Σύγκριση μεθόδων

	Results-Based Management	Most Significant Change for Development
Πεδίο	Development Studies	Development Studies
Οικογένεια	Process / pipeline	Process / pipeline
Έτος προέλευσης	2002	2005
Δημιουργός	OECD-DAC; United Nations Development Group; aid-effectiveness agenda (Paris Declaration / Accra)	Rick Davies & Jess Dart
Τύπος	Management and evaluation strategy for development results	Participatory, story-based monitoring and evaluation technique
Θεμελιώδης πηγή	OECD-DAC (2002). Glossary of Key Terms in Evaluation and Results Based Management. OECD Development Assistance Committee, Paris.	Davies, R., & Dart, J. (2005). The 'Most Significant Change' (MSC) Technique: A Guide to Its Use. CARE International, Oxfam, et al.
Εναλλακτικές ονομασίες	RBM, Managing for Development Results, Managing for Results, Results Framework Approach	MSC technique, Story-based monitoring, Most significant change stories, Monitoring without indicators
Συναφείς	4	4
Σύνοψη	Results-Based Management (RBM) is a management strategy that orients all the activities, resources, and processes of an organisation or programme toward achieving and demonstrating clearly defined results, rather than merely tracking inputs delivered and activities completed. Codified in the OECD-DAC's 2002 evaluation glossary and adopted across the United Nations, the World Bank, and bilateral agencies, it embeds a results chain, performance indicators, and continuous monitoring into the full project cycle so that evidence on outcomes feeds back into decisions.	The Most Significant Change (MSC) technique is a participatory, story-based approach to monitoring and evaluating development programmes that dispenses with predefined indicators. Developed by Rick Davies and elaborated with Jess Dart in their widely used 2005 guide, it works by systematically collecting stories of significant change from those closest to a programme and then filtering and selecting the most significant of them through deliberative panels at successive levels of the organisational hierarchy. The result is a structured, dialogical account of what stakeholders themselves judge to be the most important outcomes of an intervention.