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					Knowledge-Centered Support:
  Principles & Foundations
                 Welcome!
Today’s Agenda:
 About HDI and The Consortium for Service
  Innovation
 Concepts Behind Knowledge-Centered Support
  (KCS)
 Getting Started with KCS Practices and Processes
 HP Case Study
 Developing Your KCS Action Plan
   The Partnership Behind KCS
      The Consortium for Service Innovation

• Non-profit alliance of support organizations
• Addresses challenges facing the industry
• R&D, new business strategies, and cross-industry
  perspectives

Board of Directors includes support executives from
  Cisco, HP, Microsoft, Novell, and Oracle.
   The Partnership Behind KCS
          HDI (Help Desk Institute)

“The Global Leader for the Support Industry”

Founded in 1989, it is the world's largest
membership association for the service and support
industry with over 7,500 members worldwide.
       What Are The Top
      Challenges You Face?


List the top three challenges you face in
      achieving your business goals.
Critical Challenges Facing Support

                   FALLING MARGINS




      Increasing     SUPPORT         Increasing
       Demand      ORGANIZATION      Complexity




                    DECREASED
                     BUDGETS
  The Stakeholders Are Affected
 Customer
    Loss of confidence in support
 Analyst
      Lack of job satisfaction and burnout
      Repetitive problem-solving
      Inability to respond
      Lack of trust in worth assessment
 Organization
    Resource constraints
    Lack of expertise
    Growing expectations
Operational Efficiency Isn’t Enough

The challenges for the support organization:

 Scale services
 Increase profitability
 Enhance its people’s capabilities…

           ALL AT THE SAME TIME!
                   What Is KCS?
KCS is a methodology and a set of practices and processes
      that focuses on knowledge as a key asset of the
                   support organization.
KCS seeks to:
     Create content as a by-product of solving problems
     Evolve content based on demand and usage
     Develop a KB of our collective experience to-date
     Reward learning, collaboration, sharing and improving


    KCS is not something we do in addition to solving
  problems…KCS becomes the way we solve problems…
        The Evolution Of KCS
KCS originated in 1992 with a simple premise:
 To capture,
 Structure, and
 Re-use support knowledge

With 10+ years in development and over $45 million
 invested, KCS has been tried and tested by early
 adopters that include Oracle, Novell, and 3Com.
           A Transformation
        For The Support Industry


Acknowledging solutions as the central unit of value
   for the organization leads to a shift where the
 knowledge generated by the support process fuels
   improvements in capabilities and efficiencies.
 KCS Fulfills Stakeholder Needs
 Customer
   Increased confidence in support
   Improved support access and availability
 Analyst
   Personal empowerment and recognition
   Improved responsiveness
   Broadened expertise
 Organization
   Improved responsiveness
   Evolving resources and expertise
   Alignment with support strategies and
    current infrastructure
                 Tangible Benefits
 Operational efficiency
      30-60% improved time to resolve
      Increased support capacity >100%
      Improved time to proficiency – months to weeks
      Efficient creation of content to enable web self-help
      Identification/elimination of root causes
 Meet executive management expectations
 Increased job satisfaction
    Less redundant work
    More confidence
    Reduced training time
 Increased customer and employee satisfaction
                How KCS Enables
                Business Strategies
                          Customer
                         Self-Service
  Operational
   Efficiency

                                              "Just-In-Time”
Improved Products             KCS
                                               Resourcing



                                              Increased
                    Differentiation Through     Value
                     Support Excellence
           Who Has Adopted KCS?
 Lucent             Microsoft         QAD
 Nortel Networks    Baan Solutions    SGI
 Motorola           Mosaix            SMS
 3Com               Compaq            Amdahl
 Unisys             Novell            Attachmate
 EHPT               HP                EMC
 Intel              Oracle            Xerox
 Network App.       Legato            HDS
 Mapics             Lexmark           CompuCom

                       Partial list
         The KCS Sweet Spot
 High volume environments
   Agents who handle more than 24 calls per day
   Average time to resolve 5-15 minutes
   Benefits received:
      20-25% improvement in capacity
      Improve first call resolution/reduce escalation
      Content creation for web-enabled self-help
 High complexity environments
   Agents who handle 3-6 calls per day
   Average time to resolve 20-90 minutes
   Benefits received:
      35-50% improvement in capacity
      Improve first call resolution/reduce escalation
      Content creation for web-enabled self-help
 KCS Methodology
          Culture


Quality             Process
          Content


      Technology
    KCS Environment Dimension:
              Culture
The expected skills, habits, behaviors, and values of
   the people who are part of the environment.

 Recognizes value of sharing knowledge
 Encourages collaboration
 Acknowledges people as critical to the solution
    KCS Environment Dimension:
             Content
  The collection of knowledge that represents and
    organizations’ captured experiences with the
  products it supports, such that the knowledge can
           be re-applied in future activities.

 KCS captured in the form of solutions
 Standardized structure, integrated solutions
  integrated
    Information
    Analysis
    Resolution
    KCS Environment Dimension:
             Process
       The operational activities that develop
                stakeholder value.

 Synergies that increase the capacity of the system
    KCS Environment Dimension:
              Quality
        Products and processes that meet the
             needs of the shareholders.

 Quality processes
 Environment as a single system
    Assess
    Balance
    Evolve
    KCS Environment Dimension:
           Technology
 The electronic media, automation, and conduit for
             supporting the processes.

 Technology allows:
   Access
   Sharable information
   Scalability
         Leveraging Knowledge
KCS leverages the knowledge of the support
business. It does not replace other systems, but
typically includes:

   Call management
   Incident management
   Defect management
   Business management
   Information management
               Content Is King
   KCS seeks to create findable, usable content
   We call the content a “solution”
   A solution is more than the answer or fix
   Solutions have a life cycle, they go through
    different states
             The KCS Solution
 The state of a solution defines its visibility
 Solutions evolve over time based on demand and usage
 As people find and use solutions they should be improving
  them
 “Flag it or fix it” has to be part of the organization’s
  culture
 People have to take responsibility for the content they
  interact with

       A solution is complete only when it is obsolete
       The KCS Solution Concept
                   Customers




                    Context


                  Resolution
Analysts                                Company
           Experience     Information
         Knowledge Capture
 Capture in the workflow
   Content captured as customer describes
    problem
   Statements in customer’s context (vocabulary)
   Easy to search KB early in the process
 Critical information may be captured
  on the call
 Skill that requires practice
                          Structure
Incident/call record                 Solution
• Customer called about a
  problem installing a NIC card.
  Cannot get the system to           Problem:
  recognize the card after reboot.   • Install 3Com NIC
  Did not order the card from us,    • NIC not recognized
  it is a 3Com card. I reviewed
  network settings and could not
  find anything wrong.               Environment:
  Customer has meeting and           • 3Com NIC, model 300X
  would like a call back             • Window 98
  tomorrow am.
• Talked to Bob about NIC card       Fix: Download latest driver for
  problem, he is running Win 98         NIC 300X from 3Com
  and he needs to down load the
  latest driver from 3com for        www.3com.com/drvrs/NIC
  Win 98. Bob asked to leave
  the call open until he
  downloads driver.
        The Power Of Context

The problem
   What is the customer trying to do?
   Customer experience that is undesirable?
The environment
   Products, model, rev levels involved
   What has been altered in the environment
The answer
   How to achieve the goal or eliminate the symptoms
   The underlying reason(s)
      The goal could be accomplished
      For the symptom
        Searching Is Creating

 Searching becomes mechanism for creation
  of draft solutions in the KB
   Draft solutions enable collaboration
    independent of space and time
   Draft solutions give us visibility to work-in-
    progress through the KB
  Just-In-Time Solution Quality

 Solutions that are being used are being
  modified
   Add statements to improve findability
 Solutions that are incorrect or unclear are
  “flagged (rework) or fixed” when they are
  found
                    Workflow

 Structured problem solving
    Listen and collect customer context
    Search early, search often
 Tools must support the structured problem
  solving process
 Integration of tools
    Call tracking/CRM with Knowledge Base
 Tools must function at the speed of conversation
Structured Problem Solving?
  Look-up          Diagnostic         Research

  Problem         Environment             Fix/Cause

  What do we        Inductive,             Reference
  Collectively      Deductive             Integration
    Know?           Reasoning


             Structured Problem Solving

   Literal         Interpretive            Reflective
   Structured Problem Solving
                  Anatomy of a Call


Admin   Literal       Analysis         Research   Admin




                   Knowledgebase



                   Incident Tracking
                Content Evolution

 Content Standard tailored to the environment to define:
      Solution quality criteria
      Examples of good solutions
      Solution states
      Preferred vocabulary
 Content migration process
    Solutions that are being reused should be migrated to a larger
     audience
 Random sampling of the KB
    Scoring solutions
    Feedback to the players
        Performance Assessment

• KCS proficiency model
   – License metaphor that links to user rights and privileges (KCS I,
     KCS II, KCS Coach, Knowledge Champion)
• Performance model
   – Performance drivers (motivators)
   – Leading indicators (activities)
   – Business results (outcomes)
• Rewards and recognition
   – Acknowledge accomplishments
   – Acknowledge the creation of value in the KB
• Feedback and reputation model
KCS User Development
                                    Coaches


  KCS I           KCS II
(framers,       (finishers,
readers)       developers)         Knowledge
                                   Champions

       KCS knowledge, competency
    defines system rights and privileges

   Some in the organization will stay as
   readers/framers while others evolve
                    Leadership

 Creating a vision, articulating a vision
     A purpose that has emotional appeal
   Model the values
   Set the context and boundaries
   Define success
   Encourage and support
   Communicate
   Communicate
   Communicate
      Contrasting Environments

   Individual   vs.   Team
   Activity     vs.   Results
   Completion   vs.   Evolution
   Content      vs.   Context
   Knowing      vs.   Learning
   Control      vs.   Relationship
         Points of Differentiation

1. Capture in the workflow
        Knowledge is captured as a natural by-product of
         solving a problem
2. Structure
        Improves the analysts’ problem solving process
        For the context and relevance of search response
3. The process of searching is also the
   creation process (in the event you don’t find
       anything)
       Points of Differentiation

4. Just-in-time training
      Solutions provide analysts with continuous, relevant learning
5. Manage solution quality through use
6. Migrate solutions to new audiences based on
   demand
      Modifying the context to be relevant to a new audience based on
       demand (reuse count)
7. Wholly beneficial
      As a methodology KCS provides significant benefits to each of
       the three stakeholders (customers, analysts, the business)
            HP Case Study

HP Non-Stop Customer Support Organization

Challenges:
 Customers sophisticated, demanding
 Product suite complex, dynamic
 Worldwide locations
 HP Case Study: Applying KCS

Goals:
 Create single KB for worldwide use
 Develop KB content while solving problems
 Share information with customers as quickly as
   possible
  HP Case Study: Applying KCS

Results:
   KCS training and certification for analysts
   Content published quickly to the Web
   Creation of a global community of knowledge
    champions
   Regular random sampling of solutions/knowledge for
    quality
   Customers rate knowledge on its ability to help solve
    problems
   KCS leadership team – comprised of contributors
     KCS Foundations Course

   Released in the US November, 2003
   Available world-wide, Q1 2004
   www.thinkhdi.com
   jbenda@thinkhdi.com

				
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posted:7/26/2011
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