| Definition of project, program, portfolio | • A Project is a temporary organization, with people
and other assets required to achieve an objective.
• A Program consist of a number of projects and
activities that are planned and managed together to
achieve overall set of related objectives.
• A Portfolio is a set of projects and/or programs,
which are not necessarily related, brought together
for the sake of control, coordination and optimization
of the portfolio in its totality. |
| Characteristic of Program | •Produce deliverables with a strategic intent
• Respond to a business change
• Provides significant change in the organization
• Has a success criteria including growth,
productivity gain, and improvement in the market
• Has significant risks
• Has a longer duration than projects
• Benefits are achieved through duration of program |
| what Program include? | A program include:
• A single product or deliverable.
• Many product deliverables.
• Can be a combination of ongoing support
activity and delivering value.
• Focuses on business objectives and
delivering value. |
| Program Logic Model | • The Program Logic Model is a program planning
tool that can be used to help organize, design,
implement and evaluate any kind of program.
• The Program Logic Model provides a template for
describing what goes into a program, who will
participate, the activities and the outcomes,
including long-term impacts. It can also be used to
analyze program assumptions and external factors
that can influence success. |
| what Program Logic Model is and is not? | A program logic model is:
• A graphic representation of the theory of
change driving a program or policy.
• A framework for planning, implementation,
monitoring, and evaluation.
A logic model is not:
• A strategic or fully developed plan for designing or
managing a program or policy.
• An evaluation design or evaluation method. |
| A logic model is valuable in supporting? | A logic model is valuable in supporting:
• Program planning.
• Program implementation.
• Program monitoring.
• Program evaluation.
• Communication tool |
| Why use a Logic Model? | • Brings detail to broad goals.
• Helps identify gaps in program logic and clarify assumptions.
• Builds understanding and promotes consensus.
• Makes explicit underlying beliefs.
• Helps clarify what is appropriate to evaluate and when.
• Summarizes complex programs for effective
communication. |
| Key Content of Program Logic Model | WHAT?
• Components are groups of closely related activities in a
program.
• Activities are the things the program does to work toward its
desired outcomes.
WHO?
• Target groups are the individuals, groups, or communities at
whom the program’s activities are directed.
WHY?
• Outcomes are the changes the program hopes to achieve.
These are differentiated between short-term and long-term
outcomes. |
| Program Logic Model Phases | Two Phases/Uses
• Planning:
• What do you want? Goals (Outcomes)
• For whom? Participants (Outputs)
• How? (Activities)
• With What Resources? (Inputs)
• Evaluation:
• Who (Inputs)
• Did What (Activities)
• To Whom (Outputs), and
• Why (Outcomes) |
| Resource-Output-Outcome | In its simplest form, a logic model is a
graphic representation of the relationship
among a program’s or policy’s Resource
(what is invested in the program), the
outputs (what is done with these
investments), and what the outcomes are
(what are the results). |
| Problem Statement | The problem statement is the problem or challenge that the
program or policy is designed to address |
| Outcome (Goals, Objectives, Results, Impacts) | Outcomes express the results that your
program intends to achieve if implemented as
planned. Outcomes are the changes that
occur or the difference that is made for
individuals, groups, families, organizations,
systems, or communities during or after the
program.
Outcomes ask, “What difference does it make?”
Outcomes should:
• Represent the results or impacts that occur because of
program activities and services
• Be within the scope of the program’s control or sphere
of reasonable influence, as well as
• the timeframe you have chosen for your logic model • be measurable |
| Outputs | • Outputs are the measurable, tangible, and direct
products or results of program activities.
• They lead to desired outcomes—benefits for
participants, families, communities, or organizations
—but are not themselves the changes you expect
the program will produce.
• They do help you assess how well you are
implementing the program.
Examples of program outputs include numbers and
descriptions of:
• Number of home buying workshops attended
• Number of neighborhoods researched |
| Activity (Strategies, Processes, Methods, Action steps) | • Activities are the actions that are needed to implement
your program—what you will do with program resources in
order to achieve program outcomes and, ultimately, your
goal(s).
• Common activities are:
• Developing products (e.g., promotional materials and
educational curricula),
• Providing services (e.g., education and training, counseling or
health screening),
• Engaging in policy advocacy (e.g., issuing policy statements,
conducting public testimony), or
• Building infrastructure (e.g., strengthening governance and
management structures, relationships, and capacity). |
| Resources (Input, Program Investments) | • Identify the available resources for your program.
This helps you determine the extent to which you
will be able to implement the program and achieve
your intended goals and outcomes.
• List the resources that you currently have to
support your program. (If you intend to raise additional
resources for the program during this program
timeframe, account for them under "Activities.")
• Human resources: Full- and part-time staff, consultants
• Financial resources: Restricted grants, operating budget
• Space: Office and other facilities
• Technology: Computer hardware & software
• Other Equipment: office machinery
• Materials/Other: office supplies |
