PROJECT FRAMEWORK
Design Summary
Performance Indicators Monitoring Mechanisms Assumptions and Risks
& Targets
(Sources of information to assess
(Conditions beyond direct control of
(Quantity &/or Quality, & Timing)
performance vs. indicators, and
the project, but necessary for
frequency of data collection)
success)
GOAL (Long Term
Development Objective)
[LEAVE BLANK]
PURPOSE (Immediate
[Describe End of Project Success
Purpose to Goal
Status]
Development Objective)
OUTPUTS (Deliverables)
[Deliverables Completed Quantity,
Output to Purpose
Quality & Time]
1.
2.
[etc.]
ACTIVITIES (Group
[Schedule & Responsibility]
Activity to Output
key activities by each of the
deliverables above)
1.
1.a.
Start:
Complete:
Responsibility:
1.b.
Start:
Complete:
Responsibility:
1.c.
Start:
Complete:
Responsibility:
2.
2.a.
Start:
Complete:
Responsibility:
[etc.]
INPUTS
[Resources: $ &/or Level of Effort]
Input to Activity
Consultants:
Total $
Person-months LoE
International:
Domestic:
Equipment, software, supplies:
$
Training:
$
Civil Works:
$
Counterpart & project
$
management:
Beneficiary participation:
Person months LoE
Private Sector contribution:
$
Other Donors:
$
TOTAL ADB LOAN
$
NOTE: Project Frameworks should summarize the key project elements. ADB's 9 September 1999 Strategic & Policy
Office (SPO) Staff Instruction suggests that a logframe for the RRP -- Report & Recommendation to the President --
should not be more than four (4) pages long. However, these length restrictions do not apply to PAMs.
PROJECT DESIGN CHECKLIST
Design Summary
Indicators & Targets
Monitoring Mechanisms
Assumptions & Risks
GOAL
Indicators are the pre-
Monitoring Mechanisms
The Long Term Objective
selected means to measure
are either established
Only Assumptions and
-- i.e. project "Vision" --
performance. A Target is
sources of data for the
Risks beyond the control of
is stated; not something
a pre-determined success
Indicators and Targets, or
the Project -- but essential
that the project will be
level for an indicator. The
the means (and frequency)
to its Success -- are cited.
expected to achieve alone
measurement unit for each
for collecting the data.
during its lifetime
indicator should be
Assumptions and Risks at
specified.
Every Indicator has at least
the Goal level (if any)
one source of data, or
relate to the higher level
The desired long term
means for collecting it.
Country Strategy Program
sustainable impacts are
stated.
The source and/or means
In General Leave this
for collecting data is
block BLANK.
Goal impacts are usually
beyond the project, and is
only indirectly related --
already institutionalized
and partially attributable --
to the project; and likely to
occur a considerable time
after the project Purpose
has been attained
PURPOSE
1. The improved situation
The desired improvement
The source and/or means
Assumptions and Risks at
for the target beneficiaries
in the situation (i.e. the
for collecting data is
the Purpose level relate to
is summarized -- i.e. after
effect) as a result of the
beyond the project
the Goal
the project has
project is stated.
satisfactorily completed (or [Purpose indicators and
delivered) the Outputs to
targets reflect changes in
alleviate a perceived
processes, results and/or
problem. [I.e. The Purpose behavior by target
is the immediate reason
beneficiaries that are
Why the project is being
expected shortly after the
undertaken: NOT What the project Outputs have been
project is going to do.]
delivered.]
2. The Project has not more
than two Immediate
Objectives.
OUTPUTS
The key component
The Outputs are all
The source and/or means
Assumptions and Risks at
categories are stated as
expected to be completed
for collecting data is within the Output level relate to
Results that can be
by the end of the project
the project control
the Purpose
produced / delivered during [Outputs are deliverables
project implementation.
and are all within the
control of the project.]
ACTIVITIES
The key tasks, steps, or
The project
The source and/or means
Assumptions and Risks at
stages to be undertaken by
implementation schedule
for collecting data is within the Activity level relate to
the project are listed.
and responsibilities are
the project control
the Outputs
identified.
Use the following format:
Start: (date)
Complete: (date)
Responsibility:
(organization or
individual)
INPUTS
The various resource
Indicators and targets are
The source and/or means
Assumptions and Risks at
categories required to
all expressed in terms of
for collecting data is within the Input level relate to the
undertake the project are
money, &/or level of effort
the project control
Activities
identified.
ADDITIONAL
GENERAL GUIDELINES
Design Summary
Indicators & Targets
Monitoring Mechanisms
Assumptions & Risks
Each Level in the Design
Every statement in the
Monitoring Mechanisms
Assumptions and Risks in
Summary hierarchy: Inputs
Design Summary Column
either exist, or have been
the hierarchy: Inputs !
! Activities ! Outputs
has at least one measurable planned and budgeted
Activities ! Outputs !
! Purpose (Immediate
indicator.
Purpose (Immediate
Objectives) ! Goals
Objectives) ! Goals
(Long Term Objectives)
(Long Term Objectives)
contributes to the next
relate to the Project Design
higher level.
Summary at the next
higher level.
There may be more than
There may be more than
The same source, or means
Every identified Risk is
one sentence at any Level,
one indicator for each
for collecting data can be
prefaced with an "R" for
but each sentence only
Design Summary statement cited for some indicators at
easy identification.
describes a single item.
different levels
There should be no run-on
conjunctions
The statements at each
Every indicator has a target More than one source can
level are purely descriptive
(or predetermined
be cited for some
Standard) that is
indicators
measurable in terms of
Quantity &/or Quality, and
Time
Each statement is the only
Each indicator is the only
The monitoring mechanism Each statement only
one of its kind in the
one of its kind in the
is only a brief description.
describes a single item.
framework.
Framework
Every Indicator has
sufficient descriptive and
quantitative (or qualitative)
data to permit subsequent
performance measurement
and comparison, by
independent monitoring
and evaluation personnel
Where direct measurement
indicators are impractical,
indirect "Proxy" indicators
should be used
The following format is a
guide to indicator and
target definition:
Quantitative:
Increase (indicator kkk)
at least: x%
from: XX units (baseline)
to: YY units,
by: ZZ (date)
[Round-off monetary
values. Express level of
effort in Person / Man
months]]
Qualitative:
Improve (indicator kkk)
at least: x%
from: XX satisfaction level
(baseline)
to: YY satisfaction level
[on a xx-point scale]
by: ZZ (date)
PROJECT DESIGN QUALITY ASSESSMENT
This Project Design Quality Assessment is a rapid review checklist of a
project's essential elements -- for use by reviewers and managers at various
stages in the project design process.
It consists of Five (5) related sub-checklists which address various aspects:
A. Narrative Summary
(Framework)
B. Assumptions & Risks
(Framework)
C. Indicators & Targets
(Framework)
D. Monitoring Mechanisms
(Framework)
E. Policy Perspective
(Rationale)
The first four checklists deal with the project's building blocks -- expressly
outlined in the project framework summary -- while the fifth addresses the
proposed project's overall coherence and cohesiveness from a policy
perspective.
Checklists can never supplant sound technical considerations and judgment.
However, the conscientious application of systematic documentation in
checklist form can supplement the project approval process -- by providing
reassurance to managers and executives at various levels, while
simultaneously substantiating sector professional predilections.
PROJECT DESIGN QUALITY ASSESSMENT
A. NARRATIVE SUMMARY --
Check in the
columns below
Key Criteria for Levels and Linkages
Y
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CHECKLIST
GUIDANCE
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Item
[All Items should be "Yes"]
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A. SPECIFIC LEVELS
1
GOAL: The Long Term Objective -- i.e.
A single project is not the sole means for attaining the Goal; it
project "Vision" -- is stated; not
only contributes towards a Goal level indirectly. Several other
something that the project will be
Country &/or Sector projects are usually needed to support the same
expected to achieve alone during its
Goal-Level Objective.
lifetime.
2
PURPOSE: The improved situation for
The Purpose should describe what is expected to be different
the target beneficiaries -- i.e. after the
After the Outputs have been delivered by the project; NOT what
project has satisfactorily completed (or
the project is going to do! Often a fundamental change in behavior
delivered) the Outputs to alleviate a
by the targeted beneficiaries -- &/or the institutions serving them --
is anticipated. At other times the change desired may be new modes
perceived problem -- is summarized.
of service delivery, an increase in the quality of existing modes (i.e.
[I.e. The Purpose is the immediate reason
improved effectiveness); or simply greater service outreach to a
Why the project is being undertaken; NOT
different sub-set of target beneficiaries.
What the project is going to do.]
NOTE: A Common Error: "Institutional Strengthening", "Capacity
Building", and "Increasing Access" are Not Purposes, but rather are
Activities, which -- when completed -- will become project Outputs.
3
PURPOSE: The Project has not more
Ideally, the project should have only a single Purpose.
than two Immediate Objectives.
During early planning and design, various stakeholders often have
different (and frequently conflicting) objectives. However, if these
objectives are not satisfactorily reconciled and limited, multiple
project objectives may make it difficult to define "Success", which
in turn will limit ability to subsequently measure project
performance, and/or evaluate project impact.
4
OUTPUTS: The key component
Outputs are the project's "deliverables". They summarize what
categories are stated as Results that can
the project is contractually accountable to provide.
be produced / delivered during project
"Institutions Strengthened", "Capacity Built", "Access Increased",
implementation.
"Roads / Houses / Clinics / Schools / Irrigation Systems
Constructed", "Hectares Planted", "New Procedures Developed",
"New Systems Operational", "Personnel Trained" etc., are examples
of general categories of Outputs that a Project might provide.
5
ACTIVITIES: The key tasks, steps, or
Activities are what the project will do. Several key Activities
stages to be undertaken by the project
should be identified for every project Output.
are listed.
"Mobilize Equipment & Personnel", "Conduct Survey", "Design
System", "Construct Facilities", "Train Personnel", "Prepare
Report", etc., are all examples of Activities that a Project might
undertake.
6
INPUTS: The various resource
Inputs are the project's resources. Select from the following
categories required to undertake the
standard categories, as appropriate: "Consultants (International & / or
project are identified.
Local)", "Equipment, Software &/or Training", "Civil Works",
"Counterpart Funding and Project Management (Cash &/or Kind)";
"Beneficiary Participation (Cash &/or Kind)"; "Private Sector
Contributions (Cash &/or Kind)"; and "Other Donor Contributions".
B. STYLE & SUBSTANCE
7 UNIQUE: Each statement is the only one Each Level should address a different aspect. No statement
of its kind in the Framework.
should be repeated -- or rephrased -- at higher or lower levels.
8 SOLITARY: There may be more than
There should be no run-on conjunctions.
one sentence at any Level, but each
"And", "as well as", & "also" indicate additional "peer" items --
sentence only describes a single item.
i.e. at the same level. These warrant a separate sentence.
"Through" or "by means of" implies an ends!means relationship.
Consequently what follows should be at a lower level.
"In order to" signals a means!ends relationship. Consequently
what follows should be placed at a higher level.
9 QUALITATIVE: The statements at each General qualitative trends -- i.e. "Improve", "Increase", "More",
level are purely descriptive.
"Better", etc., can be included in the narrative summary statement to
highlight the conceptual trend, but Not numbers. [Numbers should
be reserved for the Indicators & Targets (i.e. 2nd) Column.]
C. LINKAGES BETWEEN LEVELS
10 Each Level in the hierarchy: Inputs "
Verify the vertical logic -- both "Bottom-Up" and "Top-Down".
Activities " Outputs " Purpose
Bottom Up: Ask Why a particular level is being done.
(Immediate Objectives) " Goals (Long
The answer should be "In order to attain the immediate higher
Term Objectives) contributes to the next
Level". This is also called a "means-ends" process because each
level should be the "means" for attaining the next higher level "end".
higher Level.
Top Down: Ask How a particular level can be attained. The answer
should be "By successful completion of the immediate lower Level".
Column TOTALS
B. ASSUMPTIONS & RISKS --
Check in the
columns below
Key Criteria
Y
S
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CHECKLIST
GUIDANCE
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Item
[All Items should be "Yes"]
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A. CONCEPT, SUBSTANCE & STYLE
A. CONCEPT, SUBSTANCE & STYL
1
CONCEPT: Only Assumptions and Risks Key assumptions and risks should be stated -- as realistically as
beyond the control of the Project -- but
possible -- and identified as to whether it is predominantly
essential to its Success -- are cited.
positive (i.e. an Assumption) or negative (i.e. a Risk).
Often, Assumptions and Risks reflect support &/or follow-through
actions by selected target groups, or changes in behavior; as well as
new procedures by target beneficiaries.
Assumptions in the usual sense of technical "givens" "rates", "ratios"
or other criteria for estimating project inputs -- such as assuming . . .
"a minimum caloric intake of 1,500 per person per day", "an internal
rate of return of at least 1.15", "an average family of 5", "a health
center within 15 minutes walking distance of residence", "two
planting cycles per year" etc., etc. -- are Not appropriate.
Furthermore, Assumptions / Risks within the scope of normal Project
Management implementation responsibility -- such as "Timely
availability of funding" "Timely availability of contractors" "No
delays in procurement" -- should not be listed.
2
RISKS: Every identified Risk is prefaced A contingency plan should be prepared to mitigate the impact of
with an "R:" for easy identification.
every Risk. [Contingency plans are not included in the framework.]
3
UNIQUE: Each statement is the only one Assumptions and Risk statements are only made once in the
of its kind in the Framework.
Framework -- at the lowest Level. They should not be repeated --
or rephrased -- at other, higher, levels.
4
SOLITARY: Each statement only
There should be no run-on conjunctions. "and", "as well as", &
describes a single item. [However there
"also" indicate additional items at the same level.
may be more than one item at any Level.]
Each Assumption and Risk warrants a separate statement, as it will
be monitored separately.
B. LINKAGES BETWEEN LEVELS
5 Assumptions and Risks in the hierarchy: Pre-identified Key Assumptions and Risks should be identified and
Inputs " Activities " Outputs "
stated at various Levels in the Framework in a "Stair-stepping"
Purpose (Immediate Objectives) " Goals
mode.
(Long Term Objectives) relate to the
The linkage between the "Design Summary" and "Assumptions"
columns, and the next higher level should be verified in terms of an
Project Design Summary at the next
"If-And-Then" relationship.
higher Level.
The "If-And-Then" concept is essentially as follows:
If the Design Summary is achieved,
And the Assumptions at that same level are realized -- in the
. absence of any pre-identified Risks occurring --
Then the pre-conditions will have been met for successful
. Performance at the next Level.
[i.e. Assumptions at the Activity level are pre-requisites to attaining
the Output, while pre-identified Risks that occur would preclude
attainment unless successfully mitigated.]
C. SPECIFIC LEVELS
6 GOAL: Assumptions and Risks at the
In the absence of any pre-identified Risk -- successful Performance
Goal Level (if any) relate to the higher
at the Goal Level, plus any Goal Level Assumptions should support
level Country Strategy Program.
ADB Country Strategic Objectives.
7 PURPOSE: Assumptions and Risks at
In the absence of any pre-identified Risk -- successful Performance
the Purpose Level relate to the Goal
at the Purpose Level, plus any Purpose Level Assumptions should
Level.
contribute towards attainment of the Project's Long Term (Goal)
Objectives.
8 OUTPUTS: Assumptions and Risks at
In the absence of any pre-identified Risk -- successful completion of
the Output Level relate to the Purpose
the Outputs, plus any Output Level Assumptions should be necessary
Level.
and sufficient conditions to expect attainment of the Project
Immediate (Purpose) Objectives in the near future.
9 ACTIVITIES: Assumptions and Risks at In the absence of any pre-identified Risk -- successful Performance
the Activities Level relate to the Output
of the Activities, plus any Activity Level Assumptions should be
Level.
sufficient to accomplish the Project Outputs.
10 INPUTS: Assumptions and Risks at the
In the absence of any pre-identified Risk -- availability of the Inputs,
Input Level relate to the Activities Level.
plus realization of any Input Level Assumptions should be sufficient
to proceed with the Project Activities.
Column TOTALS
C. INDICATORS & TARGETS --
Check in the
columns below
Key Criteria
Y
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CHECKLIST
GUIDANCE
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[All Items should be "Yes"]
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A. LINKAGES ACROSS LEVELS
1
INDICATORS: Every statement in the
Indicators are the pre-selected means to measure performance of
Design Summary Column has at least one
items in the Design Summary Column (Column 1) of the
measurable Indicator.
Framework. Indicators should have "face validity" (i.e. they should
2
MULTIPLE INDICATORS: There may
seem appropriate to the situation), be measurable, relatively easy to
collect the data, as well as provide reliable results on a timely basis.
be more than one Indicator for each
Where direct measurement indicators are impractical, indirect
Design Summary statement.
"Proxy" indicators should be used.
The measurement unit should be specified for each indicator -- i.e.
"Km Road Constructed" "Number of Hectares Planted" "Average
Score Attained" "Percentage of Families Below the Poverty Line"
"Benefit:Cost Ratio", etc.
Where indicators cannot be quantified, numerical / subjective rating
scales, (with criteria for each scale level) should be specified,
developed and utilized.
3
TARGETS: Every indicator has a target
A target is the pre-determined success level for an indicator.
(or pre-determined Standard) that is
While generally descriptive trends -- such as "Improve" "Increase"
measurable in terms of Quantity &/or
"More" "Better" etc., -- are acceptable in the descriptive Design
Quality, and Time.
Summary (Column 1), such generalities are inadequate for
performance measurement in Column 2.
Every indicator should have a corresponding target.
Every indicator should have a baseline &/or a pre-determined
standard, for subsequent comparison of performance.
Every target level / standard should be reasonably precise so as to
permit unambiguous measurement.
B. SUBSTANCE & STYLE
B. SUBSTANCE & STYL
4 UNIQUE: Each indicator is the only one Each Level is intended to address a different aspect. Thus indicators
of its kind in the Framework.
should not be repeated -- or rephrased -- at higher or lower levels.
5 FORMAT: Every Indicator has
While not essential in every situation, the following format is a guide
sufficient descriptive and quantitative (or
to indicator and target definition:
qualitative) data to permit subsequent
Quantitative "Increase (Indicator kkk)
performance measurement and
at least: x %,
from: XX units (baseline)
comparison, by independent monitoring
to: YY units,
and evaluation personnel.
by: ZZ (date)
Qualitative "Improve (Indicator kkk)
from: XX satisfaction level (baseline)
to: YY satisfaction level [on a xx-point scale]
by: ZZ (date)
C. SPECIFIC LEVELS
6 GOAL: The desired long term
Goal impacts are only likely to occur a considerable time after the
sustainable impacts are stated.
project Purpose has been attained.
Goal impacts are usually only indirectly related (and only partially
attributable) to the project Purpose.
7 PURPOSE: The desired improvement in Purpose Indicators and Targets reflect changes in processes, results,
the situation (i.e. the effects) as a result of
and/or behavior by target beneficiaries that are expected shortly after
the project are stated.
the project Outputs have been delivered.
NOTE: Purpose-level targets are generally unattainable during
project Implementation, except where the project has a series of
incremental pre-determined end objectives.
Cause-Effect linkage between Outputs and Purpose should be
measurable.
The Purpose level attainment should be directly attributable to the
project Outputs (and Assumptions at the Output level).
8 OUTPUTS: The Outputs are all expected Outputs are deliverables, and are all within the control of the project.
to be completed by the end of the project.
Together with the Assumptions at the Output level, the Project
Outputs should be both Necessary and Sufficient to accomplish the
Project Purpose.
9 ACTIVITIES: The project
Activity indicators use the following format, and/or cite the essential
implementation schedule and
data: Start: (Date)
responsibilities are identified.
Complete: (Date)
Responsibility: (Organizational Unit,&/or Individual)
10 INPUTS: Indicators and Targets are all Round-off Monetary values (i.e. Millions, Thousands, etc.,)
expressed in terms of money, &/or level
Express Level of effort in Person / (Man) - Months
of effort.
Column TOTALS
D MONITORING MECHANISMS --
Check in the
columns below
Key Criteria
Y
S
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CHECKLIST
GUIDANCE
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[All Items should be "Yes"]
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A. LINKAGES ACROSS LEVELS
1
Every Indicator has a least one source of
Monitoring mechanisms are either established sources of data for
data, or means for collecting it.
the Indicators and Targets, or the means (and frequency) for
collecting the data.
2
MULTIPLE USE: The same source, or
The same source, or means for collecting data, can be used for more
means for collecting data is cited for
than one Indicator; even at different levels.
some indicators at different levels.
B. SUBSTANCE & STYLE
B. SUBSTANCE & STYL
3 SUCCINCTNESS: The Monitoring
It is not necessary to go into great detail on Monitoring Mechanisms.
Mechanism is only a brief description.
4 MULTIPLE SOURCES: More than one The same source, or means for collecting data, can be used for more
source is cited for some indicators
than one Indicator.
5 VERIFICATION: Monitoring
Ensure that the source, or means for collecting data actually
Mechanisms either exist, or have been
exists -- either with the EA or the ADB.
planned and budgeted.
If not, make provision for collecting data by including funding in a
line Activity &/or Output for a Project Survey; or developing an EA
Management Information System under the project.
C. SPECIFIC
C. SPECIF
LE
LEVEL
VE
V
S
LS
6 GOAL: The source and/or means for
The Goal will not be attained until a considerable time after the
collecting data is beyond the project, and
project has been completed. Thus, the data source, and means for
is already institutionalized.
collecting the data cannot be supported by the project. External
International Multilateral Donors (i.e. World Bank, UN), or National
level EA statistical sources are often appropriate.
7 PURPOSE: The source and/or means for The Purpose is project-specific, but it will usually only be
collecting data is beyond the project.
accomplished some time after the project has been completed.
Thus, the data source, and means for collecting the data cannot be
supported by ADB after the project. Consequently provision should
be made during the life of the project for development of appropriate
EA Management Information Systems, and/or follow-up special
surveys to continue monitoring and progress reporting after project
completion.
8 OUTPUTS: The source and/or means
Outputs are a direct project management responsibility.
for collecting data is within the project
Consequently, the data sources and means for collecting the data
control.
should be within the project.
9 ACTIVITIES: The source and/or means Activities are a direct project management responsibility.
for collecting data is within the project
Consequently, the data sources and means for collecting the data
control.
should be within the project.
10 INPUTS: The source and/or means for
Inputs are a direct project management responsibility. Consequently,
collecting data is within the project
the data sources and means for collecting the data should be within
control.
the project.
Column TOTALS
PROJECT DESIGN SUMMARY MATRIX CHECKLIST (A"D) SIGN-OFF:
Prepared by:________________________ Reviewed & Approved by:__________________
Position & Organization:______________
Position & Organization:___________________
____________________________________ _________________________________________
Date:____________
Date:_____________
E POLICY PERSPECTIVE
Check in the
columns below
(Not Included in the Framework)
Key Criteria
Y
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CHECKLIST
GUIDANCE
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A. RELEVANCE
CE
1
The problem has been clearly defined.
See the "Problem Tree Analysis" in the Project Appraisal
documentation.
2
The problem situation falls within ADB's
See ADB's Vision & Mission Statement in the Project Appraisal
organization's mandate to address.
documentation.
3
Alternate solutions have been considered
See the "Alternatives Analysis" and "Objective Tree" in the Project
and the proposed solution (intervention)
Appraisal documentation.
is within ADB's technical capability.
4
The target beneficiaries are clearly
See the Purpose Level Design Summary as well as the Indicators and
identified.
Target Statements in the Framework; and the more detailed and
comprehensive discussion in the RRP.
B. FEASIBILITY
5 The stakeholders have been involved and, See the "Stakeholder Analysis" in the Project Appraisal
on balance, are supportive.
documentation.
6 ADB has the capability to implement the See the Project Appraisal documentation.
project.
7 The necessary resources are available to See the Department Director's Recommendation.
implement the project.
C. SUSTAINABILITY
8 The technology proposed for the project
See the Sector Manager's Recommendation
intervention is appropriate for the local
conditions.
9 The ecological environment will not be
See the Environmental Impact Statement
unduly adversely affected.
10 "Ownership" of the project and follow-
Continuing "Will, Skill and Wherewithal" are indispensable for
on program operation by the target
sustainability. Without these three ingredients in adequate amounts,
beneficiaries appears to be adequate.
the best of projects will falter, and eventually fail.
The relevant authorities / stakeholders
While the future can never be foreseen accurately, explicit early
commitments are the basis for leading indicators of sustainability.
have a direct interest -- as well as an
assigned role and financial responsibility
See any Developing Member Country (DMC), Executive Agency
to provide continuing support for the
(EA), Local Government Unit (LGU), non-government organizations
program operation / situation -- after our
(NGO), Target Beneficiary community organizations, other Donor,
project output "deliverables" have been
ADB Resident Mission (RM) and/or ADB documented assertions.
completed.
Column TOTALS
E. PROJECT POLICY CHECKLIST SIGNOFF:
Prepared by:________________________ Reviewed & Approved by:__________________
Position & Organization:______________
Position & Organization:___________________
____________________________________ _________________________________________
Date:____________
Date:_____________
Document Outline
- 2a_Project_Framework_Template.pdf
- 2b_Project_Design_Logformat_Checklist.pdf
- 2c_Project_Design_Checklist.pdf