Knowledge-Centered Support – The Methodology That Really Works - John Custy

  • Published on
    18-Nov-2014

  • View
    178

  • Download
    0

Embed Size (px)

DESCRIPTION

 

Transcript

<ul><li> 1. #atlassian </li> <li> 2. Knowledge-Centered Support (KCSSM) The knowledge management methodology that works! JOHN CUSTY MANAGING CONSULTANT JPC GROUP @ITSMNINJA </li> <li> 3. Agenda INTRO TO KCS SUPPORT-DEMAND CURVE BENEFITS &amp; PRACTICES KCS PROBLEM SOLVING MODEL </li> <li> 4. About John Custy Service Management Practitioner, Consultant And Educator Distinguished Professional in IT Service Management ITIL Expert &amp; 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 &amp; Certified Instructor </li> <li> 5. Do you know? </li> <li> 6. Do you know? The amount of resources spent resolving issues? The amount of rework occurring because knowledge isnt being shared? The real failure rate of your services? How many times your customers dont 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? </li> <li> 7. Do you know YOUR CURRENT KM STATE? </li> <li> 8. Do you know YOUR CURRENT KM STATE? 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 elses responsibility Perfect, complete articles or good enough? </li> <li> 9. Why your organization needs knowledge management </li> <li> 10. 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 customers experiences Improve the customer experience overall Enable self-help (that really works) Provide more value COLUMN TITLE COLUMN TITLE </li> <li> 11. 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 customers experiences Improve the customer experience overall Enable self-help (that really works) Provide more value COLUMN TITLE COLUMN TITLE </li> <li> 12. The Support Demand Curve DEMAND </li> <li> 13. The Support Demand Curve TIME DEMAND </li> <li> 14. Knowledge Engineering Approach TIME DEMAND Knowledge Engineering Queue </li> <li> 15. Knowledge Engineering Approach TIME DEMAND REWORK X Incident Z X Incident Y X First Incident Knowledge Engineering Queue $ RETURN REDUNDANCY $ INVESTMENT KNOWLEDGE PUBLISHED </li> <li> 16. Knowledge Centered Support TIME DEMAND </li> <li> 17. Knowledge Centered Support TIME DEMAND X KNOWLEDGE IS TRUSTED $ RETURN X REDUNDANCY AND X First Incident REWORK ELIMINATED $ INVESTMENT 1.Knowledge is immediately available for re-use. 2.Validation based on demand 3.Compliance review based on demand </li> <li> 18. Knowledge Management Best Practice @ITSMNinja </li> <li> 19. 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 </li> <li> 20. Knowledge Centered Support is a methodology and set of practices that focuses on knowledge as a key asset of the organization. </li> <li> 21. KCS is not something we do in addition to solving issues, KCS becomes the way in which we resolve issues. </li> <li> 22. What is KCS? Capture Structure Reuse Knowledge Articles Support Knowledge </li> <li> 23. Knowledge-Centered Support Practices </li> <li> 24. Knowledge-Centered Support Practices Knowledge Articles Capture Structure Reuse Improve Leadership &amp; Communication Performance Assessment Process &amp; Integration Content Health Evolve Solve </li> <li> 25. The Balance Needed for Success The Customer The Analyst The Organization Integrating the experience of three stakeholders </li> <li> 26. Stakeholder Benefits of KCS @ITSMNinja </li> <li> 27. Stakeholder Benefits of KCS @ITSMNinja CUSTOMER ! Increased confidence in support Improved response from support ANALYST ! Personal empowerment and recognition Improved confidence Broadened expertise ORGANIZATION ! Improved effectiveness/ efficiency Evolving resources and expertise Improved relevance and loyalty </li> <li> 28. Organizational Benefits of KCS </li> <li> 29. 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 </li> <li> 30. KCS Leverages Knowledge #atlassian KCS complements the knowledge and experience of your support analysts (not replacing) with the knowledge and experience of the organization. </li> <li> 31. KCS Leverages Knowledge KCS complements core ITSM processes: Incident Management Request Fulfillment Problem Management Change Management Release Management #atlassian </li> <li> 32. KCS Problem-Solving Model </li> <li> 33. The Solve Loop: Capture Practice Capture As a by-product of the problem-solving process In the moment it becomes explicit In the customers context Information about the environment Relevant content When tacit becomes explicit Search the KB before you add Search words are candidate knowledge </li> <li> 34. 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 </li> <li> 35. The Solve Loop: Reuse Practice Reuse Search early, search often Seek to understand what we collectively know Link relevant articles to incidents </li> <li> 36. 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 </li> <li> 37. The Evolve Loop: Content Health Practice Content Health KCS Article Structure KCS Article Lifecycle Content Standard tailored to the organization Visibility Matrix Knowledge Monitoring </li> <li> 38. The Evolve Loop: Process &amp; Integration Practice Process &amp; Integration Structured Problem Solving (SPS) seeks to understand before seeking to solve Seamless Technology Integration Search Technology for KCS Closed Loop Feedback </li> <li> 39. 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 </li> <li> 40. The Evolve Loop: Leadership &amp; Communication Practice Leadership &amp; 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 </li> <li> 41. Knowledge-Centered Support Practices </li> <li> 42. Knowledge-Centered Support Practices Knowledge Articles Capture Structure Reuse Improve Leadership &amp; Communication Performance Assessment Process &amp; Integration Content Health Evolve Solve </li> <li> 43. KCS Structured Problem Solving Model LITERAL DIAGNOSIS RESEARCH KNOWLEDGE BASE Listening s k i l l s Capture issue in their words Search Reasoning s k i l l s Ver i fy symptoms and environment Search Analytical s k i l l s Reference design document, lab work Search </li> <li> 44. Understand the Impact of the J-Curve Performance Impact - Big Bang Approach Time Service Levels </li> <li> 45. Understand the Impact of the J-Curve Performance Impact - Big Bang Approach Time Service Levels INVESTMENT RETURN IMPLEMENTATION PERIOD </li> <li> 46. KCS is Transformational Fundamental change of strategy Requirements for success: Define a vision Establish strategic objectives Work with stakeholders @ITSMNinja </li> <li> 47. Investment in People KCS Design Workshop Managers Workshop KCS Analyst Training KCS Coaches Workshop Knowledge Monitoring Workshop Knowledge Domain Expert Workshop @ITSMNinja </li> <li> 48. Investment in Process Incident Management Knowledge Management Knowledge Monitoring Performance Assessment Problem Management @ITSMNinja </li> <li> 49. Investment in Technology Knowledge Management System Integrated with the Incident Management System Reporting Self-Service Portal @ITSMNinja </li> <li> 50. 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 </li> <li> 51. 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 </li> <li> 52. Knowledge managed at the point of creation, in the context of the demand! </li> <li> 53. 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 </li> <li> 54. 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:/...</li></ul>

Recommended

View more >