Guiding Principles of Knowledge Management
A Jñāna Optimized Unified Delivery Model ensures that the Knowledge Management process focuses on ensuring all employees have adequate resources available to them to understand and resolve the issues they are encountering. It ensures that a centralized tool is available with appropriate workflow, approval process, validation process and access by both the IT and business teams.
Knowledge – is information in context to produce an actionable understanding. You move from Data (bits and numbers), to Information (Data with meaning), to Knowledge (Information with Context).
It focus on how information is identified, created, captured, acquired, shared and leveraged within an organization. Systemic processes are defined to support the above activities.
The Objective of the process:
The Knowledge Management Process will define the criteria for the knowledge management role, the objectives of the role and the expected outcome. The process will also define how the knowledge tool will be maintained, how new documents are built, how old documents are updated, how skill-gap analysis will be used.
- Assuring that knowledge requests are handled within committed knowledge request handling guidelines
- Assuring that the responsibility for handling knowledge requests is included in the roles of support personnel job responsibilities
- Effectively capturing and reusing support-related information
Sample list of benefits:
- Increase productivity and efficiency
- Improve Mean Time to Resolve (MTTR)
- Improve Customer Satisfaction
- Distribute knowledge across the team
- Improve skill levels
- Ensure better trained employees
- Reduce number of incidents through proactive mining of Incident Data and taking actions to prevent future occurrences.
Sample list of observations:
- There is no Infrastructure wide knowledge management tool.
- There are no Infrastructure wide knowledge management processes. Teams are unaware of Infrastructure processes or what role they play in them.
- There is no Infrastructure wide knowledge management focal. Team is unaware of Infrastructure focal and the role they play.
- There is no department specific knowledge management focal or supporting processes. Teams are beginning to document some processes, but there does not appear to be a strategy behind it. Focus is on quantity versus quality.
Sample list of recommendations:
- Develop Infrastructure Wide Knowledge Management System (KMS). This will consist of Knowledge Management Tool and supporting Processes.
- Tool and supporting processes need to be communicated to teams and education/marketing sessions need to take place (Roadshows).
- Establish connection between Quality, Reporting and Measurements, Analytics and Continual Improvement Program focals to share analysis and update KB accordingly.
- Establish reports for new and newly updated documents by team, by employee, etc.
- Consider requiring agents to reference the KMS article number that they used when diagnosing and resolving or referring each incident. Increase Infrastructure collaboration in Knowledge Management.