Knowledge Management Best Practices within Service Management

Copyright © 2012 HDI. All rights reserved. 1

Knowledge Management Best Practices within Service Management:

A KCSSM Overview

KCS is a service mark of the Consortium for Service Innovation

Rick JoslinHDIExecutive Director, Certification & [email protected]


Do you successfully leverage knowledge?

Share the following information:• What percentage of incidents reported are

actually logged in your service management system?

• What percentage of incidents engaged a knowledge base?

• What is the percentage of success when searching knowledge?


Knowledge Management Best Practices

The 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 responsibility

Known as Knowledge Engineering Follows a manufacturing process


The Support Demand Curve

Time

Demand


Knowledge Engineering

Time

Demand

X – First Incident

Knowledge Engineering Queue

X –Incident Y

Knowledge is Published

X –Incident ZRedundancy

$ Investment

$ Rework

$ Return


Dynamic Knowledge Management

Time

Demand Knowledge is Trusted

1 – First Incident

1. Knowledge immediately available for reuse.

3

3. Compliance review based on demand

2

2. Validation based on demand

$ Investment

$ Return Rework and redundancy eliminated


Knowledge Management Best Practices

The 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 improving

Known as Knowledge-Centered Support (KCS) Developed by the Consortium for Service Innovation Research began in 1992 Promoted by HDI in 2003 Compliments and enhances ITIL

Simple premise: To capture, structure, and re-use support knowledge

KCS is a service mark of the Consortium for Service Innovation


The Concepts of KCS

KCS is a methodology and a set of practices and processes

that focuses on knowledge as a key asset of the support organization.

KCS is not something we do in addition to solving problems…

KCS becomes the way we solve problems


Top Ten Reasons Support Centers Need KCS

10. 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.


Tangible 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


Who 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 Young

University

Partial list


Knowledge Centered Support Practices

KnowledgeArticles

Capture

Structure

Reuse

Improve

SolveLeadership &

Communication

PerformanceAssessment

ProcessIntegration

ContentHealthEvolve


The Knowledge Article Concept

Customers

CompanyAnalysts

Integrating the experience of the three stakeholders


Capture• In the problem solving process

• In the moment

• In the customer’s context

• Information about the environment

• Relevant content

• When tacit becomes explicit

• Search the KB before you add

The Solve Loop

Capture


An Operational View

AdminInformation

Incident History

Resolu

tion

Enviro

nmen

t

Issue

Incident (a snapshot in time)

Article (reusable)


Structure

• 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 define a framed article

The Solve Loop

Structure


Incident• Customer called about a problem

win WIN7 and an iPhone. The iPhone will not sync. Reviewed sync settings and could not find anything wrong. Customer has meeting and would like a call back tomorrow am.

• Talked to Bob about iPhone problem, he is running Win7 on a Leveno T41 and he needs to disable the USB power management option. Bob asked to leave the call open until he reboots and test it.

ArticleIssue:

• Cannot sync phoneEnvironment:

• iPhone• Windows7

Cause:

Resolution: 1. Disable USB power management.

How to disable USB power management

2. Reboot the PC.

KCS Structure – Technical Service


• 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 Information

Structured Knowledge


Reuse

• Search early, search often

• Seek to understand what we collectively know

• Search words are candidate knowledge

• Link relevant articles to incidents

The Solve Loop

Reuse


Improve• 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 new audiences based on demand

The Solve Loop

2-16

Improve


What are all of the names of

three-lettered creatures you can

think of?

Record your answers.

Creatures Exercise


• ANT

• APE

• AUK (Bird)

• BAT

• BOA

• BOY

• BUG

• CAT

• COD (Fish)

• COW

• DOG• DOE• EEL• ELK• EWE• FLY• FOX• GAL• HEN• HOG• SNAKE

Creatures

• JAY (Bird)• KID• KOI (Fish)• MAN• OWL• PIG• RAT• RAY (Fish)• ROO• YAK• ZHO (cross between a Yak

& Cow)


Content Health

• KCS Article Structure

• KCS Article Lifecycle

• Content Standard … tailored to the organization

• Visibility Matrix

• Knowledge Monitoring

The Evolve Loop

ContentHealth


Minimum States:

• Work In Progress (WIP)

• Draft

• Approved

• Published

Optional States:

• Technical Review

• Compliance

• Rework

• Obsolete

The Knowledge Article Life Cycle


Process Integration

• Structured Problem Solving (SPS) seeks to understand before seeking to solve

• Seamless Technology Integration

• Search Technology for KCS

• Closed Loop Feedback

The Evolve Loop

Process &Integration


Simple Incident Process

Create Incident

Search KB Article Found?

Article Correct?

USE IT

Close Incident

Research orEscalate

FLAG IT / FIX IT ADD IT

Yes

Yes

No

No

Solve It


Performance Assessment• KCS competency model

• Integration subjective and objective metrics

• Measure lagging (results) and leading (activities)

• Team and value-creation measurements

• Feedback systems A Balanced Scorecard

The Evolve Loop



KCS Competencies

Competency defines system rights and privileges.

Some in the organization will stay, while others evolve.

KnowledgeDomainExperts

KCS Coaches

KCS III(Publisher)

KCS II (Contributor)

KCS I (Candidate)


Leadership & 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 good performance and deal with inadequate performance

• Engage the people doing the work to figure out how best to get it done

The Evolve Loop

Leadership &Communication


KCS 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


The KCS Practices

KnowledgeArticles

Capture

Structure

Reuse

Improve

SolveLeadership &

Communication


Process Integration

ContentHealthEvolve


KCS• Developed by the Consortium

for Service Innovation, a non-profit member based organization in the United States in 1992

• Designed to improve support operations of member companies

• Contributed to by senior support practitioners from global corporations

ITIL• Developed by the United

Kingdom’s Office of Government Commerce (OCG) in the 1980’s

• Intended to improve management of IT services in the UK Central Government

• Contributed to by expert IT practitioners around the world

KCS and ITIL


KCS and ITIL Similarities

• KCS and ITIL are similar in that both:– Were developed to improve service management

effectiveness and efficiencies

– Are based on process and not technology

– Claim that knowledge management is a required process within service management

– Continue to evolve and mature

– Are acknowledged as best practices


KCS and ITIL Differences

KCS

• Developed without the knowledge of ITIL

• Methodology• Updated in 2012 to

version 5.3

ITIL

• KM was introduced into ITIL v.3 in 2007

• Framework• Updated in 2011,

known as ITIL 2011


Presentation Layer

Knowledge Processing Layer

Information IntegrationLayer

Data and Information Sources and Tools

Source: Service Transition, Pg. 151

Service Knowledge Management Base

ITIL Service Knowledge Management System


More about ITIL and KCS

+ Makes KM a requirement

– Created an all encompassing Service Knowledge Management System

+ Promotes the benefits of KM

– Defines knowledge inconsistently and terminology is not aligned

+ Provides some high level requirements

– Lacks a strategy for integrating KM

+ Requires metrics be defined and monitored

– Does not define metrics or how to evaluate them

+ Defines the purpose for KM

– Lacks how to guidance for KM

+ KCS proven to compliment and enhance ITIL


KCS 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


• Forget the business goals and only focus on KM

• Too many states in the article life cycle

• Converting legacy data• Selecting versus inviting• Focusing on laggards• Communications plan is too

short• Pilot team not broad enough• Setting goals on activities• Over engineering

• Expanding to fast

• Content standard too complex

• Random scoring too rigid

• Picking the wrong coach

• Lack of coaching support

• Inconsistent coaching practices

• Managers telling instead of motivating

Recognize the Ditches


DISCUSSION

• We don’t have a KM system, how can you get started now?

• We have a KM system, what should we do now?


Where to learn more…

• HDI’s Knowledge Management Foundations: KCS Principles workshop

• HDI’s Knowledge-Centered Support Fundamentals

• HDI Webinar Archives• HDI Focus Book:

Knowledge Management Maturity Model• www.serviceinnovations.org

http://www.serviceinnovations.org/


Knowledge Management Best Practices within IT Service Management:

A KCSSM Overview

Rick JoslinExecutive Director, Certification & Training

[email protected]

Knowledge Management Best Practices within Service Management

Education

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