Kcs V 5.3 Study Cards

Front 1

The KCS principles have evolved from work that began in what year?

Back 1

1992

Front 2

What is a best practice?

Back 2

A best practice is a method of accomplishing a job, task, or process that is considered to be superior to all other known methods and is regularly measured over time to ensure its effectiveness.

Front 3

What four areas was (and still is) the support center continually challenged?

Back 3

Decreased budgets, Increased complexity, rising costs, and increased demand.

Front 4

Support organizations need to simultaneously:

Back 4

Scale services, decrease costs, and enhance its people's capabilities.

Front 5

The HDI Support Center Maturity Model examines what four characteristics of support?

Back 5

People, process, technology, and vision.

Front 6

What are the four levels of the support center maturity:

Back 6

Reactive, Proactive, Customer-Centric, Business-Centric

Front 7

What are the top ten reasons support centers should implement KCS?

Back 7

10. Respond to and resolve issues faster

9. Provide answers to complex issues

8. Provide the same answers to the same questions.

7. Support analysts suffering from burnout

6. Address the lack of time for training

5. Provide an answer to recurring questions.

4. Identify opportunities to learn from customer's experiences

3. Improve First Contact Resolution

2. Enable Self Service

1. Lower Support Costs

Front 8

What is the KCS methodology?

Back 8

A methodology that seeks to capture, structure, reuse, and improve knowledge in the support delivery process.

Front 9

Is KCS dependent on Technology?

Back 9

No, KCS is a methodology based on processes and practices. It is independent of Technology.

Front 10

What is technology to KCS?

Back 10

Technology is required as an enabler and does not drive the methodology.

Front 11

KCS creates knowledge as a by product of....

Back 11

the problem-solving process

Front 12

What is a knowledge base?

Back 12

It is a collection of information that is of value to an organization's customers, combined with means of accessing that information in order to answer questions and solve problems.

Front 13

What is the benefits to Customer stakeholders of KCS?

Back 13

1. Increased confidence in support

2. Improved response from support (e.g., speed, accuracy, consistency)

Front 14

What is the benefits to Analysts (stakeholders) of KCS?

Back 14

1. Personal empowerment and recognition

2. Improved confidence

3. Broadened expertise

Front 15

What is the benefits to the Organization (stakeholder) of KCS?

Back 15

1. Improved effectiveness and efficiency

2. Evolving resources and expertise

3. Improved relevance and loyalty

Front 16

ITIL and KCS are similar in that both...

Back 16

1. Were developed to improve service management effectiveness and efficiencies.

2. Are based on process and not technology

3. Claim that knowledge management is a required process within Service Management.

4. Continue to evolve and mature

5. Are acknowledged as best practices

Front 17

ITIL and KCS differences are...

Back 17

1. KCS is a methodology, whereas ITIL is a framework.

2. KCS focuses on knowledge as information used to resolve incidents or answer questions within the service operations processes, whereas ITIL defines knowledge as all information within IT.

3. Different terminology is used

Front 18

What group created KCS?

Back 18

The Consortium for Service Innovation.

Front 19

A knowledge-centered organization has the goals to:

Back 19

1. Develop knowledge as a by-product of interaction.

2. "Grow and harvest" knowledge articles during the problem solving process.

3. Improve the efficiency and effectiveness of assisted service through the reuse of knowledge.

4. Identify opportunities to improve products and services.

5. Provide content for self-service knowledge.

Front 20

The Proactive methodology follows a process similar to that of software development, and includes these three major phases:

Back 20

Design, Develop, and Deliver

Front 21

Of the three proactive major phases what is the design phase for?

Back 21

In this phase the requirements for the knowledge base and how the knowledge will be organized is defined.

Front 22

Of the three proactive major phases what is the develop phase for?

Back 22

Once you start authoring answers to the questions, you are in the development phase.

Front 23

Of the three proactive major phases what is the deliver phase for?

Back 23

The knowledge base is ready to be coordinated with the release of a new product or service.

Front 24

What are the advantages of Proactive knowledge Management?

Back 24

The knowledge is available before the first incident and that the resolutions are verfied because it is typically an expert who creates the knowledge.

Front 25

What are the disadvantages of Proactive knowledge management?

Back 25

It can cost the organization more money because we initially are guessing to what articles are needed. Therefore, some solutions may never get used. Additionally, the knowledge is captured in the IT context, not the customers. These disadvantages lead to higher costs.

Front 26

What are the advantages of Reactive Knowledge Management?

Back 26

1. Lower cost of ownership

2. Knowledge is created as part of the support processes so it is immediately available to other support analysts.

3. Higher reuse of knowledge articles

4. Knowledge is created using the customer context which makes it likely to be found on the first search.

Front 27

What are the disadvantages of Reactive Knowledge Management?

Back 27

1. Knowledge is not available for the first occurrence of an incident.

2. Quality issues - the documented solution may have spelling and grammar errors

3. Incorrect knowledge articles - the knowledge base may contain articles that are wrong.

4. Redundancy and multiple answers to the same question. If the article was in the knowledge base and the analyst did not find it, then they may add the same or different resolution to the same incident.

Front 28

What are ditches?

Back 28

A set of practices identified that produced poor results.

Front 29

What are A Loop Processes in the Double Loop Process?

Back 29

Activities that repeat multiple times, such as the activity of solving problems or responding to incidents.

Front 30

What are B Loop Processes in the Double Loop Process?

Back 30

Processes that are systemic or at the organizational level.

Front 31

What are the 4 practices of the Solve loop (in order)?

Back 31

Capture

Structure

Reuse

Improve

Front 32

What are the 4 practices of the Evolve loop (in order)?

Back 32

Content Health

Process Integration

Performance Assessment

Leadership & Communication.

Front 33

What is at the center of the Solve and Evolve practices diagram?

Back 33

Knowledge Articles

Front 34

KCS is not....

Back 34

KCS is not something a support organization does in addition to solving problems. KCS becomes the process for solving problems.

Front 35

What does UFFA stand for?

Back 35

Use it

Fix it

Flag it

Add it

Front 36

What is a framed article?

Back 36

Issue and Environment are captured but no the resolution.

Front 37

What is metadata?

Back 37

a set of data that describes and gives information about other data.

Front 38

What is Knowledge Monitoring?

Back 38

The random sampling and scoring of knowledge articles and feedback to individuals.

Front 39

What is the Structured Problem-Solving methodology?

Back 39

This methodology says to first seek to understand the customer, then seek to understand what the company knows about the problem, before seeking to solve it.

Front 40

Identify the three components that KCS practices are organized into:

Back 40

Knowledge articles, Solve Loop, Evolve Loop

Front 41

Explain the Solve Loop.

Back 41

The solve loop contains transactions or events that occur regularly. These are the tasks that support analysts do every day as they respond to incidents and solve problems. It represents the individual workflow that is driven by the problem-solving process.

Front 42

Explain the Evolve Loop.

Back 42

The evolve loop looks at the system or the organization's view of Knowledge-Centered Support. The Evolve Loop defines the processes, standards, metrics, and management tasks.

Front 43

Explain the benefits of the Capture practice in the Solve Loop.

Back 43

1. Content is in the customer's context

2. Improves findable articles

3. Context is captured appropriately

4. Context is captured at the point of interaction

Front 44

Explain the benefits of the Structure practice in the Solve Loop.

Back 44

1. Providing context for the content

2. Improving readability

3. Promoting consistency and quality

Front 45

Explain the benefits of the Reuse practice in the Solve Loop.

Back 45

1. Existing articles can be used to resolve issues, minimizing rework within the support organization.

2. Adds additional customer context

3. Determines if the issue has already been solved.

4. Determines if someone else is working on the same or similar issue.

Front 46

Explain the benefits of the Improve practice in the Solve Loop.

Back 46

1. Continuous improvement of the quality of articles.

2. Resources are saved by only spending time on articles that are being used.

3. Knowledge articles are available immediately for reuse.

4. The knowledge engineering process that delays knowledge availability is eliminated.

5. Shared ownership of the knowledge base

Front 47

Explain the benefits of Content Health in the Evolve Loop.

Back 47

1. Quality articles are developed - quality is defined as findable and usable.

2. Articles are migrated to new audiences based on demand in a timely manner.

3. Analysts skills are improved through regular feedback.

Front 48

Explain the benefits of Process Integration in the Evolve Loop.

Back 48

1. Efficiency and effectiveness of process

2. Solve issues faster using the captured experiences of the entire support organization.

3. Minimizes rework.

Front 49

Explain the benefits of Performance Assessment in the Evolve Loop.

Back 49

The benefit of performance assessment is to drive desired behaviors. Value is derived from knowledge, relationships, and influence.

Front 50

Explain the benefits of the Leadership & Communication practice in the Evolve loop.

Back 50

1. Clear goals are communicated

2. Greater participation and buy-in by all involved.

3. Improved risk management for the initiative

4. Employees are motivated to support the change.

5. Improved performance.

Front 51

What does "WIIFM" stand for?

Back 51

"What's In It For Me"

Front 52

What is a stakeholder?

Back 52

A person or group who affects or can be affected by an organizations actions.

Front 53

What is a strategic framework?

Back 53

A structured method to define how a project or initiative supports the key objectives of the stakeholders.

Front 54

Identify the three levels of KCS benefits for stakeholders.

Back 54

1. Direct - Operational improvements

2. Applied - new ways of delivering service and support

3. Leveraged - enables new kind of services to be offered.

Front 55

Identify the two types of KCS benefit.

Back 55

Qualitative and Quantitative

Front 56

List common stakeholders of the support organization.

Back 56

Customers, employees, businesses, and/or partners.

Front 57

List the four components of a strategic framework.

Back 57

1. Business Objective

2. Approaches for each Objective

3. Measurements for each approach

4. Targets for each measurement

Front 58

Identify the purpose of a strategic framework.

Back 58

By developing a strategic framework for your KCS initiative, you will align the benefits of KCS with your organization's business goals.

Front 59

The existence of a knowledge base that is based on the context of the customer can drive the following benefits:

Back 59

1. Customer self service

2. Just-in-time resourcing

3. Differentiation through support excellence

4. Improved products

Front 60

What are the customer qualitative benefits?

Back 60

1. Improved experience with support

2. Customer / user productivity

3. Sense of connection via the web

Front 61

What are the customer quantitative benefits?

Back 61

1. Customer satisfaction survey

2. Renewal rates on contracts

3. Rate of repeat business

4. frequency of visits to web site and web feedback.

Front 62

What are the employee qualitative benefits?

Back 62

1. Recognition for problem-solving skills

2. Peer feedback

3. Sense of accomplishment and contribution

4. Sense of autonomy

Front 63

What are the employee quantitative benefits?

Back 63

1. Attrition rate

2. Job satisfaction

3. Broadened technical expertise

4. Development of new knowledge-related competencies

Front 64

What are the organization qualitative benefits?

Back 64

Image and reputation, good place to work, good company to do business with.

Front 65

What are the organization quantitative benefits?

Back 65

1. Support costs per user / customer

2. Cost per incident

3. Cost of creating / maintaining content for web delivery

4. Capacity

5. Time to technical proficiency

Front 66

What are the six phases of KCS adoption?

Back 66

1. Assessment of the current state

2. Acquisition of tools

3. Design of the foundation

4. Development of the KCS core team

5. Organization of KCS waves

6. Evolution of the process

Front 67

It is not unusual for repeat / known incidents to account for ___% - ___% of the workload.

Back 67

60% - 80% of the workload.

Front 68

What is a knowledge article?

Back 68

A relevant and reusable, findable, and structured object that contains the customer's experience, the analyst findings, and the meta data about the knowledge article.

Front 69

What is the minimum structure of a knowledge article?

Back 69

1. Issue/question

2. Environment

3. Cause (optional)

4. Resolution/answer

5. Metadata

Front 70

Define knowledge state.

Back 70

The status in the knowledge article life cycle that is used to imply trust and/ ore identify pending action.

Front 71

Identify the minimum knowledge states necessary for a KCS article life cycle.

Back 71

Work in Progress

Draft

Approved

Published

Front 72

Provide examples of additional knowledge states and why you would use them.

Back 72

Technical review

Rework

Compliance review

Obsolete

Archive

Front 73

What is a content standard?

Back 73

A set of documents that defines how to capture, structure, and manage quality articles.

Front 74

What is the purpose of a content standard?

Back 74

1. Set expectations for the analysis when contributing.

2. Define the structure and purpose of each field in the knowledge article.

3. Define the quality criteria for a knowledge article.

4. Define the visibility of the knowledge article.

Front 75

What are the common components of a content standard?

Back 75

1. Content Structure

2. Quality Criteria

3. Style Guide

4. Examples of good and bad articles

5. Knowledge workflow

6. Multi-language considerations

7. Multimedia considerations

8. Visibility matrix

9. Life cycle

Front 76

What is the purpose of a visibility matrix?

Back 76

A document that defines access and modification rights for the knowledge base.

Front 77

List the key components of a visibility matrix.

Back 77

1. Knowledge Domain

2. Audiences

3. Knowledge state

4. Access Rights

Front 78

What is the purpose of the KCS quality criteria?

Back 78

1. Ensure article quality and ensure quality criteria is explicit to all.

2. Create an evaluation checklist for random sampling and define how knowledge will be scored.

3. Provide a context for delivering feedback to analysts.

4. Define how to calculate the knowledge quality index.

Front 79

What is a knowledge quality index?

Back 79

A score given to a person or group resulting from the review of the knowledge they contributed for a specified period of time.

Front 80

What are the steps of knowledge monitoring?

Back 80

1. Developing a checklist and scoring system

2. Evaluating a sampling of knowledge articles contributed.

3. Calculating a Knowledge Quality Index and developing summary reports.

4. Providing feedback to analysts and management.

Front 81

Who performs knowledge monitoring?

Back 81

KCS Coach

Front 82

What is an evolve loop article?

Back 82

Articles created outside of the problem solving process.

Front 83

Who creates evolve loop articles?

Back 83

Knowledge domain expert

Front 84

List common reasons to create evolve loop articles.

Back 84

1. Document processes (how to's)

2. Document resolutions to programmed error messages.

3. Develop resolution paths or diagnostic structures when a collection of knowledge articles have common symptoms.

4. Document resolutions to potentially high impact issues as part of a business continuity plan.

5. Fill gaps in knowledge identified through the analysis of self-service usage.

Front 85

What are the two types of issues reported to the support center?

Back 85

1. Known - issues that can be resolved by reusing an existing article.

2. New - issues not reported previously and will require development of a resolution.

Front 86

What are the three points in the problem-solving process that enable value creation?

Back 86

1. Capture knowledge articles during the problem-solving process.

2. Structure knowledge articles for reuse and system performance.

3. Reuse knowledge articles to optimize the business.

Front 87

Overall, the rate of repeated or known issues reported to support organizations is ___% to ___%, even in enterprise support environments.

Back 87

65% to 85%

Front 88

Utilizing existing articles typically allows repeat issues to be solved in a fraction of the time (normally less than ___% of the time compared to the rework or solving the issue again) by less specialized individuals.

Back 88

50% of the time

Front 89

What is the purpose of an "internal resolution" field?

Back 89

This gives the ability to allow a separate resolution that the support organization would use that is different from the one the customer might see.

Front 90

What are the Style Guideline Commandments?

Back 90

1. Thou shall maintain the context of the customer.

2. Thou shall remember the audience.

3. Thou shall not create duplicates.

4. Thou shall not reference a customer nor incident.

5. Instructions shall be numbered steps.

6. Product names shall be proper.

7. Graphics shall be kept small.

8. Attachments shall be visible.

9. Thou shall refrain from abbreviations and acronyms.

10. Thou shall use spell checker.

Front 91

What are the factors that impact the success of self service?

Back 91

1. Volume of articles

2. Speed published

3. Findability and Usability

4. Navigation and Ease of Use

5. Marketing

Front 92

What are the initial 3 roles involved in the implementation of KCS?

Back 92

1. Leaders

2. Knowledge Developers

3. KCS Coach

Front 93

As an organization matures in the use of KCS what is another key role?

Back 93

Knowledge Domain Expert

Front 94

What are the benefits of having defined roles and responsibilities?

Back 94

1. Clarifies what is expected of employees and enables accountability.

2. Employees are more satisfied as they know what is expected, and how their performance will be measured/evaluated.

Front 95

What are the responsibilities of a KCS 1 - Candidate?

Back 95

1. Understand the basics of KCS and use the KB

2. Familiar with search techniques

3. Using existing articles

4. Adding new articles as WIP or Draft

5. Flagging existing articles that need enhanced or corrected.

Front 96

What are the responsibilities of a KCS 2 - Contributor?

Back 96

1. All the duties of KCS 1

2. Review or finish articles that are framed by KCS 1 or other KCS 2s.

3. Ensure articles adhere to content standards.

4. Modify existing articles

5. Promote a draft to approved state.

Front 97

What are the responsibilities of a KCS 3 - Publisher?

Back 97

1. All the duties of KCS 2

2. Can publish articles to be used by customers for self service.

Front 98

What are the responsibilities of a KCS Coach?

Back 98

1. Promote user development through skills coaching

2. Provide feedback to users and manage skill development

3. Influence good KM practices

4. Influence to use standards for creating or improving knowledge

5. Review articles from KCS 1 until they reach required competency

6. Improve core proficiencies for their own coaching development

7. Help KCS 1s understand the problem-solving process and why it helps

8. Perform internal validation of solutions for accuracy

9. Provide feedback to the knowledge developing organization to improve knowledge management.

Front 99

List some characteristics of a coach.

Back 99

1. Excellent communication skills

2. Understanding of support processes, tools, and current knowledge systems

3. Listening skills

4. Influencing skills

5. Demonstrated ability to Manage time, analyze trends, and proactively communicate.

6. Demonstrated commitment to the success of team members.

Front 100

What are some of the responsibilities of a Knowledge Domain Expert?

Back 100

1. Providing direction and support to the KB teams.

2. Develop and analyze reports on the effectiveness of the KB

3. Advocating for changes necessary to maintain the KB as an effective tool.

4. Providing application support for items that have a worldwide impact

5. Nurturing a commitment to using the application effectively

6. Defining the audience who should have access rights and what the rights should be.

7. Providing feedback to the Knowledge developing organization

Front 101

What are some of the responsibilities of a KCS Sponsor?

Back 101

1. Sharing a consistent vision throughout the organization.

2. Promoting the initiative to senior management and providing periodic updates.

3. Obtaining the necessary resources

4. Acknowledging successes of people

5. Supporting the team during times of conflict or challenge.

Front 102

What are the responsibilities of a KCS Manager/Coordinator?

Back 102

1. KB quality

2. Promoting to a higher level of KCS

3. Monitoring the progress of KCS Coaches

4. Develop and analyze reports on metrics related to KM practices

5. Monitoring processes, resources, and technology - making recommendations to management

6. Recommending and implementing corrective actions and improvements

7. Administration and configuration of technology

8. Defining the visibility matrix

9. Vendor relations

Front 103

Define the responsibilities of the KCS Program Team.

Back 103

1. Developing the KCS Practices

2. Designing the KCS implementation plan

Front 104

What is the KCS Competency Model?

Back 104

Defines system rights and priviledges for KCS1, KCS 2, and KCS 3.

Front 105

What are the benefits of the KCS Competency Model?

Back 105

1. Empowering users

2. Giving everyone equal opportunity to create quality knowledge based on their own skills.

3. Promoting recongition

4. Promoting accountability

Front 106

What is the KCS Council?

Back 106

A cross-functional group consisting of the Knowledge Manager, KCS Coaches, the Knowledge Domain experts, and representatives from management. The council is lead by the Knowledge manager.

Front 107

Define the principles of the Process Integration practice?

Back 107

1. Structured problem solving

2. A seamless technology integration, between KM, IM, and other systems.

3. Search technology

4. Integration of the article creation as part of the problem solving process.

5. A closed loop feedback system

6. Processes are defined, documented, and improved.

Front 108

Identify the benefits of Process Integration.

Back 108

1. Efficiency and effectiveness of process.

2. Solve issues faster using the captured experiences of the entire support organization.

3. Minimize rework

Front 109

List the tool requirements needed to support the Process Integration.

Back 109

1. The tools must function at the speed of conversation.

2. The integration of tools is required to obtain effectiveness and efficiencies.

3. Support the structured problem solving process.

Front 110

Explain how Knowledge Management integrates with incident management.

Back 110

1. Knowledge articles are used to resolve incidents.

2. New knowledge articles are captured as a result of an incident.

3. Knowledge articles are enhanced through reuse within the IM process.

Front 111

Explain how Knowledge Management integrates with Problem Management.

Back 111

1. Article reuse can assist in identifying problems for analysis based on reoccurring incidents related to a problem.

2. Knowledge articles are enhanced when problem management discovers the root cause, a workaround, or fix.

Front 112

Explain how Knowledge Management impacts Change Management.

Back 112

1. The reuse of an article can assist in understanding the risk and quantifying the cost of existing problems if not resolved.

2. Change Management can require knowledge to be updated or added as part of an approved change being implemented.

Front 113

Explain how Knowledge Management integrates with release and deployment.

Back 113

1. Knowledge articles are to be updated when a fix is released as a known problem.

2. New knowledge articles can be added as part of the release management communication

Front 114

Explain how Knowledge Management impacts Service Level Management.

Back 114

1. Self-Service can be added as an option for customers to find answers to their questions.

2. Expectations of customers to leverage self-service may be set.

3. Operational level agreements can define expectations of support partners to capture and share knowledge.

Front 115

Identify the 3 key steps of Structured Problem Solving (SPS) in KCS.

Back 115

1. Literal - "seek to understand" the situation in the customer's context, search the kb, if known article then use it, if not go to Diagnosis.

2. Diagnosis - ask clarifying questions, search the kb again, if still nothing found escalate to research.

3. Research - A resolution is created and a new article is added to the KB.

Front 116

Identify the activity that must be integrated multiple times within the problem solving process.

Back 116

Search the knowledge base for existing articles

Front 117

Explain the terms: Use it, Flag it, Fix it, Add it

Back 117

1. Use it means to use the article to solve an issue.

2. Flag it means to mark an article to be reviewed by KCS 2 or KCS 3.

3. Fix it means to fix an article that needs more information or is incorrect.

4. Add it means to add an article if it doesn't already exist.

Front 118

Identify some of the integration requirements between the incident management system and the knowledge management system.

Back 118

1. Search - ability to search for solutions

2. Link - ability to link to an incident as well as retrieve info from the article to populate in the incident.

3. View - ability to quickly view an article that has been previously linked to an incident.

4. Contribute - ability to add an article from information from the incident.

5. Collaborate - ability to identify SMEs related to the problem and quickly contact them.

Front 119

Define the core concepts of the KCS Competency Model.

Back 119

1. An individual's KCS knowledge where demonstrated competency defines system rights and privileges.

2. An individual receives their KCS License as skills are demonstrated.

3. The number of individual's at each competency level is based on business need and demonstrated competency - not everyone can (or will) be at KCS II / III.

Front 120

Receiving a KCS License recognizes that an analyst has:

Back 120

1. Demonstrated an understanding and is in support of KCS.

2. Demonstrated a proven ability to add knowledge that satisfies the quality requirements.

3. Achieved the KCS II or KCS III competency level.

Front 121

Research has shown the following impacts personal and team performance:

Back 121

1. Alignment to purpose

2. Involvement

3. Understanding

4. Attention

5. Personal Growth

6. Rewards and Recognition

Front 122

Performance drivers require balance. Name the four areas of balance that should be considered:

Back 122

1. Social and technical

2. Creativity and structure

3. Individual and team

4. Top-down and Bottom-up

Front 123

What is a leading indicator?

Back 123

Drivers or enablers of desired outcomes / results. They are measures of activities that are necessary to produce the desired outcomes.

Front 124

What is a lagging indicator?

Back 124

The outcomes or results achieved with processes.

Front 125

What are Objective Metrics?

Back 125

Metrics that relate to or are characteristics of independent or individual thought.

Front 126

What are Subjective Metrics?

Back 126

Metrics that are measured based on human interpretation, perception, or opinion.

Front 127

What are Quality or Qualitative metrics?

Back 127

Metrics that measure how well someone or something is performing or meets the defined specifications.

Front 128

What are Quantity or Quantitative metrics?

Back 128

Metrics that are based on data and information, reflecting performance that can be measured, and are typically related to volume or time.

Front 129

What is Triangulation in relation to KCS?

Back 129

The concept of evaluating performance based on multiple perspectives.

Front 130

What is a report distribution matrix?

Back 130

A summary of reports that are being distributed.

Front 131

What is a reputation model?

Back 131

Reflects how an individual is viewed by other team members.

Front 132

Define purpose statement.

Back 132

Explain the overall objective of the organization in a way that provides meaning to each individual's contribution.

Front 133

Explain components of a compelling purpose statement.

Back 133

1. Is known by all

2. Is larger than the individual or the organization

3. Is not self-referencing

4. Is brief, clear, concise

5. Elicits an emotional response

Front 134

Effective leaders influence the success of the KCS initiative by:

Back 134

1. Creating a vision and organizational purpose.

2. Defining goals and objectives

3. Setting the context for boundaries

4. Defining success

5. Developing a communication plan

6. Modeling behaviors

7. Supporting and encouraging good performance, while dealing with inadequate performance.

8. Engaging the people doing the work to figure out how best to get it done.

9. Promoting teamwork

10. Recognizing others for their accomplishments and contributing to success.

Front 135

The benefits of having a strong leadership in place include:

Back 135

1. Clear goals are communicated

2. Greater participation by all involved

3. Those being led are willing to take risks.

4. Employees are willing to buy in to the initiative.

5. Employees are motivated to support the change.

Front 136

Identify the characteristics of a successful leader.

Back 136

1. Create an environment for success.

2. Create and communicate a compelling vision (purpose).

3. Focus on what people need to accomplish and support them in how they will meet them.

4. Engage all stakeholders by communicating what's in it for them.

5. Create a healthy culture through the right job descriptions, performance assessments, and rewards and recognition programs.

6. Encourage participation and motivate employees.

Front 137

List the top four motivation factors related to work.

Back 137

1. Achievement

2. Recognition

3. The Work Itself

4. Responsibility

Front 138

Explain how KCS impacts achievement.

Back 138

1. Earning the right to publish or become a KCS Coach.

2. Earning recognition for articles created that others are using

3. Expanding the analyst's breadth of product knowledge.

4. Contributing to the achievement of the goals of the organization

5. Collaborating as part of a group that is creating value for the business.

Front 139

Explain how KCS impacts recognition.

Back 139

1. The reputation of the analyst, based on creation of value in the knowledge base.

2. The reputation of the analyst, based on the quality of articles contributed to the knowledge base.

3. Acknowledgment for contributions through KCS measures and reports.

4. Acknowledgment by organization leaders as role models for others.

Front 140

Explain how KCS impacts work.

Back 140

1. Decreasing redundancy

2. Providing an opportunity to work on new areas.

3. Increasing confidence that allows analysts to take a broader range of calls because the knowledge base complements their competencies.

Front 141

Explain how KCS impacts responsibility.

Back 141

1. Licensing an analyst to approve and/or publish (KCS competency) without review by others.

2. Licensing an analyst to modify / improve content.

3. Making the analyst part of a team.

4. Requiring collective ownership of content - "flag it or fix it".

Front 142

Explain the difference between reward and recognition.

Back 142

1. Rewards are used to create focus for a change, provide compensation for work, promote a change in behavior, and are used for a defined period of time.

2. Recognition is used to celebrate accomplishments, provide acknowledgement of value, is an approval of behavior, and is ongoing.

Front 143

What are the five signs a leader should be on guard against?

Back 143

1. Absence of trust

2. Fear of conflict

3. Lack of Commitment

4. Avoidance of Accountability

5. Inattention to Results

Front 144

What is a communications plan?

Back 144

A detailed, organized, and ongoing approach to share information and gain support for a project, program, or initiative.

Front 145

Explain the critical concepts of a successful communications plan.

Back 145

1. Must be consistently repeated over time and through a variety of channels to drive understanding.

2. Must explicitly plan the messaging platform and the timing and channels of communications to ensure consistency at the right level of exposure.

3. Informs everyone of objectives

4. Encourages team participation and reduces barriers for other groups whose participation is necessary.

5. Identifies channel for each audience

6. Identifies the time required to meet stakeholder needs.

Front 146

Identify the core components of a communications plan.

Back 146

1. A messaging platform for each stakeholder

- Key messages: WIIFM

- Frequently asked questions and objections

- Elevator Pitch

- Simple messages

2. Delivery vehicles

3. Programs and activities for engagement and socialization

4. A project plan with time frames

Front 147

Define an elevator pitch.

Back 147

Is a short, about five to seven seconds, explanation of what something is and why it matters to the listener.

Front 148

What are the four things a good elevator pitch should include:

Back 148

1. Capture interest

2. Make people want to hear more

3. Create a positive perception

4. Create a sense of excitement

Front 149

List the audiences of a communications plan.

Back 149

1. Analysts, the support staff

2. Managers of the support organization

3. Executives who must provide support for the initiative.

Front 150

Explain why it is important to develop answers to objections related to KCS.

Back 150

1. It is much easier to handle objections with a consistent and well though-out message.

2. By identifying potential objections, you can address concerns that people may be reluctant to raise themselves.

Front 151

Identify key strategies for handling objections.

Back 151

1. Be sensitive to feelings behind the "thinking" analytical statement.

2. Acknowledge the validity of feelings and empathize.

3. Seek to understand the issue from the other person's perspective

4. Offer an alternative perspective (don't debate or argue)

5. Use "what's in it for me" (WIIFM) to craft your response in their terms

Front 152

What does BABAR cycle stand for?

Back 152

1. Beliefs

2. Attitudes

3. Behaviors

4. Actions

5. Results

Front 153

What is a decision Matrix?

Back 153

It is commonly a spreadsheet. Start by making a list of criteria or evaluation points.

Front 154

List the four key roles for a successful adoption.

Back 154

1. Executive Sponsor

2. KCS Manager or KCS Coordinator

3. KCS Program Team

4. KCS Pilot Team

Front 155

Define the responsibilities of the KCS Program Team.

Back 155

Building the foundation and implementing the strategy.

Front 156

Identify considerations before selecting the KCS Program Team.

Back 156

Consider who may serve as as coaches and evangelist when selecting members for this team. Also good to have a IT or Web Liason for the tech considerations.

Front 157

Define the responsibilities of the KCS Pilot Team.

Back 157

Will test the new processes and technology. They will provide feedback to the KCS Program team.

Front 158

Identify the considerations for selecting the KCS Pilot Team.

Back 158

Team should possess the ability to influence others, as their success with KCS will encourage others to participate. They will support the change and eventually may serve as KCS coaches.

Front 159

Define the six steps of a KCS Adoption Program.

Back 159

1. Assessment of the Current State

2. Design the foundation

3. Acquisition of tools

4. Development of the KCS Pilot Team

5. Organization of KCS Waves

6. Evolution

Front 160

Define a flow and wave matrix.

Back 160

A map that describes the flow of incidents within the support organization between support teams and support partners.

Front 161

Explain the purpose of a flow and wave matrix.

Back 161

Minimize risk and maximize success; identify who needs to be trained; identify with whom one must communicate; and serve as input for selecting the pilot team and defining the implementation waves.

Front 162

Once the Flow and Wave matrix information has been collected what three factors will influence the selection of the KCS Pilot team?

Back 162

1. Impact2. Risk3. Influence

Front 163

Define Ditch.

Back 163

Known to produce negative results or not produce a desired result.

Front 164

Explain why it is important to recognize ditches.

Back 164

Ditches are like warning signs along the road; when the driver adjusts their driving based on the signs, the probability of success is increased.