Using the Logical Framework to Develop Activity Using the Logical Framework to Develop Activity and Resource Schedulesand Resource Schedules

Activity & Resource Schedules

After the logframe matrix has been completed operational detailcan be added to the plan. An Activity Schedule is a way ofpresenting the activities of the project, which identifies theirlogical sequence and any dependencies that exist between themAnd provides a basis for allocating management responsibilityfor completing each activity.

With the Activity Schedule complete the task of specifying inputsand costs can be started.

Activity & Resource Schedules

Budget

Budget

Budget

Results based work plan & budget

Logframe

Preparing Activity Schedule

Once the logframe is complete it is possible to copy the activitiesfrom the left hand column into the activity scheduling format.The format can be adapted to fit with the duration of theproject.

Year one activities should be specified in detail. Showing startand finish of activities.

Subsequent years activities should be more indicative. Theseare preliminary estimates that will be revised in the light ofexperience of implementation.

Step 1- List Main Activities

The main activities in the logframe are a summary of what

the project must do in order to meet its objectives.

These can be used as the basis for preparation of the

activity schedule that will specify activities in operational

detail.

Step 2 – Break Activities down into tasks

The purpose of breaking down activities into tasks orsub-activities is to make them sufficiently simple to be organisedand managed easily. The technique is to break an activity intoits sub-activities and then component tasks. Each task is assigned to an individual and that becomes their short-termgoal.

The skill is getting the detail right. The breakdown should stopas soon as the planner has the detail to estimate time andresources required and when the person responsible for doingthe task has sufficient instructions on what has to be done.

Step 3 – Sequence and Dependencies

Once activities are broken into sufficient detail, they must berelated to each other to determine their;

• sequence – in what order they should be undertaken

• dependencies – is the activity dependant on the start or finish of another activity.

Example – building a house. You cannot put on a roof ifthe walls are not built !!!!

Step 4 – Estimate Start-up, duration and completion of activities

This requires making realistic estimates of timing and duration oftasks.

• Inaccuracy is a common mistake, usually an underestimate of time required.

• omission of essential activities and tasks• failure to allow for interdependence of activities• failure to allow for resource competition – i.e. scheduling the

same person or equipment to do two or more things at once.• a desire to impress with rapid results

BE REALISTIC !!!!!!

Step 5 – Summaries Scheduling of Main Activities

Having specified the timing of the individual tasks thatmake up the main activities, it is useful to provide an overallsummary of the start-up, duration and completion of the main activity itself.

Step 6 – Define Milestones

Milestones provide the basis by which project implementation ismonitored and measured. They are key events that provide ameasure of progress and a target for the team to aim at.

The simplest milestones are dates for the completion of anactivity.

I.e. training needs assessment completed by January 2015

Step 7 – Define Expertise

When the tasks are known it is possible to specify the type

of expertise required. Often the expertise is known in

advance.

This provides a good opportunity to check whether the

action plan is feasible given the human resources

available.

Step 8 – Allocate Tasks Among Team

This is more than just saying who does what. With taskallocation comes responsibility for achieving milestones.

It is a means of defining each team members accountability – tothe project manager and each other.

Task allocation must therefore take into account the capability,skills and experience of each team member.

Presenting Activity Schedule, Gantt Chart

Activities Month 1 Month 2 Month 3

Result 1 Quality of secondary healthcare improved

Activity 1.1 Design and implementation of staff training programme1.1.1 Conduct staff TNA

1.1.2 Design training modules

1.1.3 Conduct training

Activity 1.2 Improve procedures for drug procurement, storage and control

1.2.1 Conduct management audit of systems

1.2.2

PA TA etcetc

Step 1 list main activities from Logframe

Step 2 break down activities into tasks

Step 3 clarify sequence & dependency

Milestones

1.TNA completed month 1

2. Patient care training …

Step 6 Define milestones

Step 4 estimate start-up duration completion

1 2 3

4 5

Step 5 summarise scheduling activity

Step 7 define expertise required

Key

PA – Planning advisor

TA – Training advisor

L – Lead role

S – Support role

Step 8 allocate team

L

LL

L

L S

Preparing Resource Schedules

Cost estimates must be based on careful and thoroughbudgeting. They have a significant influence on the investmentdecision at project appraisal level and subsequently on thesmooth implementation of the project.

Activities should be copied into an input and cost schedule proforma. Each activity should then be used as a check list toensure that all means under that activity are provided for.

Specifying Means & Scheduling Costs

Means should be allocated to establish cost categories.

Example; The activity of establishing a Planning Unit requiresEquipment, Salaries and Allowances. The Units, Quantity PerPeriod and estimated Unit Cost should be specified. If enteredon a spreadsheet Cost Per Period and Total Project Costs canBe easily calculated.

It is now possible to Schedule Costs using simple formula tomultiply annual quantity by unit cost.

Specifying Means & Scheduling Costs

It is important to remember that the implementing agency willneed to meet any recurrent costs of maintaining service provision beyond the life of the project.

Recurrent Costs may be covered (fully or partly) throughincreased revenue that has been generated through projectactivities. Even if this is not the case recurrent costs need to bespecified as they have implications on the future budget of theimplementing authority.

Activity/resourceQuantity per period Cost Codes Cost per period

UnitQ1 Q2 Q3 Q4

Cost per Unit

Funding Source

EU Gov Q1 Q2 Q3 Q4

Project Total

Recurrent cost PA

1.1 Design & Implement staff training programme for patient care

Equipment

Computer

Photocopier

Printer

Salaries (local)

Counterpart staff

Office staff

No.

No.

No.

MM

MM

2

1

2

6

3

6 6 6

3 3 3

1,000

5,000

500

1,700

900

EU

EU

EU

Gov

Gov

3.4

3.4

3.4

5.2

5.2 b.2

b.2

a.1

a.1

a.1 2,000

5,000

1,000

10,200

2,700 2,700 2,700 2,700

10,200 10,200 10,200

2,000

5,000

1,000

40,800

10,800

Example of Resource Schedule

Step 1 Copy activities from activity Schedule

Step 2 Specify resource required

Step 3 Put resources into categories

Step 4 Specify units

Step 5 Specify Quantity

Step 6 Specify Unit cost

Step 7 Identify funding source

Step 8 Allocate cost codes

Step 9 Schedule costs

Step 10

Calculate total

Step 11 Estimate recurrent costs