KM4DEV :: Articles :: Monitoring and Evaluation

Main Menu

Resources

Activities

Communities

Mailing Lists

Learning from Capacity Building Practice: Adapting the ‘Most Significant Change’ (MSC) Approach to Evaluate Capacity Building Provision by CABUNGO in Malawi

Summary:

This paper provides a reflection on a pilot experience of using the ‘Most Significant Change’ (MSC) methodology to evaluate the capacity building services of CABUNGO,a local capacity building support provider in Malawi. INTRAC and CABUNGO worked collaboratively to adapt and implement the MSC approach to capture the complex and often intangible change resulting from capacity building, as well as to enhance CABUNGO’s learning and performance.

Download:

Praxis_Cabungo_mostsignificantchange.pdf

Results Chain and Performance Measurement Plan for CIDA's Knowledge Management Initiative

Summary:

This document contains our KM plans for June 2002 to June 2005. The outputs focus mainly on year 2002-2003. We are presently building the new framework for year 2003-2004. For more information on this, you can look at the document called "CIDA's KMS: Report on 2002-2003 and Work Plan for 2003-2004".

Download:

logic_model_&_PMF_plus_covdoc,_fin-e.doc

CIDA's KMS: Report on 2002-2003 and Work Plan for 2003-2004

Summary:

This document has been presented to CIDA Executive Committee as the report on 2002-2003 and our new work plan for 2003-2004.

Download:

report_to_Execomm,_Sept2003.doc

Key Success Factors for Knowledge Management

Summary:

The purpose of this thesis by Kavindra Mathi is to gain a better understanding of how some factors are critical for the successful application of Knowledge Management.

Download:

World Bank OED Reach Precis

Summary:

2-page summary of the World Bank evaluation "Sharing Knowledge: Innovations and Remaining Challenges".

Download:

KSWBprecis.pdf

Sharing Knowledge: Innovations and Remaining Challenges

Summary:

In 1996, the World Bank made a commitment to develop a world-class knowledge management system and to improve and expand the sharing of development knowledge with clients and partners. This independent evaluation finds that while the initiative has allowed staff, clients, and partners to have faster and easier access to Bank knowledge, the new knowledge sharing activities have not been tightly linked to the Bank’s core lending and non-lending processes. As a result, their impact on Bank development effectiveness has been limited. Now entering the seventh year of its knowledge initiative, the Bank needs to move deliberately to embed knowledge sharing processes in its core business processes and manage its knowledge services for results.

Download:

knowledge_evaluation.pdf

Measuring the benefits of Knowledge Management at FSA

Summary:

This is a paper by Ros Jones of the Financial Services Authority in the UK government which introduces research being undertaken on evaluating KM.

Download:

measuringKM.pdf

· How do you monitor the success of the strategy? (968 reads)

You can monitor the success of a KM strategy when by measuring the following conditions:

The number of staff is increased in subscribing and actively participating in Knowledge Networks
The increase in volume of traffic in he knowledge networks
When you mention knowledge management in meetings, you don't get a queer look from the staff
The efficiency of the organization is increased
Redundancy in projects and programmes is avoided
True and working rewarding or incentives are put in place for sharing knowledge
Enough budget and time are allocated for staff training and organizational learning
Face-to-Face discussions and forums are organized for knowledge and information sharing periodically

Options :: Contribute

Books of Interest

Stealth KM: Winning Knowledge Management Strategies for the Public Sector

KM4Dev Bookmarks

Wiki Recent Changes