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Knowledge Management in Service Management:
A KCSSM Overview
KCS is a service mark of the Consortium for Service Innovation
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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?
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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
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The Support Demand Curve
Time
Demand
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Knowledge Engineering
Time
Demand
X – First Incident
Knowledge Engineering Queue
X –Incident Y
Knowledge is Published
X –Incident ZRedundancy
$ Investment
$ Rework
$ Return
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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
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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
KCS is a service mark of the Consortium for Service Innovation
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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
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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!
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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
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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
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KCS Processes
Knowledge
Capture inThe workflow
Structure For reuse
SearchingIs creating
Just-in-timeSolution Quality
SolveLeadership
PerformanceAssessment
ContentVitality
WorkflowEvolve
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The KCS Solution Concept
Customers
CompanyAnalysts
Integrating the experience of the three stakeholders
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KCS Processes
Knowledge
Capture inThe workflow
Structure For reuse
SearchingIs creating
Just-in-timeSolution Quality
SolveLeadership
PerformanceAssessment
Contentvitality
Workflow
Evolve
Capture inThe workflow
• Capture in the customer’s context
• Capture information about the environment
• Tacit becomes explicit
• Search early, search often
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An Operational View
AdminAccount
Info.
Incident History
Resolu
tion
Enviro
nmen
t
Proble
m
Incident (a snapshot in time)
Solution (reusable)
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KCS Processes
Knowledge
Capture inThe workflow
Structure For reuse
SearchingIs creating
Just-in-timeSolution Quality
SolveLeadership
PerformanceAssessment
Contentvitality
Workflow
Evolve
StructureFor reuse
• Provides context for content
• Improves readability of the solutions
• Promotes consistency
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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
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• 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
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KCS Processes
Knowledge
Capture inThe workflow
Structure For reuse
SearchingIs creating
Just-in-timeSolution Quality
SolveLeadership
PerformanceAssessment
Contentvitality
Workflow
Evolve
SearchingIs creating
• If a solution is not found, save the problem
• The description of a problem is valuable
• Add resolution when it is found
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KCS Processes
Knowledge
Capture inThe workflow
Structure For reuse
SearchingIs creating
Just-in-timeSolution Quality
SolveLeadership
PerformanceAssessment
Contentvitality
Workflow
Evolve
Just-in-timeSolution Quality
• Demand driven solution review
• Modify solutions based on usage
• Flag It or Fix It
• Migrate solutions to new audiences based on demand
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What are all of the names of
three-lettered creatures you can
think of?
Record your answers.
Creatures Exercise
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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)
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KCS Processes
Knowledge
Capture inThe workflow
Structure For reuse
SearchingIs creating
Just-in-timeSolution Quality
SolveLeadership
PerformanceAssessment
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
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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
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KCS Processes
Knowledge
Capture inThe workflow
Structure For reuse
SearchingIs creating
Just-in-timeSolution Quality
SolveLeadership
PerformanceAssessment
Contentvitality
Workflow
Evolve
ContentVitality
• Content standard – the format
• Migration of content
• Random sampling and scoring of solutions in the knowledgebase
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Basic flow
• Draft
• Approved
• Published
Optional:
• Technical Review
• Rework
• Obsolete
Solution Life Cycle
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KCS Processes
Knowledge
Capture inThe workflow
Structure For reuse
SearchingIs creating
Just-in-timeSolution Quality
SolveLeadership
PerformanceAssessment
Contentvitality
Workflow
Evolve
PerformanceAssessment
• KCS competency program
• Feedback system
• Integration of subjective measure with objective measures
• Outcomes/results are distinct from leading indicators/activities
• Team measurements and recognition
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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)
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KCS Processes
Knowledge
Capture inThe workflow
Structure For reuse
SearchingIs creating
Just-in-timeSolution Quality
SolveLeadership
PerformanceAssessment
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
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• 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
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KCS Processes
Knowledge
Capture inThe workflow
Structure For reuse
SearchingIs creating
Just-in-timeSolution Quality
SolveLeadership
PerformanceAssessment
ContentVitality
WorkflowEvolve
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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
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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
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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
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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
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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
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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
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• 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
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DISCUSSION
• We don’t have a KM system, how can you get started now?
• We have a KM system, what should we do now?
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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
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Knowledge Management in IT Service Management:A KCSSM Overview
Rick JoslinExecutive Director, Certification & Training
KCS is a service mark of the Consortium for Service Innovation