Funding
• Knowledge

Inputs include the human resources, raw materials, financial,

organizational, and community resources, and even the
experience and knowledge a project has available to carry out
the work.

Activities 9

• Process that uses

inputs to achieve
outputs
• In control of the
project
• Participation of key
stakeholders

Activities are the processes, tools, events, technology, and

actions that are used in order to deliver a specific output. These
activities are in control of the project but require the active
participation and involvement of key stakeholders.

Outputs 10

• Project Deliverables
• Goods and Services
• Measurable, Tangible

Outputs are the direct deliverables of project activities and may

include types, levels and targets of services to be delivered by
the project. They are goods and services that are measurable
and tangible, and they come as a direct result of the activities
implemented by the project.

Outcomes 11

• Short or long-term
Changes
• Changes in
Beneficiaries
• Behavior, Knowledge,
Skills

Outcomes are the specific changes, short and long-term,

expected as a result of the project outputs. Changes in
participants of the project can include behavior, knowledge, and
skills. Short-term outcomes should be attainable within 1 to 3
years, while longer-term outcomes should be achievable within a
4 to 6 year timeframe.

Outcome Levels 12

Short Term Medium Term Long Term

Learning Action Conditions

Awareness Behavior Health

Knowledge Practice Economic

Attitudes Decisions Environmental

Outcomes can be divided into three levels. Short term outcomes

are related to learning, the can include changes in awareness,
attitude and skills. Medium-term outcomes are related to actions,
they can include, changes in behavior, practice and decisions.
The long-term outcomes are changes related to conditions, they
can include health, economic and environmental.

Impact 13

• Long term
development goal
• Projects contribute
to the impact
• Measured during
evaluations

Impact is the fundamental intended or unintended broader

change that comes as as a result of the project outcomes.
Impact is a long-term goal that usually takes longer than the life
of the project. An individual project may only make a partial
contribution to achieving this change and it may occur only after
the project is completed. This level is usually measured during
the evaluation of the project.

Logic Model and ToC 14

• Logic Model - A graphical illustration of

the project components that describes the
relationships between inputs, activities,
outputs, outcomes and impact.

• Theory of Change - Explains the How

and the Why of a desired change and the
conditions required for it to happen.

Sometimes these terms are using interchangeably, but there are

some specific differences between a logic model and a theory of
change. A Logic Model - illustrates project components and the
relationship between impact, outcomes, outputs, activities and
inputs. It’s a tactical view of the project and it helps develop the
implementation plans. A Theory of Change – Explains the HOW
and WHY a desired change is expected to develop, it shows the
whole picture and all the possible pathways of what is needed for
a change to occur.

Logic Model Advantages 15

• Easy method to
describe the project
work
• Helps measure at
every level of the
model
• Attribution of
outcomes to the
project is partially
demonstrated

Here are some of the advantages of the logic model:

It helps define the work and measure it. Performance measures

can be defined at any level. This ensures that the work on
activities are delivering the planned outputs and the expected
outcomes are achieved. Any changes in the indicators can help
make timely modifications and avoid the waste of time and cost
to the project. The model also helps demonstrate the attribution
of outcomes achieved to the project intervention.

Logic Model Disadvantages 16

• Project logic is no
guarantee of actual
logic
• Partial representation
of a complex system
• Doesn’t include effects
besides those initially
expected

Here are some disadvantages of the logic model. The project

logic is not guarantee of actual logic. It is partial representation of
a much larger and complex system. And doesn’t include effects
besides those initially expected and planned.

Elements of Good Design 17

• Accurate definition of the problem and its

root causes
• Recognition of the community needs
• Participatory process that includes key
stakeholders
• Incorporates flexibility to adapt to changes

The design of successful projects shows the following

characteristics:
• They use an accurate definition of the problems and its root
causes.
• They recognize the community needs and include the
participation of key stakeholders.
• It is not a rigid design, it incorporates flexibility to adapt the
project to changes that occur in the environment.

Project Design 18

A good design increases the chance that the project proposal will
be funded, that the plans will be implemented and deliver the
expected benefits. It’s important for the organization and the
team in charge of the design, to spend the necessary time and
resources to design the project and ensure that it is feasible and
can lead to sustainable results. But most important, to design a
project with enough flexibility to adapt to the changing
environment.

Project Design, Monitoring and Evaluation 19

END OF UNIT

A course on the principles,

methods, practices and skills required for
successful project management

PROJECT
DESIGN
MONITORING
EVALUATION
Lesson 2 – Unit 2
Published by: PM4DEV
Project Management
for Development
Email: [email protected]
WEB: www.pm4dev.com

Lesson 2 – Unit 2

Stakeholder
Analysis

Project Design
Monitoring and Evaluation
www.pm4dev.com

Stakeholder Analysis

Stakeholder Analysis 3

The people who have an

interest or those that will be
impacted by the project.
• Beneficiaries
• Partners
• Institutions
• Communities
• Government

The people who have an interest or those that will be impacted by the project, these
are the project stakeholders. They include beneficiaries, partners, institutions,
communities, units or parts of the government where the project is located. The
analysis helps identify the people interested in the project and their level of support
or involvement and their roles in the project.

Stakeholder Analysis 4

Stakeholder analysis
helps identify the people
interested in the project
and their level of
support, involvement
and roles in the project.

Every project will always have a group of stakeholders, understanding who they are,
what are their expectations and motivations, will help in designing a better project.
Stakeholder analysis helps identify the people interested in the project and their
level of support, identify their level of involvement and the roles they may play in the
project.

Stakeholder Analysis 5

• Identification of
stakeholders
• Stakeholder analysis
• Stakeholder matrix
• Stakeholder strategies

These are the steps of the stakeholder analysis process: Identification of all
potential stakeholders, the analysis of their interests and support, the development
of a stakeholder matrix that will categorize each stakeholder, and the development
of strategies to build and sustain their support to the project.

Identification of Stakeholders 6

• List all possible

stakeholders
• Identify:
– Role in the project
– Strengths and
Limitations
– Level of
Participation

The first step is to identify all potential stakeholders of the project

and includes the following tasks:

A list with all the people or institutions and their contact. (This
can include email, phones address, etc.)
Identification of their potential roles in the project,
Identification of their strengths and or limitations to participate in
the project.
Identification of their potential level of participation the
organization expects from this stakeholder.

Stakeholder Register 7

Stakeholders Role Strengths Limitations Participation

Donor Funding Experience None High

Beneficiaries Participation Organized Limited time Regular

Partners Collaboration Knowledge Limited Medium

funding
Local government Partner Support Political Low

Associations Support Knowledge Priorities Medium

Management Support Experience Resources High

The first analysis of the stakeholders can be listed on a register that will help
identify their roles, strengths, limitations and level of participation. At this
moment the information the design team obtains from the stakeholders may be
limited, or based on information from past projects, it is not perfect or complete
but it is good start. This initial register will provide a high level view of all the
key stakeholders of the project.

Identification of Stakeholders 8

• Identify:
– Level of Influence
– Type of Influence
– Level of Interest
– Type of Interest

A second level of analysis includes the identification of the level

and type of influence a stakeholder may have on the project and
the level and type of interest.
This information will help in the categorization of each
stakeholder and identify the type of strategy need in order to
manage the relationships with this stakeholder.
This information can then be quantified and placed on a four by
four matrix.

Stakeholder Analysis 9

• Interest - level of support to the project

– Resources
– Participation
– Support
• Influence - level of power in the project
– Decisions
– Financial
– Political

Interest is defined as the level of support the stakeholder is willing to commit to the
project. The types of interest or support, can include: resources such as material,
people or financial; participation in activities, and support by collaborating to help the
project achieve its goals.
Influence is the level of power a stakeholder may have on the project, this power
can be in the form of decisions, access to financial resources, and political.
During the design phase, the organization may not have a complete understanding
of the levels of influence and interest from each stakeholder, it may use partial
information, but will be enough to begin drawing a map of the levels of interest of
each stakeholder.
This information will help categorize each stakeholder and define the type of
strategy to use with each group.

Stakeholder Register 10

Stakeholders Influence Type of Interest Type of Matrix

Influence Interest Category
Donor High Funding High Results A
Beneficiaries High Participation Low Benefits B
Partners Low Participation High Economic C
Local government High Politics Low Politics B
Associations Low Economic Low Economic D
Management High Resources High Results A

The stakeholder matrix is a simple tool used to organize basic information about the
stakeholders. It is used during the design phase, but should be reviewed during the
planning and implementation phases.

In the first column is a list of the stakeholders identified in the previous step. The
next two columns are used to quantify the level of influence the stakeholder may
have on the project, the levels are high, and low. The other column describes the
type of influence or power the stakeholder has on the project.

The next two columns are used to quantify the level of interest the stakeholder has
on the projects, again using the same values of high, and low. The type of interest is
also identified. The last column is used to categorize each stakeholder based on
their levels of interest and influence. In the next slide a simple 4x4 matrix is used to
identify the categories of each stakeholder

Stakeholder Matrix 11

Interest

High
B A
D C
Low

Low High

Influence

The stakeholder’s level of interest and influence in the project can be then mapped
in this very simple matrix.
The vertical axis represents their levels of interest, the horizontal axis, the levels of
influence.

• Category A is for those stakeholders with high interest and high level of influence
• Category B is for those stakeholders with low interest and high level of influence
• Category C is for those stakeholders with high interest but low level of influence
• Category D is for those stakeholders with low interest and low level of influence

Stakeholder Matrix 12

B A

High
Interest

D C
Low

Low High

Influence

The design team can use this matrix to map each stakeholder and place them on
the corresponding quadrant. Note that stakeholders can change their levels of
interest and level of influence during the life of the project. It is a good practice to
review this matrix on a regular basis.

Stakeholder Strategies 13

• A = Manage closely
• B = Keep Satisfied
• C = Keep Informed
• D = Monitor

The categorization helps identify the strategies to manage the relationships

with each stakeholder, that way the project team, can make better use of their
resources and concentrate their efforts on the key stakeholders.

Category A = The strategy is to manage this relationship very close, for

example a Donor.
Category B = The strategy is to manage the relationship by keeping the
concerns of the stakeholder satisfied, for example a Government official.
Category C = The strategy is to keep this informed about the project and
maintain their level of interest, for example a partner organization.
Category D = This strategy is to use minimum effort to manage the
relationship, and monitor to see if their levels of interest or influence change.

Stakeholder Map 14

Media
High Interest

Organization Medium Interest

Beneficiaries
Low Interest

project
Low Influence
Donors
Medium Influence
Partners
Government
Local
High Influence
ONGs

Here is another example of different type of stakeholder map, Interest level is

identified by the color, and Influence by the size of the circle.

The concentric circles in the doted line represent the proximity to the project and
how the levels of interest and influence can have an impact to the project. These
circles are to differentiate between internal stakeholders and external stakeholders.

Stakeholder Involvement 15

Stakeholder Unaware Resistant Neutral Supportive Leading

1  
2  
3  
4  
5  
6  

 = Current position
 = Desired position

Another tool used during stakeholder analysis, is to identify the current and desired position
of each key stakeholder. This chart places the key stakeholders on the first column, next it
identifies their level of involvement in the project using five categories:

• Unaware – The stakeholder doesn’t know about the project

• Resistant – The stakeholder is initially perceived as being resistant to the idea of the
project
• Neutral – The stakeholder has not informed about his or her position regarding the
project.
• Supportive – The stakeholder approves the idea of the project.
• Leading – The stakeholder is taking a lead role to support the project.

The team can identify the current position of each stakeholder, marked with the red
diamond and then identify the desired level of involvement expected from the stakeholder,
marked with the blue circle. The organization and the project team will use this information
to develop the strategies to help stakeholders move across this chart. Using strategies such
as communications, partnerships, and negotiation.

As the projects starts making progress and building relationships, communicating and
creating the interests, it can help move a key stakeholder who initially was unaware and
help them move so that they become supportive of the project. By providing them with the
right information, the project manager can influence a stakeholder who was initially neutral
to take a leading role in the project and helping achieve its objectives.

Project Design, Monitoring and Evaluation 16

END OF UNIT

A course on the principles,

methods, practices and skills required for
successful project management

PROJECT
DESIGN
MONITORING
EVALUATION
Lesson 2 – Unit 3
Published by: PM4DEV
Project Management
for Development
Email: [email protected]
WEB: www.pm4dev.com

Lesson 2 – Unit 3

Problem
Analysis

Project Design
Monitoring and Evaluation
www.pm4dev.com

Problem Analysis

Problem Analysis 3

The analysis seeks to

understand the causes
and effects of the
problem in order to
develop a solution.

An important element of designing a project is to build a good definition of the

problem. The problem analysis is a process that seeks to understand the causes
and effects of the problem in order to develop a solution. Many projects fail because
they did not invest enough time and effort to have a good understanding of the
problem and its root causes.

Problem Analysis 4

• It’s a participatory process

• Identifies the root cause of the problem
• Build consensus in what is the real problem
• Helps avoid solving symptoms

The problem analysis process is a participatory process, that means that key
stakeholders need to be involved in the analysis, including beneficiaries and
other actors that have information about the conditions of the target
population. The process helps in the identification of the root causes of the
problem and build consensus on what is the real problem, which in turn avoids
the development of solutions to the wrong problem. An added benefit of
participation, is that key stakeholders begin to build ownership of the project,
which will be useful during the implementation phase.

Problem Tree 5

The analysis of a problem uses the Problem Tree method which helps structure the
causes and effects of a problem. It is called Problem Tree because the identification
of the causes of a problem resemble the roots of a tree, the effects resemble the
branches of the tree, while the trunk is the focal problem. Depending on the type of
problem analysis, the number of roots and branches can vary.

Problem Tree Steps 6

• List all the problems

• Agree on one core
problem
• Identify the causes
• Identify the effect
• Organize and identify
connections

There are four basic steps to develop a problem tree. The first step is to list all
possible problems, this is usually done in a meeting that includes participation
of key stakeholders, and can even use information from surveys or interviews
from beneficiaries. In the meeting, participants agree on one core problem, this
is the focal problem that will be used in the analysis.
The next step is to identify all the causes that lead to the problem. Participants
will respond to the questions. Why we have this problem? What caused this
problem? All causes are listed. The next step is to identify the effects of the
problem, participants respond to the question. What are the consequences of
this problem? All effects are listed.
The final step is to organize all causes and effects, by identifying the case and
effect linkages.

Problem Tree – The Focal Problem 7

Increasing number of
illness related to
water and sanitation
related diseases.

Let’s start with a simple example. Here is a focal problem. Increasing number of
illness related to water and sanitation related diseases on a group of communities.

Problem Tree – Primary Causes 8

Increasing number of illness related to water and sanitation

Why? related diseases

Poor practice of
Limited access to Limited access to Local government
safe hygiene and
sanitation sources of safe support and funds
sanitation in the
facilities water unavailable
household

Once the problem is agreed, the next step is to identify the causes for this problem.
These are the primary causes that respond the question. Why the communities
have this problem? The causes can be grouped by categories or themes.

Problem Tree – Secondary Causes 9

Increasing number of illness related to water and sanitation

related diseases

Poor practice of
Limited access to Limited access to Local government
safe hygiene and
sanitation sources of safe support and funds
sanitation in the
facilities water unavailable
Why? household

No
Poor Lack of Limited No capacity to No Not a priority Limited funds
access to
sanitation skills to fix access to maintain water hygiene for local assigned to local
hygiene
facilities facilities water wells sources awarness government government
promoters

The group continuous with the analysis of the causes by listing the reasons why the
primary causes is a problem. Each cause can have additional secondary causes
depending on the depth of the analysis. Causes are grouped under their
corresponding category or theme.

Problem Tree – Primary Effects 10

Negative
Effect Increased need
for health care
Limited time to
work
impact to
environment

Increasing number of illness related to water and sanitation

related diseases

Poor practice of
Limited access to Limited access to Local government
safe hygiene and
sanitation sources of safe support and funds
sanitation in the
facilities water unavailable
household

Next, it’s the turn of the effects of the problem; participants answer the question -
What are the consequences of this problem? They list all the possible effects, and
as with the primary cases, the primary or immediate effects are also organized in
categories or themes.

Problem Tree – Secondary Effects 11

Increase in Increase of
Effect community Infant mortality
Increase of
poverty
Limited participation
in community affairs
water bourn
Poor quality of
agriculture
medical cost diseases

Negative
Increased need Limited time to impact to
for health care work environment

Increasing number of illness related to water and sanitation

related diseases

Poor practice of
Limited access to Limited access to Local government
safe hygiene and
sanitation sources of safe support and funds
sanitation in the
facilities water unavailable
household

The next step is to identify the secondary effects or the long term impact of the
problem. Participants list all the possible secondary effects at this level, and these
effects are also grouped by category or theme. There are usually not that many
levels of effects.

Problem Tree 12

Increase in Increase of
Increase of Limited participation Poor quality of
community Infant mortality water bourn
poverty in community affairs agriculture
medical cost diseases

Negative
Increased need Limited time to impact to
for health care work environment

Effects Increasing number of illness related to water and sanitation

related diseases

Causes
Poor practice of
Limited access to Limited access to Local government
safe hygiene and
sanitation sources of safe support and funds
sanitation in the
facilities water unavailable
household

Here we have a the complete problem tree with the causes the focal problem and
the effects. Presenting the problem in this format is a visual aid that helps in the
understanding of the problem. Participants that worked in the development of the
problem tree use this diagram to further discuss the organization of the tree; it may
be possible to rearrange or subdivide the roots or branches of the tree until they all
feel it is a good representation of the current situation.

Problem Analysis 13

Depending on the type of problem some problem tree diagrams

may be more complex and include more details. Especially with
more levels in the causes of the problem. Its important to
reinforce the participatory nature of this process. It helps all
involved have a good understating of the problem, its causes and
effects. It is also a good tool to build awareness of the problem
in the community and start conversations on how they can
contribute to solve this problem.

Completing the problem tree is the first step of problems

analysis. The team in charge of the design will use this
information to develop the objective tree.

Project Design, Monitoring and Evaluation 14

END OF UNIT

A course on the principles,

methods, practices and skills required for
successful project management

PROJECT
DESIGN
MONITORING
EVALUATION
Lesson 2 – Unit 4
Published by: PM4DEV
Project Management
for Development
Email: [email protected]
WEB: www.pm4dev.com

Lesson 2 – Unit 4

Objective
Analysis

Project Design
Monitoring and Evaluation
www.pm4dev.com

Objective Analysis

Objective Analysis 3

The analysis seeks to

develop the project
objectives based on
the information
developed in the
problem tree.

Objective analysis, or the analysis of the objectives, is the next step in the
design process. This analysis seeks to develop the project objectives based on
the information developed in the problem tree, a process that included the
identification of the focal problem, the causes, and the effects of the problem.
The goal of objective analysis is to describe a future situation that would exist
if all the problems were solved.

Objective Analysis 4

• Participatory
process
• Identifies the
objectives of the
project
• Build consensus on
the goal.

Similar to the problem analysis process, the analysis of the objectives is also a
participatory process that will require the involvement of key stakeholders and
consultations with beneficiaries. During this step, the design team will identify
the project objectives using information from the problems analysis step, and
obtain consensus from all participants as to what will be the goal of the project.

Problem Tree 5

Effects

Causes

The process starts with an analysis of the problem tree, the focal problem, the
causes and the effects of the problem. The idea is to convert the problem tree into
an objective tree.

Problem Analysis 6

Problem Tree Objective Tree

Effects of the Problem Ends

TRANSFORMATION
FOCAL PROBLEM DESIRED RESULT

Causes of the Problem Means

The transformation includes the change of the negative statements of the problem
tree into positive statements. The focal problem is converted into a desired result.
The causes of the problem are transformed into means, and the effects of the
problem into ends.

Objective Tree – Desired Result 7

Increasing
Reducenumber
illness of
related
illnesstorelated
Water to and
water
Sanitation
and sanitation
related
related
diseases.
diseases.

Let us start with a the example. The focal problem is expressed in positive terms
and transformed into an objective. Reduce death and illness related to Water and
Sanitation related diseases.

Objective Tree - Means 8

Reduce illness related to Water and Sanitation related diseases

Then in the targeted community
Means
Enhanced practice
Improved access Improved access Local government
of safe hygiene and
to sanitation to sources of safe support and funds
sanitation in the
facilities water available
Then household

Adequate Skills to Increased Local capacity Increased Access to A new priority Increased funds
sanitation fix access to to maintain hygiene hygiene for local assigned to local
facilities facilities water wells water sources awareness promoters government government

Once there is an agreement on the desired result, the next step is to convert the
causes into means or results. Means are the situations that are necessary to obtain
the desired result. This is done by rephrasing each one of the causes, into positive
desirable conditions.

The logic says that if we have adequate sanitation facilities and skills to fix the
facilities, then we will have improved the access to sanitation facilities and then, that
will contribute to the desired result of reducing illness. All the causes are converted
into means by changing the negative statement into a positive statement.

Objective Tree - Ends 9

Then
Decrease in Decrease of
Reduction of Reduction of More participation in Good quality of
community water bourn
Infant mortality poverty community affairs agriculture
medical cost diseases

Then Reduced need Positive impact

More time to
for health care work to environment

Ends
Reduce illness related to Water and Sanitation related diseases
Then in the targeted community
Means
Enhanced practice
Improved access Improved access Local government
of safe hygiene and
to sanitation to sources of safe support and funds
sanitation in the
facilities water available
Then household

The same change is done with the problem effects, they are transformed into ends,
or overall objectives. Using the same process by rephrasing each effect into a
positive desirable condition. If there is a reduction in illness related to water and
sanitation, then there will be a reduction in the need for health care, which will then
result in a decrease in community medical costs.

Objective Tree 10

Decrease in Decrease of
Reduction of Reduction of More participation in Good quality of
community water bourn
Infant mortality poverty community affairs agriculture
medical cost diseases

Reduced need More time to Positive impact

for health care work to environment

Ends
Reduce illness related to Water and Sanitation related diseases
in the targeted community

Means
Enhanced practice
Improved access Improved access Local government
of safe hygiene and
to sanitation to sources of safe support and funds
sanitation in the
facilities water available
household

This is now the Objective tree. Its important that participants agree on this result.
There could be a need to make some changes, based on how realistic the
objectives can be, participants may decide to add or modify the problems and the
objectives, this process also helps build consensus amongst participants.
The objective tree is the basis for the next step, the strategy analysis.

Strategy Analysis 11

• Identification of
clusters of
objectives
• Choice of a strategy
of intervention

Strategy analysis is the process to organize the objectives into clusters of similar
themes. This will create a group of possible interventions or strategies. The Design
team will then need to select which cluster or clusters should be included in the
project.

Objectives Analysis 12

Decrease in Decrease of
Reduction of Reduction of More participation in Good quality of
community water bourn
Infant mortality poverty community affairs agriculture
medical cost diseases

Reduced need More time to Positive impact

for health care work to environment

Reduce illness related to Water and Sanitation related diseases

in the targeted community

Enhanced practice
Improved access Improved access Local government
of safe hygiene and
to sanitation to sources of safe support and funds
sanitation in the
facilities water available
household

Based on the nature of the objective, the objective tree can be organized into
clusters. This is the identification of the different possible groups of objectives that
can contribute to the higher objective. For example, the objective tree can be
organized into three groups, one that deals with facilities of water and sanitation,
another related to hygiene, and the last on government support.

Strategy of Intervention 13

Decrease in Decrease of
Reduction of Reduction of More participation in Good quality of
community water bourn
Infant mortality poverty community affairs agriculture
medical cost diseases

Reduced need More time to Positive impact

for health care work to environment

Reduce illness related to Water and Sanitation related diseases

in the targeted community

Enhanced practice
Improved access Improved access Local government
of safe hygiene and
to sanitation to sources of safe support and funds
sanitation in the
facilities water available
household

Once the clusters have been identified, the next step is identify the strategy for
intervention. This is the process of choosing the scope of the project (scoping). The
idea is to select the clusters that the organization is willing to address. In most
cases it will not be possible to work on all the objectives, some of them may be
beyond the area of focus or capacity of the organization. Which one should the
organization choose? Based on a set of criteria, the organization will choose the
most feasible and relevant strategy.

Strategy of Intervention 14

• Should all problems be addressed?

• Which will bring the desired results?
• Which is more beneficial to the community?
• Which are more sustainable?
• Which can be financed?
• Is there technical capacity?

This is a difficult step and there are many questions that need to be answered
before a decision is made, these questions include:
• Should the organization undertake all the problems identified? Or select just
a few?
• Which interventions are more likely to bring about the desired results?
• What would be more beneficial for the target communities?
• Are these interventions sustainable in the long-term?
• Are the financial means available?
• Does the organization has the technical capacity?

Objectives Analysis - Criteria 15

• Financial
• Social
• Environmental
• Technical
• Institutional
• Economic

A process that facilitates this decision is the use of criteria to evaluate each one of
the possible interventions. Examples of possible criteria include:

• Financial criteria – costs, cash flows, financial sustainability;

• Social criteria – costs and benefits, gender issues, socio-cultural constraints;
• Environmental criteria –environmental costs and gains;
• Technical criteria – appropriateness, use of local resources, market factors;
• Institutional criteria – capacity, capacity building, technical assistance;
• Economic criteria – economic returns, cost effectiveness;

The criteria serves as a funnel that will filter those objectives that have a higher
chance of success.

Objectives Analysis - Criteria 16

Criteria % Strategy - 1 Strategy - 2 Strategy - 3

Funding 10% 3 30 2 20 1 10
Risk 20% 2 40 3 60 2 40
Sustainability 30% 3 90 2 60 3 60
Expertise 20% 2 40 1 20 1 20
Relevance 20% 1 20 2 40 1 20

Total 100% 220 200 150

A tool that can help in the analysis of the different alternatives is the Weighted
Criteria Analysis. In the table, the first column lists the criteria to evaluate each
strategy. Depending on the focus of the organization, some criteria may be more
important than others. Each criteria is then assigned a value (all values add up to
100%). In this example we see that the criteria for sustainability has a 30% weight.

With the help of a group of subject matter experts, each strategy is evaluated
against the criteria. Placing a value (1 to 3) to each criteria in the table. Multiplying
the criteria with the score value one obtains the total criteria weight. After adding the
values, one can then identify the strategy or strategies with the highest number or
the strategies that meet most of the criteria of the analysis.

Strategy of Intervention 17

Decrease in Decrease of
Reduction of Reduction of More participation in Good quality of
community water bourn
Infant mortality poverty community affairs agriculture
medical cost diseases

Reduced need More time to Positive impact

for health care work to environment

Reduce illness related to Water and Sanitation related diseases

in the targeted community

Enhanced practice
Improved access Improved access Local government
of safe hygiene and
to sanitation to sources of safe support and funds
sanitation in the
facilities water available
household

The selected intervention strategies will be the basis for the development of the
hierarchy of objectives in the logframe matrix. The objectives on the top of the tree
are translated into development objectives, the objectives below are converted into
outcome and output objectives.

Objectives Analysis 18

Considerations when selecting project

objectives:
• Probability
• Costs
• Risks
• Sustainable
• Partnership

The objectives analysis and the selection of the strategy of intervention will lead to
the development of the project objectives. At this moment, the design team should
consider the following factors when selecting a project objective:
The probability that the project will be successful, the costs of the project, project
risks, the sustainability of the intervention after the project has ended, and the
partners that are required to implement the project.

Project Goals 19

(SMART)
• Specific
• Measurable
• Achievable
• Relevant
• Time-bound

Finally, it is important to keep in mind that when selecting the project objectives, one
must follow some simple rules.

• Specific - The objectives have to be clear and simple enough for people to
understand them;
• Measurable - They have to be measurable in order to track the progress;
• Achievable - They need to be realistic, they are possible to accomplish;
• Relevant - They are relevant to the problem that the project is trying to solve;
• Time-bound - It can be completed on time to provide the benefits that are needed
in order to solve that problem.

Objective Tree 20

For a complex problem, the objective tree may end up with many intervention
strategies. The organization may not be able to do all of them, either because some
interventions are beyond its capacity or development focus, or require the
intervention of other institutions such a the local government.

This is an important element in the design of the project. The intervention that the
organization has selected is only one of the many interventions that are required to
occur in order to fully solve the problem. The design should take note of this
situation and make it clear that the selected project is contributing to the solution of
the problem.

Project Design, Monitoring and Evaluation 21

END OF UNIT

A course on the principles,

methods, practices and skills required for
successful project management

PROJECT
DESIGN
MONITORING
EVALUATION
Lesson 2 – Unit 5
Published by: PM4DEV
Project Management
for Development
Email: [email protected]
WEB: www.pm4dev.com

Lesson 2 – Unit 5

Logical
Framework
Matrix

Project Design
Monitoring and Evaluation
www.pm4dev.com

The Logical Framework Matrix

Logframe Matrix 3

• The logframe matrix is

part of the logical
framework approach
LFA
• Main output of the LFA
is the logframe matrix

The logframe matrix is part of the logical framework approach LFA. The main
output of the LFA is the logframe matrix. The logframe matrix enables decision
makers to identify project purposes and goals, and plan for project outputs and
inputs. The technique is used for planning projects, providing an objective
basis to evaluate projects, and to state assumptions about causal linkages.

Logframe Matrix 4

The logframe matrix displays the key elements of a project design and their
relationships to each other in a way that facilitates project analysis, and guides
project implementation and monitoring and evaluation. The logframe matrix
consists of a table with four rows and four columns. It sets out a logical
sequence of cause-effect relationships based on the results chain/objectives
hierarchy.

The first column is the project’s hierarchy of objectives. the levels describe the
overall objective of the project, the outcomes, outputs and activities. The next
column list the verifiable indicators. The third column lists the means of
verification, and the fourth column list the assumptions for each level. Note
that in this model there are no assumptions for the overall objective.

Objective Tree to Logframe Matrix 5

DESIRED RESULT

The information to develop the logframe comes from the objectives tree and
the selected strategy of intervention. There is no one to one relationship
between the levels of the objective tree and the levels of the logframe matrix.
Depending on the analysis of the problem, the project design team will need to
make decision and identify the overall objective, the project outcomes, and the
outputs.
Sometimes the Desired Results will be the project outcome, the End will
become the overall objective, and the Means will become the project outputs
and activities.

Logframe Matrix 6

Impact Goal

Outcomes Outcome 1 Outcome 2

Outputs Outputs 1.1 Outputs 1.2 Outputs 2.1 Outputs 2.2

Activity Activity Activity Activity

1.1.1 1.2.1 2.1.1 2.2.1
Activities
Activity Activity Activity Activity
1.1.2 1.2.2 2.1.2 2.2.2

The results is a breakdown structure of the project objectives. Here are the
four levels of the logframe with the activities, outputs, outcomes, and final goal.
Each element of this structure is identified by a unique number that follows a
hierarchy from outcomes to activities.
This representation helps identify a key characteristic of the project design. In
order to deliver output 1.1 all activities under that output must be completed. In
order to achieve the outcome 1, all outputs must be delivered. When all
outcomes have been achieved, then the project will be able to contribute to the
final goal. The project needs to complete all the activities, deliver all the
outputs, achieve all the outcomes, in order to achieve the final goal.
For example, if activity 2.2.2 is never completed, then the output 2.2 will not be
delivered at a 100% of what was planned, which will result in an outcomes that
is only 75% complete, and that has an effect on the achievement of the final
goal.

Logframe Matrix 7

• What do we want to achieve? (Goals,

Outcome)
• How are we going to do it (Outputs,
Activities)
• How do we know that we have done it?
(indicators)
• What will tell us that we did it?
(verification)
• What are the conditions? (assumptions)

The logframe asks a series of questions.

• What do we want to achieve? This is the ultimate goal and outcomes of the
project.
• How are we going to do it? These are the outputs and activities.
• How do we know that we have done it? These are the indicators that will
help measure progress.
• What will tell us that we did it? The means to verify the validity of the
indicators.
• What are the conditions? These are the assumptions or factors beyond the
control of the project.

Logframe Matrix 8
Narrative Verifiable Means of Assumptions
Summary Indicators Verification
Goal Development Key indicators to Sources of N/A
goal or project measure the goal information for
impact these indicators
Outcome People practice Key indicators to Sources of
Factors and
safe hygiene measure the information for
conditions
and sanitation achievement of the the outcome
necessary to
outcome indicators
achieve the goal

Output Specific Key indicators to Sources of Factors and

deliverables measure the information for conditions
deliverable of the the output necessary to
outputs indicators achieve the
outcomes

Activities Activities to Key indicators to Sources of Factors and

deliver outputs measure the information for conditions
progress of the the activity necessary to
activities indicators deliver the
outputs

Answering each question using the matrix, helps organize the information into
a structure that facilitates the management and monitoring of the project.

Ultimate Goal 9

Goal - The long-term results that the project

seeks to achieve, which may be contributed to
by factors outside the project.

The first level is the goal. Also called the development objective. This is the
long-term result that the project seeks to achieve. The project contributes to
this goal, it cannot take full attribution, since there are many other factors or
interventions that are contributing to this goal.

This is important to understand, the ultimate goal will not be achieved by the
project alone; the project is just one intervention, that along with other
development projects or initiatives, are all contributing

Outcomes (Purpose) 10

Outcomes - The primary result(s) that an

intervention seeks to achieve, most
commonly in terms of the knowledge,
attitudes or practices of the target group.

The outcomes are the primary results that an intervention seeks to achieve.
They are most commonly in terms of the knowledge, attitudes or practices of
the target group. These are also called, changes in behavior. There can be
short term outcomes and intermediate outcomes.

Outputs (Deliverables) 11

Outputs - The tangible products, goods and

services and other immediate results that
lead to the achievement of outcomes.

Outputs are the tangible products, goods, services and other immediate
results that lead into achieving the outcomes. They are in direct control of the
project.

Activities (Tasks) 12

Activities - The collection of tasks to be

carried out in order to achieve the outputs.

Activities are the collection of tasks to be carried out in order to achieve the
outputs. This is the type of work that the project will spend most of its time
planning, organizing, and expending its resources.

Indicators 13

• Quantitative or qualitative
measures used to
demonstrate change
• Detail the extent to which
results are being or have
been achieved.
• Indicators can be
measured at each level:
activities, outputs,
outcome, and impact.

The indicators are the quantitative or qualitative measures used to

demonstrate change. They detail the extent to which the results are being or
have been achieved. The indicators can be measured at each one of the
levels. The logframe can include indicators at levels for activities, outputs,
outcome, and impact.
Indicators can help monitor the progress of the project and how the
intervention is generating the expected positive change in the target
population.

Are we making progress? 14

• Activity Indicators

• Outputs Indicators

• Outcome Indicators

• Impact Indicators

Indicators help answer this question. How do we know that we are making
progress? At each level, the project has information that it can use to monitor
the progress and make the required corrections:

• Activity or process indicators measure the efficiency of how the project is

using inputs to create the expected outputs. Indicators at this level may
include the number of events, the number of trainings planned, the
resources used, and the time to complete an activity.
• Output indicators measure the tangible deliverables of the projects. They
help track the efficiency in delivering goods and services. They may include
the number of people trained, the number of water wells constructed.
• Outcome indicators measure changes in knowledge or behavior. After
people complete the training, the indicators help measure if they are using
their new knowledge or skills as intended.
• Impact or the long-term outcome indicators are related to the ultimate goal
of the project. They measure the changes in the conditions of the target
population, such as improved health.

Are we making progress? 15

• Direct Indicators
• Indirect Indicators
• Quantitative Indicators
• Qualitative Indicators

Indicators can be direct or indirect, and qualitative or quantitative.

• Direct indicators is the data that the project will collect.
• Indirect indicators is the data that was collected by an institution, another
project, or comes from other sources of information.
• Quantitative indicators describe quantifiable changes, such as enrolment
rate, gender disparity, number of persons benefiting from a certain activity.
The indicators are observable, and respond to the questions such as, how
many, how much and how often
• Qualitative indicators describe changes that cannot necessarily be captured
in numbers, such as changes in behavior, changes in practices, and how
people feel about the changes that they are seeing in their groups or in their
communities, The respond to questions such as how? why? what? and
why?
A good logframe will include both qualitative and quantitative indicators.

Characteristics of good indicators 16

C
• Clear
• Relevant R
• Economic E
• Adequate
• Monitorable
A
M

Here is a good method to ensure the indicators are of good quality:

• They are clear, precise and unambiguous.

• They are relevant and propriate to the subject and evaluation
• They are economic, they are available at a reasonable cost
• They are adequate, they provide a sufficient basis to assess performance
• They are easy to monitor and open to independent validation

Considerations for selecting indicators 17

• Availability
• Frequency
• Relevant
• Credible
• Reliable

Additional considerations when selecting logframe indicators include:

• Is the data readily available and accessible during the life of the project?
• How often does the project needs to collect the data?
• How relevant is the information to the purpose of measuring changes in the
project objectives?
• How credible is the data? Especially when using secondary data.
• How reliable are in terms of providing with consistent data throughout the
life of the project?

Answering these questions can help in the selection of indicators that will help
monitor the project.

Means of Verification 18

Means of Verification - The source of the

information for the measurement or
verification of the indicators.

The means of verification is the source of information for the measurement or

verification of the indicators. They indicate where the data can be obtained to
prove that the objectives defined by the indicators has been reached.
They identify the sources of information, these can include surveys, interviews,
progress reports, government data, etc. They help to provide evidence of the
existence of the indicators.

Assumptions 19

Assumptions - These are important events,

conditions, or decisions which are
necessarily outside the control of the project,
but which must remain favorable for the
project objective to be attained.

The final column is assumptions. They are the important events, conditions, or
decisions which are outside the control of the project, but must remain
favorable for the project objective to be attained. At the moment the project is
designed, there are a lot of assumptions that are made and these assumptions
have a tendency to change.

It’s not uncommon that a long time has passed from the moment the project is
designed to the moment is implemented, and is natural that some assumptions
may have changed. During the implementation phase the project team will
need to review if the original assumptions are still valid or not. If an assumption
has changed, they will need to review the project logic and understand the
effect of the change in the objective. The team will then need make corrections
or changes to the plans and implementation strategies.

Assumptions at the activity level are much easier to manage than assumptions
that change at the outcome level.

The Temporal Logic Model 20

GOAL WHY

WHY
OUTCOMES

OUTPUTS WHAT WHAT

ACTIVITIES HOW HOW HOW HOW

The core of the Logical Framework is the "temporal logic model" that runs
through the matrix. The temporal logic designates the causal relationship
between each level of the Logframe (activities-outputs, outputs-outcomes,
outcome-goal/impact) and the critical assumptions affecting these linkages

This takes the form of a series of connected propositions: The completion of

the activities will result in in the delivery of outputs. The delivery of outputs will
results in the achievement of the expected outcomes. The achievement of the
outcomes will contribute to the realization of the project goal. This is
sometimes called the vertical logic.

Intervention Logic 21

THEN
Goal
Assumptions
THEN
Outcome
IF
Assumptions
THEN
Output
IF
Assumptions

Activity
IF

In the Temporal Logic Model, assumptions are important in clarifying the

extend to which the project objectives depend on external factors that are
outside the control of the project. At each level, the connection between the
components of the project logic are dependent on assumptions. In the
temporal logic model, it takes the form of a series of connected propositions:

• If these Activities are implemented, and these Assumptions hold, then these
Outputs will be delivered.
• If these Outputs are delivered, and these Assumptions hold, then this
Outcome will be achieved.
• If this Outcome is achieved, and these Assumptions hold, then this Goal will
be achieved.

This is the core logic of the project design. Every development project is
designed on this hierarchy of hypothesis that try to predict a result. These
hypothesis depend on many assumptions. If during the implementation phase,
an assumption between an output and an outcome is no longer valid, then
temporal logic will break. Meaning that the project will not be able to achieve
the final goal of the project.

Logframe Matrix 22
Narrative Summary Verifiable Indicators Means of Assumptions
Verification
Goal 80% Reduction of % of people with water Ministry of N/A
water and sanitation and sanitation related Health
related diseases diseases among target statistics
population
Then
Outcome 90% of participants Number of people that Household People are able to
practice safe hygiene can identify at least 3 survey have good access
and sanitation critical times when to to water sources
If wash hands. And
Then
Output 100 households Number of households Household People are able to
completed training on trained in safe survey use their new
safe hygiene and practices to wash knowledge
sanitation practices hands
If And
Then
Activities 100 Training sessions Number of training Training People have time
on safe hygiene and sessions on safe report. to attend training
sanitation practices hygiene and sanitation
If And

Here is an example of the logframe 4 X 4 matrix. The first column with a

narrative summary of the goal, the outcome, the output, and the activities. The
other columns include the verifiable indicators, the means of verification, and
the assumptions.
In this example, the project logic goes as follows:
• If the project completes the training on safe hygiene and sanitation
practices, and people have time to attend training , then 100 households
completed training on safe hygiene and sanitation practices.
• If 100 households are trained on safe hygiene and sanitation practices, and
people are able to use their new knowledge, then 90% of participants will
practice safe hygiene and sanitation.
• If people will practice safe hygiene and sanitation, and people are able to
have good access to water sources, then there will be an 80% reduction of
water and sanitation related diseases

Note that there is no assumption at the goal level because the project is not
reaching a higher goal.
The verifiable indicators describe the measures used to demonstrate changes;
the means of verification, the sources of information that validate the
indicators.

Logframe Matrix 23

GOAL

OUTCOMES

OUTPUTS

ACTIVITIES

The design of the project follows a top-down approach, were the project goal is
broken down into outcomes, then outcomes are broken down into outputs and
each output is broken down into activities. During the implementation of the
project, the process is reversed. The completion of all activities results in the
delivery of all outputs, the completion of all outputs results in the achievement
of the outcomes, and the achievement of the outcomes contributes to the final
goal.

Logframe Matrix 24

Impact Goal

Outcomes Outcome 1 Outcome 2

Outputs Outputs 1.1 Outputs 1.2 Outputs 2.1 Outputs 2.2

Activity Activity Activity Activity

1.1.1 1.2.1 2.1.1 2.2.1
Activities
Activity Activity Activity Activity
1.1.2 1.2.2 2.1.2 2.2.2

The Logframe Matrix is the basis for the development of the project plan that
will include the schedule and budget for all activities. It is important to
remember is that the logframe is not a rigid tool but one that should be
adapted to the changes in the context. As the project makes progress,
changes will happen, the monitoring data will provide information to identify the
causes of the problems and develop corrective actions on time. Assumptions
change, new risks occur, and the project manager should regularly review the
logframe to make the required changes, especially in the levels of activities
and outputs.

Logfrme Matrix 25

•Increased ownership from all stakeholders.

•Shared understanding of the problem.
•Shared formulation of the solutions.
•Which in turn create realistic and relevant
project proposals and implementation
plans.

It is important to remember is that the LFM is not a rigid tool but one that
should be adapted to the changes in the context. Another important factor to
remember is that the LFM should be developed in close dialogue with the key
stakeholders. The participatory process serves several purposes:
• Increased ownership from all stakeholders
• Shared understanding of the problem
• Shared formulation of the solutions
• Which in turn create realistic and relevant project proposals and
implementation plans

Project Design, Monitoring and Evaluation 26

END OF UNIT

A course on the principles,

methods, practices and skills required for
successful project management

PROJECT
DESIGN
MONITORING
EVALUATION
Lesson 2 – Unit 6
Published by: PM4DEV
Project Management
for Development
Email: [email protected]
WEB: www.pm4dev.com

Lesson 2 – Unit 6

Project
Proposal

Project Design
Monitoring and Evaluation
www.pm4dev.com

The Project Proposal

Project Proposal 3

Project proposals are

documents used to
secure grant funds from
institutional or private
donors.

Once the design of the project is finished, the next step is to complete the
project proposal. This is the document used to secure grant funds from
institutional, government or private donors. The proposal provides enough
information to convince donors that the organization has the capacity,
experience, knowledge and resources that will make a successful project.

Project Proposal 4

• Publication of Solicitation
• Evaluation of proposals
• Negotiation
• Award

In most cases a proposal is used when the organization is responding to a

request for proposal from a donor (RFP). This is also called a call for proposal
that requires a selective process to choose the organization on a competitive
basis. The decision to participate and develop a proposal comes after the
project concept or concept note has been approved by the organization and/or
the donor. The steps of this process usually include the following:
• The publication of the solicitation, with specific instructions to submit the
proposals, include due dates.
• Evaluation of the proposals, includes, experience, capability, economic and
technical approach of the proposal.
• Negotiation of the proposal, including contractual terms.
• Finally, the notification of the award to the selected organization.

Ref: https://www.usaid.gov/work-usaid/get-grant-or-contract/grant-and-
contract-process

Project Proposal Process 5

• Understand the
solicitation
• Review the evaluation
criteria
• Check deadlines
• Follow the instructions
• Ask questions

A competitive process that requires careful planning. When responding to a

request from a donor, the proposal needs to follow a specific format or
structure, the success of the proposal depends in large on how the
organization is able to meet those requirements. Here is a list of
recommendations to successfully respond to a competitive proposal.

• Understand the solicitation and the scope of work.

• Review the evaluation criteria for the economic and technical approach.
• Check deadlines and dates to submit questions and the proposal.
• Follow the instructions, especially in the content that is required in the
proposal.
• Ask questions, this is an important element of the process that will help
clarify any doubts about the solicitation.

Ref. https://www.usaid.gov/partnership-opportunities/respond-solicitation

Developing Proposal 6

• Do we have the time to

meet the deadlines?
• Do we have people with
experience?
• Do we understand the
proposal guidelines?
• Can we meet the
requirements?

Here are some important question to ask when the organization wants to
respond to a solicitation and develop a proposal, some of them a similar to the
questions in the project concept, but are more tactical in nature.

• Do we have the time to meet the deadlines?

• Do we have people with experience in writing proposals for this type of
donor?
• Do we understand the proposal guidelines?
• Can we meet the requirements?

The answers to those question will help the organization plan for the
development of the proposal.

Project Proposal Formats 7

Depending on the type of donor the proposal will have different formats. Some
donor agencies are very strict in regards to the format and the scope of the
proposal, that is why its important that the team assigned with the task to
develop the proposal is familiar with the format and has done a similar
proposal for the same donor.

Format of the Project Proposal 8

1. Executive summary
2. Statement of need
3. Project objectives
4. Results matrix
5. Project Approach
6. Schedule
7. Team
8. Budget
9. Organization support
10.Monitoring and Evaluation
11.Sustainability

The content of a project proposal will have these sections most of the time: An
executive summary, the statement of need, the project objectives, a results
matrix, the project approach, a schedule, a team, the budget, the
organizational support, monitoring and evaluation, and sustainability.
Depending on the nature of the proposal, the format may require additional
information such as the inclusion of cross cutting themes such as gender.

https://www2.fundsforngos.org/featured/write-master-proposal-template/

Executive summary 9

• Current situation
• Proposed solution
• Expected impact
• Main beneficiaries
• Time period
• Overall cost

The executive summary briefly presents the essence of the project by stating
what is current situation, what the proposed solution - or how the organization
will address the problem. The expected impact, identifies the main
beneficiaries, the duration and the overall cost of the project. This section not
only summarizes the proposal but also presents what is specifically unique
about the proposal and why the organization is the correct choice to implement
this project. These two points help drive the message to the donor about the
strengths of the organization and sets the tone for the rest of the document.
This section is usually written once all the other sections have been
completed, since it takes the important points from the proposal to use in the
summary. This sections should be no longer that 3000 words.

Statement of Need 10

• Problem rationale.
• Background and
evidence.
• Makes a case for the
organization’s ability.

The statement of need is the description of the problem and the main reason
why the project is needed.
This is an important section, it gives a detailed explanation about the problem
or problems address by the project. Explains the background and root causes
of the problem, and includes evidence of the effects of the problem in the
target population. It can include the factors that lead to the problem and any
other type of information or references that support the case for the project.
This section includes the arguments why the organization has the experience,
and how the proposed project is aligned to the long-term strategies of the
organization and the donor.

Project Objective 11

Describes the project

goal, the long-term
objectives that the
project will contribute to
achieve.

This section describes the objectives of the project, it describes the solution
the organization has identified that will solve the problems described in the
previous section. Its important here to have well-written goal statements that
are directly related to the main problem. The project goal is the long-term
objectives that the project will contribute to achieve.

Project Proposal 12

Project final goal:

Results Indicators Base Line Goal

Measures the expected Initial values Values of the goal at the
results end of the project
Intermediate Base Line Year 1 Year 2 Year 3 Goal Comments
Objective
Outcomes and Initial Progress planned for Values of the Comments
results delivered value each period of the deliverables on risks or
by the project project at the end of assumptions
the project

The proposal can include a summary of the project objectives. This includes
the identification of the key indicators, their current values and the expected
results for each one of the project periods.

Schedule 13

Identifies the principal

activities and milestones
with estimated duration
and end dates, including
internal and external
dependencies.

The schedule identifies the principal activities and the milestones with
estimated duration and end dates, including internal and external
dependencies. The proposed schedules identifies a high level duration of the
project which is used to estimate the total budget.

Project Proposal 14

In this section the proposal can include a simple Gantt chart that will list all key
activities in a bar graph. Each bar presents the estimated duration for each
activity, including the estimated start and end dates.

Project Team 15

Brief description of the

core team, professional
experience and education,
previous achievements
and work on similar
projects.

This section is a brief description of the core team, their professional

experience and education, including previous achievements and work on
similar projects. The professional experience of the key personal assigned to
the projects is an important element in the evaluation of a proposal

Project Team 16

Project
Manager

Advisor

Health Accountant Water Engineer M&E

Manager Administrator Coordinator

Technical Communication Technical Staff

Trainer Support Technical

Asistant

The proposal may include a basic diagram of the organizational chart,

describing the people that will be assigned to the project.

Project Budget 17

• Outline of all project

costs and expenses.
• Follows guidelines on
the items the donor will
not fund.
• Uses the Donor’s
account codes
• Direct and Indirect cost

The budget will provide an outline of all the project costs and expenses. It
must follow guidelines on the items the donor will not fund and identify
additional funds that the organization may contribute to this project, such as
contributions in-kind. This section should follow the donor’s budget format, that
means using the donor account codes instead of the organization’s account
codes. The budget should also differentiate between direct cost and indirect
cost. Direct cost are those costs directly related to the project activities.
Indirect cost are those related to the general overhead and administrative
support to the project.

Organization 18

Summary of past and former

projects and accomplishments.
Describe the resources to
support this project.
– Administrative
– Logistics
– Technology
– Expertise

The next section includes information about the organization. It is a summary

of past and former projects and accomplishments. It also describes the
resources available to support this project, these include the administrative,
logistics, technology, and additional expertise. The focus of this section is to
advertise the capacity, experience and resources of the organization to make
the project successful.

Monitoring and Evaluation 19

• Methods for reporting

project results.
• Key indicators to
measure performance.
• Type of Evaluations.

In this section the document will include the monitoring and evaluation plan. It
includes the methods for reporting project results, the key indicators to
measures the performance of the project, and proposed types of evaluations
such as formative and summative evaluations.

Plan for sustainability 20

• Describe how the project

impact will continue
once the project has
ended.
• Describe the project exit
strategy and the transfer
of knowledge.

Most donors now require a section that describes the sustainability strategy for
the projects. This includes the approach that will sustain the impact of the
project to the group of beneficiaries after the project has been completed. The
section can also add an exit strategy, and how the project will manage the
transfer of knowledge to partners or other groups involved in the project.

Best practice 21

• Research the Donor

• Understand the terms of
reference.
• Follow the guidelines.
• Proofread and follow
formats.
• Peer review.

Here are some best practices to take in consideration when developing a

project proposal:
• Research the donor; get to know as much as you can.
• Understand the donor terms of reference.
• Follow the guidelines and don’t include information that is not requested.
• Before submitting the proposal, do a complete proofread and follow the
formats.
• If possible, do a peer review; ask a colleague or someone who has done a
similar proposal to review it before submitting the proposal to the donor.

Characteristics of a Good Proposal 22

• Completeness, follows the donor’s format

and guidelines
• Clear link between problems and
objectives
• Organized and well structured.
• Results-focused
• Shows commitment from the organization,
• Coherence between narrative and budget,
• Clearly written

Here are some characteristics of good proposals:

It is complete and follows the donor’s format and guidelines;

there is a clear link between problems and objectives, is well
organized and structured, It is results-focused, it shows
commitment from the organization, there is coherence between
the narrative and the budget, and it is clearly written.

http://projectsforchange.eu/test-your-proposal/

Project Proposal Challenges 23

• Confusing formats
• Planning problems
• Lack of experience
writers.
• Tight deadlines

Developing a project proposal has many challenges,

understanding what they are can help manage this process and
avoid those challenges.

• Confusing Formats – each donor has a different format and

takes time to really understand what the donor is actually
asking
• Planning problems - not having a detailed plan with clear roles
and responsibilities
• Lack of experience writers – people with little experience are
appointed to develop the proposals, or are given little support
• Tight Deadlines – lack of managing the proposal with a
schedule and milestones

https://www.fundsforngos.org/how-to-write-a-proposal/problems-
in-writing-proposals/

Project Proposal 24

Here is a funny cartoon. A couple of donors talking about thousands of

excellent proposals, but complain that no one uses their improved format.
When an NGO sees the proposal format from the donor, it can be very
complex and intimidating. This drives the need to spend the time and effort to
understand the format, and that will increase the chances that the proposal is
going to be accepted.

Project Design, Monitoring and Evaluation 25

END OF UNIT

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