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3-PROJECT DESIGN > 3.2.1.1 Parts of the matrix > Flashcards

3.2.1.1 Parts of the matrix Flashcards

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1
Q

Intervention logic

A
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2
Q

Intervention logic

A

This corresponds to the first column of the matrix

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3
Q

it displays

A

what the project intends to achieve?
how?

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4
Q

by clarifying the

A

causal relations between
different levels of Obj
or
project strategy.

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5
Q

General objective/Goal

A
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6
Q

describes the

A

large-scale goal to which the project will contribute
together with other projects or actions,

but which cannot be achieved by the project alone.

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7
Q

The Specific objective/Project purpose
(SO/PP)

A
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8
Q

(SO/PP) is

A

normally the first piece in the LFM

key reference point of the project

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9
Q

The SO/PP is defined in terms of

A

the benefits
or
the immediate impact
upon project Ben

as result of the project services

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10
Q

The SO/PP must clearly state

A

the desired change

where the change will take place

and

the magnitude of the change to be achieved

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11
Q

The achievement of the SO/PP should depend on

A

the team responsible for the project
and also on
the Ben involved
in order to ensure SOS

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12
Q

The following advice is given regarding the project purpose:

A

– It is recommended to develop only one specific objective per logical framework matrix.

More than one matrix may be needed for a more complex project.

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13
Q

The following advice is given regarding the project purpose:

A

– Objectives should be set such that they are achievable within the proj

Time
Resource
Constraints

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14
Q

The following advice is given regarding the project purpose:

A

The matrix inputs should describe the desired outcome and not the process or activity for achieving the result.

Terms such as “guaranteed” or “assured” can be difficult to achieve
in some programmes and should be used carefully.

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15
Q

Results/Outputs

A
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16
Q

The Results/Outputs describe the

A

undertaken.services to be delivered to project Ben
to achieve SO/PP

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17
Q

they are the

A

product of the activities undertaken.

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18
Q

It is important to distinguish between results, activities and indicator

A
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19
Q

Results statements should describe the change in the service provided and they will be the effect produced by the proposed activities: For example

A

‘Better access to sanitation services’

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20
Q

Activity example

A

‘100 latrines constructed’

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21
Q

Indicators of the results should be chosen for measurement of the result. In this example,

A

the result will be ‘1 500 people have access to
latrines, and use them’.

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22
Q

Activities

A
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23
Q

Activities are

A

how the services of the project will be delivered,

things that must be done to achieve the results

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24
Q

Some recommendations on presenting the activities are:

A

Activities should be presented with the corresponding result

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25
Some recommendations on presenting the activities are:
Activities should be expressed in a tangible way, and should be achievable within the project timeframe
26
Some recommendations on presenting the activities are:
While activities are tangible, flexibility is also important
27
For example ‘Construct 10 water points’
allows the type of water point to be chosen during project implementation
28
whereas ‘Construct 10 wells’
precisely defines the type of water point and may not be appropriate
29
It is easier to justify changes in the activities in the implementation phase than changes of results or specific objective
it is necessary to understand how changes can affect the project in terms of timing, budget, human resources
30
Vertical logic
specify indicators (to measure progress) ID SOV/MOV (which indicators are to be measured) Present ROA (concerning the project)
31
Objectively verifiable indicators
32
Indicators are
parameters used to measure, state and check how the SO,results and activities have been achieved
33
They are important for
monitoring the project.
34
Indicators can be
qualitative or quantitative
35
Note. – It is important to distinguish between the 1-indicators discussed earlier that serve to characterise a situation and 2-the indicators that measure actions undertaken
Indicators of the situation are parameters used to define a specific quality or state and they are used mainly in the ID, Ass phase (i.e. WQ parameters). However, objective and results indicators precisely express changes brought about by interventions (e.g. ‘water supplied will have between 0.4 and 0.6 mg/l of FRC’).
36
Before defining an indicator, it is necessary to
verify the feasibility of measuring it. For example, diarrhoea morbidity can be difficult to measure by a water and sanitation project if the health care system does not include proper monitoring
37
Some activities, results and specific objectives may require more than
one indicator, as one may not provide enough information to assess progress
38
Indicators must be
“SMART"
39
Specific: with regard to
Q&Q TGs Time Place
40
Measurable:
(direct or indirect) and unambiguous
41
Attainable and sensitive: they should be
achievable by the project and sensitive to changes the project aims to make.
42
Relevant and easy to collect:
the indicators chosen should be relevant to the project in question, and it must be feasible to collect information on them at reasonable cost.
43
Timebound:
indicators should describe by when a certain change is expected
44
Indicators may be
direct or indirect
45
Direct indicators are related to
a directly observable change For the result ‘Water access improved’ direct indicator can be : ‘100 families have access to improved water points’
46
indirect indicators are
indirect consequences of this change For the result ‘Water access improved’ indirect indicator could be ‘More children attend school’ (because they spend less than 15 minutes collecting water and this leaves them time to go to school
47
Indicators for Specific objectives/results can focus on
CB or BC. In these cases, indicators are mainly qualitative. However, they must still be rigorous
48
For the result ‘Water department capacities’,
‘Number of people attended training’ is not enough as the only indicator because it does not demonstrate change. ‘10 technical staff have improved their knowledge on water-point maintenance’ should complement the first indicator. Although ‘improved knowledge’ is qualitative it is a measure of progress.
49
Indicators of SOV/MOV indicate
How, where & in what forms the required information on the achievement of SO/PP and results can be found.
50
SOV must be
Trustworthy Accessible Provide the information required to verify the chosen indicators
51
SOV/MOV include
official/private reports /EV internal surveys /reports, technical surveys CCI from different sources is recommended for certain indicators
52
SOV/MOV must indicate
1-The source (project records, official statistics etc.) which provides the information and how regularly it should be provided. 2-The work + cost of collecting +analysing information must be assessed and covered by the project
53
Examples of SOV/MOV
KAP surveys can be the SOV for indicators of hygiene-BC WQA can be used to verify improvement in the quality of the water HCC records Health,sanitary assessment Internal,Proj,Prog, report External EV
54
Means
55
Means are
human, material and service resources (inputs) needed to carry out the activities
56
Activities must be
detailed with the required means and costs
57
Costs are the
FIN.Resources needed to carry out these activities
58
Some logical frameworks have ' Inputs'
the means and the costs separated from the activities
59
Risks or Assumptions "AOR "
60
Risks are
key events, actions or decisions upon which project success depends which may be subject to delay or which may not materialise.
61
Risks are not supposed to occur
but there is a probability that they might
62
Assumptions are
external factors outside the immediate control of the project, crucial for the achievement of activities, results and objectives
63
The aim of specifying assumptions and preconditions is to
ID and assess potential risks to, dependencies of, the project right from initial stages of the project design, to support the M of risks during the Imp of the project to provide a basis for necessary adjustments.
64
It is important to identify the assumptions at
each level of the logical framework analysis
65
Some assumptions can be identified during the
analysis phase as objectives included in the objective tree
66
Those objectives are not achieved by the project but
they can be important for achieving the purpose of the project
67
For example
a nutrition project may have ‘improved nutritional status of the population’ as its purpose, in a context where this may only be achieved on the condition that a complementary water project achieves its specific objectives. One of the assumptions behind the nutritional project therefore may be that this condition is met
68
Other examples are:
‘access to water will be guaranteed, assuming that there is no sabotage of the transmission line of the water system’,
69
other example
‘capacity in the region will be improved, assuming that the authorities continue to participate in training’,
70
other example
‘a system can be built in a specific area, assuming that access to the area is guaranteed’.
71
There are different levels of assumption depending on
Their relevance to the project.
72
If an assumption for success is unlikely
Then the project should be redesigned
73
If it is sure, or almost sure,that it will occur,
Then it is not necessary to include it in the logical framework
74
Preconditions
75
Preconditions A precondition is a
condition that must be satisfied before the project starts
76
Examples OF Preconditions
‘an end to the conflict allows access to the area’
77
Examples of Preconditions
‘communities agree to participate in activity implementation’
78
Examples of Preconditions
‘local authorities respect signed agreements and agree to collaborate'

3-PROJECT DESIGN (11 decks)

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