"Outcome Mapping was developed 20 years ago by the International Development Research Centre and for many in the development sector it has become a staple in planning, monitoring and evaluation toolkits. Countless organisations across the world have applied and adapted Outcome Mapping for their own
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projects and programmes, tailored to their needs and contexts. Every now and then we hear about these applications and, as a community of practitioners, we get to learn from them and improve our own understanding and practice. AGIAMONDO is one such organisation, and Managing Outcomes is its generous contribution to our community, building on over ten years of experience with Outcome Mapping. AGIAMONDO have taken the tools and principles of Outcome Mapping and adapted them to their institutional context, using the elements that work best for them, and offering a number of different tools to complement the original OM tools. While AGIAMONDO have developed this approach for their own projects and those of their partner organisations, Managing Outcomes offers an opportunity for learning and discussion for the Outcome Mapping Learning Community. In particular, Managing Outcomes includes a section on situation analysis which helps lay a clear foundation for project planning and it provides a detailed guide for monitoring, reflection and self-evaluation. Through these additions, AGIAMONDO has distilled many practices and innovations in planning, monitoring and evaluation that have arisen since OM was first developed [...]" (Foreword, page iv)
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"The relationships between water, sanitation, and hygiene (WASH) actors are critical for improving and sustaining WASH services. Social network analysis (SNA) is a powerful tool for studying social systems that focuses attention on the complex relationships among actors in a system. Specifically, it
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shows the relationships among actors, who can be individuals or organizations. It can increase the understanding of the structural characteristics of a network, such as who the central actors in a network are, how tightly interconnected or fragmented the network is, and what subgroups or clusters exist. This information can highlight strengths and weaknesses in communication, the flow of resources, power structures, and the overall functioning of the network. As part of an overall systems approach to WASH, the United States Agency for International Development’s Sustainable WASH Systems (SWS) Learning Partnership is applying SNA across a range of activities in Ethiopia, Kenya, Uganda, and Cambodia, with 12 of 19 planned applications completed to date. This learning brief summarizes SWS’s application and use of SNA." (Page 1)
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"Managing Outcomes is its generous contribution to our community, building on over ten years of experience with Outcome Mapping (OM). AGEH have taken the tools and principles of Outcome Mapping and adapted them to their institutional context, using the elements that work best for them, and offering
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a number of different tools to complement the original OM tools. While AGEH have developed this approach for their own projects and those of their partner organisations, Managing Outcomes offers an opportunity for learning and discussion for the Outcome Mapping Learning Community. In particular, Managing Outcomes includes a section on situation analysis which helps lay a clear foundation for project planning and it provides a detailed guide for monitoring, reflection and self-evaluation. Through these additions, AGEH has distilled many practices and innovations in planning, monitoring and evaluation that have arisen since Outcome Mapping was first developed." (Foreword, page iv)
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"Engagement of key stakeholder groups in operations financed by the Asian Development Bank (ADB) promotes good governance, transparency, innovation, responsiveness, and development effectiveness. Effective engagement of stakeholder groups, including civil society, project beneficiaries, and project-
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affected people, requires the understanding and effective use of participatory tools throughout the project cycle. However, while one participatory tool may work well in one context, it may not be appropriate in another. This series of explainers provides a range of tools from which practitioners can pick and choose, according to different phases of the ADB project cycle, context, and available time/resources. Some tools may be specific to particular phases in the ADB project cycle, such as monitoring and evaluation tools, while others may be used throughout the project cycle, such as participatory assessment tools." (Stakeholder analysis, page 16)
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"Design thinking is neither rocket science nor a panacea. But it can surely help us re-image an alternative world, and to tell a different story about life. We need to break out of our own work habits and project cycles and just start doing things differently." (Page 10)
"By stepping back and questioning the current mindset, the faults of the status quo stand out in stark relief--and this guide gives you the tools and frameworks you need to kick off a digital transformation. Design Thinking is about approaching things differently with a strong user orientation and f
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ast iterations with multidisciplinary teams to solve wicked problems. It is equally applicable to (re-)design products, services, processes, business models, and ecosystems. It inspires radical innovation as a matter of course, and ignites capabilities beyond mere potential. Unmatched as a source of competitive advantage, Design Thinking is the driving force behind those who will lead industries through transformations and evolutions. This book describes how Design Thinking is applied across a variety of industries, enriched with other proven approaches as well as the necessary tools, and the knowledge to use them effectively. Packed with solutions for common challenges including digital transformation, this practical, highly visual discussion shows you how Design Thinking fits into agile methods within management, innovation, and startups." (Publisher description)
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"To understand the changes brought about by a project or programme it is first necessary to understand what the original situation was. This is known as the baseline. Baselines can range from simple data collection exercises through to large, expensive surveys. They are an important part of many M&E
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systems. Baselines are normally carried out at or near to the start of a project or programme." (Introduction)
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"With more than 500 new apps entering the market every day, what does it take to build a successful digital product? You can greatly reduce your risk of failure with design sprints, a process that enables your team to prototype and test a digital product idea within a week. This practical guide show
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s you exactly what a design sprint involves and how you can incorporate the process into your organization. Design sprints not only let you test digital product ideas before you pour too many resources into a project, they also help everyone get on board — whether they're team members, decision makers, or potential users. You'll know within days whether a particular product idea is worth pursuing." (Publisher description)
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"The Social Impact Navigator provides an accessible introduction to the issue of impact orientation. We want to show you how with simple steps, you can plan and implement your project in an impact-oriented way and analyze your results. We present instruments suitable for everyday use that will give
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you practical help in integrating an impact orientation into your project work, and support you as you address the issue of impact orientation inside your organization. Above all, we want to motivate you to engage with the issue yourself. Who is the target audience? This publication is directed toward non-profit and other civil society organizations, and their projects and programs that have as yet had only limited experience with the issues of impact orientation and social impact analysis. We want to show that by taking simple, small steps, even organizations with limited resources for monitoring and evaluation can review the effectiveness of their work and learn from these results." (About the guide, page 9)
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"The message matrix facilitates local stakeholder groups and community members to take an active, empowered role in content development for an educational communication programme. The method enables active participation of target audiences and stakeholder groups in the identification, analysis and r
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esolution of problems affecting the community. Use of the matrix underscores the significance of proactively and vigorously involving all stakeholders and leveraging their wealth of knowledge and experience. The message matrix helps to ensure that key messages of the programme — its core learning objectives — originate from people themselves rather than from outside experts or policy makers. Likewise, it helps to ensure that communication programmes are developed within proper cultural frameworks and in ways that engage stakeholders throughout and across the process of programme design, from setting overall objectives to framing key messages. The use of the matrix — for example, in a programme design workshop — anchors a participatory and consultative process that addresses existing and desired knowledge, attitudes and practices. The matrix helps to identify, analyse and classify audience behaviour, making it easier to provide relevant, well-defined and practicable solutions in the form of positive behaviours and demonstrable benefits that will motivate listeners to take action." (Pages 99-100)
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"A Guide to Assessing Needs offers a much broader perspective than many texts on project management or evaluation. It presents needs assessment within a results framework that applies to international development projects equally as well as to a variety of other contexts. An exceptionally wide range
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of data collection and decision-making tools are presented, along with descriptions of the purpose and rationale for each tool, its strengths and weaknesses, the process through which it is implemented, and tips for success. The book is a user-friendly reference manual, offering information for selecting among the diverse approaches to achieve results. The authors bring together tools and techniques from diverse disciplines so that even experienced professionals are likely to find many new approaches for collecting information and guiding decisions." (Back cover)
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"Design is an iterative process and design thinking is present in each stage of the journey from client brief to finished work. Different solutions can be produced for any given brief and these can differ widely in levels of creativity, practicality and budget. This book aims to present an overview
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of the design thinking involved at each stage of the design process: the methods used by designers to generate and refine creative ideas, the key considerations that help shape them and the feedback and review elements that allow design teams to learn from each job and contribute to future commissions. Through detailed studies of contemporary work and analysis of the basic theories, we examine how a designer can generate and resolve ideas to produce creative solutions that best meet the stated aims of a brief." (Introduction)
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"This 2009 version of the ‘Handbook on Planning, Monitoring and Evaluating for Development Results’ aims to support UNDP in becoming more results-oriented and to improve its focus on development changes and real improvements in people’s lives. It replaces and updates the previous Handbook from
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2002. It was a breakthrough in driving the effective application of the results-based management approach in programming and performance management. The Handbook recognizes that planning, monitoring and evaluation require a focus on nationally owned development priorities and results, and should reflect the guiding principles of national ownership, capacity development and human development. Globally, there has been a significant shift away from the project approach in favour of programme and national approaches." (Preface, page III)
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"This guide outlines a step-by-step process for developing program logic in the context of Natural Resource Management (NRM). The guide is aimed at those who are developing a program logic for the first time and may also be helpful to other users in a range of contexts. Developing a program logic is
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about establishing a framework for methodically exploring and defining the parameters of a project. Because it serves as a roadmap for a project, a program logic helps to give participants greater confidence that their efforts will be comprehensive and effective. In this guide, the term ‘program’ covers all levels of intervention, whether through a project, program, strategy or activity, as well as program design and evaluation. Through a series of exercises, templates and checklists, this guide outlines the key steps in developing a program logic." (Introduction)
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"The first seven chapters in Talking theWalk look in detail at the realities of communicating in partnership. As well as narrative, each chapter contains a number of boxes and tables giving examples or “Practitioner Tips”. Near the start of chapter 7 (pages 58-59), you will find a diagram outlin
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ing the communication aspects of the Partnering Cycle. Chapter 8 comprises nine tools that you can use or adapt for your own purposes. Since the manual is about communication, we invited as many contributors as possible to participate in this project, to demonstrate the collaboration that we saw as a vital ingredient of partnering communication. Woven throughout the manual are think pieces that some of these contributors have written. In addition, chapter 9 contains communication stories and communication case studies reflecting the experience of a range of practitioners in the field." (Page 1)
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