Front line services at the University of Kansas and Kansas State University have evolved over the last few years to include knowledge management and improved incident management processes. The panel will share insights on integrating the capture, structure and reuse of knowledge and rethinking the incident management process to improve service effectiveness. The challenges of implementing both processes, lessons learned and the way forward will be presented. To download or for more information please refer to http://check.ku.edu/presentations/index.shtml

1. Presented by:
Heather Coffman
Traci Fullerton
University of Kansas Improving Services:
Lessons from the Front Line
Eric Dover
Rebecca Gould Company
Kansas State University CHECK 2011
LOGO
The University of Kansas

2.  Agenda
 Anecdotes
 Definitions
 Incident Management
 Knowledge Management
 Lessons Learned
 Questions

3. Anecdotes

5. From the listserv...
 08:42 CTS contacted XXX.
 08:46 CTS contacted XXX and explained the situation to him. He said he
will look at it and call XXX back directly.
 08:48 CTS called XXX back to let him know that XXX was working on the
problem and would be giving him a call.
 08:53 XXX called back and asked CTS-D to call CTS-L.
 08:56 CST-D contacted XXX from CTS-L at his office and left a message.
 08:58 CST-D contacted XXX on his cell and left a message.
 09:03 CTS-D contacted XXX from CTS. He said that he could not get in
the server and asked CTS-D staff to restart the server (it’s a XXX server)
 09:17 CTS-D called XXX. to ask questions because the server could not
be found as it has no label.
 09:19 CTS-D called XXX and left a message.
 09:28 XXX called CTS-D back and said to keep looking for the label on
the server. CTS-D checked every XXX server we could find. None have
an XXX label that we could find.

6. Continues...
 09:35 CTS-DCO called XXX back and said they could not find a XXX
server with an XXX label. XXX said that XXX would be in within 30 minutes
to point out the XXX server and restart it. At that time CTS-D will re-label
the server to avoid this issue in the future.
 09:53 XXX from CTS-L called and said he would be in to resolve the issue
shortly.
 09:59 CTS called XXX back to let him know the problem is being worked on.
 10:10 XXX from CTS came in to restart the server. CTS made a new label
for this time.
 10:15 CTS contacted XXX to make sure everything was working for him and
it was.

7. Improving Services: Lessons from the Front Line
The basics:
What is Incident Management?
What is Knowledge Management?

8. Improving Services: Lessons from the Front Line
The objective of Incident
Management - restore normal
operations as quickly as possible
with the least possible impact on
either the business or the user, at a
cost-effective price.

9. Improving Services: Lessons from the Front Line
Incident Management
 What was the impetus for rethinking
incident?
 What process did you use to rethink how
you would handle incidents?

10. Demonstration

11. Improving Services: Lessons from the Front Line
Reporting & Return on Investment
Trend Reporting
Total number of incidents tickets created over a six month
period by the hour that they were created.

12. Improving Services: Lessons from the Front Line
Reporting & Return on Investment
Trend Reporting
Total number of incidents tickets created
over a six month period by the days of the week.

13. Improving Services: Lessons from the Front Line
Reporting & Return on Investment

14. Improving Services: Lessons from the Front Line
What is Knowledge Management?
Knowledge management is finding,
organizing, and managing the
knowledge, expertise, and past
experiences of the people within an
organization.

15. Improving Services: Lessons from the Front Line
Knowledge Management
Why think about Knowledge Management?

16. Improving Services: Lessons from the Front Line
Top 10 Reasons to Implement Knowledge Management:
10. Respond and resolve problems faster.
9. Provide answers to complex problems.
8. Provide consistent answers to customer’s questions.
7. Address support analyst burnout.
6. Address the lack of time for training.
5. Answering recurring questions.
4. Identify opportunities to learn from customer’s experiences.
3. Improve First Contact Resolution.
2. Enable Web based self-help.
12. Lower support costs.
Source: HDI

17. Improving Services: Lessons from the Front Line
Benefits:
Operational efficiency
 Improved time to resolve 30% - 60%
 Increased support capacity 22% - >100%
 Improved time to proficiency months to weeks
 Efficient creation of content to enable web self-help
 Identification/elimination of root causes
Increased job satisfaction
 Less redundant work
 More confidence
 Reduced training time
Increased customer satisfaction
Source: HDI

18. Improving Services: Lessons from the Front Line
The “old” way:
 Dedicated knowledge management team
 Content created in preparation of demand
 Knowledge is verified, validated, and
published
 Knowledge is an optional resource
 Knowledge is someone else’s responsibility
Known as Knowledge Engineering
 Follows a manufacturing process
Source: HDI

19. Improving Services: Lessons from the Front Line
The new way:
 Create content as a by-product of solving problems
 Evolve content based on demand and usage
 Develop a KB of our collective experience to-date
 Reward learning, collaboration, sharing and improving
Simple premise:
To capture, structure, and re-use support
knowledge
Known as Knowledge-Centered Support (KCS)
 Developed by the Consortium for Service Innovation
 Promoted by HDI in 2003
 Compliments and enhances ITIL
Source: HDI

20. Improving Services: Lessons from the Front Line
How do Incident and Knowledge interact?
Create Incident
No Research or
Search KB Solution Found? Escalate
Yes
Solve It
Yes
Solution Correct?
No
USE IT FLAG IT / FIX IT ADD IT
Close Incident

21. User/Customer experience
• User self service
• Notifications
• Feedback mechanisms

22. Improving Services: Lessons from the Front Line

23. Improving Services: Lessons from the Front Line
Reporting & Return on Investment

24. Improving Services: Lessons from the Front Line
Reporting & Return on Investment
Q/A and Continual Improvement Reporting
• Content effectiveness
• ROI
• Solution Summary

25. Improving Services: Lessons from the Front Line
 Content Effectiveness

26. Improving Services: Lessons from the Front Line

27. Improving Services: Lessons from the Front Line
 Return On Investment

28. Improving Services: Lessons from the Front Line
 Solution Summary

29. Improving Services: Lessons from the Front Line
Lessons Learned

30. Improving Services: Lessons from the Front Line
8 critical knowledge management best practices:
3.Capture Knowledge as a byproduct of the problem solving process
4.Structure the knowledge to maximize reuse and eliminate rework
5.Searching for knowledge results in enhanced and new knowledge.
6.Just-in-time solution quality has higher return on investment than just-in-case knowledge
engineering
7.Support Center technology must enable the problem solving process.
8.The quality requirements for knowledge must be defined based on the Good Enough Test.
9.Performance Assessment provides feedback to enhance products, processes, and people.
10.Leaders must deliver organizational change management for knowledge management to
succeed.
Source: HDI

31. Improving Services: Lessons from the Front Line
Resources
Gliedman, C. (June 28, 2005). 31 Best Practices for the Service
Desk
Magic Quadrant for the IT Service Desk, 2007, Gartner RAS Core
Research Note, G00150504, David Coyle
Consortium for Service Innovation: www.serviceinnovation.org
HDI: http://www.thinkhdi.com/certification/knowledgecenteredsupport.asp
http://community.service-now.com/blog/wallymarx/5998

32. Improving Services: Lessons from the Front Line
Questions

33. Improving Services: Lessons from the Front Line
Contact information:
University of Kansas
Heather Coffman Thank you!
hcoffman@ku.edu
Traci Fullerton
tracibf@ku.edu
Kansas State University
Eric Dover
edover@ksu.edu
Rebecca Gould
ragou@ksu.edu