Advisory Practice from SNV and use of KM

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"In order to provide its partners-clients with relevant, state-of-the-art advice, it is absolutely logical that knowledge management is a key aspect of the SNV organisation." "As an organisation with some 700 professionals worldwide, each involved in networks of relevant knowledge, we are already a warehouse and broker in knowledge. But we have acknowledged in chapter 1 of this document that our performance as a knowledge-based organisation can be improved. And we have concluded that our role with regard to knowledge is changing from an expert transferring knowledge, to an expert facilitat-ing knowledge exchange and enrichment. In general, we agree that knowledge is also power. Knowledge is hardly ever neutral and always tends to serve certain interests or perceptions against others. That is not a problem but it requires our staff to be aware of that." From SNVs Advisory Practice, Emerging Lines, Connecting Peoples Capacities, 31 July 2002

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Key Success Factors for Knowledge Management

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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.

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Knowledge Sharing: Methods, Meetings and Tools

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Handbook produced by CIDA's KM Secretariat.

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Le Partage des connaissances: Méthodes, espaces et outils

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Guide produit par le Secrétariat de la gestion des connaissances de l'ACDI.

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Sharing Knowledge to Enhance Development Work – Challenges and Limits

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There are different types of knowledge and unfortunately they are often mixed up. For the management of knowledge it is imperative to differentiate and to be clear which kind of knowledge can be managed and which escapes all attempts of being managed. And maybe it is the non-manageable part that is most decisive for development work.

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The Knowledge Management Spectrum - Understanding the KM Landscape

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An interesting framework by Derek Binney to understand the different KM theories, applications and tools.

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KM links

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Links to KM resources.

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KM Glossary

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A description of general and specific KM terms.

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Comparable 5-day courses in Knowledge Management

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A comparison of groups that  provide 5-day KM training and certification, by Erik Johnson (World Bank).

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Orientaciones Bibliográficas

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Annotated bibliography of KM resources in Spanish, prepared by Sebastiao Ferreira.

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ABC of Knowledge Management

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This guide was freely extracted from the NHS National Library for Health for the“FAO as a knowledge organization” initiative at http://www.library.nhs.uk/knowledgemanagement/

Creator: NHS National Library for Health: Specialist Library Knowledge Management

Contributor: Caroline De Brún

Publication Date: July 2005

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Knowledge Management: Concept, Elements and Process

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By Ram Babu Nepal, Senior Evaluation Officer, Organization for the Prohibition of Chemical Weapons (OPCW), the text is a basic introduction to KM.

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Misra, D.C. (2007): Ten Guiding Principles for Knowledge Management in E-government,

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Knowledge management, popularly known by its acronym KM, as is known today, is only 5 to 15 years old and is a distinct contribution of the private sector where the concept of knowledge as a “competitive advantage of the firm” and “knowledge capital” hold the sway. It is only recently that knowledge management (KM) has started making entry to public sector. One of the reasons for this development has been the emergence of information and communication technologies (ICTs) in the last decade and the emergence of knowledge worker and the knowledge economy. Solow remark, made 20 years ago, that “You can see the computer age everywhere but in the productivity statistics” (Solow 1987) still survives. However, ‘There is now persuasive evidence that the information and computer technology (ICT) investment boom of the 1990’s has led to significant changes in the absolute and relative productivity performance of firms, sectors and countries’ (Hughes and Morton 2005, p-3). More specifically, e-government contributes to economic development. For example, the overall GDP growth attributable to e-government in the period 2005-2010 in the European Union has been estimated at 2% (Corsi et al. 2006, p-5). For suggesting guiding principles, the importance of e-government is described and five popular myths in knowledge management for e-government exploded, issues in knowledge management for e-government identified, the knowledge pyramid, types of knowledge places where knowledge can be kept, and dimensions of knowledge management are described followed by a stocktaking of knowledge management (KM) toolbox (De Brün 2005). Then a knowledge management cycle consisting of six phases of: 1. undertake knowledge audit, 2. create knowledge, 3. capture knowledge, 4. store knowledge, 5. use knowledge, and 6. review knowledge is developed.

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Gestión del conocimiento y la información en el sector de agua y saneamiento: Un hueso duro de roer

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"¿La GC será simplemente una forma de llevarle un seguimiento a la información que está siendo producida? ¿Será un componente esencial del desarrollo de los recursos humanos? ¿Será solamente algo que está de moda, promocionado por las empresas de consultoría, y simplemente pasarán de moda paulatinamente (Wilson, 2002)? ¿O será la implementación efectiva de una Gestión de Conocimiento sólida, una condición obligatoria para lograr el éxito de las organizaciones a medida que ellas entran en la era de la economía del conocimiento? Debido a que las respuestas a estas preguntas pueden variar de acuerdo a los diferentes expertos, ellos aclaran que vale la pena considerar la GC teniendo en cuenta sus múltiples y diversos elementos. De todos ellos, hemos tratado de plasmar los más importantes dentro de este trabajo."

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Etude sur les changements d’attitudes nécessaires à la réussite d’un projet de gestion de la connaissance dans le secteur des ONG

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L’objet de cette étude succinte est de mettre en évidence quels sont les freins les plus fréquents et de rechercher quels seraient les changements d’attitude nécessaires pour les surmonter et améliorer ainsi les chances de réussite d’un projet de gestion des connaissances dans le secteur des ONG. En s’inspirant des freins les plus couramment observés dans le secteur privé, nous avons comparé ceux-ci avec ceux qui sont susceptibles ou non d’apparaître dans l’environnement associatif du développement. Nous avons basé l’étude sur la bibliographie spécialisée dans ce domaine, mais aussi sur l’expérience pratique de trois ONG belges : Médecins Sans Frontières, Vétérinaires Sans Frontières et Handicap International. Ne s’agissant pas d’une étude exhaustive, les conclusions tirées ont une valeur indicative.

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