#atlassian

JOHN CUSTY • MANAGING CONSULTANT • JPC GROUP • @ITSMNINJA

Knowledge-Centered Support (KCSSM)The knowledge management

methodology that works!

S U P P O RT- D E M A N D C U RV E

I N T R O T O K C S

Agenda

B E N E F I T S & P R A C T I C E S

K C S P R O B L E M S O LV I N G M O D E L

Service Management Practitioner, Consultant And EducatorAbout John Custy

• Distinguished Professional in IT Service Management

• ITIL Expert & ITIL Service Manager

• ITIL Intermediate – SS, SD, ST, SO, CSI, OSA, SOA, PPO, RCV

• KT Certified Instructor• ITIL Accredited Trainer• KCS Verified Consultant• ISO/IEC 20000 Consultant• ISFS, ISMAS based on

ISO/IEC 27002• HDI Faculty & Certified

Instructor

Do you know…?

Do you know…?• The amount of resources spent resolving issues?• The amount of ‘rework’ occurring because knowledge isn’t being shared?• The real failure rate of your services? • How many times your customers don’t call you when there is a failure? • How often answers are found when someone searches for an answer? • The value that self-service could provide to your customers?• Who creates knowledge in your organization?• Who shares their knowledge?

…YOUR CURRENT KM STATE?Do you know…

…YOUR CURRENT KM STATE?Do you know…

• Dedicated team/people to create knowledge• Content created ‘in-case’ it is needed• Knowledge created, verified published; whether it is needed or not• Knowledge is an optional, when you have nothing else to do activity• Knowledge is someone else’s responsibility• Perfect, complete articles or ‘good enough’?

Why your organization needs knowledge

management

Respond to issues quicker

Resolve complex issues faster

Provide consistent answers to the same questions

Address burn-out from your team due to redundancy

Provide better resources for learning

Learn and share what your customer’s experiences

Improve the customer experience overall

Enable self-help (that really works)

Provide more value

W h y Yo u r O rg a n i z a t i o n N e e d s K n o w l e d g e M a n a g e m e n t

C O L U M N T I T L E C O L U M N T I T L E

Respond to issues quicker

Resolve complex issues faster

Provide consistent answers to the same questions

Address burn-out from your team due to redundancy

Provide better resources for learning

Learn and share what your customer’s experiences

Improve the customer experience overall

Enable self-help (that really works)

Provide more value

W h y Yo u r O rg a n i z a t i o n N e e d s K n o w l e d g e M a n a g e m e n t

C O L U M N T I T L E C O L U M N T I T L E

The Support Demand Curve

DEMAND

The Support Demand Curve

TIME

DEMAND

Knowledge Engineering Approach

TIME

DEMAND

Knowledge Engineering Queue

Knowledge Engineering Approach

TIME

DEMAND

Knowledge Engineering Queue

X – First Incident

X –Incident Y

X –Incident Z

R E W O R K

$ R E T U R NR E D U N D A N C Y

$ I N V E S T M E N T

K N O W L E D G E P U B L I S H E D

Knowledge Centered Support

TIME

DEMAND

Knowledge Centered Support

TIME

DEMAND

X – First Incident

X

X R E D U N D A N C Y A N D R E W O R K E L I M I N AT E D

$ R E T U R N

K N O W L E D G E I S T R U S T E D

$ I N V E S T M E N T

1.Knowledge is immediately available for re-use.

2.Validation based on demand

3.Compliance review based on demand

Knowledge Management Best Practice@ITSMNinja

Knowledge Management Best Practice

• Content is created as a by-product of resolving issues• Content is evolved based on demand• Knowledge is the collective, collaborative experience

of the team• People and teams are rewarded for learning,

collaboration, sharing and improving

@ITSMNinja

Knowledge Centered Support is a methodology and set of practices that focuses on knowledge as a key asset

of the organization.

KCS is not something we do in addition to solving issues, KCS becomes

the way in which we resolve issues.

What is KCS?

Capture Structure Reuse

Knowledge Articles

Support Knowledge

Knowledge-Centered Support Practices

Knowledge-Centered Support Practices

Evolve Solve

Knowledge Articles

Capture

Structure

Reuse

Improve

Leadership & Communication

Performance Assessment

Process & Integration

Content Health

The C

ustom

erThe Organization

Integrating the experience of three stakeholdersThe Analyst

The Balance Needed for Success

Stakeholder Benefits of KCS @ITSMNinja

Stakeholder Benefits of KCS @ITSMNinja

!

•Increased confidence in support•Improved response from support

C U S T O M E R

!

•Personal empowerment and recognition•Improved confidence•Broadened expertise

A N A LY S T

!

•Improved effectiveness/efficiency•Evolving resources and expertise•Improved relevance and loyalty

O R G A N I Z AT I O N

Organizational Benefits of KCS

Organizational Benefits of KCS• Solve Cases and Close Cases Faster

• 50 - 60% improved time to resolution

• 30 - 50% increase in First Contact Resolution

• Optimize Use of Resources • 70% improved time to proficiency

• 20 - 35% improved employee retention

• 20 - 40% improvement in employee satisfaction

• Enable e-Service Strategies • Improve customer success and use of self-service

• Up to 50% case deflection

• Build Organizational Learning • Actionable information to product development about customer issues

• 10% issue reduction due to root cause removal

KCS Leverages Knowledge

KCS complements the knowledge and experience of your support analysts (not replacing) with the knowledge and experience of the organization.

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KCS Leverages Knowledge

KCS complements core ITSM processes: Incident Management

Request FulfillmentProblem Management Change Management Release Management

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KCS Problem-Solving Model

The Solve Loop: Capture Practice

Capture • As a by-product of the problem-solving process

• In the moment it becomes explicit

• In the customer’s context

• Information about the environment

• Relevant content

• When tacit becomes explicit

• Search the KB before you add

• Search words are candidate knowledge

The Solve Loop: Structure Practice

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: Reuse Practice

Reuse • Search early, search often

• Seek to understand what we collectively know

• Link relevant articles to incidents

The Solve Loop: Improve Practice

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 Evolve Loop: Content Health Practice

Content Health • KCS Article Structure

• KCS Article Lifecycle

• Content Standard

• … tailored to the organization

• Visibility Matrix

• Knowledge Monitoring

The Evolve Loop: Process & Integration Practice

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: Performance Assessment Practice

Performance Assessment • KCS competency model

• Integration of subjective and objective metrics

• Measure lagging (results) and leading (activities)

• Team and value-creation measurements

• Feedback systems

• A Balanced Scorecard

The Evolve Loop: Leadership & Communication Practice

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

Knowledge-Centered Support Practices

Knowledge-Centered Support Practices

Evolve Solve

Knowledge Articles

Capture

Structure

Reuse

Improve

Leadership & Communication

Performance Assessment

Process & Integration

Content Health

KCS Structured Problem Solving Model

L I T E R A L D I A G N O S I S R E S E A R C H

K N O W L E D G E B A S E

• L i s t e n i n g s k i l l s

• C a p t u re i s s u e i n t h e i r w o rd s

• S e a rc h

• R e a s o n i n g s k i l l s

• Ve r i f y s y m p t o m s a n d e n v i ro n m e n t

• S e a rc h

• A n a l y t i c a l s k i l l s

• R e f e re n c e d e s i g n d o c u m e n t , l a b w o r k

• S e a rc h

Understand the Impact of the J-Curve

Performance Impact - Big Bang Approach

Time

Serv

ice

Leve

ls

Understand the Impact of the J-Curve

Performance Impact - Big Bang Approach

Time

Serv

ice

Leve

ls

I N V E S T M E N T

R E T U R N

I M P L E M E N TAT I O N P E R I O D

KCS is Transformational

• Fundamental change of strategy• Requirements for success:• Define a vision• Establish strategic objectives• Work with stakeholders

@ITSMNinja

Investment in People

• KCS Design Workshop• Managers Workshop• KCS Analyst Training• KCS Coaches Workshop• Knowledge Monitoring Workshop• Knowledge Domain Expert Workshop

@ITSMNinja

Investment in Process

• Incident Management• Knowledge Management• Knowledge Monitoring• Performance Assessment• Problem Management

@ITSMNinja

Investment in Technology

• Knowledge Management System• Integrated with the Incident Management System• Reporting• Self-Service Portal

@ITSMNinja

Critical Success Factors• Executive commitment

• Coaching

• Selection

• Time to coach

• Coaching yourself out of a job

• Measuring the right things

• Goals for the outcomes / results

• Trends for the leading indicators (e.g., activities)

• Deployment attitude

• Organizational change vs. just a tool

• Picking the right players

Mindset Changes

• Collaborative Knowledge vs. Individual Experience

• Just-in-Time vs. Just-in-Case

• Teams (collective wisdom) vs. Individuals (one person)

• Collaborative, Knowledge enabled network vs. Linear, serial process

• KCS vs. Knowledge Engineering methodology

Knowledge managed at the point of creation, in the

context of the demand!

KCS Resources• Consortium for Service Innovation

• www.serviceinnovation.org• KCS Practices Guide• Case studies• KCS-Verified program

• HDI • www.thinkhdi.com/topics/knowledge-management.aspx• KCS Foundation – standard, workshop and certification• KCS Principles – standard, workshop and certification• KCS Coach - workshop

@ITSMNinja

KCS Trainings - Summit Promotion Codes• HDI KCS Principles course:

• Promotion Code - KCSP100 ($100 discount) • http://www.thinkhdi.com/education/courses/kcs-principles.aspx• Applies to Public Training. Cannot be combined with any other offer or HDI

membership discount• HDI KCS Foundation course:

• Promotion Code - KCSF50 ($50 discount) • http://www.thinkhdi.com/education/courses/kcs-foundation.aspx• Applies to Virtual, Public and Online. Cannot be combined with any other

offer or HDI membership discount

Thank you!

!

What Will You Do to Increase the Value of Your Services?

JOHN CUSTY • MANAGING CONSULTANT • JPC GROUP • @ITSMNINJA