KCS: Lessons from the Journey. Presented By Chris Meadows

Transcription

1 KCS: Lessons from the Journey Presented By Chris Meadows

2 Agenda: Introduction Overview of KCS Practices Overview of Adoption Phases Demonstration of KCS Process Integration Discoveries, Challenges, Ditches & Benefits Future State / Strategy

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4 Solve Loop

5 Adoption Phases

6 Why KCS? - The Assessment KCS Assessment 10K goes a long way o 5 day or less engagement o Interview Process o Considers: Incident management Problem management Knowledge management Technology / Infrastructure Leadership & Culture D.I.Y. Version Staff Survey

7 Assessment Results No knowledgebase or knowledge management processes Analysts have their own systems, typically find someone who has the answer in their head Inefficient support model without KM Highly complex IT support environment Ineffective change and release management Lack of attention paid to fixing known errors in software resulting in costly support of known errors

8 Survey Results

9 The Goal Adoption of KCS Methodology Implementation of Inquira / Oracle Knowledge Integration of Oracle Knowledge with Remedy Interface with IT Run organization Maintain long term KM Program success Improve the IT customer / user support experience

10 The Pitch / Sell Gaining Buy-in Share assessment results Explain operational efficiencies Speak to the bottom line impact $ Expound on U.S.X. improvements Plant mindset of knowledge as an ASSET * * * * * The Sell is continuous not one time and done KCS Champions have to be: Evangelist / Consultant Multiple messages for multiple audiences / situations

11 The Pitch / Sell Leverage Industry Research Adopters: Solve Cases Faster 50-60% improved time to resolution 50% increase in first call resolution Optimize Use of Resources 70% improved time to proficiency (faster training) 20-35% improved employee retention 20-40% improvement in employee satisfaction Enable eservices Strategy Improve customer success with self-help on the web Case deflection (25%-66%) Build Organizational Learning Information to development about customer issues Incident reduction due to root cause removal

12 Business Focus The Pitch / Sell Use a Strategic Framework Business Objective Approach (how) Measure Target KCS contribution Revenue / Comp Sales o Increased sales floor staff presence results in customer (shopper) retention o Reduced handle times o Less wait time TBD o Faster resolution / Less Time On Hold with ITSD for Store Employees o Drives alternate Self-Help support option so hold time can be avoided all together o Less call backs for same issue Customer Focus Business Objective Approach (how) Measure Target KCS contribution Ease of doing business with IT Service Desk o Accessible o Responsive o Understands customer business o Multiple avenues for support o Self-service usage o Time to Resolution TBD o Accuracy & consistency of answers o Drives knowledge to SDSH based on demand

13 The What s Pitch / not Sell happening: What s Not Happening Week 37 witnessed 5599 key word searches Search String Analysis revealed: * 4740 were searches for Report scripts * 859 were searches for non-report related solutions The 859 solution searches were performed by 197 unique users SDSH Knowledge Solutions total 400 Articles/Solutions * Many of the 400 are antiquated Conclusion 1: < 1% of customer population utilizes SDSH for knowledge searches outside of report scripts or swap-it Conclusion 2: To reach maximum Self-Help potential the site is being retooled with Inquira integration allowing for publication of relevant customer friendly knowledge articles. KCS is enabling article analysis and efficient publication to the Self-Help page. Conclusion 3: K&Q hope to see additional gains in call deflection as a result of the new SDSH page yet expect to realize the majority of Self-Help ROI to come after the launch of Self-Help Phase II (Inquira to Stores Portal)

14 Phase 1 Design & Planning Project Charter Roadmap & Deployment Plan Communication Plan Training Development & Delivery Role Definition & Coach Plan Article Quality Index Development Workflow Definition Content Planning Article Content Standard Rewards and Recognition Plan Metrics and Reporting Process Documentation Review Tool Integration w/ Incident Management System

15 Phase 1 Design & Planning: Scope Adopt across the IT Service Desk 8 Unique Support Teams 21 ACD Skillsets 245 staff (Call Takers, Supt Staff & Management) 1700 Stores (+) Distribution and Corp facilities supported 672 Known Applications 2 Service Desk Locations (Wilkes & Mooresville) 1.6M Calls Offered Annually, Plus / V-mail Start Small don t bite off to much Understand the culture(s) within the culture BASELINE, BASELINE, BASELINE!

16 Phase 1 Design & Planning: Tool Suite ITSM Tool: Remedy (Incident, Problem, Change Management) Knowledge Base: Inquira / Oracle Knowledge Self-Help Platform: WCM (IBM) Do your homework! Understand workflow tool requirements Who else has been there / done that using your tool set? What Does KCS Verified Mean? Is Customization Required to enable KCS Practices?

17 Evolve Loop: Process & Integration- Video Demo Use It Leveraging existing knowledge Flag It Mark with recommendations Fix It Enhance / Modify the article Add It Create article if it doesn t exist Integration accelerated adoption Solve Loop Speed of Conversation *** Enabler of KCS yet not necessary to start!

18 Search Tuning Expect To Dial It In Calibrate Findability Coach On Searching Execute Time Studies Manage Expectations Tuning (+) Reuse is Review The Google Effect

19 Marketing Branding U.F.F.A Apollo Group Logo Movie Posters Mouse Pads

20 Phase 2 Adoption: KCS Is Not A Chia Pet! Doesn t happen AUTOMAGICALLY Can t just add water and watch it grow, you have to cultivate! Continuous Investment of Effort (All Stakeholders) Watch Exercise KCS Foundations Class (Old Habits Die Hard) Drivers Education (Red Asphalt) Plan To Coach, Coach, Coach: Classroom/Deskside-OJT/1:1 Messaging is MEGA important. Over Communicate!

21 Phase 2 Adoption: Leadership Accountability p. 24 The single most frequent point of failure in making this transition and sustaining the benefit is management s failure to embrace the needed leadership practices and value-based measures. P 37 KCS is a bigger change for management than it is for the Support Analysts. p 37 It is important to have a strong staff or adoption team to support the KCS adoption. However, the ownership for KCS success must lie with the first and second line managers. p 38 Clear accountability the managers have to own KCS success

22 Phase 2 Adoption: Analyst Resistance You want me to do what.? IT Culture: Knowledge = Power Can be deemed a threat to the Dragon Slayer Beware of the Outsourcing Conspiracy Theory I m No Tech Writer Plan Ahead Build objections handling into Comm Plan Have to convey the W.I.I.F.M. message Motivation varies by individual Utilize Gamification Know Your Audience

23 Phase 2 - Adoption: Recognition Emphasis on Value of Contributions Emphasis on KCS Competency Progression KCS 1 - Candidate KCS 2 - Contributor KCS 3 - Publisher Emphasize Collective Ownership

24 Phase 2 - Adoption: Coaching Tools

25 Evolve Loop- Performance Assessment: Analyst Scorecard KPI Definition Actual Goal Goal Progress Team Average Compared to Team Quality Delivering the most value to our customers. Goal- (I)-Inconsistant, (C)- Consistant, (L)- Leading Incident Quality Score Call Quality Score (Monthly) RONA Percentage Percentage score for incident completeness as defined by the Quality team. Percentage score based on overall weekly call monitoring results. Percentage of presented calls that were not answered and returned to wait in the queue % I<99.5, C= , L=100 L 99.68% 100.3% No Score I<80, C=80-92, L>92 No Score No Team Score No Score 0.00% I>.75%, C=.75%-.25%, L<.25% L 1.08% 0.00% Efficiency Effectively restoring service quickly. Percentage of Team Calls Answered Individuals percentage of Avaya calls answered by the ITSD team. 5.12% I< 75% of team avg., C= 75%-125% of team avg., L>125% of team avg. L 3.23% 158.8% Avg Handle Time (AHT) Total of individual talk time, hold time, and after call wrap up time averaged per call. 0:03:31 I>5.3 min, C= min, L<3.6 min L 0:06: % First Contact Resolution Rate (FCR) Teamwork Knowledge Article Quality Index (AQI) (Monthly) Knowledge Article Contributions (Weekly) Schedule Adherence Percentage of Remedy incidents where the submitter and resolver are the same and the reported time and resolved time are 2 hours or less. Working together to improve our team. 97.8% I<84%, C=84%-92%, L>92% L 91.4% 107.0% Quality score of articles drafted, published or modified I<85, C=85-95, L>95 L % Count of new or changed (modified or recommended) knowledge articles contributed to the team. Percentage of time that an analyst has followed their schedule or leader exception I< 75% of team/ KCS avg., C= 75%-125% of team/ KCS avg., L>125% of team/ KCS avg. L 2.20 N/A No Score 85 % pass/fail No Score No Team Score No Score

26 Phase 2 Adoption: Team Reports Understand Leading and Lagging Indicators Participation Creation vs. Reuse Variation is normal Maintain a pulse on expected impact No perf. dip No dice! Helps avoid the J-Pot Hole Helps manage stakeholder expectations Keeps you from flying blind

27 Phase 3 - Proficiency: Indicators Twist the Lense Show Before & After Shadowing reveals a ton One tangible example: Store Projects Sales Queue - Customer Waiting Measure / Metric Before KCS After KCS Service Level Target 77.60% 87.60% Avg Speed of Answer 1.51 mins.29 mins Avg Handle Time 8.38 mins 6.65 mins Customer Experience Duration 6.80 mins 5.26 mins Avg "On Hold" Time.86 mins.37 mins Expect Efficiencies (FCR, Improved Capacity, Time to Proficiency) ** Reduction in knowledge gaps ** Quality improvements (Service and Incident)

28 Use real-world examples to show value Variation of results is normal Operational Impact: Avg Handle Time

29 Operational Impact: Incident Quality BEFORE TEMPLATE EXAMPLE: AFTER ARTICLE EXAMPLE:

30 General Misconceptions Knowledge articles take the place of training P 37 (Practices Guide) KCS Articles in the knowledge base enhance Analyst training by allowing Analysts to find information that they may not have known prior to their search. Knowledge should be pristine and doesn t require many enhancements I shouldn t capture every type of customer issue should I? P 26 (Practices Guide) If the question is worth answering or the problem is worth solving, it is worth having in the knowledge base. KCS supplements core competency training but doesn t replace Accessibility to skillset knowledge doesn t = plug and play Manage expectations.. KCS is NOT the magic training bullet yet provides Just In Time Training

31 The ITSM Correlation Incident Management Incident Matching Problem Management Article reuse trends drive prioritization / root cause efforts * Articles can be linked to problems for work around improvement * Process maturity can impact adoption Change Management Quality of a change determined by reuse of articles related to change Release Management Capture issues identified during testing and pilot phases Ref: Synergies Between ITIL & KCS

32 History / The Journey Enabling Dept. Strategy Current State

33 History / The Journey Enabling Dept. Strategy Future State Just In-Time Training Leverage economies of scale Supplement skill base routing with knowledge visibility

34 The Journey Continues Phase 4: Leverage Drive Knowledge To Point of Demand Leveraging New vs. Known Study

35 The Journey Continues Phase 4: Enterprise Knowledge Couple IT knowledge with enterprise knowledge Single Portal to improve U.S.X. Opportunity to improve enterprise taxonomy

36 The Journey Continues Phase 4: Enterprise Knowledge

37 History / The Journey KCS Resources: KCS Practices Guide KCS Adoption Guide KCS Verified Tools KM World HDI - KCS Foundation / Principles Synergies Between ITIL & KCS 0614-axelos-hdi.pdf

38 History / The Journey Questions???? Thanks for allowing us to share, Chris Meadows Sr. Manager, IT Support Lowe s Companies, INC Chris.c.meadows-1@lowes.com HDI Profile: LinkedIn Profile: 38