Integrating Knowledge Management with Call ... - Service Strategies

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Nov 6, 2013 (3 years and 11 months ago)

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May 8, 2006

Integrating Knowledge
Management with Call
Management

Mary Patterson

Manager

Novell Technical Support





© Novell Inc, Confidential & Proprietary

2

Agenda


Brief historical review: “Where we have been”


Present: “Where we are now”



Knowledge Management Integrated with Call Management



Knowledge Centered Support


Future: “Where we are going”

© Novell Inc, Confidential & Proprietary



3



Support Challenges


Company awareness of Customer Situation


Delivering all relevant knowledge


Across all customer channels & data sources


Matching customer’s context and need


Optimizing problem resolution for Support Engineers


Gaining visibility into customer trends


Strengthening the feedback loop to engineering


Further engaging customer communities


Many disparate data and resource interfaces


Where we have been





Brief History: Where we have been…

Marketing

(Siebel, etc)

Call Center

Education CERT

(Custom>Integral 7)

PSE/DSE

Knowledge Base

(Primus)

Product
Support

(Remedy)

Newsgroups

(Twister)

Online Chat

(Control F1)

Customer Service

(Vantive)

Current System
Services

(+40 custom systems)

Engineering

(Remedy, etc.)

Consulting

(Multiple)

Sales

(Siebel)

Finance

(Oracle)





Where we are headed…

Call Center

Education CERT

(Custom>Integral 7)

PSE/DSE

Engineering

(Remedy, etc.)

Consulting

(Multiple)

Sales

(Siebel)

Marketing

(Siebel, etc)

Knowledgebase

Kanisa


Product Support


Customer Service

Newsgroups

Online

Etc…

Finance

(Oracle)





Project Genesis: Goals


A common, consistent infrastructure


Capture and sharing of knowledge throughout Novell's ecosystem


both internally and externally


on one system


Technical information


Customer information


Support, Sales, Marketing, Finance and Engineering


Instead of technology dictating business processes , have technology
enable business processes


Adapt to changing needs of field support



Improve support processes


Knowledge capture, development and delivery


Problem resolution capabilities


User/customer feedback


Web access





Project Genesis: Re
-
evaluating


Opportunity to re
-
evaluate processes, systems and
capabilities


Processes


Knowledge Capture and Publishing


Customer Self Service


Case routing, escalation, handling


Systems


Call Management System


Knowledge Management System


Defect Management


Capabilities


Customer Guided Assistance


Analytics

© Novell Inc, Confidential & Proprietary



9



Time
-
line

KM Deployment Begins Nov 2003

Internal Search Deployment Feb 2004

CRM Deployment March 2004

KCS Training October 2004

KM/CRM Integration November 2004

Authoring Planning Jan 2005

Forums Planning Feb 2005

External Search Deployment July 2005

Optimized on Knova 6.5.4 March 2006

Authoring Deployment April 2006

Forums Deployment May 2006 (Pilot)

Where we are now

© Novell Inc, Confidential & Proprietary



11



Integrating CRM and Knowledge
Management


Why integrate and what can you expect to gain?


Streamlined resolution process


Knowledge capture

part of the resolution process


Improved “search” behavior


Log case notes, and resolve issue in one step


Improved Knowledge Contribution



Run Demo 1

© Novell Inc, Confidential & Proprietary



12



Lessons Learned: Key “Take
-
Aways”

Cool technology is one thing...User adoption another


Newer agents adopt easily and make good evangelists


Can't get too much user participation in design and test phases


Its more about process than technology


Involve customers heavily in the design and testing




User behavior...it was different than we thought...


“Look ups” VS Searching


Contributing knowledge can be a threat


Boolean search VS guided or natural language

Need Both


Sticking to Out of the Box functionality


Allows for quicker deployment and upgrades


Doing it in phases is more palatable and renders best results

© Novell Inc, Confidential & Proprietary



13



Lessons Learned: Key “Take
-
Aways”

Roll out process changes independent of the tools


Focus on tool availability stopped KCS roll out


Lost momentum and Management enthusiasm



Metrics drive behavior


Measure Outcomes not Activities


Document processes and spot check


Involve Management Team


Fastest way to get in buy in


Take ownership of the project success


Where we are going

© Novell Inc, Confidential & Proprietary



15



“Fine
-
Tune” Self Service:

Monitor customer behavior to build value


Monitoring Query Behavior: Findings


Customers don't ask questions the same way technicians ask
questions


The way customers pose queries give good information for the
way documents should be authored


Monitoring Traffic Reports



Volume



New volume



Knowledge Gap Reports



Run Demo 2


© Novell Inc, Confidential & Proprietary



16



What's next...


Forums


Reputation model


Collaborations



Top Issues


Pro
-
active alerts of Top Issues



Add WIKI to TIDs



Integrate Defect tool with CRM



© Novell Inc, Confidential & Proprietary



17



Discussion/Q&A



mpatterson@novell.com


Mary Patterson

APPENDIX





©
07/11/2013

Novell Inc, Confidential & Proprietary

19

KCS VISION

“Make the difference by solving the problem
ONCE and sharing the solution through an
effective Knowledge Management system.”


KCS MISSION

To improve Novell customer’s technical
support experience by:


Identifying and correcting knowledge gaps


Publishing and organizing TID's that are easy to find
and use


Identifying and establishing sound KCS processes






©
07/11/2013

Novell Inc, Confidential & Proprietary

20

KCS OBJECTIVES

1.
Establish key metrics, measurements, and
accountability

2.
Establish a more productive authoring and publishing
process to improve knowledge content

3.
Solve the problem once and capture the information
for reuse

4.
Improve content availability and access to eliminate
knowledge gaps

5.
Use the KCS system to improve Novell’s products by
providing complete data to development

6.
Obtain and use direct customer feedback to ensure a
positive customer KCS experience

© Novell Inc, Confidential & Proprietary



21



Performance Assessment

Team Performance

(Key Performance Indicators)



Knowledge Gap


Survey Results



Individual Performance



Tracking 3 key activities



Solution Quality
, “Score Card”




3 TIDs to be reviewed each quarter for each employee



TID Value


Number of hits on the Web




SRs linked to TID






Customer rating of TID






Contribution


# of TIDs created/modified




© Novell Inc, Confidential & Proprietary



22



Quality Scorecard


Electronic tool to measure TID quality


Score the following using 1
-
3 points system:


No Duplicates


Use of customer language


Resolution is clear and concise


Valid hyperlinks


Solution is complete




© Novell Inc, Confidential & Proprietary



23



KCS Roles & Responsibilities

KCS Role Title
Roles/Functions, Basic Description
Who fills this role?
Contributor
Author
KCS Licenced Engineers
Product Champions

Create
/recommend content (supervised)

F
lag existing TID's for review
Anybody wishing to contribute to
the knowledgebase

All Contributor roles/functions

C
reate, update, release TID's (unsupervised)
SuperUser


All Author roles/functions

Oversees/delivers team level KCS trainings


Communicates KCS updates

Trains Contributors on content standards

Coaches Authors on content standards

Awards authoring licences

Conducts qualtiy reviews at content level

C
ommunication point of contact into
management and KCS Council
Quality conscience Authors
having positive KCS Attitudes
with training/coaching abilities

All Author roles/functions

Reviews/Resolves Knowledge Gaps

Validates/arbitrates content viability issues

Coordination I
nterface between NTS and
Engineering/Development for KCS related issues
(PQI/CIA).
NTS Product Manager's and
associated Project Leads
(Subject Matter Experts)
© Novell Inc, Confidential & Proprietary



24



KCS Roles & Responsibilities
Continued

KCS Role Title
Roles/Functions, Basic Description
Who fills this role?
KCS Manager
KCS Knowledge Manager
Quality Champions
KCS Council
Management
Managers, Directors, VP's

Understands all KCS roles, functions, and
processes.

Responsible for system consistency

Trains/coaches Quality Champions

Leads KCS Council

Coordination i
nterface between Management and
IS&T for system related KCS issues

Understands all KCS roles, functions, and
processes.

Conducts quality reviews at the system level

Completes/Reports on system score card

Trains/coaches SuperUsers

Responsible for system consistency
Project Manager(s)
Note: This role is currently being
filled by the KCS manager.
Because of the increased scope
of work the KCS council
recommends that we create a
new position(s) that reports
directly to the KCS Manager.

NTS wide decision making body in regards to KCS

functions, processes, and tools.

Responsible for KCS Mission, Vision, and
Objectives.
Select SuperUsers
Product/Quality Champions and
representation from management
(interested in cross product,
cross function, cross GEO
representation)

Reviews KCS Gap Reports and Statistics

Manage resource allocation

Manage Licensing Model (specifically handle
license revocation)

Ensures KCS philosophy is integrated into daily
processes/activities