Transforming teams to deliver impact
Core to the aRBM program is the belief that exceptional project management is at the heart of every successful project; only high-functioning teams can consistently deliver beneficiary impact.
The first two years of aRBM rollout have led to impressive, foundational shifts in how PMUs and regional hubs approach project management.Six out of seven PMUs have successfully integrated aRBM, making notable improvements across all five key intervention areas, as well as two thematic areas (Project Planning & Design and Organizational Infrastructure) that, though they are not directly in the scope of aRBM, are nevertheless key enablers for aRBM to thrive as an integrated approach. Projects succeeding on the “5+2” interventions and enablers are setting themselves up for improved project delivery. One project is delayed but still working towards integration. See our diagnostic criteria.
Key trends in transformation
Data
Routines
Comms
Learning
Leadership & Agency
Project Planning & Design
Organizational Infrastucture
aRBM tools are boosting data-driven decision making and delivery efficiency in LLF Projects
100% of projects (3 Early Adopters 4 Expand Cohort 1 projects) are exhibiting holistic improvements [or maintenance] to meet standards of data collection and quality for project management purposes.
Key Trends:
- Project-level data is more accurate and accessible.
- Projects are tracking priority lists of the most relevant indicators.
- Teams are using data to proactively problem solve and stay on track.
- Standardized reporting templates promote consistency and accountability.
- There is still progress to be made in data visualization and analytics tools across all projects.
Project spotlights
Swipe on a project below to see how key aRBM intervention areas are coming together to drive and amplify improved project management download the full spotlight here
The aRBM system has transformed project management within the Agro-pastoral development project in Kano by fostering a robust data-driven culture. The project aimed to enhance local food security by constructing 200 Milk Collection Centers (MCCs), each equipped to collect 14.6 million liters of milk per annum. However, the project encountered unexpected delays, and initial data reporting revealed a substantial gap between planned and actual construction progress, indicating only a fraction of MCCs were on track for completion.
To address these delays, the PMU leveraged several key aRBM tools:
3M Analysis Tool: Streamlined data tracking by narrowing an exhaustive list of over 100 indicators down to 4 priority indicators, which made it possible for the PMU to monitor the most critical aspects of the project more effectively.
Enhanced Data Reporting: Improved the rigor and frequency of data collection on construction progress; through Embed-led coaching, this evidence was used to identify the underlying cause of delays.
Using clear and actionable data, the PMU engaged stakeholders during Quarterly Progress Review (QPR) meetings, which went beyond reporting to serve as dynamic forums for problem solving and collaboration. These sessions focused on the underlying cause of delays, most notably unresolved land development issues that were impeding construction. The PMU, with support from the IsDB Regional Hub, was able to expedite resolution of land issues and refocus on critical construction needs. As a direct result of these targeted discussions and the application of aRBM strategies, the PMU managed to get the construction of 40 previously delayed MCCs back on track, eventually exceeding milk collection targets by 10% (55,000 liters of daily milk production).
Insights from evidence and QPRs also led to a strategic re-evaluation of project targets, ensuring that the planning for new MCCs was realistic and grounded in the latest project data. This proactive adjustment not only helped in catching up with the backlog but also positioned the project better for future phases, ensuring more reliable planning and implementation.
Thanks to aRBM support, I can see that roles and responsibilities are better defined and I have an idea of the results expected of me.
M. Nokouni Marcelin
Community Mobilization Expert at the Elimination of Mother-to-Child Transmission of HIV in Cameroon
The aRBM support has been instrumental for the PDEPS project, particularly in supporting us to revise and validate our project's results framework. This helped us build a robust foundation for monitoring and evaluation activities, thereby enhancing the accuracy and reliability of our data.
Mansour Sakho
Deputy M&E Specialist for the Sahel Sustainable Pastoralism Development Program in Senegal
Having an aRBM Embed within the PMU has been a success driver. The project benefitted from close and real-time support, including expert advice on programmatic bottlenecks and the introduction of user-friendly tools
Issa Zakari
OTL for the Burkina Faso's Primary Healthcare Strengthening Project
Since the project's inception, there was no support for communication and visibility. However, with the roll-out of aRBM, a new dimension has been added through the development of an LLF communications playbook, toolkit and implementation plan, as well as training and potential budget allocation from our existing LLF funds.
Nyimasata Drammeh
Communications & Community Officer of the Regional Rice Value Chain Development Project (RRVCDP) in The Gambia
Thanks to aRBM, we've established a crucial new routine with the IsDB's Regional Hub in Dakar and our executing agency, forging a connection that didn't exist prior. Our first quarterly progress review has significantly enhanced communication, boosted transparency of activities, expedited problem resolution, and clarified the assignment of responsibilities among all Key project stakeholders
Issa Diakité
Managing Director of ANASP, Executing Agency for the Conakry Sanitation Project in Guinea
[aRBM] has greatly improved our data collection processes, transitioning from a monthly to a daily data collection system. This change has allowed us to analyze truck usage data daily and, starting in February 2024, track additional metrics like waste weight, truck rotations, frequency of use, and fuel utilization. The rigorous execution of activities has notably boosted our overall project performance.
FADIGA Cheick Mohamed Sanoussy
M&E Specialist for Conakry Sanitation Project in Guinea