This document examines results-based management (RBM), a tool widely used in development cooperation since the early 1990s. RBM aims to enhance organizational learning and improve accountability. The analysis compares RBM systems in the Canadian International Development Agency (CIDA) and German agency GTZ. Specifically, it analyzes RBM procedures for monitoring and evaluation, which are related to learning and empowering development partners. The case study also looks at one project from each agency in Mozambique to show how RBM supports learning and local ownership. The goal is to explore how the agencies' mandates and structures influence their interpretation and application of RBM.