Functions and Processes in Service Design P5

Knowledge Management

Introduction

• The goalof knowledge management is to improve the quality of the (management’s) decision-making process by ensuring that reliable and secure information is available during the Service Lifecycle.

• The objectivesof knowledge management are:

• To support the service provider in order to improve efficiency and
  
  quality of the services.

• To ensure that the service provider’s staff have adequate information
  
  available.

• Scope

• Knowledge management is used throughout the entire
  
  lifecycle.

• Value for the business

• Knowledge management is particularly relevant during Service Transition,
  
  since relevant and appropriate knowledge is one of the key service elements being
  
  transitioned.

• Specific examples of the application of knowledge management during
  
  Service Transition are:

• Training and knowledge transfer, intellectual property, compliance
  
  information and standards.

• The documentation of errors, workarounds and test

• Value for the business

• Specific examples of the application of knowledge management during
  
  Service Transition are:

• Training and knowledge transfer, intellectual property, compliance
  
  information and standards.

• The documentation of errors, workarounds and test
  
  information.

• Basic concepts

• Knowledge management is often visualized using the DIKWstructure: Data-
  
  Information-Knowledge-Wisdom.

• The basis of the Service Knowledge Management System (SKMS)is formed by a
  
  considerable amount of data in a central database or configuration management system
  
  (CMS) and the CMDB: the CMDB feeds the CMS and the CMS provides input for the SKMS
  
  and so supports the decision-making process.

• Scope of the SKMS is broader: information is also stored that relates to
  
  matters such as:

• The experience and skills of staff.

• Information about peripheral matters such as the behavior of users and
  
  the performance of the organization.

• Requirements and expectations of service providers and
  
  partners.

Activities, methods and techniques

• Knowledge management consists of the following activities, methods and
  
  techniques:

• Knowledge management strategy.

• Knowledge transfer.

• Data and information management.

• The use of the SKMS.

• 1.Knowledge management strategy

• An organization needs an overall knowledge management
  
  strategy.

• If such a strategy is already in place, the service management knowledge
  
  strategy can link into it.

• Whether there is an existing strategy or not, the strategy must in any
  
  case cover the following elements:

• Policies, procedures and methods for knowledge management.

• The governance model, forthcoming organizational changes, the definition
  
  of roles and responsibilities and the financing.

• 1.Knowledge management strategy

• Whether there is an existing strategy or not, the strategy must in any
  
  case cover the following elements:

• The required technology and other resources.

• Performance measures.

• Establishing roles and responsibilities and ongoing
  
  funding.

• Focuses specifically on documenting relevant knowledge, and on the data
  
  and information that support this knowledge.

• 2.Knowledge transfer

• The transfer of knowledge is a challenging task, requiring, in the first
  
  place, an analysis to determine what the knowledge gap is between the department or
  
  person in possession of the knowledge and those in need of the
  
  knowledge.

• Number of knowledge transfer techniques, such as:

• Learning styles–everyone has a different style of learning; the method
  
  therefore be tailored to the target group in question.

• Knowledge visualization–this technique uses visual aids such as photos,
  
  diagrams, pictures and “storyboards” for knowledge transfer.

• 2.Knowledge transfer

• Number of knowledge transfer techniques, such as:

• Driving behavior–consider, for instance, service desk scripts and
  
  compulsory fields in software applications.

• Seminars, “webinars”, advertisements–it is very effective to organize a
  
  special event for the launch of a new service.

• Newsletter, newspaper–regular communication channels such as newsletters
  
  or “e-alerts” lend themselves very well to the transfer of knowledge in small steps
  
  (incremental instead of “Big Bang”).

• 3.Information management

• Data and information management consists of the following
  
  activities:

• Establishing data and information requirements –data and information are
  
  often collected without a clear idea of how the information will be used; this can be
  
  very expensive so it pays to determine the requirements first.

• Definition of information architecture –to effectively use data, an
  
  architecture needs to be created that corresponds with the requirements and
  
  organization.

• Establishing data and information management procedures
  • once
    
    the requirements and architecture are known the procedures for the control and
    
    support of the knowledge management can be formulated.
• 4.Use of the SKMS
• Supplying services to customers in different time zones and regions and
  
  with different operating hours imposes strenuous requirements on the sharing of
  
  knowledge.
• For this reason the service provider must develop and maintain an SKMS
  
  system that is available to all stakeholders and suits all information
  
  requirements.

• 4.Use of the SKMS
• In addition to material for training and knowledge gathering it is useful
  
  to:
• Incorporate (IT and business) terminology lists and their translation
  
  into the system.
• Document the operational processes and where they interface with
  
  IT.
• Include SLAs and other contracts that can change as a result of a Service
  
  Transition.
• Include known errors, workarounds and process diagrams.
Interfaces
• Errors discovered by the service transition staff are documented and
  
  analyzed.
• Service Transition makes information accessible to Service Operation
  
  regarding the consequences of these errors and any workarounds.
• Service Transition staff collect information and data that is returned to
  
  Service Design via CSI, and feed back information to Service Design if a change in
  
  approach is needed.
• Operations staff, like the incident management staff and first and second
  
  line staff, are the central “collection point” for information about the day-to-day
  
  routine of the managed services.
• It is essential that this information and knowledge is documented and
  
  transferred.
• Staff working in problem management are important users of this
  
  knowledge.
Metrics
• Typical indicatorsfor the contribution of the IT service provider
  
  are:
• Successful implementation of new and changed services without few
  
  knowledge-related errors.
• Increased knowledge among target group.
• Higher number of answered questions.
• Reduced dependence on personnel for knowledge.
• Faster identification/location of diagnosis information about incidents
  
  and problems.
• The value of knowledge management to the organization is also determined,
  
  however difficult this may be.
• Indicators relevant for the customer:
• Shorter “early-life support”.
• Shorter problem-solving times.
• Improved user experience.
• Fewer unnecessary error reports due to more targeted knowledge
  
  transfer.
• Metrics relevant for the service provider:
• The use of the knowledge base, extent of re-use of
  
  documentation.
• Error reported by personnel or through an audit.
• Involvement of personnel in discussion and question/answer
  
  forums.
• Degree of reuse of material in documentation.
• Satisfaction with training courses, newsletters, web briefings
  
  etc.

Source by : OGC