identification, definition and setting up the project

IDENTIFICATION,
DEFINITION
&
SETTING UP THE
PROJECT
Nimra zaman
Lead Trainer
Project management

This module focuses on
how to make sure you are
doing the right project and
that the project identified
and designed is coherent
and valid and it ensures
that the project team is
prepared to begin the
planning process.

1. INTRODUCTION TO DATA COLLECTION
data collection processes
determining real need
2. NEEDS ANALYSIS AND DEFINITION
needs analysis
stakeholder analysis
the problem tree
future state analysis
3. PROJECT INTERVENTION LOGIC
the purpose of the logical framework
the log frame structure
the assumptions
the indicators and MOV
4. RISK ANALYSIS
introduction to risk analysis

COMPREHENSIVE RISK REGISTER
Risk analysis
risk assessment
risk response
risk monitoring and control strategy
STAKEHOLDER ENGAGEMENT STRATEGY
Stakeholder engagement
PROJECT CHARTER
PROJECT LAUNCH

ARE WE DOING THE RIGHT PROJECT
5
• During the Project Identification and Definition, the team defines needs,
explores opportunities, analyses the project environment, cultivates
relationships, builds trust, develops partnerships, and defines the high-level
framework for the project. This requires an investment of time, resources,
and effort.
• The decisions made during the Project Identification and Definition connect
to existing strategies (organizational, programmatic, sectoral, national).
These decisions determine the overall framework within which the project
will subsequently evolve.
• One of the reasons the Project Identification and Definition is of such great
importance is it provides the most cost-effective opportunity to answer
fundamental questions about the project parameters.
• The easiest time to make changes to a project is here, at the beginning. If a
project team wants to change the objectives, the schedule, or the budget, it

“IN GOD WE TRUST. ALL OTHERS MUST
BRING DATA.”
- W. EDWARDS DEMING
STATISTICIAN, PROFESSOR, AUTHOR,
LECTURER AND CONSULTANT
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• Data has become fundamental in nearly every aspect of life.
• Businesses and corporates use data to make better decisions, increase profits, grow
revenues and improve efficiency.
• Organizations such as hedge funds, stock brokers and investment banks — where a
split second delay in decision making can lead to huge losses — have been stalwarts in
using data to make the smallest decisions.
• In addition, the development and policy spaces have seen the use of data to drive
decision making and increase impact.
• Non-profit and government organisations are using data to inform decisions, such as
how much money to invest in a particular project or how to improve impact per dollar
spent.

CHALLENGES OF DATA
COLLECTION
PLAN FOR DATA
COLLECTION
TYPES OF DATA
METHODS OF DATA
COLLECTION
Data Collection Processes

Challenges
one of the challenges of data collection is that the
process can be highly subjective. People (as
individuals and as members of social and interest
groups) can have radically different ideas about
what should be defined as a "need" and what
should not. As a result, the needs definition
process in a single location can result in
significantly different results depending on who is
consulted and what approach is employed.
Another challenge of data collection during the
project identification and definition phase is
getting the needed resources. There may not be a
dedicated budget for implementing a fully-fledged
data collection effort. Also, there may not be
enough human resources to dedicate to the data
collection process. The project manager must deal
with these challenges.

A DATA COLLECTION PLAN
9
Before collecting data, the project manager must develop a plan outlining what
they need to know.
They should write down as many items as they can think of.
Then, for each one, they should answer the following questions:
• Who/where can we get that information from?
• What kind of human resources will be required?
• What kind of budget will be required?
• What kind of time frame will be required?
Answering these questions is a simple, structured way of determining the

Data Types And Collection Methods
10
• Data can be primary or secondary, qualitative or
quantitative.
• Different data collection methods are associated
with each data type.
• The project manager must weigh the strengths and
weaknesses of each data type and each method
against the time and resources available at this
point in the project.

PRIMARY DATA
12
Primary Quantitative Data
Primary quantitative data is data
organizations can collect via
quantitative assessment
approaches such as surveys,
questionnaires, tests, and
standardized observation
instruments (primary).
And it is data that can be counted
and subjected to statistical
analysis (quantitative).
Primary Qualitative Data
Primary qualitative data captures
participants’ experiences using
words, pictures, objects, and
even non-verbal cues provided
by respondents.
Qualitative data is most often
collected as an open-ended
narrative, unlike the typical
question and answer format of

PRIMARY DATA (QUANTITATIVE)
13

Secondary Data
15
Secondary data is data available through published and unpublished sources,
including literature reviews, surveys, evaluations, assessments, reports from
NGOs, UN agencies, international organizations and government offices.
Secondary data can be very cost effective and should be the first sources
accessed for assessment data.
Unfortunately, access to secondary documents is often limited. Also, care is
needed when interpreting secondary data.
Sometimes you will need to use primary data collection to verify the reliability
and relevance of secondary data to the specific context, or to obtain deeper,
more specific information.

There are many opinions on which type of data is the best:
quantitative or qualitative, primary or secondary.
For example, primary data is often perceived as preferable to
secondary data. However, in reality, a project team may not have
the capacity or resources available to conduct the kind of full-
scale study needed to gather primary data. So secondary data
might be the better choice.
For another example, qualitative data is often perceived as less
rigorous than quantitative data. However, quantitative approaches
often run the risk of raising expectations among local
communities and partners, and they can be quite costly.
Qualitative data assessments can be rigorous if they are planned
and implemented with expertise. And, qualitative data
assessments can uncover insights into the trends that are
identified through secondary and quantitative approaches.
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MIXED METHODS
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• Mixed methods refers to a combination of secondary
and primary methods (including both qualitative and
quantitative tools) in the same data collection process.
• Mixed methods can provide a more comprehensive,
integrated picture for the project to team to make
decisions. And, in the end, it is all about making
decisions.

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Before the data collection process can begin, however, a plan should be
developed that states:
• The purpose of the data collection
• The resources available for conducting the data collection
• The human resources required
• The timeframe available for conducting the data collection/needs assessment
Let’s take, for example, the XYZ Project. At this point, the project is just an idea
that will require more information and data to validate that the need exists and
provide information to the project team that will help guide them in how they
proceed with the development of the project.

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Whenever you begin the data collection process, keep the following questions in mind
as you determine
• what data you need to collect and by which methods:
• What information do I need to obtain?
• From which sources can I get this information? Are there reliable secondary sources
I can use?
• How will this information help in my decision-making process about the project?
• Does the data collection team have the technical and human resource capacity to
implement
• this data collection effectively?
• Can the information I obtain be used for other projects or programs?
• How, when, and by whom will the data be analyzed?

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• Let’s take, for example, the XYZ Project. At this point, the project
is just an idea that will require more information and data to
validate that the need exists and provide information to the
project team that will help guide them in how they proceed with
the development of the project.
• Table in next slide provides a simple, yet structured way of
determining what information and data needs to be collected for
the needs assessment. Time and resources are limited at this
point in the project, so the data collection process should be as
focused as possible and be cost and resource effective as well.
• Think of the data collection process as a mini project. In all reality, there is
a specific outcome (understanding of the needs), a specific scope of work,
budget, and timeline that all need to be managed.
• Failure to properly plan for the data collection could result in an ineffective
process in that data could be collected that is not relevant to the project

TRIANGULATION
23
During this phase of the Project, data collection is performed in order to
determine and define needs. However, there can be differing perspectives on
“real” needs due to subjectivity.
One approach project teams can use to limit the subjectivity of problem
definition is to use data triangulation, a powerful technique that facilitates data
validation through cross verification from more than two sources.
For example, if a study uses only one data collection method (one perspective),
it may appear that the findings are strong. If a study uses two methods (two
perspectives), the results may well clash. However, by using three methods or
perspectives (triangulation) to answer a question, the hope is that the results of
at least two of the three will reinforce each other.

DETERMINING REAL NEED
American sociologist Jonathan Bradshaw believed that needs
assessments should explore four types of need in a community.
Normative needs, Comparative needs, Felt needs, Expressed
needs
Normative needs - they compare the current situation to professional or expert
standards. To determine normative needs, ask: what is the standard?
Comparative needs - they compare the current situation with the situation of others.
To determine comparative needs ask how the situation compares to others.
Felt needs - they are focused on the thoughts and dreams of a community. To
determine felt needs, listen to what people are saying they want.
Expressed needs - they are inferred by observing the actions of community
members. What are they showing you they need?

FELT NEEDS
26
Felt needs focus on the thoughts
and dreams of the community itself,
what they think should be a priority.
A felt need is likely to be subjective
and could be better described as a
‘want’. Felt need is necessarily
affected by the knowledge and
expectations of the individual,
which may be unrealistic and/or
unaffordable.
For example, mothers might
This kind of need is usually done through
observation. What is the community
expressing through their actions?
For example, if there are long waiting lists
for a service, then there is an indication
that the community prioritizes that need. At
times, the expressed needs are consistent
with what the community has mentioned
through their felt need.
However, at times, these needs might not
be concretely identified publicly (as a felt
need) as a result of political/cultural
pressures or because nobody has ever
Expressed Needs

NORMATIVE
NEED
2
This kind of need compares
the current situation to a set
of professional or expert
standards. Often, these needs
are identified by a
professional or expert –
physicians, engineers, public
health professionals, etc.
For example, a sanitation
expert might indicate that
rates of fecal matter in
These needs compare the
current situation with the
situation of others. One of the
most common uses of this
approach has been the
comparison of people’s access to
resources. This approach
recognizes that need is a relative
concept and so any debate about
need must take place in the
context of a comparison between
people.
Comparative Needs

NEEDS ANALYSIS
29
Recall that during data collection, the team broadly explores and gathers information on a wide variety of
issues.
The purpose of needs analysis is to organize and examine that data, to extract useful information from it.
When identifying and defining the needs for the project, the project manager should organize the needs
analysis into two categories:
current and future state analysis.

NEED ANALYSIS
Current state analysis
• Where are we now?
• What is the situation on the ground right
now?
• What are the conditions within the
community?
• What are the problems they are facing and
the priorities for interventions?
• Who are the stakeholders associated with the
problem?
• What kind of capacity do we, as the project
team and partners, have to successfully
deploy this kind of intervention?
Future State Analysis
• Where do we envision we will be at the
end of the project?
• What changes to we expect by the end of
the project?
• What are some of the risks that could
interfere with our ability to achieve that
change?
• What kind of sustainability does the
intervention have?
• Can the change be maintained once the
project ends?
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CURRENT STATE ANALYSIS
• The primary components of the current state analysis are to explore the
stakeholders, their power and influence in the project and to identify or
detail the problem that will be addressed by the project.
• At this point, you will be brainstorming, trying to explore the various root
causes and direct effects of the problem through the Problem Tree tool
and using the Venn Diagram and Stakeholder Matrix to assess and detail
the stakeholders involved in the project.
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identification, definition and setting up the project

• If you can gain or loose from the success or failure of the project,
you have a stake in the project
• A stakeholder is an individual, group, or organization that may affect, be affected by, or
perceive itself to be affected by a decision, activity, or outcome of a project.
• Project stakeholders may have a positive or negative impact on the project, or be
positively or negatively impacted by the project.
• Stakeholder involvement may range from occasional contributions in surveys and focus
groups to full project sponsorship that includes the provision of financial, political, or
other types of support. The type and level of project involvement can change over the
course of the project’s life cycle.
• Therefore, successfully identifying, analyzing, and engaging stakeholders and
effectively managing their project expectations and participation throughout the project
life cycle is critical to project success.
• The stakeholders in each particular project will vary depending on the type of project
and industry, but here are a few examples of the types of stakeholders in project
management you might need to consider:
PROJECT STAKEHOLDERS
34

35
Project stakeholders may be internal or external to the project, they may be
actively involved, passively involved, or unaware of the project.
Internal stakeholders
These stakeholders are coming from within the house!!! Internal stakeholders
are people or groups within the business, such as team members, managers,
executives, and so on.
External stakeholders
External stakeholders are — as you can probably guess — people or
groups outside the business. This includes customers, users, suppliers, and
investors.
As you can see, stakeholders don’t always work for the project manager.
Needless to say, this can add an extra layer of complexity, as you need to be

COMPONENTS OF A STRONG
STAKEHOLDER MANAGEMENT SYSTEM
INCLUDE:
1. Stakeholder Identification
2. Stakeholder Analysis
3. Stakeholder Engagement
4. Stakeholder Communications
5. Revision and Analysis (Continuously)
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IDENTIFICATION OF STAKEHOLDERS
37
First step, you need to identify who your
stakeholders actually are. To do this, draw
on your project charter and any other project
plans and documentation to compile a full list
of your project stakeholders, both internal
and external.
Bear in mind that some stakeholders won’t
come into play until later in the project
lifecycle — but if you can anticipate who
they’ll be in advance, you can start to get
their buy-in, build the relationship from the
outset, and help them to feel involved from
the beginning.

EXTERNAL STAKEHOLDERS
38
External stakeholders are the individuals or organisations who are not part of the client
organization but nevertheless have an interest in the project. They are perhaps the stakeholder
groups most readily recognized.
For publicly funded projects the number of stakeholders who can be identified is high.
These generally consist of:
• Funders, whether this be a government department, grant provider or private sector partner.
• Users, whether these be passengers for a transport project or visitors for a museum.
• Regulatory authorities. Most commonly the planning authorities, but also specialist regulatory
authorities for example those involved in rail projects.
• Those affected, who may be neighbors or those working or living nearby.
• The press and media are another significant group who can greatly influence perception of the
project and its perceived, and in some cases actual, success.

INTERNAL STAKEHOLDER
39
Internal stakeholders are within the organization.
For example:
• A sponsor
• An internal customer or client (if the project is for an internal need of an organization)
• A project team
• A program manager
• A portfolio manager
• Management
• Another group’s manager (e.g., functional manager, operational manager, admin manager, etc.).
These stakeholders generally have the highest interest in the project’s success.

POSITIVE STAKEHOLDERS AND NEGATIVE
STAKEHOLDERS
40
Stakeholders can be positive or negative.
A positive stakeholder sees the project’s positive side and benefits from its success. These
stakeholders help the project management team to complete the project successfully.
On the other hand, a negative stakeholder sees the outcome and may be negatively impacted by the
project or its outcome. This type of stakeholder is less likely to contribute to the success of the
project.
• The public can be a stakeholder. In this case, it would be impractical to manage the whole population, so
you will consult their public figures or leaders to understand their requirements and expectations.
• Some examples of this type of project are related to mining, the environment, roads, railways, dam
building, etc.
• You should identify your stakeholders at a very early stage of the project, and record them
• Some stakeholders will have low interest or influence on your project. However, you have to manage them
as well, because they could become influential stakeholders.

41
So how do you know which stakeholders you need to focus
on for your particular project?
For that, you need to do a stakeholder analysis.
How to do a stakeholder analysis?

• Stakeholders can make or break our interventions, which is why so
much emphasis is put on stakeholder analysis and management in
the Project.
• Throughout this session you will see reference to utilizing
participatory approaches and involving stakeholders if possible and
when necessary.
• To be able to do this, a comprehensive stakeholder analysis must
be conducted and revisited throughout the entire life of the project.
• Experience shows that when stakeholders are overlooked or
misunderstood in the project, or their interests are poorly engaged
or excluded during a project, it can often result in unexpected and
undesirable outcomes.
Stakeholder analysis
42

Projects that take the time to identify and understand stakeholders, benefit from:
• A clearer understanding of the individuals, groups and institutions that will be
affected by and should benefit from project activities;
• A better indication of the capacities of these stakeholders;
• A more informed understanding of who could influence and contribute to the
planning and implementation of the project;
• To succeed, the project team needs to develop the discipline to manage these
stakeholder relationships.
• Team members need to understand the reality and the complexity of interests
and relations; evaluate and predict project impacts (both positive and negative)
on all stakeholder groups; and design and implement engagement plans that
encourage project participation and strong communication.
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STEP 2: STAKEHOLDER ANALYSIS
• Exploring Stakeholder Interests:
• What might they gain or lose through the
project?
• What are the stakeholders’ expectations
(both positive and/or negative)?
• What resources can they commit?
• What are potential roles for stakeholders?
• What capacities do they hold? Are they
• Mapping Stakeholder Influence.
• Influence refers to the power that
stakeholders have over a project such as
their decision-making authority or their
ability to influence project activities or
stakeholders in a positive or negative way.
• What is the extent of co-operation or
conflict in relationships between
stakeholders?
• Who has the power to make change
happen for immediate problems,
underlying issues and root causes?
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After the project stakeholders have been identified, the next step is to complete a stakeholder analysis. The
stakeholder analysis process involves:

45
While there are many tools that can be used to conduct stakeholder
analysis, We focuses on two in particular:
• the Venn Diagram and
• the Stakeholder Analysis Matrix.
Tools to conduct stakeholder analysis

THE VENN DIAGRAM
46
• Venn Diagrams are created to analyze and illustrate the nature of relationships between key
stakeholder groups.
• A Venn Diagram is developed from the perspective of a single project stakeholder (or a group
of project stakeholders). Each circle in the diagram identifies a stakeholder involved in the
project.
• The size of the circle used can help indicate the relative power/influence of each stakeholder,
while the spatial separation is used to indicate the relative strength or weakness of the
working relationship / interaction between different groups/organizations.

The interaction
between each
stakeholder shown
and the primary
stakeholder for the
diagram is
Each stakeholder is represented
by:
The relative power/influence of
each stakeholder is
represented by:
A
circle
The size
of the
circle
The
spatial
separatio
n
between
circles

48
In this example, it is drawn from
the perspective of the fishing
families who make up the majority
of community members.

49
• Each stakeholder is identified by a circle.
In this example, stakeholders include Fish Retailers and the Environmental Protection Agency, among
others.
• The relationships between stakeholders are represented by the distance between circles.
In this example, note that the distance between the Fish Retailers and Urban Households is small, this
indicates a strong interaction between them.
• The influence/power of a stakeholder over other key stakeholders is represented by the size
of the circle.
In this example, because the size of the Textile Industry circle is larger than the other circles, it has the
most influence. Note how small the Fishing Families circle is in comparison; this means they have little
influence.

THE STAKEHOLDER ANALYSIS MATRIX
50
The Stakeholder Analysis Matrix provides additional data concerning the interests and influence of
stakeholders, as well as potential actions the team can take to address stakeholder interests
• The Stakeholder Analysis Matrix uses the outcomes from the Venn Diagram (or other stakeholder
influence mapping tools) to further identify, elaborate and communicate the interests,
capacity and potential actions of project stakeholders.
• Unlike the Venn Diagram, the matrix allows a further narrative that provides additional data
concerning stakeholders, their interests, their influence and potential actions to address the
stakeholder interests.
• The Stakeholder Analysis Matrix is a living document that should be updated at specific points
throughout the project.

52
Delta
River
Sanitation
Project

• Identifying your stakeholders and their needs is just one piece of the
stakeholder management puzzle. But it doesn’t end there.
• For a successful project, your key stakeholders’ requirements, objectives,
and happiness should be an ongoing concern throughout your project.
• Now, that doesn’t mean that the stakeholder is always right — and your job
as a project manager will sometimes involve pushing back on your
stakeholders and re-balancing their expectations with the project charter and
project plan you all agreed on at the start.
MANAGE YOUR PROJECT
STAKEHOLDER

• As a project manager, keeping your stakeholders informed, included, and
inspired throughout the lifecycle of your project is one of your most
important jobs.
• As mentioned above, your “priority” stakeholders will probably shift
depending on which phase of your project you’re at. That’s a good thing,
allowing you to direct your energy where it’s needed and avoid
overloading people with irrelevant information.
• That’s important, because while you want to give your stakeholders
visibility, over-communication can be just as frustrating as under-
communication.
• Using a project management tool with lots of different communication
options means that you can tailor your notifications to each stakeholder’s
unique needs, while still keeping a full audit history of every action and
decision (which is especially handy when it comes to reporting time).
COMMUNICATE WITH YOUR
STAKEHOLDERS

• All that work you did identifying your stakeholders and their individual needs
in relation to your project? Put it to good use by compiling it into a shared,
accessible document to make sure you have a record of everyone’s role and
responsibilities and keep you all on the same page.
• Creating a stakeholder register for your project helps you to keep track of a
long list of people and priorities. With a definitive document you can update,
edit, and consult as your project progresses, you can ensure that you’re
always driving the project in the right direction and keeping the right people
informed at the right times.
DOCUMENT EACH STAKEHOLDER’S
ROLES AND NEEDS

FUTURE STATE ANALYSIS
OBJECTIVE TREE

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In practice, future state analysis is seldom simple. While a future state analysis might identify a
broad array of potential interventions for a project, it is seldom the case that an organization
can implement all the activities outlined in the future state analysis. At this point, the
development organization should consider three critical strategic questions:
• Which elements will be included in the project intervention?
• Which elements will not be included in the scope of the project?
• What are the criteria which will be used to make these decisions?
These questions may prove to be difficult and organizations will be confronted with numerous
alternatives. Concrete decisions about the scope of the project must be outlined. Where will the
project intervene? What services will be provided? Who will be served?
Consensus on these questions may be challenging and the decision-making process has the
potential to become quite complex and contentious. Consequently, it is important that the
project team clearly identify and prioritize the multiple considerations that come into play when
deciding what will be included in the eventual project, and what will be left out.

59
Table outlines that components that should be considered when determining which
intervention(s) to pursue and what will be in scope and what will be out of scope.

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Making Choices
Once the broad collection of needs is identified, the next challenge is to analyse
the needs that were identified and to determine whether there is adequate
justification for a project intervention.
At this point, the organization should consider two critical strategic questions:
 1
Which elements will be included in the project intervention?
 2
Which elements will not be included in the scope of the project?
These questions will help guide the project team and stakeholders in making
decisions regarding where the project intervenes, the services it provides, who
will be served, and how the services are provided.
Gaining consensus from stakeholders on these questions may be difficult,
and the decision-making process has the potential to become quite

62
• After decisions have been made regarding where the project will
intervene, those decisions can be communicated using the
Alternatives Tree.
• This tree is related to the Problem Tree and the Objectives Tree.
• The outcomes and goals that will be pursued to solve the core
problem are shown in the Alternatives Tree as lighter blue boxes.
• The elements that will not enter into the scope of the project are
shown as orange boxes.
The Alternatives Tree

PROJECT
INTERVENTIO
N LOGIC
So far we have seen how the
project manager has identifies the
intervention to pursue.
After that, they must outline how
the activities of the project will
lead to the desired outcomes. For
this, they use the logical
framework.

65
The logical framework goes by different names in different organizations, but it is always
intended to serve the same underlying objectives.
We will use a four-level logical framework model that includes the following :
activities, outputs, outcomes, and goals
logical framework

VARIATIONS OF THE LOGICAL FRAMEWORK
66
Logical frameworks can be overwhelming, primarily because it seems that
every donor and organization uses a different version. The differences
between logical frames from organization to organization is usually just
terminology.
The vertical and horizontal logic remains the same regardless of the terms
used to describe each level.

67
The logical framework is a 4 x 4 matrix.
The logical framework
matrix identifies and
communicates the logical
relationships in a project by
tracking the vertical and
horizontal reasoning that
connects the levels of the
matrix.
The relationship between the
elements on each level of the
logical framework illustrates

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Vertical Logic
Now we can start to see the vertical
logic of the framework, which starts
from the bottom and moves up.
Activities are actions we take in order
to produce outputs.
Outputs are deliverables of the
project, which contribute
to outcomes. Outputs are tangible
and non-tangible deliverables
resulting from project activities.
Outcomes are what the project is
expected to accomplish, which lead to

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The top row provides the horizontal structure of the matrix.
The headers are:
• Project Description, The Project Description column is used by the project manager to record the
deliverables for the project: Goal, Outcome(s), Outputs, and Activities.
• Indicators An indicator is a quantitative or qualitative measure used to describe change
• Means of Verification (MOV) are the sources from where we get the information to measure our
indicators. MOVs are the pieces of information which show that the standard set by the indicators
has been reached.
• Assumptions. An assumption is a hypothesis about necessary conditions, both internal and
external, identified in a design to ensure that the presumed cause-effect relationships function as
expected and that planned activities will produce expected results.

1. PROJECT DESCRIPTION.
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For example, the Delta
River Sanitation Project
team has completed the
Description column of the
logical framework as
shown below

2. THE INDICATORS
72
After objectives have been established and associated risks and assumptions identified, the
final element of the logical framework are the indicators of achievement and means of
verification for each level of the logical framework.
Indicators depict the extent to which a project is accomplishing its planned inputs, outputs,
outcomes, and goals.
They communicate in specific, measurable terms the performance to be achieved at each
level of change. Indicators also help to remove vague and imprecise statements about what
can be expected from project interventions.
An indicator is a quantitative or qualitative measure used to describe
change. For the indicator to measure change, there must be a baseline
measure (a measure of current performance) to serve as a reference point.
Baselines must be defined at or near the beginning of a project.
Performance during project implementation is measured against a target (the
improvements, change, or achievement expected to happen during project
implementation), taking into account the baseline.

Following is a
set of guidelines
for indicator
development at
each of the
logical
framework
levels.
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3. MEANS OF VERIFICATION
74
Means of Verification (MOV) are the sources from which we get the
information to measure indicators.
Means of verification should be cost-effective and should directly
measure the indicators.
The best advice for indicators and MOV is to keep it simple.
The more complex the indicator, the more complex (and
subsequently, challenging to measure) the MOV.

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Assumptions are all those conditions or factors that are sufficient to
guarantee the success of the project at each of its levels: Goal, purpose,
components and activities; however, they are not controllable by the project
team.
In other words, an assumption is a fact that we assume to be true.
Think about what can cause an assumption not to be fulfilled.
These are project risks and an assumption may contain one or more risks.
In this sense, we must strive to meet the assumptions in order to be successful
with the project both in the immediate and long term.
So, to define the assumptions we ask ourselves what can go wrong, and we do
4. THE ASSUMPTIONS

An assumption is a hypothesis about the conditions, both internal and
external, needed for the planned activities to produce the expected results.
Assumptions complete the horizontal logic of the logical frame. They must
remain true in order for the activities to lead to the outputs, and the outputs
to lead to the outcomes.
It is important to carefully consider the assumptions in the logical frame. If
these conditions do not hold true, the success of the project will be
compromised.
The assumptions are also a great way to start thinking about the risks in the
project.
Think of them as an "if-AND-then" relationship: if we complete our
outputs AND our assumptions hold true, then we will achieve our outcomes.

THE IMPORTANCE OF ASSUMPTIONS IN
THE LOGICAL FRAMEWORK
77
• They allow us to identify risks “before”. I say “before” because
when you start thinking about what can go wrong, you will
most likely decide to include an additional activity or
component to prevent what can go wrong from materializing.
In this sense, assumptions are vital in the planning stage in
order to avoid messing up the execution.
• They allow us to avoid the materialization of risks “during”. In
other words, having defined assumptions allows you to
foresee, confront or mitigate the event. In this sense, when you

HOW TO OBTAIN, SELECT AND WRITE
PROJECT ASSUMPTIONS
78
Step 1: Defining assumptions
Consider the risk factors that apply to your project. Among the most common factors
are: financial, political, social, legal and environmental.
Another way to define assumptions is from their source of generation, which is
nothing more than asking where does the assumption come from? Consider the
following sources:
Tools: There are tools such as SWOT that allow you to address the factors that can
be useful to ensure the success of the project.
Lessons learned: What events or situations occurred in the past that can be useful
to bring to the present moment to avoid a repetition.
On the feet of the stakeholders: Stop and think as if you were each of the

79
Step 2: Selecting assumptions
We evaluate the “assumptions” from step 1 to select those based on the following
criteria
• That they cannot be controlled. In other words, that they are external.
• They are important to the project. Ask yourself, if the assumption were not met,
would the project succeed? If the answer is yes, then eliminate it. It is important to
remember that the assumption is what must be in place for the project to succeed.
Anything that threatens not to happen is considered a negative risk of the project.
• Its probability of occurrence is medium (for example between 10% and 90%).
• If the probability of occurrence of the assumption is low, it means that the project
has a high probability of failure (in other words, any materialized risk would
collapse it as it is very likely), since it is considered that something that must
happen for the success of the project will surely not occur. In this case, the project
should be redesigned to increase the probability of occurrence of the assumption.

80
Step 3: Writing the assumptions
We do this in a positive way, as if it were an objective to be
achieved or maintained.
As it was done with the indicators, it is done with the
assumptions. They must be measurable: quality, quantity
and time.

81
Noting the assumptions can help you manage risk and, if necessary,
explain why a project was unable to achieve all of its objectives.
Assumptions are usually positively phrased and are directly related to your
project activities, outputs, outcomes, and goal. Here is an example from the
Delta River Project.
The relationship between an output, an assumption, and an outcome.

82
It is especially important to focus on the assumptions at the output and
outcome levels in the logical framework.
They form the foundation of the logic of the project intervention. It is here that
the connection is made between the deliverables produced at the outputs level
and the social change that is desired at the outcome level.

WHAT IS RISK?
89
When exploring the “essential” elements of strong project management, most
discussions quickly converge on the topic of risk.
But what is risk? The term is used loosely, inconsistently, and sometimes
incorrectly.
Risk is the potential effect of uncertainty on project activities, outputs,
and outcomes.
A risk in project management is any unexpected event
that could occur and impact your project. Risks can affect
any area of your project, including your people,
processes, technology, and resources.

90
Quantitative risks are those that can clearly be
quantified.
Qualitative risks are those that cannot easily be clearly
quantified.
You should always strive to make all qualitative risks quantitative, if possible,
By collecting and analyzing data.
Risks can be positive or negative

RISKS AREN'T ALWAYS NEGATIVE
91
THE WORD “RISKS” carries a negative connotation, which is why
project managers tend to believe risks should be mitigated or avoided as
much as possible. But that common belief means you may be missing
out on opportunities.
A negative risk is a threat, and when it occurs, it becomes an issue.
However, a risk can be positive by providing an opportunity for your
project and organization.
Let's say your organization is rolling out a new website; an example of a
positive risk would be having too many visitors. A large amount of site
traffic would be great, but there is a risk the servers won't be able to
handle it.
The risk management processes are the same for positive risks as for

What are the differences between positive and negative
risks in project management?
92
Risks can occur for better or for worse.
When most people think of potential events that could impact a
project, they typically think of negative risks — bad things that will
cause your project to suffer if they happen.
But, events that would be good for your project can also happen—
these are called positive risks.

93
Project management risk
Every project manager defines a budget, but they often
need to make certain adjustments during the project's
lifecycle. If they manage to complete a project under the
budget, there's a mistake in calculation. Miscalculating the
project's costs is a risk, but here we have a positive
outcome.
Development risk
Whenever launching a new product, the company takes a
risk. It can either be a miss or hit. But when a new product
attracts too much attention, it's a positive risk.
Technology risk
Nowadays, businesses are looking for new ways to
incorporate technology and improve the efficiency of their
company. Many organizations find that tech investments
may eliminate the need for a new job position, which is a
negative development for people who risk losing their
jobs. But, for enterprises, this means saving on wages,
which is a positive result.
• A potential upcoming change in policy
that could benefit your project.
• A technology currently being developed
that will save you time if released.
• A request for additional resources,
materials, tools, or training that will make
your project more efficient if provided.
Examples of positive risks

SO, WHAT IS A
POSITIVE
RISK?
94
It's any situation, occurrence, event, or
condition that offers a positive impact on
an enterprise or a project.
Taking risks can be extremely rewarding and
can positively affect your business and its
objectives.
Keep in mind that positive risks are good for
business because they create good results
and encourages success.
NEGATIVE
RISKS
On the other hand, negative risks
should be regarded as a threat
that negatively influences project
objectives, like time, quality,
cost, and many others.
Therefore, negative risk should either be
eliminated or avoided altogether because it
brings negative outcomes and results in a
project's failure.

Should risks always be avoided?
95
In most cases, we avoid risk when we want to prevent
potential loss from a specific activity.
However, here's an example of a situation when you can't do
that: if we want to avoid paying medical costs for a stranger
due to a car crash, we should stop driving a car.
The problem with this statement is that whenever we are
avoiding risk, we are also missing out on potential benefits
we could have received for participating in some activity.
Additionally, we should address the fact that not all risks can
be avoided.

WHEN DO YOU NEED A RISK RESPONSE
PLAN?
96
Every time you want to eliminate or minimize any threats linked to
your project while increasing the opportunities to boost their
impact, you will need risk response planning.
Project managers should work to remove threats before they
happen.
They are also responsible for decreasing the impact and probability
of threats while increasing the likelihood of opportunities.
On the other hand, when you can't mitigate the threats, you should
have a robust contingency or response plan.

Comprehensive risk management within a project
consists of:
Identifying The Risks
Categorizing The Risks
Assessing The Impact And Probability Of Risk
Developing Risk Response Strategies
Monitoring And Controlling Risks

RISK IDENTIFICATION (WHAT
CAN GO WRONG)
98
Risk identification includes a discussion of the potential
risks and preparation of a list of risks.
In identification and definition phase , the project team
focuses on
(1) identifying and
(2) categorizing the project risks.

Categories of risk
when exploring the risks for your project, it is important
to acknowledge that each project is unique, and it isn't
possible to develop a single set of risk categories that
would fit all organizations and projects.
In the project identification and definition phase, the
project team, with a variety of stakeholders, should
brainstorm the potential risks that could affect their ability
to deliver the project on time, on budget, within scope,
and with the highest quality possible.
Project teams must survey the context of their specific
project and develop a set of risk categories that is
appropriate to their unique needs.

Some potential categories of project risk
include:
Political
Economic, Financial, And Market Risks
Environmental Risks
Project Management Risks
Legal And Regulatory
Technical, Operational, And Infrastructure Risks
Strategic And Commercial Risk
Organizational, Management, And Human Factors
Risks

Political Risks
Change Of Government Or
Government Policies
War And Disorder
Adverse Public Opinion/Media
Intervention
Interference By Politicians In
Development Decisions
Economic, Financial, And Market
Risks
Exchange Rate Fluctuation
Interest Rate Instability
Inflation
Market Developments Adversely
Affect Plans.
Project management risks
Lack Of Planning, Risk Analysis,
Contingencies
Inadequate Tracking And Control
Response
Unrealistic Schedules
Poorly Managed Logistics
Environmental risks
Natural Disasters
Sudden Changes In Weather
Patterns
Technical, operational, and
infrastructure risks
Inadequate Design
Scope Creep

Project management risks
Lack Of Planning, Risk Analysis,
Contingencies
Inadequate Tracking And Control
Response
Unrealistic Schedules
Poorly Managed Logistics
Delays In The Approval Of Project
Documents
Legal And Regulatory Risks
New Or Changed Legislation Invalidates
Project Assumptions
Failure To Obtain Appropriate Approval
(E.G. Planning, Consent)
Unsatisfactory Contractual Arrangements
Strategic and commercial risk
Failure Of Suppliers To Meet Contractual
Commitments
Fraud And Theft
Implementing Partners Failing To Deliver
The Desired Outcome
Organizational, management, and
human factors risks
Poor Leadership
Inadequate Authority Of Key Personnel
To Fulfill Roles
Poor Staff Selection Procedures
Lack Of Clarity Over Roles And
Responsibilities
Personality Clashes
Lack Of Operational Support

Building off the work done in
identification and definition, the
project team will further detail
the
project components during this
phase. During this phase, you
will probably need:
Initial risk assessment

ASSESSMENT OF RISK
104
Risk assessment is the process of quantifying the risks documented in the risk
identification stage.
The key questions to assess any risk in projects are: •
• What is the risk – how will I recognize it if it becomes a reality?
• What is the probability of it happening – high, medium or low?
• How serious a threat does it pose to the project – high, medium or low?
• What are the signals or triggers that we should be looking out for?
A risk assessed as highly likely to happen and as having a high impact on the

A risk assessment addresses two difficult challenges when managing project
risk:
• Prioritizing Risks: Using criteria agreed upon by the project team and key
stakeholders, risks are ranked according to their probability and impact.
• Identifying Risk Tolerances: Next, the project team needs to work with key
stakeholders to identify their risk tolerance levels to identify which risks are
acceptable, and which fall outside of acceptable tolerance levels and need to be
actively managed.
A helpful tool for assessing risk is the Risk Assessment Matrix.

In the example shown on Table, the process of developing the Risk Assessment Matrix followed a
two-step process:
1. Rank the Priority of Risks: The project team and stakeholders prioritized three risks by ranking
their probability and potential impact on a scale of Low, Medium or High.
2. Identify the Risk Tolerance Line: Risks are color classified (red, orange, yellow, no color). In
this
example,
Risk B is a clear concern and
will be actively managed.
Risk A is in a shaded cell
(yellow) but is a lower-level
concern and will only be
monitored.
Risk C is not in a shaded cell,

107
Risk Estimation Matrix
Place each of the risks in what you judge to be the correct cell in the matrix below, based on your
analysis of vulnerability to the risks you identified above. This will help you draw conclusions about
the relative urgency of responding to these risks.

In some ways, the Risk Assessment Matrix is a deceptively simple tool.
While the matrix might be relatively simple, to use it productively the project team
and the key stakeholders need to share a common understanding of the criteria that
are used to prioritize risk and identify risk tolerance levels.
To arrive at this common understanding, the project manager must work with key
project stakeholders to complete the sometimes difficult process associated with
answering the following questions:
• What criteria will be used to prioritize risks? Time? Scope? Cost? Other factors
like value to project beneficiaries? Donor compliance regulations? Employee
safety? What process will be used to identify risk tolerances

To be able to develop a strategy for responding to a risk should, we need to
understand how serious the risk will be and what kind of impact it will have on the
time, budget, scope, and quality (Triple Constraint Triangle) of the project.
Be specific in your risk statement and explicitly state the impact it will have on the
project schedule, scope, budget, or quality.
For example, in the Delta River Latrine Building project, one possible risk is: Rain
interrupts the installation of the latrines. This statement is not specific enough, we
need to indicate how the rain will impact our Triple Constraint Triangle so that we
can develop a strategy accordingly. A more appropriate risk statement would be:
Rain interrupts the installation of the latrines causing a delay in the project.
By being specific in how the risk will affect my triangle, yOU can now develop a
more suitable response strategy to either reduce the probability of it occurring or
reduce the impact that it has if it does happen

Risk identification and assessment form the basis for sound
risk response options.
Once a risk has been identified as being above the project
risk tolerance line, the project team must identify a strategy
to best respond to the risk.
Remember! The goal of risk management is NOT TO
ELIMINATE ALL project risk, that is impossible.
The goal is to recognize when to respond if risk exceeds the
project tolerance levels.
Risk Response

If the project decides to actively manage a risk, response strategies
include the following options (or a combination of options):
1. Risk Avoidance – Do not do (or do in a different way) some
portion of the scope that carries high-impact and/or a high probability
of risk.
For example, a project might choose not to work in a geographic area
because there is too much insecurity.
2. Risk Transference – Shift (or share) the risk for some aspect of
the project to (or with) another party.
The most common example of risk transference is insurance. For
example, insurance policies transfer the risk of vehicle damage and
loss to the insurance company.

3. Risk Mitigation – Act to reduce the probability and/or impact of a potential risk.
Take, for example, a project that is concerned about the risk of commodity theft.
o The probability of potential theft can be reduced by increasing the security systems for the building
(guards, new doors, barred windows).
o The impact of potential theft can be reduced by instituting a policy whereby only the commodities
required for the
next seven days are safeguarded in the warehouse.
4. Risk Acceptance – If the perceived probability and impact risk are assessed as reasonable, an
organization can choose not to take action.
For example, a project may acknowledge that it faces the possibility of a late rainy season onset
interrupting its agricultural cycle, but the team chooses to live with the risk, and does not act to avoid,
transfer, or mitigate it.

HOW TO RESPOND TO POSITIVE RISKS IN
PROJECT MANAGEMENT
114
1. Enhancing the Risk
2. Exploiting the Risk
3. Sharing the Risk
4. Accepting the Risk

ENHANCING THE RISK
115
Enhancing a risk is planning and acting so that the risk's probability or impact
rises.
The idea behind enhancing is identifying the source of a risk and planning
accordingly.
In the website roll-out project, you could identify that to have many visitors,
you need people to share it via social media. Therefore, your planning
includes making sure it's easy to share everything on the website (by adding
share plug-ins, for example). In addition, you make sure to use calls to action
to have people follow you on Facebook, Twitter or other relevant social media
platforms.

EXPLOITING THE RISK
116
Exploiting a risk means going beyond enhancing it. It's taking proper actions to
make sure the risk becomes an opportunity.
Normally, you would plan to mitigate a risk by listing concrete actions to prevent
it. But when exploiting a positive risk, you'll plan to make it happen.
There is a lot of confusion between enhancing a risk and exploiting one,
especially because both strategies do affect the probability of the risk happening.
The key difference is that enhancing is raising the probability, while exploiting is
making sure it happens.
For example, you could plan a media blast to attract people to the website or

SHARING THE RISK
117
Sharing a risk means to have a third party also benefit from the
opportunity. The rationale behind this strategy is that your
organization may not be able to benefit fully from the opportunity
because it lacks the resources of a third party.
For example, you and a third party might plan a contest where the
third party offers to give a quantity of its product for free as the
prize, while you take care of hosting the contest on your website on
launch day. Here, the third party would benefit through contest
participants' awareness of its product, and you would gain
followers, subscribers or visits through a great prize.

ACCEPTING THE RISK
118
Accepting the risk is applicable to both negative and positive risks.
Basically, you take no action to prevent or enhance the risk and
accept that it may happen. In our example, this could mean that if
too many users visit the website at once, they will be redirected to a
page asking them to come back later because of heavy traffic.
It may seem strange to accept a positive risk without trying to do
more. But remember: Enhancing or exploiting a risk comes with a
cost—you have to take action and use resources that your

TIPS FOR MANAGING POSITIVE RISKS
119
The project management processes and tools that are used for managing
negative risks can also be successfully implemented to manage positive risks.
Here are some tips for managing positive risks in project management:
• Work with your team to brainstorm and identify potential positive events that
will help your project.
• Assess each risk, including how likely it is to happen and its potential impact.
• Create a log or register of all positive risks so you can track them.
• Determine your team’s risk tolerance. How much risk are you willing to
actively pursue vs. just accept?
• Note in your log which risks will be exploited, shared, enhanced, and
accepted.
• Create action items and assign people responsible for monitoring or handling

It is important to note that “ignoring” a risk is not an acceptable risk
response strategy.
Risks must not go unrecognized, mismanaged, or ignored. Even in
situations where a risk is accepted, it is not being ignored, but rather
is being continuously monitored. In these cases, the decision to
accept the risk is based on a rational process of risk identification,
assessment and response, with the outcome resulting in a decision to
accept the risk.
At this point, the project team will need to formulate a plan of action
for the risk response activities it has selected.
The risk management document will need to accomplish the
following:

Every risk management plan should be documented, but the level of detail will vary depending on the
project.
Large projects or projects with high levels of uncertainty will benefit from detailed and formal risk
management plans that record all aspects of risk identification, risk assessment and risk response.
For more complex projects and projects with more uncertainties, a risk register provides a more formal
and more detailed identification of risks and the response plan for addressing them.
A risk register also contains information about the magnitude of probability and impact of the risk. It may
also include proposed risk response strategies and “risk response owners” of the risk.
Risk response owners will be the focal point for coordinating or taking action if that risk becomes an
issue. The risk register can also include information about the cost and schedule impacts of these risks.
While the format of the risk register can vary by organization or by the project, an example of one
format would include the information below.
Be sure to include, at minimum, the risk, status, probability and impact, response strategy, and risk
response owner in your risk registers. It is important to start this process in detail so that the risk
management plan can be incorporated into the project plan.

As the project evolves, some risks will be resolved or diminished, while others may surface and
thus be
added.
It is important, however, to continually revisit the question of risk from the earliest stages of the
project through the entire implementation phase.
That being said, it is beneficial – at this point – to establish specific points in the project in which
risks will be revisited and reanalyzed. We will discuss risk monitoring and control during the
Implementation Phase, but to ensure that risk remains a “living” process, the project manager
should identify the when, how, and with whom the risks will be updated throughout the project.
Risk Monitoring and Control Strategy

124
During the Identification and Definition, it will be beneficial to include high-
level (estimations) analyses to support the definition of the intervention as
well as to help in the proposal writing process – if that is required. At
minimum, the following analyses should be conducted: stakeholder, risk,
human resources, supply chain, and sustainability.
Whenever you are conducting an analysis, you should involve a variety of
stakeholders in the process to better ensure a more robust analysis. For
example, if examining the human resource needs for the project, involve a
focal point in the Human Resource Department within your organization.
Including these stakeholders early sets the tone for their involvement and
participation for the rest of the project.
High-Level Analyses (Estimations)

HUMAN RESOURCE ANALYSIS
125
The Project Team
Human resources and the supply chain are two project components that often cause delays and
issues in the project schedule.
However, these departments or leads are frequently not included in the project until the
implementation phase. Engaging in the human resource assessment process in coordination with the
HR department early in the project will help reduce the potential issues and challenges later on in the
project.
At this point, the project manager may not have been identified and hired, so assessing the needs is
especially important in ensuring a smooth transition once the project manager has been brought on-
board.

Roles and Responsibilities
As you determine which project team members will be required for the
intervention, you will want to begin to outline the capacity requirements
and roles and responsibilities of those team members. It is at this point
that job descriptions and project hierarchical (organogram) charts should
start to be developed – which may also be a requirement for a project
proposal. Working with the HR department and other relevant
stakeholders at this point will be useful in identifying which team
members will be needed and when.

127
Project Team Capacity Requirements
When developing the job descriptions, tasks, and duties for the project team, it is also
important to take into account the skills and competencies that are required for each
position. Working with the HR Department, outline the core competencies and skills for
each position, both the technical and the soft skills required. If the team members have
already been hired, this exercise would still be helpful in determining if the project team
needs training or even new members.
A good way to examine the human resources component of the project at this point is by
using the questions below to guide you:
What kind of governance structure would be most practical and appropriate for this
project?
What is the reporting structure within the project team and with support staff?
What kind of level of effort will be required of each team member?

128
Supply Chain Analysis
Another project component that often causes delays is the
supply chain. In many cases, this is not the direct result of an
ineffective and inefficient supply chain team, but rather due to
a lack of involvement in the project definition and planning
processes.
In the Identification and Definition phase, you are starting to
put the project together, like laying out the pieces of a puzzle,
so establishing what may be required for procurement, what
kind of logistics systems should be in place, and how you will

129
components in supply chain management:
Procurement Management – including the identification of what materials
and services are needed, when they needed, and identifying how it will be
acquired and by whom. The procured plan also needs to be integrated with
all of the other elements of the project plan to ensure that all procurement
decisions are aligned with the project’s budget, calendar, quality and risk
parameters.
Logistics Management – including planning, implementing and controlling
the efficient, cost-effective flow and storage of raw materials, in-process
inventory, finished goods and related information from the point of origin to the
point of consumption for the purpose of conforming to customer requirements.

130
Financial Analysis
At this stage, you may be requested to do a proposal to obtain
funding. It would be beneficial to begin developing a high-level
budget at this point based upon the information that is available.
For example, the general product scope has already been
established and there is clarity on the high-level activities that will
be required to achieve the outputs. There should also be a
general understanding of the human resources, supplies and
materials, and technical requirements that the project will need.
The budget will be further detailed in the Planning phases when

131
Draft Project Charter
As you move through this phase, you can start to outline the Project
Charter, which is a 3 to 5 page document that has the basic information
about the project such as budget estimations, scope estimations,
tolerances, information on the team, and so on.
Project Proposal (Project Design Documents)
The result of all of the processes is often a project proposal. The proposal
will require that you investigate the information needed to comply with all
of the components as outlined by the funder or donor. It is really
important to make this process as participatory as possible so that the
proposal can better reflect the reality in the project and on the ground.

PROJECT LAUNCH
132
One of the main objectives of the Setting up the project is to communicate the launch of project activities to
the stakeholders who have interest in the intervention.
These stakeholders might include the beneficiary communities, NGOs working in the intervention area,
representatives of government ministries, the general public, and many more.
There are several communication tools that can be used to announce the project launch to the community of
stakeholders. However, regardless of the communication method, the purpose of the project launch is to:
• To formally acknowledge the beginning of the project;
• To ensure that key stakeholders have a consistent understanding of the project;
• To introduce stakeholders to the project.
In many ways, the signed project charter is an ideal document, in which to officially communicate the launch
of the project to the broad project audience. Because of its brief, concise format, the project charter is
especially good for communicating the high-level parameters of the project.

As a result, tis document will frequently be very handy when dealing with some people who have
short memories,
unintentionally or otherwise. Sharing the project charter with the larger community of stakeholders
is not only an effective communication practice, but is also a way to promote transparency and
accountability in the project.
If, however, there are reasons that the project team prefers not to share all elements of the project
charter with the larger community of stakeholders, other options for communication mechanisms
exist.
If there is sensitive information, it can be included in an amended version of the project charter that
can be shared with the general public. Furthermore, articles in newspapers, press conferences,
field visits, meetings, and launch party events can also be used to communicate with the larger
community.
The messages for these communications can vary, depending on the audience and their
connection to the project.
It is important, however, that at least the high-level parameters of the project are shared with
stakeholders before project implementation begins.

Outputs of the Phase
1. Stakeholder Analysis: This analysis is critical for moving forward.
Stakeholder management can make or break a project. To effectively manage
and engage stakeholders, the project manager does a comprehensive
assessment of who they are and must explore ways to engage them. this
process begins with an analysis of the stakeholders, to consider their power
and influence. This analysis will be the launching point for a management and
engagement strategy that is developed in later phases of the project.
2. Project Logical Frame: The Project Logical Frame (log frame) is a key
process and tool that helps to outline how the project activities will lead to the
outputs and outcome of the project. It also provides the opportunity for
outlining any assumptions related to the objective statements and includes the
project indicators and means of verification that will be used to verify the
objective statements throughout the project.
As we wrap up this module, let's review the "outputs" of this Module.

4. Comprehensive Risk Register: Risk identification began in the Identification
and Definition and is further analysed during the setup , where a clear-cut
strategy for each risk is established. During Setup, the project manager must
make more concrete decisions as to how the risks will be managed and how
frequently the risks will be re-assessed throughout the life of the project.
5. Project Charter: A “living” document that provides a high-level description of
the project. The charter is signed and approved by the project
governance. This document basically acts as a project information sheet,
outlining all the important information about the project that can be
referenced by the project manager and other stakeholders. The charter may
include budget estimates, high-level deliverables, risks, project governance
structure, project manager tolerances, project timeline, and a brief project
description.
6. Project Launch: The launch of the project occurs at the end of this phase,
ensuring that all stakeholders are aware that the project will begin (and when it

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