Knowledge Management Foundations KCS Principles - Appendix a & D. E & F

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1.0 Background

1.1 1.1.1 The Consortium for Service Innovation created 1-3Proprietor Identify the entity that and maintains KCS.

created and maintainsKCS

1.1.2 The Consortium for Service Innovation is a 1-3Explain who the non-profit alliance of customer serviceConsortium for Service organizations that are working together to solveInnovation is industry-wide challenges.

1.2 1.2.1 KCS was created to capture, structure, and reuse 1-3History Explain why KCS was knowledge.

created

1.2.2 The KCS principles have evolved from work that 1-3Identify when work began in 1992.began on the creationofKCS

1.2.3 Support centers should implement KCS to: 1-13List the common • Lower support costsreasons that support

• Enable Web-based self-helpcenters shouldimplement KCS • Improve First Contact Resolution

• Identify opportunities to learn fromcustomers' experiences

• Provide an answer to recurring questions

• Address the lack of time for training

• Support analysts suffering from burnout

• Provide the same answers to thesame questions

• Provide answers to complex problems

• Respond to and resolve problems faster

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1.2.4 Common benefits of implementing KCS include: 1-21Identify some of the • Solve Incidents and Close Cases Fastercommon benefitsthat result from - 50-60% improved time to resolution

implementing KCS - 30-50% increase in First ContactResolution

• Optimize Use of Resources

- 70% improved time to proficiency

- 20-35% improvement in employeeretention

- 20-40% improvement in employeesatisfaction

• Enable eService Strategies

- Improve customer success and use ofWeb-based self-help

- Up to 50% case deflection

• Build Organizational Learning

- Actionable information to productdevelopment about customer issues

- 10% issue reduction due to root causeremoval

1.2.5 The three levels of KCS benefits are: 3-9Identify the three levels • Direct - Operational improvements thatof KCS benefits are near term (3-9 months)

• Applied - New ways of deliveringservice and support; the knowledge thatis created can be used to enable Web-based self-help

• Leveraged - Knowledge allows supportorganizations to offer new kinds ofservices

1.2.6 The two types of benefit are: 3-9Identify the two types • Qualitative (subjective)of KCS benefit

• Quantitative (objective)

~IDI.


1.3 1.3.1 KCS is: 1-15Definition Define KCS • A methodology that seeks to capture,

structure, reuse, and improve knowledgein the support delivery process

• NOT something we do in addition tosolving problems-rather, KCS becomesthe way we solve problems

• Knowledge Management best practicesbased on process and not technology

1.3.2 KCS integrates with the following support center 6-3List the support center processes:processes that integrate • Incident Managementwith KCS

• Problem Management

• Change Management

• Release Management

• Service Level Management


2.0 KCS Principles

2.1 2.1.1 KCS processes are organized into three 2-8Model Identify the three components:

components that KCS 1. Knowledgeprocesses are organized 2. Solve Loopinto

3. Evolve Loop

2.2 2.2.1 The core concepts of KCS are: -

Knowledge Identify the core • "Content is King "concepts of KCS

• Seek to create findable, usable, and timelysolutions in the problem solving workflow

• Solutions are in the context of the targetaudience

• Solutions improve over time based ondemand and usage

• Everyone must take responsibility for thecontent they interact with

• Knowledge is not perfect and is nevercomplete

2.2.2 The following people/groups contribute to -Identify the people knowledge:/groups who contribute • Customer - Describes the problem andto knowledge the environment

• Analyst - Provides the cause, ifappropriate, and the resolution

• The Organization - Maintains knowledgeabout the knowledge, such as reuse,create date, last modified date, incidentsresolved, and contributors

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2.3 2.3.1 The Solve Loop encompasses those activities that 2-12Solve Loop Explain the Solve Loop are performed by the analyst on a transactional

basis, such as problem solving.

Characteristics of the Solve Loop include:

• Individual workflows, driven by theproblem-solving process

• Transactional (i.e., routine tasks of theanalyst, such as problem solving andincident management)

2.3.2 The four processes in the Solve Loop are: 2-12Identify the four 1. Capture in the Workflowprocesses in the Solve

2. Structure for ReuseLoop3. Searching is Creating

4. ]ust-in-time Solution Quality

2.4 2.4.1 The Evolve Loop encompasses the processes 2-17Evolve Loop Explain the Evolve and policies that govern and promote the

Loop tasks of the Solve Loop. It is the organization'sresponsibilities to evolve maturity.

Characteristics of the Evolve Loop include:

• Organizational-level processes that occuracross a collection of events (Solve Loop)or content

• Systemic (i.e., processes and policiesthat are implemented to enable thetransactional activities)

2.4.2 The four processes within the Evolve Loop are: 2-17Identify the four 1. Workflowprocesses in the Evolve

2. Content VitalityLoop3. Performance Assessment

4. Leadership

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2.5 2.5.1 Capture in the Workflow is: 2-13Capture in the Define Capture in the • Knowledge that is captured as a by-Workflow Workflow product of problem solving(Solve Loop) • Content that is captured in the customer's

context

• Information that is captured about theenvironment

• Tacit knowledge that is captured andbecomes explicit-you don't know whatyou know until someone asks

• The concept of search early, search often

• The concept of searching the knowledgebase before you add

2.5.2 The benefits of Capture in the Workflow 2-13Explain the benefits include:of Capture in the • Content is in the customer's contextWorkflow

• Improves findable solutions

• Context is captured appropriately

• Context can only be captured at the pointof interaction

2.6 2.6.1 Structure for Reuse is: 2-14Structure for Define the concepts of • Using a simple template or form forReuse Structure for Reuse capturing and organizing content into

(Solve Loop) knowledge; a sample structure includes:

l. Problem/question2. Environment3. Resolution/answer4. Cause

• Using complete thoughts are a moreappropriate way to capture knowledgein the problem and environment fields,rather than using complete sentences.

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2.6.2 The benefits of Structure for Reuse include: 2-14List the benefits of • Providing context for the contentStructure for Reuse

• Improving readability

• Promoting consistency and quality

2.7 2.7.1 The concepts of Searching is Creating include: 2-15Searching is Explain the concepts of • Content used for searching is saved andCreating Searching is Creating becomes the beginning of a new solution

(Solve Loop)in the event a solution does not alreadyexist

• The problem and environment frame asolution

• A resolution is added when it is found

• If a solution is found after the initialsearch, it can be enhanced with newcontext

• The framed solution is valuable and canpromote collaboration

• Search early and search often to reduceduplicates

2.7.2 The benefits of Searching is Creating include: 2-15List the benefits of • Adds additional customer contextSearching is Creating

• Determines if the problem has alreadybeen solved

• Determines if someone else is working onthe same or similar problem

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2.8 2.8.1 The concepts of Just-in-Time Solution Quality 2-16Just-in-Time Define the concepts of include:Solution Quality Just-In-Time Solution • It is a demand-driven solution review that

(Solve Loop)Quality focuses on the solutions being used-80%

of solutions may never be reused

• To review every solution is a waste of timeand money

• Modify solutions based on usage forcontinuous knowledge improvement

• UFFA-Use It, Flag It, Fix It, Add It

• Content is validated through use

• Solutions migrate to new audience is basedon demand

• Licensed users can modify/improveexisting solutions and change visibility ofsolutions

2.8.2 The benefits ofJust-in-Time Solution Quality 2-16Identify the benefits of include:Just-in-Time Solution • Continuous improvement of the quality ofQuality solutions

• Time is saved by only spending time onsolutions that are being used

• Knowledge is available immediately forreuse

• The knowledge engineering process thatdelays knowledge availability is eliminated

• Shared ownership of the knowledge base


2.9 2.9.1 Workflow: 2-18Workflow Define Workflow • Is structured problem solving (seek to

(Evolve Loop) understand before seeking to solve)

• Is a seamless process-tight integrationbetween incident management andknowledge management systems

• Must be defined and continue toevolve-best practice feedback is used forcontinuous improvement to the process

• Is the interaction of the knowledge baseand solution creation that are integratedwith problem solving

2.9.2 The benefits of Workflow include: 2-19Identify the benefits of • Efficiency of processWorkflow

• Solve problems faster using the capturedexperiences of the entire supportorganization

• Minimizes rework

2.9.3 The tool requirements needed to support the 2-19List the tool Workflow are:requirements needed to • The tools must function at the speed ofsupport the Workflow conversation

• The integration of tools (e.g., knowledgemanagement with incident management)is required to obtain the effectiveness andefficiencies

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2.10 2.10.1 Components of Content Vitality include: 2-1Content Vitality Define the components • A content standard tailored to the

(Evolve Loop)of Content Vitality environment. Some components of the

content standard are:

- Style Guide

- Knowledge Structures

- Quality Criteria

- Examples of Good and Bad Solutions

• Life cycle of solutions - the set of solutionstates, such as Draft, Approved, andPublished

• Visibility Matrix - not everyone can see ormodify everything

• Knowledge Monitoring-randomsampling and scoring of solutions andfeedback to individuals

2.10.2 The benefits of Content Vitality include: 2-20List the benefits of • Quality solutions are developed-qualityContent Vitality is defined as findable and usable

• Solutions are migrated to new audiencesbased on demand in a timely manner

• Analysts skills are improved throughregular feedback


2.11 Performance 2.11.1 Performance Assessment includes: 2-21Assessment Define the concepts • Developing a KCS competency model

of Performance (proficiency license)(Evolve Loop) Assessment• Implementation of feedback systems

• Integrating subjective and objectivemeasures

• Shifting performance measures fromindividual and activity-focused to teamand value-creation measurements

• Defining a rewards and recognitionprogram

• Building a reputable model based onpatterns of feedback from customers andother users

• Measuring both results and leading(activity) metrics

• Goals are only set on objectives (results)

2.11.2 The benefits of Performance Assessment 2-21Explain the benefits drives desired behaviors. Value is derived fromof Performance knowledge, relationships, and influence.Assessment


2.12 2.12.1 Leadership is: 2-22Leadership Define Leadership • Creating a vision and communication

(Evolve Loop) plan

• Defining organizational purpose andobjectives

- Setting the context forboundaries

- Defining success

• Modeling behaviors through attentionand behavior

• Supporting and encouraging goodperformance, while dealing withinadequate performance

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

2.12.2 The benefits of Leadership include: 2-23Identify the benefits of • Clear goals are communicatedLeadership

• Greater participation by all involved

• Those being led are willing to take risks

• Employees are willing to buy in to theinitiative

• Employees are motivated to support thechange

OHBI.Leading iT service & Support


3.01TIL :,

3.1. 3.1.1 KCS is a methodology that defines how to 1-23ITIL Alignment Explain how KCS integrate knowledge management within the

aligns with ITIL ITIL Incident Management process. KnowledgeManagement is also integrated with Problem,Change, Release, and Deployment Managementprocesses.

3.1.2 KCS and ITIL are similar in that both: 1-23Explain how KCS is • Were developed to improve servicesimilar to ITIL management effectiveness and

efficiencies

• Are based on process and not technology

• Claim that knowledge managementis a required process within servicemanagement

• Continue to evolve and mature

• Are acknowledged as best practices

3.1.3 KCS was developed without the influence of 1-23Explain how KCS ITIL. As a result, there are some differences:differs from ITIL • KCS is a methodology and ITIL is a

framework

• KCS focuses on knowledge asinformation used to resolve incidentsor answer questions within the serviceoperations processes, while ITIL v3defines knowledge as all informationwithin IT

• Different terminology is used

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3.1.4Identify corecomponents of KCS,which are also impliedor stated within ITIL

Core components ofKCS which are also impliedor stated within ITIL include:

• Search Early, Search Often - ITILIncident Management requires a search ofthe known error database before incidentdiagnosis; seek to understand before youseek to solve

• Capture in the Workflow - ITIL capturesknowledge in the workflow as incidents,problems, and known errors

• Demand-driven Review - ITIL ProblemManagement reviews problems based onbusiness impact and demand

• Details About the Knowledge areValuable - ITIL captures reuse statisticsas input to Problem and ChangeManagement


4.0 Leadership

4.1 4.1.1 Stakeholders are: 3-3Strategic Define stakeholders • CustomersFramework

• Employees

• Businesses

• Partners (Optional)

4.1.2 The four components of a strategic framework 3-3List the four are:components of a • Business Objective ("What")strategic framework

• Approaches for each objective ("How")

• Measurements for each approach

• Targets for each measurement

4.1.3 KCS contributes to the organization's ability to -Explain how KCS meet its objectives by:contributes to the • Allowing each support analyst to leverageorganization's ability to the experience of the whole groupmeet its objectives

• Making each customer interaction moreefficient, consistent, and accurate

• Lowering marginal cost and increasingscalability

• Driving satisfaction and loyalty

• Enabling self-service through the efficientgeneration of findable, usable, and timelycontent that is relevant to customers and isin their context

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4.1.4 The benefits of a strategic framework are: 3-3Identify the benefits of • It establishes alignment with thea strategic framework stakeholders' objectives

• It maps the high-level goals of theorganization with the goals of theindividuals

• It builds alignment and defines "what's init for me" (WIIFM)

4.2 4.2.1 Successful leaders: 8-4Leaders Identify the • Create an environment for success

characteristics of asuccessful leader • Create and communicate a compelling

vision (purpose)

• Focus on what people need to accomplishtheir objectives and goals and supportsthem in how they will meet them

• Engage all stakeholders by communicatingwhat's in it for them (WIIFM)

• Create a healthy culture through the rightjob descriptions, performance assessments,and rewards and recognition programs

• Encourage participation and motivatetheir employees

4.3 4.3.1 A purpose statement explains the overall 8-12Purpose Define purpose objective of the organization in a way thatStatements statement provides meaning to each individual's

contribution.

4.3.2 A compelling purpose statement 8-12Explain components of • Engages people emotionallya compelling purpose

• Is larger than the individual or thestatementorganization

• Is brief, clear, and concise

leading ITService & Support' ••••• ~. __ ._ ....• M' ••••• ~ .. ...- __ •••••••••• """"' ••••••• _~c*'"

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.4 4.4.1 A communications plan: 9-5ommunication Explain why a • Must be consistently repeated over time'lans communications plan and through a variety of channels to

is necessary to the drive understanding, engagement, andsuccess beliefofKCS

Must explicitly plan the messaging•platform and the timing and channels ofcommunications to ensure consistencyat the right level of exposure

• Informs everyone of objectives

• Encourages team participation andreduces barriers for other groups whoseparticipation is necessary

• Identifies channels for each audience

• Identifies the time required to meetstakeholder needs

4.4.2 The core components of a communications plan 9-5Identify the core are:components of a • A messaging platform for each audiencecommunications plan

- Key messages: WIIFM (i.e., what's in itfor me)

- Frequently asked questions (FAQs) andobjections

- Elevator pitch

- Simple messages

• A communications strategy

• Project plan/time frames

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4.4.3Define potentialchannels forcommunications plans

4.4.4Define an elevatorpitch

4.4.5Identify the outcomesof a good elevator pitch

4.4.6List the audiences of acommunications plan

Potential channels for communications plans are:

• Meetings (e.g., all-hands, group, one onone)

• Management by walking around, casualskip, echelon communications

• Coaching

• Training

• Conference calls and Web conferencing

• Theme giveaways

• Collateral such as brochures andfrequently asked questions (FAQ)documents

• E-mail

• Bulletin Boards

An elevator pitch is a short (5-7 seconds)explanation of what something is and why itmatters to the listener.

A good elevator pitch should:

• Capture interest

• Make people want to hear more

• Create a positive perception and a senseof excitement

Audiences of a communications plan are:

• Customers/Partners

• Analysts

• Managers

• Executives

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i.53usiness Case

4.4.7Explain why it isimportant to developanswers to objectionsrelated to KCS

4.4.8Identify key strategiesfor handling objections

4.5.1Identify potentialbusiness reasons forimplementing KCS

It is important to develop answers to objectionsrelated to KCS because:

• It is much easier to handle objections witha consistent and well thought-out message

• By identifying potential objections, youcan address concerns that people may bereluctant to raise themselves

When handling objections:

• Be sensitive to feelings behind the"thinking" analytical statement

• Acknowledge the validity of feelings andempathize

• Seek to understand the issue from theother person's perspective

• Offer an alternative perspective (don'tdebate or argue)

• Use WIIFM to craft your response in theirterms

While the business reasons vary for eachorganization, common potential business reasonsfor implementing KCS include:

• Reducing the marginal cost of support

• Increasing customer satisfaction andloyalty

• Delivering effective self-service

• Providing an opportunity for new value-added support offerings

• Identifying opportunities to improveproduct usability, serviceability, andreliability

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4.5.2 Investments that would be required are: 3-10Identify investments • Leadership and management - programthat would be required resources, executive mindshare,to implement KCS management training, and development

• Infrastructure and development - tools,licensing, customization, and/orintegration

• Training and coaching for analysts,KCS coaches, managers, and knowledgedomain experts

• Solution management - solution qualitysampling and time for KCS coaching

4.5.3 Expected returns include: -

Identify some expected • Employee - Recognition, sense ofreturns accomplishment, responsibility, job

satisfaction, development of newcompetencies

• Customer - Improved supportexperiences, improved productivity,product engagement, satisfaction andloyalty, renewal rates and repeat purchases,increased use of the Web

• Business - Reputation, ease of recruitmentand retention, decreased marginal supportcost, decreased cost to create or enhancecontent, capacity/scalability, time toimprove employee proficiency

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4.5.4Identify risks that needto be managed

Risks that need to be managed are:

• Expectations of stakeholders

• Expectations of reduced cost

• Plan for capitalizing on the additionalcapacity generated by KCS (e.g., bygrowth of support demand, improvedservice levels, or value-added services)

• Technology integration

• Expectations ofKCS deliverables

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5.0 Content Vitality

5.1 5.1.1 A solution is a findable, reusable, and structured 4-4Solution Define solution object that contains the customer's experience,

the analyst findings, and the meta data about thesolution.

5.2 5.2.1 The minimum structure of a solution is: 4-8Solution Structure Identify the minimum • Problem / questions

structure of a solution• Environment

• Resolution / Answer

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5.2.2 Other attributes or fields that could enhance a -Identify other solution structure include:attributes or fields • Causethat could enhance asolution structure • Audience and visibility

• References and hyperlinks

• Identification number

• Title

• Summary

• Solution state

• Meta data such as:

- Author- Date Created- Last Modified Date- Last Modified By

• Reuse Counter

.3 5.3.1 A solution has a life cycle because: 4-11.ife Cycle Explain why a solution • Knowledge is never complete, it continues

has a life cycle to evolve

• The state of the knowledge impactsvisibility

• The state of the knowledge impacts trust

5.3.2 A solution state is the status in the solution life 4-11Define solution state cycle that is used to imply trust and/or identify

pending action.

5.3.3 , The minimum solution states necessary for a 4-11Identify the minimum KCS solution life cycle are:solution states • Draft - Internal visibility and qualitynecessary for a KCS not trustedsolution life cycle

• Approved - Internal visibility andquality trusted

• Published - External visibility andquality trusted; available for self-service


5.3.4 Examples of additional solution states are: 4-11Provide examples of • Technical review - A solution whereadditional solution technical accuracy is under reviewstates and why you

• Rework - A solution that requireswould use themadditional clarification or technicalupdate/review

• Obsolete - A solution that may be flaggedfor deletion or archive

5.4 5.4.1 A content standard is a set of documents that 4-15Content Standard Define content defines how to capture, structure, and manage

standard quality solutions.

5.4.2 The purpose of a content standard is: 4-15Explain the purpose of • To set expectations for the analysts whena content standard contributing

• To define the structure and purpose ofeach field in the solution

• To define the quality criteria for asolution

• To define the visibility of the knowledge

5.4.3 Common characteristics of a content standard -

List common are:characteristics of a • One-page quick referencecontent standard

• Examples of good solutions

• Solution content definitions

• Meta data definitions

• Life cycle of a solution - KnowledgeStates

• Style Guide

• Quality Criteria

• Visibility Matrix

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55 5.5.1 The purpose of the KCS Quality Criteria is: 4-17Quality Criteria Explain the purpose • To assure solution quality and make

of the KCS Quality quality criteria explicit to allCriteria

• To create a basis for random samplingand define how knowledge will bescored

• To provide a context for deliveringfeedback to analysts

• To define how to calculate the solutionquality index

5.5.2 The solution quality index is: 4-17Define solution quality • A score given to a person or groupindex resulting from the review of the

knowledge they contributed for aspecified period of time

• An indicator of the quality of theknowledge

5.6 5.6.1 Knowledge monitoring is the random sampling 4-14Knowledge Define knowledge of content to ensure quality is being maintainedMonitoring monitoring and to provide feedback to analysts.

5.6.2 The steps of Knowledge Monitoring are: 4-14Identify the steps of 1. Developing a checklist and scoringKnowledge Monitoring

system

2. Evaluating a sampling of knowledgecontributed

3. Calculating a Solution Quality Indexand developing summary reports

4. Providing feedback to analysts andmanagement

5.6.3 Knowledge monitoring is performed by KCS 4-14Identify who performs Coaches.Knowledge Monitoring

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5.6.4 The results or outcomes of Knowledge -List the results Monitoring include:or outcomes of • Solution Quality IndexKnowledge Monitoring

• Feedback to the analysts

• Improved KCS skills

• Higher quality solutions

5.7 5.7.1 A visibility matrix is a document that: 4-12Visibility Matrix Explain the purpose of • Defines access and modification rights

the visibility matrix for the knowledge base

• Defines who has access rights toknowledge, the type of access rightsgranted, and when those rights areavailable

5.7.2 The key components of a visibility matrix are: 4-13List the key • The Knowledge Domaincomponents of a

• The Audiencesvisibility matrix• The Solution State

• The Access Rights

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6.0 Performance Assessment

6.1 6.1.1 The various roles involved in the KCS Unit5Roles and Define the various implementation are:Responsibilities roles involved in the • Sponsor - Provides vision, objectives, and

implementation of KCS resources

• KCS Coordinator/Manager - Coordinatesand oversees

• KCS Program Team - Designs theimplementation

• Management - Motivates and supports

• KCS Pilot Team - Pilots the process andevangelizes KCS

• KCS I - Uses and contributes knowledge

• KCS II - Uses, contributes, enhances, andapproves knowledge

• KCS III - Uses, contributes, enhances,and publishes knowledge

• KCS Coach - Monitors and mentorsprocess and people

• Knowledge Domain Expert - Monitorsand enhances the knowledge base health

• KCS Council- Assumes ongoingmanagement

6.1.2 The benefits of having define roles and 5-3Identify the benefits responsibilities are:of having defined roles • It sets the expectation that everyoneand responsibilities involved is responsible for the success of

the program

• It is a top down, bottom upimplementation which involves manydifferent people within the organization

• It enables accountability

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6.2 6.2.1 A KCS I is the Framer whose responsibilities 5-6KCS I, II, Define the include:and III responsibilities of a • Understanding the basics of KCS and

KCSI knowing how to interact with theknowledge base to capture experienceand capitalize on the collective experienceof organization

• Being familiar with search techniques

• Using existing solutions

• Adding new solutions as Draft

• Flagging existing solutions that need tobe enhanced or corrected

6.2.2. A KCS II is the Developer whose responsibilities 5-7Define the include:re~ponsibilities of a • All of the KCS I responsibilitiesKCS II

• Fixing solutions on demand

• Reviewing, finishing, and modifyingsolutions framed by the KCS I to adhereto content standard

6.2.3. A KCS III is the Publisher whose responsibilities 5-8Define the include:responsibilities of a • All of the KCS II rightsKCS III

• Publishing to the Web for self-service(external)

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3 6.3.1 Responsibilities of a KCS Coach include: 5-9CS Coach Define the • Being a change agent in KCS adoption

responsibilities of a processKCS Coach

• Helping people develop KCScompetencies

• Performing regular knowledgemonitoring

• Providing ongoing feedback to users andmanagement of KCS skill development

• Encouraging analysts to use thecontent standard to create and improveknowledge

• Helping the KCS I understand problem-solving workflow and how to integratethe knowledge management process intothe incident management process

• Providing feedback to the knowledge-developing organization

• Possibly serving as a member of the KCSCouncil

6.3.2 Characteristics of a KCS Coach include: 5-10List some • Positive motivatorcharacteristics of a KCSCoach • Working knowledge of KCS principles

and processes

• Strong communication skills

• Strong influence skills

• Demonstrated success with KCS

• Exceeding solution quality requirements

• Promoting the development of peoples'abilities. Being comfortable working with others

• Being highly regarded by others

• Being patient and thoughtful


6.3.3 Benefits of the KCS coaching program include: -

Identify the benefits • Competency development in theof the KCS coaching workflow based on analyst's abilitiesprogram

• Changing behaviors through the use ofsoft skills

• Facilitating continual process changeand improvement

6.4 6.4.1 Responsibilities of a Knowledge Domain Expert 5-12Knowledge List some include:Domain Expert responsibilities of a • Managing the vitality (health) of the

Knowledge Domain knowledge baseExpert

• Working with coaches and other KMteams-may serve as a member of theKCS Council

• Analyzing knowledge usage and performProblem Management tasks

• Performing knowledge normalization

• Developing advanced knowledge such asdiagnostic structures where warranted

• Determining when knowledge is obsoleteand should be archived

• Ensuring effective knowledge baseoperations (and making recommendationsto KCS Council)

• Advocating changes necessary to maintainthe knowledge base

• Providing feedback to knowledge creators

• Focusing on a collection or domain ofcontent

• Having both technical expertise in thedomain and a profound understanding ofKCS processes

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.5 6.5.1 Responsibilities of a KCS Sponsor include: 5-17:CS Sponsor List some • Defining and communicating the vision

responsibilities of a• Gaining executive approval andKCS Sponsor

launching the KCS initiative

• Funding and resource control

.6 6.6.1 Responsibilities of a KCS Manager / 5-15:CS Manager / List the responsibilities Coordinator include::oordinator of a KCS Manager/ • Serving as the project manager during

Coordinator implementation

• Serving as facilitator/lead for KCSCouncil

• Administrating system rights within theknowledge management system

• Coordinating with IT, vendors,management, and support partners

• Being the escalation point for all processand technology issues

• Managing KCS Coaches and DomainManagers (usually matrix management)

• Ensuring performance assessmentis implemented (metrics, reports,incentives, rewards, recognition)

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6.7 6.7.1 Responsibilities of the KCS Program Team are: 11-15KCS Program Define the • Development of the foundation for theTeam responsibilities of the implementation, such as the content

KCS Program Team standard, performance assessment plan,communications plan, technology plan,roles and responsibilities plan

• Conduct and oversee the pilot

• Design of the rollout plan

• Development of the appropriate trainingfor the implementation

• Representation of all members of thesupport organization

• Evangelize KCS

6.7.2 When selecting the KCS Program Team, 11-9Identify considerations consider the following:before selecting the • Team of members dedicated for fixedKCS Program Team duration (phase of plan), and the

extended team of members who havespecialized areas of contribution to beutilized

• Understand current processes

• Influence others

• Willingness to support change

• Representatives of various supportteams, such as multiple locations,multiple levels, support partners

• Representatives from management,analysts, and IT

• Potential to serve as a KCS Coach orDomain Manager

• Time and commitment

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6.8 Management 6.8.] Responsibilities of management include: 5-15Define the • Clear understanding of organization'sresponsibilities of purpose, values, and goals and how tomanagement achieve these

• Communicating the vision, purpose, andobjectives

• Supporting people to ensure that work isdone

• Taking responsibility for performancedrivers

• Encouraging participation by andfeedback from the analysts

• Assuring alignment to business objectives

• Recognizing positive behavior andaddressing negative behavior

6.9 6.9.1 Responsibilities of the KCS Pilot Team include: 11-8

Pilot Team Define the • Piloting the processes and technologyresponsibilities of KCSPilot Team • Seeding the knowledge base

• Providing feedback on processes soadjustments (continuous improvement)may be made

• Ability/competency to serve as KCSCoaches during full implementation

• Evangelizing KCS


6.9.2 When selecting the KCS Pilot Team, consider 11-8Identify considerations the following:for selecting the KCS • Multiple locationsPilot Team

• Multiple support levels

• Ability to influence others-theirsuccess will encourage others toparticipate

• Risk to success-commitment andsupport from their management isrequired

• Potential to serve as KCS Coaches

• Ability to coordinate regular feedbackduring the pilot

• Willingness to support change

6.10 6.10.1 The KCS Council serves as: 5-17KCS Council Define the • A forum for continuous improvement

responsibilities of the of content standard, workflow, andKCS Council feedback and reporting systems

• A change advisory board for theknowledge management processes

6.10.2 The members of the KCS Council are: 5-17Identify the members • Knowledge Manager/Coordinatorof the KCS Council

• KCS Coaches

• Knowledge Domain Experts

• Management representation

m"'''~-''''-''''m1l'*m1l'-'''''''*.__--''''''''*jii_~'''''''' ---~--_'~


6.11 6.11.1 The core concepts of the KCS competency 5-4KCS Competency Define the core model are:Model concepts of the KCS • An individual's KCS knowledge and

Competency model demonstrated competency defines systemrights and privileges

• Individuals receive a KCS License onceskills are demonstrated

• Some in the organization will stay asreaders/framers while others evolve

6.11.2 Getting a KCS license implies that the analyst: 5-4Describe the implied • Has demonstrated an understanding andmessage of being "KCS support for KCSLicensed"

• Has demonstrated a proven ability toadd knowledge that satisfies the qualityrequirements

• Is being recognized as a KCS II or KCS III

6.11.3 A KCS competency model: 5-4List the benefits of • Empowers usersa KCS competency

• Gives everyone equal opportunity tomodelcreate quality knowledge based on theirown skills

• Promotes recognition

• Promotes accountability

6.12 Performance 6.12.1 The three components of the performance model 7-4Model Name the three are:

components of the • Performance Drivers or Motivatorsperformance model

• Leading Indicators or Activities

• Business Results or Outcomes

A


6.12.2 When developing a performance model, consider 7-43Identify what should the following:be considered • Identify leading indicatorswhen developing a

• Identify desired outcomesperformance model• Understand the goals and objectives

• Ensure players have visibility to trends

• Each individual is responsible formanaging their own performance.Emphasis should be put on leadership.Performance measurement must beclearly linked to strategic objectives ofcompany

• Timeliness of performance feedback toanalysts

• Alignment of KCS objectives toorganizational goals

• Performance measurements must beclearly linked to the strategic objectivesof the company

6.12.3 The top four motivation factors related to work 8-9List the top four are:motivation factors • Achievementrelated to work

• Recognition

• The work itself

• Responsibility

Hal.


6.12.4 KCS impacts achievement by: 8-9Explain how KCS • Earning the right to publish or become aimpacts achievement KCS Coach

• Earning recognition for solutions createdthat others are using

• Expanding the analyst's breadth ofproduct knowledge

• Contributing to the achievement of thegoals of the organization

• Collaborating as part of a group that iscreating value for the business

6.12.5 KCS impacts recognition by: 8-9Explain how KCS • The reputation of the analyst-based onimpacts recognition creation of value in the knowledge base

• The reputation based on the quality ofsolutions contributed to the knowledgebase

• Acknowledgment for contributionthrough KCS measures and reports

• Acknowledgment by organizationleaders as role model for others

6.12.6 KCS impacts the work by: 8-10Explain how KCS • Decreasing redundancyimpacts the work

• Providing an opportunity to work on newareas

• Increasing confidence allow analysts totake a broader range of calls because theknowledge base complements existingknowledge


6.12.7 KCS impacts responsibility by: 8-10Explain how KCS • Licensing an analyst to publish (KCSimpacts responsibility competency) without review by others

• Licensing an analyst to modify/improvecontent

• Making the analyst part of a team

• Requiring collective ownership ofcontent - "flag it or fix it"

6.12.8 A leading indicator is: 7-6Define leading • A driver or enabler of the desired resultsindicator

• A measure of activities that are necessaryto produce results

• Tasks and events

6.12.9 Common examples of leading indicators include: 7-6List common examples • Average Speed of Answer (ASA)of leading indicators

• Average Handle Time (AHT)

• Talk time

• Number of solutions created

• Number of solutions reused

• Competency development

• Participation

6.12.10 Examples of business results include: 7-7List examples of • Revenue/profitBusiness Results

• Customer loyalty/satisfaction

• Employee retentionlloyalty

• Cost per resolution

• Time to resolve

A-42 K now led geM a nag e men t F 0 U n d a t ion s: K C S P r i n c i pie sCopyright © 2009 HDI, Version 4.1

DI.


6.12.11 Considerations for leading indicators (activities) 7-7Identify considerations and business results (outcomes) are:for leading indicators • Goals should not be attached to leading(activities) and business indicators or activities. The goal will beresults (outcomes) met but the desired business result or

outcome will be overlooked

• Activities should be monitored andtrended with a balanced perspective butnot goaled

• Business results should be linked togoals

6.13 6.13.1 Rewards: 7-45Rewards and Explain the difference • Are used to create focus for a changeRecognition between reward and

recognition • Provide compensation for work

• Promote a change in behavior

• Are used for a defined period of time

Recognition:

• Is used to celebrate accomplishments

• Provides acknowledgement of value

• Is an approval of behavior

• Is ongoing

Topic Range of Knowledge Pg #

6.13.2Identify commoncharacteristics ofsuccessful Rewards andRecognition programs

Common characteristics of successful rewardsand recognition programs are:

• Acknowledge accomplishments

• Acknowledge creation of value

• Timeliness

• Legitimate-tied to independentfeedback and customer input/surveys

• Aligned to organizational goals

• Aligned to values, interests, and styles ofindividuals

• Balance of individual and team

• Recognize diversity of skills-goodgeneralists are as valuable as goodspecialists


7.0Workflow

7.1 7.1.1 Workflow, as a KCS concept, refers to the 6-3Definition Explain what workflow problem solving process, also known as the

as a KCS concept is incident management process.

7.2 7.2.1 Three key steps of Structured Problem Solving 6-4Structured Identify the three key (SPS) in KCS are:Problem Solving steps of Structured • Seek to understand the customer-

Problem Solving (SPS) understand the situation in the customer'sinKCS context, then capture and preserve it

• Seek to understand what the companyknows-search to see if the incident is aknown problem and what collectively isknown about it

• Seek to solve-ask clarifying questionsand validate the information beforeresearching the resolution

7.3 7.3.1 The requirements of the workflow process 6-3Problem Solving Identify the include:Process requirements of the • Function at the speed of conversation

workflow process• Integrated toolset

- Knowledge Management

- Incident Management

- E-mail

- Chat

• Support the structured problem solvingprocess

7.3.2 Searching is the task that must be integrated 6-5Identify the task that multiple times within the workflow.must be integratedmultiple times withinthe workflow


7.3.3 • Use It - The ability to leverage an -Explain the terms: Use existing solution to resolve an incident

It, Flag It, Fix It, Add • Flag It - The ability to comment on aIt solution so that an authorized person

can modify it

• Fix It - The ability to modify anexisting solution

• Add It - The ability to contribute a newsolution to the knowledge base

7.3.4 Everyone involved in the support process who 6-6Identify who is creates or delivers a resolution or answer to aresponsible for customer's problem or question.capturing andmaintaining theknowledge

7.4 7.4.1 Integration requirements between the Incident 6-8Tool Integration Identify some of Management System and the Knowledge

the integration Management System include:requirements • Search - The ability to search thebetween the Incident knowledge base leveraging information inManagement System the incident record to launch or refine theand the Knowledge searchManagement System

• Link - The ability to link an existingsolution to an incident and to retrieveinformation from the solution to populatethe incident record, such as the resolution

• View - The ability to quickly view asolution that has been previously linked toan incident

• Contribute - The ability to add a solutionto the knowledge base from informationin the incident record

• Collaborate - The ability to identifysubject matter experts related to theproblem and quickly contact them

A-46 K now led geM a nag e men t F0 u n d a t ion s: K C S P r i n c i pie sCopyright © 2009 HDI, Version 4.1

~ HDI.


8.0 Adoption Roadmap

8.1 8.1.1 A KCS Adoption Program is a strategy 11-5KCS Adoption Describe the six phases for implementing KCS within a supportProgram of a KCS Adoption organization. The six phases of the Adoption

Program Program are carried out by the KCS ProgramTeam. The six phases are:

• Assessment of Current State- An evaluation of current practices,processes, technology, performance, andculture.

• Acquisition of Tools - The selectionand implementation of technology,including the Request For Information(RFI), Request For Proposal (RFP), anddecision matrix.

• Design of the Foundation - Theplanning process that defines how theinitiative will be implemented.

• Development ofKCS Pilot TeamThe first group of people to utilizethe processes and tools following thetraining and mentoring program. Thisis in the production environment andresults with the knowledge base beingseeded.

• Organization of KCS Waves - Therelease process, in stages, by which allmembers of support are introduced toKCS in the production environment.

• Evolution - The ongoing care ofpeople, process, and technology led bythe KCS Council.

Topic I I Range of Knowledge Pg#

8.1.2 The benefits of a wave implementation are: 11-18List the benefits of a • Minimizes risks to the service levelswave implementation compared to a big bang approach

• Early focus is on teams with a highlikelihood of success which promotes theadoption to lagers

• Change can be managed in smallercomponents

• Multiple milestones and decisions pointsallow for adjustments

• Analysts from early waves can serve ascoaches for later waves

• Leverage the experience and learning ofprevious waves increasing probability ofsuccess

8.1.3 A flow and wave matrix is a document that 11-19Define a flow and wave describes the flow of incidents within thematrix support organization between support teams and

support partners.

8.1.4 Considerations for a developing a flow and wave 11-19Identify considerations matrix include:for developing a flow • Identification of each support teamand wave matrix

• The management involved

• The number of analysts affected

• The impact KCS can have on the team'sperformance

• The risk associated with involving thatteam

• The influence that team will have on therest of the organization

TopicI I Range of Knowledge

IPg #

8.1.5 The purpose of the flow and wave matrix is to: 11-19Explain the purpose of • Minimize risk and maximize successa flow and wave matrix

• Identify who needs to be trained

• Identify with whom one mustcommunicate

• Serve as input for selecting the pilot teamand defining the implementation waves

8.1.6 Core components of the KCS foundation 11-5List the core include:components of the • Strategic FrameworkKCS foundation

• Communications Plan

• Performance Assessment Plan

- Reporting Matrix

- Rewards and Recognitions

- Roles and ResponsibilitiesGuide

- KCS Competency Plan

• Adoption Strategy

• Workflow - Process Definitions

• Content Standard

- Style Guide

- Content Format - Structure

- Quality Criteria

- Knowledge life cycle

- Good and Bad Examples

• Visibility Matrix

• Technology Map


8.1.7 The types of people investment required in KCS 11-3List the people for are:whom an investment • Analystsmust be made

• KCS Coaches

• Management

• KCS Domain Experts

8.2 8.2.1 The functionality required to implement KCS 10-3Technology List the functionality includes:

required to implement • Capture in the Workflow - As theKCS problem is being solved information can

be captured in the customer context anddoes not have to be retyped to create asolution

• Structure for Reuse - Information canbe captured in the workflow in a formator template that identifies the contextor role of the content. (e.g., for technicalenvironments, the problem/questioncontent is distinct from the environmentcontent)

• Searching is Creating - Words andphrases that are used to search theknowledge base are captured as potentialcontent for a new solution or to updateexisting solution


• IT Solution Quality 10-3

- Ability for licensed user to update,modify content in the moment of use

- Ability for all users to flag a solution forreview and to add comments

- Integration of the incident managementtechnology with the knowledgemanagement technology

- Ability to search the knowledge base

- Forward and backward pointers betweenincidents and solutions

• Content Vitality - Provide visibilitymanagement options that uses user roleand class from user profiles, along withsolution state or other solution attributesto determine visibility. Also providescapability for a minimum of threesolution states:

- Draft

- Approved

- Published

• Performance Assessment

- Frequency distribution for solutions;reused and modified by state. Reporton solutions by state and timing of statechanges

- Provide data for activity trends byindividual and by group(s); created,modified, reused data can be exportedin standard formats

- Provide data to support individualand team reporting; citations (reuse ofsolutions by others), feedback, web basedreuse metrics


8.3 8.3.1 Critical success factors for implementing KCS 11-23Critical Success List the critical include:Factors success factors for • Executive commitment

implementing KCS• Coaching

- Selection

- Time to coach

- Coaching yourself out of a job

• Measuring the right things

- Goals for the outcomes/results

- Trends for the leadingindicators (activities)

• Deployment attitude should evokeorganizational change rather than anattitude of" just a tool"

• Picking the right players

8.4 8.4.1 A ditch is known to produce negative results or 11-24Ditches Define ditch not produce a desired result.

8.4.2 Being familiar with ditches allows one to either 11-24Explain why it is avoid the ditch or to recognize when they are inimportant to recognize one.ditches


8.4.3List some commonditches to watch forwhen implementingKCS

Common ditches to watch for whenimplementing KCS are:

• Forgetting the business goals by solelyfocusing on knowledge management

• Complex workflow

• Converting legacy data

• Selecting versus inviting

• Focusing on people slow to adoptchange or unwilling to change

• Communications plan is notcomprehensive

• Core team not broad enough

• Setting goals on activities

• Over-engineering

• Expanding scope too fast

• Content standard roo complex

• Quality criteria is too rigid

• Selecting the wrong coaches

• Lack of support for coaches

• Inconsistent coaching practices

• Managers telling instead of motivating

Building a Strategic Framework

Business Objective Approach (how) KCS Contribution(what)

Customer satisfaction/ • Improve customer • Collective knowledge vs.loyalty productivity individual knowledge

• First time fix • Reuse of known solutions• Shorter resolution time • Reuse of similar solutions• Proactive, problem to solve new problems

avoidance • Access to knowledgebase• Emotional connection • Identify product, based on experience improvements based on

over time customer experiences• Know the customer,

know their business• Product quality,

product relevance

Trusted partner • Knowledgeable • Accuracy and consistency• Responsive of answers

Easy to do business with • Accessible • Access to knowledgebase• Responsive • Knowledge in the• Understands customer customer's context

business


Employee Satisfaction • Create a sense of • Individual and teamaccomplishment contribution to the KB

• Recognition • Recognize problem solving• Interesting work skills through the KB• Autonomy with • Less redundant work

accountability • Right to publish (forlicensed analysts)

Employee Capabilities • Knowledgeable • Access to knowledgebase• Responsive improves analyst

confidence• Accuracy and consistency

of answers• Increase breadth of

products supported


Revenue • Customer retention • Product quality and• Speed of new product relevance

adoption by customer • Customer confidence

Costs • Cost / incident • Faster resolution time• Cost of training • Reduce escalations

• Lower turnover rate• Reduce time to proficiency

of new analysts

Profit • Protect and improverevenue

• Reduce costs of support

.

The Evolution of Support:From the Funnel to the Cloud

Presented by the Consortium forService Innovation

This information will show you the evolution of how organizations leverage knowledge, and the logical stepsin maturing knowledge management throughout the organization.

The evolution of support (and the use of knowledge within the support organization) is driven by thechanging demands from our customers. The two key of which are connectivity via the internet and theflow of knowledge. We will tell the story in terms of The Funnel and The Cloud; and their changingrelationships-complexity of interactions with work, technology, globalization, individuals, the economy,and how the role of support is changing.

Organizations are faced with the challenge to reduce costs and simultaneously improve the customer supportexperience. Additionally, there are more products and services in more operating environments and withmore technologies that need support. Support is expected to contribute more to customer retention and up/cross sell new products and services ,while managing customer relationships.

The Adaptive Organizational (AO) model introduces the model of the future for support organizations. Thiswill describe the progression from the traditional hierarchicalltiered support model with linear processesand transactional-based rewards to a dynamic, interactive model that flattens the organization and shifts thefocus of the work outside the traditional resource boundaries.

This is not a make believe world, but reality-where mature, business aligned service organizations areevolving, and leveraging their knowledge to increase customer satisfaction, loyalty, employee morale, andbusiness success.

HOI.

Customer Exceptions

• An exception is anything that inhibits or preventsthe user from getting their job done.

• Exceptions include issues with:

Usability

Insta lIatio n

Configuration

Interopera bility "-- ,,~ ---There are a number of reasons why customers call the support center; from "How To" questions, requestfor changes (RFC), and performance-related concerns to defects (where the product or service just does notperform as specified or does not meet the business needs.)

Note: Exceptions represent the customers experience and need for support. An exception is anything thatdisrupts or prevents the user from completing their tasks. In ITIL terminology this could be an incident, aservice request, or a standard change. Not all exceptions are the responsibility of the support organization,but they all impact the customer's experience and satisfaction with the service provider.

Customer Exceptions

Of'velOpmenlEnglf)f'f'ring

To handleexceptions, wehave built thesupport center

All exceptions begin with level 1 (support center) who resolve the majority of exceptions and escalate theremainder to specialists (administrators typically) at level 2. They resolve the majority of what they receiveand then escalate the remainder to the next level, until it gets to the development/engineering group wherea fix/change is necessary. Initially tier 1 agents were generalists, and typically less skilled than tier 2 or tier 3staff as many of the exceptions were repetitive installation, or how-to questions.

Prior to the introduction of the tiered support model, all exceptions had to be dealt with by those that createdthe software, the development team (or field service technicians for hardware). As the volume of supportgrew, the industry introduced lower cost labor into the model to handle the support needs. IBM is creditedwith the creation of the tiered support model, which was initially developed for hardware support. The designconcept of this model is based on two factors:

The cost of labor is lower at level 1 than level 2, level 2 than level 3, and level 3 than development.

Each level is expected to handle 80% of the work load, passing on only the more challengingproblems that require additional skills sets to the next level. The management of this process is whatITSM generically refers to as Incident Management.

HDI.

Customer Exceptions

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Level 3 ~ 400 L -0u cro ro

80 Development u.JEngineering

Let's consider this model with 10,000 exceptions being presented to Level 1, and use the 80% rule. In thiscase, the First Level Resolution Rate would be 80% and they would be resolving 8000 exceptions and passing2000 on to level 2. Continuing this math yields 80 exceptions being resolved by development. The next timedevelopment releases a new version of a product, what do they fix?

The natural focus is on the exceptions that development had visibility to, which was 80. A common problemin many support centers is that many high volume incidents are resolved within the support funnel and thereis no feedback given to the development team. As a result, they do not address problems that have a highredundancy factor and a large impact on the customers and the support organization.

Create a Knowledge Base (KCS)

KCSdramatically improvesthe operational efficiencyof the funnel. ..and createsweb-consumable content.

Development 80Engmeenng

We now introduce knowledge management to this model. Early support organizations implementedknowledge management with a focus on level 1 because level 1was not meeting the First Level Resolutionrate.

A knowledge base process was introduced where knowledge was contributed by level 2 so that level 1could resolve the exception (incident) without the need to escalate it, thus saving costs and time. Afterimplementing the knowledge base process, support organizations began to realize that all levels of the supportchain should be contributing to the knowledge they created in the knowledge base and that each tierllevel inthe model could benefit from reusing it.

Note, the knowledge base is not a level tool, but a process by which all support professionals can benefit andcan contribute. Storage and retrieval is not where real value is found, rather the context is what provides thevalue to make the solution findable and usable.

AssistedSupport(10,000)

Self-Help(30,000+)

Vl Levellc-0 , Knowledge Base-00 2,000 "0!"»s~~~ ~ ~ ~....•

Level 2M'

(") ~ ~I'D

~ ~ ~::l ~,...,.400I'D Level 3....•

Customers will still use a good website forDevelopment 80 more exceptions than they ever called theEngineering support center abouL.a lot more!

Once success is realized at level 1, support organizations began to focus on level 0 or self-service, as a meansto provide additional support options at a reduced cose Let's assume that 20% of the exceptions reported tothe support center are now being handled by level O. What will the impact be on the funnel?

A common response is the funnel will shrink. But in reality, only level 1 is impacted by this shife Theexceptions that shifted to level 0 are the simple, known problems to the organization that level 1 is verycapable of resolving.

As a result of this shift, it is important to realize the impact on the metrics for level 1. Previously theyhandled 8000 of the 10,0000 exceptions for a 80% First Level Resolution. Now they are handling 6000 of8000 presented to them for a 75% First Level Resolution.

Management might panic at seeing this metric drop if they are not educated on the expected change as aresult of self-service. Additionally, talk time and average time to resolve may also go up because the simpleshort incidents have moved to self-service.

As a part of implementing self-service, many organizations have found that the real number of exceptions is3-10x's the number of exceptions reported to the support center, demonstrating even more that the type ofexceptions resolved at Level Oil are key to understanding the customer experience.

Closingthe Loop with Development

m nx,..., cro V1....•.

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New development andproduct management havea more complete view ofthe customer experience.


Self-Help(30,000+)

.0. .0. AA AA A .0.

DevelopmentEngmeering

At this step we are now capturing the experience at each level in a knowledge base, and product managementcan now understand the exceptions customers are experiencing and the cost of support for these exceptions.The knowledge base is now recording solutions from self-help, levels 1,2, 3, and with Product Managementand Development/Engineering teams.

Another ITSM process that benefits from knowledge management is Problem Management. Prior to theintroduction of knowledge, the support organization struggled to analyze the volume of exceptions fortrends in order to provide feedback to development or product management. When the knowledge base isleveraged to satisfy exceptions, the use of the knowledge can be tracked. This reuse indicates the frequencyof a problem in the environment. Problem management can now more accurately evaluate the exceptionscustomers have in order to identify and justify product improvements. When self-service was implemented,the number of exceptions being resolved by knowledge increased. This benefits the problem managementfeedback loop by providing more data.

allSuccess on the Web Changes the Funnel

m nxn Cro V1...•-0 0...•30

::> CDVl -.l/)C-0-00-.....-nro::>....-ro-.


Self-Help(30,000+)

Success on the Web removes'\ many of the known

exceptions to the funnel.

Knowledge Base

DevelopmentEngineering

The mix of work in the funnelchanges-trom mostly known

to mostly new!

This slide draws attention ro the impact on the funnel. As cusromer's successfully find knowledge through;elf-help, the number of exceptions presented to assisted-service drops. This change only effects level 1 as:ustomers are finding known problems that would have been quickly handled by level 1. As a result, the~xceptions reponed to assisted-service are mostly new and more challenging problems.

%'

rn nXn Cro Vl

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....,

VlC"'0"'00....•....•.nro::l,.....ro....•

Move from Streaming to Swarming

AssistedSupport

~ ..,.",,···.:X"····~.. ....~-'--f:'<--t:: -- '~_.~\\,::000 '" ~"OW:dg.:" :

X A A •~AAA.

We still need generalistsand specialists.

Collaboration replacesescalation.


The KBhas content andprofiles of people.

dassic tiered model-informed, streamed, edited, and hopefully stored for reuse. We now have a modele generalists work with the appropriate experts on an ad-hoc basis. This results in faster resolution to. complex problems, which are now the majority of exceptions coming into the support center.

tiered support model begins to collapse as real-time collaboration with the right people becomes a morerive means to resolution. This introduces a new support model that will require new process definitions,ics, and management. Policies on when a level 1 person would engage directly with an expert (level 2 or3) may be based on things like business impact and urgency.

Acknowledging the User Community

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Vlc-a-a0....,~nro:::Jr-.-ro....,

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Knowledge BaseA network that

connects people withcontent and people

with i>eoi>le.

CommunityConversations


The next step in the evolution of the support center is enabling and leverage the community of customers tocollaborate with each other. Support communities (forums) are becoming more developed by both vendorsand independently, as more customers post questions and any number of people may respond to that post.

As a result of this interaction, knowledge is being created and people within the community are beingidentified for their expertise. It is not uncommon to hear that the responses from those in the trenches, whodo the work and use the products and services day-to-day to accomplish their jobs, provide better answersthan the support organization.

One key thing to remember is the people in the community are not paid by the company to provide thissupport; however, these community members are typically recognized by the vendors with advancedbriefings, access to developers, and recognition of their contributions.

Integrating the User Community

m nxn C(1) Vl

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,.... 0

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Assisted ....., /'" t Self-Help \; .....f (ommunity····\ --\St" . . '. ,{/

'-. ." uppor 4::~:·::::::::::."X:~::.:.:.:.:.: ~ :.~

'"oW,.,,~.r'~~:~:.~~~~~:.\Sololtions •••. •••. " "" ~ ~ ~.People profiles •.• ~ -"II;. • CommunitySYSlellls!produrlS:' ,"x ~ ~... • Conversations

Cuslomerprofiles \ ... {...... .,::;''- ~ ~ ~.

~ ....•,4 .'

Development t.. Product ManagementEngmeeflng

.s organizations have begun to recognize the value of the contribution of the community, they are taking:sponsibility for managing assisted service, self service, and community support. Integrating the corporatenowledge base with the knowledge within the community has significant value for the organization.xperts in the community are contributing to the knowledge base, helping to maintain it; and membersf the support organization are participating in the community to provide support as well as harvest the)mmunities knowledge. This increases the power of the knowledge base and provides a better understandingf the customer experience. All of this results in better information for the organization to improve theirroducts and services, decreasing costs, increasing customer satisfaction, and loyalty.

t this phase the environment is integrated, and information is flowing between the people who need to talk) each other, based on need, context, and visibility (as defined in the licensing model). This does not meanlat everyone can get to product management or development/engineering; however, those whose profiles fitle competency will be able to communicate and share information.

D

;:))11I01.J,

--~./--,,'-',./""~< y r \-",-

Self-Help .J Community /~(30,000+) ~

*\[,~

~ Improved \r Products and

Environment


L•••••••

CommunityConve rsations


When we add the community to the model, we will find (again) more exceptions that were not recorded,and typically about the same number as we added with self-help. What an organization thought were 10kexceptions really is 70k exceptions when you view it from the perspective of the customer.

Leveraging the total known experiences of the customers allows product management and developmentto improve the products and the environment for the customers. Instead of enhancing services based on alimited view of the customer's needs, they are able to identify and enhance services that will have the biggestimpact on the customer.

A-78 K now led geM a nag e men t F 0 U n d a t ion s: K C 5 P r i n C i pie sCopyright © 2009 HDI, Version 4.1

The Support Model Changes

• Support becomesResolution experts for new, complex problems

Collaborators instead of escalators

The facilitators of relevant connections

• Connect people to content

• Connect people to people

Based on:

- Context, need, legitimacy (identity and reputation)

• The knowledge base is the enabler

Content (the collective experience)

People profiles, identity, reputation

KCS I Competencies

Call / incidentmanagement and

knowledge managementfunctions

Knowledge and thepurpose of a knowledge

base

The concept of a"solution"

KCS I-Range of KnowledgeDescribe I Explain I Demonstrate

• Call management is for the incident-related informationneeded for call administration; knowledge management is forthe reusable elements of the problem-solving experience

• Document the following:

Customer name, contact, contract / entitlement, severitylevel are all call / incident relatedProblem description, relevant environment, answer /fix to the problem and cause information should bedocumented in the knowledge base

• Knowledge is actionable information; i~ is a collection of datathat describes activities that will produce a desired outcome

• Use of a knowledge base requires judgment and skill, and asupport analyst should never deliver a solution to a customerthat they do not understand

• A knowledge base is a collection of in formation that is ofvalue to an organization's customers, combined with meansof accessing that information in order to answer questionsand solve problems (Yankee Group, December 2000).

A solution:

• Is the knowledge object

• Is the place to capture the problem-solving experience

• Contains the problem description as experienced by thecustomer, information about the environment in which theproblem occurred, and answers, fixes, or work-arounds forthe problem and cause of the problem

• Has a life cycle-at the outset it may only contain adescription of the problem (work in progress). When resolved,it contains the answer/fix and the cause (verified)

• Is dynamic-constantly being updated through use

• Is complete when it is obsolete

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Topic KCS I-Range of KnowledgeDescribe I Explain I Demonstrate

• KCS is a problem-solving methodology that includes

4. KCS and the workflowsearching and updating the knowledge base

• Capture individual experiences when solving problems tocreate a collective / organizational memory

Capturing the customer's • Capturing the customer experience in their terminology is

5. experience in the critical for future findability

workflow • A literal element of the structured problem solving process

• Capture customer perspective

• Search using customer language

• Use own words to refine the search

6. Searching techniques• Keyword search and Boolean commands

• Queries-look for criteria fit, date range, created by, status

• Natural language searching

• Associative searches

• Browsing

Identify good content structure in the context of the customer.

• Correct - Separate problem content from environmentContent structure - the content

7.power of context • Concise - complete thoughts, not complete sentences

• Clear - independent thoughts, not multiple thoughts-thegoal is findable, usable solutions

• Gather sufficient information, a description of the problem

8. When to initiate a searchand a few words / phrases about the environment

• Search early, search often-this ensures you are not workingon a problem that has already been solved

Stop searching when the search statements have been refined,the problem statement is complete, and you have collected 2 -3

9. When to STOP searching characteristics about the environment that are believed to be relevant.If the search response is not providing anything that appears relevant,then it is time to move into the analysis phase of problem-solving.


Basic types of content:

• Problem description - symptoms, unexpected results, errormessages, goal or description of what the customer is tryingto do

Concepts of the content• Environment - products involved (e.g., hardware, software,

10. standard and solutionand networks) and release, version, or recent changes to the

structureenvironment-environment statements do not change whenthe problem is resolved

• Resolution - the answer to the question, a work-around,circumvention or by-pass, fix

• Cause - background reasons for the problem or question(optional)

Reuse of solutions in the knowledge base drives identification of:

The concept of reuse and• Content that should be made available to a wider audience

11.the value of tracking reuse • Issues that need to be addressed by product or application

development

• Process failures

Key elements of the Structure Problem Solving (SPS) process are:

• Manage the call / incident-deal with the administrativeelements at the beginning (call initiation) and end of the call(wrap up)-allows for focus on the customer's objective of

12.Structured Problem problem-solving

Solving (SPS) • Literal... Diagnostic ... Research ...

• Application of a methodology for collecting, organizing, andanalyzing details which develops a constructive outcome; theend-point should be an understanding of the situation and aresolution or answer

Reuse of solutions is generally a good thing; however:

• Low levels of reuse can be an indicator that the solutions

13.The dynamics of solution are not findable due to structure issues or problems with the

reuse search algorithms

• High levels of reuse can be an indicator that the sources ofthe exceptions are not being removed from the environment


• Solution creation should occur when a unique entity

Create a new solution vs.is required to address a set of circumstances not yet

14.reuse an existing one

documented in the knowledge base

• A newly created solution mayor may not be complete, but itadds value to the knowledge-sharing process

Solution meta data andSolution creation involves adding attributes to a solution that help

15. concepts of the solutionorganize the knowledge base content; control visibility: and assess

life cyclethe value of solution entities. Managing both data and meta data isrequired for effective solution creation.

Benefits to each of the three stakeholders:

• Analysts -less redundant work, recognition for problemUnderstand the solving skills, individual learning and the learning of others,

16. organizational value of confidence in working on new areas / technologiesKCS • Customers - speed, accuracy, and consistency of answers

• Organization - cost savings through operational efficienciesand increased customer loyalty

KCS II Competencies

Topic KCS II-Range of KnowledgeDescribe I Explain I Demonstrate

• Consistently create solutions that do not require rework (basedon performance in the environment)

• Collective ownership "if you find it / use it, you own it". It iscritical that users of the knowledge take responsibility for what

1. Solution quality they see and use in the knowledge base - If a solution is unclear,"fix it or flag it"

• Solution review processes in the workflow and random sampling

• Concepts of findability and usability

• Customer requirements are speed and accuracy

• Balance diversity and consistency-problems should bedescribed in as many ways as customers will experience them,while maintaining a consistent form of documentation

• The concept of good enough

• Solution should evolve through use and be specific to the

2.Improve, modify experience of a customer's problem-solution extension should

concepts be based on demand

• One solution per problem; however, this is not an absoluteand the criteria should be developed based on experience inthe environment. An exception that needs to be considered iscontext - two solutions may exist for the same problem but aretargeted at different audiences (novice vs. expert)

• Solutions that are reused are candidates for a larger audience andManaging solution should be moved closer to the customer

3.visibility • Visibility should be appropriate to the audience-not everyone

sees everything

4. Concepts of context• Context is from the perspective of the audience

• Solutions are created in the context of a specific audience

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Topic KCS II-Range of KnowledgeDescribe I Explain I Demonstrate

Answer I fix• Balance between completeness and usability

5. description format and • Use numbered steps to describe a resolution process

context of the audience • Use the vocabulary and technical perspective / capability of thetarget audience (context)

Capture in the• Capture the customer context during the conversation

6. workflow and • Capturing the problem and environment information in the

Structured Problem workflow enables the "search early, search often" practice, which

Solving (SPS) reduces the risk of spending time solving a problem that hasalready been solved

7.Relevant vs. This is the need for judgment in reviewing solutions. Customers will

non-relevant statements often provide information that has no relevance to the situation.

• A certain level of redundancy and diversity in a knowledgepractice is healthy. Redundancy becomes a problem only when itadversely affects the findability and usability of the content

• Examples of acceptable redundancy are:

- Solutions for the same situation but for different target8. Issues of redundancy audiences

- Solutions that capture in whole different experiences buthave the same resolution

• The content standard should describe the criteria for unwantedredundancy, and as redundant solutions are found they shouldbe merged into one

D

KCSCoach Competencies

Topic KCS Coach-Range of KnowledgeDescribe I Explain I Demonstrate

• A KCS practices expert

• A change analyst

- Support and encourage learning the KCS practices- Provide constructive feedback on work habits and solutions

created- Participate wirh orher KCS Coaches and Knowledge

l. Concept of a KCS Champions on developing improvements to the workflow,Coach content standard, and life cycle, as well as identify

requirements for the infrastructure (tools/technology)• Monitors leading indicators (activities) for individuals - solution

creation, reuse and modify rates

• The role of the KCS Coach is to move people along the KCSpath to become KCS II, consistently creating solutions that donot need review or rework

• Possess fundamental principles of motivation for people - thetop two motivators for people are a sense of achievementand recognition

2. Influence skills • Respects the support analysts and the learning process

• Is mindful of the feelings of the support analysts

• Understands the power and benefit of collaboration - sharingwhat we each know gives us access to what we all know

• Solutions are intended to capture the collective experience of theorganization and ultimately the customer

• A solution has a life cycle- at its inception it will only contain3. Solution life cycle the question or problem that has been identified, it must be

designated as a "work-in-progress" so its visibility is limited

• Capturing everything in the knowledge base enablescollaboration, independent of space and time

Topic KCS Coach-Range of KnowledgeDescribe I Explain I Demonstrate

Knows the criteria for reviewing solution quality includes:

• The balance of speed and accuracy - needs to be good enoughto be found and used

4. Solution quality • The importance of the content standard

• Good structure - complete, distinct thoughts not completesentences

• Solution states and the link to visibility

5.Capture in the • Models capture in the workflow and teaches others how to do it

workflow

Understands the top objections to KCS and the responses:

• Can't capture in the workflow

6. Dealing with objections • Don't have time to create solutions

• Dumbing down my job

• Giving away my value

KCSKnowledge Domain Expert Competencies

Topic KCS Knowledge Domain Expert-Range of KnowledgeDescribe I Explain I Demonstrate

Health and continuous improvement of the knowledge base or acollection of solutions in the knowledge base.

• Redundancy or overlap of content

• Content gaps

l. Role of the Knowledge • Overall solution qualityChampion

• Solution reuse

• Solution life cycle time

Health and continuous improvement of KCS processes and practiceswithin the organization.

2.Concept of a collection Solutions that are associated with a technology or group of products thator domain of solutions have the potential to be related to one another.

• Identify solutions with high reuse and initiate action to remove

3.Pattern and trend the source / cause of the problem

recognition • Interacts with and provides actionable information toproduct / application development based on solution reuse

• In conjunction with the KCS Coach, seek to improve KCS

KCS process / standardsprocesses and content standards

4.improvement • Open and responsive to suggestions from KCS I, KCS II, and

KCS Coaches on improvements to the content standard andprocesses

5. Synonym conceptsDefine the power and risk associated with creating synonyms in thesearch facility.

6. Solution visibility model Define who should have visibility to what.

KCSCompetency Program

• To promote KCS skill development

• To implement the licensing metaphor

An analyst's ability to contribute and modify solutions in the knowledge base without a required reviewprocess is based on their demonstrated skills. Every analyst is given the ability to search and use theknowledgebase. This increases the efficiency of the organization and the quality of service. They areleveraging the experiences and knowledge of others. An analyst adds value to the knowledge base and theorganization when they contribute and modify solutions. The quality of the knowledge is a reflection of theanalyst's KCS skills. Since the organization desires a high quality knowledge base, quality criteria and processas established to satisfy this goal.

Initially an analyst is defined as a KCS I. A KCS I in this metaphor is similar to someone who recentlyreceived his or her driver's license. They require an experienced licensed driver in the vehicle to monitorand mentor them. KCS I can contribute new solutions and provide feedback on existing solutions. Anexperienced licensed driver, which we will refer to as a KCS Coach, reviews every solution contributed by heKCS I and provides them feedback.

Once the KCS I has consistently demonstrated their skills, the KCS Coach recommends to management thatthe KCS I receive their license. After which they are referred to as a KCS II. Now that they are licensedthe KCS II is granted additional privileges, such as the ability to modify solutions. Quality is still a concern.The KCS Coach will continue to monitor the contributions of the KCS II by randomly sampling their work.For further information on the KCS I vs KCS II, see the KCS Roles and Responsibilities document alongwith the visibility matrix.

Should the random sampling of the KCS II identify a quality problem or reduction in skills, the KCS II isplaced on probation and risks loosing their license.

A KCS Coach is a KCS II who has consistently shown a mastery level of skills and has the additional skillsrequired to influence and mentor others. A small number of analysts may be licensed as a KCS Coach tosupport the organizations desire to assist KCS I with the task of obtaining their license. As the organizationmatures, the number of KCS Coaches needed will be decreased. The KCS Coach is not to be seen as apromotion, but as recognition of skills. A successful KCS Coach is one who assists their team members inobtaining their licenses.

The organization will utilize the Knowledge Monitoring process to assess the skills of individuals and teams.The KCS Counsel manages the Quality Criteria used in this process. Periodically, weekly or monthly, asummary report is produced. Each analyst will receive a scoring for the solutions that they contributed. Thescore is referred to as the Solution Quality Index.

Solution Quality Index: XX% (Define a goal. Perhaps in the range of 80%-90%)

Consecutive periods of demonstration: PD (Define the minimum number of evaluations required.Perhaps 2 to 4.)

• Minimum number of solutions per period: MNS (Define the minimum sample size, Perhaps 10-20)

Requirements to be a KCS Coach candidate:

• Solution Quality Index: YY% (Define a goal that is higher than XX%)

• Consecutive periods of demonstration: PD

• Additional qualifications not listed. See KCS Roles and Responsibilities for additional requirements

Probation:

• Solution Quality Index: <XX%

• Minimum number of solutions per period: PMNS (The minimum sample size for someone onprobation may be higher as there is known concern with their skills.)

• Consecutive periods of probation: PP (Could be same as PO or different)

• If a KCS II receives a score of less than XX%, then they are placed on probation. They mustdemonstrate PP consecutive periods of meeting the requirements to be removed from probation.

Loss of License:

• Solution Quality Index: <XX%

• Minimum number of solutions per period: MNS

• Consecutive period of demonstration: PP

• If a KCS II fails to meet the quality requirements for consecutive periods, then they will forfeit theirlicense and be positioned as a KCS I.

Knowledge Monitoring Sampling Requirements per Period: (Example only, you define the numbers.)

• KCS I: All solutions

• KCS II: 20 solutions or 10% whichever is greater

• KCS II on Probation: 40 solutions or 25% whichever is greater

01.

The organization needs to define means of recognition to acknowledge analysts that obtain their license.This task is covered under the Rewards and Recognition section of the Performance Assessment Model.Some options include:

A certificate or license distributed to licensed analysts.

Posting an announcement of newly licensed analysts

Indication oflicensed analysts on reports such as Knowledge Monitoring or KCS Participationreports

Letter of acknowledgement from senior management

Announcement of the newly licensed in the support center newsletter

Recognition in staff meeting

Free lunch certificate for newly licensed

D

Frequently Asked Questions and Answers

The KB does not replace people's brains, it complements their brains, people have to be able torecognize a correct answer when they see it. A user should never deliver / apply a solution if theydon't know enough about it to have some level of certainty that it fixes the problem.

We don't have time to document everything the customer says and everything we do to solve a customer'sproblem.

If we continue to run our business with the same workflows, we cannot add the capture ofthe information and the experience of the customer without adding more time per incident.The incremental time spent on every solution will not be offset by the savings of re-using somesolutions. What is to be done?

It turns out that reusable solutions can be created as a natural by-product of solving a problemwithout adding incremental minutes to the problem solving processes. In order to accomplishthis we must change how we do things. We must examine the workflow, content structure andthe rewards practices such that it facilities both the problem solving processes and the capture/structure processes. We have learned that focusing on a structured problem solving process andcapture in the workflow can improve the problem solving time.

The simple case is when the fix or answer does not exist in the knowledge base, clearly a newsolution should be created. If the fix/answer is found in the knowledge base then the existingsolution should be updated to include any new information or context that has come to lightas a result of solving the problem. As a result of this experience the solution is improved ormodified with additional information. There are some cases where multiple solutions exist forthe same fix. For example two solutions may exist but one is targeted at a highly technical userand the other is targeted at a novice user. These solutions should be linked in the system so thatthe relationship between them is known. However the link is visible only to those authorizedto see it. Most often the highly technical solution will be for internal use only and is not visibleto the novice audience. The content standard for the organization must address the criteria andmechanics of create versus reuse based on the capabilities of the technology being used.

Knowledge Management Foundations: KCS PrinciplesCopyright © 2009 HDI, Version 4.1

To encourage the engineers/analysts to capture their knowledge we must consider the waysin which the organization values the individual. We must examine what creates heroes in ourorganization. If the individuals are valued for what they know and the knowledge they have,then they will not have an incentive to contribute to a knowledge base. If, on the other hand,individuals are valued for their ability to learn and to contribute to the learning of others,it creates an incentive to collaborate. If heroes are created based on their participation in aknowledge management practice, and if they are valued and recognized for their ability to solveproblems and to contribute that knowledge to a knowledge base through capture and structurepractices then there is an incentive to contribute.

llow do we manage the quality of the knowledge? We don't have time or the resources to review all theiOlutions we create.

The most efficient way to manage knowledge is through use. If everyone who interacts with theknowledge base accepts responsibility to contribute to the quality of the knowledge then qualitymanagement becomes inherent in the system.

llow do we know which solutions should be made available to others? If we create solutions within one levelif our support structure, how do we know which ones should be migrated out to other levels of our support,tructure?

By monitoring reuse of solutions you can identify which ones might have value to other parts ofthe organization. Frequently referenced solutions should be flagged and reviewed for relevanceand context for other audiences.

Weare already doing knowledge management! Wepublish our knowledge on a CD ROM and on the web.Wehave tech writers who clean up the information and publish it. What is different about KCS?

KCS strives for new levels of efficiency and relevance in the creation of knowledge. KCS is amethodology that is focused on capture and structure of knowledge in the workflow and on thefindability and usability of that knowledge by a target audience.

Frequently Asked Questions and Answers, cont.

Incomplete solutions lead to complete solutions, creating or framing a solution and allowingothers with the right privileges to modify them enables collaboration and collective problemsolving independent of space and time (people in different locations and times zones can helpeach other solve problems).

The capture of information should start as early in the process as possible. Ultimately thecapture process starts with the user or customer. For example, if the user has done a search onthe web site, the search information should be captured as part of the solution.

How should we recognize people for their use of the knowledge base, what is the one objective we should focuson?

The health of the knowledge management system is based on many factors, there is not onesingle indicator that can be isolated.

What if I don't want to capture the customer's opinion on what is happening because it is not right? Doesn't itcontaminate the knowledge base?

The ability to classify words and phrases the customer uses about the problem enables us tocapture the customer context and experience and distinguish it from the environment and fixinformation. This is critical for findability.

Knowledge Monitoring FAQs

Knowledge Monitoring is a process used to assure quality in the knowledge management process. Manysupport organizations have implemented similar processes to monitor the quality of service when a supportanalysts talks to a customer over the phone and the quality of information that they capture in the incidentrecord. Those processes are referred to as Call Monitoring and Incident Monitoring. All three processes aredesigned to monitor the quality of work performed by a support analyst. In each process there is someonewho is responsible for randomly sampling the work, scoring it against a defined criteria, providing feedbackto the support analyst, and reporting the results to management. This document outlines some of thekey elements for implementing the Knowledge Monitoring process and attempts to answer many of thefrequently asked questions about Knowledge Monitoring.

The primary purpose is to assure the health of the knowledge base. The secondary purpose isto help the support analysts build their skills and meet the objectives of the organization. Bymonitoring the work of the support analysts on a regular basis, the appropriate feedback andguidance can be given to enhance the skills of the support analysts. As analysts demonstratea skills competency, then they are given broader responsibility and authority. Once theydemonstrate their ability to capture and structure knowledge appropriately, they are giventhe authority to modify existing knowledge and publish knowledge to new audiences. Thisis referred to as the KCS Competency Program. See the document on the KCS CompetencyProgram for more information.

Knowledge Monitoring is performed by KCS Coaches. KCS Coaches are support analysts whohave demonstrated a mastery of the KCS processes and have the appropriate skills to mentor andassist their peers. In this way, support analysts who have been successful are helping their peersbecome successful. See the document on KCS Roles and Responsibilities to learn more about theKCS Coach.

The KCS Coaches are also being monitored. The KCS Manager who has overall responsibilityfor the knowledge management processes monitors them. In some organization, KCS coachesare assigned to monitor each other.

Knowledge Monitoring FAQs, cont.

KCS Coaches are selected based on their skills competency and their ability to work with people.The KCS Coach is not a promotion, but rather a special assignment resulting from demonstratedsuccess. Early in the implementation of KCS, a number ofKCS Coaches are needed to supportthe analysts as they learn to capture and structure knowledge. As the organization matures,fewer coaches will be needed because a larger number of analysts will have mastered the skillsand will not need close supervision.

Management will assign to each KCS Coach a number of support analysts. The KCS Coach willthen review documents for the support analysts that they have been assigned to assist.

The primary focus is on new contributions. In KCS, knowledge is created and captured inthe process of resolving an incident. It is at this point in the process that knowledge becomesavailable for the support organization to leverage. It is at this point that we need to assure thatquality is introduced.

Initially, every analyst in the support organization is defined as a KCS I or Knowledge Framer.At this level it is important to review every contribution that is made and to provide timelyfeedback to the support analysts. Remember that we want to assure the health of the knowledgebase and to improve the skills of the support analysts. Once a support analyst demonstratesa consistent level of acceptable performance or skills competency, then he/she is grantedadditional permissions and is known as KCS II or a Knowledge Developer. Reviewing everysolution contributed by a KCS II would be of minimal value. The support analyst has alreadydemonstrated their ability to capture and structure quality knowledge consistently. Solutionscontributed by the KCS II will be randomly sampled. Random sampling insures that the supportanalysts are maintaining their performance. The size of the random sample may vary and hasbeen documented in the KCS Competency Program.

In order to analyze and score a solution, the support organization must define the QualityCriteria. This is a checklist of items related to capturing and structuring quality solutions.Items on the checklist will vary in importance and be worth more points. Minor issues willhave minimal impact on the score compared to major issues. As warranted, the checklist maybe updated to monitor areas of common concern. Any changes to the Quality Criteria will becommunicated to the support analysts. See the Quality Criteria document for more information.

The score is referred to as the Solution Quality Index. Each solution is graded based on QualityCriteria. Each analyst will have a number of solutions reviewed and scored. The scores are thenaveraged and a Solution Quality Index will be created for the support analyst for that reportingperiod.

Since the review and scoring is a human process, if multiple KCS Coaches reviewed the samesolutions then they could produce different scores. To insure a level of consistency in scoring, allKCS Coaches participate in a Knowledge Monitoring workshop to learn how to score solutions.They continue to meet on a regular basis to discuss the scoring practice and to build theirKnowledge Monitoring skills.

The scores for each solution reviewed are captured in a tool and reports are then generated tosupport both the feedback process and the performance assessment program within the supportorgan ization.

One purpose is to enable the KCS Competency Program. KCS 1's that consistently meet theSolution Quality Index goal will become KCS II's. A second purpose is to provide input intothe performance assessment program, which impacts the individual's performance reviews. Athird purpose is to recognize analysts for their performance. Analysts with high Solution QualityIndexes will get a reputation within the support organization for prodUcing quality work andfor adding value to the organization. Analysts with low Solution Quality Indexes could geta reputation for not producing high quality knowledge. This is one reason why the supportorganization is investing in KCS Coaches to assist the support analysts in becoming successfulwith KCS.

Knowledge Monitoring FAQs, cont.

The process itself is ongoing. It is the reporting period that will vary. When KCS is first beingrolled out or when a support analyst is new to the organization, the reporting will be weeklywith the goal of providing timely feedback to the support analyst. As the organization and KCSprocesses matures, the reporting will be performed monthly. KCS Coaches are encouraged toprovide timely feedback and not to wait for a formal reporting period when immediate feedbackwould be valuable to the support analyst.

The KCS Coach will share the results of the Knowledge Monitoring directly with thesupport analysts that they have been assigned to review. They will also provide personalrecommendations and training. The support analysts will receive a detailed report of everysolution that was reviewed and how it was scored. The report will indicate their SolutionQuality Index.

In addition, the team or department report that summarizes the performance of each teammember will be shared. This will allow the support analyst to determine how well they are doingcompared to their peers. It will also allow them to identify team members that are successfulat producing quality knowledge and those that are not. The support analyst is more likely totrust the knowledge they find in the knowledge base that are produced by team members with areputation for producing quality knowledge.

Management will receive the team reports that summarize the results of each member of theteam. They will have access to the individual detailed reports should an issue warrant this levelof review. Generally, the team reports will meet the needs of management.

Trend reports related to the Solution Quality Index will be generated to monitor theimprovement or lack of improvement in the Solution Quality Index. This can be done at theindividual, team, or organization level. Trends can indicate the need for corrective action or toidentify success.

~ HDI.'

KCS Resource: The Consortium for Service Innovation

• KCS Practices guide

• Benefits & Measures

Roles and responsibilities

Content quick reference guide

Communications plan FAQ

Content survey "How Good is Good Enough"

Benefits calculator

Unit 1 Challenge Answers

1. What is the Consortium of Service Innovation? What led to their development of Knowledge-Centered Support (KCS)?

The Consortium of Service Innovation is a non-profit alliance of customer serviceorganizations that are working together to solve industy-wide challenges. The fourcritical challenges listed on page 1-7 led to the development ofKCS. It was createdto capture, structure, reuse, and improve knowledge.

2. List reasons for implementing KCS.

• Respond to and resolve problems faster.

• Provide answers to complex problems.

• Provide consistent answers to customer's questions.

Address support analyst burnout.

Address the lack of time required for training.

• Answer recurring questions.

• Identify opportunities to learn from customer's experiences.

• Improve First Contact Resolution.

Enable web based self-help.

3. What are the fundamental concepts of KCS?

KCS is a methodology and a set of practices and processes that focuses onknowledge as a key asset of the support organization. KCS is NOT something wedo in addition to solving problems, rather KCS becomes the way in which we solveproblems. It is based on process, not technology.

4. Explain how implementing KCS benefits the support center's stakeholders.

• Customers have increased confidence in support and improved response fromsupport

• Analysts have personal empowerment and recognition; improved confidence; andbroadened expertise

• Organization has improved effectiveness and efficiency; evolving resources andexpertise; and improved relevance and loyalty

~HID'I.,. .


1. Provide an example of proactive knowledge management.

Answers will vary.

2. Provide an example of reactive knowledge management.

Answers will vary.

3. What is the term used in Knowledge-Centered Support (KCS) to describe a single unit ofstructured knowledge?

A solurion

4. What does the phrase "Content is King" mean?

The core of KCS is the content that is captured, structured, and reused.

5. Describe the concepts of Capture in the Workflow.

It drives the efficiency of the KCS process and ensures that the content created isrelevant to the audience it serves. Context and content are captured as the problemis solved or recorded.

6. When structuring a format for content, what should you distinguish between?

• Problem / ques[ion description

• Environmen[

7. What is a framed solution?

A framed solution is when a support analyst interacts with the knowledge base, thes[ructured words and phrases are preserved.

E

8. Why do most knowledge management implementations fail?

The reason most knowledge management implementations fail, is because managersfocus on the implementation as a project. Projects have end dates, processes do not.KCS is a process, a new way of providing support and does not end. The task ofleadership cannot end.

7. Evolve Loop

8. Workflow

2. ----

DI.;


1. List the four components of a strategic framework.

Business Objective ("What"), Approaches for each objective ("How"),Measurements for each approach, Targets for each measurement

2. Explain the benefits of using a strategic framework.

It establishes alignment with the stakeholders's objectives and maps the high-levelgoals of the organization with the goals of the individuals. It builds alignment anddefines the "what's in it for me" (WIIFM).

3. What are the benefits of a knowledge base that is based on the context of the user?

Customer self-help, just-in-time resourcing, differentiation through supportexcellence, and improved products. See page 3-7 for a detailed description.

4. Stakeholder benefits are realized at three different levels as the KCS practices mature. List anddescribe the three levels.

Direct, Applied, Leveraged. See page 3-9 for a detailed description.

5. How should you calculate a Return on Investment (ROI)?

First establish a baseline of current measurements. It is necessary to documentthe investments that need to be made and approximate the size of the financialinvestment required. Then, forecast the expected improvements to determine theprojected return from the investment. The ROI calculation can be used in thepreparation of a business case to gain support for making the investment.

E


1. List and describe the three components of content vitality.

Content standard, content migration, and knowledge monitoring. See page 4-21 fordescri ptions.

2. The concept of a solution is based on three key factors. What are those?

Relevance, findability, and structured in the context of the customer.

3. Considering the solution life cycle, what are the three minimum solution states necessary for aKCS solution?

Draft, approved, published. See page 4-12 for a detailed description.

4. Considering a visibility matrix, there are four common types of access rights. List those andbriefly describe what they mean.

• Use It (U)- The right to view and use the knowledge.

• Flag It (Fl)- The right to flag the knowledge for improvement.

• Fix It (Fx)-The right to fix the knowledge.

• Add It (A)-The right to add knowledge to this solution state.

5. What is the purpose of a content standard?

A content standard is a set of documents that defines how to capture, structure,and manage quality solutions. The purpose of a content standard is to:

Set expectations for the analysts when contributing

Define the structure and purpose of each field in the solution

Define the quality criteria for a solution

Define the visibility of the knowledge

ROI.'


1. List and describe the four key roles in KCS.

• Leaders-Managers must demonstrate their leadership skills (e.g., they must define andcommunicate the look of success and ultimate vision). They need to provide supportand guidance for their staff in deciding how the work should be done (i.e., workflow)and ensuring that the standards for findable and usable solutions (i.e., content standard)are met.

• Knowledge Developers-The support analysts are the people who are responsible foranswering customers' questions and resolving their problems. Within this process, theyare responsible for the knowledge creation and maintenance. They capture, structure,reuse, and modify solutions.

• KCS Coach-The KCS Coach is a change agent who supports the development of KCScompetencies for the knowledge developers; provides feedback to develop individual andorganizational competencies; and has an in-depth understanding ofKCS processes. Thecoaches are known as KCS practice experts who have successfully demonstrated theirown KCS competencies.

• Knowledge Domain Expert-This person looks after the health of the knowledgebase; is usually focused on a collection or domain of content; and has both technicalexpertise in the domain and a profound understanding of KCS processes. Additionally,this role monitors solution usage and ensures the validity of highly reused solutions.

2. What are the cuncepts of a KCS Competency Model?

An individual's KCS knowledge and demonstrated competency deFines systemrights and privileges, individuals receive a KCS license once skills are demonstrated,and some in the organization will stay as readers/framers while others evolve intodifferent roles.

3. Explain the benefits of a KCS Competency Model.

Giving all users equal opportunity to create quality solutions regardless of theirposition in the organization or community, and authority based on provencompetency.

4. Provide a brief description for the following roles: KCS I, KCS II, KCS Ill, KCS Coach,Knowledge Domain Expert, and Knowledge Manager

See unit 5, pages 6-14 for a detailed description.

E


1. Describe the concept of KCS workflow.

Workflow is the problem solving process, also referred to as the incidentmanagement process.

2. Identify the requirements of the workflow process.

Function at the speed of conversation, tool integration, supports the structuredproblem solving process

3. List the three steps of Structured Problem Solving.

Seek to understand, seek to understand what the company knows by searching theknowledge base, search early and search often

4. IdentifY some integration requirements of an incident management system with a knowledgemanagement system.

Ability to search the knowledge base, link existing solutions to an incident, view asolution, add to a solution, identify SMEs related to a solution and contact them.

~ HDI.


1. What should be considered when developing a peformance model?

See Standard 6.12.2

2. Provide some examples of leading indicators.

Examples of leading indicators are: ASA, AHT, talk time, hold time, number ofsolutions created, number of solutions reused

3. Provide some examples of lagging indicators.

Examples oflagging indicators are: revenue / profit, customer loyalty / satisfaction,employee retention / loyalty, COStper resolution, time to resolve

4. What are some considerations for leading indicators (activities) and business results (outcomes)?

Goals can be established for lagging indicators, which should be linked to businessresults. By establishing goals for lagging indicators, actions taken by individualsto meet the goal will drive improvements in the business results. Conversely, whengoals are set on leading indicators, it can improve measurements; however, thistypically results in improving the metric, not the business results.

5. What are the differences between rewards and recognition?

Rewards are used to create focus for a change; provide compensation for work; promote a changein behavior; and are used for a defined period of time.

Recognition is used to celebrate accomplishments; provides acknowledgement of value; is anapproval of behavior; and is ongoing.

6. Explain triangulation.

Triangulation is a concept similar to the balanced score card-understanding thethree areas needed to understand performance. Be mindful of results and outcomes(lagging indicators); setting goals that are tied to strategy; and tracking overallsolution qua Iity.


1. DeFine leadership.

Creating a vision and communication plan, defining purpose and objectives,modeling behaviors, supporting and encouraging, dealing with inadequateperformance, engaging people

2. Describe characteristics of leadership. Identify wh ich of the characteristics Iisted are the mostcritical to the success ofKCS.

3. List benefits of leadership.

Clear goals are communicated, greater participation, those being led are willing totake risks, buy-in, motivated to change

4. Define purpose statement. What does it mean for it to be compelling?

Explains the overall objectives of the organization in a way that provides meaningto each individual contributor. It should engage people's emotions; be brief, clear,and concise; and is larger than the individual or organization.

5. How docs KCS impact each of the four motivational factors for work?

KCS impacts achievement, recognition, the work itself, and responsibility. See Unit8, pages 8-9 for a detailed description.

6. Explain the concept of "thinking versus feeling" in KCS.

When addressing someone's feelings about KCS, consider the top motivationalfactors and how we feel about things is a major element of the motivational factors.

HDI.:


1. What are the key objectives of a communications plan?

Restate key messaging, identify communication channels and timing, informeveryone of objeerives and responsibilities, encouragement

2. Identify the core components of a communications plan.

Messaging platform, communication strategy, project timeline

3. Who are the three primary stakeholders for a communications plan?

Analyst, Managers/Supervisors, Executives

4. What is the intended outcome of an elevator pitch?

Capture interest, make people want to hear more, create a positive perception andsense of excitement

5. Explain why it's important to develop answers to KCS objections.

It's easier to handle objections with a consistent and well thought-our message, andby identifying potential objections, you can address concerns that people may bereluctant to raise themselves

6. What is the best delivery option for communicating KCS messaging?

There isn't "a best". Selecting the right delivery option depends upon the audienceand the messaging.

E·


1. List and explain the functionality requirements of technology to enable KCS.

See Unit 10, pages 3-4 for a detailed description.

2. What are some basic functionality requirements when integrating a knowledge managementsystem with an incident management system?

Launch a search, link a solution, add new solution, view a solution, reportconsolidated information. See page 10-5 for a detailed description.

A program offered by the Consortium for Service Innovation to knowledgemanagement vendors where the vendor can demonstrate to an auditor that theirtechnology does enable KCS as per the defined criteria. If the functionality of thesoftware meets the criteria, the Consortium for Service Innovation will recognizethe vendor's application as KCS Verified.

4. Explain why KCS Verified is important.

Provides industry recognition and promotes the value ofKCS.

Knowledge Management Foundations: KCS Principles

Copyright © 2009 HDI, Version 4.1

~ HDI.


1. Explain in brief the six phases of the KCS Adoption Program.

Assess Current State, Tool Acquisition, Design Foundation, Develop Team,Organize Waves, Evolution. See pages 4-11 for a detailed description.

2. Explain the purpose of a wave implementation.

Implement change in phases so impact is smaller and more manageable.

3. What are some of the initial responsibilities of the KCS Pilot Team? Why is their successimportant?

They will utilize the processes and tools following the training and mentoringprogram, along with the seeding of content. Success of this team helps to createsome excitement and invite others to join in subsequent waves.

4. Describe how you would use a Flow and Wave Matrix.

To minimize risk and maximize success; identify who needs to be trained; identifywith whom one must communicate; and serve as input for selecting the pilot teamand defining the implementation wave.

5. Describe the five common critical success factors for implementing KCS.

Executive commitment, coaching, measure the right things, deployment attitude,picking the right players. See page 11-21 for a detailed description.

6. Explain why it is important to recognize a ditch.

Recognize a ditch so that you can avoid them-have an awareness of things thatcould go wrong, anticipate issues and prevent them. minimize impact.

F

Glossary'

Term Definition

Abandon RateThe percentage of total calls received that self-release from ringing or queuebefore reaching a support team member.

Work that is done immediately after a call has been concluded. Often

After Call Work (ACW)includes entering data, completing forms, or making outbound callsnecessary to complete a customer transaction. During this period, the agent isunavailable for the next telephone call.

AssetsThe entries on a balance sheet showing all properties, including hardware,software, furniture, etc.

Asset Management The tracking and optimization ofIT equipment and related products.

Automated Voice Considered the next generation of IVR systems, this technology enables aRecognition (AVR) computer to interpret voice commands and convert them to data.

The telephone system used in call centers. It is a programmable device that

Automatic Call Distributorautomatically answers calls, queues calls, distributes calls to agents, plays

(ACD)delay announcements to callers, and provides real-time and historical reportson these activities. May be a stand-alone system, or ACD capability built intoa central office or network Pc.

Average Speed of The average time required for an analyst or an appropriate automatedAnswer (ASA) response tool (such as an IVR) to respond to an incoming call.

The average amount of time the agent spends talking to the caller; usuallyAverage Talk Time (ATT) timed from when the call arrives at the agent's station to the time it is released

by the agent.

A standard for comparisons. A baseline is a reference position for measuringBaseline progress in process improvement. The baseline is usually used to differentiate

between a current and a future representation.

~HDI.

Term Definition

(a) The process of comparing current levels of performance to past

Benchmarkingperformance or another company's performance; (b) A method of measuringprocesses against those of recognized leaders, it helps establish priorities andtargets leading to process improvement.

A way or method of accomplishing a business function or process that isBest practice considered to be superior to all other known methods based on independent,

objective research or study.

Capital costsCosts that increase the value of assets and are depreciated (or the value isreduced) over the lifetime of the asset.

Change (ITIL)Any action resulting in a new status or value in baseline or configurationdata.

A designated group responsible for the assessment and planning of all changesthat have an impact on business operations. The board is responsible for the

Change Advisory Board assessment and planning of all changes that have a more than minor impact.(CAB) All persons involved and all interested parties are represented on the CAB so

that the entire course of events surrounding the change can be assessed andplanned.

A defined process which minimizes interference and irregularity in customerChange Management service levels related to implementation of alterations in business facilities,

equipment, or processes.

Configuration A database which contains details about the attributes and the history of eachManagement Database configuration item and details of the important relationships(CMDB) between them.

CoachingA collaborative leadership activity designed to encourage growth anddevelopment, sometimes addressing performance issues in employees.

F

Term Definition

Interfacing ofIT and telecommunications equipment within the samenetwork architecture to facilitate efficient processing of customer contacts

Computer Telephony and optimize the use of customer support resources through sharing ofIntegration (CTI) data between systems. For example, CTI typically allows a support center

manager's console to display real-time metrics, such as the number of calls inqueue and service request escalations.

A component that is part of an IT infrastructure. Configuration items may

Configuration Item (CI)vary widely in complexity, size, and type-from an entire system (includingall hardware, software, and documentation), to a single software module or aminor hardware component.

The process that brings all components of the IT infrastructure and

Configurationthe related documentation under control to support the other servicemanagement processes in order to provide, at reasonable costs, qualitative

Managementservices in the context of continuously changing demands on the part ofusers.

Critical Success Factor A key area where satisfactory performance is required for the organization to(CSF) achieve its goals.

A person authorized to make decisions on behalf of an organizational unitCustomer within the business concerning a service (IT) and its associated service levels.

(ITIL)

Definitive Hardware StoreContains spares and stock of hardware.

(DHS)

Direct CostsCosts that can be attributed to a specific service, business unit,or process.

Acronym for Definitive Software Library. A secure software library where

Definitive Source Libraryall versions of software configuration items that have been accepted from

(DSL)the developer or supplier are held in their definitive, quality-controlled form.By necessity this logical library may have to occupy one or more physicallocations.

Term Definition

Error ControlThe processes involved in tracking known errors until they are eliminated bythe successful implementation of a change.

A defined management process in which a service request's priority is changed

Escalationdue to the impact or timing of the request, customer input or duration.Escalation is used for giving a call more priority, urgency,or resources.

Fixed COStsCosts that do not change over time and are not based on usage or othersimilar factors, such as taxes or rent.

Gap AnalysisA comparison of the support center's actual performance against its potential(or past) performance.

Goals Quantified and measurable objectives.

An event which is not part of the standard operation of a service and whichIncident (ITIL) causes, or may cause, an interruption to, or a reduction in, the quality of that

servICe.

A process that aims to resolve incidents and minimize the adverse impact

Incident Managementof incidents and problems on the business that are caused by errors withinthe IT infrastructure, and to prevent recurrence of incidents related to thoseerrors.

Indirect CostsCosts that cannot be easily or fairly attributed to the cost of a specific serviceor business process.

An approach to the service delivery strategy that relies on leveraging internal

Insourcingorganizational resources in the design, development, transition, maintenanceoperations, and/or support of new, changed, or revised services or data centeroperations

Interactive Voice Response A computer-based technology which allows callers to choose how their call(IVR) will be routed based on their responses to a voice prompt.

Information Technology Infrastructure Library, a framework for achieving ITITIL Service Management (ITSM). It is a repository of best practices for delivering

and supporting IT services.

F

Term Definition

Key performance indicators (KPIs) are specifications for measuringKey Performance Indicator performance in the Support Center. They help an organization to measure(KPI) progress towards its goals. KPIs are a measure of strategic importance and

differ depending on the nature of that organization.

A collection of information that is of value to an organization's customers,Knowledge base combined with means of accessing that information in order to answer

questions and solve problems (Yankee Group, December 2000).

Process of managing some or all of the knowledge within the organizationKnowledge Management as a resource. Also known as the capture and reuse of business and technical

information.

A condition in the IT infrastructure in which a certain configuration item

Known Error (ITIL)has been identified as the root cause of a (potential) degradation in the servicelevel agreed upon and a temporary workaround or a permanent alternativehas been identified.

Mean Time toAverage length of time for problem resolution.

Repair (MTTR)

MentorAn experienced support center agent who is assigned to guide and teachnovice agents through a combination of knowledge and experience sharing.

Metric A standard of measurement.

Mission StatementA formal, written summary that identifies an organization's purpose andreason for being.

The results of change. For example, customer satisfaction rates and stock

Lagging Indicatorprices are lagging indicators of how an organization is performing. Laggingindicators are slow to change and only repeated improvement will affectthem.

The drivers or enables of desired results. For example, developing trainingLeading Indicator plans or key performance indicator (KPI) metrics, which measures how well

the business objectives/goals will be met.

One-time SurveySurveys conducted at irregular intervals; typically used to evaluate satisfactionlevels with current products and services.

Term Definition

Ongoing SurveySurveys completed as soon as possible after a call or incident is closed;measure the quality of a single incident.

Operating COStSExpenses that provide no asset value to the enterprise, such as sales andadministration (salaries).

Operational LevelAn agreement between the internal support organizations (IT) or teams thatdefine the responsibilities, roles, and expectations for each that are necessary

Agreement (OLA)to achieve the service level agreements.

Contracting with another company to provide services on another company'sOutsourcing premises that the organization would otherwise employ its own staff to

perform.

Planned (scheduled) survey conducted on a periodic basis (normallyPeriodic Survey annually); measures customers' overall satisfaction levels with products,

services, and support center personnel.

PolicyA plan of action that guides decisions and behavior based on what is best forthe organization.

Priority (ITIL)An assessment of the impact, urgency, and expected effort required to resolvean incident.

Private BranchA private phone switching system that connects telephone extensions to each

Exchange (PBX)other and to the external phone network. The PBX handles basic businesstelephone functions, such as call forwarding and conference calling.

A condition of the IT infrastructure that is identified through incidents withProblem (ITIL) similar symptoms, or a significant incident that is indicative for an error of

which the cause is not yet known.

Problem ControlThe process of identifying the underlying causes of incidents to preventfuture recurrences.

Problem Management The process of minimizing the adverse impact of incidents and problems on(ITIL) the business that are caused by errors within the IT infrastructure.

Term Definition

ProcedureA set or series of insuuctions used to perform a specific task, sometimesreferred to as work instructions.

ProcessA series of tasks (or procedures) that are required and the sequence in whichthey must be performed.

A plan or proposal which requires the combined efforts of individuals andProject organizations, and which encompasses the resources, budget, and tasks to

which each responsible party is assigned.

A systematic way of ensuring that all the activities necessary to design,

Quality Assurance (QA)develop and implement services that satisfy the requirements of theorganization and of customers take place as planned, and in a cost-effectivemanner.

Remote controlSystems whereby a support team remotely takes control of a customer'sdesktop or workstation.

Request for Change (RFC)A formal proposal to change the nature or status of a system item which isunder configuration control.

Return on Investment Financial calculation that is used to determine the time it will take to recover(ROI) the costs of an investment (or payback period).

Return Rate The percentage of answers to questions on a survey.

RightsourcingIdentifying the proper balance of outsourcing and other sourcing options toensure financial and operational effectiveness.

SamplingA statistical method used to estimate the characteristics of a certainpopulation.

SchedulingThe process of determining the specific assignment (tasks and timeframes) bywhich people are required to meet the service level agreements.

Service CatalogA complete listing of services, applications, processes, hardware, and supportgroups/people that will support the services in the support center.

Term Definition

A statistical criteria for measuring successful service. The expression of anaspect of a service in definitive and quantifiable terms; specifies a term in

Service Level a service level agreement, and quantifies its associated measure(s) (e.g., thepercentage of total calls answered within a specific time, such as "80% in oneminute").

Service LevelA formal agreement between the customer(s) and the IT service provider

Agreement (SLA)specifying service levels and the terms under which a service or a package ofservices is provided to the customer.

The strategy and tactics of defining, achieving, and maintaining requiredService Level Management levels ofIT service to the business user population within the organization. It(SLM) is designed to optimize and provide cost-effective delivery of IT services that

are aligned to business requirements.

Request for change in service, such as password reset or adding a printer. AService Request service request is different from an incident, because it does not indicate an

error in a system or process.

Single Point of Contact Term used to describe the support center's role as the customer's one-stop(SPOC) resource for all support-related issues and requests.

SolutionThe content required to capture the answer to a problem or question inknowledge management.

SourcingThe process of determining staffing needs and what resources will be utilizedto fulfill those needs.

Staffing LevelsThe number of support personnel required to deliver on service levelagreement com mitments.

Staffing ModelA tool used to determine the number of suppOrt personnel required to deliveron service level agreement commitments.

Any person or group that can contact the support center for support, suchStakeholder as customers, owners of products or services, employees, associates, partners,

contractors, and/or suppliers.

Strategy A careful method or plan.

F

Term Definition

Term used to incorporate the multiple meanings for help desk, service desk,Support Center and contact center, which provides technical support to internal "end-user"

employees or external customers.

Toral Cost of A financial calculation used to analyze the direct and indirect costs of owningOwnership (TCO) and using hardware and software.

Trend Analysis The analysis of changes in a given item of information over a period of time.

Underpinning Legal contracts with third parties who will provide support to theContract (UC) organization.

Urgency (TTIL)An assessment of the necessary speed of solving an incident of a certainimpact.

User (ITIL) A person who uses IT services on a day-to-day basis.

UtilizationThe amount of time an analyst spends on the phone compared to doing otheractivities.

Variable costsCosts that are based on usage or other variables, and may include officesupplies, paper, etc.

VendorA third-party, external company that supplies goods or services to the supportcenter or customer.

Vendor ManagementReviewing vendor performance and responsiveness through statisticalproblem reports.

Vision StatementA statement of an organization's values, describing how the group wants to beperceived by others.

Voice-over-InternetAlso known as internet telephony, this technology allows voice signals to

Protocol (VoIP)travel over the data network as a series of packets, which are reassembled onthe receiving end.

WorkaroundA short-term solution put in place for the customer while locating ordeveloping a long-term solution.

Knowledge Management Foundations KCS Principles - Appendix a & D. E & F

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