Project Implementation Plan WP 2008 Project Number: ILP-08-23 Project title: Knowledgemanagement in policy strategy development Budget 2008: 60 000 Project leader: Efka Heder

nigerianfortyfortManagement

Nov 6, 2013 (3 years and 7 months ago)

58 views


1

Project Implementation Plan

WP 2008



Project Number:

ILP
-
08
-
23

Project title:

Knowledge

management in policy strategy development
.

Budget 2008
:

60 000

Project leader:

Efka Heder


All documents concerning this project are saved: k:
\

03.02 OPS WORK PROGRAM
ME 2008


1. Background



The ETF is at the crossroads towards becoming a Centre of Expertise and towards a change
of emphasis on more policy and system
-
related support to its partner countries

in the field of
HRD
, covering different levels in policy making

process
and

(from national down to
organisational levels)

which includ
ing

different elements
. The ETF’s field of competence
touches upon and interlinks with the spheres of business, the education system and the
labour market
.

The ETF covers some of these

themes at country/ system or policy level within
transition or developing country contexts and within the EU assistance framework.


Staff working in the ETF is

faced with the challenge to cope with complex, quickly changing
environments and tasks and to
almost constantly pioneer or adapt to new developments.
From a knowledge point of view, that does not only mean that staff need to update their
knowledge and learn almost constantly, but also that they need to be able to create new
knowledge. Nowadays this

is increasingly done through situated and shared (team) practices
rather than in isolation. Team working and knowledge sharing become, hence, prerequisites
for the creation of new knowledge and ultimately an organisation’s dynamism and ability to
cope wit
h change.


In this context

‘knowledge management’ (KM)
has

an
important function, and a specific
project was designed in the ETF in 2007 to conceptualise and support KM processes.


Activities
that were
undertaken in the frame of the ETF KM project in 2007

comprised and
were
clustered
, as illustrated in the Annex
.


A number of review meetings held with various colleagues during the period September to
November 2007 revealed that, despite progress made in individual fields, the institutional or
departmental
culture in terms of knowledge sharing (KS) has not changed a lot. The following
problems and recommendations were highlighted:




The knowledge management (KM) project started action on many fronts, perhaps too
many fronts. In the future the team may concent
rate on a few activities, mainly around the
core function of KS/KM.



KS and learning events may be better organised and structured in a way that they are
interactive and form a real platform for exchange, that they link theoretical (or other
countries’) con
siderations with practical (or own countries’) considerations and that
colleagues indeed share and enhance their knowledge. In addition, better incentives may
be provided to attract colleagues to facilitate or attend such events.

(See also section 4
for a
summary of the KM team’s considerations on “Expertise development


Staff
learning & development”.)



As knowledge sharing and learning are embedded in our daily work, ways may be sought
to put KS on a more structured basis, perhaps linked to our care about
quality. It was
recommended that the KM team played a key role in arranging peer review/ quality
enhancement processes in OPS.



During 2007 a range of new online tools for KS/ KM was created. Usage levels are
generally low for various reasons. It was felt

that instruments as such will not ‘do the trick’
or solve the problem of an improved KS culture. It was recommended that 1)
personal

meetings and exchanges between colleagues be given preference over electronic tools,
and 2) the team reviewed critically b
oth the tools designed and their (potential) usage

2

before further investments are made into the promotion and development of them. (See
also section 5 on “Online tools for knowledge sharing”.)



There is no integrated knowledge/ document management
system in the ETF, which
would allow for the central storage and search for (final) documents or papers. The
maintenance of existing databases depends too much on the availability of additionally
hired, frequently changing support staff. It was recommended

that further work be
undertaken to specify exactly our needs and design & create central databases for (i)
administrative/ project
-
related docs and (ii) country and theme
-
related papers searchable
by key words (= library database). (See also annex by MRO
on the “Identification of OPS
needs in terms of library services”.)



The use of the library as a modern learning resource centre continues to be suboptimal,
which may be remedied by some special promotion initiatives.


In general, it was felt that KM is a
permanent function rather than a project
.


Professor Dr Arya K Sengupta in his book “Knowledge management


Is it a fad or necessity
in the new economy


states
that
:





Knowledge Management (KM) is essentially about
c
reating an environment in which
emplo
yees share what they know and innovation is encouraged. It is more of a
corporate organizational and cultural challenge. It is concerned with providing a
mechanism for creating, capturing, sharing and integrating the tacit (residing in the
minds of people)

and explicit (documents and records) knowledge within and outside
the organization, and applying them as
a
strategic resource to gain competitive
advantage in the “marketplace”. The primary organizational requirement for KM is to
institutionalize open com
munication, limited top
-
down control and a flat and flexible
structure that promotes readiness to continually change and adapt.

Its main focus is to
help
the
right people apply
the
right knowledge at the right time. It is as certain as the
reality of
the k
nowledge
economy.”




The KM team would like to double
-
underline this statement and continue to contribute, also in
2008, to the establishment of an environment, as outlined above.


2. Objectives and results



The
overall
objective

of
the
project
is
t
o

improve

the effectiveness of ETF services
as an
agency of
the EC and the partner countries in line with our
mission statement
and on its way
to become a recognised Centre of Expertise in
human resource development in a lifelong
learning perspective
in tr
ansition
country
contexts.



Specific objectives

are:


I.
To increase the

efficiency of
the
usage

of
existing
supportive informatics tools and
knowledge bases;


II.
To
develop

further

a

“knowledge sharing culture” and positive attitude towards constructiv
e
feedback
; t
o create opportunities for knowledge sharing & creation in a pleasant atmosphere

-
as
a prerequisite for
e
nsuring
that both
existing knowledge
gets captured
(
creating an
institutional memory) and
new knowledge
is created
.


III. To develop ETF d
ata library.



Expected results

for 2008 include:


I.1

D
atabases

(OPS part of contact data base
)

have been improved to run

more efficiently
,
e.g.

by linking useful information,
diminishing the number of incorrect contacts
details
,

3

avoiding loss of informa
tion

or

duplicat
ion
s, ensuring provision of target information
, etc.
;
As a
consequence quality of this part of OPS part of contact data base will be increased.
OPS
colleagues
have been made aware of the benefits and practicalities of
us
ing

existing
databas
es
, and actually use relevant databases

more frequently.

I.
2.
OPS staff expertise provision will be followed and supported
in systematic way.
A
dedicated area will be created in the Intranet to advertise opportunities for expertise
contributions and to re
cord ETF replies.


I. 3. One


page “Golden rules of KM” developed



II.

Knowledge sharing culture promoted at corporate level

to increase efficiency of our work
;

II. 1.
People to people KM events coordinated, calendar developed and agenda created
(cappu
ccino pillars, “day out, content training courses)

II.

2
.

KM intranet tools further developed and fully implemented.

II. 3. Efficiency of ETF VC’ will be increased through:




-

ETF guidelines developed,




-

S
upport to projects teams for running VC’s pr
ovided and internal VC of moderators
facilitated,




-

ETF methodology for evaluation of ETF VC’s developed

II. 4.
The instrument of quality enhancement reviews introduced and recognised as one
component of the OPS quality assurance system.

II. 5.
Cooperation with UNDP in Bratislava continued in exchanging experience in KM
development
.





III. ETF Data library will be operational and OPS colleagues trained.




3. Scope



Project approach




ETF KM project 2008 will be focused on consolidation and

continuation of actions started in
ETF KM project 2007 and in line with the
mid
-
term
perspective for the
period 2007
-
2010
.

(
See

logframe of the
ILP 07
-
0
6

Knowledge Management project
).


The
project will seek collaboration and endorsement from different
ETF services: it will
function as a
bridge

among
different services with the overall aim of
the
ETF
developing
further as
a Centre of Expertise.




For Communications specialists KM
will
be an instrument to support information
flows, improving communications

and improving the way people work tog
ether;



For HRM specialists, KM will be instrumental to reduce
the risk of critical know
ledge
loss
, improving
knowledge

through organisational learning




For IT specialis
ts KM will be a form of
information

management an
d technology
supported communication




For operational specialists the emphasis will be placed on the

development and
management of new knowledge
, ensuring institutional memory and
efficient sharing

of tacit knowledge.




The project will be focused on thr
ee main areas:


I. Increasing efficiency of usage
and communication
of existing system supportive
informatics tools and knowledge bases

(contact data base and expertise provision

following).

II.

Further
development of “knowledge sharing culture” and positive
attitude

towards
constructive feedback

as a prerequisite for insuring of existing knowledge (institutional
memory) and for the creation of new knowledge as ability to cope with constant change

III.

Development of
data
library
.



4




Act
ivities

and expected outcomes (activities should have a title and detailed
description)


All the activities listed below will be implemented through very close collaboration with
ECU, PME and ITM
:


I. Increasing efficiency of usage of existing system supp
ortive informatics tools
and knowledge bases

I.
1
. Contacts data base:

-

in cooperation with IT and ECU working on development a technical solution for
increasing efficiency of regular updating of contacts owned by OPS in corporate data
base

-

Mapping of

ETF
key contacts/actors


-

Audit of current ETF
contacts management a
nd review of structure and use of contacts
databa
se

-

Technical work on the contacts database in order to allow “
customer’s

management
”:

regular update of key country contacts and intel
ligence,
developing publications
dissemination lists
, supporting the delivery of targeted expertise products, recording
events participants (in cooperation also with the Editorial Board)

-

OPS contacts “baby sitting” established and functional

-

External p
erson contracted (interimaire) for helping in transition phase for contact
corrections (according to OPS staff inputs) and insertion of new contacts

(as well to
support KM team support on maintaining and further improvement of KM tools on
intranet)
.


I.

2
.
ETF
Expert
s corner




I.
Increasing
benefit from
existing electronic
tools


KM

II. Sharing
culture

Data Library
and research
studies


5

-

Development of Section for Delivery of Expertise Contribution as a part of KM intranet
tools. The section will include criteria of what is considered to be expertise contributions,
records of contributions, opportunities for experti
se contributions
-

conferences and
scientific journals
-
, possibilities of support from ETF services in order to deliver expertise
contributions
-

support from ECU in drafting articles and preparing presentations
.



I.
3
. Development of one


page “Golden rule
s of KM” paper for all staff;

(till June)


II.

Further
development of “knowledge sharing

culture” and positive attitude

towards constructive feedback

as a prerequisite for insuring of existing knowledge
(institutional memory) and for the creation of new kn
owledge as ability to cope with
constant change


II.
1
. Coordination of In house KM events:

II.
1
.1.C
appuccino’s
, study visits,…”Knowledge We
d
n
e
sday”


-

methodology for Cappuccino developed
;


-

Cappuccino clusters
/pillars

calendar

developed an
d events coordinated,


-

Cappuccino clusters
/pillars
:

i.

Lessons learned in 2007


ii.

Policy learning and policy advice/Copenhagen cluster

iii.

ETF window of opportunities under new regulations

iv.

ETF functions

v.

WP 2009

vi.

New knowledge


II.
1
.2. OPS day out and 3 r
egional team day out
s

organised


-


OPS
in Alps”


25.
June


-


Instruments
in a field”
-

1. October

II.
1
.3 Coordination with H
RD unit about content related training courses


OPS
experts as a co
-
trainers and advisers for training courses


II.
2
. Development of corporate habit to use KM tools (in line with Stan Garfild
1

postulate
about knowledge sharing)

II.
2
. 1 Training to all OPS staff on Intranet
KM tools

II.
2
.2. Monitoring Intranet tools usage and evaluation in 4/4 of 2008

II.
2
.3. Promo
tion among OPS staff of the
ETF Wiki and
Discussion
Forum
and
the

Discussion
Forum
questionnaire as
an

instrument to share their expertise in
fields where they feel comfortable
and as a supportive tool of Cappuccino pillars
for continuing of discussion ini
tiated during cappuccino.

II.
2
.
4
. Updating country pages and developing new country page for Libya (in
cooperation with ECU and country manager)

II.
2
.5.

EU E+T and employment policy
cluster club news

Space on intranet


ETF knowledge community


News fro
m
DG EAC
cluster
s
and DG EMPL Mutual learning initiatives

(section
s

under Wiki)


II.

3
.
ETF Virtual Communities

II.
3
.1. G
uidelines for ETF Virtual Communities and Communities of Practice
developed

II.
3
.2. R
egular facilitation of internal discussion
forum for ETF VC moderators

provided

II.
3
.3. Methodology for evaluating ETF Virtual Communities developed


II.
3
.4
.

Provision of assistance to ETF project teams in establishing, maintaining
and evaluating Virtual Communities






1

Stan Garfield leads the Worldwide Consulting & Integration Knowledge Management Program for HP

in his book
“10 reasons why people don’t share their knowledge”
.


6

II.
4
.
Arranging
Quality Enha
ncement Review
s
2

as
a Knowledge Management service
offered
to different kinds of projects. This service includes:

-

preparing TOR for the QER, dossier for reviewers and contacting agreed reviewers;

-

arranging QER panel meeting
s
;

-

administ
er
ing the docume
ntation, dissemination and closing of QER process
es
;

and

-

sharing the knowledge and experiences from QERs regularly with the staff.

Establishment of an ETF Quality feedback help desk. The helpdesk will arrange
peer

reviews of draft plans, concept paper
s, reports, ToR, PIPs, CIPs etc. (excluding
manuscripts for which the EB is responsible), following requests by colleagues and
involving internal or external experts
.


II.
5
. Constant information about KM developments provided and training sessions as well
as
coaching provided


II.
6
. Cooperation with UNDP Bratislava



II.9.1. mission to UNDP Bratislava



II.9.2. dissemination of lesson learned and application which are valuable for ETF.



III.

Development of
data
library
and research studies


III.
1
.
Data library

III.2.1.Collection of Key indicators (KI) 2008 for IPA countries in cooperation
with national statistical offices (JAL) and update of Data Library with ETF KI
available,

III.2.2.Modification and update of existing KI tool for IPA countries,
available on
line in country pages section (JAL)

III.2.3.
Delivery of a

number of training for OPS (JJO):



increase
d

usage of Data Library,



Introduc
tion of
new kinds of data hithe
rto not used widely in the
ETF



Specialised

needs

met

(on demand).


I
II
.

2
.

Res
earch studies

III. 2
. 1
.
The Role of Learning Industries in Education and Training Reforms in
the Near East and Northern Africa.

(in annex)

III. 2. 2. Ca
r
e
er Guidance





Resources allocation



Also
r
efer to

annex 3
: Budget
and procurement plan
.


ETF st
aff
: State staff names and FTE.


EHE 0.35

: T
eam leader
responsible for coordinating overall project and communicate
approach and
activities under component
II
as well for “ETF KM Golden rules”


DCL 0.20
: Team member

responsible for
activities under compo
nent I.

Procurement and contract administration,
communication issues, i
nformation
and database




2

The Q
uality Assurance mechanism in the ETF has three ele
ments:

1)
Peer Reviews

that are part of operations and will be administered as part of each
project. 2)
Publications Peer Reviews
that are a normal function of the Editorial Board,
and

3)
Quality Enhancement Reviews
, as suggested above and administered by

the KM
team.


7

M
anagement, planning and support to organising “day out”


EPO 0.10
:
T
eam member

responsible for
virtual
community’s

component of PiP (II. 3 and
evaluation of

KM intranet tools).


EVI


0.1
0
: Team member

responsible for
methodological support, quality enhancement,
ideas, facilitation etc

(II.4.)


JJO


0.25 + Jesus 0.25
: Team members

responsible for

data library
component

(II. 1)


HZE: 0.3
: Team member

responsi
ble for

the C
areer
G
uidance
study


UDA: 0.
3
: Team member

responsible for the study on t
he Role of Learning Industries in
Education and Training Reforms in the Near East and Northern Africa
for the e
-
learning


Total FTE: 1,85


Following ETF management dec
ision,
all OPS staff members are expected to
take
active
contribution to KM in OPS even if it is not accounted in their FTE table.




Risks and assumption
s



Risks

-

Proposed IT developments not possible for technical reasons

-

ETF services are not able to
allo
cate resources
on KM initiatives

-

FTE for delivering PiP components is very limited
-

excluding CG and E
-
learning
study which is 0,6 and data library 0,5 the rest is 0,75 for all PiP components

-

Additional external resources for the project not procured (for

intranet/internet
support and database update and maintenance)


Assumptions

-

The project assumes endorsement from ETF management on KM initiatives

-

The project assumes that ETF staff will be willing to be involved in KM initiatives


4.

Management plan





Hu
man resources management

A dedicated OPS team already experienced on KM issues will be supported by other
specialist

colleagues in ETF in the area of communications, IT,

strategic planning.

The OPS team will be made by:

-

EHE,
team leader having overall re
sponsibility for the project implementation
including good management of financial and human resources. EHE will provide
input on conceptual discussions

and will ensure coordination with relevant ETF
services:
S
h
e will develop her own expertise on KM throu
gh the project work and
relevant training opportunities

-

DCL will complement her
role of
external
communications

correspondent for
OPS with her KM function. She will work on KM issues very closely with other
ETF specialists in communications, IT, strategic

planning. She will develop her
own expertise on
KM through the project work and relevant training opportunities

-

EPO will focus her contribution on Virtual Communities and Communities of
practice. She will evaluate
existing

E
TF

practices in this area, she

will work
closely with
communications
, IT and strategic planning
specialists
, she will
develop
guidelines

on VCs and CoP and provide training
and

assistance to OPS
colleagues

-

JJO will be responsible for
the d
evelopment of the ETF library in
Information/k
nowledge source centre.
In cooperation with Mirella Rossi and JAL
he
will develop a questionnaire
,
carry out a survey

on

staff needs from Library/
Inform
ation source centre and analyse the results. He will provide training on the

8

usage of Data Library also

covering

specific needs.
H
e will develop her own
expertise on KM through the project work and relevant training opportunities

-

JAL

will be responsible for
the collection of Key indicators (KI) 2008 for IPA
countries in cooperation with national statistical

offices (JAL). JAL will update the
Data Library with ETF KI. Also, he will be responsible for the modification and
update of existing KI tool for IPA countries, available on line in country
pages
section. H
e will develop her own expertise on KM through th
e project work and
relevant training opportunities

-

EVI
will provide input on conceptual discussions

and
methodological support.
Complementing her membership to the Editorial Board, she will focus on quality
enhancement

-

UDA will be responsible for the e
-
le
arning
study

-

HZE will be responsible for the Career Guidance
study
.





Communication management plan


Communication will be vital for the project and will be
implemented as fo
l
lows:

-

Development of one


page “Golden rules of KM” paper for all staff;

-

Regular

publishing of “KM success stories” in the ETF Newsletter

-

High visibility of KM tools in the Intranet

-

KM events (cappuccinos, days out, training sessions, etc)

-

Development of poster template for closed projects




Procurement
management plan


For 2008 procur
ement concerns:

-

Procurement of
administrative support for
intranet/internet and databases update
and maintenance (interimaire support)

-

Events organisation

-

Publication costs for study on “
The Role of Learning Industries in Education and
Training Reforms in

the Near East and Northern Africa
”.




Knowledge management plan


The team members will have the opportunity to
further develop their expertise on
knowledge management issues, including communications

and support from IT, Virtual
Communities

and Communitie
s of Practice
, e
-
library
. Some of these themes are
rather
new and
important
for the development of ETF as a centre of expertise
.


























9
















Annex


III. 2
.
The Role of Learning Industries in Education and Training Reforms in the

Near
East and Northern Africa.


The project focus is on the role of learning industries in education and training reforms in the
Near East and Northern Africa. It intends to foster co
-
operation between the EU and its
Neighbouring countries to meet the de
mand for new qualifications in a knowledge society. To
this end in 2007 interviews with 18 companies active in e
-
learning have been carried out. This
will be complemented in the first months of 2008 with interviews of country Authorities in
Jordan and Moro
cco. It will lead to an analytical report with recommendations and policy
advice for future initiatives between public and private institutions in education and training.
With the objective to achieve maximum impact of the research undertaken, the results
of the
report will be disseminated and discussed in workshops in Egypt and Tunisia in the second
half of 2008.


Results
: Final report (December 2008)



Articles published in ETF newsletter, and Live and Learn, Dissemination events
carried out at confer
ences (i.e. ONLINE EDUCA), in the Commission, in the countries.


Activities
:


1. Analysis of in
-
company interviews carried out in 2007, interviews with country
authorities in Jordan and Morocco and analysis, analysis of overall environment EU and
in the

region, presentation of cases of good practices, recommendations and policy
advice for future interventions.


2. Dissemination

2.1. National stakeholders dissemination event in Egypt (JUL) and Tunisia (Oct),


2.2. Dissemination event for ETF staff,


2.3
. Presentation of the research report in BXL (September),


2.4. Presentation of the research report
-

On Line Educa conference Berlin,


Missions for Ulrike Damyanovic:

Jan
-

Jordan

Feb
-

Morocco

July
-

Egypt

Oct
-

Tunisia

+ 1 additional mission to MEDA co
untries

+ 2 additional missions to EU countries

+ mission to Berlin (training budget?)


Budget: 25000 euro for 2 one day even
-

Egypt and Tunisia for cca 20 local stakeholders


10


5000 euro for translation and publishing report in to French and Arabic




11

An
nex


3




3

We acknowledge that there is not a clear
-
cut division
between the individual categories,
and some of
the categories may overlap. For example, an online knowledge sharing tool may at the same time have
expertise development and/or document m
anagement functions.

KM 2007

Expertise
development





ncep瑵al
developmen琠
abou琠how⁡dults
lea牮,⁷o牫
-
in瑥gra瑥d
lea牮ingⰠ
knowledge
sha物ng⼠
knowledge
c牥ationⰠand
lea牮ing
o牧anisation



䥮puts⁴o⁅ 䘠䡒
policy



䥮puts⁴o⁅ 䘠
却S晦⁄ v⁰olicy



䍯C牤
ina瑩on
wi瑨in⁏ 匠
o映
cappuccinos

publicationsⰠ
academic⁡r
瑩cles




偡牴rcipa瑩on⁩n
瑨e⁳elec瑩onf
applications⁦o爠
va物ous s瑡f映dev⸠
schemes
a牲rnged⁢y⁈删
啮U琠

Online tools for
knowledge
-
sharing


Intranet Knowledge
Community
, incl.



䕔䘠Wiki



⡔heme
-
牥la瑥d⤠
䑩Dcussion⁦ac瑯特




⡐牯ject
-
牥la瑥d⤠
噩牴ral
communi瑩es



Link⁴o⁈删偯牴al


却p晦
developmen琠
oppo牴unities



Link⁴o⁅ 䘠lib牡特



䕔䘠coun瑲t⁷eb
pages



䕔䘠瑨ematic⁷eb
pages



䕔䘠p牯ject⁷eb
pages

Knowledge/
document
management


On Intranet:



O偓⁋Powledge
base
 o爠
adminis瑲ttive
docs)



䍯Cn瑲t⁩nfo
pages

⡦(爠
coun瑲t
-
牥la瑥d
papers)



䕔䘠lib牡特


Incubator” for
ETF topics of a
generic nature




䍡牥e爠ruidance



Gender



eLea牮ing



却S瑩s瑩cs⼠䕔䘠
da瑡 lib牡特