Now it's time to put the information together in a logical framework.
You can establish the basic version of your logframe during the workshop with your stakeholders. During the workshop, focus on getting the main ideas right and clear for everybody. Afterwards, you can put everything in nice sentences.
You now have the basic information needed to establish the project’s logic – meaning the first column of the logical framework.
Generally the core problem, rephrased as an objective, becomes the purpose (or specific objective) of your project. This is the main reason why you started the project; the thing that you most urgently want to solve.
The solution of the core problem contributes (in the long run) to the solution of a problem in the larger society. This is the long term goal (or general objective) your project contributes to. Sometimes a project contributes to the solution of several issues that exist within that particular context and society.
The cards in the objective tree that were placed below the core problem/purpose – and that are part of the selected strategy – become the outputs and activities. The outputs are the concrete things the team and beneficiaries will achieve during the life of the project. When the outputs are combined, the project’s purpose should be achieved.
To achieve each output, you’ll need a process that generally includes several activities. To do the activities, the project needs a number of means (inputs), such as staff, transport, tools, equipment, ICT, training, building materials, seeds… These come at a price, so now is a good time to get an indication of how much this all will cost.
The information from the objectives tree is necessary to develop the logical framework, but generally it takes some tinkering to perfect the logframe. Maybe some outputs and activities may have to be added. Or maybe the scope of the purpose has to be redefined, to make its achievement more realistic. During the workshop, make sure the project’s basic logic is sound.
Because the problem tree has given you an insight in the relationship between different issues, it allows you to see what things may influence your main strategy and the achievement of your purpose. However, there may also be other elements that were not identified in the problem tree: generally you’ll find the elements that come from the context or environment. You also have to take into account other risks such as financial risks, practical or operational risks, and organisational risks.
The next step in the workshop is to identify the indicators. There are a number of advantages to formulating the indicators with the whole group:
When a project manager tries to identify indicators on his own, he or she will have a tendency to create indicators that can be expressed in numbers, such as the income per household to measure improved welfare. However, in the field it may be very difficult to get such a number, because people often don’t have a notion of how money they earn. Besides, no-one likes to talk about how much they earn, do they? With a group you will be able to come up with indicators that are more easily measured. For instance whether people can afford to send their children to school, or if they can afford to improve their house or pay for transport.
When the indicators are identified, the group should check for each indicator:
If the indicator cannot be readily measured and verified, it should be replaced or dropped altogether.