Dienstag, 12. März 2013

How Knowledge can Impact Development?



ITIL ®V3 (IT Service Management)
PRINCE2 ® (Projects in Controlled Environments)
Agile Management Innovations 
Wirtschaftsinformatik  - Diplom-Ingenieur
Informatikmanagement - Mag. rer. soc. oec
Wirtschaftsinformatik - Bakk.rer. soc. oec
Social Science - DEUG







 
Knowledge management is crucial to achieving the Mission of ending world poverty. Knowledge management is a considerable intangible asset to develop and to manage with success development projects and programs.

Knowledge management  should promote, drive and communicate how development stakeholders must effective provide local support groups, beneficiaries, communities and local governments the appropriate information, technologies, tools, talents, skills, rural/remote development centres, materials and knowledge that they need to promote and to drive effective the local knowledge management and knowledge transfer  for supporting  internal and external collaborative  sustainable development processes.. Knowledge leaders and experts must understand the knowledge management for development´s culture both on business case and on public good level (Community level). 



To achieve this objective, knowledge professional and development community need to focus more attention on practical knowledge without neglecting theoretical knowledge.
Effective knowledge management is crucial to achieving Development agencies mission of ending world poverty. Development community and development agencies have to work on individual and collaborative Knowledge Management  initiatives to improve their processes and capture development impact. The Mission of Knowledge for development is to promote knowledge management for sustainable development purposes between developed countries and developing countries, helping to reduce poverty and improve people's lives wherever they are.


Knowledge for development must bring groups, managements, academics, development professionals, communities together to share  innovative knowledge management for development practices, tools, solutions, ideas, visions, strategies, evaluations and exchange best practices, lessons learned and sustainable development challenges etc.


Knowledge for development must create an environment and platform that encourages transparency, collaboration, and participation. Knowledge for development must seek to strengthen  practical knowledge and collaboration platform where development problems can find the best development problem resolution.
This platform must bring knowledge management professional, different career professional, and development community together to share innovative knowledge management for development projects, ideas, challenges and inspiration,  that enable development community and beneficiaries to become stronger, agile and better capable to achieve the challenge goal of eradication world poverty.

Knowledge for development must create and support an environment within  different people, different organizations, different knowledge producers, governments, communities,  private sector, PPPs, NGOs  etc. are willing to share, to learn and to collaborate together leading to improvement in mobilizing, networking, providing, supporting and enabling access to the right local socio cultural knowledge infrastructures, with the right local knowledge´s formats and knowledge management procedures at the right place and at the right moment.

This knowledge must focus its efforst on the development of  the capacities of the local communities in helping the communities to drive and to promote their own sustainable development processes; through suitable evaluation processes,  through the right adequate local sociocultural infrastructures, through effective collaborative and participatory  approaches with governments, private sector, PPPs, NGOs etc. with the respect of the local knowledge  resources and potentials at the right place and at the right moment to reach coherent development impact.

Whatever the social, economic, politic solutions (project, program, evaluation, development aid, innovations, finances, technology etc.) poverty will continue to defy solutions as long as poor people do not get access to the right economic, social, public and cultural infrastructures (physical infrastructures) and the related knowledge management and transfer (soft infrastructures) that affect and endorse their daily lives and activities wherever they are...”



Knowledge for development must be capable to  provide  development staff, financial staff, development communities,  management, internal and external clients the right  required expertise, professionalism, risk assessment, resources and personal  responsibility to manage,  to implement  and to support with success development projects and programs.

The Knowledge for development  primary objective is to support the development’s missions and efforts for the eradication of  poverty and promoting share prosperity. Knowledge for development must provide quality knowledge for development that includes effective management and supporting of  economic policy and debt,  gender, international trade, poverty and equity, public sector,  private sector,  governance, environment, and global partnerships in  sustainable development environments.

This practical knowledge must arm development Staff and communities with the best practices of knowledge development management ,  development decision-making tools and analytical development instruments.




The major programme's objective of knowledge for development is to enhance the capacity of poor people to meet basic knowledge management needs and to help them managing their own social, private, public, cultural and economic environments  through the use of the available knowledge for development formats, and the sociocultural knowledge´s infrastructures in sustainable development manner.

To achieve this, development agencies, development communities etc.  need the practical knowledge approaches that can be successfully applied in development environment; knowledge that helps development staff, economists, development professionals, senior management, academic, and development community to manage and to make the correct decisions in a complex development situation and environment. The combination of quick learning skills and practical knowledge could help development communities making worth consideration decisions and  completing with respect assigned development duties.

Theoretical Knowledge

The Theoretical Knowledge teaches the why. It helps understanding why development politics and strategies work where others development politics and strategies fail. It shows the whole system, builds the sustainable development context, and helps setting new strategies. Theoretical knowledge leads often to a deeper understand of a concept through seeing it in context of a greater whole and understanding the why behind it.

Practical Knowledge

The Practical knowledge helps development staff, economists, development professionals; senior management, academic, and development community acquiring the specific development techniques that become the tools of operation, management and decision. This sits much closer to actual day-to-day development work. There are some things development staff can only learn through doing and experiencing. The practical knowledge is learned through the reality of development programs. Practical knowledge leads often to a deeper understanding of a concept through the act of doing and personal experience.



Explicit Knowledge

This knowledge is based on information, expertise, or experience that can be articulated in detail, codified, rendered persistent, and shared. Explicit knowledge can take the form of a database, document, drawing, formula, patent, video, or presentation.

Tacit Knowledge

Tacit knowledge is the shared sense of what we do with the information we have, and we know. This knowledge is experiential.  In most organizations, this knowledge is a common, unarticulated system of values, vision, purpose, and behaviors that directs the community’s activities. In fact, the collective wisdom of the community is a valuable source of tacit knowledge.

Technology
Fully developed knowledge management tools and practices bridge the gap between
In most instances,  technology-enabled knowledge management solutions employ content technologies that support the capture and management of explicit information and collaboration technologies that enable individuals and communities to create, share, and socialize content to meet specific business objectives. The great challenge is that many people do not have adequate access to this technology.



Knowledge Management, Impact on Development

Knowledge for  development programme must provide evidence of how knowledge management services can alleviate poverty and enhance well-being for poor people in developing countries around the world.  Knowledge  projects and programs must be highly interdisciplinary, linking the social, natural and political sciences to address a series of focussed research questions and evidence challenges.

Those projects must be delivered through collaborative partnerships linking the world’s best researchers including specifically those in developing countries. The knowledge for development must be about impact. It must be about research and deploying excellent knowledge for development.  The knowledge for development researches must be effectively used to improve the lives of the poor.

Knowledge for development success´s must be measured by the way that the new knowledge generated by its research impacts on the lives of the poor. Therefore, new knowledge generated by knowledge for development agencies and partners must have the clear potential to lead to significant and sustainable improvements in the lives of many millions of poor people around the world. Development agencies long term knowledge management for development impact must be evidenced by alleviation of poverty, improved health and well-being, and by creating opportunities for poor people to benefit through the growth of the global green economy.

The knowledge for development produced by researches must respond to target needs for changing in poor people’s lives. This can happen only if local people and their communities are actively involved in building impact throughout the lifetime of the knowledge project, starting from identification of the research need and design of the research, through to implementation both of research and of consequent impact activities using the knowledge research results.



Knowledge development and management approaches, to achieve impact on people’s lives,  must be innovative and must be frequency delivered research working through knowledge Researcher, Staff, people and partnerships. Knowledge management for development agencies, as leading international knowledge researches for sustainable development programmes must aim to deliver knowledge for development impact through researches excellence and networking.

Knowledge for development Impact Strategy must be designed to link to other Knowledge for development researches, and impact agendas to deliver significant and sustainable benefits to the world’s poor. The knowledge for development agencies must focus on knowledge researches which support the aims to alleviate poverty in low-income countries and regions of the world.

Knowledge for development approaches must connect components of academic and networking strategies. Knowledge for development impact is about people and real changes in their knowledge, behaviours and lives. Knowledge projects must be selected on the basis of being likely to produce and deliver new knowledge which can improve the lives of the poor.  Additional knowledge management for development outputs must include the generation of new datasets and models, which form the basis of new global public goods

How Knowledge can meet Development Goals?

At the core of successful using knowledge for development to achieve development impact lies a network of integrated processes to manage internal and external information and ensure that it is accessible by economists and professionals in other networks, senior management and the academic and development community, wherever they are, to make business processes decisions. There will also be a need to consider how professionals in other networks outside the development organisation can retrieve information to act on behalf of business case. 

Business Information will also need to be created, stored and retrieved securely in different format by development programs, customers, partners and communities etc.
Knowledge management for development requires adequate sociocultural knowledge management infrastructures like building, physic platform, virtual platform, education and training model, access to ICT infrastructures, rural development center, and professional engagement for sharing and delivering the right format and service of knowledge. 

Effective knowledge management supported by the right technology and the right format eliminates inefficiencies, allowing development agencies and partners to focus on delivering effective knowledge business value.

Knowledge delivery  for  development purpose  should be more process-orientated. This requires that critical development  information should be more centralized and decentralized with different format  that can be received, stored and retrieved by public, development employees, professional’s networks, senior management, academic and development community.

Such process-oriented approach means decision making becomes less hierarchical and allows knowledge for development agencies to collaborate directly with, customers, partners and communities to make important business decisions without delay.

The key strengths for success in this process-oriented approach of the knowledge  for development within development agencies to achieve development impact should include, but are not limited to, the following: 




Knowledge Compatibility

Knowledge for development requires shared knowledge language, format, sociocultural infrastructures, and a good fit with knowledge management concepts that already exist in the development communities, organization, and development group such as knowledge Quality Management and knowledge business process reengineering.

Knowledge  Orientation

Knowledge for development has to make a contribution to the solution of concrete development problems like poverty eradication, well-being of all, and it must not be allowed to remain theoretical. The ultimate test of knowledge for development ideas is their usefulness in practice.

Knowledge Comprehensibility

Knowledge development agencies and communities must choose knowledge terms and knowledge ideas of knowledge for development that are relevant to its success and readily understood across development communities, organization, and development group.

Knowledge Action Orientation

Analyses in the field of knowledge for development should enable development staff, economists, development professionals, senior management, academic, and development community to evaluate the impact of their knowledge instruments on the organizational knowledge base and should lead to focused action and attention on sustainable development results.

Appropriate Knowledge Instruments


Focused interventions need proven development instruments. The final goal of knowledge for development concept is to provide a range of knowledge format and socio-cultural infrastructures access for development agencies, development professional, and development community wherever they are...




Knowledge Transfer



Knowledge transfer must seek, organize, create, capture or distribute knowledge for development  and ensure its availability for future users.  Knowledge Transfer must encourage the transfer of knowledge, expertise, skills and capabilities from universities as the academic knowledge base to development communities in need of the knowledge.


Knowledge transfer must implement impacts on institution, network, knowledge and personal aspects so as to generate strategic innovations through development synergy.  This may occur through:

Development Research, collaborative Research; regeneration knowledge Support; Training, workshop, Workforce Development; Social, Media, Cultural and Community Engagement.

This includes the decentralization reform of knowledge management as part of wider efforts to enhance good knowledge for development governance and bring decision making closer to people. This ensures that knowledge functions, powers, responsibilities and resources are at all times transferred from central to local units in a coordinated manner. This requires the development of a comprehensive approach that enables practical knowledge management issues such as harmonization of knowledge for development processes and capacity building.



Community Works



Community works are very important to make knowledge for development problem and solution easier for development community and professional, and to collaborate with public sector, private sector, governance, development community, and global partnerships that share common problems and have content and solutions to offer.



Knowledge as Capacity for Acting



Knowledge management for development solutions must focus on content and collaboration technologies enable individuals, teams, and communities to collaboratively make better development decisions, faster and act on those decisions to create more value from core competencies.






Knowledge Relationship Management



Forming and enhancing relationships in knowledge management is very important.
Knowledge for development agencies must focus on forming and enhancing relationships with customers, development professional, knowledge shareholders, and knowledge suppliers to share long-term knowledge for development.

The knowledge relationship management must be supported with the right knowledge infrastructures and format that facilitates new relationships in knowledge management for development and enhance existing relationship with customers, employees, shareholders, communities, affiliates and franchisees. 

Knowledge for Development Network Practices

Knowledge for development network practice is absolute for the development of new knowledge management for development. This allows an effective and innovative flow of knowledge within the network group and with outside knowledge partners including public sector, private sector, governance, development community, and global partnerships.

Knowledge for Development Help Desk Centre

Knowledge for development help desk should main knowledge management duties in determining and developing new and old network knowledge management for development program strategy and the implementations. The centre must supporting and maintaining the development of complex knowledge management for development programs that require diverse and complex input from within and outside different knowledge network.

The centre must conduct and update knowledge management for development needs assessment for the network. The centre must provide and support securing technology and expertise for effective knowledge that enables development strategy. The centre must promote the effective utilization of knowledge resources by increasing professional awareness, facilitating meetings to introduce new knowledge management for development tools and assuring that knowledge training is regular provided for users.

The centre must ensure the quality and accuracy of knowledge for development products through reviews of knowledge for development project documents, web sites and portals for quality and effectiveness.
  


Effective Management 


The management of the knowledge management for development activities throughout different knowledge network and department is important. This may ensure the quality in assessing Knowledge Management, resources, needs, and the development of new knowledge strategies to meet development needs, operations, to identify and obtain required resources and ensures access by different professional staff, and management, internal and external clients.  The effective management of the knowledge management for development should encourage the development and management t of formal and informal outreach knowledge for development programs to support and inform users about the available Knowledge Management resources and to maintain currency with Knowledge Management for development  standards and practices through networks, internal and external communities of practice, knowledge management for development organizations and professional societies.
   
Project Management

This involves several aspects of project management benefit from experience and lessons learned on previous development projects including cost estimating, risk management and problem solving etc...
The core components of process-oriented knowledge management system facilitate communication of relevant information among project and program team members, especially when the team works in multiple geographic locations.  The right process-oriented knowledge management system must reduce time required to extract and deliver information and data for analysis and report creation.

Organization


Organization can increase professional knowledge and abilities by providing employees with methods, experiences, and resources that would prepare them for working with complex target environment. This includes knowledge resources through workshops, programs, learning, teaching, and information center.

Business Intelligence

This must focus on the collect of information from multiple sources in different format to understand internal and external business strategies; development progress and issues; customers and communities’ requirements. This demands the internal and external distributing timely information to the Knowledge for development Decision Makers and Partners. 

A process-oriented knowledge management system allows producing and to deliver meaningful reports quickly by extracting only relevant data and sources from stored documents based on keywords, context and relationship information added as tags to the stored data.


Packaging of the Knowledge

The objective of knowledge for development is to enable the customers to exploit the delivered  knowledge for their own development and to make this knowledge available in a consistent way. To achieve this objective, packaging knowledge with the right format is an absolute approach. Each knowledge for development must be packaged with the right  local knowledge format.




Alignment of the Knowledge

Impact is about people, so it is essential to consider how and  who could benefit from the new knowledge generated and why they might be interested. Understanding the beneficiaries means that the research process, stakeholders and results can be targeted for impact. Knowledge for development needs to be able to demonstrate how poor people in developing countries will benefit, as well as providing contextual information about their current poverty status and how this is expected to change through the generated knowledge impact.

Alignment of the Knowledge on how Customers implement and manage their local Knowledge

If you want to change something you need to play first the game with. It becomes clear that knowledge for development priority is to focus on helping poor people manage the available knowledge for development at the local level. Delivering this capability as part of knowledge for development would enable  and enhance the development of local  knowledge  infrastructures.

Alignment of the Knowledge on Customer’s Knowledge Capacity and Potential

Introduced new knowledge for development into the available local knowledge management must allow customers to resolve complete development solution without dramatically changing the local knowledge structures, resources, potentials. Any introduced knowledge for development must respect the local environment and this  should be happened progressively, and with prudence for not destroying the local knowledge resources, skills and potentials.

Alignment of the Knowledge on Customer’s Knowledge Infrastructures Potential

Most knowledge for development projects fail when they meet local knowledge infrastructures and because the introduced knowledge management format and methods are not able to cope with a difficult change in the community’s knowledge environment. Aligning at the first level more closely with local knowledge infrastructures potential is the best strategy to impact development.

Decision Support

Knowledge for development Staff will make better decisions when they use timely and relevant information. The advantage of a process-oriented knowledge management system to decision support includes finding only relevant information because of the added context and relationship data. Process-oriented knowledge management system must often offer intelligent search and display right knowledge format that facilitate understanding patterns and relationships.

Customers Services

There is a need to design flexible and innovative knowledge management policies and to provide the access to the sociocultural infrastructures that allow target community to use and to share correct the knowledge offer by the knowledge development agencies for sustainable development purpose at the right place and at the right moment.

A process-oriented knowledge management must encourage cross-support and cross-fertilization of knowledge management  by helping bring the best information,  learning and communication,  sharing of best knowledge management practice, trends, knowledge and lessons learned, culture change, community building and collaboration to the region from inside and outside and by providing cross support to teams working, staff and management,  and by internal and external clients on complex development tasks outside and inside the knowledge network.

Avoiding Solving the Same Problem Twice

A well design process-oriented knowledge management must avoid rework. Avoiding rework is the single most valuable benefit delivered by knowledge for development. By providing each team member (Knowledge management staff, communities, management, internal and external clients outside or inside the group) with the collective experience of knowledge known issues can be handled quickly, consistently, and with confidence by the front line wherever.

Helping Clients Help themselves

If the clients have a good access to the knowledge management infrastructures to manage and to answer their own questions and resolve their own issues, they would prefer to do it themselves. Effective process-oriented knowledge management system can make self-service the channel of choice for most customers, most of the time, helping them get back to understanding and using the knowledge to manage project and services more quickly, efficiency, and allowing Staff, economists and professionals, senior management, academic and development community to concentrate on the high development program and project value that really need their expertise.

 Knowledge  for Development Pattform

This means the cultivation of a knowledge for development platform where different people, different organizations, different knowledge producers, governments, communities,  private sector, PPPs, NGOs etc. are willing to share, to learn and to collaborate together leading to improvement in mobilizing, networking, providing, supporting and enabling access to the right local sociocultural knowledge infrastructures, with the right local knowledge’s formats and knowledge management for development   procedures at the right place and at the right moment.

 Knowledge  for Development Networking



Knowledge networking allows the relationships between people, culture,  and the natural environment. This must explore informative topics, including global development and environmental responsibility, and find out how producer, customizer, and connector of knowledge  for developement can make a difference.


The open, inclusive and bottom-up approach of knowledge for development networking can be beneficial to development community and favor the participation in knowledge for development research networks.  Knowledge networking is all about sharing, and thus extending, knowledge for development, which in turn can maximize the outcomes for all the participants of these networks.


Networking can help producer, customizer, and connector of knowledge optimize their products and enhance their knowledge for development performance. In addition, Knowledge networking programs should accelerate the achievement of the knowledge innovation networking goals by tackling research fragmentation and encouraging cooperation between producer, customizer, and connector of knowledge for developement.





Knowledge  for Development Innovation 





Knowledge has in recent years become a key driver for sustainable development, and the access to knowledge is generally considered as a key condition for innovative activities in our modern life. One thing is certain, whatever the social, economic, politic solutions (project, program, evaluation, development aid, finances, technology etc.) poverty will continue to defy solution as long as poor people do not get access to the right economic, social, public and cultural infrastructures (physical infrastructures) and the related knowledge management and transfer (soft infrastructures) that affect and endorse their daily lives and activities wherever they are.






Knowledge innovation must create a process oriented knowledge networking to exchange and develop new ideas and solutions that include knowledge projects. The projects should take development policy context as a starting point to explore sustainable development dimension of the innovation and knowledge for development.

A global knowledge for development concept must be used including knowledge infrastructures innovation, knowledge process innovation and organizational knowledge innovation. This concept must take into account the current state of knowledge for development, patterns and potentials of development community with respect to the knowledge and innovation development and identify new knowledge for development opportunities through innovation.
 

Designing effective and flexible Knowledge Management System

Knowledge management for department must design an effective and flexible  process oriented knowledge management  systems  that supports different knowledge management  format  that offer practical opportunities to communicate, to cooperate,  to design effective and flexible  knowledge management infrastructures  that allow knowledge stakeholders, communities and beneficiaries to benefit from the talents, skills, knowledge and technologies of others and to transfer these talents, skills, knowledge and technologies etc. to poor areas through flexible, successful and adaptive process-oriented knowledge management systems and transfer processes.

Setting Key Performance Indicators (KPIs) for Knowledge for Development

The purpose of setting key performance indicators (KPIs) for knowledge  for development is to define consistent performance measures for each selection of Millennium Development Goals (MDGs) priorities, using terminology and measurement that is clear and common across all screening programs, so that performance can be understood, assessed and compared. 



Providing access on the right knowledge at the real time to communities, development staff and management, internal and external clients outside or inside a development organisation is essential and attaching the right Key Performance Indicators to the Outputs, Outcomes, Benefits and Impacts of a development project could best support the efforts towards poverty eradication.

The successfully access of knowledge for development to the target audience means the free access for all member of the target audience to the Knowledge for development without barriers.

Manage the Quality of Knowledge for Development

Good knowledge  for development must respond quickly to the needs in decision and operating of development projects and programs development employees, professional’s networks, senior management, academic, and development community. This requires the design of flexible and innovative knowledge management for development policies that provide the access to right knowledge format that allow everyone to use and to share the knowledge that the knowledge agencies offer at the right place and at the right moment.

Quality management must be applied to assure the knowledge safety, efficacy and its right delivery to the target audience including satisfaction. Quality Assurance is an important component of knowledge for development in order to ensure it safety and effectiveness.

Quality Assurance should be clearly linked to the knowledge for development objectives. It may be measurable, may be evidence-based and may provide comparable delivery results over time and across internal and external development programs. Knowledge’s leaders and experts must understand the knowledge management for development´s culture both on business case and on public good level (Community level).

Monitoring and evaluation

An Internal and external monitoring and evaluation must assist knowledge for development department to understand how well their knowledge projects and programs are progressing and to identify opportunities to enhance the knowledge production and development impact. These lessons must  be discussed with senior knowledge management as part of the regular reporting cycle for development projects und programs. To impact development knowledge must focus attention on people, partnerships, research, strengthening capacity, communication, evidence, monitoring and evaluation.




The following table resumes a quick simple view how the knowledge for development could enhance the development overall impact:

Actions  
Detail and impact
Forum
The Knowledge development forum must  give the opportunities to economists and professionals, communities, senior management, academic and development community to interact and share their knowledge and experience which is relevant to eliminate poverty and promote share prosperity. It must be used to make links between development projects, programs and other stakeholders inside and outside knowledge organization to enhance the overall impact of development projects and programs.
Partnerships
Networking, collaboration learning website, online partnership service, regional knowledge management center help to build Knowledge global community, crossing geographic and disciplinary boundaries. This should provide a dedicated online resource or physical research center resources for development researchers and development projects and programs to enhance the profile of their staff, and research activities both with  internal and other external researchers. Knowledge collaboration website must make it easy to find talent  development communities, knowledge producers  to build new partnerships taht enhances research excellence and impact.
Knowledge decisions Makers should have regular meetings with other  
The meetings are to review progress and identify opportunities to enhance the researches in knowledge for development conducted by knowledge organizations and communities. Knowledge Decisions Makers must provide feedback on progress, and help development projects and programs to identify synergies with other and processes, and make links with other stakeholders who must share their researches and knowledge to enhance impact.
Knowledge  Researches must focus on development projects and programs  to build impact
Development projects and programs must benefit from having access to expert advice on impact and from having information about approaches that worked in development projects and programs.  Knowledge Impact Researcher must also conduct syntheses to generate lessons learnt from passed development projects, programs.
Knowledge Research must provide guidelines to conduct sustainable development projects and programs
Development projects and programs must have access to methods and resources known to impact development and able to benefit from the experience generated by the management, decision support and other development projects and programs. A strategic approach and process to putting research into use must create opportunities for lesson learning to further enhance impact.
Research into use grants provided by  knowledge  research  department
Development projects and programs must be able to obtain additional resources to capture unexpected opportunities to enhance impact. The knowledge for development funds must mainly be used to promote engagement with new stakeholders, new knowledge for development partnerships, new social media, including promoting links between development projects and programs.
Strengthening capacity in knowledge management for development   through research, collaboration and networking
Knowledge management for development Direction must respond regular to the needs of development projects, programs and other stakeholders to provide a range of capacity strengthening activities and materials to support the delivery of the appropriate knowledge for development impact.
Strengthening capacity to put knowledge for development  research into use
Knowledge Support activities must include capacity strengthening components to assist development projects and programs and other stakeholders to make better use of new knowledge generated.
Medias and events
Development projects, programs and other stakeholders collaborate with the communities using a wide range of methods, media and events to impact development needs.
Website, knowledge portal
Website is the main portal for distributed knowledge management to communicate with internal and external stakeholders and is designed to significantly enhance the accessibility of external and internal researches in knowledge for development.
Knowledge events
Development Organization´s Direction must organize and participate in a range of events to promote communication between knowledge for development stakeholders. Knowledge´s must be designed to complement those organized by development agencies, and internal, and external stakeholders. They must provide a way of telling knowledge for development story across multiple development projects, programs and be designed to assist development agencies to enhance the quality of their researches in knowledge for development impact. There must also be events designed to strengthen capacity for effective communication for members of the knowledge of distributed development community.
Knowledge´s Communication products and publications
Knowledge for development agencies must produce a range of publications with different format and other communication products. These must highlight sustainable development researches, knowledge and Impact.  Knowledge newsletter and other knowledge format must be the main mode of communicating with internal and external stakeholders. Development projects and programs must be supported in different knowledge format to contribute to externally and internally knowledge products and impact.
Generating evidence of Knowledge’s impact through research and synthesis activities
Knowledge for development agencies must provide support to knowledge projects to generate evidence of the value of knowledge for development researches and the impacts. Evidence and Impact research grants must be funded. Additional evidence must be generated by the Direction’s dedicated to impact development and to support Knowledge researchers.
Capturing and securing evidence through Knowledge Portal and other knowledge infrastructures.
Website, medias, collaboration platform, learning platform must be used to provide and to deliver development projects and program. Knowledge for development systems be designed to enhance the quality of evidence and its visibility and accessibility. The knowledge data evidence and partnership coordinator must assist development projects and programs in this process with different formats and infrastructures.




Conclusion

The successful knowledge management for development should be carefully targeted towards its audience, with the right mixture of simplicity, elegance and sustainable communities’ development innovations through the right knowledge formats and infrastructures.

The creation of jobs, the multiplication of development aids, the promotion of democracy, the access to innovative finance program etc. do not provide an absolute guarantee to achieve,  to support, to make sustainable the Millennium Development Goals (MDGs) as long as the development and good governance of social, public, economic and cultural infrastructures (physical  infrastructures)  and the related knowledge management  (soft infrastructures) are not well integrated in the activities and operations of Millennium Development Goals (MDGs).

In any case no society can develop sustainable without access to the right economic, social, public and cultural infrastructures and the related knowledge management that affect and endorse the daily lives and activities of their citizens.




 You may also be interested in the following sample papers:  


References

[Amouzou Bedi] Setting Key Performance Indicator (KPI) for Knowledge Package for Development
[Amouzou Bedi] Knowledge Package for Development
[Amouzou Bedi] Creating decentralized knowledge management and transfer culture for development
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[Amouzou Bedi] La coopération agile au développement, book french edition
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[Amouzou, Bedi] La vie privée et sociale des plus pauvres: indicateurs pertinents dans les processus d´évaluation des projets de développement (publication en cours)
[Amouzou, Bedi]  A holistic approach: the sociocultural infrastructures and the Millennium Development Goals (MDGs)
[Amouzou, Bedi]  Évaluation et Développement Durable
[PHOTO01, URL]: http://deoxy.org/media/RAW/Acceleration_of_Knowledge
[Vanseodesign, URL] The Value of Theoretical And Practical Knowledge
by Steven Bradley on February 2, 2012
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[PHOTO02, URL]: Practical Knowledge
Posted by Matthew on Jan 23rd, 2012 in Epistemology, Philosophy
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[KNOwledgeforum., URL] Pratical knowledge management
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[PHOTO3, URL] Kevin Berardinelli
 People Studying People
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[PHoto, URL] David G Schwartz
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Integrating knowledge transfer and computer-mediated communication: categorizing barriers and possible responses
The CMC impact cycle: organizational function view (from Schwartz & Te'eni, 2007)



 

1 Kommentar:

  1. we are so far: https://www.facebook.com/K4DWB/photos/a.352725054891403.1073741828.352715731559002/526840080813232/?type=3&theater

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