Results-Based Management provides a framework to do eight important things for project management and the management of organizational change:
RBM should therefore be useful, but it is becoming too complicated to be used effectively by many development professionals.
Results-Based Management and all change management programmes need to be made less bureaucratic and more relevant to the professionals who work for development results around the world.
This site discusses how we can make Results-Based Management a practical, user-friendly tool for change management, monitoring and evaluation systems, project planning, project monitoring, results reporting, and evaluations.
Results-Based Management planning, monitoring and evaluation frameworks can be genuinely useful to policymakers, managers and service providers.
There are six practical ways in which RBM can be useful.
There are good reasons why competent policy makers, managers and project implementers do not want to use RBM.
How an approach to RBM and change management rooted in the experience and language of line agency staff and field workers, has proved effective.
This user-friendly approach to Results-Based Management training is based on what we know about how adults learn, and what leads to organizational change. Participants apply 10 key elements of effective RBM to analysis of their own plans, reports and monitoring and evaluation.
Greg Armstrong's experience in results-based management, monitoring and training, is based in thirty years of experience working on rural development, democratic governance, public service reform, education, and environment projects throughout Asia.
Four trusted, experienced associates working in evaluation, monitoring, governance, project management, and rural development projects are:
Results-Based Management Framework
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