UNDP Timor-Leste Knowledge Management Strategy

1
UNDP Timor-Leste Knowledge Management Strategy
KM Strategy Task Force
July 2004
2
Agenda

• UNDP Knowledge Management Task Force
• What is Knowledge Management?
• UNDP Knowledge Management Roadmap
• Knowledge Management Initiatives to date
• Strategy Implementation at Timor-Leste Country
  Office

3
Timor-Leste Knowledge Management Strategy
Taskforce
Haoliang Xu
Steve Glovinsky

• Overall guidance

HQ KM team
Cory Brandt
TASK FORCE

• Strategy formulation
• Coordination with
• HQ KM team
• Coordination with
• relevant units of
• UNDP TL
• Reporting to TL
• management
• Management of
• strategy implementation

• Policy support
• CO best practice information
• Validation of TL CO strategy
• Coordination with existing or emerging policies

Toshi Nakamura
Keat Goh

• Intranet/Internet development, if required

• Provide input
• Implementation

Source KM Taskforce
4
Scope of the Taskforce
3. Between UNDP and external
entities
UNDP Corporate Intranet
External entities
2. Between TL CO, and other COs and HQ
1. Within TL CO
Source KM Task Force
5
Workplan
1 June
7 June
23 June
20 July
31 August
CO KM Strategy development
Preparation and Corporate KM info sharing
Validation Revision
Implementation
Source KM Task Force
6
Agenda

• UNDP Knowledge Management Task Force
• What is Knowledge Management?
• UNDP Knowledge Management Roadmap
• Knowledge Management Initiatives to date
• Strategy Implementation at Timor-Leste Country
  Office

7
What is Knowledge Management?

• Sharing an organizations best ideas and
  practices through four processes...

Source Adapted from A Note on Knowledge
Management, Harvard Business School, 1997
8
What is Knowledge Management? (contd)

• ... and supporting these processes through
  appropriate structural elements.

Source Adapted from A Note on Knowledge
Management, Harvard Business School, 1997
9
Benefits of Knowledge Management

• "An organization's ability to learn
  and translate that learning into action rapidly
  is the ultimate competitive advantage."
• 
  -- Jack Welch,
  CEO of General Electric
• Companies need ... to respond
  quickly to emergencies and opportunities, to
  quickly get valuable information to the people in
  the company who need it, the ability to quickly
  make decisions and interact with customers.
• 
  -- Bill Gates, CEO and
  Founder of Microsoft

• Increase productivity
• no need to reinvent the wheel
• share lessons learned and ideas for greater
  impact and innovation
• Streamline processes to increase efficiency, and
  reduce response and execution time
• better able to compete for projects and funding
• generate additional revenues by increasing output
  per employee
• Stronger partnerships and community
• sharing knowledge enhances relationships within
  the organization, and with clients and donors
• Incentive for excellence
• employee satisfaction from being able to showcase
  and share ideas, lessons and results from
  projects with entire organization
• greater visibility allows management able to
  reward employees

10
Knowledge Management at Development Agencies
Development agencies acknowledge that Knowledge
Management involves a change in mindset and
culture supported by appropriate technology.

• DFID
• Emphasizing Knowledge Management as part of the
  way of working, not just an additional activity
• Knowledge Management is considered a management
  issue, not only a technical issue
• ADB
• Knowledge Management is part of reorganization
  plan
• Aims to coordinate knowledge building and sharing
  among regional departments, Regional Economic
  Monitoring Unit and ADB Institute
• Organization-wide Knowledge Management Committee
  chaired by the President
• USAID
• Established website, http//knowledge.usaid.gov/,
  as public knowledge resource
• Organizes annual Knowledge Fair featuring
  exhibits, and keynote presentations and panels
  featuring agency executives, industry leaders,
  USAID staff and partners

11
Types of Knowledge Organizations
UNDP has decided to adopt the Professional
Services Model, which emphasizes leveraging
lessons learned and replicating successes.

• Syndicated Content Model
• Offers access to research by experts
• Generates revenues through member subscriptions
  and sale of research
• Gartner, Forrester, HBS Publishing, Giga
• Professional Services Model
• Primarily provides internal users with codified
  best practices to improve products and processes
• Accenture, Cap Gemini Ernst Young, McKinsey
• Knowledge-Sharing Model
• Provides internal and external users with virtual
  access to libraries, documented knowledge.
• Focus is not on generating new knowledge
• World Bank

Source Knowledge Management Roadmap, UNDP,
April 2004
12
Professional Services Model at McKinsey
McKinseys Professional Services Model
incorporates the structural elements necessary to
support knowledge management processes.
Knowledge management
Knowledge Building Sharing
Staff Development
IT Use Support
Corporate Strategy
Source Former McKinsey consultants
13
McKinsey Engagements Knowledge Management in
Action
Source Former McKinsey consultants
14
UNDP vs. McKinsey Key Differences
Unlike McKinsey, UNDP also has to manage
operations- and implementation-related knowledge.
Implementation 10
Implementation / Monitoring 60
Advisory 40
Advisory 10
Timor-Leste case
Source Former McKinsey consultants
15
Agenda

• UNDP Knowledge Management Task Force
• What is Knowledge Management?
• UNDP Knowledge Management Roadmap
• Knowledge Management Initiatives to date
• Strategy Implementation at Timor-Leste Country
  Office

16
Knowledge Management Goals
UNDP aims to address six key areas within 18
months.

• Leverage global development and operational
  experiences more effectively to win business and
  provide quality advice in areas critical to
  development
• Maintain consistently high professional standards
  for project design and management
  organization-wide
• Attract, retain and ensure the continued
  professional growth of top-notch problem-solvers,
  thinkers and practitioners
• Identify, convene and deploy the best possible
  teams for specific assignments, tasks and
  projects
• Tap the full potential of the virtual networks
  and other existing collaborative tools
• Provide timely and thorough reporting on
  development impact and results

Source Knowledge Management Roadmap, UNDP,
April 2004
17
KM Goals Implementation Principles
KM implementation will be built around principles
designed to provide both guidance and
accountability.

• Professional services business model
• Primary clients for KM efforts are UNDP staff,
  followed only by external clients and partners
• Focus on knowledge tools and services that
  improve business processes and are in demand by
  front-line staff
• New processes should promote team work and
  cross-functional collaboration
• Roll-out based on regional pilots to ensure that
  field-oriented solutions
• Leverage successful e-communities and other
  on-going KM initiatives
• Take advantage of KM experiences and lessons
  learned from other organizations
• Well-defined, explicit set of performance
  indicators

Source Knowledge Management Roadmap, UNDP,
April 2004
18
KM Goals Phased Implementation

• Level 1 Knowledge-enabled processes
  (gradual approach)
• Goal
• Enhance current business processes by mastering
  basic knowledge management tools and levers

• Target group
• Solely UNDP Staff

Source Knowledge Management Roadmap, UNDP,
April 2004
19
Key Recommendations from Roadmap
Source Knowledge Management Roadmap, UNDP,
April 2004
20
Key Recommendations from Roadmap (contd)
Source Knowledge management roadmap, UNDP, 2004
21
Agenda

• UNDP Knowledge Management Task Force
• What is Knowledge Management?
• UNDP Knowledge Management Roadmap
• Knowledge Management Initiatives to date
• Strategy Implementation at Timor-Leste Country
  Office

22
Current State of KM at UNDP
Mid- to late-completion / Completed
In early process / To be initiated
23
Key Initiatives Regional Centres
Source SURF websites
24
Key Initiatives Regional Centres (contd)
Source SURF websites
25
Key Initiatives Bangkok Regional Centre

• Policy technical advisory services and Practice
  development
• Provide policy and technical advisory support in
  Practices and Cross-Practice areas
• Develop Practice areas through analysis, planning
  and agenda setting
• Facilitate development of region-specific
  communities of practice
• Knowledge management
• Demystify KM and improving KM capabilities in
  COs and the region
• Support development of services, products and
  tools
• Manage and codify content
• Learning
• Improve CO staff capacities and skills in
  relation to policy advisory services, knowledge
  management and the practices implementation
• Outreach
• Support and increase networking and advocacy
  efforts as a regional coordinating hub for
  knowledge
• Strengthen links with regard to knowledge
  management with other development organizations,
  including UN agencies, CSOs and private sector
  partners in the region

26
Key Initiatives Practice Areas Knowledge
Networks

• Practice Areas
• 5 primary service lines, or Development
  Practices
• Poverty Reduction Crisis Prevention
  Recovery HIV/AIDS
• Democratic Governance Energy
  Environment
• 1 Functional Practice
• Management
• Practice Knowledge Networks
• Practice Networks
• Communities of Practice create a peer
  group and forum for knowledge sharing
• Over 2,500 UNDP staff involved
• Knowledge Networks
• Complement Practice Networks in
  cross-thematic or sub-practice areas
• Gender Equality, Microfinance, ICTD,
  Evaluation, Human Rights, etc.

27
Key Initiatives Practice Areas Knowledge
Networks (contd)

• Practice Membership
• All UNDP staff expected to eventually
  join one or several of the six Practice Areas
• Practice Areas supported and managed by
  Practice Champions, Leaders and Managers
• Practice Notes
• Short and concise documents on
  UNDP-wide position on development topics
• Practice Experience Maps
• CO-level initiative to index staff
  capacities (novice, standard, or resource person)
• Instrumental in building Communities of
  Practice
• Practice Pass
• Security Pass to Practices
• Accreditation process determined by COs
  or Regional Bureaux
• 4 different levels of Passes
• Community Member
• Practitioner
• Developer
• Expert

Source Practice Implementation Toolkit
28
Key Initiatives Practice Areas and Knowledge
Networks (contd)
CONSOLIDATED REPLY 06/09/02

• Consider
• publication of gender disaggregated data on
  poverty significant sectors
• public spending on social risk mitigation and
  vulnerability reduction programmes

• Consider
• education

• Consider
• salary gaps

QUERY Selection of Gender Equity Goals for
Poverty Reduction Strategy? 01/09/02

• Consider
• proportion of women in technical positions
• proportion of administrative and managerial
  positions held by women
• percentage of parliamentarians and ministers who
  are women
• trade union membership by women
• number of social and professional organizations
  headed by women
• level of gender desegregation of public data and
  information.

• Consider
• land tenure and ownership
• access to credit services
• access to health services

Source Learning from Practitioners
Knowledge-Sharing in a Practice-Driven
Organization, UNDP Learning Manager Workshop, May
2003
29
Key Initiatives Streamline KM Resources

• Intranet
• Knowledge Connection
• UNDP Portal
• COs
• Public sites
• UNDP Publications
• SURFs (e.g. ECIS)
• COs

30
KM implementation at COs

• UNCT Initiatives
• Knowledge Management Partnership project in India
  envisions an in-country network linking the UNCT
  with federal, state, and local governments, and
  NGOs
• Vietnam UNCT involved in formulating UN-wide
  Simplification and Harmonization initiative
• Learning Managers
• 128 COs with Learning Managers
• Only one CO, Mozambique, with dedicated Learning
  Manager
• Other Learning Managers have diverse full-time
  positions as Programme Officer,
• Economist, IT Analyst, HR Managers and
  Procurement Associate
• Practice Networks/Communities of Practice (CoPs)
• Practice Experience Mapping and Practice Passes
  requires significant time
• Strong commitment from Deputy Resident
  Representative and Learning/Knowledge Manager
  needed to push change
• Project documentation
• Most COs provide documents through country
  websites, but documents not clearly organized by
  Practice Area
• Albania CO has taken the initiative in
  coordinating knowledge resources within the
  Practice Structure
• created CoPs prioritized by CO needs
• documents, experts, new releases, project
  details, etc. available through ECIS SURF

Source JPO document, CO websites, UNDP Bulletin
31
KM at the Nepal CO
Source Knowledge Management from a Country
Office Perspective - Lessons from Nepal
32
KM at the Nepal CO (contd)
Source Knowledge Management from a Country
Office Perspective - Lessons from Nepal
33
Agenda

• UNDP Knowledge Management Task Force
• What is Knowledge Management?
• UNDP Knowledge Management Roadmap
• Knowledge Management Initiatives to date
• Strategy Implementation at Timor-Leste Country
  Office
• Office-wide Recommendations
• Function-specific Recommendations

34
CO KM Strategy
The three pillars of good knowledge management
practices need to be strengthened at both the
office-wide and the function-specific levels.
Office-wide
Function-specific
35
CO KM Strategy Prioritize internal needs

• Identify KM implementation needs
• Office-wide
• Function-specific
• Programme
• Operations
• Resident Coordinator Support
• Other Functions (e.g. Donor Relations, Media
  Public Information)
• Select initiatives based on
• the greatest need and room for improvement
• the most potential to contribute to knowledge
  base and institutional memory
• Prioritize implementation by the needs of
• CO
• Regional Centre
• HQ

36
Agenda

• UNDP Knowledge Management Task Force
• What is Knowledge Management?
• UNDP Knowledge Management Roadmap
• Knowledge Management Initiatives to date
• Strategy Implementation at Timor-Leste Country
  Office
• Office-wide Recommendations
• Function-specific Recommendations

37
Office-Wide KM Implementation at Timor-Leste CO
38
Establishing a Physical Library
The physical library will ensure that UNDP and
other publications are centralized so that all
staff have access to relevant material.

• Existing documents to be collected from office
  personnel
• UNDP CO publications
• UNDP-wide publications
• Publications from other UN agencies
• Key programming documents shared globally
• Magazines, e.g. Economist, Newsweek, etc.
• Catalogue system depends on library size
• Simple Excel spreadsheet if under 500 documents
• UNESCOs free CDS/ISIS library management
  software for larger collections
• Other issues
• Physical space
• Monitoring/Sign-out system
• Part-time librarian as part of KM unit
• Development strategy
• Targeting Practice Areas where more publications
  are required
• Integrating materials in Learning Sessions

39
Handover Polices
Comprehensive handover policies are needed to
compensate for the combination of high staff
turnover and long 2- to 3-year project horizons.

• Officer and advisor overlap period of 1 to 2
  weeks
• Induction of new officers to UNDP-wide and CO
  resources and system
• Training on KM tools
• Filing system
• Documentation formats
• Project handover
• Project handover notes
• Introduction to team members and counterparts
• Sanitization of project folders
• Exit interviews for departing officers and
  advisors to capture lessons learned

40
Training on KM Tools
Within CO Corporate Resources Other UN agencies and organizations
Key personnel and their respective areas of expertise Country Intranet Electronic library Physical library Regional Centres UNDP Portal Practice documents Operations policies Outreach, UN system, etc. Knowledge Connection Practice and Knowledge Networks Expert Rosters Readings Other CO websites Training workshops and conferences UN Country Team/ Resident Coordinator System Other UN agencies Donor agencies Academic institutions Research foundations For-profit research resources (e.g. EIU)
41
Senior Management Emphasis on KM

• Senior management must actively support cultural
  change because KM produces benefits mostly in the
  long-term while representing a net demand on
  staff time in the short term.

• Communicating the importance of KM to CO
  performance
• Competition for funds driving need for superior
  work produced within shorter project cycles
• Better long-term balance between substantive
  versus transactional tasks
• Balanced Scorecard
• Creating incentives
• Potential KM criteria in RCA evaluation process
• Contribution to Practice and Knowledge Networks
• Production of Lessons Learned and other
  documents that contribute to UNDP knowledge base
• Leadership in office learning activities, e.g.
  conducting Learning Sessions and workshops
• Achievement in UNDP-wide initiatives, e.g.
  Practice Passes, Knowledge Olympics
• Opportunities to travel and attend workshops to
  present ideas and gain recognition
• Monitoring and measuring system
• Pre-requisite for effectively using KM criteria
  in evaluation process
• Duty of KM Unit

42
Knowledge Management Unit
SRSG/RC/ Resident Representative
UNV Support
RC Support
Strategic Planning, Evaluation KM
Media Public Information
Country Director
43
Monitoring KM Activity through IT
Additional IT investment is likely to be minimal
as the CO can rely on either existing
capabilities or support at the Regional or HQ
level.

• Support KM unit and Senior Management in creating
  effective incentive systems
• Gauge and analyze demand in knowledge objects
  produced by CO
• Track number of hits and downloads
• Potential medium for collecting data on users
• Potential medium for receiving feedback

44
Coordination and Support of UNDP-wide efforts
The TL CO will help ensure efforts at all levels
are coordinated and set clear goals on supporting
regional and corporate KM initiatives.

• Clarify procedures for sharing knowledge objects
• Consider approaches on where to share documents
  externally
• Classify documents to be shared externally and
  share the different types at the CO website,
  Regional Centre and corporate portal, OR
• Consolidate all document-sharing at the Regional
  or Corporate level (preferred solution)
• Establish protocol for submitting and editing
  documents
• Monitor and set unambiguous numerical targets for
  staff participation in UNDP-wide initiatives
• Frequency of participation in Practice and
  Knowledge Networks
• Number of staff at each level of the Practice
  Pass system
• Representation in Communities of Practice
• Advocacy of staff expertise through Practice
  Mapping

45
Agenda

• UNDP Knowledge Management Task Force
• What is Knowledge Management?
• UNDP Knowledge Management Roadmap
• Knowledge Management Initiatives to date
• Strategy Implementation at Timor-Leste Country
  Office
• Office-wide Recommendations
• Function-specific Recommendations

46
Programme KM Implementation
47
Programme Establishing an electronic library
The electronic library will contain documents on
Country Planning Strategy in addition to key
project documents organized by Practice Area.
General

• Country Planning Strategy
• Administrators Note
• Country Programme Outline
• Country Cooperation Framework
• Strategic Results Framework
• Multi-Year Funding Framework
• Results-Oriented Annual Report
• Outcome Evaluation
• Poverty Reduction
• Democratic Governance
• Energy Environment
• Crisis Prevention Recovery
• HIV/AIDS

Practice Areas
48
Programme Establishing an electronic library
(contd)

• Document Selection and
• Organization Criteria
• Is this document crucial to the understanding of
  the purpose and outcome of the project?
• Can you understand what happened in the project,
  and why, by reading these documents?
• Can this document save time for personnel
  undertaking a similar project?
• Can this document contribute important lessons to
  UNDPs store of knowledge?
• Are these documents intuitively organized and in
  line with UNDP taxonomy?

49
Programme Establishing an electronic library
(contd)
Formulation, Appraisal Approval
Implementation
Monitoring, Evaluation Audit
ProjectPhase

• Inception Report
• Field Visit and Progress Reports
• Donor report (narrative/ financial)
• Workshop Reports
• Presentations
• Annual Progress Reports
• Project Publications
• Project Brochure
• Project brief/update
• Steering Committee and Donor Meeting Minutes
• Correspondence, memos
• ToRs for project staff positions
• Financial and equipment records

• Monitoring Evaluation ToR
• Monitoring Evaluation Report
• Audit reports
• Final report
• Lessons Learned

• Concept Paper
• Mission report
• Formulation mission ToR
• Project document
• LPAC/BPAC Minutes
• Cost-Sharing and Partnership Agreements

Documents produced
Other

• Miscellaneous documents (e.g. research articles)
  that enhance understanding of the project.

50
Programme Adapting templates
Standardized documents create a professional
appearance, save staff time, and ensure easier
identification and use.

• Minimum standards
• Externally Shared Reports
• Uniform front and back covers
• Summary matrices mapping actual outcomes with
  intended outcomes
• Internal Reports
• Standardized formats containing key information
  (project code, date, drafting officer, summaries)
  
• Presentations
• Title page with dates, logos and uniform
  appearance
• Content with standard font, bullets, slide
  titles, etc.
• Advanced suggestions
• Charts, tables and diagrams to illustrate ideas
  and break up long documents
• Photographs to create greater identification and
  impact
• Editing to simplify language and improve flow of
  documents

51
Programme Adapting templates (contd)
Formulation, Appraisal Approval
Implementation
Monitoring, Evaluation Audit
ProjectPhase

• Inception Report
• Field Visit and Progress Reports
• Donor report (narrative/ financial) and
  presentations
• Workshop Reports
• Presentations
• Annual Progress Reports
• Project Publications
• Project Brochure
• Project brief/update
• Steering Committee and Donor Meeting Minutes
• Correspondence, memos
• ToRs for project staff positions
• Financial and equipment records

• Monitoring Evaluation ToR
• Monitoring Evaluation Report
• Audit reports
• Final report
• Lessons Learned

• Concept Paper
• Formulation mission ToR
• Mission report
• Project document
• LPAC/BPAC Minutes
• Cost-Sharing and Partnership Agreements

Documents produced
UNDP-wide template already available
52
Programme Codifying Lessons Learned
53
Programme Policies on Use of Shared Drive

• The shared drive is the depository for electronic
  knowledge and should be organized according to
  uniform conventions to allow easy navigation.

• Easier to relate to other documents
• Easier to detect latest revision
• Easier to locate if file is misplaced
• Easier to identify crucial documents
• Easier to reduce clutter by deleting files that
  are no longer needed

Examples from current system Suggested Improvement1
Budget (final) ? Budget Prodoc 00012345
Budget draft ? Budget 04-25-03
Budget final revision ? Budget 06-14-03
Jakarta Report ? Final Report 00012345 10-30-04
Training Report revised ? Report Training Module 05-20-01
John donor draft ? Donor Report CIDA 11-19-03
John donor final ? Donor Report CIDA 12-31-03
Actas de Reunião 2 feb ? Minutes PSC 02-02-03 (Pt)
Minutes 12 feb ? Minutes PSC 02-12-04
July 17 briefing minutes ? Minutes Joint Donor briefing 07-17-04
1 Further discussion required to develop a
comprehensive list of documents and corresponding
names.
54
Programming Policies on Use of Shared Drive
(contd)
Example from current system
Suggested Improvement
...
...
...
...
...

• 3 projects stored in 3 separate folders
• folder organization uniform across projects
• consistent with Atlas
• mirror to physical filing system
• no floating files
• less overlap in folder categories
• new coding system incorporated

• 3 projects stored in 1 common folder
• no uniformity across projects
• files from multiple projects
• 33 subfolders and 23 floating files
• frequent overlap in folder categories

55
Operations KM Implementation
56
Operations Establishing Electronic Library
Finance
Human Resources
General Administration
Department

• Policies Procedures
• Rules Regulations
• Manuals
• Forms
• CO-produced documents
• In-house guidelines
• Briefs
• Process Map

• Policies Procedures
• Rules Regulations
• Manuals
• Forms
• Audit
• CO-produced documents
• In-house guidelines
• Briefs
• Process map

Documents produced at CO and HQ

• Policies Procedures
• Rules Regulations
• Manuals
• Forms
• Circulars
• CO-produced documents
• In-house guidelines
• Briefs

Provide training on access through UNDP Portal
Include in CO electronic library
57
Operations Disseminating Information from HQ
UNDP is constantly adapting to a changing
environment and updated policies, procedures and
regulations need to be effectively communicated
to CO staff.

• Address information overload from extremely
  detailed manuals on Policies Procedures, and
  Rules Regulations
• Two- to three-page briefs
• Frequently asked questions
• References to relevant portion of official manual
  or circular for quick reference
• Quarterly information sessions based on staff
  needs and interest
• New tools and procedures, e.g. Atlas
• HR polices and benefits

58
Operations Codifying Lessons Learned
59
Resident Coordinator Support KM Implementation
60
Resident Coordinator Support Electronic Library
The CO Programming and Operations functions will
benefit from ready access to information from
Resident Coordination

• Documents to be included
• Common Country Assessment
• United Nations Development Assistance Framework
  (UNDAF)
• Progress Reports on inter-agency coordination?
• Minutes of UN Country Team and Thematic Group
  meetings?
• Speeches by Resident Coordinator and agency heads
• Press releases
• Options for maintenance
• UNDP CO collects documents to be stored in
  electronic library
• Resident Coordinator Unit provides access to
  documents through website
• Use of Resident Coordinator/Country Team website
  incorporated into CO Training on KM Tools

61
Resident Coordinator Support Codifying Lessons
Learned

• Key Activities
• Select projects
• Which projects are unique within the UNDP system?
• Which projects have been particularly complex?
• Assemble relevant background material
• Related UNDP research and experience
• Key documents
• Reports on inter-agency coordination
• Minutes of UNCT and other meetings
• Feedback through interviews
• Determine appropriate level of standardization
• Ensure uniform and professional appearance for
  all Lessons Learned documents
• Ensure codification process takes as little time
  as possible, while allowing for flexibility and
  creativity

62
Other Functions KM Implementation

• Areas included
• Donor Relations
• Media Public Information
• Learning Sessions, Conferences, Workshops,
  Retreats, etc.

63
Other Functions Electronic Library
The CO should have ready access to materials that
enhance abilities to carry out miscellaneous
day-to-day functions

• Donor-related documents to be included
• Donor Profiles
• Talking points for donor meetings
• Donor Reports (shortcuts to relevant project
  folders)
• General presentations
• Media Public Information
• Local and international news stories
• Press Releases
• Speeches
• Photos and video
• General UNDP and UN agency publications on
  Timor-Leste
• Learning Sessions, Conferences, Workshops,
  Retreats, etc.
• Handout Materials
• Reports

64
Other Functions Codifying Lessons Learned

• Key Activities
• Select projects
• Which projects are unique within the UNDP system?
• Which projects have been particularly complex?
• Assemble relevant background material
• Related UNDP research and experience
• Key function-related documents
• Feedback through interviews
• Determine appropriate level of standardization
• Ensure uniform and professional appearance for
  all Lessons Learned documents
• Ensure codification process takes as little time
  as possible, while allowing for flexibility and
  creativity

65
References

• A Note on Knowledge Management, Harvard Business
  School, 1997
• Knowledge Management A Practical Manual,
  Accenture, 2003
• Knowledge Management for Europe and the ECIS,
  June 2004
• Knowledge Management from a Country Office
  Perspective - Lessons from Nepal, UNDP Nepal,
  2003
• Knowledge Management Roadmap A strategy for
  deploying knowledge management within UNDP, UNDP,
  2004
• Knowledge Management Strategic Planning for UNDP
  Country Offices, UNDP, 2003
• Learning from Practitioners Knowledge-Sharing in
  a Practice-Driven Organization, UNDP Learning
  Manager Workshop, May 2003
• McKinsey knowledge management model, Toshi
  Nakamura, Hazem Galal, and Keat Goh, 2004
• Practice Implementation Toolkit, UNDP, 2004
• The Wealth of Knowledge, Thomas Stewart, 2004