RBM is not just a difference in jargon or terminology as compared with PCM, but encompasses a total approach for organisational management.
Differentiating between Project Cycle Management (PCM) and Results Based Management (RBM) is quite important because of the current uptake of the last. It is very interesting to realize that although RBM is in full congruence with the PCM (and LFA) concepts, tools and techniques, it is even more emphasizing on the quality aspect of service delivery.
RBM particularly focuses on reporting and corrective action established by assessing Actual Results versus Planned Results. A regular and institutionalized Monitoring and Evaluation system will need to gather information about achievement of Results at any level in the Logical Framework Matrix (Outputs, Ourcome, Purpose & Overall Objectives).
RBM further interlinks this M&E system with regular Feedback and Adjustment system, something not well developed in the PCM approach. In fact PCM is the first step particularly to enhance programming, while RBM adds to PCM by elaborating on institutional accountability, effectiveness and efficacy.
The other interesting concept RBM introduces is the internal work planning as a management tool to facilitate the implementation of the project plan presented in the Logical Framework Matrix. It is interesting because we felt such a lacune in the LFA approach. The traditional matrix presents a plan for the ‘WHAT should be happening’, but merely ignored HOW it would be happening. For a couple of years we therefore promoted the use of a WHAT matrix aiming at End-Users, a HOW matrix aiming at intermediary organisations and a SUPPORT matrix aiming at the own organisation or Project Management.
All our courses on Project Cycle Management will accommodate and treat the RBM concepts and tools!
[hr]Price: 744 € (excl. 21% VAT)
[hr] [iphorm id=”23″ name=”RBM – Results Based Management (3 days)”]