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This is presentation that was completed at the ITSFM Tasmania and Sydney in 2013. It Introduces the concepts of the knowledge management framework called Knowledge Centered Support (KCS) Knowledge Centered Support ( KCS ) is a holistic knowledge management framework, with; - knowledge management processes - knowledge management procedures - knowledge management governance, and - knowledge management growth phase KCS gives clear instructions on: - Knowledge Management Roles & Responsibilities - Knowledge Management Databases - Knowledge Articles - Knowledge Documentation - Information Management - Knowledge Management Tools and Technology To see an online video of this process visit youtube Chapter 1 - Part 1 https://www.youtube.com/watch?v=lf0_X7R84AY Chapter 1 - Part 2 https://www.youtube.com/watch?v=ya22c0hta3I Chapter 1 - Part 3 https://www.youtube.com/watch?v=LLowyjH6VrE Or Vimeo https://vimeo.com/57426113
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Question:
How would you cope if you had a 55% turn over of your most experienced staff in one year?
Possible Answer:
Bitting Nails
OUTSTANDIN
GS
Customer C
all-back
s
MTTR
FPR
CSAT
Staff Morale
Foetal Position
• Picture with Face cut out “Your Face Hear”Your Face Here
This happened to us in 2006-2007, and we actually delivered better service, reduced costs, increased efficiency, quality and customer
satisfaction.
WH
ATCH
OO
TALK
IN’‘B
OU
TW
ILLI
S?
These are not empty promises
• Julia Gillard, there’ll be no carbon tax.
“There will be no carbon tax under the government I lead”. 10th July 2011
Service Desk Story
2000 2001 2002 2003 2004 2005 2006 2007 20080
20
40
60
80
100
120
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Staff Numbers Call Volumes (Thousands) # Applicatons Supported Planner satisfaction ("Good" +)Calls resolved at first point Calls resolved with knowledgebase Knowledge Re-Use
IT Help Desk Service Desk
Call
Back
s
Av T
alk
Tim
e
ITIL KCS
55% Turnover
Main Contributor
A tried and tested
Knowledge Management Framework
KCS
A LITTLE FUZZY
Knowledge Centred Support
Solutions ManagementMethodology
Simple premise: capture,
structure, re-use
support knowledge
Consortium for ServiceInnovation
www.serviceinnovation.org
Seen it all before!
All triedFail!Misunderstanding KnowledgeUtopian View of KnowledgeUnachievable Knowledge Outcomes
1. Gained through interaction and experience
2. Constantly changing (we never stop learning)
3. Never 100% complete or 100% accurate
Characteristics of Knowledge:
4. Validated through use; experience and interaction (not by subject matter experts)
Is this what people in your organisation expect when we say we are implementing a
knowledge base or a knowledge management practice?
Characteristics of Knowledge:
Do they expect knowledge to be created as a result of interaction and experience, constantly
changing, never complete not absolutely accurate and validate through use?
Usually not! Unfortunately, people’s expectation of a
knowledgebase or a knowledge management system is perfect, pristine knowledge approved by
experts
`Characteristics of Knowledge:
We have to change people’s expectations if we really want
to capitalize on the collective experience of the
organisation.
Characteristics of Knowledge:
DEFINITION OF KNOWLEGE:
Information that you can act on
Just-In-Case
Just-In-Time
VS
Non KCS Orgs:Av KA Pub Days
60 days 90 days30 days
Lost Opportunity, Efficiencies, Money, Reputation, Cust Experience
Nu
mb
er O
f R
edis
cove
ries
TimeSource: KCS Practices Guide v5.1 - Consortium of Service Innovation
The value of support knowledge begins to diminish 30 days after the issue is first discovered.
Knowledge is our biggest Asset
Everyone’s Responsibility
RemoveKnowledge Silos
rewarding sharing and
contribution
Removesbottlenecks
promotes knowledge for all to interact with.
every call closed with Knowledge
Style is secondary to clear concise instructions.
Licences Knowledge
Schedules it into workforceplanning
IntegratedInto support
29
Seamless
KCS is not something you do in addition to
solving problems –
KCS becomes the way you solve problems
Culture, Process & Toolset
30
KCS
A Cultural Focus ShiftFrom Call Centric to Knowledge Centric
Shift
• Individual to Team• Activity to Value Creation• Completion to Evolution• Escalation to Collaboration• Content to Context• Knowing to Learning and Sharing
Four Concepts of KCS:
1. Create ‘Just-In-Time’ content as a by-product of solving problems
2. Evolve content based on demand and usage
3. Develop a KB of our collective experience to-date
4. Reward learning, collaboration, sharing and improving
Structure
Reuse
Leadership &Communication
PerformanceAssessment
Capture
ProcessIntegration
Content Health Improve
Knowledge
Evolve
SolveKCS
What's KCS
How does it work?
Service DeskLevel 1
Desktop SupportLevel 2
Network & CommsLevel 3
Error XYZ
Title: Error XYZEnvironment: MS Word
Cause:
Solution:
Status: Framed
Title: Error XYZEnvironment: MS Word
Cause:
Solution:
Status: Framed
Title: Error XYZEnvironment: MS Word
Cause: Conflicting NW Drive Folder Permissions in different OUs Solution:
Status: Framed
Title: Error XYZEnvironment: MS Word
Cause: Conflicting NW Drive Folder Permissions in different OUs Solution:
Status: Framed
Title: Error XYZEnvironment: MS Word
Cause: Conflicting NW Drive Folder Permissions in different OUs Solution: Configure Save Options to Save a copy locally.
Status: Draft
Status:FramedDraftApproved
Customer
Inci
dent
M
gmt
Know
ledg
e M
gmt
Title: Error XYZEnvironment: MS Word
Cause: Conflicting NW Drive Folder Permissions in different OUs Solution: Configure Save Options to Save a copy locally.
Status: Approved
ConfidenceLevel
Title: Error XYZEnvironment: MS Word
Cause: Conflicting NW Drive Folder Permissions in different OUs Solution: Configure Save Options to Save a copy locally.
Status: Approved
Service DeskLevel 1
Desktop SupportLevel 2
Network & CommsLevel 3
Error XYZ
EfficienciesTime, Cost & Quality
Shift Left
Customer
Inci
dent
M
gmt
Know
ledg
e M
gmt
Title: Error XYZEnvironment: MS Word
Cause: Conflicting NW Drive Folder Permissions in different OUs Solution: Configure Save Options to Save a copy locally.
Status: Published
EfficienciesTime, Cost & Quality
Shift Left
Customer
Inci
dent
M
gmt
Know
ledg
e M
gmt
Level 0
Customer Success
24 x 7
Support Deflection
Reduced Support Costs
I know what you’re thinking
We need to talk!
Quality Control
Quality is Subjective
Duplicates
To ManyFramed
VisibilityGroupsNot in
ContextToo
Specific
No Products
Irrelevant Linking Resolved
Withframed
Manual Work-Arounds
Capture
StoreRetrieveReport
Adjustments
Toolset
Processes
Culture
Structure
Governance
Monitoring & Reporting
How will it be rolled out?
Grow Into It
KCS PhasesPhase 1 : Planning & Design
Phase 2: Adoption
Phase 3: Proficiency
Phase 4: Leverage of the Knowledgebase.
• Build tools required for successful adoption • Gather baseline measurements • Set realistic internal and external expectations
• Create internal understanding and excitement through initial competency • Establish internal referenceability
• Create and mature the knowledge base • Increase process efficiency • Reduce time to proficiency • Improve collaboration and analyst satisfaction
• Optimize resource utilization • Reduce support cost • Increase customer success • Improve employee satisfaction • Improve products and services
Solve Cases and Incidents Faster • 50 - 60% improved time to resolution (MTTR)• 30 - 50% increase in first contact resolution (FCR)
Build Organizational Learning • Actionable information to product development about customer issues • 10% issue reduction due to root cause removal
Enable eServices Strategy • Improve customer success and use of self-service • Up to 50% case deflection
Optimize Use of Resources • 70% improved time to proficiency • 20 - 35% improved employee retention • 20 - 40% improvement in employee satisfaction
IndividualResults
- Staff with high knowledge activity average greater FPR than the team averages.
- New staff members with high knowledgeactivity achieve FPR team averages in < 6 months
- Knowledge resisters consistently fall below team averages for FPR.
- Knowledge resisters take more calls on average and have lower call handling times (This reflects Log and Flog practices).
- Their backlog volumes, Av Open Age + MTR for their support tickets are much higher than team averages.
FPRMTR
CSAT
KM Reuse
Resources
Paul Jay
0421 054 073
KCS_Evangelist
Service Desk Story
2000 2001 2002 2003 2004 2005 2006 2007 20080
20
40
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100
120
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Staff Numbers Call Volumes (Thousands) # Applicatons Supported Planner satisfaction ("Good" +)Calls resolved at first point Calls resolved with knowledgebase Knowledge Re-Use
Service Desk Story
2000 2001 2002 2003 2004 2005 2006 2007 20080
20
40
60
80
100
120
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
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Staff Numbers Call Volumes (Thousands) # Applicatons Supported Planner satisfaction ("Good" +)Calls resolved at first point Calls resolved with knowledgebase Knowledge Re-Use
ITIL
Service Desk Story
2000 2001 2002 2003 2004 2005 2006 2007 20080
20
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100
120
0%
10%
20%
30%
40%
50%
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70%
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90%
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Staff Numbers Call Volumes (Thousands) # Applicatons Supported Planner satisfaction ("Good" +)Calls resolved at first point Calls resolved with knowledgebase Knowledge Re-Use
ITIL KCS
Service Desk Story
2000 2001 2002 2003 2004 2005 2006 2007 20080
20
40
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100
120
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
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Staff Numbers Call Volumes (Thousands) # Applicatons Supported Planner satisfaction ("Good" +)Calls resolved at first point Calls resolved with knowledgebase Knowledge Re-Use
ITIL KCS
Service Desk Story
2000 2001 2002 2003 2004 2005 2006 2007 20080
20
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0%
10%
20%
30%
40%
50%
60%
70%
80%
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Staff Numbers Call Volumes (Thousands) # Applicatons Supported Planner satisfaction ("Good" +)Calls resolved at first point Calls resolved with knowledgebase Knowledge Re-Use
ITIL KCS
Service Desk Story
2000 2001 2002 2003 2004 2005 2006 2007 20080
20
40
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100
120
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Staff Numbers Call Volumes (Thousands) # Applicatons Supported Planner satisfaction ("Good" +)Calls resolved at first point Calls resolved with knowledgebase Knowledge Re-Use
ITIL KCS
Service Desk Story
2000 2001 2002 2003 2004 2005 2006 2007 20080
20
40
60
80
100
120
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Staff Numbers Call Volumes (Thousands) # Applicatons Supported Planner satisfaction ("Good" +)Calls resolved at first point Calls resolved with knowledgebase Knowledge Re-Use
ITIL KCS
Service Desk Story
2000 2001 2002 2003 2004 2005 2006 2007 20080
20
40
60
80
100
120
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Staff Numbers Call Volumes (Thousands) # Applicatons Supported Planner satisfaction ("Good" +)Calls resolved at first point Calls resolved with knowledgebase Knowledge Re-Use
ITIL KCS
Service Desk Story
2000 2001 2002 2003 2004 2005 2006 2007 20080
20
40
60
80
100
120
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Staff Numbers Call Volumes (Thousands) # Applicatons Supported Planner satisfaction ("Good" +)Calls resolved at first point Calls resolved with knowledgebase Knowledge Re-Use
ITIL KCS
Service Desk Story
2000 2001 2002 2003 2004 2005 2006 2007 20080
20
40
60
80
100
120
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Staff Numbers Call Volumes (Thousands) # Applicatons Supported Planner satisfaction ("Good" +)Calls resolved at first point Calls resolved with knowledgebase Knowledge Re-Use
ITIL KCS
Service Desk Story
2000 2001 2002 2003 2004 2005 2006 2007 20080
20
40
60
80
100
120
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Staff Numbers Call Volumes (Thousands) # Applicatons Supported Planner satisfaction ("Good" +)Calls resolved at first point Calls resolved with knowledgebase Knowledge Re-Use
ITIL KCS
Service Desk Story
2000 2001 2002 2003 2004 2005 2006 2007 20080
20
40
60
80
100
120
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Staff Numbers Call Volumes (Thousands) # Applicatons Supported Planner satisfaction ("Good" +)Calls resolved at first point Calls resolved with knowledgebase Knowledge Re-Use
IT Help Desk Service Desk
ITIL KCS
Service Desk Story
2000 2001 2002 2003 2004 2005 2006 2007 20080
20
40
60
80
100
120
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Staff Numbers Call Volumes (Thousands) # Applicatons Supported Planner satisfaction ("Good" +)Calls resolved at first point Calls resolved with knowledgebase Knowledge Re-Use
IT Help Desk Service Desk
Call
Back
s
Av T
alk
Tim
e
ITIL KCS
55% Turnover
