Results-based management: friend or foe?

Michael J. Hatton and Kent Schroeder

Development in Practice, 2007, vol. 17, issue 3, 426-432

Abstract: Results-based management (RBM) is well entrenched as a management tool for international development practice. Yet after a decade of its use, many development practitioners view RBM in a negative light, considering it to be a donor requirement that diverts time, energy, and resources away from actually doing development work. This article provides some broad reflections on RBM from a distinctive vantage point: the perspective of the project (or programme) evaluator. The article reflects on challenges associated with RBM and draws from these reflections a number of suggested strategies to improve its use. It concludes that development practitioners need to be more aggressive in implementing RBM.

Date: 2007
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DOI: 10.1080/09614520701337160

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