Capitalize and utilize knowledge derived from the lessons learned evaluating the projects

Knowledge derived from the implementation and evaluation of a program that can be used to identify strengths and weaknesses of program design and implementation. This information is likely to be helpful in modifying and improving program functions in the future.
Monitoring and Evaluation constitute a separate activity in each programme/project and must be planned well. In order to make corrective measures, it is important that the information emerging from monitoring is analysed at the end of each project year. This exercise of analysing monitoring information is called monitoring review. The objective of monitoring review is to empower staff in delivering programmes effectively. The learning that emerges from a monitoring review must be integrated into current programme implementation. In order that the learning become integrated into new programming, the information must be shared, among the wider programme team, during country learning reviews usually held every alternate year. 
 

Empowering human resources means:

• managing learning in the organization,
• generating a healthy Communication climate 
• building up a Team spirit amongst employees at various levels.

On the basis of the Lessons learned output of the  M&E actions  we can  the  programme teams and partners by increasing their knowledge and understanding on programme quality, impact, accountability and learning and assisting them in developing and prioritising work plans and processes to this end.

The centrality of the “knowledge worker” in the “learning organization” approach to programme cycle management.

As organizations are increasingly asked to operate in a competitive environment they tend to focus on “outcome centred” management approaches. This implies the capacity to move from centralized bureaucratic structures to interrelated but self-governing programme/projects teams. A consequence of this shift of managerial focus is that managers need to foster an organizational process so that the employees learn from the programme/project results and can contribute to sharing the information required to better plan future actions. A further consequence is the growing need of staff, within the organization, able to access and use organizational knowledge and to contribute to further capitalization and sharing of new knowledge.
In knowledge-based organizations, learning is no longer restricted to the initial start up phase of new workers, but becomes a continuous process that moves along the implementation of tasks assigned in programme/project implementation. On the other hand, computers and Internet make possible new ways of capitalizing and sharing such knowledge. So the two factors of change reinforce each other, and their combined influence is rapidly changing work and learning environments. Learning organizations are those that have in place IT supported systems, mechanisms and processes, that are used to continually enhance their capabilities and those who work with it or for it, to achieve sustainable objectives - for themselves and the communities in which they participate.
 

Knowledge management (KM) comprises a range of strategies and practices used in an organization to identify, create, represent, distribute, and enable adoption of insights and experiences. Such insights and experiences comprise knowledge, either embodied in individuals or embedded in organizational processes or practice.