Pre-9: Implementing Knowledge-Centered Support , Rae Ann Bruno

Pre-9: Implementing Knowledge-

Centered Service

Based on the Consortium of Service Innovation KCS Practices

Guide• Rae Ann Bruno

• rbruno@businessSolutionsTraining.com

• Eaton Cutler-Hammer formerly Westinghouse)-(Pittsburgh, PA)

• - Manager, Enterprise Training & Documentation

• Sr. Manager, Enterprise Support

• Siemens Energy & Automation (Alpharetta, GA)

• Director IT Customer Service

• Previo, Inc. (San Diego, CA)

• Vice President, Strategic Relations

• Business Solutions Training, Inc.

• Consultant and Trainer

• President/rbruno@BusinessSolutionsTraining.com

• Faculty Trainer, HDI - rbruno@thinkhdi.com

• ITIL Certified

• HDI International Standards Committee member

Rae Ann Bruno – Background

• Understand the KCS Methodology

• Learn how to make the Adoption Roadmap a Reality• Laying the Foundation

• The Design Workshop• Committees

• Outputs/deliverables

• Training & Communication

• Tips for a Successful Implementation

• Integrating KCS into your organization

Today’s Agenda

The KCS Adoption Roadmap

Evolution

Team MeasurementsKCS CouncilKnowledge Domain Experts

Performance Assessment

Process & Integration

Adoption Strategy

Strategic Framework

Communications Plan

Foundation

Adoption Wave I

AdoptionWave II

Time• Pilot Team

Development

• Content Seeding

•Management Workshop

• Coach Development

• Knowledge Monitoring Workshop

• Assessment

• Program Team

• Design Workshop

• Team Development

• Operational Assessment

Content Standard

Visibility Matrix

Rewards & Recognition

Roles & Responsibilities Guide

Training Plans

Tool Acquisition

4

Dropbox with:

• High level check list

• Sample Design Workshop agenda

• Sample KCS RACI

• Sample training agendas and slides

• Process Maturity Assessments for the Service Desk, Incident Management and Problem Management

• Sample score card, content standard, and style guide

• Activities that teach

KEY TAKEAWAYS

• Name

• Company

• Current stage of Knowledge Centered Service progress

Introductions

• With your group, make a list of the current Incident Management challenges you are facing in your organizations

Activity

Common Challenges

• We get a lot of questions and don’t always have the answers!

• It is difficult to keep up with all of the changes.

• We frequently have new team members and need to get them trained sufficiently.

• There isn’t enough time for training.

• We can’t always reach the experienced person who knows the answer.

• As a team, we don’t give consistent answers.

• We can’t always predict what people will ask or how many people will call.

Implementing Knowledge Isn’t the Goal!

It’s about:

KCS Benefits to Stakeholders

• 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

What is KCS?

11

© 2015 Consortium for

Service Innovation

KCS is a methodology and a set of

practices and processes that focuses

on knowledge

as a key asset of the support

organization.

Intro - 2

1. Go to: Kahoot.it

2. Type the pin

Number

3. Type your

nickname

4. Wait for the

question!

KAHOOT.IT

Before You Begin

Before the Implementation Know the methodology

Name a committed executive sponsor

Align with goals

Prepare to overcome objectives and evangelize

Plan the initial project

Understand how to implement all aspects of the Adoption Roadmap

Have a long term strategy (beyond the implementation)

Integrate the process into your organization (and manage the culture change)

UNDERSTANDING THE KCS

METHODOLOGY

Fundamentals

What is KCS?

KCS seeks to: 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

15

© 2015 Consortium for

Service Innovation

KCS is a methodology and a set of practices and processes

that focuses on knowledge

as a key asset of the support organization.

Intro - 2

• Started by the Consortium of Service Innovation in 1992 (a non-profit alliance of service and support organizations).

• Based on premise to: Capture, Structure, and Reuse knowledge

• “Think Tank” approach• Tried ideas in their respective organizations

• Collaborated to build what works for all organizations

Note: there are a lot of useful resources on the consortium website (practices guide/page numbers):

https://www.serviceinnovation.org/

Knowledge-Centered Support

What is Knowledge?

Knowledge is:

• Gained through interaction and experience

• Constantly changing (we never stop learning)

• Never 100% complete or 100% accurate

• Validated through use, experience and interaction (not by subject matter experts)

Knowledge Attributes

Intro - 9

• Solve Cases and Incidents 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

Why KCS?

Intro - 4

• Enable eServices Strategy• Improve customer success and use of self-service

• Up to 50% case deflection

• Build Organizational Learning• Provide actionable information to product development about customer

issues

• 10% issue reduction due to root cause removal

Why KCS?

Intro - 4

WE LIVE IN A KCS WORLD

Have you ever done something you didn’t know how to do because you

found it online?

How are your teams finding answers today?

A KCS Premise

"the best people to create and maintain the knowledge base are the people who use it

every day."

22

© 2015 Consortium for

Service Innovation

Section 2 - 64

The Demand Curve

Demand

Time

Knowledge Base

Customer

Incidents

10,000 phone

Service Desk

2nd Tier Support

3rd Tier Support

Product Development

Each level solves 80% of their incidents and escalates 20%

10,000

2,000

400

80Problem

Management

Service Design

• Knowledge Articles

• Problems & Resolutions

• Questions & Answers

What is a candidate for a knowledge article?

• People Profiles• Subject Matter Experts

• Their skill sets

• Account Profiles• Customer Information

• Customer Configuration • Products and configuration

in the customer’s environment

What are Knowledge Assets?

• How To documentation

• Error Messages

• Standard Operating Procedures

• Known Defects

• Diagnostic Information

• Proper Configuration Settings

• Interoperability Issues

• And much more…

Top Ten Reasons You Need KCS

10. Respond to and resolve issues faster.

9. Provide answers to complex issues.

8. Provide the same answers to the same questions.

7. Support analysts suffering from burnout.

6. Address the lack of time for training.

5. Provide an answer to recurring questions.

4. Identify opportunities to learn from customer’s experiences.

3. Improve First Contact Resolution.

2. Enable self-service.

1. Lower support costs.

Laying the Foundation

Strategic Framework

Laying the Foundation

• KCS is not JUST a project.

• It is the mechanism for meeting organizational and support goals.

• Organizational goals drive Support goals and KCS is a mechanism for meeting those goals.

• The KCS strategy centers around the goals.

• It’s a culture change.

Building the Strategic Framework

• The Strategic Framework lays the foundation long term success.

• It aligns the KCS goals with organizational and departmental goals.

• Through the framework, goals, targets, metrics, and the approach for achieving are identified, defined, planned, and continually evolved.

Establishes alignment with the stakeholder’s objectives

Maps the high-level goals of the organization with the goals of

the individuals

Defines the “what’s in it for me”

(WIIFM)

Benefits of the Strategic Framework

• On the handout, list your overall organization’s goals for the current or upcoming year.

• List the IT goals that align with overall organization’s goals (if you have specific support goals, list them).

• With your table, brainstorm ways that KCS can help to make those goals a reality.

Activity

KCS PRACTICES & TECHNIQUES

The Evolve & Solve Loops

Section 2 - 5

The Double-Loop Process

Section 2 - 6

The Solve Loop

• Activity level – done repeatedly (with every ticket)• Capture

• Structure

• Reuse

• Improve

Section 2 – 6 & 7

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

Capture

The Solve Loop - Capture

• Capture• Capture during the interaction with the customer

• “just-in time”

• Becomes explicit• "We don't know what we know until someone asks us.“ (David

Snowden)

• Tacit information becomes explicit in conversations

• Captured in the customer context• As important as the content

• Relevant content

• Search words are candidate knowledge

Section 2 – 9 through 12

An Operational View

AdminInformation

Incident

History

Incident (a snapshot in time)

Article (reusable)

Guidelines for Relevant Content

• Words and phrases the customer uses to describe the issue

• even if technically inaccurate

• Environment statements relevant or unique to the issue

• Environment statements should be true before and after the issue is solved

Sec 2 – 13

Guidelines for Relevant Content

• Information that distinguishes this article from other articles with similar symptoms but a different resolution

• distinguishing characteristics are most often environment statements

• Diagnostic process used in resolving the issue

• details or how to do complex, reusable diagnostic processes are often articles themselves and should be referenced or linked

• Resolution statements which completely resolve the issue described by the customer

Sec 2 – 13

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

Structure

The Solve Loop - Structure

• Structure• Utilize simple templates

• Complete thoughts, not complete sentences

Section 2 – 16 through 18

The Solve Loop - Structure

• Any situation or issue can be broken down into the following categories:

• Issue

• Environment

• Resolutions

• Cause

• Metadata

Section 2 – 17

Incident

• Customer called about a problem win WIN7 and an iPhone. The iPhone will not sync. Reviewed sync settings and could not find anything wrong. Customer has meeting and would like a call back tomorrow am.

• Talked to Bob about iPhone problem, he is running Win7 on a Lenovo T41 and he needs to disable the USB power management option. Bob asked to leave the call open until he reboots and test it.

ArticleIssue:

• Cannot sync phoneEnvironment:

• iPhone• Windows7

Cause:

Resolution: 1. Disable USB power management.

How to disable USB power management

2. Reboot the PC.

Example of an Article

Source: HDI KCS Course

Reuse

• Search early, search often

• Seek to understand what we collectively know

• Link relevant articles to incidents

The Solve Loop

Reuse

The Solve Loop - Reuse

• Search early, search often

• Seek to understand what we collectively know

• Linking

Section 2 – 21

KCS – Structured Problem Solving Model

Literal Diagnosis Research

Knowledge Base

Linking

• Rule of thumb, keep it to one page and use hyperlinks to other articles

• Those with more experience can move through more quickly

• Those with less experience, can find the detail needed for each step

• Capture the resolution as part of the incident

• Many-to-many relationship with incidents and articles

Section 2 – 24

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 – duplicates merged when identified

• Migrate articles to new audiences based on demand

The Solve Loop

Improve

The Solve Loop - Improve

• Reuse is review (and improve)• The best people to create and review knowledge are the

people who use it every day.

• We modify and improve articles as we reuse them.

• Flag it or Fix It

• License to Modify

Section 2 – 21

U.F.F.A

• Use It• leverage and link an existing KCS article to resolve an incident.

• Flag It• if we are not licensed or confident, we should add comments to the

article (Rework or Technical Review states are one way to flag an article) so that an authorized person can fix it.

• Fix It• modify an existing KCS article if we are licensed and confident.

• Add It• create a new KCS article if one does not already exist.

Section 2 – 29

The Double-Loop Process

Section 2 - 6

The Four Evolve Practices

• Content Health

• Process Integration

• Performance Assessment

• Leadership & Communication

The Evolve Loop

Section 2 – 35

• The Evolve Loop enables:

• Quality improvement measures

• Creation or refinement of high value KCS articles based on patterns or clusters of KCS articles in the knowledgebase

• The continuous improvement of the Solve Loop practices

• Continuous improvement in the system level processes that support the Solve Loop

• Root cause analysis to identify high impact improvements to the products and documentation

The Evolve Loop

Section 2 – 35

Content is King

The Evolve Loop – Content Health

Article State

Section 2 – 50

• Quality Index

• Licensing/coaching model

• Content standard

• Performance assessment model

• “Flag or Fix it”

5 Elements of Quality

Section 2 – 58

• Ensure it is not a duplicate article

• Complete information: problem/environment/resolution description

• Content clarity

• Reflects article content for easy recognition

Three Basic Checkpoints

Section 2 – 58

Roles & Responsibilities

Four Key Roles in KCS

Knowledge

Domain Experts

Leaders

Knowledge

DevelopersCoaches

• Change agents• Model the practice• Skills development• Feedback

• Knowledge quality• Trend analysis• Problem management• Create knowledge

• Vision• Define success• Set content• Motivate / support

• Capture• Structure• Reuse• Improve

KCS Candidate

• Searches the knowledge base

• Use It

• Flag It

• Add It

• May modify articles they added

• Captures the customer’s context

• Uses judgment to determine the appropriateness of a knowledge article for a customer

61

KCS Contributor

• Use It, Flag It or Fix It, Add It

• Reviews and finishes articles from Candidates

• Ensures quality

62

KCS Publisher

• Use It, Flag It or Fix It, Add It

• Reviews and finishes articles from KCS Candidates and Contributors

• Ensures quality

• Publishes knowledge articles to customers

63

KCS Coach

• Publisher and evangelist

• Mentors and supports KCS I’s, II’s, & III’s

• Conducts knowledge monitoring of processes and people• Reviews all contributions of a KCS I

• Recommends a KCS I for promotion to KCS II

• Recommends a KCS II for promotion to KCS III

• Randomly samples articles contributed by staff

• Provides ongoing feedback to users and management regarding

quality and KCS skills competencies

• Participates in the KCS Council

64

KCS Domain Expert

• Publisher and Subject Matter Expert (SME)

• Mentors and supports staff

• Conducts knowledge monitoring of knowledge base• Reviews usage reports and trends

• Validates complex resolutions

• Addresses content gaps

• Creates articles and diagnostic trees

• Gets involved in Problem Management

• Participates in the KCS Council

65

Knowledge Coordinator / Manager

• Conducts knowledge monitoring of KCS Coaches

• Has overall responsibility for health of knowledge base

• Leads the KCS Council

• Promotes KCS I to KCS II to KCS III

• Develops and analyzes metrics and reports

• Monitors processes, resources, and technology

• Is the administration of technology

66

Sample Role Distribution High Volume

Environment

67

68

Sample Role Distribution High Volume

Environment

Management

• Satisfies service level targets

• Sets direction

• Manages and develops resources• Support analysts

• Coaches

• Ensures process and policy compliance

• Communicates

• Motivates and supports

69

Effective Leadership Influences KCS by:

• Creating a vision and purpose

• Defining goals and objectives

• Setting the context for boundaries

• Defining success

• Developing a communication plan

• Modeling behaviors

• Supporting and encouraging good performance

• Engaging the people doing the work to figure out how best to get it done

• Promoting teamwork

• Recognizing others for their accomplishments and contributions to success

70

KCS Roles

• Sponsor – provides vision, objectives, and resources

• KCS Coordinator / Manager – coordinate and oversee

• KCS Program Team – designs the implementation

• Management – motivates and supports

• KCS Pilot Team – pilots and evangelizes

• KCS Candidate – uses and contributes

• KCS Contributor – uses, contributes, and enhances

• KCS Publisher – uses, contributes, enhances, and publishes

• KCS Coach – monitors and mentors process and people

• Knowledge Domain Expert – monitors and enhances knowledge base

• KCS Council – assumes ongoing management

71

Visibility Matrix

• A document that defines access and modification rights for the knowledge base

• The combination of:• Knowledge article state

• Role of the individual

• Not everybody can see everything

• Not everybody can modify everything

Visibility Matrix

Draft Approved Published

Customer

Publisher

Contributor

Candidate

U, Fl, Fx, A

U, Fl, Fx, A

U, Fl, Fx, A

U, Fl, Fx, A

U, Fl, Fx, A

U, Fl

U, Fl

U, Fl

U, FlU, Fl, A

------- -------

73

The Adoption Roadmap

The KCS Adoption Roadmap

Evolution

Team MeasurementsKCS CouncilKnowledge Domain Experts

Performance Assessment

Process & Integration

Adoption Strategy

Strategic Framework

Communications Plan

Foundation

Adoption Wave I

AdoptionWave II

Time• Pilot Team

Development

• Content Seeding

•Management Workshop

• Coach Development

• Knowledge Monitoring Workshop

• Assessment

• Program Team

• Design Workshop

• Team Development

• Operational Assessment

Content Standard

Visibility Matrix

Rewards & Recognition

Roles & Responsibilities Guide

Training Plans

Tool Acquisition

75

Assessments

• CSI Approach

• Maturity assessments

• Baselines

76

The KCS Program Team

• Core team who is driving the implementation of KCS

• Defines goals, team members, process, implementation plan, etc.

• Includes sponsor, managers, and key team members

• Understands the methodology and company goals

• Helps to evangelize KCS

• Breaks into committees (runs the committees)

• Later, many core members are part of the KCS Council (governance board)

77

Design Workshop Goals

• Define goals of the organization and identify how KCS will help to meet them (Strategic Framework).

• Understand all aspects of the KCS Methodology and what is needed to successfully implement and maintain it.

• Define success factors, goals and metrics.

• Develop a high level plan for implementation and maintenance.

• Assign committees and begin committee plans.

Committees

Strategic Planning Committee (core program team)

• Strategic Framework

• Communications Plan

• Roles and Responsibilities Guide

• Performance Assessment Plan

Logistics Committee

• Implementation Strategy

• Timeline

• Training Logistics

Process Committee

• Content Standards Guide

• Incident Management

• Knowledge Management

• Visibility Matrix

• Analysts and Management Training

Technology Committee

• Technology Map

• Development Environment

• Change / Release Management

79

Committees

Training

• Plans

• Schedules

• Delivers or hires those who will deliver

• Determines ongoing training plans

Communication

• Communications Plan

• Newsletter

• Overcoming objections –preparation

• Stays on after the pilot

Reward & Recognition

• Plans theme

• Plans rewards

• Stays on after the pilot

Pilot Considerations (Partial list)

• Who is the sponsor?

• Where do we start?

• Identify pilot participants (spread out across tiers of support)

• How many waves?

• Come up with a theme

• Plan the coaching program

• Determine Role distribution – and the criteria for identifying coaches and pilot

participants//

• When will we introduce domain experts

• Decision on complex articles / hyperlinks

• Reward & recognition

• Tool Integration

• What have we learned/what should we change?

Communication

• Build a communication plan and consider:

• Influencing management buy-in (briefings, include in workshops)

• Preparing answers for push back/objections (part of communication plan)

• Develop messaging by audience (WIIFM)

• Build out the theme (promote and motivate)

• Reward & recognition elements

• Consider signage, newsletters, videos, etc.

• Metrics, progress, pilot achievements

Training

• Training of the methodology

• Training across all roles

• Hands on tool training

• Coach development

• Pilot training and ongoing training

• Different training workshops

• Don’t shortcut!

KCS PRACTICES & TECHNIQUES

Coaching is key

Objectives of the Coach Workshop

• Learn the coach’s role in the quality and success of your team and the knowledge base.

• Prepare you to grow the skills and quality scores of the people they are coaching.

• Practice preparing for and delivering coaching sessions.

A Good Coach…

• Creates a “safe” environment

• Asks open-ended questions

• Clarifies points

• Encourages reflection

• Sees potential and taps into it

• Builds rapport

• Is non-judgmental

• Challenges beliefs

• Helps to see the big picture

• Avoids “telling”

• Encourages commitment to action

• Doesn’t have all the answers

• Develops trust and respect

• Is solutions-focused

• Has a strong belief that colleagues have the capacity to develop and change

Coaching: Keep in Mind

• Consistency is key.

• Making time for coaching is a necessity.

• Preparation and planning is necessary.

• Build a routine for scoring and scheduling coaching sessions that works for you.

• Use your resources.

• Attend calibration meetings and recognize that this is a team effort.

Common Ditches

• Reuse without review and flag or fix• UFFA

• Creating duplicates• Search early, search often

• Flag to archive legacy articles

• Going for perfect (taking too long to create articles)• Try to work at the speed of conversation (Talk & Type)

• Get it out there fast – help team and customers

• Don’t just Copy & Paste• Copy and restructure (can be more specific and shorter)

• Customer Context

QUALITY ELEMENTS

Content Health is King

The Purpose of KCS Quality Criteria

• Make quality criteria explicit to all

• Create a basis for random sampling

• Define how knowledge will be scored

• Provide a context for delivering feedback to analysts

• Define how to calculate the knowledge quality index

Criteria may change over time.

90

Managing Knowledge Article Quality

Factors influencing article quality:

• KCS Coaches (particularly early in the adoption process)

• The content standard

• The KCS competency program and licensing

• Random sampling and scoring of articles

• Article review and feedback (i.e., just-in-time article quality)

91

Knowledge Monitoring

• Based on the Quality Criteria

• Results in a Quality Index

• Goal set for individuals and team

• Conducted regularly• New Analysts

• Experienced Analysts

• Results are trended and monitored

• Feedback is given to improve skills

Purpose of a Content Standard

• Set expectations for the analysts when contributing knowledge

• Define the structure and purpose of each field in the article

• Define the quality criteria for an article

• Define the visibility of the knowledge

93

• Quick Reference guide

• Article Structure definition

• Good and Bad KCS article examples

• Metadata definitions

• Life Cycle states

• Visibility Matrix

• Templates

Content Standard Elements

• Style Guide

• Supporting Materials

• Vocabulary

• Multi-language considerations

• Multi-media considerations

Section 2 – 57

95

Critical elements:

1. Use the customer’s context

2. Don’t make articles too thin

3. Don’t create duplicates

KCS Style Guide

Examples of other important elements:

• Accurate spelling

• Numbered steps

• Correct hyperlinks

• Avoid abbreviations/acronyms

• Correct keywords

• Proper product names

• Graphics included as needed

Sample Knowledge Article Assessment

Criteria

• Too thin

• Duplicate

• Incomplete

• Compound

• Mixed environment with problem description

• Environment not framed

• Fix not complete

• Wordy

• Too specific

• References not accessible

• Hyperlink incorrect

• Article inappropriate

• Article attributes incorrect

96

PERFORMANCE ASSESSMENT

Driving Behavior

KCS Competency Model

Performance Model

Feedback and Reputation Model

98

7-1

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

Amy Beth Clark Debbie Ed Fran Gary Hector Ireen Joe Kim

Participation by Individual (KCS II and above)

Month 2 3 4 5 6 799

Knowledge Monitoring - Analyst

Report

100

Knowledge Quality Report

KCS Knowledge Monitoring Team ReportDate: 5/12/2018 Summary Rejected Content Attributes

Article

Creator Art

icle

Qualit

y Index

Art

icle

s R

evie

wed

Reje

cte

d

Conte

nt Is

sues

Attrib

ute

Issues

Duplic

ate

Too thin

Resolu

tion n

ot

com

ple

te o

r usable

Com

pound

Pro

ble

m

Mix

ed E

nvironm

ent

with P

roble

m

Environm

ent not to

sta

nda

rd

Word

y

Too S

pe

cific

Multip

le S

tyle

Issues

Custo

mer

can't s

ee

refe

rence

Hyperl

ink incorr

ect

Audie

nce incorr

ect

Sta

tus incorr

ect

Team Score 81% 245 72 83 26 36 17 19 12 14 9 14 15 9 4 6 7 19

Amy 77% 17 6 6 6 5 1 0 2 0 0 3 1 0 0 0 1 5

Beth 58% 15 8 20 6 1 0 7 2 5 2 7 4 0 0 0 3 3

Clark 93% 32 3 5 3 3 0 0 2 2 0 1 0 0 0 0 1 2

Debbie 91% 12 2 0 2 1 1 0 0 0 0 0 0 0 0 0 1 1

Ed 70% 16 6 17 1 3 1 2 4 3 4 1 2 0 1 2 0 1

Fran 100% 25 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Gary 89% 41 8 6 1 4 4 0 2 1 1 1 0 1 0 0 0 1

Hector 97% 21 1 1 0 1 0 0 0 0 0 1 0 0 0 0 0 0

Irene 95% 15 1 2 1 1 0 0 0 1 0 0 0 0 1 0 1 0

Joe 74% 14 6 3 6 2 1 3 0 0 0 0 2 0 0 1 0 6

Kim 52% 37 31 23 0 15 9 7 0 2 2 0 6 8 2 3 0 0

0

20

40

60

80

100

120

1 2 3 4 5 6

Hector's

Scorecard

Cases Closed/week

Articles Linked/week

Articles Created/week

ArticlesModified/week

Citations/week

Average Handle Time

102

0

20

40

60

80

100

120

1 2 3 4 5 6

Kim's Scorecard

Cases Closed/week

Articles Linked/week

Articles Created/week

ArticlesModified/week

Citations/week

Average Handle Time

% FCR

103

REAL WORLD EXAMPLES

Measuring success

Metrics in a KCS Environment

• Reports need to be identified and should be available to support analysts on a timely basis

• Need to measure: • How well the organization is performing to goals

• Operational measurements necessary for management to understand how effective and efficient the KCS practices are operating

• Individual and team performance

• The health of the knowledge base

105

Aspect

Aspect: Improvement in Time to Resolution

Q1 Q2

University of Phoenix

By increasing First Contact Resolution 10%, the monthly cost savings is $31,450. That is an annual saving of $377,400. Clearly, cost of service can be controlled through First Contact Resolution.

$24 $41 $62$138

$466

$0$100$200$300$400$500

Cost per Incident Resolved *source:

MetricNet

Solv

ed C

ases

Source: University of Phoenix

• Reduced “time to proficiency” to two weeks

(previously 6-8 weeks)

• Major incidents are resolved and pushed to first level

more quickly

Source: Tampa Electric

LESSONS LEARNED