This guidance provides information on conducting an After-Action Review (AAR), including goals, assumptions/requirements, how-tos, lessons learned/best practice, and resources. It should be used after a project or major activity to allow team members and leaders to discover (learn) what happened and why, reassess direction, and review both successes and challenges.

This paper sets out the central reasons why complex problems are challenging for traditional approaches to policy and programme implementation, and gives readers the tools to decide in what way the challenges they face are complex.

An analysis of how and where Outcome Mapping has been applied, how users have experienced OM and the support options available and required for its use.

This Devex article provides an overview of USAID forward, describing the context, defining themes (strategy, design, and competition), and examining implications. It provides a interesting perspective on the reform efforts and validates the need for collaboration, learning, and adapting to support the success of USAID Forward.

"Years of experience suggests that learning and innovation may be the key to designing developmental initiatives. Understanding isolated communities; their ability to play with the changing world conditions; their changing needs and the like require continuous learning and sharing at all levels in the development space. From donors and governments to researchers, field workers and community members, all need to learn from each others experiences to make a real dent at poverty." This guide serves provide hands-on practice in the use of KM methods and tools.

Food and Agriculture Organization of the United Nation's (FAO) Knowledge Strategy report formulates a vision of knowledge sharing for the organization. It provides a conceptual framework to strengthen FAO's role to facilitate knowledge exchange, and promotes the uptake of new approaches and practices for more effective knowledge sharing. The strategy describes a three phase approach that FAO took in designing their KM strategy, with a roadmap for implementation and a four-step strategy launch plan.

This UN-Habitat report focuses on internal knowledge management, offering quick wins for effective implementation of a knowledge strategy, systems for internal information exchange, and an adaptable table of recommendations with time, scale, and priority.

This UNDP strategy report captures prior organizational challenges and achievements and presents a vision to share and utilize UNDP's global expertise. It does that by collecting, contextualizing, and distributing the enormous amount of knowledge available, positioning UNDP as a knowledge organization in the true sense of the word. The strategy highlights current and future Communities of Practice, as well as a decentralized, ICT-based extranet system for collaboration, strengthen program and project management cycle.

This presentation demonstrates a soup to nuts KM approach, from assessment stages and tools to performance indicators. Contains examples for missions on what can be tracked for learning and collaborating, as well as work culture, regarding knowledge sharing (see slides 5-8 and 22 on M&E, slides 10-15 on assessment, slides 18-21 and 28-29 on Human Resources, slides 24-25 on IT, and slides 26-27 on tools to capture tacit knowledge).

This KM World presentation provides an overview of 3M's lessons learned from their KM Strategy rollout. It is particularly useful to understand the corporate rationale for knowledge sharing and learning (slides 8 and 28-30), and indicates how KM tools are used to solve problems and further learning (slides 10 and 13-27).