Logical Framework Approach Online Tutorial

Summary

This online tutorial, crafted for project teams engaged in IAEA Technical Cooperation projects, delves into the intricacies of effectively utilizing the Logical Framework Approach (LFA) in project design. The tutorial provides a comprehensive guide on the benefits of LFA, its participatory method involving all project stakeholders, and strategies to tackle common challenges. It covers vital stages including situation analysis, stakeholder analysis, problem analysis, objectives analysis, and alternatives analysis, leading to the crafting of a logical framework matrix. Emphasizing results-based management, this tutorial is a valuable resource for designing impactful projects tailored to national and regional needs.

Highlights

• The Logical Framework Approach (LFA) guides project teams in effective project design 🎯.
• Including all stakeholders in the process ensures better project ownership and results 💼.
• LFA fosters a participatory approach, crucial for successful project formulation 🚀.
• In-depth problem and stakeholder analyses are critical steps in LFA application 🔑.
• Understanding the logical relationship between project activities, outputs, and outcomes is fundamental 📊.

Key Takeaways

• The Logical Framework Approach (LFA) is key for project design, fostering clear objectives and stakeholder engagement 🤝.
• Engage project stakeholders early for better ownership and sharing of valuable insights 🌟.
• A thorough situation analysis is essential for understanding the project's needs and contextual dynamics 🔍.
• Stakeholder analysis enhances project resources and accountability while aligning interests ⚖️.
• Understanding problems through 'problem trees' and devising 'objective trees' aids in clear project goals 🌳.

Overview

The tutorial sets the stage by introducing the Logical Framework Approach (LFA) as a method to streamline project design through a structured and participatory process. It's ideal for those seeking to enhance national and regional technical cooperation projects. By involving all team members and key stakeholders from the outset, projects are better designed to meet the end goals.

Delving into the essential stages of LFA, the tutorial highlights the need for a comprehensive situation analysis and a detailed stakeholder analysis. These analyses are pivotal in understanding the environment in which the projects operate and in defining the roles and inputs of all parties involved. This structured approach ensures that all potential variables are considered, making the design robust and inclusive.

Finally, the tutorial covers the steps of problem analysis, objectives analysis, and alternatives analysis, culminating in the development of a project’s logical framework matrix. This matrix acts as a guide and reference point, summarizing the project’s goals and the expected paths to achieve them. The focus on a results-based management strategy underscores the tutorial’s relevance in creating effective and sustainable projects.

Logical Framework Approach Online Tutorial Transcription

• 00:00 - 00:30 welcome to this online tutorial specifically designed for project teams involved in the iaa technical cooperation projects this tutorial aims at providing guidance to project teams on how to apply best practices in the application of the logical framework approach when designing national and regional technical cooperation projects by the end of this tutorial you will be able to describe the advantages of using
• 00:30 - 01:00 the logical framework approach or lfa and the main stages and steps to follow to formulate how to effectively involve the whole project team in all stages of the lfa and to discuss approaches to the most challenging issues to further enhance your knowledge on the lfa and its application it is recommended that you visit the ia learning management system web page where you will find an e-learning course
• 01:00 - 01:30 on the lfa complete of examples and extensive self-assessment tests subject to the successful completion of the knowledge assessment it is possible to download a proof of completion of the learning course on the iia learning management system the qr code available on this page will direct you to the relevant web page this tutorial is presented by frank
• 01:30 - 02:00 campbell result based management officer in the quality assurance section of tcpc tulane cello program management officer from the division for africa eloisa de villalobos monitoring officer part of the quality assurance section in tcpc to kick off our presentation i want to share this diagram that shows the five elements of the lfa
• 02:00 - 02:30 which lead to the development of the log frame matrix by following these steps in a participatory way with the project team you will be in an excellent position to begin to draft your project documents there is a separate online tutorial which takes you through the project document template we recommend that teams begin by working offline using the templates available in pcmf
• 02:30 - 03:00 for both the lock frame and the project document itself when you have an agreed draft offline then it is easy to upload it into pcmf for review there is also a separate presentation for counterparts and nlos about how to do this this slide shows the advantage of following the logical framework approach then agreeing a log frame metrics and finally drafting the project
• 03:00 - 03:30 document you will have the information you need and it will be owned by the whole project team one final point is to remember that the detailed implementation starts with the activities row of the log frame the activities are transferred into the work plan and budget and can also be used to complete other project management tools such as a grant chart and a roles and responsibilities chart
• 03:30 - 04:00 as all tc projects must follow the logical framework approach please complete the e-learning on the lfa before you start designing your project with your project team the link to the e-learning is on pcmf it may sound like a lot of steps but if you follow the logical framework approach your project team will have most of the information you need in order to prepare your project document it is also important to remember that
• 04:00 - 04:30 project design requires teamwork in fact the lfa should be done in a participatory manner that is involving the whole project team and important stakeholders from the beginning and eliciting their inputs knowledge and experience the typical tc project will include the national liaison officer the counterpart the pmo one or more technical officers yaya secretary staff and other project partners
• 04:30 - 05:00 new counterparts and partners can get an overview of the agency's technical cooperation program by reading the annual report available on the yaya side so let's begin the background to everything we are talking about is results-based management or rbm which is a management strategy focusing on performance and achievement of results results can be in the form of outputs
• 05:00 - 05:30 outcomes and impacts it basically means that we define and set realistic expected results based on a good analysis of a situation and country context we also clearly identify program stakeholders users and beneficiaries and as such we are more likely to design projects that meet their needs that's right and rbm also focuses on
• 05:30 - 06:00 identifying and managing risks as well as sharing experiences and lessons drawn from both success and failures at the same time if we monitor progress towards planned results then we can correct the course when things don't go exactly as planned finally if we define expected results then we can measure and report on them as we go along and share our experiences with others
• 06:00 - 06:30 so this context of rbm brings us to the logical framework approach lfa in short which is a method designed to simplify results-based project planning as well as monitoring processes while taking into account the interests and needs of stakeholders in a highly participatory way it is a widely used development planning methodology that can be used in the design implementation and assessment of
• 06:30 - 07:00 a policy program or project and was adopted by tc in 2012 it's important to spend some time reflecting on the benefits of the lfa and why we use it in tc one aspect is that it creates dialogue between all the main stakeholders including within the project team between the pmo the tos the counterparts and the nlo
• 07:00 - 07:30 by identifying stakeholders and partners early on and including them in the design process the ownership of the process is expanded in addition everyone is clear on the objectives of the project what it is that we are trying to achieve through the project and what the board will ultimately approve if the different steps are followed then the formulation of the project because becomes
• 07:30 - 08:00 much easier and you have the foundation for a successful project having said that it is also a flexible approach that can be adapted to the needs of each project team and situation this slide gives a different overview of the five sequential steps in the lock frame approach and we are now going to take you through each of the steps before we reach the lock frame matrix
• 08:00 - 08:30 itself in step six again it is worth reminding everyone to complete the e-learning on the lfa available on pcmf it also takes you through these steps with some examples and exercises in this diagram note the arrows go up and down this tries to indicate that the process is iterative and not unidirectional
• 08:30 - 09:00 in other words as we go through the various analytical steps we may discover additional information which can be quite pertinent to earlier stages as well and we should go back and capture this useful information in the relevant stage the first step which is very logical is to do a situation analysis projects are not created in the background
• 09:00 - 09:30 the other responds to a problem that has been identified in other words this is the time to collect and discuss information and share knowledge about the context and the current state of affairs this was probably already done when writing the country program framework the cpf or as part of a regional framework or agreement and the situation analysis for the project should be derived from this
• 09:30 - 10:00 previous work look for that information ask the nlo for it if you don't have it and share it with everyone on the project team to enrich the conversation and build on its findings we need to do a realistic analysis of the existing situation to make sure that we are planning and designing a project that addresses the real needs of target groups or users a thorough analysis of the sector
• 10:00 - 10:30 involved helps to reveal internal and external factors that may affect the success of the project and identify possible risks related to the specific issue we expect to address with the project it also helps us to align to the other initiatives that may already exist or be planned it is also important to remember that a situation analysis is a snapshot of a current situation and as contexts are
• 10:30 - 11:00 dynamic this picture might change over time you should keep tuning in or perform environmental scanning of your situation even after you have finished the analysis as changes in the context may have an effect on your project as well initially the situation analysis looks at the macro level the specific context and prevalent conditions where the project will take place including the legal and regulatory
• 11:00 - 11:30 frameworks and any relevant issues which could be political social economic technological scientific or environmental once the situation has been better identified another focus analysis takes place examining where the project is located and identifying contextual issues especially institutional shortcomings technological safety and thematic issues in a dynamic environment situations
• 11:30 - 12:00 might change and it is important to keep abreast of developing situations again this should be guided by the analysis done in the cpf situation analysis should also include a reflection on the counterpart institution what are its strengths weaknesses position and resources what does it offer that is unique or helpful to others we already said that some of the
• 12:00 - 12:30 information may already be available in the cpf and you can also look at relevant national development programs being implemented other un agencies and sdg reports developed by the country or reports of previous iaea projects there could also be pertinent information contained in iaea review missions such as iaea safety mission reports or impact reviews which provide a comprehensive situation
• 12:30 - 13:00 analysis of cancer control in a country the second step is to carry out a stakeholder analysis a stakeholder is an agency organization group or individual that has a direct or indirect interest in the project doing a stakeholder analysis builds ownership as it is an opportunity for relevant parties to participate and contribute to
• 13:00 - 13:30 the process it may also help optimize resources as organizations can bring different resources and strengths to the project to do a stakeholder analysis we first identify the stakeholders for example responsible ministries institutions beneficiaries and end users then we analyze them what are each of their missions and mandates
• 13:30 - 14:00 and finally we develop a strategy for how to engage them usually in tc project designs we see just a list of stakeholders so project teams stop at step 1 where they identify stakeholders but it is critical to also think about and define roles and responsibilities build ownership and ensure accountability strong stakeholder engagement can also ensure a strong risk assessment and management strategy as the different
• 14:00 - 14:30 actors will bring their perspectives and concerns to the table to ensure the project takes them into consideration and takes appropriate responses a word of caution here however stakeholder engagement and managing stakeholder expectations can be very time consuming so it is important to select only really important stakeholders and those that bring value to the project the part the partnership matrix in the
• 14:30 - 15:00 cpf might be helpful in identifying some of the key stakeholders while relevant the un cooperation framework will also identify partners in development related areas that could be useful so when the project team starts to identify stakeholders they can think of
• 15:00 - 15:30 an agency organization group or individual that has an interest in the project which could be positive or negative who could contribute to the project who may be affected by the project or affect the project's results and also anyone who can influence the context of the project they could be engaged in reaching the long-term objective of the project after the project ends or could be engaged in actually executing the project
• 15:30 - 16:00 this diagram shows how no institution is working in isolation and there is always an enriching environment around us that could leverage the project in many ways or help building partnerships perhaps there is a scientific laboratory team which will benefit from the knowledge that a private sector companies working in the field or there is a non-profit organization that could disseminate the technology to the community try to be as precise as possible
• 16:00 - 16:30 preferably even with name or department when you are listing stakeholders as this will be beneficial later on when you have a list of your potential stakeholders you need to analyze them what is their interest in their project what power do they have to influence the project positively or negatively who are they linked to
• 16:30 - 17:00 at this stage you would also start to distinguish between beneficiaries end users and primary or secondary stakeholders this is a very project specific and should be done in a participatory way so that the whole project team can contribute to it this is the moment to ensure that there is equal participation of men and women representing the different stakeholders in the consultations this will support a gender inclusive
• 17:00 - 17:30 project where all voices are being heard the third step in stakeholder analysis is to develop a strategy to get the necessary support from the stakeholders that the project needs to succeed and achieve its results the involvement of each stakeholder could be at various stages of the project in some cases the strategy might be to build a partnership for example a partnership with a donor to provide additional resources
• 17:30 - 18:00 or a partnership with a ministry department to disseminate results after the project it is important to think about the roles and responsibilities that identified stakeholders might have in executing your project and in achieving its planned results stakeholder engagement is key for ensuring relevant and sustainable project results when each actor is consulted about their interest in the project and their assessment of project impact
• 18:00 - 18:30 it is also the time when key information for the risk assessment can be collected when you come to draft your project document you will notice that you are asked to describe stakeholders and partners separately if you have done your stakeholder analysis you will already have all the information you need once you have done your situation and stakeholder analysis
• 18:30 - 19:00 you've reached step three which is the problem analysis a problem is an existing negative state or a bad situation that needs to be addressed it is important to identify existing problems not possible imagined or future ones in other words what is the undesired situation we would like to change through our project which are the key problems what are their causes and consequences
• 19:00 - 19:30 you can identify your problem through brainstorming evaluating past projects reviewing critical issues in your country going through agency review mission reports examining your cpf your country national development plan or u.n framework one good way to organize the information is to assemble it into a hierarchy forming a so-called problem tree
• 19:30 - 20:00 this helps to present a graphic analysis of the current situation at the center of the tree the red box on this slide is a statement of the problem itself and above the problem the yellow boxes show the effects or consequences of the problem the boxes are connected with cause and effect arrows and you need to make sure
• 20:00 - 20:30 that each box logically leads to the next the causes are what will need to be addressed to solve the problem the effects are what one can use to sell or justify the project here is an example of what we mean by a problem tree for our radiotherapy project the main problem that has been identified in the middle is that radiotherapy services are not sufficiently developed and available in
• 20:30 - 21:00 the country below there are many root causes structured logically into cause effect relationships at the very top we see the main effect which is high mortality of people with cancer and low quality of life after treatment once the project team has completed the problem tree
• 21:00 - 21:30 you move to step four which is the objectives analysis this describes a future situation which is reached when the identified problems are solved potential solutions for the situation are identified by reformulating the statements in the problem tree in a positive manner the resulting structure of objectives is called an objective stream the objectives analysis
• 21:30 - 22:00 is the positive reverse image of the problem analysis the other side of the problem it shows the situation improved the problem solved it will represent a hierarchy of potential objectives for the project it might also identify various options for addressing the problem and potential targets and to decide upon the cluster of interventions this is an important point
• 22:00 - 22:30 the project team may find different options for addressing the identified problem and some of those options might be beyond the possible scope of one project we will address that a little bit later in this slide we show you how to take statements in the problem tree and turn them into objectives into an objectives tree so for example if the problem is low productivity of the land then the objective might be land productivity
• 22:30 - 23:00 implemented the project objective is developed as a result of this exercise so you start by reformulating all the negative problem statements in your problem tree into possible desirable situations or conditions in your objectives tree you then check that there is a logic to the structure meaning that each level leads logically to the next both up and down while we saw that the problem three had
• 23:00 - 23:30 the causes of both the problem as its roots and the effects of the problem as its branches we now see that the objectives tree has the means to solve the problem as the roots and the ends or indicators of having solved the problem as the branches now we see the earlier problem tree example transformed into an objective tree it shows a central statement that radiotherapy services in the country are
• 23:30 - 24:00 improved and available below the root causes have been replaced with positive statements which are called means and at the top an objective to which the project will contribute or better of better quality of life and increase life expectancy for treated cancer patients you can see in this diagram that there are many means through which the objective can be reached and your institution or one single
• 24:00 - 24:30 project can probably not address them all this leads us to the final step which is the alternatives analysis once you have an objective stream with all possible options for addressing the core problem the alternatives analysis helps to identify possible options assess the feasibility of these and agree upon one project strategy the choice of which project to implement
• 24:30 - 25:00 depends on the stakeholders the situation or context and the implementing institutions we had already mentioned this in the previous slide there may be interventions identified in the objectives tree that are not within the scope of the project the project team can identify those that are obviously not desirable or achievable which could be for a variety of reasons such as they are already planned or
• 25:00 - 25:30 being done by other projects in the area or they have a low probability of success or a high cost benefit ratio in discussions with stakeholders the project team can access assess the pros and cons of selecting each alternative set of objectives using agreed criteria such as the counterpart institutions mandate the benefits to priority groups or relevance to the needs of stakeholders the total cost
• 25:30 - 26:00 probability of achieving objectives social or environmental risks and integration with other projects the time horizon and the likelihood of sustainability while required value for money methods can be used to justify the choice of alternative quantitative methods such as cost efficiency or cost benefit analysis can show which alternative will result in higher socioeconomic benefits given a set of costs
• 26:00 - 26:30 what we are doing in the alternatives analysis is determining the project scope and boundaries as already mentioned the ultimate choice depends on the context stakeholders and implementing institutions you can see on the slide that by using the different levels of the objectives tree you can establish four levels that already define the overall objective the
• 26:30 - 27:00 project outcome the outputs and the activities you can see on this slide for example that a choice could be made to address one of three outcomes perhaps there is scope to do all three or perhaps another institution is better placed to address one of the circles the intervention chosen depends on the point of view of the implementing organization the organization's scope mandate and its context
• 27:00 - 27:30 it is possible that during the alternatives analysis the project team realizes they are aiming too high or too low for the purpose of the project relative to the mandate of the institution what is important is that from the objective stream the team identifies the highest level objective that the project could achieve giving its resources mandate and capacity which is then transferred to the logical
• 27:30 - 28:00 framework as the project's outcome alternatives analysis can be the starting point for the cpf problem analysis or it can be part of a partnership engagement strategy where some of the alternatives become part planned interventions by partners this slide shows the path we have been so been on so far we defined the situation or context in which we are operating
• 28:00 - 28:30 we the main stakeholders we established what a problem is and we turned that into statements of objectives we considered the options available to address the problem and settled on an initial set of statements that define the overall objective our outcome outputs and activities these are some of the main elements of our log frame matrix the log frame matrix
• 28:30 - 29:00 gives us a visual representation of the logical relationship between the project's activities outputs outcome and overall objective we will now take a closer look at what each of these elements mean for a tc project i hope that by now you are starting to agree with us that the process is not one of simply filling in the boxes in the metrics but that much dialogue and information
• 29:00 - 29:30 is needed for the whole approach information that will eventually be very useful for filling in the project document logical framework matrix or log frame explains in a summary table what the project instance to intends to do and what are the underlying assumptions on how the project's outputs and outcome will generate expected results and given
• 29:30 - 30:00 in the giving context it becomes a reference document for monitoring progress reporting assessment and evaluation it facilitates communication under standing and better communication between decision makers managers and other parties involved in the project let's go through some basic definitions of the design elements first the overall objective is the higher order impact to which this project along
• 30:00 - 30:30 with others will contribute the outcome describes the expected result of the project how the situation will change as a result of the use of the outputs in other words the expected benefits the added value it is in fact the reason to be of the project the outputs are the concrete deliverables or tangible results of the
• 30:30 - 31:00 project in terms of products or services the activities refer to the use of the inputs provided by the project in order to achieve the outputs looking at it from the opposite way the work plan will list the activities required to deliver a specific output delivering all outputs should trigger the change defined in the outcome achieving a successful project
• 31:00 - 31:30 it should be added here that most development organizations use the lock frame and will while some terminology may differ the logic and methods are the same now we would like to provide you with some guidance concerning how to best formulate the design elements in your logical framework matrix let me start with the highest design element namely the overall objective we have one overall objective statement
• 31:30 - 32:00 per project the overall objective or development objective reflects the long-term goal to which the project contributes the overall objective is not achieved by your project alone but requires the contribution of other projects or programs it is best to use the infinite form of the verb for example to build to develop to support
• 32:00 - 32:30 etc when formulating the outcome express the state conditions that are expected to be in place by the end of the project what the project has accomplished achieved improved strengthened increased etc the outcome is the planned result of the project achieved through the collective effort
• 32:30 - 33:00 of stakeholders and partners the time frame for attaining outcome may vary from project to project based on the type of intervention and the particular country context don't forget that the stated outcome of the project is what the board of governors approves along with the resources to achieve it it cannot be you changed only one outcome per project like in the examples on the slide the
• 33:00 - 33:30 verb should be in the past tense take a look at your country's cpf when preparing your project log frame all cpf prepared under the new template will include a results matrix in the annex it is advised to formulate the overall objective and outcome in line with what was planned in the cpf and make use of already prepared indicators when formulating the outputs
• 33:30 - 34:00 describe the tangible results the project produces within the project lifetime remember to include all needed outputs to achieve the outcome an output is the last result which is fully under the control of the project team an output is the product that results from the completion of activities within a project outputs must lead to the achievement of the project outcome
• 34:00 - 34:30 if the activities are carried out according to the work plan then for example by the end of the project you should be able to report that an energy database is is established a draft regulation is submitted or a collection of gem plasma is available when you are formulating the activities make sure you include the main activities carried out by both the iaea
• 34:30 - 35:00 and the counterpart regardless of the source of funding whether it is a local cost or tcf it is important to include all necessary activities to achieve each and every output and to cluster the activities under each output for instance activity 1.1 1.2 activity 2.1 2.2 and so on detailed activities can be spelt out in the terms of reference for the experts
• 35:00 - 35:30 in the material for training courses the technical specification for equipment and or in the work plan if you need to explain a particular sequencing of activities you can do so in the implementation strategy part of the project document in this slide we are moving ahead to indicators which are a point of agreement among the
• 35:30 - 36:00 project team and stakeholders about what the project will achieve once you have established your outcome outputs and activities the questions in how will the project team know whether they are on track or when they have achieved the results everybody needs to agree on what can be achieved for example can we train two people or 20 people giving project resources and time frame
• 36:00 - 36:30 does a regulation needs only to be drafted or does it need to be approved or adopted for example what should success in increased quality of service look like indicators should be realistic and measurable criteria for project progress and achievement they must be defined before the project starts and allowed to monitor or evaluate whether a project does what it said it
• 36:30 - 37:00 would do thus the indicator facilitates comparison for the actual performance against what was planned tc projects require indicators for the outcome which is approved by the board of governors and for the outputs it is suggested that the project team designs milestones for the activities but no indicators at the overall objective level are required as it is difficult to attribute change at the level to a tc approach at that level to
• 37:00 - 37:30 a ctc project and would be difficult to quantify an indicator should be smart which stands for specific measurable achievable relevant or reliable and time-bound so the planned or achieved result can be described in terms of quality quantity and timeliness
• 37:30 - 38:00 specific means that the indicator must be able to be translated into operational terms and made visible while the outcome statement itself can be broad the indicator should be narrow and focus on the who and what of the intervention measurable means that it can be counted observed and analyzed if one cannot measure an indicator then progress cannot be determined
• 38:00 - 38:30 achievable means that the result for which the indicator seeks to chart progress are realistic relevant means that the indicator should be a valid measure of the intended result indicators must be time bound in several aspects what is the time frame for the activities to be completed so that the output is achieved
• 38:30 - 39:00 what are the time frames for all the outputs can the outcome be achieved in the foreseen project duration what is the time lag between output delivery and the expected change in the outcome all these must be reflected in the indicators that are chosen moving on to the baseline and target before one can measure an indicator one needs to know what is the current
• 39:00 - 39:30 situation this is called establishing a baseline the target on the other hand is what the project wants to achieve or what change would look like for example in our radiotherapy project it was agreed that in order to be operational the radiotherapy center requires 10 trained technicians however this does not mean that 10 technicians need training we first need to find out how many
• 39:30 - 40:00 technicians are already available in the institution so if we need 10 technicians but the institute already has 6 which is our baseline then we only need to train 4 which becomes our target in pcmf you need to add the baseline in the same box as the narrative statement in the indicator and the target box goes in a separate box
• 40:00 - 40:30 indicators can be either quantitative or qualitative variables that provide a reliable way to measure achievements quantitative indicators measure amounts whereas qualitative indicators are about people's opinion attitudes or beliefs for a good picture to emerge of project project achievements a clear definition
• 40:30 - 41:00 of how the achievement of the target look like is needed for both quantitative and qualitative indicators in some cases the cpf results matrix might even provide you with relevant indicators for your outcomes and outputs at project level also let me take this opportunity to encourage you to use sex disaggregated outcome and output indicators
• 41:00 - 41:30 where possible for example by listing female and male participants separately we have looked at indicators and the need to measure progress and performance another column in the log frame relates to the means of verification which indicate how to collect evidence that the results have been met where to find data or information required for reporting on each indicator
• 41:30 - 42:00 some of this information might be available from existing network reports progress reports survey reports and monitoring and evaluation reports additionally some external data sources could also provide the project with reliable verification for example government gazettes hospital records etc so the means of verification just tell us about the source of information for the measurements or verification specified in the indicators column
• 42:00 - 42:30 for example will statistics from the external source be used for the verification or will project resources be used to gather the statistics especially considering the lack of resources for tc projects the use of expensive data gathered methods should be thoroughly discussed among the project team sometimes the indicator may be redefined to better feed the data available in an existing database some key questions are what is the time needed for data
• 42:30 - 43:00 collection are data available at reasonable cost and effort the final column in the log frame refers to assumptions and this is an area that can be quite challenging but that is important to ensure project success so we will explain what assumptions are and then give you some examples an assumption is a potential internal or external factor
• 43:00 - 43:30 which can affect the progress or success of the project and is out of the project's team control it is also a condition that needs to be present for the project to produce the intended result of the next level of the matrix the last column of the lock frame assumptions for each of the results level are listed as frank said these assumptions are the conditions that have to be there for the
• 43:30 - 44:00 next level in the results hierarchy to be achieved if the conditions are not met then there is a risk that might endanger the achievement of the next higher result it's important to consider and discuss this and to develop alternative steps or plans in case it happens the project document also has a section about risk management the starting point of the risk management section should be the
• 44:00 - 44:30 assumptions that have been identified in the log frame however there are other risks that could be identified that are above and beyond those captured in the lock-frame matrix this could for example the environmental or political risks that need to be considered and managed as said before during the stakeholder consulate consultation a long list of potential risks should be collected and then analyzed to assess
• 44:30 - 45:00 their likelihood to occur and how severe would be their impact on project achievements when identifying assumptions at each level of the lock frame it is helpful to walk through an if and then logic as shown in this diagram this begins with project preconditions such as government ownership and support so if there is government ownership and support
• 45:00 - 45:30 which is a precondition for all tc projects then activities can be started if activities are implemented and the assumptions are met or hold true then the outputs will be delivered if the outputs are delivered and the assumptions are met then the outcome will be achieved and if the outcome is achieved and assumptions are met then we will contribute to the overall
• 45:30 - 46:00 objective so for example if training is conducted which is an activity and the trainees return to their institute and are employed in a relevant role which is an assumption then the output will be delivered which might be that trained staff are delivering a service assumptions can be numerous so the
• 46:00 - 46:30 project team needs to decide is the assumption important if not don't include it in the log frame if it is important how likely is it to occur if it is important and likely to occur can the project be redesigned or can something be done to address it to address it if not then perhaps the project is not feasible as you can see in the slide assumptions are written as conditions that must
• 46:30 - 47:00 occur in the positive helpful questions might include what kind of political or institutional support is needed are the right policies in place will social or cultural or behavioral factors enable project progress what influence can the stakeholders exercise and how powerful are they these type of questions and analysis are very similar to those the team should do
• 47:00 - 47:30 when assessing project risks in fact the key difference between risk and assumptions is that the latter are enabling factors or actions that need to occur for the outputs and outcome of the project to be achieved while risks are uncertain events that should they occur would it influence the outputs and outcomes of the project they are about being prepared for the uncertain one example might be a
• 47:30 - 48:00 political instability to complement the information provided in this tutorial please visit the ia website dedicated to the technical cooperation program cycle management framework which acronym is pcmf on the website's page reference desk you will find useful downloadable tools and resources a qr code is provided on this slide to
• 48:00 - 48:30 direct you to the reference desk area on the pcmf this slide also contains a list of the many resources you will find on pcmf to guide project teams through the iaa specific processes of project design this includes guidelines checklists quality criteria and templates please make sure you don't use all templates as they might have changed since the last cycle
• 48:30 - 49:00 once you have drafted the log frame and the project document in the word template you can follow a step-by-step presentation designed for project teams on how to submit projects into cmf as the design is done over a period of almost two years the pmo responsible for your country original project will guide you along each step as they will know all the deadlines in the process the documents go through several reviews
• 49:00 - 49:30 before being ultimately approved relevant guidance and the most important deadlines for member states are published on pcmf it is important to consider that the project's document serves two purposes to present information to the board for approval and to guide the project team during implementation the information presented to the board is publicly available and is therefore standardized in its format
• 49:30 - 50:00 an editorial guidance available on pcmf helps to apply adequate standardization for the overall objective the lfm up to outputs as well as the project summary the problem to be addressed partnerships and the role of nuclear technology which are all part of the project document additionally it is important to check with your national liaison officer or
• 50:00 - 50:30 with the pmo responsible for your country to provide you with the latest country program framework if they are available iia mission reports such as impact review reports or ia safety reports will also be helpful when preparing the project's document it is important to consider that it is not only the pmo who will read your documents but also other team members or stakeholders who may not be
• 50:30 - 51:00 familiar with your country or have technical expertise relevant to the sector related to your project subsequently it is useful to write the project explaining the logical connections in between its components in a clear manner highlighting the sequence of actions and explicitly linking them to the changes you aim at operating through the project on pcmf a checklist is also available to
• 51:00 - 51:30 support the project team in ensuring all steps are completed before submitting the project documents in pcmf
• 51:30 - 52:00 you