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KCS Practices v5 Certification Workshop
for Developers
Presented by the Consortium for Service Innovation
Greg Oxton
04/21/23© Copyright 2006-2012
www.serviceinnovation.org
2
Introductions
• Name
• Brief description of your responsibilities
• Experience/observations about knowledge?
• Questions about KCS? Or, Knowledge Management?
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Workshop Agenda
• Day 1 – Building some context and the KCS Practices Customer’s view of support? (Funnel to Cloud) KCS practices overview Content is king! Article concept and data structures Roles and responsibilities (rights and privileges) Workflow and the ideal user interface Functional requirement and scenarios
• Day 2 – Getting into the detail Performance measures and metrics (reporting requirements) Leadership and motivation Adoption practices and roadmap Summary The certification exam
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Consortium for Service Innovation
Non-profit alliance of support organizations• Develops, nurtures, and evangelizes KCS• Addressing challenges facing the industry• R&D, new business strategies, and cross-
industry perspectives
Board of Directors includes support executives from AIG, Avaya, BMC, Cisco, HP, Oracle, Sage and Venifii.
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Consortium Members• ACI Worldwide • Alcatel-Lucent • Allscripts • ATG • AutoDesk • Avaya Inc. • BMC Software, Inc. • Brightidea • Brocade • Celgene • Cisco • Compuware • Consona • DB Kay & Associates • Dell • Deutsche Bank• Eagle Investment Systems • eBay Ltd. • GE Global Research • Genesys (Alcatel-Lucent) • Harland Financial Solutions • Hewlett-Packard• inContact, Inc.
• InQuira • Intuit • Juniper Networks• Knowledge Accelerators • Landmark Graphics • Mentor Graphics • Microsoft • Novell • Omgeo • Oracle • Quest Software • Red Hat • Research In Motion • RightNow Technologies • Rockwell Automation • Salesforce.com • SAP Business Objects• SDL Language Weaver• Servigistics• Stone Cobra • Sun Microsystems • Symantec Corporation• Xerox • Yahoo!
Here’s the thing…
• No organization has been successful with KCS because of their tools
• All successful adoptions of KCS have been in spite of the tools!
• Why? – KCS is very different (non-linear, not hierarchical)
– KCS is about people: their beliefs, understanding, buy-in and behavior
– KCS is about problem solving and collaborative learning ... not about managing cases (the case is becoming irrelevant)
– The tool is an enabler (and most tools are not good at it)
– There is a huge opportunity – tools that makes it easy and obvious to make good judgments and… do the right thing
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Why do Companies have a Support Organization?
List 2-3 high level goals or objectives
for support
Support from the Customer’s Point of View
Or…. the evolution of support
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The Role of Support Changes • Support becomes
– Resolution experts for new, complex problems (NOT KNOWN!!!)
– AND the facilitators of connections (the network)
• Connect people to content• Connect people to people• Based on:
– Context, Need, Legitimacy (identity and reputation)
• Knowledge is the enabler– Content (the collective experience)
– People profiles, identity, reputation
• Customer’s success is the goal• Collaboration is the key
Support is a Network!
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Key Points
• The value support creates cannot be measured in support– The value of support is leveraged through knowledge and it is
realized by customers (in the cloud) and by product design and development
• The customer support experience is indirect1. The support experience is a key driver of customer loyalty2. The support experience is not happening with the vendor’s
employees or agents
• We need a new leadership model for the “organization as a network”
• And, we need a new measurement model with a more holistic view of the customer experience
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Why KCS?
• Solve Cases Faster– 50 - 60% improved time to resolution
– 50% increase in first call resolution
• Optimize Use of Resources– 70% improved time to proficiency
– 20 - 35% improved employee retention
– 20 - 40% improvement in employee satisfaction
• Enable Self-Service Strategy– Improve customer success with self-help on the web
– Customer self-service success (25%-66%)
• Build Organizational Learning
– Actionable information to development about customer issues
– Incident reduction due to root cause removal
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Two Examples of KCS Benefits
• Internet security services, high volume environment– Time to resolve from 7.0 min to 5.5 min (-28%)– Customer SAT+ 28%– Time to proficiency from 3 months to 1 month (-66%)
• Software Support– Time to relief -50%– Time to proficiency from 6 month to 1 month (-83%)
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Change the ratio of Support Cost to Revenue
$
Total Revenue
Time
Expected Support Costs
Actual Support Costs
AdditionalProfit
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The Principles 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 seeks to:
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
KCS is not something we do in addition to solving problems…
KCS becomes the way we solve problems
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The Evolution Of KCS
The KCS journey started in 1992 with a simple premise:
• To capture,• Structure, and• Re-use support knowledge
With 20+ years in development and over $45 million invested, KCS has been successfully implemented by companies like 3Com, Oracle, Novell, and VeriSign.
Knowledge – What is it?
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Knowledge…
•Knowledge is information upon which we can act
–We learn through interaction and experience–We never stop learning–Our knowledge is never 100% accurate or complete–We validate it through use
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Body Parts?
Jot down all the body parts you
can think of that are spelled with three letters… “PG rated”
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3 Letter Body Parts – 19!
• Arm• Leg• Eye• Ear• Hip• Lip• Gum• Jaw• Toe• Lid (eye)
• Cap (knee)
• Pit (arm, knee) • Rib• Gut• Rod (eye)
• Sac (shoulder)
• Fat• Bud (taste)
• Bum (UK only)
What about?FootKneeHeelTooth
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Leveraging Knowledge
• KCS is a methodology and a set of practices and processes that focuses on knowledge as a key asset to your organization.
• KCS seeks to:– Create content as a by-product of answering
questions
– Evolve content based on demand and usage
– Develop a KB of our collective experience to-date
– Reward learning, collaboration, sharing and improving
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B
Double Loop Process?
B: Evolve Loop•Organization level•Processes across many events
A A A A
A: Solve Loop•The event level•Answering questions
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KCS Practices
KnowledgeArticle
Capture
Structure
Reuse
Improve
SolveLeadership &Communication
PerformanceAssessment
Process Integration
ContentHealthEvolve
Process and Change
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Keys to Successful Adoption
• Content standard
• Identify KCS Roles and Responsibilities (licensing metaphor), Coaching
• Workflow/process map
• Configuring Salesforce Knowledge
• Performance assessment
• Leadership
• Strategic framework
• Communications plan
• Adoption roadmap
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Content Continuum – the Scope of KCS Co
nver
satio
nsIn
stan
t Mes
seng
er
Dia
gnos
tic G
uide
s
Case
s/SR
s
Emai
l
Fiel
d Not
es
Supp
ort Kno
wle
dge
(art
icle
s)
Prod
uct M
anua
ls
Confi
gura
tion
Gui
des
InformalDynamic
FormalStatic
InputKCS
Improvements in Products & Services
Input
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Knowledge Articles
• Solve Loop articles:– Created and improved in the workflow using the Solve Loop– If it is worth answering it is worth having in the knowledge base– “Just-in-Time” content– Structure, context and good enough
• Evolve Loop articles:– Created by Knowledge Domain Experts– Based on patterns and tends of the Solve Loop content and/or the observations
of the Knowledge Domain Expert(s) • Closeness or relatedness of articles in the KB that are being reused• Gaps in the content • High value content• Resolution paths; a collection of linked articles that address generic
symptoms• Processes or procedures documented through a collection of articles that
are linked together • Frequently used, new problem, new product, value of customer, severity
– Structure, context and frequency
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The Pattern of RediscoveryTime Value of an Article
NumberOr
Frequency
Time
30 days
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Article Concept
• KCS seeks to create findable, usable information in the knowledge base
• We call the collection of information an “Article”
• An article is more than the answer or fix
– Problem/question
– Environment
– Fix/answer
– Cause/metadata
• Articles have a life cycle, they go through different states
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Data Objects for Support
•Company•Contact info•Event history•Entitlement•Severity•SLA mgmt•Workflow, status•Ownership
•Problem/question•Environment•Diagnostic steps
What we needWhy we need it
•Resolution•Cause•Create date•Modify date•Reuse count
•Issue•Cause•Change•Product/doc•Status•Owner•History
Incident/case
KnowledgeArticle Change/Bug
Manage the events Capture, reuse what we learn
Act on what we know
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Many to Many Relationships
Incident/Case Article Change/Bug
Links Links
Links
Links
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Establishing A Good Template
The problem/question What is the questioner trying to do? What are they asking? What part of the experience is undesirable?
The environment Products, model, rev levels involved What has been altered in the environment
The fix/answer How to fix the problem Answer to the question
The cause The underlying reason(s) for the problem
Metadata Article state, date created, reuse count,
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KCS ArticlesA Simple Structure
Incident/call record• Customer called about a
problem installing a NIC. Cannot get the system to recognize the NIC after reboot. Did not order the card from us, it is a 3Com NIC. Reviewed network settings and could not find anything wrong. Customer has meeting and would like a call back tomorrow am.
• Talked to Bob about NIC card problem, he is running Win 7 on a HP and he needs the latest driver for Win 7. Bob asked to leave the call open until he downloads driver.
Article
Problem:• Network card not recognized
Environment:• Installed new network card• 3Com network card, model 300X• Windows 7• HP Pavilion
Fix: 1. Download latest driver for Network
Card 300X from 3Comwww.3com.com/drvrs/NIC
2. Follow the installation instruction on the 3Com site.
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KCS Structure – Customer Service
Incident/call record notes[time_stamp] Mrs. Jones called, she is concerned about their bill being too high. Asked her for the details and what she was comparing it to. Electric usage/rate compared to last year, same month.
Described the rate increase of 8% last quarter. Mrs J is reporting a 25% increase year over year for last month.
Asked Mrs J has anything changed in her home? She didn’t think so…
I checked the online system to see if usage had been for Mrs J had been updated.
KCS ArticleProblem:•Increase in bill year over year•Complaint about high bill•Too expensive
Environment:•Electric service•Actual monthly bill (not averaged)•San Mateo county, CA
Fix: 1. Validate increased consumption vs increase in rate, see rate history at www.utility.com/ratehist 2. If consumption increase check list for common sources of increase LINK. 3. If a result of rate increase see “customer explanation of rate increase” at www.utility.com/mkt1037
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Creating a Healthy Knowledge Base
• Content Standard tailored to the environment Article quality criteria, aligns with audience needs Examples of a good article Article states, life cycle Metadata
• Content migration process Articles are improved through reuse
Articles that are being reused should be visible to a larger audience
• Article Quality Index (AQI)– Random sampling and scoring of Articles
– Feedback to the players
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Article Life Cycle • Work in Progress—incomplete; problem or question has
been captured but the resolution is not known. • Draft—no confidence in this answer due to lack of
customer feedback or any other use of this article.• Approved—the article is considered complete and
reusable. It has been created by a certified KCS expert or reviewed by a coach, and there is confidence in the resolution.
• Published—the article is ready for customer or end-user consumption.
Depending on the situation, there are additional states a article may go through:
• Technical Review—someone has created a article, but they are not confident in the technical accuracy, regulatory compliance, quality, structure or relationship to other articles.
• Rework—a article has been flagged as confusing or incomplete.
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Possible Article Life Cycles
Draft
Approved
Published
TechnicalReviewRework
WIP
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Article Characteristics
• The state of an Article defines its visibility• Articles evolve over time based on demand and
usage• As people find and use Articles they should be
improving them• “Flag it or fix it” has to be part of the organization’s
culture • People have to take responsibility for the content they
interact with
An Article is complete only when it is obsolete
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Article Quality Check List
• Defines a good Article• Items that can be scored• The list of items may change over time• Basis for the random sampling of articles• Scores go to team members and
management
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Article Quality Index
• Sample and score articles• Start simple - The big six
– Duplicate article– Complete problem/environment/cause/fix description
and types– Content clarity—Statements are complete thoughts not
sentences– Title assigned reflects article content for easy
recognition– Valid hyperlinks– Properties set appropriately
• Evolve the score card based on experience
Article Quality Index
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Mature KCS Environment
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# Articles having this
type of problem 13 32 21 13 13 8 25 12 0 1 5 3 9 21
Article Quality Index
Article Content Attributes
Article creator
Articles
Reviewed
Too thin
Duplicate
Incomplete
Compoun
d
Mixed Enviro
n. With
problem
Environ. Not
to standard
Fix not
complete or usabl
eWordy
Too specific
Cust. can
't see Ref
.
Hyperlink incorrect
Audience Incorrect
Status incorrect
Type
incorrect
Al 93.7% 41 5 1 0 2 0 0 3 1 0 0 0 0 1 5
Beth 88.2% 41 0 1 7 2 5 2 7 4 0 0 0 0 3 3
Chuck 77.6% 7 0 3 0 2 2 0 1 0 0 0 0 0 1 2
Dave 98.5% 37 1 1 0 0 0 0 0 0 0 0 0 0 1 1
Ed 75.2% 15 1 3 2 4 3 4 1 2 0 1 2 2 0 1
Fran 100.0% 13 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Grace 94.1% 41 4 4 0 2 1 1 1 0 0 0 1 0 3 0
Hector 99.2% 56 0 1 0 0 0 0 0 1 0 0 0 0 0 1
Irene 89.8% 7 0 1 0 1 1 0 0 0 0 0 0 1 0 1
Joe 95.6% 49 1 2 3 0 0 0 0 2 0 0 1 0 0 6
Kim 87.5% 49 1 15 9 0 1 1 12 2 0 0 1 0 0 1
Article Quality Index: “Sufficient to Solve” Survey Results
Summary of the Findings
Customers want to know:• What we know• As soon as we know it • And how confident we are in it
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Strategies for Legacy Content
• Start with an empty KB (really)– Don’t migrate existing, unstructured content that
is not in the customer’s context into the KCS KB
• Two types of legacy content to consider– 1) content that is not being maintained– 2) content that is being maintained
• Both should be “searchable”– Pull valuable “un-maintained” content into the
KCS KB based on demand– Link to valuable “maintained” content from KCS
articles (don’t duplicate content)
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When should you link?
• When do you link to an external resource?
If the article is…– Findable by the search engine– In a maintained repository– If the requestor can access it– If it matches the requestor’s context
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KCS KB Context Sensitive Index
ProductspecsLegacy
Support Content Technical White
Papers
Formal Customer Pubs
Searchable but notMaintained (goes away)
Pull valuable contentinto articles based on demand
Searchable andMaintained content
Create links to existing, maintained content
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Keys to Successful Adoption
Content standard
• Identify KCS Roles and Responsibilities (licensing metaphor), Coaching
• Workflow/process map
• Configuring Salesforce.com
• Performance assessment
• Leadership
• Strategic framework
• Communications plan
• Adoption roadmap
• Next steps
KCS Roles
Licensing Model
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KCS User Development
KCS knowledge, competencydefines system rights and privileges
See www.thekcsacademy.net/kcs
Knowledge Domain Expert(Evolve Loop content & domain focus)
Coaches(people focus)
KCS Candidate
KCS Contributor
Licensed to Contribute/Modify
KCS Publisher
(Licensed to Publish to web)
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KCS Candidates
• KCS Candidates– Create draft articles– Flag it – can put Approved or Published articles
into a Rework or Technical Review state (depends on the workflow)
– Can view all Approved or Published articles – Can view Draft articles as long as they:
• Are in their area of expertise (varies by organization)
• Were created in their level of support (varies by organization)
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KCS Contributors
• KCS Contributors– Can put Draft articles into an Approved state – Can view all Draft, Approved and Published
articles
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KCS Publishers
• KCS Publishers– Can put Articles into Published state if:
• Early in the KCS evolution; The reuse count is 3 or greater (# varies by organization)
• Later in the KCS evolution: The support analyst is confident in the article
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Knowledge Domain Expert
• Responsible for creating Evolve Loop content based on articles created in the Solve Loop
• Health of a general knowledge domain• Domain expertise• Profound understanding of KCS
Techniques for Picking Coaches
• Assign KCS coach roll to technical leads – low success rate
• Management picks coaches – marginally successful
• Let the people pick who they want to be their coach – reasonably successful
• Use organizational/social network analysis to identify coach candidates – highly successful
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Organizational Network Analysis
019 012
004010
026
030
018
014
027023
032
002
009024
013
025
003
007
028
035
005
011
001015
016
029
020006
021
022031
008
033
034
017
“Strong” connections*:– Average: 5.74– Coaches: 8.875– Successful Coaches: 11– Unsuccessful Coaches: 5.33
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Coaching Best Practices
• Coaches are part-time (50%)• During the adoption phase a ratio 1:8 coaches to
support analysts • Coaching per individual 2-3 hours/week• Time to become KCS Contributor: 6-8 weeks• Managers must enable coaching – the challenge
is finding time…
Process and Integration
Support the Solve LoopStructured Problem Solving
Seamless Technology Integration
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Workflow Techniques
• Structured problem resolution Starts with customer Listen and collect customer context Search early, search often
• Tools must support the KCS process• Seamless Integration of tools
Call tracking/CRM, chat, email, web submit with Knowledge Base
• Closed loop feedback
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KCS – Structured Model
• Seek to understand before you seek to solve– Understand the customer issue (question or problem)– Understand what we collectively know about the question– “search
early, search often” (don’t re-solve questions that have already been answered)
Literal Diagnosis Research
Knowledge Base
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KCS – Structured Problem Solving Model
Literal Diagnosis Research
• Listening skills
• Capture the issue in their words
• Search
• Reasoning skills
• Verify/interpret the symptoms and environment
• Search
• Analytical skills
• Reference design docs, lab work
• Search
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Structured Problem Solving
Admin Look-up
Knowledge Base
CRM/Tracking
ResearchAnalysis Admin
Anatomy of a Question – Managing the Conversation
Sample Workflow
Support Request
CollectIncident data
Create Incident?
CollectProblem Info
CollectEnvironment Info
Found Article?
IncidentName:Company:Phone #:Time Zone:Contract #:Incident #:
Information
Environment:Related products:Release/Version:
Prob/Question:
Workflow Comments
No
Search KB
No/maybe
Article (at this point you have a WIP article in the KB)
No/maybe - Other articles may give you ideas on questions to ask to refine the search
YesRefine
For non-incident work follow existing process
Sample Workflow
Search KB
Give Customer article
Modify article
Found Article?
Incident notes
Information
Update existing article with relevant new information and save.
Notes or comments about incident
Workflow Comments
Escalate
No
Refine Search Updating the WIP article
Escalate the WIP Article
Refine: collect more info on Problem and or the environment
Incident wrap up
Yes
Analyst must have confidence in the article.
KCS candidate modifications must be reviewed by their coach
Provide the answer or fix
Sample Workflow
Escalate
Review Articleand Incident
Modify Article
Refine and Search KB
Found Article?
Article: Analysts has a view of the problem and what interaction has occurred with the KB.
Information
Update problem or environment information
Workflow Comments
No
Problem solving, getting additional information from the customer, running diagnostic aides
Follow existing the organization’s closure process
YesProblem analysis and research
Develop fix/answer
Based on analyst experience they may search the KB with additional information
Incident closureCustomer contact
process
Update the Fix/answer in Article
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Prototype of an Integrated Interface
Contact Name
Company
Problem/Question:
Incident history/notes9:12 15.08.04: Open Incident9:13 15.08.04: Problem entered
Svc LevelSeverity
T ZonePhone # Lang
Environment: Engage KB
Recent Inc.
Incident # Special Instructions/Alerts
Collaborate
Link Article
KB window Copy
Mdfy
Flag
Meta
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Prototype of an Integrated Interface
Contact Name
Company
Problem/Question:
Incident history/notes9:12 15.08.04: Open Incident9:13 15.08.04: Problem entered
Svc LevelSeverity
T ZonePhone # Lang
Environment: Engage KB
Recent Inc.
Incident # Special Instructions/Alerts
Collaborate
Link Article
KB window Copy
Mdfy
Flag
Meta
Knowledge Management App CRMApp
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Prototype of Closed Incident
Bob Kostus
NBC
Problem/Question: Install network card Network card not recognized
Incident history/notes15:12 15.08.04: Open Incident15:13 15.08.04: Problem entered15:15 15.08.04: Bob did not order the NIC card from us. 15:18 15.08.04: Reviewed net settings w/Bob 15:20 15.08.04 Bob has to go to a meeting, scheduled call back for tomorrow am.15:20 15.08.04: Incident set to Pending15:20 15.08.04 Call Back scheduled for 08:30 15.08.04 08:45 16.08.04: Incident assigned=ADotson08:51 16.08.04: Talked to Bob, proposed fix08:53 16.08.04: Bob rqsted cust. Pending08:54 16.08.04: state=custpend
Status = ClosedS - 2
Eastern+1.212.555.1212 English
Environment:3Com network card, model 300XWindows 98Compaq Presario
#0912150804 Agent – Amy Dotson
Article ID
Fix: 1. Download latest driver for Network Card 300X from 3Com www.3com.com/drvrs/NIC2. Follow the installation instruction on the 3Com site
Re Open
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Technology to Support KCS KCS Verified Criteria
• Article object– Supports distinction between problem content and environment content
• Search engine granularity: – Search problem content against problem content– Search environment content against environment content
• Ability to link/point/relate incidents to articles and articles to incidents
• Article visibility management• Article state• Search arguments are preserved as the basis for a new article• Reporting and metrics
To find out which products are certified or to get a detailed list of requirements and scenarios, visit the Academy web site at www.thekcsacademy.net/tools.
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Seamless Technology Integration
• Search—The ability to search the knowledge base leveraging information in the incident record to launch or refine the search
• Link—The ability to link an existing article to an incident and to retrieve information from the article to populate the incident record, such as the resolution
• View—The ability to quickly view an article that has been previously linked to an incident
• Modify—The ability to update existing articles in the process of reuse (reuse is review)
• Create—The ability to add an article to the knowledge base from information in the incident record
• Collaborate—The ability to identify subject matter experts related to the problem and quickly contact them through email or chat
Summary of Functional Requirements
• Links to additional content types• Migrating from other content source to KB (forum etc)• Search enhancements• Handling duplicates• KDE tools• Capturing in the workflow• Processing of customer feedback on KB articles• Integrated user interface• AQI integration• Collective ownership• Team based metrics and additional reporting• Functional self-assessment worksheet (link)
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Demo Scenarios
• Scenario 1: Self-Service to Incident• Scenario 2: Self-Service with Feedback• Scenario 3: Internal Reuse • Scenario 4: Internal Fix-it• Scenario 5: KCS Candidate Creates • Scenario 6: Report and Merge Duplicates• Scenario 7: Administration• Scenario 8: Publication of• Scenario 9: Reporting
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http://www.thekcsacademy.net/tools/get-verified/
KCS Verified Information
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Keys to Successful Adoption
Content standard
Identify KCS Roles and Responsibilities (licensing metaphor), Coaching
Workflow/process map
Configuring Salesforce Knowledge
• Performance assessment
• Leadership
• Strategic framework
• Communications plan
• Adoption roadmap
KCS Workshop
Getting it Done!Day 2
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Name the 8 KCS Practices
And, what is in the middle?
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KCS Practices
KnowledgeArticle
Capture
Structure
Reuse
Improve
SolveLeadership &Communication
PerformanceAssessment
Process &Integration
ContentHealthEvolve
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Performance Assessment
• KCS competency model– License metaphor that links to user rights
and privileges (KCS Candidate, KCS Contributor, KCS Publisher, KCS Coach, Knowledge Domain Expert)
• Performance model– Performance drivers (motivators)– Leading indicators (activities)– Business results (outcomes)
• Rewards and recognition– Acknowledge accomplishments– Acknowledge the creation of value in the KB
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Performance Drivers
• Alignment of purpose• Alignment to values• Involvement• Understanding• Attention• An issue of leadership
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Leading Indicators
• The activities that are necessary to produce the results
• Tasks and events• Examples
– Talk time, Hold time– # Articles created– # Articles reused– Competency development– Participation rate
Don’t put goals on activities
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Results/Outcome
• Align to business objectives• Examples
– Revenue/Profit– Customer loyalty/satisfaction– Employee retention & loyalty – Customer success on the web
Performance Assessment
A Scenario – Who is Creating Value?
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Exercise
You have been engaged as a consultant to assess the KCS program in a company…
1. Review the data2. Determine what questions you would like to ask a
support agent, a KCS coach and management3. Conduct the interview4. Develop recommendations5. Report your findings
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# Articles having this
type of problem 13 32 21 13 13 8 25 12 0 1 5 3 9 21
Article Quality index
Article Content Attributes
Article creator
Articles
Reviewed
Too thin
Duplicate
Incomplete
Compound
Mixed
Enviroon. With problem
Environ. Not to
standard
Fix not
complete or
usable
Wordy
Too specific
Cust. can't see
Ref.
Hyperlink incorrect
Audience
Incorrect
Status incorrect
Type incorrect
Al 93.7% 41 5 1 0 2 0 0 3 1 0 0 0 0 1 5
Beth 88.2% 41 0 1 7 2 5 2 7 4 0 0 0 0 3 3
Chuck 77.6% 7 0 3 0 2 2 0 1 0 0 0 0 0 1 2
Dave 98.5% 37 1 1 0 0 0 0 0 0 0 0 0 0 1 1
Ed 75.2% 15 1 3 2 4 3 4 1 2 0 1 2 2 0 1
Fran 100.0% 13 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Grace 94.1% 41 4 4 0 2 1 1 1 0 0 0 1 0 3 0
Hector 99.2% 56 0 1 0 0 0 0 0 1 0 0 0 0 0 1
Irene 89.8% 7 0 1 0 1 1 0 0 0 0 0 0 1 0 1
Joe 95.6% 49 1 2 3 0 0 0 0 2 0 0 1 0 0 6
Kim 87.5% 49 1 15 9 0 1 1 12 2 0 0 1 0 0 1
How can we support the Managers in dealing with the complexity and
ambiguity of a knowledge centered environment?
Too Much Data!
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Radar Charts“A Value Footprint”
0.00
0.50
1.00
1.50
Avg Cases Handled
Avg TTR
Participation Rate
Citations
Article quality
Customer Sat
Hector
Team/Goal
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Radar Charts“A Value Footprint”
0.00
0.50
1.00
1.50
Avg Cases Handled
Avg TTR
Participation Rate
Citations
Article quality
Customer Sat
Kim
Team/Goal
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Key Measures
Key metrics are:– A combination of:
• Leading and lagging indicators (activity and outcome)• Quantity and quality • Individual and team
– Leading indicators (activities) are compared to team average (not a goal)
– Lagging indicators (outcomes) have goals– “Value Footprint” ; radar charts
• All measures are normalized to 1 (1=team average for activities or the goal for outcomes)
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Setting the “one value”
• Knowledge contribution – Article Quality Index, individual (based on sampling and
scoring, 1 = team goal)– Citations, individual (others use of articles, # per month, 1 =
team avg.)– Customer satisfaction (index = of % cust. use web 1st X %
success)
• Process and Operations– Cases handled, individual (# of cases handled/month, 1=
team average)– Average time to relief, individual (average minutes to provide
relief/answer, 1 = team average, note this inverted; greater than 1 = better than avg, less than one = worse than avg)
– Participation rate, individual (% of cases closed with article in KB identified (new sol or reused sol), 1 = team average)
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Summary Performance Assessment
• Align individual and department goals to the higher level company goals (strategic framework)
• Use the license metaphor to manage and encourage proficiency– Value those with their license
– Remove licenses when performance or quality drops
• The players must have visibility to the measures
• Assessing the creation of value requires a comprehensive view– Trends in leading indicators
– Results in key outcome areas
– Article Quality Index (AQI score)
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Summary Performance Assessment
• Distinguish indicators for activities from measures for outcomes
– Look at trends for the activities (not goals)
– Create goals for the outcomes
• “Triangulate”
• Conversations with support analysts must focus on the behavior, process, and understanding, not on the numbers (otherwise the numbers become meaningless)
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Triangulation
Tren
ds in
Act
ivity
Results/Outcom
es
Article Quality Index
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Keys to Successful Adoption
Content standard
Identify KCS Roles and Responsibilities (licensing metaphor), Coaching
Workflow/process map
Configuring Salesforce Knowledge
Performance assessment
• Leadership
• Strategic framework
• Communications plan
• Adoption roadmap
Leadership and Motivation
Motivators – what really motivates people?
The power of alignment
Strategic Framework
Teamwork/collaboration
Communication
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Exercise - Motivation
• Motivation on a spectrum • Inspired ----------------------- Apathy
• Think about a time when you were inspired …
• Write down the characteristics that contributed to that feeling?
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Frederick Herzberg; One More Time: How Do You Motivate Employees?, Harvard Business Review, Jan 2003
What Motivates People?
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Motivation Exercise
• How does KCS impact
– Achievement?
– Recognition?
– The work itself?
– Responsibility?
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A Compelling Purpose?
• Known by all
• Bigger than “self” – Not self referencing
• Brief, clear, concise
• Elicits an emotional response
• A value proposition
KCS Benefits Calculator
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KCS Benefits – The Big 4
1. Improved problem solving process• This is the area of benefit we use for
the ROI
2. Reduced time to proficiency• New people • New technologies/products
3. Increased customer success on the web
4. Improved products and product documentation
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1. Improved Problem Solving Process
• Concept – Questions fall into two categories known and new
– What we do to improve time to answer known is different from what we do to improve time to answer new
• KCS will increase the % of questions we answer as known as well as reduce to the time to answer known.
– Answer a question once, use it often • The model calculates improved capacity based on
increasing the % handled as known and reducing the time to handle known (we do not try and calculate a benefit from answering new)
A Strategic Framework
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Strategic Framework
• What are the company goals or initiatives with respect to:– Customers/users– Employees – Business performance
Strategic Framework
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Components of the Communications Plan
• Identify the audience(s)• Key messages for each audience
– WIIFM (what’s in it for me)• KCS Q&A/FAQ
– Objections• Elevator pitch – KCS in 10 seconds• Vehicles/medium for delivery• Plans and activities for engagement and
socialization– Project plan, timeline
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Keys to Successful Adoption
Content standard
Identify KCS Roles and Responsibilities (licensing metaphor), Coaching
Workflow/process map
Performance assessment
Leadership
Strategic framework
Communications plan
• Adoption roadmap
• Configuring Salesforce Knowledge
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Keys to Successful Adoption
Content standard
Identify KCS Roles and Responsibilities (licensing metaphor), Coaching
Workflow/process map
Configuring Salesforce Knowledge
Performance assessment
Leadership
Strategic framework
Communications plan
• Adoption roadmap
Phases of Adoption
• Assumption:– 1st Adopt KCS in the support center– 2nd Deliver knowledge through self-service model
• Phase1 – Planning and Design• Phase 2 – Adoption
– Training
• Phase 3 – Proficiency– Coaching and learning
• Phase 4– Leveraging the Knowledge Base– Deliver knowledge through self-service – Improve the environment/products based on the KB– Good knowledge practices changes everything!
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Phases of Adoption
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Benefits
Time
Phases 1 3 4
Capacity
CustomerSuccess
InternalOperational
InternalAnd External
2
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Phase 1 – Planning and Design
• Executive sponsor buy in• First draft of KCS adoption deliverables
– Strategic framework– Content standard– Workflow – Technology map– Performance assessment model– Communications plan– Adoption road map
• Establish baseline measures
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Phase 2 - Adoption
• Wave 1 (pilot), testing and tuning all the foundation elements
• Key focus and indicators– Ratio of known to new incidents– Participation rate
• % of incidents closed with article linked
– Article Quality Index• Sampling and scoring articles
– Competency profile• % of support analysts at KCS Contributor and
KCS Publisher
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Phase 3 - Proficiency
• Reuse rate exceeds create rate (critical mass in the KB)
• KDE role and Evolve Loop content• KCS Adoption team becomes the KCS
Council • Key focus and indicators
– Cost per incident – Resolution capacity– Percentage first contact resolution– Time to proficiency for new employees and new
technologies
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Phase 4 - Leverage
• Leverage the knowledge– Promote self-service– Influence development
• Key focus and indicators– Support cost as a ratio to users/revenues/licenses
– Customer loyalty• Renewal rate: new product or upgrade adoption rate, willing
to refer others
– Customer satisfaction• Speed to resolution: first call resolution
– Employee satisfaction and loyalty• Employee turnover rate
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Phase 4 – Leverage (cont)
• Self-service use • Self-service success
• Issues resolved without assistance
• Ratio of known to new incidents• Product Improvements
– Number of Requests for Enhancements (RFEs) – % accepted by product development
• Time to cure – Remove the cause from the environment
• User time to adopt new products or upgrades• Cultural health – collaboration health
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Key Roles for the Adoption
• Executive sponsor• KCS Champion – program lead• KCS Adoption support team
– Support analysts (own the workflow and content standard)
– Coaches and KDEs– IT Liaison– Management representation (own the
communications plan and performance assessment)
• Early adopters
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KCS Adoption – it starts with a foundation
Performance Assessment Workflow
Content Standard Adoption Strategy
Strategic Framework Communications Plan
Foundation
Adoption Wave I
AdoptionWave II
Time
Evolution
Team Measures KCS CouncilKnowledge Domain Eng
Adoption ModelWho is most likely to be Successful?
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Vis
iona
ries
& In
nova
tors
Ear
lyM
ajor
ity
Late
Maj
ority
Lagg
ards
Start with these people
Typical KCS Adoption TimelinePage 1
Weeks
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
AssessmentDesign Session
Wave I training
Wave I
KCS Adoption Team
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Typical TimelinePage 2
Weeks
17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32
KDE
Coach training
Wave II training
Wave I
KCS Adoption Team
Wave II
Technology update
Management training
Wave III
Wave III training
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Critical Success Factors
• Executive commitment• Coaching
– Selection – Time to coach– Coaching yourself out of a job
• Measuring the right things– Who is creating value - triangulation– Not activity-based measures
• Deployment attitude– Just a tool vs. an organizational change
• Aligning to demand
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Most Common Points of Failure
1st and 2nd line Managers Management not taking ownership
Ineffective coaching program
Workflow and Content Standard Not having the support analysts own and design the
workflow model and content standard
Metrics Continuing to use the “old” transaction based metrics
instead of the “new” value based metrics
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Observations on Knowledge
• It is not pristine … it is messy• It is not static …….it is dynamic• It is as much about context as content• It is not about technology….. It is about people,
values, connections, interactions and flow• Integration in the workflow is hard … But worthwhile • Knowledge is the by product of experience and/or
interaction (Livia Wilson) • We don’t know what we know …. Until someone
asks us …. (Dave Snowden)• Knowledge is personal
… business, generally is not.
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Mindset/Mental Model Shifts
Old model• Knowledge Engineering• Knowledge from a few • Individual ownership• Just-in-case • Perfection• Management• Linear, production line
processes • Activity based
performance assessment• Individuals
New Model• Integrated approach - KCS• Collective experience of many• Collective ownership• Just-in-time • Sufficient to solve• Leadership• Double loop processes (Solve
& Evolve)• Value creation based
performance assessment • And…Teams
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KCS Practices
KnowledgeArticle
Capture
Structure
Reuse
Improve
SolveLeadership &Communication
PerformanceAssessment
Process &Integration
ContentHealthEvolve
KCS is not something we do in addition to solving problems…
KCS becomes the way
we solve problems…
Reference material at www.serviceinnovation.org/kcs