Editor(s)
Eade, DeborahPublication date
2007-06-01Subject
Approach and methodology
Metadata
Show full item recordJournal
Development in PracticeDocument type
Journal articleLanguage
EnglishDescription
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.<p>This article is hosted by our co-publisher Taylor & Francis.</p>Pages
7ISSN
0961-4524EISSN
1364-9213ae974a485f413a2113503eed53cd6c53
10.1080/09614520701337160