Integrating VC Perspective in Program Planning and Design, Module 3: Session 2 by ABarlis (draft)
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Integrating VC Perspective in Program Planning and Design, Module 3: Session 2 by ABarlis (draft)






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Integrating VC Perspective in Program Planning and Design, Module 3: Session 2 by ABarlis (draft) Integrating VC Perspective in Program Planning and Design, Module 3: Session 2 by ABarlis (draft) Presentation Transcript

  • MODULE 3: PARTNERSHIP BUILDING & KNOWLEDGE SHARING Session 2 : Knowledge Management: RuMEPP Experience in Distilling Lesson from Rural Enterprise Dev’t Facilitator : Angelica Barlis/CIP
  • LEARNING OBJECTIVES At the end of the session, participants would be able: 1. To describe the importance of knowledge management in development projects; 2. To determine the roles of knowledge management and communication in value chains and its possible impact to project beneficiaries and stakeholders; 3. To conceptualize the communication strategy for knowledge management of Project Converge.
  • SESSION OUTLINE I. Knowledge management in dev’t projects: definition, concepts, RuMEPP model II. Communication and knowledge management in value chains: concepts and sample case III. Formulating knowledge management strategy: process and key points
  • I. KNOWLEDGE MANAGEMENT in DEVT PROJECTS Knowledge Management “Knowledge management is about capturing, creating, distilling, sharing and using know-how. That know-how includes explicit and tacit knowledge.[…] It’s not about books of wisdom and best practices, it’s more about communities that keep know-how of a topic alive by sharing what they know, building on it and adapting it to their own use.” - C.Collison & G.Parcell
  • I. KNOWLEDGE MANAGEMENT in DEVT PROJECTS Creating Capturing Distilling Sharing USING Assessment, field- testing, innovations Learning from others, secondary info sources, direct experience Reflection, integrating, sense- making, writeshop Social media, knowledge fair, knowledge products Output – tangible knowledge product Outcome-appropriate use of output Impact – benefit from use Creating Assessment, field- testing, innovations
  • I. KNOWLEDGE MANAGEMENT in DEVT PROJECTS Why integrate KM in projects?  Projects have definite start and end dates.  The specific purpose of every project should be REMEMBERED.  Projects are temporary initiatives that gear towards results, products or services.  Oftentimes, project managers prioritize on budget, timeline, outputs. “Knowledge is generated within one project then lost. Failure to transfer this knowledge leads to wasted activity and impaired project performance.” -Leseure & Brookes (2004)
  • I. KNOWLEDGE MANAGEMENT in DEVT PROJECTS What are the types of knowledge in projects? Cultural Domain Institutional Process Knowledge about the organizational culture and cultural backgrounds of the project team and its target beneficiaries Knowledge about the industry, technology, processes, current situation Knowledge that the project team or member has about the organization – structure, reporting lines Knowledge about the project and process – methodologies, timelines, structure, desire d results, tasks, etc) Behavioral Technical Reich, B.H. (2007)
  • I. KNOWLEDGE MANAGEMENT in DEVT PROJECTS The FoodSTART-RuMEPP Collaboration  IFAD encourages collaboration among its programmes to ensure complementation of different agencies in achieving its respective goals and objectives.  The initiatives and intervention of RuMEPP on the 19 poorest provinces in the country shall be documented and shared to others.  FoodSTART agreed to facilitate a knowledge management capacity building for RuMEPP field staff through training-cum-writeshop.  The KM training-cum-writeshop enabled RuMEPP staff to produce a case story and project brief for each province. The outputs were critiqued by experts and revised by the field personnel to 2nd draft. This activity led to a more established partnership of the programmes and agreed to produce a compendium of RuMEPP case stories from the 19 provinces.
  •  Status: With a series of meetings and discussions, participants have already submitted the first draft of case stories based on the guidelines and format recommended by CIP- FoodSTART. Field staff will be submitting their 2nd draft on November 30 which will be reviewed and finalized by FoodSTART and RuMEPP team. The compendium of RuMEPP cases stories is targeted to be launched on February 2012 and to be submitted to IFAD as culminating knowledge product of the programme.  RuMEPP Programme Manager, Mr. Jerry Clavesillas expressed his gratitude and excitement for the rare opportunity of the field workers to write effectively and to document good practices and lessons learned from the field. He also shared an important realization that knowledge management aspect of every project shall be given priority. I. KNOWLEDGE MANAGEMENT in DEVT PROJECTS The FoodSTART-RuMEPP Collaboration
  • II. COMMUNICATION and KNOWLEDGE MANAGEMENT IN VALUE CHAINS Is communication and KM important in VCs? Stakeholders of VC have needs of information and knowledge related to specific activities happening along the chain (production, processing, commercialization) in order to complete their decision-making process. The information will pass through different channels of communication – but it may contain appeals, self-revelations and relational aspects. Knowledge shall be managed effectively along the chain but it has to be identified, understood, made explicit and shared to others in order to be useful and enhance the learning processes. The process of communication and learning is part of effective knowledge management and influences the governance of the value chain.
  • II. COMMUNICATION and KNOWLEDGE MANAGEMENT IN VALUE CHAINS Key points  Knowledge sharing in a value chain is extensive  Through the diverse experiences shared, the internal capacity of chain actors is developed. It will also enhance working relationships along the chain and will generate opportunity for continued process in the future.  Information and knowledge problems can hinder a sustainable market relations and improved competitiveness  This may result to conflicting relationships among chain actors, low innovation rates and even incompliance to contracts which may jeopardize the whole value chain.  Once disseminated, knowledge cannot be recalled. –T.Steward (1997)  It is important to be always accurate on the information.
  • II. COMMUNICATION and KNOWLEDGE MANAGEMENT IN VALUE CHAINS Sample case study: Assessment of KM Practices in FAPECAFES: Information and knowledge needs
  • II. COMMUNICATION and KNOWLEDGE MANAGEMENT IN VALUE CHAINS Sample case study: PMCA – Capacity building for farmers who participate in chain- wide learning approaches
  • II. COMMUNICATION and KNOWLEDGE MANAGEMENT IN VALUE CHAINS Key points • If the information and knowledge needs of the chain actors are recognized and addressed, they have the opportunity to develop skills required in performing their roles along the chain. - Abilities to communicate and transmit information - Skills to facilitate reflection process - Common understanding of language - Access to information - Participation in development of IEC materials
  • III. FORMULATING COMMUNICATION STRATEGY for KNOWLEDGE MANAGEMENT Key points  Be clear with your objectives. In order to formulate logical set of objectives, you have to fully understand the overall goal of your project. It could be ambitious but make sure that it is realistic and specific.  Identify the potential threats and possible opportunities. Are the identified threats will hinder the project in achieving its objectives? Are the possible opportunities can be explored in order to effectively attain the overall goal?  Know and understand your audience. In order to know and understand your audience, you may involve focus group discussions, surveys, and other assessment tools to find out the information they really need.
  • III. FORMULATING COMMUNICATION STRATEGY for KNOWLEDGE MANAGEMENT Key points  Decide on the message you wish to convey. After understanding your audience, you are now ready to identify which messages are useful to particular group of audience. These messages shall create an impact to the target audiences. It is crucial that you know why these audiences care about the message? What’s in it for them?  Use appropriate tools in reaching to your audience. What are the appropriate and available communication vehicles that can be utilized to effectively impart the key messages to specific target audience?  Assign tasks and set definite timeframe. Learn to prioritize the activities that you wish to do/knowledge materials you wish to produce in order to attain your objectives. Determine who is accountable in delivering target outputs. Always check on the progress of the activity/output.
  • III. FORMULATING COMMUNICATION STRATEGY for KNOWLEDGE MANAGEMENT Key points  Integrate a communication and KM plan in the programme budget To be able to conduct KM activities and to produce quality IEC materials financial resources and support are necessary. Rushing on KM and communication initiatives after the project may lead to poor and low impact.  Monitor progress and evaluate results. Every plan needs to be monitored and impacts/results shall be evaluated. With a strategic knowledge management and communication design/plan, you can measure the knowledge that the programme created to the target beneficiaries or stakeholders. What are the changes in their attitudes and practices? With this, you can tell that if you have succeeded in implementing your plan. The results shall inspire you to move forward and create more positive impacts to wider audiences through communication and knowledge management.
  • III. FORMULATING COMMUNICATION STRATEGY for KNOWLEDGE MANAGEMENT Learning and Knowledge Management: PROJECT CONVERGE  Project knowledge will be mainly generated through the M&E system CPMO RPMO PPMO
  • REFERENCES Bode R., P. A. Victoria and D.P. Arévalo Valencia, 2008. Knowledge management and communication to address information access and power asymmetries for resource-poor producers in value chains. Knowledge Management for Development Journal 4(1): 5-20; Brown, E., 2010. Knowledge Management in Projects. Bode, R. CIAT., Knowledge management, learning and communication in value chains: A case analysis of the speciality coffee value chain of FAPECAFES, Ecuador. Why Communicate Now? Developing a Communications Strategy  communication-in-value-chains/  Campilan, D.M. Managing Knowledge for Change: Knowledge Management through Writeshop. (PPT). Presented during “Distilling Success Stories from the Field: A KM Training and Writeshop for DTI-RuMEPP”. 13-16 March 2012. St. Giles Hotel, Makati City.