Optimizing Service Desk Interactions with Knowledge Management - BMC Engage 2015
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This document discusses optimizing service desk interactions with knowledge management. It notes that knowledge is becoming more important as digital businesses deploy more digital services. While this presents challenges for IT support like knowledge taking time to produce, knowledge is fundamental to an assistive service tool. The document outlines BMC Software's focus on enabling the power of knowledge through features like instant knowledge presentation, collaboration, knowledge underpinning self-service, and fast assisted knowledge creation. It provides an overview of BMC's Knowledge Centered Support approach and roadmap to scale knowledge to better support the growing digital enterprise.
Optimizing Service Desk Interactions with Knowledge Management - BMC Engage 2015
- 1. © Copyright 2/11/2016 BMC Software, Inc1 Jon Hall Lead Product Manager 10th September 2015 Optimizing Service Desk Interactions with Knowledge Management
- 2. © Copyright 2/11/2016 BMC Software, Inc2 Agenda Knowledge Management is getting more important Enabling the power of knowledge What’s coming next?
- 3. © Copyright 2/11/2016 BMC Software, Inc3 Knowledge is getting more important
- 4. © Copyright 2/11/2016 BMC Software, Inc4 Digital businesses deploy digital services Mobile-first Intuitive & Intelligent Automated & Data-fueled Lean-serviced Crowd supported High speed IT
- 5. © Copyright 2/11/2016 BMC Software, Inc5 …but this presents new challenges for IT Support Knowledge takes time to produce Staff on-boarding and turnover Disjointed tools More impact from “Classic” problems… Increasing pace of change New interaction channels More things to support Some growing challenges…
- 6. © Copyright 2/11/2016 BMC Software, Inc6 3,032 3,750 4,880 25,006 0 7,500 15,000 22,500 30,000 2013 2014 2015 2020 http://www.gartner.com/newsroom/id/2905717 Millions of devices arising from the Internet of Things
- 7. © Copyright 2/11/2016 BMC Software, Inc7 Real world observations and challenges Little or no time to create knowledge Standalone Knowledge Systems mean “swivel-chairing” The agent’s gamble: resolution rate vs call handling time Onboarding times can be high, staff retention rates low
- 8. © Copyright 2/11/2016 BMC Software, Inc8 Enabling the power of knowledge
- 9. © Copyright 2/11/2016 BMC Software, Inc9 Key findings underpinning SmartIT Google is effectively a competitor to a Knowledge tool Knowledge is fundamental to an assistive service tool Significant opportunity existed to transform consumption of Knowledge
- 10. © Copyright 2/11/2016 BMC Software, Inc10 (for 7.6.03 and later versions, effective from December 2014) UPDATED KNOWLEDGE LICENSING NEW ENTITLEMENTS FOR ITSM SUITE LICENSE • Search, view and comment on knowledge articles • Create and update Knowledge Articles • Manage article lifecycle • Manage knowledge base
- 11. © Copyright 2/11/2016 BMC Software, Inc11 Instant, dynamic knowledge presentation
- 12. © Copyright 2/11/2016 BMC Software, Inc12 Collaboration: Knowledge is a team sport!
- 13. © Copyright 2/11/2016 BMC Software, Inc13 Knowledge underpinning self-service Prototype image only
- 14. © Copyright 2/11/2016 BMC Software, Inc14 Fast, assisted knowledge creation
- 15. © Copyright 2/11/2016 BMC Software, Inc15 Enabling the power of The Long Tail Low interaction per item, but huge breadth of coverage. INTERACTIONS ITEMS THE LONG TAIL POPULAR ARTICLES Small subset of articles, each with high number of views. “Help me find it” “Make everything available” “Cut costs”
- 16. © Copyright 2/11/2016 BMC Software, Inc16 Dealing with different types of Knowledge STRUCTURED UNSTRUCTURED UNDIFFUSED DIFFUSED PROPRIETARY TECHNICAL DOCUMENTATION PROJECT SPECIFIC PROCEDURES USER DOCUMENTATION PUBLISHED ONLINE BUSINESS-UNIT SPECIFIC TECHNICAL SKILLS LEAD ENGINEERS TACIT KNOWLEDGE MOVE TACIT KNOWLEDGE UP THE Y-AXIS CONTEXTUALIZE SPECIFIC KNOWLEDGE AND MOVE DOWN Y-AXIS DISSEMINATE PRIVATE PCOKETS OF KNOWLEDGE MORE WIDELY DIFFUSE KNOWLEDGE EXTERNALLY TO FACILITATE SELF-HELP
- 17. © Copyright 2/11/2016 BMC Software, Inc17 What’s coming next…
- 18. © Copyright 2/11/2016 BMC Software, Inc18 BMC San Jose Scaling knowledge to the growing digital enterprise STANDALONE KNOWLEDGE TEAMS ARE STRUGGLING TECHNICAL TEAMS AND EXPERTS ARE ALREADY OVERWORKED CROWDSOURCING IS GROWING BUT SIGNAL-TO-NOISE CAN BE AN ISSUE
- 19. © Copyright 2/11/2016 BMC Software, Inc19 KNOLWEDGE CENTERED SUPPORT 1. Encourages knowledge production as core part of business-as-usual support process 1. Brings the best content to prominence 1. Develops Knowledge creation skills in a guided way KCSSM Version 5.2 Knowledge-Centered Support PRACTICES GUIDE
- 20. © Copyright 2/11/2016 BMC Software, Inc20 Knowledge Centered Support – SmartIT roadmap Prototype Image – delivered in product in Dec 2015 in slightly different form. BMC Confidential – Subject to change
- 21. © Copyright 2/11/2016 BMC Software, Inc21 Knowledge Centered Support – SmartIT roadmap Prototype Image- Subject to ChangeBMC Confidential – Subject to change Prototype Image- Subject to Change
- 22. © Copyright 2/11/2016 BMC Software, Inc22 BMC San Jose Key Takeaways KNOWLEDGE IS A CRITICAL COMPONENT OF THE DIGITAL ENTERPRISE SERVICE DESK PRODUCT INVESTMENT AND SIMPLIFIED LICENSING MODEL FROM BMC INNOVATIVE ROADMAP FOR KNOLWEDGE AND KCS ADOPTION
- 23. © Copyright 2/11/2016 BMC Software, Inc23 Thank You. Jon Hall +44 7595 963538 [email protected] @JonHall_
Editor's Notes
- #5: Digitally advanced companies make aggressive use of Digital Services. They re-engineer their processes to enhance human productivity through applications that are: Mobile-first – leading design vs. an after-thought Intuitive & Intelligent – based on how people use technology Automated & data-fueled – smart, use intelligent algorithms to reduce the need for labor Lean-serviced & Crowd supported – people remain part of the process, but in a more efficient manner than ever High speed IT – radically accelerated times to deploy and times to update services This is creating a rising cycle of expectations - consumers, employees, and ultimately shareholder value shifts to those who can provide this new type of human productivity.
- #14: images taken from the new MyIT 2.6 and virtual agent IUR slide deck
- #19: IT is changing (digital service revolution) and IT Service Management is changing – you can gain new levels of value (customer satisfaction, user engagement, risk reduction and cost optimization) by adopting innovative new concepts like mobility, crowdsourcing, collaboration, etc. BMC calls this Digital Service Management (context, thought leadership) BMC invests heavily in ITSM user experience, innovative workflows and highly scalable platform to deliver the best value of all ITSM solutions the market. We want to continue to be the leaders (confidence in BMC) BMC Remedy 9.1 / Smart IT 1.2 delivers an unprecedented combination of good user experience, business value through innovation, and stability & power. We have proof points. Think about your adoption plan. (call to action)
- #23: IT is changing (digital service revolution) and IT Service Management is changing – you can gain new levels of value (customer satisfaction, user engagement, risk reduction and cost optimization) by adopting innovative new concepts like mobility, crowdsourcing, collaboration, etc. BMC calls this Digital Service Management (context, thought leadership) BMC invests heavily in ITSM user experience, innovative workflows and highly scalable platform to deliver the best value of all ITSM solutions the market. We want to continue to be the leaders (confidence in BMC) BMC Remedy 9.1 / Smart IT 1.2 delivers an unprecedented combination of good user experience, business value through innovation, and stability & power. We have proof points. Think about your adoption plan. (call to action)