KCS Practices v5
Certification Workshop
for Developers
Presented by the
Consortium for Service Innovation
Greg Oxton
Introductions
• Name
• Brief description of your responsibilities
• Experience/observations about knowledge?
• Questions about KCS? Or, Knowledge
Management?
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Workshop Agenda
• Day 1 – Building some context and the KCS Practices
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Customer’s view of support? (Funnel to Cloud)
KCS practices overview
Content is king! Article concept and data structures
Roles and responsibilities (rights and privileges)
Workflow and the ideal user interface
Functional requirement and scenarios
• Day 2 – Getting into the detail
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Performance measures and metrics (reporting requirements)
Leadership and motivation
Adoption practices and roadmap
Summary
The certification exam
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Consortium for Service
Innovation
Non-profit alliance of support organizations
• Develops, nurtures, and evangelizes KCS
• Addressing challenges facing the industry
• R&D, new business strategies, and crossindustry perspectives
Board of Directors includes support executives
from AIG, Avaya, BMC, Cisco, HP, Oracle,
Sage and Venifii.
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Consortium Members
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ACI Worldwide
Alcatel-Lucent
Allscripts
ATG
AutoDesk
Avaya Inc.
BMC Software, Inc.
Brightidea
Brocade
Celgene
Cisco
Compuware
Consona
DB Kay & Associates
Dell
Deutsche Bank
Eagle Investment Systems
eBay Ltd.
GE Global Research
Genesys (Alcatel-Lucent)
Harland Financial Solutions
Hewlett-Packard
inContact, Inc.
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InQuira
Intuit
Juniper Networks
Knowledge Accelerators
Landmark Graphics
Mentor Graphics
Microsoft
Novell
Omgeo
Oracle
Quest Software
Red Hat
Research In Motion
RightNow Technologies
Rockwell Automation
Salesforce.com
SAP Business Objects
SDL Language Weaver
Servigistics
Stone Cobra
Sun Microsystems
Symantec Corporation
Xerox
Yahoo!
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Here’s the thing…
• No organization has been successful with KCS
because of their tools
• All successful adoptions of KCS have been in spite of
the tools!
• Why?
– KCS is very different (non-linear, not hierarchical)
– KCS is about people: their beliefs, understanding, buy-in and
behavior
– KCS is about problem solving and collaborative learning ...
not about managing cases (the case is becoming irrelevant)
– The tool is an enabler (and most tools are not good at it)
– There is a huge opportunity – tools that makes it easy and
obvious to make good judgments and… do the right thing
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Why do Companies have a
Support Organization?
List 2-3 high level goals or objectives
for support
Support from the Customer’s
Point of View
Or…. the evolution of support
The Role of Support Changes
• Support becomes
– Resolution experts for new, complex problems (NOT
KNOWN!!!)
– AND the facilitators of connections (the network)
• Connect people to content
• Connect people to people
• Based on:
– Context, Need, Legitimacy (identity and reputation)
• Knowledge is the enabler
– Content (the collective experience)
– People profiles, identity, reputation
• Customer’s success is the goal
• Collaboration is the key
Support is a Network!
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Key Points
•
The value support creates cannot be measured in
support
–
•
The value of support is leveraged through knowledge and it is
realized by customers (in the cloud) and by product design and
development
The customer support experience is indirect
1. The support experience is a key driver of customer loyalty
2. The support experience is not happening with the vendor’s
employees or agents
•
We need a new leadership model for the
“organization as a network”
•
And, we need a new measurement model with a more
holistic view of the customer experience
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Why KCS?
• Solve Cases Faster
– 50 - 60% improved time to resolution
– 50% increase in first call resolution
• Optimize Use of Resources
– 70% improved time to proficiency
– 20 - 35% improved employee retention
– 20 - 40% improvement in employee satisfaction
• Enable Self-Service Strategy
•
– Improve customer success with self-help on the web
– Customer self-service success (25%-66%)
Build Organizational Learning
– Actionable information to development about customer issues
– Incident reduction due to root cause removal
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Two Examples of KCS
Benefits
• Internet security services, high volume environment
– Time to resolve from 7.0 min to 5.5 min (-28%)
– Customer SAT+ 28%
– Time to proficiency from 3 months to 1 month (-66%)
• Software Support
– Time to relief -50%
– Time to proficiency from 6 month to 1 month (-83%)
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Change the ratio of Support
Cost to Revenue
$
Additional
Profit
Actual Support Costs
Time
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The Principles of 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
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The Evolution Of KCS
The KCS journey started in 1992 with a
simple premise:
• To capture,
• Structure, and
• Re-use support knowledge
With 20+ years in development and over $45
million invested, KCS has been successfully
implemented by companies like 3Com,
Oracle, Novell, and VeriSign.
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Knowledge – What is it?
Knowledge…
•Knowledge is information upon which we
can act
–We learn through interaction and experience
–We never stop learning
–Our knowledge is never 100% accurate or
complete
–We validate it through use
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Body Parts?
Jot down all the body parts you
can think of that are spelled with
three letters… “PG rated”
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3 Letter Body Parts – 19!
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Arm
Leg
Eye
Ear
Hip
Lip
Gum
Jaw
Toe
Lid (eye)
Cap (knee)
•
•
•
•
•
•
•
•
Pit (arm, knee)
Rib
Gut
Rod (eye)
Sac (shoulder)
Fat
Bud (taste)
Bum (UK only)
What about?
Foot
Knee
Heel
Tooth
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Leveraging Knowledge
• KCS is a methodology and a set of practices
and processes that focuses on knowledge as
a key asset to your organization.
• KCS seeks to:
– Create content as a by-product of answering
questions
– Evolve content based on demand and usage
– Develop a KB of our collective experience to-date
– Reward learning, collaboration, sharing and
improving
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Double Loop Process?
A: Solve Loop
•The event level
•Answering
questions
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B
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B: Evolve Loop
•Organization level
•Processes across
many events
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KCS Practices
Leadership &
Communication
Capture
Performance
Assessment
Process
Integration
Evolve
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Solve
Structure
Reuse
Knowledge
Article
Content
Health
Improve
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Process and Change
Keys to Successful Adoption
• Content standard
• Identify KCS Roles and Responsibilities
(licensing metaphor), Coaching
• Workflow/process map
• Configuring Salesforce Knowledge
• Performance assessment
• Leadership
• Strategic framework
• Communications plan
• Adoption roadmap
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Content Continuum – the Scope of KCS
KCS
Informal
Dynamic
Input
Formal
Static
Improvements in
Products & Services
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Knowledge Articles
•
Solve Loop articles:
–
–
–
–
•
Created and improved in the workflow using the Solve Loop
If it is worth answering it is worth having in the knowledge base
“Just-in-Time” content
Structure, context and good enough
Evolve Loop articles:
– Created by Knowledge Domain Experts
– Based on patterns and tends of the Solve Loop content and/or the observations
of the Knowledge Domain Expert(s)
• Closeness or relatedness of articles in the KB that are being reused
• Gaps in the content
• High value content
• Resolution paths; a collection of linked articles that address generic
symptoms
• Processes or procedures documented through a collection of articles that
are linked together
• Frequently used, new problem, new product, value of customer, severity
– Structure, context and frequency
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The Pattern of Rediscovery
Time Value of an Article
30 days
Number
Or
Frequency
Time
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Article Concept
• KCS seeks to create findable, usable information in
the knowledge base
• We call the collection of information an “Article”
• An article is more than the answer or fix
– Problem/question
– Environment
– Fix/answer
– Cause/metadata
• Articles have a life cycle, they go through different
states
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Data Objects for Support
Incident/case
•Company
•Contact info
•Event history
•Entitlement
•Severity
•SLA mgmt
•Workflow, status
•Ownership
Manage the events
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Knowledge
Article
•Problem/question
•Environment
•Diagnostic steps
What we need
Why we need it
•Resolution
•Cause
•Create date
•Modify date
•Reuse count
Capture, reuse
what we learn
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Change/Bug
•Issue
•Cause
•Change
•Product/doc
•Status
•Owner
•History
Act on what
we know
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Many to Many Relationships
Incident/Case
Article
Links
Change/Bug
Links
Links
Links
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Establishing A Good Template
The problem/question
 What is the questioner trying to do?
 What are they asking?
 What part of the experience is undesirable?
The environment
 Products, model, rev levels involved
 What has been altered in the environment
The fix/answer
 How to fix the problem
 Answer to the question
The cause
 The underlying reason(s) for the problem
Metadata
 Article state, date created, reuse count,
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KCS Articles
A Simple Structure
Incident/call record
Article
• Customer called about a
problem installing a NIC.
Cannot get the system to
recognize the NIC after
reboot. Did not order the
card from us, it is a 3Com
NIC. Reviewed network
settings and could not find
anything wrong. Customer
has meeting and would like
a call back tomorrow am.
• Talked to Bob about NIC
card problem, he is running
Win 7 on a HP and he
needs the latest driver for
Win 7. Bob asked to leave
the call open until he
downloads driver.
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Problem:
• Network card not recognized
Environment:
• Installed new network card
• 3Com network card, model 300X
• Windows 7
• HP Pavilion
Fix:
1. Download latest driver for Network
Card 300X from 3Com
www.3com.com/drvrs/NIC
2. Follow the installation instruction on
the 3Com site.
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KCS Structure – Customer Service
Incident/call record notes
KCS Article
[time_stamp] Mrs. Jones called, she is
concerned about their bill being too
high. Asked her for the details and
what she was comparing it to. Electric
usage/rate compared to last year,
same month.
Problem:
•Increase in bill year over year
•Complaint about high bill
•Too expensive
Described the rate increase of 8% last
quarter. Mrs J is reporting a 25%
increase year over year for last month.
Asked Mrs J has anything changed in
her home? She didn’t think so…
I checked the online system to see if
usage had been for Mrs J had been
updated.
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Environment:
•Electric service
•Actual monthly bill (not averaged)
•San Mateo county, CA
Fix:
1. Validate increased consumption vs
increase in rate, see rate history at
www.utility.com/ratehist
2. If consumption increase check list for
common sources of increase LINK.
3. If a result of rate increase see
“customer explanation of rate increase”
at www.utility.com/mkt1037
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Creating a Healthy
Knowledge Base
• Content Standard tailored to the environment
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Article quality criteria, aligns with audience needs
Examples of a good article
Article states, life cycle
Metadata
• Content migration process
 Articles are improved through reuse
 Articles that are being reused should be visible to a
larger audience
• Article Quality Index (AQI)
– Random sampling and scoring of Articles
– Feedback to the players
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Article Life Cycle
• Work in Progress—incomplete; problem or question has
been captured but the resolution is not known.
• Draft—no confidence in this answer due to lack of
customer feedback or any other use of this article.
• Approved—the article is considered complete and
reusable. It has been created by a certified KCS expert or
reviewed by a coach, and there is confidence in the
resolution.
• Published—the article is ready for customer or end-user
consumption.
Depending on the situation, there are additional states a article
may go through:
• Technical Review—someone has created a article, but
they are not confident in the technical accuracy, regulatory
compliance, quality, structure or relationship to other
articles.
• Rework—a article has been flagged as confusing or
incomplete.
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Possible Article Life Cycles
WIP
Draft
Rework
Approved
Technical
Review
Published
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Article Characteristics
• The state of an Article defines its visibility
• Articles evolve over time based on demand and
usage
• As people find and use Articles 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
An Article is complete only when
it is obsolete
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Article Quality Check List
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•
•
•
•
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Defines a good Article
Items that can be scored
The list of items may change over time
Basis for the random sampling of articles
Scores go to team members and
management
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Article Quality Index
• Sample and score articles
• Start simple - The big six
– Duplicate article
– Complete problem/environment/cause/fix description
and types
– Content clarity—Statements are complete thoughts not
sentences
– Title assigned reflects article content for easy
recognition
– Valid hyperlinks
– Properties set appropriately
• Evolve the score card based on
experience
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Article Quality Index
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Mature KCS Environment
# Articles
having this
type of
problem
13
32
21
13
13
8
Article
Article
creator
Article
Quality
Index
Article
s
Revie
wed
25
12
0
1
5
3
9
Content
To
o
thin
Dupli
cate
Inc
om
plet
e
Co
mp
oun
d
Mixed
Envir
on.
With
proble
m
21
Attributes
Envir
on.
Not to
stand
ard
Fix
not
compl
ete or
usabl
e
Wo
rdy
To
o
spe
cifi
c
Cu
st.
can
't
see
Ref
.
Hy
perl
ink
inc
orr
ect
Au
die
nce
Inc
orr
ect
Sta
tus
inc
orr
ect
Typ
e
inc
orr
ect
Al
93.7%
41
5
1
0
2
0
0
3
1
0
0
0
0
1
5
Beth
88.2%
41
0
1
7
2
5
2
7
4
0
0
0
0
3
3
Chuck
77.6%
7
0
3
0
2
2
0
1
0
0
0
0
0
1
2
Dave
98.5%
37
1
1
0
0
0
0
0
0
0
0
0
0
1
1
Ed
75.2%
15
1
3
2
4
3
4
1
2
0
1
2
2
0
1
Fran
100.0%
13
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Grace
94.1%
41
4
4
0
2
1
1
1
0
0
0
1
0
3
0
Hector
99.2%
56
0
1
0
0
0
0
0
1
0
0
0
0
0
1
Irene
89.8%
7
0
1
0
1
1
0
0
0
0
0
0
1
0
1
0
2
0
0
1
0
0
6
12
2
0
0
1
0
0
1
Joe
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95.6%
49
1
2
Kim
87.5%
49
1
15
3 Copyright
0
0
0
©
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0
1
1
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Article Quality Index:
“Sufficient to Solve” Survey Results
Summary of the Findings
Customers want to know:
• What we know
• As soon as we know it
• And how confident we are in it
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Strategies for Legacy
Content
• Start with an empty KB (really)
– Don’t migrate existing, unstructured content that
is not in the customer’s context into the KCS KB
• Two types of legacy content to consider
– 1) content that is not being maintained
– 2) content that is being maintained
• Both should be “searchable”
– Pull valuable “un-maintained” content into the
KCS KB based on demand
– Link to valuable “maintained” content from KCS
articles (don’t duplicate content)
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When should you link?
• When do you link to an external resource?
If the article is…
– Findable by the search engine
– In a maintained repository
– If the requestor can access it
– If it matches the requestor’s context
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KCS KB
Context Sensitive Index
Create links to
existing, maintained
content
Pull valuable content
into articles based
on demand
Formal
Customer Pubs
Legacy
Support
Content
Searchable but not
Maintained (goes away)
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Product
specs
Technical White
Papers
Searchable and
Maintained content
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Keys to Successful
Adoption
 Content standard
• Identify KCS Roles and Responsibilities
(licensing metaphor), Coaching
• Workflow/process map
• Configuring Salesforce.com
• Performance assessment
• Leadership
• Strategic framework
• Communications plan
• Adoption roadmap
• Next steps
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KCS Roles
Licensing Model
KCS User Development
Coaches
(people focus)
KCS
Candidate
KCS
Contributor
KCS
Publisher
Licensed to
Contribute/Modify
(Licensed to
Publish to web)
Knowledge
Domain Expert
(Evolve Loop content &
domain focus)
KCS knowledge, competency
defines system rights and privileges
See www.thekcsacademy.net/kcs
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KCS Candidates
• KCS Candidates
– Create draft articles
– Flag it – can put Approved or Published articles
into a Rework or Technical Review state (depends
on the workflow)
– Can view all Approved or Published articles
– Can view Draft articles as long as they:
• Are in their area of expertise (varies by
organization)
• Were created in their level of support (varies by
organization)
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KCS Contributors
• KCS Contributors
– Can put Draft articles into an Approved state
– Can view all Draft, Approved and Published
articles
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KCS Publishers
• KCS Publishers
– Can put Articles into Published state if:
• Early in the KCS evolution; The reuse count
is 3 or greater (# varies by organization)
• Later in the KCS evolution: The support
analyst is confident in the article
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Knowledge Domain Expert
• Responsible for creating Evolve Loop
content based on articles created in the
Solve Loop
• Health of a general knowledge domain
• Domain expertise
• Profound understanding of KCS
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Techniques for Picking
Coaches
• Assign KCS coach roll to technical leads –
low success rate
• Management picks coaches – marginally
successful
• Let the people pick who they want to be their
coach – reasonably successful
• Use organizational/social network analysis to
identify coach candidates – highly successful
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Organizational Network Analysis
“Strong” connections*:
–
–
021
–
–
033
028
020
006
008
007
Average: 5.74
Coaches: 8.875
016
Successful Coaches: 11
Unsuccessful Coaches: 5.33
013
002
035
015
001
029
032
003
005
031
022
009
024
014
026
027
018
025
011
019
004
010
030
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023
017
034
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Coaching Best Practices
• Coaches are part-time (50%)
• During the adoption phase a ratio 1:8 coaches to
support analysts
• Coaching per individual 2-3 hours/week
• Time to become KCS Contributor: 6-8 weeks
• Managers must enable coaching – the challenge
is finding time…
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Process and Integration
Support the Solve Loop
Structured Problem Solving
Seamless Technology Integration
Workflow Techniques
• Structured problem resolution
 Starts with customer
 Listen and collect customer context
 Search early, search often
• Tools must support the KCS process
• Seamless Integration of tools
 Call tracking/CRM, chat, email, web submit
with Knowledge Base
• Closed loop feedback
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KCS – Structured Model
Literal
Diagnosis
Research
Knowledge Base
• Seek to understand before you seek to solve
– Understand the customer issue (question or problem)
– Understand what we collectively know about the question– “search
early, search often” (don’t re-solve questions that have already been
answered)
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KCS – Structured Problem Solving Model
Literal
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Diagnosis
Research
• Listening skills
• Reasoning skills
• Analytical skills
• Capture the
issue in their
words
• Verify/interpret
the symptoms
and environment
• Reference
design docs, lab
work
• Search
• Search
• Search
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Structured Problem
Solving
Anatomy of a Question – Managing the Conversation
Admin
Look-up
Analysis
Research
Admin
Knowledge Base
CRM/Tracking
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Sample Workflow
Workflow
Information
Support Request
No
Create
Incident?
Collect
Incident data
Collect
Environment Info
Collect
Problem Info
Search KB
No/maybe
Refine
Found Article?
Yes
Name:
Company:
Phone #:
Time Zone:
Contract #:
Incident #:
Comments
Incident
For non-incident work
follow existing process
Environment:
Related products:
Release/Version:
Prob/Question:
Article (at this
point you have a
WIP article in the
KB)
No/maybe - Other
articles may give you
ideas on questions to
ask to refine the
search
Sample Workflow
Workflow
Refine Search
Information
Refine: collect more info
on Problem and or the
environment
Search KB
Comments
Updating the WIP article
Analyst must have
confidence in the
article.
Found Article?
Yes
No
Give Customer article
Modify article
Incident wrap up
Escalate
Provide the answer or fix
Update existing article
with relevant new
information and save.
KCS candidate
modifications must be
reviewed by their
coach
Notes or comments
about incident
Incident notes
Escalate the WIP Article
Sample Workflow
Workflow
Information
Article: Analysts has a
view of the problem
and what interaction
has occurred with the
KB.
Escalate
Review Article
and Incident
Refine and Search KB
No
Problem analysis
and research
Comments
Update problem or
environment information
Based on analyst
experience they may
search the KB with
additional information
Found Article?
Yes
Problem solving,
getting additional
information from the
customer, running
diagnostic aides
Develop
fix/answer
Modify Article
Incident closure
Customer contact
process
Update the Fix/answer in
Article
Follow existing the
organization’s closure
process
Prototype of an Integrated Interface
Contact Name
Phone #
T Zone
Svc Level
Lang
Company
Severity
Incident #
Special Instructions/Alerts
Recent Inc.
Incident history/notes
9:12 15.08.04: Open Incident
9:13 15.08.04: Problem entered
Problem/Question:
Environment:
Engage KB
Link Article
Collaborate
KB window
Copy
Mdfy
Flag
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Meta
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Prototype of an Integrated Interface
Contact Name
Company
Incident #
Phone #
T Zone
Lang
Incident history/notes
9:12 15.08.04: Open Incident
9:13 15.08.04: Problem entered
Severity
Svc Level
Recent Inc.
Special Instructions/Alerts
Problem/Question:
Engage KB
Environment:
Link Article
Collaborate
KB window
Copy
Mdfy
Flag
Meta
Knowledge Management App
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CRMApp
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Prototype of Closed Incident
Bob Kostus
+1.212.555.1212
Eastern
NBC
S-2
#0912150804
Agent – Amy Dotson
English
Status = Closed
Re Open
Problem/Question:
Install network card
Network card not recognized
Environment:
3Com network card, model 300X
Windows 98
Compaq Presario
Article ID
Incident history/notes
15:12 15.08.04: Open Incident
15:13 15.08.04: Problem entered
15:15 15.08.04: Bob did not
order the NIC card from us.
15:18 15.08.04: Reviewed net
settings w/Bob
15:20 15.08.04 Bob has to go to
a meeting, scheduled call back
for tomorrow am.
15:20 15.08.04: Incident set to
Pending
15:20 15.08.04 Call Back
scheduled for 08:30 15.08.04
08:45 16.08.04: Incident
assigned=ADotson
08:51 16.08.04: Talked to Bob,
proposed fix
08:53 16.08.04: Bob rqsted cust.
Pending
08:54 16.08.04: state=custpend
Fix:
1. Download latest driver for Network Card 300X from
3Com www.3com.com/drvrs/NIC
2. Follow the installation instruction on the 3Com site
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Technology to Support KCS
KCS Verified Criteria
• Article object
– Supports distinction between problem content and environment content
• Search engine granularity:
– Search problem content against problem content
– Search environment content against environment content
•
•
•
•
•
Ability to link/point/relate incidents to articles and articles to incidents
Article visibility management
Article state
Search arguments are preserved as the basis for a new article
Reporting and metrics
To find out which products are certified or to get a detailed list of
requirements and scenarios, visit the Academy web site at
www.thekcsacademy.net/tools.
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Seamless Technology
Integration
• Search—The ability to search the knowledge base leveraging
information in the incident record to launch or refine the search
• Link—The ability to link an existing article to an incident and to
retrieve information from the article to populate the incident record,
such as the resolution
• View—The ability to quickly view an article that has been previously
linked to an incident
• Modify—The ability to update existing articles in the process of reuse
(reuse is review)
• Create—The ability to add an article to the knowledge base from
information in the incident record
• Collaborate—The ability to identify subject matter experts related to
the problem and quickly contact them through email or chat
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Summary of Functional
Requirements
•
•
•
•
•
•
•
•
•
•
•
•
3/22/2016
Links to additional content types
Migrating from other content source to KB (forum etc)
Search enhancements
Handling duplicates
KDE tools
Capturing in the workflow
Processing of customer feedback on KB articles
Integrated user interface
AQI integration
Collective ownership
Team based metrics and additional reporting
Functional self-assessment worksheet (link)
www.thekcsacademy.net
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Demo Scenarios
•
•
•
•
•
•
•
•
•
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Scenario 1: Self-Service to Incident
Scenario 2: Self-Service with Feedback
Scenario 3: Internal Reuse
Scenario 4: Internal Fix-it
Scenario 5: KCS Candidate Creates
Scenario 6: Report and Merge Duplicates
Scenario 7: Administration
Scenario 8: Publication of
Scenario 9: Reporting
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KCS Verified Information
http://www.thekcsacademy.net/tools/get-verified/
Keys to Successful
Adoption
 Content standard
 Identify KCS Roles and Responsibilities
(licensing metaphor), Coaching
 Workflow/process map
 Configuring Salesforce Knowledge
• Performance assessment
• Leadership
• Strategic framework
• Communications plan
• Adoption roadmap
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KCS Workshop
Getting it Done!
Day 2
Name the 8 KCS Practices
And, what is in the middle?
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KCS Practices
Leadership &
Communication
Capture
Performance
Assessment
Process &
Integration
Evolve
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Solve
Structure
Reuse
Knowledge
Article
Content
Health
Improve
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Performance Assessment
• KCS competency model
– License metaphor that links to user rights
and privileges (KCS Candidate, KCS
Contributor, KCS Publisher, KCS Coach,
Knowledge Domain Expert)
• Performance model
– Performance drivers (motivators)
– Leading indicators (activities)
– Business results (outcomes)
• Rewards and recognition
– Acknowledge accomplishments
– Acknowledge the creation of value in the
KB
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Performance Drivers
•
•
•
•
•
•
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Alignment of purpose
Alignment to values
Involvement
Understanding
Attention
An issue of leadership
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Leading Indicators
• The activities that are necessary to produce
the results
• Tasks and events
• Examples
– Talk time, Hold time
– # Articles created
– # Articles reused
– Competency development
– Participation rate
Don’t put goals on activities
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Results/Outcome
• Align to business objectives
• Examples
– Revenue/Profit
– Customer loyalty/satisfaction
– Employee retention & loyalty
– Customer success on the web
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Performance Assessment
A Scenario – Who is Creating Value?
Exercise
You have been engaged as a consultant to assess
the KCS program in a company…
1. Review the data
2. Determine what questions you would like to ask
a support agent, a KCS coach and management
3. Conduct the interview
4. Develop recommendations
5. Report your findings
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Article Create Vs Reuse Per Month
3500
3000
Articles
2500
2000
Create
Reuse
1500
1000
500
0
1
2
3
4
5
6
Months
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Article Life Cycle
State of Articles at Month End
6000
5000
4000
Articles
3000
2000
1000
0
1
2
3
4
5
6
Months
Draft
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Approved
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Publish
133
#/Month
Department Participation
(linking rate)
3500
70%
3000
60%
2500
50%
2000
40%
1500
30%
1000
20%
500
10%
0
0%
1
2
3
4
5
6
Months
Incidents closed
3/22/2016
Articles Linked
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% Participation
134
Participation by Individual by Month
(Linking rate)
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Al
Beth Chuck Dave
Ed
1
3/22/2016
Fran Grace Hector Irene
2
3
4
5
Joe
Kim
6
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Incid. Closed/week
Articles Linked/week
Articles Created/week
Articles Modified/week
Citations/week
Time resolve min
% 1st Cont resolution
Hector's Profile
140
120
100
80
60
40
20
0
1
3/22/2016
2
3
4
5
Months
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136
Incid. Closed/week
Articles Linked/week
Articles Created/week
Articles Modified/week
Citations/week
Time resolve min
% 1st Cont resolution
Kim's Profile
120
100
80
60
40
20
0
1
3/22/2016
2
3
4
5
Months
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137
# Articles
having this
type of
problem
13
32
21
13
13
8
Article
Article
creator
Article
Quality
index
Articl
es
Revie
wed
To
o
thi
n
25
12
0
1
5
3
Content
Dupl
icate
Inc
om
ple
te
Co
mp
ou
nd
Mixe
d
Envir
oon.
With
probl
em
9
21
Attributes
Envir
on.
Not
to
stand
ard
Fix
not
comp
lete
or
usabl
e
Wo
rdy
To
o
sp
ecif
ic
Cu
st.
ca
n't
se
e
Ref
.
Hy
per
link
inc
orr
ect
Au
die
nc
e
Inc
orr
ect
Sta
tus
inc
orr
ect
Ty
pe
inc
orr
ect
Al
93.7%
41
5
1
0
2
0
0
3
1
0
0
0
0
1
5
Beth
88.2%
41
0
1
7
2
5
2
7
4
0
0
0
0
3
3
Chuck
77.6%
7
0
3
0
2
2
0
1
0
0
0
0
0
1
2
Dave
98.5%
37
1
1
0
0
0
0
0
0
0
0
0
0
1
1
Ed
75.2%
15
1
3
2
4
3
4
1
2
0
1
2
2
0
1
Fran
100.0%
13
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Grace
94.1%
41
4
4
0
2
1
1
1
0
0
0
1
0
3
0
Hector
99.2%
56
0
1
0
0
0
0
0
1
0
0
0
0
0
1
Irene
89.8%
7
0
1
0
1
1
0
0
0
0
0
0
1
0
1
Joe
95.6%
49
1
2
3
0
0
0
0
2
0
0
1
0
0
6
Kim
87.5%
49
1
15
9
0
1
1
12
2
0
0
1
0
0
1
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Too Much Data!
How can we support the Managers in
dealing with the complexity and
ambiguity of a knowledge centered
environment?
Radar Charts
“A Value Footprint”
Avg Cases Handled
1.50
1.00
Customer Sat
Avg TTR
0.50
0.00
Article quality
Participation Rate
Hector
Team/Goal
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Citations
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Radar Charts
“A Value Footprint”
Avg Cases Handled
1.50
1.00
Customer Sat
Avg TTR
0.50
0.00
Article quality
Participation Rate
Kim
Team/Goal
Citations
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Key Measures
Key metrics are:
– A combination of:
• Leading and lagging indicators (activity and outcome)
• Quantity and quality
• Individual and team
– Leading indicators (activities) are compared to
team average (not a goal)
– Lagging indicators (outcomes) have goals
– “Value Footprint” ; radar charts
• All measures are normalized to 1 (1=team average for
activities or the goal for outcomes)
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Setting the “one value”
• Knowledge contribution
– Article Quality Index, individual (based on sampling and
scoring, 1 = team goal)
– Citations, individual (others use of articles, # per month, 1 =
team avg.)
– Customer satisfaction (index = of % cust. use web 1st X %
success)
• Process and Operations
– Cases handled, individual (# of cases handled/month, 1=
team average)
– Average time to relief, individual (average minutes to provide
relief/answer, 1 = team average, note this inverted; greater
than 1 = better than avg, less than one = worse than avg)
– Participation rate, individual (% of cases closed with article in
KB identified (new sol or reused sol), 1 = team average)
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Summary
Performance Assessment
• Align individual and department goals to the higher
level company goals (strategic framework)
• Use the license metaphor to manage and encourage
proficiency
– Value those with their license
– Remove licenses when performance or quality drops
• The players must have visibility to the measures
• Assessing the creation of value requires a
comprehensive view
– Trends in leading indicators
– Results in key outcome areas
– Article Quality Index (AQI score)
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Summary
Performance Assessment
• Distinguish indicators for activities from
measures for outcomes
– Look at trends for the activities (not goals)
– Create goals for the outcomes
• “Triangulate”
• Conversations with support analysts must focus
on the behavior, process, and understanding, not
on the numbers (otherwise the numbers become
meaningless)
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Triangulation
Article Quality Index
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Keys to Successful
Adoption
 Content standard
 Identify KCS Roles and Responsibilities
(licensing metaphor), Coaching
 Workflow/process map
 Configuring Salesforce Knowledge
 Performance assessment
• Leadership
• Strategic framework
• Communications plan
• Adoption roadmap
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Leadership and Motivation
Motivators – what really motivates people?
The power of alignment
Strategic Framework
Teamwork/collaboration
Communication
Exercise - Motivation
• Motivation on a spectrum
• Inspired ----------------------- Apathy
• Think about a time when you were
inspired …
• Write down the characteristics that
contributed to that feeling?
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What Motivates People?
Frederick Herzberg; One More Time: How Do You Motivate Employees?, Harvard Business Review, Jan 2003
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Motivation Exercise
• How does KCS impact
– Achievement?
– Recognition?
– The work itself?
– Responsibility?
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A Compelling Purpose?
• Known by all
• Bigger than “self”
– Not self referencing
• Brief, clear, concise
• Elicits an emotional
response
• A value proposition
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KCS Benefits Calculator
KCS Benefits – The Big 4
1. Improved problem solving process
• This is the area of benefit we use for
the ROI
2. Reduced time to proficiency
• New people
• New technologies/products
3. Increased customer success on the web
4. Improved products and product
documentation
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1. Improved Problem Solving Process
•
•
•
Concept – Questions fall into two categories known
and new
– What we do to improve time to answer known is
different from what we do to improve time to answer
new
KCS will increase the % of questions we answer as
known as well as reduce to the time to answer known.
– Answer a question once, use it often
The model calculates improved capacity based on
increasing the % handled as known and reducing the
time to handle known (we do not try and calculate a
benefit from answering new)
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A Strategic Framework
Strategic Framework
• What are the company goals or
initiatives with respect to:
– Customers/users
– Employees
– Business performance
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Strategic Framework
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Components of the
Communications Plan
• Identify the audience(s)
• Key messages for each audience
– WIIFM (what’s in it for me)
• KCS Q&A/FAQ
– Objections
• Elevator pitch – KCS in 10 seconds
• Vehicles/medium for delivery
• Plans and activities for engagement and
socialization
– Project plan, timeline
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Keys to Successful
Adoption
 Content standard
 Identify KCS Roles and Responsibilities
(licensing metaphor), Coaching
 Workflow/process map
 Performance assessment
 Leadership
 Strategic framework
 Communications plan
• Adoption roadmap
• Configuring Salesforce Knowledge
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Keys to Successful
Adoption
 Content standard
 Identify KCS Roles and Responsibilities
(licensing metaphor), Coaching
 Workflow/process map
 Configuring Salesforce Knowledge
 Performance assessment
 Leadership
 Strategic framework
 Communications plan
• Adoption roadmap
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Phases of Adoption
• Assumption:
– 1st Adopt KCS in the support center
– 2nd Deliver knowledge through self-service model
• Phase1 – Planning and Design
• Phase 2 – Adoption
– Training
• Phase 3 – Proficiency
– Coaching and learning
• Phase 4– Leveraging the Knowledge Base
– Deliver knowledge through self-service
– Improve the environment/products based on the KB
– Good knowledge practices changes everything!
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Phases of Adoption
Benefits
Internal
And External
Customer
Success
Internal
Operational
Phases
Capacity
1
2
3
4
Time
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Phase 1 – Planning and
Design
• Executive sponsor buy in
• First draft of KCS adoption deliverables
–
–
–
–
–
–
–
Strategic framework
Content standard
Workflow
Technology map
Performance assessment model
Communications plan
Adoption road map
• Establish baseline measures
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Phase 2 - Adoption
• Wave 1 (pilot), testing and tuning all
the foundation elements
• Key focus and indicators
– Ratio of known to new incidents
– Participation rate
• % of incidents closed with article linked
– Article Quality Index
• Sampling and scoring articles
– Competency profile
• % of support analysts at KCS Contributor and
KCS Publisher
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Phase 3 - Proficiency
• Reuse rate exceeds create rate (critical
mass in the KB)
• KDE role and Evolve Loop content
• KCS Adoption team becomes the KCS
Council
• Key focus and indicators
–
–
–
–
3/22/2016
Cost per incident
Resolution capacity
Percentage first contact resolution
Time to proficiency for new employees and
new technologies
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Phase 4 - Leverage
• Leverage the knowledge
– Promote self-service
– Influence development
• Key focus and indicators
– Support cost as a ratio to users/revenues/licenses
– Customer loyalty
• Renewal rate: new product or upgrade adoption rate,
willing to refer others
– Customer satisfaction
• Speed to resolution: first call resolution
– Employee satisfaction and loyalty
3/22/2016
• Employee turnover rate
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Phase 4 – Leverage (cont)
• Self-service use
• Self-service success
• Issues resolved without assistance
• Ratio of known to new incidents
• Product Improvements
– Number of Requests for Enhancements (RFEs)
– % accepted by product development
• Time to cure
– Remove the cause from the environment
• User time to adopt new products or upgrades
• Cultural health – collaboration health
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Key Roles for the Adoption
• Executive sponsor
• KCS Champion – program lead
• KCS Adoption support team
– Support analysts (own the workflow and content
standard)
– Coaches and KDEs
– IT Liaison
– Management representation (own the
communications plan and performance assessment)
• Early adopters
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KCS Adoption – it starts with a
foundation
Adoption
Wave II
Team Measures
KCS Council
Knowledge Domain Eng
Adoption
Wave I
Foundation
Evolution
 Performance Assessment
 Workflow
 Content Standard
 Adoption Strategy
 Strategic Framework
 Communications Plan
Time
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Adoption Model
Who is most likely to be Successful?
Start with these people
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Typical KCS Adoption
Timeline
Page 1
Wave I
Wave I training
KCS Adoption Team
Design Session
Assessment
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
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Typical Timeline
Page 2
Wave III
Wave III training
KDE
Wave II
Wave II training
Management training
Coach training
Technology update
Wave I
KCS Adoption Team
17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32
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Weeks
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Critical Success Factors
• Executive commitment
• Coaching
– Selection
– Time to coach
– Coaching yourself out of a job
• Measuring the right things
– Who is creating value - triangulation
– Not activity-based measures
• Deployment attitude
– Just a tool vs. an organizational change
• Aligning to demand
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Most Common
Points of Failure
 1st and 2nd line Managers
 Management not taking ownership
 Ineffective coaching program
 Workflow and Content Standard
 Not having the support analysts own and design the
workflow model and content standard
 Metrics
 Continuing to use the “old” transaction based metrics
instead of the “new” value based metrics
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Observations on Knowledge
•
•
•
•
•
•
•
•
3/22/2016
It is not pristine … it is messy
It is not static …….it is dynamic
It is as much about context as content
It is not about technology….. It is about people,
values, connections, interactions and flow
Integration in the workflow is hard … But worthwhile
Knowledge is the by product of experience and/or
interaction (Livia Wilson)
We don’t know what we know …. Until someone
asks us …. (Dave Snowden)
Knowledge is personal
… business, generally is not.
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Mindset/Mental Model
Shifts
Old model
New Model
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Knowledge Engineering
Knowledge from a few
Individual ownership
Just-in-case
Perfection
Management
Linear, production line
processes
• Activity based
performance assessment
• Individuals
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Integrated approach - KCS
Collective experience of many
Collective ownership
Just-in-time
Sufficient to solve
Leadership
Double loop processes (Solve
& Evolve)
• Value creation based
performance assessment
• And…Teams
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178
KCS Practices
Leadership &
Communication
Capture
Performance
Assessment
Process &
Integration
Evolve
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Solve
Structure
Reuse
Knowledge
Article
Content
Health
Improve
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KCS is not something we do in addition
to solving problems…
KCS becomes the way
we solve problems…
Reference material at
www.serviceinnovation.org/kcs