Introduction to Knowledge Centered Support - Knowledge Management Framework
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The document discusses the challenges and strategies of coping with a significant turnover of experienced staff, referencing a past experience in 2006-2007 where service improved despite high turnover. It emphasizes the importance of knowledge management, collaboration, and leveraging collective experience to enhance service efficiency and customer satisfaction while outlining a phased approach for adopting these changes. Key metrics highlight improvements in resolution times, first contact resolutions, and overall employee satisfaction.
Introduction to Knowledge Centered Support - Knowledge Management Framework
- 1. Question:
- 2. How would you cope if you had a 55% turn over of your most experienced staff in one year?
- 8. • Picture with Face cut out “Your Face Hear”
- 9. This happened to us in 2006-2007, and we actually delivered better service, reduced costs, increased efficiency, quality and customer satisfaction.
- 11. 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
- 12. Call Backs Service Desk Story Av Talk Time Staff Numbers Call Volumes (Thousands) # Applicatons Supported Planner satisfaction ("Good" +) Calls resolved at first point Calls resolved with knowledgebase Knowledge Re-Use 120 100% 90% 100 80% 70% 80 60% 60 50% 40% 40 30% 20% 20 55% 10% Turnover 0 0% 2000 2001 2002 2003 2004 2005 2006 2007 2008 IT Help Desk Service Desk
- 17. All tried
- 18. 1. Gained through interaction and experience 2. Constantly changing (we never stop learning) 3. Never 100% complete or 100% accurate 4. Validated through use; experience and interaction (not by subject matter experts)
- 20. `
- 26. The value of support knowledge begins to diminish 30 days after the issue is first discovered. 30 days 60 days 90 days Rediscoveries Number Of Lost Opportunity, Efficiencies, Money, Non KCS Orgs: Reputation, Cust Experience Av KA Pub Days Time Source: KCS Practices Guide v5.1 - Consortium of Service Innovation
- 27. Schedules it Knowledge is our into workforce biggest Asset planning Everyone’s Responsibility Licences Remove Knowledge Knowledge Silos Style is rewarding secondary to sharing and clear concise contribution instructions. Removes every call closed bottlenecks with Knowledge Integrated promotes knowledge for Into support all to interact with.
- 28. 29
- 29. 30
- 32. 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
- 34. What's KCS
- 35. Title: Error XYZ Title: Error XYZ Title: Error XYZ Status: Environment: MS Word Environment: MS Word Environment: MS Word Framed Draft Cause: Cause: Conflicting NW Cause: Conflicting NW Approved Drive Folder Permissions Drive Folder Permissions Solution: Solution: in different OUs in different OUs Solution: Solution: Configure Save Options to Save a copy locally. Status: Framed Status: Framed Status: Framed Framed Status: Approved Draft Error XYZ
- 36. Title: Error XYZ Environment: MS Word Cause: Conflicting NW Drive Folder Permissions in different OUs Solution: Configure Save Options to Save a copy Efficiencies locally. Status: Approved Time, Cost & Quality Error XYZ Shift Left
- 37. Efficiencies Time, Cost & Quality Title: Error XYZ Environment: MS Word Cause: Conflicting NW Drive Folder Permissions Shift Left in different OUs Customer Solution: Configure Save Options to Save a copy locally. Success Status: Published Support Deflection Reduced Support Costs
- 39. We need to talk!
- 48. • Build tools required for successful adoption Phase 1 : Planning & • Gather baseline measurements Design • Set realistic internal and external expectations • Create internal understanding and excitement Phase 2: Adoption through initial competency • Establish internal referenceability • Create and mature the knowledge base • Increase process efficiency Phase 3: Proficiency • Reduce time to proficiency • Improve collaboration and analyst satisfaction • Optimize resource utilization Phase 4: Leverage of • Reduce support cost the Knowledgebase. • Increase customer success • Improve employee satisfaction • Improve products and services
- 49. Solve Cases and Incidents Faster • 50 - 60% improved time to resolution (MTTR) • 30 - 50% increase in first contact resolution (FCR) Optimize Use of Resources • 70% improved time to proficiency • 20 - 35% improved employee retention • 20 - 40% improvement in employee satisfaction Enable eServices Strategy • 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
- 56. Service Desk Story Staff Numbers Call Volumes (Thousands) # Applicatons Supported Planner satisfaction ("Good" +) Calls resolved at first point Calls resolved with knowledgebase Knowledge Re-Use 120 100% 90% 100 80% 70% 80 60% 60 50% 40% 40 30% 20% 20 10% 0 0% 2000 2001 2002 2003 2004 2005 2006 2007 2008
- 57. Service Desk Story Staff Numbers Call Volumes (Thousands) # Applicatons Supported Planner satisfaction ("Good" +) Calls resolved at first point Calls resolved with knowledgebase Knowledge Re-Use 120 100% 90% 100 80% 70% 80 60% 60 50% 40% 40 30% 20% 20 10% 0 0% 2000 2001 2002 2003 2004 2005 2006 2007 2008
- 58. Service Desk Story Staff Numbers Call Volumes (Thousands) # Applicatons Supported Planner satisfaction ("Good" +) Calls resolved at first point Calls resolved with knowledgebase Knowledge Re-Use 120 100% 90% 100 80% 70% 80 60% 60 50% 40% 40 30% 20% 20 10% 0 0% 2000 2001 2002 2003 2004 2005 2006 2007 2008
- 59. Service Desk Story Staff Numbers Call Volumes (Thousands) # Applicatons Supported Planner satisfaction ("Good" +) Calls resolved at first point Calls resolved with knowledgebase Knowledge Re-Use 120 100% 90% 100 80% 70% 80 60% 60 50% 40% 40 30% 20% 20 10% 0 0% 2000 2001 2002 2003 2004 2005 2006 2007 2008
- 60. Service Desk Story Staff Numbers Call Volumes (Thousands) # Applicatons Supported Planner satisfaction ("Good" +) Calls resolved at first point Calls resolved with knowledgebase Knowledge Re-Use 120 100% 90% 100 80% 70% 80 60% 60 50% 40% 40 30% 20% 20 10% 0 0% 2000 2001 2002 2003 2004 2005 2006 2007 2008
- 61. Service Desk Story Staff Numbers Call Volumes (Thousands) # Applicatons Supported Planner satisfaction ("Good" +) Calls resolved at first point Calls resolved with knowledgebase Knowledge Re-Use 120 100% 90% 100 80% 70% 80 60% 60 50% 40% 40 30% 20% 20 10% 0 0% 2000 2001 2002 2003 2004 2005 2006 2007 2008
- 62. Service Desk Story Staff Numbers Call Volumes (Thousands) # Applicatons Supported Planner satisfaction ("Good" +) Calls resolved at first point Calls resolved with knowledgebase Knowledge Re-Use 120 100% 90% 100 80% 70% 80 60% 60 50% 40% 40 30% 20% 20 10% 0 0% 2000 2001 2002 2003 2004 2005 2006 2007 2008
- 63. Service Desk Story Staff Numbers Call Volumes (Thousands) # Applicatons Supported Planner satisfaction ("Good" +) Calls resolved at first point Calls resolved with knowledgebase Knowledge Re-Use 120 100% 90% 100 80% 70% 80 60% 60 50% 40% 40 30% 20% 20 10% 0 0% 2000 2001 2002 2003 2004 2005 2006 2007 2008
- 64. Service Desk Story Staff Numbers Call Volumes (Thousands) # Applicatons Supported Planner satisfaction ("Good" +) Calls resolved at first point Calls resolved with knowledgebase Knowledge Re-Use 120 100% 90% 100 80% 70% 80 60% 60 50% 40% 40 30% 20% 20 10% 0 0% 2000 2001 2002 2003 2004 2005 2006 2007 2008
- 65. Service Desk Story Staff Numbers Call Volumes (Thousands) # Applicatons Supported Planner satisfaction ("Good" +) Calls resolved at first point Calls resolved with knowledgebase Knowledge Re-Use 120 100% 90% 100 80% 70% 80 60% 60 50% 40% 40 30% 20% 20 10% 0 0% 2000 2001 2002 2003 2004 2005 2006 2007 2008
- 66. Service Desk Story Staff Numbers Call Volumes (Thousands) # Applicatons Supported Planner satisfaction ("Good" +) Calls resolved at first point Calls resolved with knowledgebase Knowledge Re-Use 120 100% 90% 100 80% 70% 80 60% 60 50% 40% 40 30% 20% 20 10% 0 0% 2000 2001 2002 2003 2004 2005 2006 2007 2008
- 67. Service Desk Story Staff Numbers Call Volumes (Thousands) # Applicatons Supported Planner satisfaction ("Good" +) Calls resolved at first point Calls resolved with knowledgebase Knowledge Re-Use 120 100% 90% 100 80% 70% 80 60% 60 50% 40% 40 30% 20% 20 10% 0 0% 2000 2001 2002 2003 2004 2005 2006 2007 2008 IT Help Desk Service Desk
- 68. Call Backs Service Desk Story Av Talk Time Staff Numbers Call Volumes (Thousands) # Applicatons Supported Planner satisfaction ("Good" +) Calls resolved at first point Calls resolved with knowledgebase Knowledge Re-Use 120 100% 90% 100 80% 70% 80 60% 60 50% 40% 40 30% 20% 20 55% 10% Turnover 0 0% 2000 2001 2002 2003 2004 2005 2006 2007 2008 IT Help Desk Service Desk
Editor's Notes
- #7: You may be compelled to buy a new placemat for you desk.
- #8: It could also make you reconsider your possition.
- #9: There are various coping methods to consider
- #10: Managers may even be forced to take drastic measures
- #11: Now this is not just another shallow promise, that we here soo often.
- #12: What you talking about willis
- #14: Customer downtime reduced by 90%Business Support (as opposed to break/fix) now 70% of callsFPR improves to over 70%Planner Satisfaction > 90%Callbacks from 55% to 10%
- #15: Is this what people in our organization expect when we say we are implementing a knowledge base or a knowledge management practice? Do they expect it 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 knowledge base or a knowledge management system is perfect, pristine knowledge approved by experts. We have to change people’s expectations if we really want to capitalize on the collective experience of the organization.
- #17: In 2005 we were introduced to the concept of KCS which revolutionised our approach to knowledgeKCS Stands for Knowledge Centred SupportDeveloped by the Consortium for Service Innovation 1992.And is a Solutions Methodology that works off the simple premise of Capture, Structure and Re-Use of Support Knowledge.
- #18: Most of us would have seen it all before, and no matter how much dedication, good intensions we have and effort we put in. It never seems to achieve the desired results, and is almost always Unsustainable.
- #19: I was the Knowledge manager for a number of years in the AdTech Service Desk, and like many other companies we had a number failed attempts. We knew that Knowledge could ad value, but did no how to quantify, or extrapolate the benefits. This was In spite of a considerable investment over a number of years into an online knowledge base.there was little confidence in it, because only some people could update it, so it wasalways out of date, and so there was very little interaction with it.After all of my experience, and like most of the members of the Consortium have found the only real thing we’ve done wrong is that all of our efforts have been built on a miss understanding of what knowledge actually is.We have the utopian view of knowledge, which from the get go is simply unachievable, so we start from a position of failure.
- #20: From literally thousands of hours of research the consortium have identified some common attributes of knowledge:
- #21: Is this what people in our organization expect when we say we are implementing a knowledge base or a knowledge management practice? Do they expect it 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 knowledge base or a knowledge management system is perfect, pristine knowledge approved by experts. We have to change people’s expectations if we really want to capitalize on the collective experience of the organization.
- #22: Is this what people in our organization expect when we say we are implementing a knowledge base or a knowledge management practice? Do they expect it 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 knowledge base or a knowledge management system is perfect, pristine knowledge approved by experts. We have to change people’s expectations if we really want to capitalize on the collective experience of the organization.
- #23: Is this what people in our organization expect when we say we are implementing a knowledge base or a knowledge management practice? Do they expect it 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 knowledge base or a knowledge management system is perfect, pristine knowledge approved by experts. We have to change people’s expectations if we really want to capitalize on the collective experience of the organization.
- #25: It’s insane to think you can keep on doing the samethings the same way, and expect different results. After a number of failed attempts we realised that we needed to approachknowledge management from a different angle. Traditional Knowledge Management processes have fallen short that which is required for supporting IT services. This book was recently published, Titled “The Future of Books” you don’t have to read very far, before you come across some startling predictions. This is their prediction
- #26: Like this book Knowledge Management needs to adapt, and become more agile, Interactive and Collaborative, Static Formal Knowledge like, ebooks, documents and training manuals are often out of date as soon as its stored in the knowledgebase. And Support staff need to consume high volumes of information, just to get the answer to one question. KCS addresses the need for dynamic and informal knowledge,that focuses on the Questions being askedby the customerand solutionsare obtained by collaboration. KCS says, Ask Me A Question, and we’ll get you an answer.
- #27: A tenet of KCS is that knowledge base content is different, and should be manageddifferently from other types of technical content, such as documentation, white papers, ormanuals. Knowledge is dynamic and needs to be created, managed, and delivered for just-in-timeaccuracy and freshness. Knowledge that maybe required at ‘Some’ point in time vs KCS Knowledge that is demanded in the present time
- #28: The Time Value of a KCS ArticleOne justification for this is that the value of support knowledgebegins to diminish 30 days after the issue is first discovered. Unfortunately, many non-KCSorganizations take 60-90 days or more to document and release new articles. This is anexpensive proposition that misses a major portion of the content’s window of opportunity.
- #29: KCS Challenges the Status Quo.Demands that Knowledge be treated as an AssetAnd States that it is Everyone’s Responsibilityto participate building this asset.IT Removes Knowledge Silos by rewarding those who share and contribute to the knowledgebase.IT removes Knowledgebottlenecks, like the Expert Vetting process, but ratherpromotes knowledge for all to interact with.It requires that every call be closed with arelevant knowledge articleFormatting, Spelling, and flashy graphics are second to clear concise instructions.It Licences Knowledge and Schedules it into workforce planning.
- #33: Heroes or Standouts in your team, are no longer those who possess the knowledge to resolve things that others can’t, but rather those who empower others by sharing that knowledge.
- #35: Double Loop Process First loop called the Solve Loops is based on Operational Activities, driven by the Support Process performed by IndividualsSolve Practices include:1. How and when to Capture knowledge 2. How Structured for Reuse3. Highlights the importance of Search at the beginning of the Support process4. Ensuring that Quality of Knowledge increases as its used. Evolve Evolve Loop, which looks systemically at the content created across the many Solve Loop events or transactions. Its an organization level processes which is intended to enable efficiencies in the Solve Loop. Evolve Practices:5. Reviewing and Improving the KCS Workflow Both the Process and Technology.6. How Knowledge EvolvesLifecycles, Content Standards, Quality Measurements7. Performance AssessmentCovers Assessing & Measuring Knowledge Performance8. LeadershipTalks about the role of leadership
- #37: I’m too busy to capture knowledge for every case, the time I spend do this, I could be solving someone's issues. = Call Centric Approach.Knowledge Centric Approach.Scenario One
- #38: I’m too busy to capture knowledge for every case, the time I spend do this, I could be solving someone's issues. = Call Centric Approach.Knowledge Centric Approach.Scenario One
- #39: I’m too busy to capture knowledge for every case, the time I spend do this, I could be solving someone's issues. = Call Centric Approach.Knowledge Centric Approach.Scenario One
- #46: Manual work arounds are inconvient, but worth it.
- #47: For successful implementation you need Tool, the Process, and the Culture. Governance
- #48: You can’t get around process governance.
- #49: Every process is subject to the law of Atrophy.Everthing that faces resistance will deteriate in peformance.
- #50: Every process is subject to the law of Atrophy.Everthing that faces resistance will deteriate in peformance.
- #54: Consortium members who have implemented KCS in either their internal or external support organizations have realised both quantifiable and qualitative benefits from adopting KCS. They find they can:
- #56: Turn the person next to and say in you best American accent “If you don’t change, aint nothing gonna change around here”
- #57: Turn the person next to and say in you best American accent “If you don’t change, aint nothing gonna change around here”
- #63: Few failed Rollout Attempts, area did not feel that they should use Infra.
- #73: Customer downtime reduced by 90%Business Support (as opposed to break/fix) now 70% of callsFPR improves to over 70%Planner Satisfaction > 90%Callbacks from 55% to 10%