Results Chain Summary

Inevitably, writing a literature review on the programme management in the development sector means to touch on the RBM approach. 

RBM is a spin-off to programme management, it is a results philosophy that is integral in the discussion. But honestly it is not my favourite topic, it is taking too much of my time writing about it!

I think the best way to summarise the concept of the results logic is through a diagram:

Click picture to enlarge

The image is a compilation from numerous resources:

COBO, J. R., ORTIZ, I. & MATAIX, C. 2010. International cooperation for development: Design of a competence-based model for managing programmes and projects. Project Perspectives 2010, 32, 15-19.

ICRC 2008. Programme/project management: The results-based approach. International Committee of the Red Cross.

IKA, L. A. & LYTVYNOV, V. 2009. RBM: A shift to managing development project objectives. Journal of Global Business Administration, 1, 55-76.

IKA, L. A. & LYTVYNOV, V. 2011. The “management‐per‐result” approach to international development project design. Project Management Journal

UNITED NATIONS SYSTEMS STAFF COLLEGE. 2010. Results-based management and the UNDAF results matrix. Available: http://www.slideshare.net/Ramen24/resultbased-management-and-the-undaf-matrix-for-country [Accessed 29 March 2012].

UNDP RBM Presentation

Found a site containing various presentations:

http://www.slideshare.net/undpeuropeandcis/tag/undp

Interestingly I found a presentation a bit similar to our discussion during the tutorials. It kind of links the results chain to particular documents

http://www.slideshare.net/Ramen24/resultbased-management-and-the-undaf-matrix-for-country

 Here are some slides from the presentation: 

RBM Results Chain + Risk Management

In relation to my previous post, this diagram may help clarify the difference on outputs, outcomes, impact and results:

(UNDP, 2011)

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UPDATE (30 Jan 2012 6:40PM):
A results chain spin-off  incorporating risk management:

(Cobo et al., 2010)

RBM vs MfDR...

There's a difference between RBM and MfDR...

In essence 'Management for Development Results' is RBM in action... the issue with RBM is that it can misguide to focus on the internal results, but with MfDR the focus should be more on the external results.

Same banana different name... really :|

The process is not about compliance and meeting requirements. In some ways it is similar to the difference between having RBM systems and having a culture of results orientation— while it is important to have the systems, it is more important that people understand and appreciate why they are doing the things they are doing and adopt a results-oriented approach in their general behaviour and work. (UNDP PME Handbook)

 So... how should we measure 'risk management' in practice in this context?

Results, Outputs, Outcomes and Impacts

In the UNDP context, both (1) outputs at (2) outcomes are considered as results.

Outputs emerge from processing inputs through the completion of UNDP activities; they are usually specific products or services (i.e. number of people trained, number of studies completed).

Outcomes follow outputs; they are the intended development changes that UNDP seek to support. Note however, outcomes must not be tied directly only to UNDP, as a sum of UNDP outputs does not necessarily equate to development outcomes. Involvement of different and multiple parties cannot be discounted in the contribution of outcomes. Examples of outcomes would be jobs created and incomes increased.

Impacts are improved long term conditions at national level. (i.e. health, longevity)

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UNDP (2002) Result Based Management: Concept and Methodology
Link: http://www.undp.org/evaluation/documents/RBMConceptsMethodgyjuly2002.pdf

Back to Square One

I'm now back to my original drawing board, not a total loss... in fact my soul-searching for a topic has helped me redefine my original intention.

For now (hopefully I'll stick with it) I'm looking into UNDP, Risk Management and Result Based Management (RBM) and quite possibly to some extent an application of a capability maturity model. So the new player in the picture is RBM. Here is a little insight about it, I quote from Ika and Lytvynov:

RBM as a means to of improving management effectiveness and accountability feeds back into other managerial components to enable better decision-making process.
RBM has two intended uses:

1.
internal use ‘when performance information is used in internal management processes with the aim of improving performance and achieving better results, this is often referred to as managing-for-results. Such actual use of performance information has often been a weakness of performance management in the OECD countries. Too often, government agencies have emphasized performance measurement for external reporting only, with little attention given to putting the performance information to use in internal management decision-making processes.’ (Binnendijk, 2000, p. 7).

2.
external use ‘when performance information is used for reporting to external stakeholder audiences, this is sometimes referred to as accountability-for-results. Government-wide legislation or executive orders often mandate such reporting. Moreover, such reporting can be useful in the competition for funds by convincing a sceptical public or legislature that an agency’s programs produce significant results and provide "value for money". Annual performance reports may be directed to many stakeholders, for example, to ministers, parliament, auditors or other oversight agencies, customers, and the general public.’ (ibid, p. 7).

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I realize that there are more and more abbreviations in my posts... so to keep track of them I'll post them here.


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Ika, L. A. & Lytvynov, V. (2009) “RBM: A Shift to Managing Development Project Objectives” JGBA Oct. 2009 Vol1, No. 1; 55-76. Journal of Global Business Administration, 1 (1):

RBM Website

A blog about result based management:
http://results-based-management.blogspot.com/