20 Jun Logic Model
Logic models assist in identifying the problem you need/want to solve and then conceptualizing the steps to be undertaken to solve that problem. This includes clearly setting out the inputs, the outputs, the outcomes, and the measurements for everyone to review and follow. It is sometimes referred to as a theory of change.
WHEN TO USE
HCD Process Phase: Inspiration
BABOK Knowledge Area: Strategy Analysis
PMI-BA Domain: Needs Assessment
OVERVIEW
Think of a logic model as a way to translate a business case or strategy into an accessible end-to-end visual. Such a visual allows people to view the effort across the critical elements of the work without getting bogged down in a long, repetitive brick of a document. For large projects, you can even use nested logic models to address specific pieces of work.
By going to a visual approach, you can create a one-page synopsis as an easier reference for everyone involved in the work. That is, if it is constructed with the audience in mind. People should be able to look at it and clearly understand (a) what is being done, (b) why it is being done, and (c) what the expectations are for what is being done regardless of their participation or role. How it is constructed or what it looks like is not as important as the content it relays.
Such a document can be invaluable in collapsing false hierarchies of information flow and in developing a collaborative and innovative working space. The list below provides some usage examples for reference.
BASIC STEPS
1. Identify the problem or situation
This should already be well set within the business case, if there is one. Otherwise, translate the problem or situation to be addressed into a short, directive statement. It is tempting to be verbose at this point but you want to keep focused on the core problem to be addressed.
2. Scope the key inputs
These are what it takes to launch and sustain your project. Money, resources, staff, facilities, even partnerships or sponsorships can be an input. Depending on how you work, your inputs may stay the same regardless of the project.
3. Determine outputs
Your outputs are the measurable steps taken towards achieving the overall goal. They are what people look to for signs of progress or change. They tend to be immediate and can be considered a means to an end.
The standard approach in communicating outputs is numbers. For example, 87% of the beds in the houseless shelter are filled every night. Numbers are comforting when it comes to outputs; they give people something to champion (or criticize) more easily than long narratives. Keep in mind to construct your outputs so they can be reported via quantifiable or numeric evidence.
4. Identify outcomes
This is where you can trip yourself up. Outcomes and outputs are often used synonymously and they are not. Outcomes refer to the changes in skill, knowledge, behaviour, status, etc. wanting to be achieved. It’s a change that resulted specifically because of the work completed. Outcomes are the overall end.
In terms of a business case, these may be grouped as benefits or even ROI elements. Whatever the title, an outcome is an achievement of your project, the reason (s) why you even started the project. In a way, an outcome is intangible because you can’t quantify it like an output because it requires a more longitudinal, qualitative understanding.
