Knowledge Management Best Practices within Service Management

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Knowledge Management Best Practices within Service Management

  1. 1. Copyright © 2012 HDI. All rights reserved. 1Knowledge Management Best Practiceswithin Service Management:A KCSSM OverviewKCS is a service mark of the Consortium for Service InnovationRick JoslinHDIExecutive Director, Certification & Trainingrick.joslin@ubm.com
  2. 2. Copyright © 2012 HDI. All rights reserved. 3Knowledge Management Best PracticesThe old way: Dedicated knowledge management team Content created in preparation of demand Knowledge is verified, validated, and published Knowledge is an optional resource Knowledge is someone else’s responsibilityKnown as Knowledge Engineering Follows a manufacturing process
  3. 3. Copyright © 2012 HDI. All rights reserved. 4The Support Demand CurveTimeDemand
  4. 4. Copyright © 2012 HDI. All rights reserved. 5Knowledge EngineeringTimeDemandX – First IncidentKnowledgeEngineering QueueX –Incident YKnowledge is PublishedX –Incident ZRedundancy$ Investment$ Rework$ Return
  5. 5. Copyright © 2012 HDI. All rights reserved. 6Dynamic Knowledge ManagementTimeDemand Knowledge is Trusted1 – First Incident1.Knowledgeimmediatelyavailable forreuse.33.Compliancereview basedon demand22.Validationbased ondemand$ Investment$ Return Rework andredundancyeliminated
  6. 6. Copyright © 2012 HDI. All rights reserved. 7Knowledge Management Best PracticesThe new way: Create content as a by-product of solving problems Evolve content based on demand and usage Develop a KB of our collective experience to-date Reward learning, collaboration, sharing and improvingKnown as Knowledge-Centered Support (KCS) Developed by the Consortium for Service Innovation Research began in 1992 Promoted by HDI in 2003 Compliments and enhances ITILSimple premise:To capture, structure, and re-use support knowledgeKCS is a service mark of the Consortium for Service Innovation
  7. 7. Copyright © 2012 HDI. All rights reserved. 8The Concepts of KCSKCS is a methodologyand a set of practices and processesthat focuses on knowledge as a key assetof the support organization.KCS is not something we doin addition to solving problems…KCS becomes the way we solve problems
  8. 8. Copyright © 2012 HDI. All rights reserved. 9Top Ten Reasons Support Centers Need KCS10. Respond and resolve issues faster.9. Provide answers to complex issues.8. Provide consistent answers to customer’s questions.7. Address support analyst burnout.6. Address the lack of time for training.5. Answering recurring questions.4. Identify opportunities to learn from customer’s experiences.3. Improve First Contact Resolution.2. Enable self-service.1. Lower support costs.
  9. 9. Copyright © 2012 HDI. All rights reserved. 10Tangible Benefits• Operational efficiency Improved time to resolve 30% - 60% Increased support capacity 22% - >100% Improved time to proficiency months to weeks Efficient creation of content to enable self-service Identification/elimination of root causes• Increased job satisfaction Less redundant work More confidence Reduced training time• Increased customer satisfaction
  10. 10. Copyright © 2012 HDI. All rights reserved. 11Who Has Invested in KCS? Lucent Nortel Networks Motorola 3Com Unisys Peregrine Systems Intel Network App. BMC Software EMC Microsoft Novell QAD HP Oracle Legato Lexmark SGI Amdahl Attachmate VeriSign CompuCom ARAMARK Texas Instruments Abbot Labs JP Morgan Chase Sanofi-Aventis Pepsi Co. Bingham YoungUniversityPartial list
  11. 11. Copyright © 2012 HDI. All rights reserved. 12Knowledge Centered Support PracticesKnowledgeArticlesCaptureStructureReuseImproveSolveLeadership &CommunicationPerformanceAssessmentProcessIntegrationContentHealthEvolve
  12. 12. Copyright © 2012 HDI. All rights reserved. 13The Knowledge Article ConceptCustomersCompanyAnalystsIntegrating theexperience ofthe threestakeholders
  13. 13. Copyright © 2012 HDI. All rights reserved. 14Capture• In the problem solving process• In the moment• In the customer’s context• Information about theenvironment• Relevant content• When tacit becomes explicit• Search the KB before you addThe Solve LoopCapture
  14. 14. Copyright © 2012 HDI. All rights reserved. 15An Operational ViewAdminInformationIncidentHistoryIncident (a snapshot in time)Article (reusable)
  15. 15. Copyright © 2012 HDI. All rights reserved. 16Structure• Requires a template or form• Provides context for content• Improves readability• Promotes consistency• Complete thoughts,not complete sentences• Keep it simple• The issue and environment definea framed articleThe Solve LoopStructure
  16. 16. Copyright © 2012 HDI. All rights reserved. 17Incident• Customer called about a problemwin WIN7 and an iPhone. TheiPhone will not sync. Reviewed syncsettings and could not find anythingwrong. Customer has meeting andwould like a call back tomorrow am.• Talked to Bob about iPhoneproblem, he is running Win7 on aLeveno T41 and he needs to disablethe USB power management option.Bob asked to leave the call openuntil he reboots and test it.ArticleIssue:• Cannot sync phoneEnvironment:• iPhone• Windows7Cause:Resolution:1. Disable USB power management.How to disable USB powermanagement2. Reboot the PC.KCS Structure – Technical Service
  17. 17. Copyright © 2012 HDI. All rights reserved. 18• Issue– Question– Error Message– Symptoms– Keywords• Environment– Application– Hardware• Cause• Resolution– Resolution Detail– Links to Related Info• ID Number• Title• Abstract / Summary• Meta Data– Audience– Categorization– Create Date/Time– Modified Date/Time– Author / Modified By– Source– History InformationStructured Knowledge
  18. 18. Copyright © 2012 HDI. All rights reserved. 19Reuse• Search early, search often• Seek to understand what wecollectively know• Search words are candidateknowledge• Link relevant articles toincidentsThe Solve LoopReuse
  19. 19. Copyright © 2012 HDI. All rights reserved. 20Improve• Just-in-Time Quality• Reuse is review• Demand driven article review• Modify articles based on usage• Use It, Flag It or Fix It, Add It• Licensed to Modify• Ownership is shared• Migrate articles to newaudiences based on demandThe Solve Loop2-16Improve
  20. 20. Copyright © 2012 HDI. All rights reserved. 21Content Health• KCS Article Structure• KCS Article Lifecycle• Content Standard… tailored to the organization• Visibility Matrix• Knowledge MonitoringThe Evolve LoopContentHealth
  21. 21. Copyright © 2012 HDI. All rights reserved. 22Minimum States:• Work In Progress (WIP)• Draft• Approved• PublishedOptional States:• Technical Review• Compliance• Rework• ObsoleteThe Knowledge Article Life Cycle
  22. 22. Copyright © 2012 HDI. All rights reserved. 23Process Integration• Structured Problem Solving(SPS)seeks to understandbefore seeking to solve• Seamless TechnologyIntegration• Search Technology for KCS• Closed Loop FeedbackThe Evolve LoopProcess &Integration
  23. 23. Copyright © 2012 HDI. All rights reserved. 24Simple Incident ProcessCreate IncidentSearch KB Article Found?Article Correct?USE ITClose IncidentResearch orEscalateFLAG IT / FIX IT ADD ITYesYesNoNoSolve It
  24. 24. Copyright © 2012 HDI. All rights reserved. 25Performance Assessment• KCS competency model• Integration subjective andobjective metrics• Measure lagging (results) andleading (activities)• Team and value-creationmeasurements• Feedback systemsA Balanced ScorecardThe Evolve LoopPerformanceAssessment
  25. 25. Copyright © 2012 HDI. All rights reserved. 26KCS CompetenciesCompetency defines system rights and privileges.Some in the organization will stay,while others evolve.KnowledgeDomainExpertsKCSCoachesKCS III(Publisher)KCS II(Contributor)KCS I(Candidate)
  26. 26. Copyright © 2012 HDI. All rights reserved. 27Leadership & Communication• Alignment to a compelling purpose• Create a strategic framework• Promote teamwork• Tap into internal motivators• Rewards and recognition program• Communications is the key• Support and encourage goodperformance and deal withinadequate performance• Engage the people doing the workto figure out how best to get it doneThe Evolve LoopLeadership &Communication
  27. 27. Copyright © 2012 HDI. All rights reserved. 28KCS Roles• Sponsor – provides vision, objectives, and resources• KCS Coordinator / Manager – coordinate and oversee• KCS Program Team – designs the implementation• Management – motivates and supports• KCS Pilot Team – pilots and evangelizes• KCS I or KCS Candidate – uses and contributes• KCS II or KCS Contributor – uses, contributes, and enhances• KCS III or KCS Publisher – uses, contributes, enhances, and publishes• KCS Coach – monitors and mentors process and people• Knowledge Domain Expert – monitors and enhances knowledge base• KCS Council – assumes ongoing management
  28. 28. Copyright © 2012 HDI. All rights reserved. 29The KCS PracticesKnowledgeArticlesCaptureStructureReuseImproveSolveLeadership &CommunicationPerformanceAssessmentProcessIntegrationContentHealthEvolve
  29. 29. Copyright © 2012 HDI. All rights reserved. 30KCS• Developed by the Consortiumfor Service Innovation, a non-profit member basedorganization in the UnitedStates in 1992• Designed to improve supportoperations of membercompanies• Contributed to by seniorsupport practitioners fromglobal corporationsITIL• Developed by the UnitedKingdom’s Office ofGovernment Commerce (OCG)in the 1980’s• Intended to improvemanagement of IT services inthe UK Central Government• Contributed to by expert ITpractitioners around the worldKCS and ITIL
  30. 30. Copyright © 2012 HDI. All rights reserved. 31KCS Integrates with ITIL Process• Incident Management– As well as Request, Access, and Event• Problem Management• Change Management• Release & Deployment Management• Service Level Management– Impact on SLAs and OLAs
  31. 31. Copyright © 2012 HDI. All rights reserved. 32Where to learn more…• HDI’s Knowledge Management Foundations:KCS Principles workshop• HDI’s Knowledge-Centered SupportFundamentals• HDI Webinar Archives• HDI Focus Book:Knowledge Management Maturity Model• www.serviceinnovations.org
  32. 32. Copyright © 2012 HDI. All rights reserved. 33Knowledge Management Best Practiceswithin IT Service Management:A KCSSM OverviewRick JoslinExecutive Director, Certification & Trainingrick.joslin@ubm.com

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