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1 A Knowledge Management Roadmap for the UNDP December 5, 2003 Senior Management Team Meeting

Jan 02, 2016

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  • A Knowledge Management Roadmap for the UNDP

    December 5, 2003Senior Management Team Meeting

  • AgendaPositions the present Knowledge Management effort and presentationContextCrafts UNDPs future stateas a world-class Knowledge Management OrganizationKM VisionSummarizes the top KMinitiatives identified and possible deployment scenariosKM InitiativesAssesses UNDPs current state from the perspective of its Knowledge Management capabilityKM Present

  • Context

    Getting UNDPs collective development knowledge to the right people, at the right time!

    UNDP has a clear mandate to become a world-class Knowledge Management (KM) Organization in the field of Development.

    Over the last 2 years, UNDP has been focusing attention and resources on the ERP project as a core system to support operational decentralization and boost staffs efficiency. Building on the ERP dividend, the KM project is now expected to become UNDPs primary focus over the next 18 months.

    Experience from other KM organizations show that the KM project will be comparable to the ERP project in terms of scope and organizational change.

    The purpose of to-days presentation is to ensure that the proposed framework of UNDPs KM Deployment Plan is directionally correct. Based upon this discussion, a detailed design/plan (Phase 0) will then be developed over the next 90 days.

  • KM Vision

    The basic tenet is that, in a fundamental shift in mindset and behaviors, we want to use knowledge management as a transformational tool to advance our mission, create powerful tools for each Country Office, and help us stay ahead of the profound changes needed to achieve the Millennium Development Goals.This implies that KM initiatives move to the forefront of UNDPs attention and investment priorities. UNDP is the trusted Development advisor of Governments. Its advices are both a body of knowledge that the UNDP generates, acquires, or re-uses and products that it provides these governments with for spurring development ideas and projects. At the end of the day, UNDPs fundamental goal is to become a world-class knowledge management (KM) organization creating the best Development products for its governmental clients. This goal implies a profound reinvention of the UNDP enterprise.

  • UNDPs KM Vision Cuts Through Binary ChoicesANDUNDP will be client-centric. Its KM agenda will incorporate a systematic analysis of questions asked and its clients demands

    UNDPs KM Delivery will focus on speed. The timely delivery of knowledge will be monitored on an ongoing basis and measured in hours and days, not weeks or months

    UNDPs Knowledge Objects (KOs) will be generated by HQ (position papers, expert advice, etc.)

    UNDPs KM Delivery will continue to be non-chargeable

    UNDP will also be product-driven. UNDPs mission is also Thought Leadership and its KM agenda will incorporate original/ thought-provoking research

    UNDPs KM Delivery will also be recognized for its quality. Branded UNDP Knowledge Objects (KO) will go through a formal editorial function. These KOs will be tagged according to where they fall in the validation cycle

    UNDP will also constantly mine the KOs generated by the field COs (best practices)

    UNDP will monitor the value assigned by its customers to its delivered KOs. It will organized its KM processes along market principles (feed-back surveys, self-assessment tools, etc.)

  • The following statements summarize our next 18 month goals:

    KM VisionPremier Source of Development Information - UNDP is acknowledged world-wide as the premier source of information for what works and what doesnt in the Development area. The value of the knowledge we make available to respond to development challenges is perceived as equal or greater than the value of our financial contribution.

    Personalized Search to a Rich Knowledge Repository- Our clients enjoy a user-friendly, highly personalized access to Development information (knowledge objects), ranging from up-to-date, first-hand reports and case studies from field experience, to position papers on key development policy issues, drawn from global knowledge, research, and leadership thinking from our world-class in-house specialists. The perceived value of our is systematically monitored.

    Professional Effectiveness and Personal Empowerment -Each UNDP staff member has his/her own Portal with fully integrated and accessible tools to search information and/or relevant subject matter experts. He/she has the ability to join dynamic communities of interest/communities of practices to share knowledge and ideas.

    A Forum for All- UNDP functions as a portal for Development Knowledge tapping all possible sources of knowledge, whether internal or external. UNDP is organized to ensure that whenever someone needs to find something out, the relevant knowledge can quickly and easily be made available from anywhere it exists.

    Knowledge Culture- All UNDP staff understand that our collective knowledge is our most critical asset. Processes are in place to collect, organize, assess, share, and deliver knowledge in a timely and systematic manner. The efficiency of these processes is systematically monitored.

  • The Knowledge-enabled Country OfficeUNDP as the e-Development Advisor of ChoiceThe KM vision is about big changes and instilling a constant focus on delivering valuable research into UNDPs everyday practicesPersonalization, multi-channel access and on-demand access to specialists are key aspects of that visionThe Internet and specific KM technologies provide the UNDP with the opportunity to create virtual communities of practice between governments, donors, the research community, and international development organizations resulting in a environment where each Country Office is the center and repository of our collective Development knowledge Web Content Mgmt. Search Engine Portals

  • KMs Current StateUNDP has already gathered components of a KM Organization:

    1. Content Management Practice Areas established Position Papers the lead-in to the menu of offerings, each presented as a one-page paper containing the main idea, which is backed up by the full depth of experience and consultations. Best Practice initiatives A few of the Knowledge Communities (Governance; NHDR) have brought members together in action learning events to share their best efforts and gain insights into what works and what doesnt. Other attempts to identify and disseminate Best Practices have been initiated by the Gender unit in BDP, TCDC, the Bratislava SURF, etc. SURFs established Base taxonomy introduced Knowledge Objects introduced in PeopleSoft (e.g., project templates) Communication/Branding effort initiated

    2. Tools & Technology Search Engine and Content Management System selected e-Documentation project launched Knowledge Management Portal launched (PeopleSoft)

    3. Staff/Process Alignment Practice Mapping established Talent Management process established Virtual Development Academy launched Practice Area established and SURF staffing completed

    4. Networks and Communities Knowledge Networks established Approximately 2/3 of all UNDP staff are subscribers Practice Communities In 1999, UNDP introduced communities of practice primarily for its own staff, in order to strengthen their substantive competencies in core thematic areas, build their collective identity as professional peer groups, and share their knowledge and best practices across regions. The concept was well received there are now dozens of networks, with eleven major ones averaging 500 members each.

    5. Overall Enabling UNDP Infrastructure UNDP-wide connectivity achieved (PeopleSoft side benefit) Learning Center established. Training policy established

  • Plotted along these five axes, UNDPs KM current state shows both progress to-date and the remaining gaps Content Mgmt. Processes andSpecific Functions (e.g., Editorial) not in place2. Tools and Technology4. Communities5. Overall UNDPInfrastructure1. Content Management3. Staff/PolicyAlignmentPracticeCommunitiesContent Mgmt. SystemLearning CenterConnectivityTo all COsBase TaxonomySURFsKnowledgeNetworks Practice AreasSearch EngineE-DocumentationPractice MappingKM Tools not operationalIncentives are not alignedHR processes not all operationalPortals, Communitiesstill in infancySpecialists Staffing

    External bleu line represents best KM organizationGreen line represents UNDPs current stateLegend:

  • KM Initiatives 33 primary KM initiatives (see the opposite page) have been identified to allow the UNDP to migrate from its current state to a world-class KM organization.

    These initiatives are at various degrees of planning and design.

  • Again, the experience from organizations that have embarked on similar endeavors suggests that KM will be a major transformation project for the UNDP, comparable in scope, complexity and change management impact to the ERP (1) . The KM project will follow the same rigorous implementation methodology.

    To be completed in March 2004, Phase 0 of this KM project is designed to detail each of the 33 initiatives listed earlier into a detailed blueprint for implementation, including specific workplans and alternative resource requirements. This blueprint will be presented to the SMT for validation.

    Phase 0 will also include a budget projection and a financing plan (including a business case for potential donors).

    As part of Phase 0, it is intended to:

    Coordinate the planning and design of existing ongoing KM projects within the UNDP- Phase 0 KM Team and Steering Committee will already be multi-disciplinary and include representatives across multiple UNDP units

    Conduct a 3-day Design Worksh

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