SUPPORT MED VIDEN I CENTRUM Intro om KCS KCS Projektet i NNIT INTERNAL USE
Lasse Lundemark HA.fil 2000 Cand.it 2008 Stud. NNIT 2006 Projektleder 2009 Teamleder 2013 2 Classification xxxx Author xxxx Approved by xxxx Version xx
Megatrend
Evolution
Deling 5 Classification xxxx Author xxxx Approved by xxxx Version xx
6 1597 - Knowledge is power
2006 - The Long Tail 7 Classification xxxx Author xxxx Approved by xxxx Version xx
Søgemaskine 8
NNIT En af Danmarks største leverandører af itservices Vi leverer udvikling, implementering og drift til life sciences, finanssektoren, det offentlige og andre industrier Mere end 2000 medarbejdere Omsætning i 2013: DKK 2,4 mia. Hovedkontor i Søborg - kontorer i: Schweiz, Tjekkiet, Kina, Filippinerne og USA Kunder i det meste af Europa Datterselskab af Novo Nordisk A/S
The story about Gunnar
NNIT KM Evolution QMIT NovoDigita 2000 2006 2007 2012 K C S 11 Classification xxxx Author xxxx Approved by xxxx Version xx
Knowledge Centered Support PHONE EMAIL SELF-SERVICE PORTAL REMARKABLE SERVICE STARTS HERE ITSM KNOWLEDGE PORTAL END USERS CHAT KNOWLEDGE NNIT SERVICE DESK ANALYSTS
Hvad er viden? Definition? Hvordan får vi den? Er vores viden nogensinde 100% komplet og præcis? Hvordan validerer vi det vi ved? Hvor værdifuld er den?
Viden er? Information der muliggør handling Opnået gennem interaktion og erfaring Viden er aldrig 100% komplet eller 100% præcis, den ændrer sig konstant Ikke valideret af eksperter men gennem interaktion og erfaring Alligevel ekstrem værdifuld 3/31/14 14
Knowledge Centered Support KCS is a methodology and a set of practices and processes that focuses on knowledge as a key asset of the support organization.
The Evolution of KCS Started in 1992 with simple premise Capture, structure, reuse support knowledge 12+ years of evolution/investment Collective thinking, collective experience Early adopters; 3Com, Microsoft, Compaq, Tandem, Attachmate, QAD, Nortel Consortium for Service Innovation www.serviceinnovation.org
The four pillars of KCS Create content as a by-product of solving problems Evolve content based on demand and usage Develop a knowledge base to serve as a repository for an organization s collective experience Reward learning, collaborating, sharing, and improving Consortium for Service Innovation www.serviceinnovation.org
Knowledge Management Best Practices 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
The Support Demand Curve
Knowledge Engineering 20
Dynamic Knowledge Mgt (KCS)
So What s Different? Process = Double loop, based on autonomic systems People = Behavioral science, what really motivates people Measures = Who is creating value (not activity) Leadership & Communication Performance Assessment Capture Structure Solve Evolve Process Integration Content Health Knowledge Article Improve Reuse 2014 Consortium for Service Innovation 3/31/14 23
From the funnel to the cloud Incidents Self Service Fix it once use it often Support Center Level 1 Level 2 Level 3 10,000 2,000 400 80 Knowledge Base Frontloading of knowledge Enhanced problem management Lower AHT Enables frontloading of tasks 24
The Long Tail in Self Service 25 Classification xxxx Author xxxx Approved by xxxx Version xx
KCS Benefits and Drivers Understanding and Buy-in Leadership Coaching People s Behaviors Capture, Structure, Reuse, Improve Realized Benefits Operational Efficiency Self-service Success Training and Certification Improved Products 2014 Consortium for Service Innovation 3/31/14 26
Understanding and Buy-in 27
KCS Benefits Operational efficiency Improved capacity: 20-50% Reduce time to proficiency: 3X 6X Self-service success Industry avg = 45-50%, with KCS = 75-85% Improving products, services, process and policies based on customer experience 2014 Consortium for Service Innovation 3/31/14 28
Mål Implementering af KCS i NNIT Support Center Mål 2015 Baseline 2013 Øget brugertilfredshed 4.2 4.0 Øget medarbejdertilfredshed 4.0 3.9 Øget First level resolution 85% 80% Øget First contact resolution 75% 65% Kortere oplæringstid 1 måned 3 måneder Kortere AHT (gennemløbstid) Produktion af Self Service-relevant indhold -8% 474 sek 40% af kendte fejl 2% af kendte fejl
Tidslinje KCS Beslutning KCS Admin Træning KCS Go Live Juli 2013 Oktober 2015 Januar 2014 September 2013 December 2013 April 2014 Kontrakt underskrevet Pilot SD implementering Done
Tool integration 1 Søg Find Anvend
Tool integration 2 UFFA Use / Flag / Fix / Add
Kritiske succesparametre Coach-rollen Kommunikation igen og igen Klar ansvarsfordeling Rapportering
Realiserede fordele Højere, konsistent kvalitetsniveau Mønstre for vidensanvendelse Bedre Problem Management Multiskilling Potentiale for frontloading Samme gennemløbstid (AHT) Højere brugertilfredshed 800 NN Searches -Top 10 -last AHT Used week 2014 Pensam 700250 450 400 Brugertilfredshed 4,25200 600 350 SL 4,2 300 150 250 4,15 500 200 DSB 4,1100 150 400 4,05 100 USAT NN CN 50 50 NN 4 300 0 PFA Searches Series1 3,95 0 200 3,9 KCS Implementation Jan Feb Mar 100 HK 0 USAT: 4,2 4546474849505152 1 2 3 4 5 6 7 8 9101112
Resultater Implementering af KCS i NNIT Support Center Mål 2015 Baseline 2013 Status Maj 2014 Øget brugertilfredshed 4.2 4.0 4,2 Øget medarbejdertilfredshed 4.0 3.9 3,9 Øget First level resolution 85% 80% 81% Øget First contact resolution 75% 65% 69% Kortere oplæringstid 1måned 3 måneder 1½ måned Kortere AHT (gennemløbstid) -8% 474 sek 472 sek Produktion af Self Service-relevant indhold 40% af kendte fejl 2% af kendte fejl 10-50%
Insanity? Doing the same thing, over and over, and expecting different results Anonymous If we want dramatically different results. We have to do something dramatically different Successful adoption of KCS will change how we think about: Processes People Measures