Catalog

	Table of Contents
p. 13 of 15 BACK | NEXT I. Introduction II. Knowledge and Development III. Managing Knowledge at the Asian Development Bank IV. Knowledge Management at the Asian Development Bank: The Framework V. Benefits, Organizational And Resource Implications VI. Conclusion Appendixes

Knowledge Management

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V. Benefits, Organizational and Resource Implications

A. Benefits

53. The benefits of implementing the KM framework presented in this paper will be the overall improvement of processes and mechanisms for capturing and storing information, leading to operational efficiencies in finding relevant information when needed. The KM framework will enrich knowledge of ADB staff by giving them faster access to crosscutting knowledge, either tacit or explicit, leading to improved project quality. ADB will be able to enhance teamwork and team effectiveness through the virtual office concept (Box 9). DMCs and other development partners will have better access to ADB’s knowledge reservoirs, which will ultimately aid DMCs in their development work.

B. Organizational Implications

54. Achieving knowledge management objectives is integral to ADB’s efforts to reach its overarching goal of poverty reduction. Knowledge management is an ADB-wide initiative that requires strong leadership and commitment at every level, effective incentive mechanisms, ownership by all departments, offices, units, and active participation by all staff. While knowledge generation and dissemination are not new in ADB, the aim is to make them more efficient and focused through better systems and processes. This requires not only a change in how we do business but also in how ADB does knowledge is perceived and supported. Implementing knowledge management requires a change in behavior and mindset.

55. A well-coordinated approach with clear accountability for overall implementation is a key to success. To facilitate this, in 2004 ADB will establish a KM center, reporting to the director general of RSDD, which will be responsible for coordinating and monitoring all knowledge initiatives within ADB, and the action plans that constitute the KM framework. The KM center will provide support on knowledge management issues to the Management Committee, and technical support and direction for knowledge management activities ADB-wide. Detailed terms of reference of the KM center are in Appendix 5.

56. To ensure well-coordinated execution of the action plans, the KM center will form and manage three working groups: (i) information services (knowledge management coordinators, representatives from OER, OIST, and RSDD); (ii) communication and change management (BPHR, OIST, OER, and RSDD); and (iii) information storage and retrieval (COSO, OIST, OAS- Information Resources and Services Unit,²³ OSEC, and RSDD). The information services working group will help operations departments identify the need to refine business processes for improved knowledge capture and enrichment. One of the responsibilities of the working group is to maintain the ADB portal page.²⁴ The nominated ADB portal committee will drive intranet harmonization, develop and maintain the ADB portal page. The communication and change management working group will work with the KM center to prepare the knowledge management components of the Human Resources Strategy. The information storage and retrieval working group will support the KM center in adopting the content management application, taxonomy, and other knowledge management-related IT solutions.

57. Each department, office, and unit will assign a knowledge management coordinator, who will help mainstream knowledge management. Each department will decide how much staff time will be devoted to knowledge management-related activities. The KM center will prepare a report on the progress made. The terms of reference of the coordinators are in Appendix 6.

C. Staffing and Financial Implications

58. Experience of other organizations (such as the World Bank) shows that knowledge management is resource intensive, and its beneficial impact on productivity takes time to start. Staff at all levels will need to progressively invest time in training and to acquire the skills to operate new systems for processing knowledge. ADB-wide support has to be provided in setting up new systems, modifying business practices, and managing change. While the gradual approach used in the design of the KM framework maximizes efficiency of resources employed, there are still budgetary and resource implications. These are discussed below.

59. Office of Information Systems and Technology. The technology, network, and hardware support for the KM framework will be provided by OIST under its ISTS-II program. An IT specialist from OIST and funded under the ISTS-II will work with the proposed KM center on the various knowledge management initiatives. The KM center will provide guidance and directions to OIST and the sponsoring departments on the minimal functional requirements of the identified knowledge management projects under ISTS-II and KM framework. To ensure optimal coordination in the implementation of the KM framework and the ISTS-II programs, a staff from the KM center will be assigned to work with the Program Management Office of OIST.

60. Office of External Relations. The KM framework has strong links to the public communications policy. The resources required by OER to implement its responsibilities under the KM framework need to be factored into the OER role under the policy.

61. Regional and Sustainable Development Department. RSDD will have a major role in implementing knowledge management. The main budgetary impact will be the establishment of the KM center staffed with a knowledge management specialist, a national officer, and support staff. One of the new professional staff positions in the 2004 budget has been allocated for a knowledge management specialist. Temporary provisions will be made for the national officer and support staff position in 2004, and budgetary provision sought in the 2005 budget.

62. It is estimated that the KM center will require an annual budget for travel and staff consulting support of $200,000.

63. The sector and thematic committees have a major role to play in strengthening the horizontal integration of operations and knowledge departments, offices and units. Their budget will be reviewed annually to support their work plans.²⁵

64. Other departments. The main impact on the other departments will be the demand on the time of knowledge management coordinators and the incremental workload on staff and consultants working on KPS, with the main additional demand in the area of knowledge capture. Given the incremental nature of the demand placed on individuals, assessing the cumulative impact of this work is practical. ADB-wide impact of the work of knowledge management coordinators would be equal to 2.5 staff-years.

65. Based on the annual number of ADTAs and other KPS, the ADB-wide impact of the KM framework work program is estimated to result in a marginal increase of 1,500 additional consultant-days under TAs, and an additional 60 staff-consultant-days per year.²⁶

66. The budget and implementation plan will be reviewed annually, as the framework is a dynamic one, within its overall goals.

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