[Peter Bujari]

Based on the project circle Management session today, which part would you say its most important and why?

[Peter Bujari]

Thank you @Hellen, @Anifa, @Irene, @Levina, @Hilda for your discussion points. Yu have gained overall concept between the two. Just to add, you can do routine management but not necessarily strategic management. So the question is what does the word “strategic” entails in other words what magic does it bring? Scalars refer to strategic to mean identification of long-term or overall aims and interests and the means of achieving them. So if you are strategically managing, you should be able to clearly identify the results ( Outputs, Outcomes and impact) then identify strategies, inputs and activities to accomplish them. Constantly check if you are implementing what you planned at right time, making adjustments where necessary and the quality of your results etc.

With this definition and additional notes, would you rate your self ( in a scale of 1-10) the extent at which you are strategically managing your current project?

[Peter Bujari]

From what you have understood, what is the difference between Strategic Planning and Strategic management? How would you distinguish these two?

[Peter Bujari]

Thank you @Jonas, @Anifa, and @Tonny for your discussion. You will realize that for both topics there is a problem to be solved, a leader is a person who engages others to solve the problem. RBM is an approach that is used by a leader to solve the problem and produce results. Therefore, an effective leader is one who use RBM to turn the problem into results.

[Peter Bujari]

You have attended a webinar on leadership qualities for 21st Century where main speaker emphasizes that a leader is a person who engages others to solve problems. How do you relate this concept with your RBM course so far?

[Peter Bujari]

@Paul thank you for detailed response on what results are and examples of the same You have outlined well the activities, outputs, outcomes and impact. This is good and Hongera! Ahead of schedule, you may begin to define which indicators you will use to measure the results.

[Peter Bujari]

We have now finished defining levels of results; you met a colleague who decided not to attend the RBM course. He tells you there is nothing you are learning. You now want to prove to him that you have learnt something. Briefly define results and levels of results. Use your current work to show him/her example of output, outcome and impact.

[Peter Bujari]

Dear @Annifa. Thank you for sharing your results. Very impressive. Could you be brief? State exactly what you understand by result and state the results. In your description for example, the change is 25 youth graduating to adult clinic. Ensure the change is measurable or describable. All the best

[Peter Bujari]

Thanks @Winnie for sharing your result. So in your case the result is that the bond within family members increased and they know the vision of their children. In other words family cohesion or quality of life improved. This is both quantitative ( 3 families) and describable improving family relationship. Hongera

[Peter Bujari]

Hallow @Hellen. Thank you for sharing your result. I agree with you the booklet helped youth to transition to adult clinic. That is a result. Hongera sana. Anticipated future result don’t necessarily have to be on project, may be about yourself abilities, capacity etc. Remember a result is a change that can be measurable or describable. All the best

[Peter Bujari]

You have defined what a result is, in your own current work please define what a result is, give example of a result you have achieved or you anticipate to achieve in near future.

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