8.0 Adoption Roadmap

Front 1

8.1 KCS Adoption Program
8.1.1 Describe the six phases of a KCS Adoption Program.

Back 1

A KCS Adoption Program is a strategy for implementing KCS within a support organization. The six phases of the Adoption Program are carried out by the KCS Program Team. The six phases are:
1. Assessment of Current State- An evaluation of current practices, processes, technology, performance, and culture.
2. Acquisition of Tools- The selection and implementation of technology, including the Request For Information (RFI), Request For Proposal (RFP), and decision matrix.
3. Design of the Foundation- The planning process that defines how the initiative will be implemented.
4. Development of KCS Pilot Team- The first group of people to utilize the processes and tools following the training and mentoring program. This is in the production environment and results with the knowledge base being seeded.
5. Organization of KCS Waves- The release process, in stages, by which all members of support are introduced to KCS in the production environment.
6. Evolution- The ongoing care of people, process, and technology led by the KCS Council.

Front 2

8.1 KCS Adoption Program
8.1.2 List the benefits of a wave implementation.

Back 2

The benefits of a wave implementation are:
* Minimizes risks to the service levels compared to a big bang approach.
* Early focus is on teams with a high likelihood of success which promotes the adoption to lagers
* Change can be managed in smaller components
* Multiple milestones and decisions points allow for adjustments
* Analysts from early waves can serve as coaches for later waves
* Leverage the experience and learning of previous waves increasing probability of success

Front 3

8.1 KCS Adoption Program
8.1.3 Define a flow and wave matrix.

Back 3

A flow and wave matrix is a document that describes the flow of incidents within the support organization between support teams and support partners.

Front 4

8.1 KCS Adoption Program
8.1.4 Identify considerations for developing a flow and wave matrix.

Back 4

Considerations for developing a flow and wave matrix include:
* Identification of each support team
* The management involved
* The number of analysts affected
* The impact KCS can have on the team's performance
* The risk associated with involving that team
* The influence that team will have on the rest of the organization

Front 5

8.1 KCS Adoption Program
8.1.5 Explain the purpose of a flow and wave matrix.

Back 5

The purpose of the flow and wave matrix is to:
* Minimize risk and maximize success
* Identify who needs to be trained
* Identify with whom one must communicate
* Serve as input for selecting the pilot team and defining the implementation waves

Front 6

8.1 KCS Adoption Program
8.1.6 List the core components of the KCS foundation.

Back 6

Core components of the KCS foundation include:
* Strategic Framework
* Communication Plan
* Performance Assessment Plan
- Reporting Matrix
- Rewards and Recognitions
- Roles and Responsibilities Guide
- KCS Competency Plan
* Adoption Strategy
* Workflow- Process Definitions
* Content Standard
- Style Guide
- Content Format - Structure
- Quality Criteria
- Knowledge Life Cycle
- Good and Bad Examples
* Visibility Matrix
* Technology Map

Front 7

8.1 KCS Adoption Program
8.1.7 List the people for whom an investment must be made.

Back 7

The types of people investment required in KCS are:
* Analysts
* KCS Coaches
* Management
* KCS Domain Experts

Front 8

8.2 Technology
8.2.1 List the functionality required to implement KCS.

Back 8

The functionality required to implement KCS includes:
* Capture in the Workflow- As the problem is being solved information can be captured in the customer context and does not have to be retyped to create a solution.
* Structure for Reuse- Information can be captured in the workflow in a format or template that identifies the context or role of the content. (e.g., for technical environments, the problem/question content is distinct from the environment content)
* Searching is Creating- Words and phrases that are used to search the knowledge base are captured as potential content for a new solution or to update existing solution
* Just-in-Time (JIT) Solution Quality
- Ability for licensed user to update, modify content in the m oment of use
- Ability for all users to flag a solution for review and to add comments
* Workflow
- Integration of the incident management technology with the knowledge management technology
- Ability to search the knowledge base
- Forward and backward pointers between incidents and solutions
* Content Vitality- Provide visibility management options that uses user role and class from user profiles, along with solution state or other solution attributes to determine visibility. Also provides capability for a minimum of three solution states:
- Draft
- Approved
- Published
* Performance Assessment
- Frequency distribution for solutions; reused and modified by state. Report on solutions by state and timing of state changes
- Provide data for activity trends by individual and by group(s); created, modified, reused data can be exported in standard formats
- Provide data to support individual and team reporting; citations (reuse of solutions by others), feedback, web based reuse metrics

Front 9

8.3 Critical Success Factors
8.3.1 List the critical success factors for implementing KCS.

Back 9

Critical success factors for implementing KCS include:
* Executive commitment
* Coaching
- Selection
- Time to coach
- Coaching yourself out of a job
* Measuring the right things
- Goals for the outcomes/results
- Trends for the leading indicators (activities)
* Deployment attitude should evoke organizational change rather than an attitude of "just a tool"
* Picking the right players

Front 10

8.4 Ditches
8.4.1 Define ditch.

Back 10

A ditch is known to produce negative results or not produce a desired result.

Front 11

8.4 Ditches
8.4.2 Explain why it is important to recognize ditches.

Back 11

Being familiar with ditches allows one to either avoid the ditch or to recognize when they are in one.

Front 12

8.4 Ditches
8.4.3 List some common ditches to watch for when implementing KCS.

Back 12

Common ditches to watch for when implementing KCS are:
* Forgetting the business goals by solely focusing on knowledge management
* Complex workflow
* Converting legacy data
* Selecting versus inviting
* Focusing on people slow to adopt change or unwilling to change
* Communications plan is not comprehensive
* Core team not broad enough
* Setting goals on activities
* Over-engineering
* Expanding scope too fast
* Content standard too complex
* Quality criteria is too rigid
* Selecting the wrong coaches
* Lack of support for coaches
* Inconsistent coaching practices
* Managers telling instead of motivating