More Related Content Similar to BMC Engage 2015: Optimizing Service Desk Interactions with Knowledge Management (20) More from Jon Stevens-Hall (20) BMC Engage 2015: Optimizing Service Desk Interactions with Knowledge Management1. © Copyright 6/9/2015 BMC Software, Inc‹#›
Jon Hall
Lead Product Manager
10th September 2015
Optimizing Service Desk
Interactions with Knowledge
Management
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Agenda
Knowledge Management is getting more important
Enabling the power of knowledge
What’s coming next?
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…but this presents new challenges for IT Support
Knowledge takes time to produce
Staff on-boarding and turnover
Disjointed tools
More impact from “Classic” problems…
Increasing pace of change
New interaction channels
More things to support
Some growing challenges…
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3,032 3,750
4,880
25,006
0
7,500
15,000
22,500
30,000
2013 2014 2015 2020
http://www.gartner.com/newsroom/id/2905717
Millions of devices arising from the Internet of Things
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Real world observations and challenges
Little or no time to create knowledge
Standalone Knowledge Systems mean “swivel-chairing”
The agent’s gamble: resolution rate vs call handling time
Onboarding times can be high, staff retention rates low
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Key findings underpinning Smart IT
Google is effectively a competitor to a Knowledge tool
Knowledge is fundamental to an assistive service tool
Significant opportunity existed to transform consumption of Knowledge
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Updated Knowledge Licensing
New entitlements in the ITSM Suite License
• Search, view and comment on knowledge articles
• Create and update Knowledge Articles
• Manage article lifecycle
• Manage knowledge base
(for 7.6.03 and later versions, effective from December 2014)
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Low interaction per
item, but huge
breadth of coverage.
INTERACTIONS
ITEMS
Enabling the power of The Long Tail
The
Long
Tail
Popular
articles
Small subset of articles, each
with high number of views.
“Help me find it”
“Make everything available”
“Cut costs”
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Dealing with different types of Knowledge…
Unstructured
Undiffused
Structured
Lead engineer’s
tacit knowledge
Diffused
Business-unit specific
technical skills
User documentation
published online
Proprietary
technical
documentation
Move Tacit Knowledge up the y-axis
Project-specific
procedures
Contextualize specific knowledge and
move it down the y-axis
Disseminate private pockets of
knowledge more widely, moving
them right on the x-axis.
Diffuse knowledge externally to
facilitate self-help.
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Scaling knowledge to the growing digital enterprise
Crowdsourcing is growing, but signal-to-noise can be issue
Standalone knowledge teams, in our observations, are struggling
Technical teams and experts are already overworked
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Knowledge Centered Support
Brings the best content to
prominence
Encourages knowledge production
as core part of business-as-usual
support process
Develops Knowledge creation skills in
a guided way
KCSSM Version 5.2
Knowledge-Centered Support
PRACTICES GUIDE
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Knowledge Centered Support - Smart IT Roadmap
CONCEPT SCREEN
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Knowledge Centered Support - Smart IT Roadmap
CONCEPT SCREENCONCEPT SCREEN
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Knowledge Centered Support - Smart IT Roadmap
CONCEPT SCREEN
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Key Takeaways
BMC sees Knowledge as a critical
component of the Digital Enterprise
Servicedesk
We have invested in our products
capabilities and in the removal of
licensing obstacles.
Forthcoming enhancements and
KCS adoption will enhance Smart
IT’s Knowledge capabilities further
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Thank You.
Jon Hall
+44 7595 963538
jon_hall@bmc.com
@JonHall_
Editor's Notes Digitally advanced companies make aggressive use of Digital Services. They re-engineer their processes to enhance human productivity through applications that are:
Mobile-first – leading design vs. an after-thought
Intuitive & Intelligent – based on how people use technology
Automated & data-fueled – smart, use intelligent algorithms to reduce the need for labor
Lean-serviced & Crowd supported – people remain part of the process, but in a more efficient manner than ever
High speed IT – radically accelerated times to deploy and times to update services
This is creating a rising cycle of expectations - consumers, employees, and ultimately shareholder value shifts to those who can provide this new type of human productivity.