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Knowledge Management Strategies or Monitoring and Evaluation
DocumentsMeasuring the benefits of Knowledge Management at FSASummary: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
Sharing Knowledge: Innovations and Remaining ChallengesSummary: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
World Bank OED Reach PrecisSummary:2-page summary of the World Bank evaluation "Sharing Knowledge: Innovations and Remaining Challenges". Download:
KSWBprecis.pdf
Key Success Factors for Knowledge ManagementSummary: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:Sharing is Caring... Knowledge Sharing Strategy PaperSummary:UNFPA's Knowledge Sharing Strategy (May 2002). Download:
ks_strategy.doc
Implementing Knowledge Management at the Education Sector of the World BankSummary:A case study that examines the change that took place in the organizational culture of one particular sector of the World Bank. Download:
by_decry_or_choice.pdf
CIDA's KMS: Report on 2002-2003 and Work Plan for 2003-2004Summary: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
Results Chain and Performance Measurement Plan for CIDA's Knowledge Management InitiativeSummary: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
Action Review of Knowledge Management: Report and RecommendationsSummary:As a "historic" document, the Prusack report of 1998 lays out the KM landscape at that time and contains a number of interesting observations and suggestions. Download:CIDA KM StrategySummary:The document sets out the results expected from CIDA's Knowledge Management Initiative during the 3 year plan period (June 2002 to June 2005). The present version sets out activities for 2002-2003 and presents an analysis of risk. Download:
logic_model_&_PMF_plus_covdoc,_fin-e.doc
Knowledge Sharing, Communities of Practice, and Organizational Change at the World Bank GroupSummary:This article by Lesley Shneier, Sr Knowledge Specialist at the World Bank, chronicles the Knowledge Management initiative from its early days through 2005. Lesley was a member of the original 5-person KM team that introduced knowledge sharing to the World Bank and grew it into a world-class institution-wide program. Download:Implementing Knowledge Strategies: Lessons from international development agenciesSummary:Working Paper by Ben Ramalingham of ODI, published in April 2005. Download:
strategies.pdf
Learning from Capacity Building Practice: Adapting the ‘Most Significant Change’ (MSC) Approach to Evaluate Capacity Building Provision by CABUNGO in MalawiSummary: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
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