Elements of aElements of aModel KM FrameworkModel KM Framework

for Country Offices for Country Offices

United Nations Development Programme

Knowledge Management Workshop

UNDP Bhutan

10 - 11 August 2004

Communities ofCommunities of

Practice &Practice &

Knowledge WorkerKnowledge Worker

Model KM Framework

create

capture

share

appl

y

Knowledge assetsKnowledge assets•People

•Capacity mapping•K-products

•Documenting & Codifying•Templates

•IT

•K-Networks•CO-to-CO support

•Technology•Culture & Trust

•Incentives

Business ProcessesBusiness Processes•Learning cycle

•Handover procedures•Peer assist

•Projects/activities•Tools developed

•Monitoring•Action reflection

LearnBefore

LearnDuring

LearnAfter

After Action Review

Lessons LearnedComparative

Experiences

Determinants for KM strategy development

Time availability

Management support for cultural change

Technology infrastructure/ connectivity

Staffing

Systems and processes

Learning

Knowledge creation

Advocacy and communication

Financial resources

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People and Performance

• Make knowledge sharing and networking a core performance factor of the RCA

• Introduce incentives to promote knowledge sharing and reward “best knowledge worker”– Give attribution, recognition, credit– Introduce “Knowledge-Olympics”

• Set up multidisciplinary programme teams• Introduce mentoring and coaching• Use the “Mutual Support Initiative”• Recruit KM officer (KM, LM and M&E officer could

form core of KM unit)

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Learning• Apply the learning cycle and introduce “after action

reviews” in the programming cycle• Use joint field visits for knowledge sharing and learning• Prepare and share lessons learned• Organize ‘exit-interviews’• Use 5% learning time creatively• Make use of VDA• Organize dedicated knowledge sharing and learning

events• Deal openly with project failures as learning

opportunity• Strengthen the role of the M&E unit

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Working smarter

• Establish in-country networks• Join global expert networks• Engage knowledge networks• Introduce Peer Reviews (e.g. virtual PAC

meeting)• Review comparative experiences• Use different technologies to manage your

knowledge

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Practical issues• Capturing

– Templates to standardize– Structured hand-over procedures, incl. exit interviews

• Documentation– Organized and “cleaned” shared drives– CO intranet site– Document filing system

• Sharing– Regular PO meetings– Informal meeting possibilities– Joint field visits– Regular dedicated learning sessions– CO-to-CO support/exchange– Join/set up communities of practice– Provide and allow feedback – be constructive

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Key lessons• Leadership from the top is essential• Leader of CoP is ‘make or break’• A holistic approach to managing knowledge only

works in a non-hierarchical environment• Facilitators should have good communication

skills, but not be the “expert”• Knowledge is power, which often prevents

people from sharing it• KS is about trust• Rewarding people for KS is crucial• Start from the clients (internal and external)

and define the problem (knowledge gaps) first• Think carefully about the business case –

articulate the reasons for KS

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Further issues to consider

• Knowledge is created by human beings• It is natural for people to create and

share knowledge• Everybody is a knowledge worker• People choose to share their knowledge• Knowledge management is not about

technology• Knowledge is born in chaotic processes

that take time

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End of presentationEnd of presentation

Thank you for your attention