Kcs overview for detroit 2010

Copyright © 2008 HDI. All rights reserved. 11

Knowledge Management in Service Management:

A KCSSM Overview

KCS is a service mark of the Consortium for Service Innovation


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



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 you Need KCS10. Need to respond and resolve problems faster

9. Problems becoming more complex

8. Giving different answers to the same question

7. Support analysts suffering from burnout

6. Little time for training

5. Answering the same questions over and over

4. Opportunity to learn from customers’ experience

3. Need to improve first contact resolution

2. Enable web based self-help

1. You must lower your 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 web self-help 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

Microsoft EMC Mosaix Compaq Novell HP Oracle Legato Lexmark

QAD SGI Texas Instruments Abbot Labs JP Morgan Chase Sanofi-Aventis VeriSign Pepsi Co. Bingham Young

University

Partial list


KCS Processes

Knowledge

Capture inThe workflow

Structure For reuse

SearchingIs creating

Just-in-timeSolution Quality

SolveLeadership

PerformanceAssessment

ContentVitality

WorkflowEvolve


The KCS Solution Concept

Customers

CompanyAnalysts

Integrating the experience of the three stakeholders


KCS Processes

Knowledge


Structure For reuse



SolveLeadership


Contentvitality

Workflow

Evolve


• Capture in the customer’s context

• Capture information about the environment

• Tacit becomes explicit

• Search early, search often


An Operational View

AdminAccount

Info.

Incident History

Resolu

tion

Enviro

nmen

t

Proble

m

Incident (a snapshot in time)

Solution (reusable)


KCS Processes

Knowledge


Structure For reuse



SolveLeadership


Contentvitality

Workflow

Evolve

StructureFor reuse

• Provides context for content

• Improves readability of the solutions

• Promotes consistency


Incident• 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 98 on a Cpaq-P and he needs the latest driver from 3com for Win 98. Bob asked to leave the call open until he downloads driver.

SolutionProblem:• Install network card • Network card not recognizedEnvironment:• 3Com network card, model

300X• Windows 98• Compaq PresarioResolution:1. Download latest driver for

Network Card 300X from 3Comwww.3com.com/drvrs/NIC

2. Follow the installation instruction on the 3Com site.

KCS Structure – Technical Service

http://www.3com.com/drvrs/NIC


• Problem– 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


KCS Processes

Knowledge


Structure For reuse



SolveLeadership


Contentvitality

Workflow

Evolve


• If a solution is not found, save the problem

• The description of a problem is valuable

• Add resolution when it is found


KCS Processes

Knowledge


Structure For reuse



SolveLeadership


Contentvitality

Workflow

Evolve


• Demand driven solution review

• Modify solutions based on usage

• Flag It or Fix It

• Migrate solutions to new audiences based on demand


What are all of the names of

three-lettered creatures you can

think of?

Record your answers.

Creatures Exercise


Creatures

• ANT

• APE

• AUK (Bird)

• BAT

• BOA

• BOY

• BUG

• CAT

• COD (Fish)

• COW

• DOG• DOE• EEL• ELK• EWE• FLY• HEN• HOG• SNAKE• JAY (Bird)

• KID

• KOI (Fish)

• MAN• OWL• PIG• RAT• RAY (Fish)

• ROO• YAK• ZHO (cross between

a Yak & Cow)


KCS Processes

Knowledge


Structure For reuse



SolveLeadership


Contentvitality

Workflow

Evolve

Workflow

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

• Interaction with the knowledgebase and solution creation is integrated into the problem solving process


Incident Workflow

Create Incident

Search KB Solution Found?

Solution Correct?

USE IT

Close Incident

Research orEscalate

FLAG IT / FIX IT ADD IT

Yes

Yes

No

No

Solve It


KCS Processes

Knowledge


Structure For reuse



SolveLeadership


Contentvitality

Workflow

Evolve

ContentVitality

• Content standard – the format

• Migration of content

• Random sampling and scoring of solutions in the knowledgebase


Basic flow

• Draft

• Approved

• Published

Optional:

• Technical Review

• Rework

• Obsolete

Solution Life Cycle


KCS Processes

Knowledge


Structure For reuse



SolveLeadership


Contentvitality

Workflow

Evolve


• KCS competency program

• Feedback system

• Integration of subjective measure with objective measures

• Outcomes/results are distinct from leading indicators/activities

• Team measurements and recognition


KCS User Development

KCS knowledge, competencydefines system rights and privileges

Some in the organization will stay as readers/framers while others evolve

KnowledgeDomainExperts

KCS Coaches

KCS I(framers, readers)

KCS II(finishers,

developers)

KCS III(publisher)


KCS Processes

Knowledge


Structure For reuse



SolveLeadership


Contentvitality

Workflow

Evolve

Leadership

• Develop and execute the communications plan

• Define the organizational purpose and objectives

• 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


• Sponsor – provides vision, objectives, and resources• KCS Coordinator / Manager – coordinates and oversees • KCS Program Team – designs the implementation• Management – motivates and supports• KCS Pilot Team – pilots and evangelizes• KCS I – uses and contributes• KCS II – uses, contributes, and enhances• KCS III – uses, contributes, enhances, and publishes• KCS Coach – monitors & mentors process & people• Knowledge Domain Expert – monitors & enhances KB• KCS Council – assumes ongoing management

KCS Roles


KCS Processes

Knowledge


Structure For reuse



SolveLeadership


ContentVitality

WorkflowEvolve


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

1-23


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 1-23


KCS and ITIL Differences

KCS

• Developed without the knowledge of ITIL

• Methodology• Updated in 2007 to

version 4.0

ITIL

• KM was introduced into ITIL v.3 in 2007

• Framework• Updated in 2007 to

version 3.0

1-23


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 v3.0 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 Management• Service Level Management

– Impact on SLAs and OLAs


• Forget the business goals and only focus on KM

• Too many states in the workflow• 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

• Lack of reports

• Not adjusting Performance Assessment

• 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 in IT Service Management:A KCSSM Overview

Rick JoslinExecutive Director, Certification & Training

[email protected]


Technology

Kcs overview for detroit 2010