विधियों की तुलना करें

	Results-Based Management	Theory-Based Impact Evaluation
क्षेत्र	Development Studies	Development Studies
परिवार	Process / pipeline	Process / pipeline
उद्भव वर्ष	2002	2009
प्रवर्तक	OECD-DAC; United Nations Development Group; aid-effectiveness agenda (Paris Declaration / Accra)	Carol Weiss; Howard White (3ie)
प्रकार	Management and evaluation strategy for development results	Evaluation approach / framework
मौलिक स्रोत	OECD-DAC (2002). Glossary of Key Terms in Evaluation and Results Based Management. OECD Development Assistance Committee, Paris.	White, H. (2009). Theory-Based Impact Evaluation: Principles and Practice. Journal of Development Effectiveness, 1(3), 271–284.
उपनाम	RBM, Managing for Development Results, Managing for Results, Results Framework Approach	Theory of Change Evaluation, Contribution Analysis, Theory-Driven Evaluation, Causal-Chain Impact Evaluation
संबंधित	4	4
सारांश	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.	Theory-based impact evaluation evaluates a programme by first making explicit the theory of change — the causal chain of assumptions and mechanisms through which inputs are expected to produce outcomes and impacts — and then gathering evidence to test whether each link in that chain holds. Rather than treating the programme as a black box and estimating only the net effect, it asks not just whether a programme worked but why, for whom, and under what conditions. Articulated by Carol Weiss and brought into development practice by Howard White and 3ie, it complements, rather than competes with, counterfactual designs.