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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 Joslin
HDI
Executive Director, Certification & Training
rjoslin@thinkhdi.com
Copyright © 2012 HDI. All rights reserved. 2
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?
Copyright © 2012 HDI. All rights reserved. 3
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
Copyright © 2012 HDI. All rights reserved. 4
The Support Demand Curve
Time
Demand
Copyright © 2012 HDI. All rights reserved. 5
Knowledge Engineering
Time
Demand
X – First Incident
Knowledge
Engineering Queue
X –Incident Y
Knowledge is Published
X –Incident Z
Redundancy
$ Investment
$ Rework
$ Return
Copyright © 2012 HDI. All rights reserved. 6
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
Copyright © 2012 HDI. All rights reserved. 7
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
Copyright © 2012 HDI. All rights reserved. 8
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
Copyright © 2012 HDI. All rights reserved. 9
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.
Copyright © 2012 HDI. All rights reserved. 10
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
Copyright © 2012 HDI. All rights reserved. 11
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
UniversityPartial list
Copyright © 2012 HDI. All rights reserved. 12
Knowledge Centered Support Practices
Knowledge
Articles
Capture
Structure
Reuse
Improve
Solve
Leadership &
Communication
Performance
Assessment
Process
Integration
Content
Health
Evolve
Copyright © 2012 HDI. All rights reserved. 13
The Knowledge Article Concept
Customers
CompanyAnalysts
Integrating the
experience of
the three
stakeholders
Copyright © 2012 HDI. All rights reserved. 14
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
Copyright © 2012 HDI. All rights reserved. 15
An Operational View
Admin
Information
Incident
History
Incident (a snapshot in time)
Article (reusable)
Copyright © 2012 HDI. All rights reserved. 16
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
Copyright © 2012 HDI. All rights reserved. 17
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.
Article
Issue:
• Cannot sync phone
Environment:
• iPhone
• Windows7
Cause:
Resolution:
1. Disable USB power management.
How to disable USB power
management
2. Reboot the PC.
KCS Structure – Technical Service
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 Information
Structured Knowledge
Copyright © 2012 HDI. All rights reserved. 19
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
Copyright © 2012 HDI. All rights reserved. 20
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
Copyright © 2012 HDI. All rights reserved. 21
What are all of the
names of
three-lettered
creatures you can
think of?
Record your answers.
Creatures Exercise
Copyright © 2012 HDI. All rights reserved. 22
• 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)
Copyright © 2012 HDI. All rights reserved. 23
Content Health
• KCS Article Structure
• KCS Article Lifecycle
• Content Standard
… tailored to the organization
• Visibility Matrix
• Knowledge Monitoring
The Evolve Loop
Content
Health
Copyright © 2012 HDI. All rights reserved. 24
Minimum States:
• Work In Progress (WIP)
• Draft
• Approved
• Published
Optional States:
• Technical Review
• Compliance
• Rework
• Obsolete
The Knowledge Article Life Cycle
Copyright © 2012 HDI. All rights reserved. 25
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
Copyright © 2012 HDI. All rights reserved. 26
Simple Incident Process
Create Incident
Search KB Article Found?
Article Correct?
USE IT
Close Incident
Research or
Escalate
FLAG IT / FIX IT ADD IT
Yes
Yes
No
No
Solve It
Copyright © 2012 HDI. All rights reserved. 27
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
Performance
Assessment
Copyright © 2012 HDI. All rights reserved. 28
KCS Competencies
Competency defines system rights and privileges.
Some in the organization will stay, while others
evolve.
Knowledge
Domain
Experts
KCS
Coaches
KCS III
(Publisher)
KCS II
(Contributor)
KCS I
(Candidate)
Copyright © 2012 HDI. All rights reserved. 29
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
Copyright © 2012 HDI. All rights reserved. 30
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
Copyright © 2012 HDI. All rights reserved. 31
The KCS Practices
Knowledge
Articles
Capture
Structure
Reuse
Improve
Solve
Leadership &
Communication
Performance
Assessment
Process
Integration
Content
Health
Evolve
Copyright © 2012 HDI. All rights reserved. 33
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
Copyright © 2012 HDI. All rights reserved. 34
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
Copyright © 2012 HDI. All rights reserved. 35
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
Copyright © 2012 HDI. All rights reserved. 36
Presentation
Layer
Knowledge
Processing
Layer
Information
Integration
Layer
Data and
Information
Sources and
Tools
Source: Service Transition, Pg. 151
Service Knowledge Management Base
ITIL Service Knowledge Management System
Copyright © 2012 HDI. All rights reserved. 37
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
Copyright © 2012 HDI. All rights reserved. 38
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
Copyright © 2012 HDI. All rights reserved. 39
• 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
Copyright © 2012 HDI. All rights reserved. 40
DISCUSSION
• We don’t have a KM system, how can you get
started now?
• We have a KM system, what should we do now?
Copyright © 2012 HDI. All rights reserved. 41
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
Copyright © 2012 HDI. All rights reserved. 42
Knowledge Management Best Practices
within IT Service Management:
A KCSSM Overview
Rick Joslin
Executive Director, Certification & Training
rjoslin@thinkhdi.com

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Knowledge Management Best Practices within Service Management

  • 1. 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 Joslin HDI Executive Director, Certification & Training rjoslin@thinkhdi.com
  • 2. Copyright © 2012 HDI. All rights reserved. 2 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?
  • 3. Copyright © 2012 HDI. All rights reserved. 3 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
  • 4. Copyright © 2012 HDI. All rights reserved. 4 The Support Demand Curve Time Demand
  • 5. Copyright © 2012 HDI. All rights reserved. 5 Knowledge Engineering Time Demand X – First Incident Knowledge Engineering Queue X –Incident Y Knowledge is Published X –Incident Z Redundancy $ Investment $ Rework $ Return
  • 6. Copyright © 2012 HDI. All rights reserved. 6 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
  • 7. Copyright © 2012 HDI. All rights reserved. 7 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
  • 8. Copyright © 2012 HDI. All rights reserved. 8 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
  • 9. Copyright © 2012 HDI. All rights reserved. 9 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.
  • 10. Copyright © 2012 HDI. All rights reserved. 10 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
  • 11. Copyright © 2012 HDI. All rights reserved. 11 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 UniversityPartial list
  • 12. Copyright © 2012 HDI. All rights reserved. 12 Knowledge Centered Support Practices Knowledge Articles Capture Structure Reuse Improve Solve Leadership & Communication Performance Assessment Process Integration Content Health Evolve
  • 13. Copyright © 2012 HDI. All rights reserved. 13 The Knowledge Article Concept Customers CompanyAnalysts Integrating the experience of the three stakeholders
  • 14. Copyright © 2012 HDI. All rights reserved. 14 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
  • 15. Copyright © 2012 HDI. All rights reserved. 15 An Operational View Admin Information Incident History Incident (a snapshot in time) Article (reusable)
  • 16. Copyright © 2012 HDI. All rights reserved. 16 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
  • 17. Copyright © 2012 HDI. All rights reserved. 17 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. Article Issue: • Cannot sync phone Environment: • iPhone • Windows7 Cause: Resolution: 1. Disable USB power management. How to disable USB power management 2. Reboot the PC. KCS Structure – Technical Service
  • 18. 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 Information Structured Knowledge
  • 19. Copyright © 2012 HDI. All rights reserved. 19 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
  • 20. Copyright © 2012 HDI. All rights reserved. 20 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
  • 21. Copyright © 2012 HDI. All rights reserved. 21 What are all of the names of three-lettered creatures you can think of? Record your answers. Creatures Exercise
  • 22. Copyright © 2012 HDI. All rights reserved. 22 • 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)
  • 23. Copyright © 2012 HDI. All rights reserved. 23 Content Health • KCS Article Structure • KCS Article Lifecycle • Content Standard … tailored to the organization • Visibility Matrix • Knowledge Monitoring The Evolve Loop Content Health
  • 24. Copyright © 2012 HDI. All rights reserved. 24 Minimum States: • Work In Progress (WIP) • Draft • Approved • Published Optional States: • Technical Review • Compliance • Rework • Obsolete The Knowledge Article Life Cycle
  • 25. Copyright © 2012 HDI. All rights reserved. 25 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
  • 26. Copyright © 2012 HDI. All rights reserved. 26 Simple Incident Process Create Incident Search KB Article Found? Article Correct? USE IT Close Incident Research or Escalate FLAG IT / FIX IT ADD IT Yes Yes No No Solve It
  • 27. Copyright © 2012 HDI. All rights reserved. 27 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 Performance Assessment
  • 28. Copyright © 2012 HDI. All rights reserved. 28 KCS Competencies Competency defines system rights and privileges. Some in the organization will stay, while others evolve. Knowledge Domain Experts KCS Coaches KCS III (Publisher) KCS II (Contributor) KCS I (Candidate)
  • 29. Copyright © 2012 HDI. All rights reserved. 29 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
  • 30. Copyright © 2012 HDI. All rights reserved. 30 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
  • 31. Copyright © 2012 HDI. All rights reserved. 31 The KCS Practices Knowledge Articles Capture Structure Reuse Improve Solve Leadership & Communication Performance Assessment Process Integration Content Health Evolve
  • 32. Copyright © 2012 HDI. All rights reserved. 33 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
  • 33. Copyright © 2012 HDI. All rights reserved. 34 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
  • 34. Copyright © 2012 HDI. All rights reserved. 35 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
  • 35. Copyright © 2012 HDI. All rights reserved. 36 Presentation Layer Knowledge Processing Layer Information Integration Layer Data and Information Sources and Tools Source: Service Transition, Pg. 151 Service Knowledge Management Base ITIL Service Knowledge Management System
  • 36. Copyright © 2012 HDI. All rights reserved. 37 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
  • 37. Copyright © 2012 HDI. All rights reserved. 38 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
  • 38. Copyright © 2012 HDI. All rights reserved. 39 • 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
  • 39. Copyright © 2012 HDI. All rights reserved. 40 DISCUSSION • We don’t have a KM system, how can you get started now? • We have a KM system, what should we do now?
  • 40. Copyright © 2012 HDI. All rights reserved. 41 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
  • 41. Copyright © 2012 HDI. All rights reserved. 42 Knowledge Management Best Practices within IT Service Management: A KCSSM Overview Rick Joslin Executive Director, Certification & Training rjoslin@thinkhdi.com

Editor's Notes

  1. There are two categories of incidents that occur in support environments. The first are those that occur once or periodically, which we will call “infrequent”. The second are those that we call “repeatable” or “frequent”. In most support environments there is a general rule of thumb that 80% of all incidents are generated by 20% of all problems. It is these 80% where knowledge management can have a big impact.When a new change is implemented into the environment, such as a product release, we can predict that the support center will see an increase in incidents for a period of time. This is generally 30 to 60 days. The Support Demand Curve has two axis: demand – the number of incidents received in a given period of time, and time. When the support center receives a repeatable incident for the first time, we start the curve. We then begin to see this incident more frequently for a number of days and then the frequency or demand will begin to reduce. Ultimately if the problem is not removed from the environment, we will continue to see it reported to the support center but on a less frequent period of time. If we map the demand for support for this problem over time we end up with a curve that looks like the bell curve.
  2. Let’s look at the impact knowledge management has as incidents are reported to the support center. The When the first incident is reported it is an unknown problem. The analyst must do work to solve the problem. They are then expected to capture the knowledge and report it to the Knowledge Engineering team. The new knowledge is submitted to the knowledge engineering queue. The Knowledge Engineers have the responsibility to validate and verify that the problem has been properly documented and the resolution is correct. Once they have completed their task, they publish the knowledge to the knowledge base for reuse.In most environments the time it takes for new knowledge to be processed and then published is measured in days or even weeks. By the time the knowledge is published, the demand curve will have been missed. Consider this from business view point. The knowledge engineering process is an investment that the company is making. The return is then collected through the reuse of that knowledge after it is published. So what is happening while the knowledge is in the queue? When the next incident is reported to the support center, an analyst will search the knowledge base and not find it because it has not been published yet. While this is a now a known problem to the organization, the analyst assumes that it is an unknown problem and must do work to solve the problem. This is actually rework which as a cost to the organization. Once the analyst solves the problem, he or she submits the knowledge to the knowledge engineering queue. Unknowing to the analyst, this problem was already submitted and they just submitted a redundant solution. This process continues until the knowledge engineers publish the known problem in the knowledge base. During this time, the knowledge queue is getting longer with work that the knowledge engineers should not be doing, only adding to the delay in publishing new knowledge.Because this model has the delay in publishing new knowledge, the organization is working inefficiently and the return on investment for knowledge is low.
  3. Now let’s look at the same scenario following the Knowledge-Centered Support methodology.After the first incident is reported the analyst contributes the new knowledge directly to the knowledge base for reuse by other analysts. This makes the known problem visible so that other analysts do not do rework. However, this knowledge has not been validated or verified. So the trust level is low. We will mark this knowledge as “Draft”As additional analysts interact with the Draft knowledge, they are responsible for ensuring that the resolution is correct before providing it to the customer. If they identify any errors or omissions in the knowledge, they are responsible to correct it before giving it to the customer and for correcting it in the knowledge base. In this methodology, we are letting the customer demand drive the need to review the knowledge just-in-time instead of the just-in-case model of knowledge engineering. And most importantly, we have eliminated the rework for resolving the same problem.Once we have evidence of demand, such as 3 or 4 reuses of the same knowledge, we can then elect to submit the knowledge to a compliance process for review. Since we are allowing demand to drive the items that are sent to the compliance process, only those problems that are repeatable are receiving the additional investment. This means that 80% of the problems are not being reviewed because the demand is not there and therefore the return will not be there as well. We have just reduced the workload in the compliance process by 80%. In addition, we have also removed the redundancy from this workload for an additional savings. Furthermore, the validation of the resolution will have already been completed by the 3 or 4 analysts that reused the solution before it was sent to the compliance process. Once the solution or knowledge goes through thru the compliance process, the knowledge will be marked as either Approved or Published. Both imply that the company trusts the knowledge to be correct. The knowledge would be marked Approved if it is for internal use. This lets the analyst know that the customer cannot see the knowledge via a self-service portal and that they can trust it. The knowledge would be marked “Published” if the knowledge is now available for customer self-service as well as analyst use.
  4. When capturing knowledge as a by-product of resolving an incident, the analyst is not asked to perform additional work, only to do the activities that they should have been already been doing. Consider the information that the analyst is expected to capture in an incident or case record. The incident record can be organized into five sections.Administrative Information—this includes the name of the customer, contact information, record id, date, time, and impact, urgency, and priority of the situation.Problem—the problem or question the customer is calling about, the symptoms of the problem, and what the customer is trying to do/achieve. Environment—the product or service the problem relates to.Resolution—what was done by the analyst to resolve the problem or answer the question, which includes the detailed steps taken or the actual answer provided to the customer.Incident History—everything the analyst and customer did prior to resolving the problem and closing the incident. This includes information about various phone calls, e-mail messages, tests tried, escalations followed, and more.Capturing this information is part of a standard operating procedure for a support center. It is necessary to ensure that the information is captured in the structured format and according to the quality guidelines for the Problem, Environment, and Resolution fields to assure there is a findable and usable solution. The task that remains relates to making this solution searchable by others. The information captured in the incident record must be recorded in the knowledge base.
  5. Learning Objective:Structured knowledge improves readabilityComplete thoughts are easier to read and capture then complete sentencesMost support analysts capture information in an incident record from their point of view. They author sentences in order to describe the situation and to tell the story. Reading this information can be laborious. When the same incident is captured using a structured format it is easier to read and understand. And the focus is now on complete thoughts, not complete sentences.