Knowledge Management Process
ITIL® 2011 Service Transition Process and Policy Pack v2 ©CertiKit ITIL is a registered trade mark of AXELOS Limited
Knowledge Management Process
Implementation guidance The header page and this section, up to and including Disclaimer, must be removed from the final version of the document. For more details on replacing the logo, yellow highlighted text, and certain generic terms, see the Completion Instructions document.
Purpose of this document This document sets out the Knowledge Management process including flowchart, activities, reporting and roles and responsibilities.
Areas of the ITIL® Framework addressed The following areas of the ITIL Framework are addressed by this document: •
Service Transition: Knowledge Management
General guidance Knowledge management is a process that is used across most if not all of the processes of the service lifecycle, from strategy management through to CSI. At its core is the creation of the service knowledge management system (SKMS) which holds all of the information to do with all services in the portfolio. This is a potentially significant piece of work which, due to its size, should usually be approached as a staged undertaking. Defining the initial scope of the SKMS is important as is the set of tools that will be used to bring it all together. There may be some investment in software required and this should be approached carefully; there is some benefit in having a single place for knowledge, but this can be very hard (and time-consuming) to achieve. There are often multiple options for the hosting of knowledge, each with their own pros and cons and the integration of several platforms can be problematic. All in all, knowledge management is well worthwhile for the benefits it can potentially bring to the development and ongoing support of services, but it needs to be approached with caution and a long-term perspective.
Review frequency We would recommend that this document is reviewed annually.
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Contents 1
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Introduction ............................................................................................................... 9 1.1
Vision statement.......................................................................................................... 9
1.2
Purpose ....................................................................................................................... 9
1.3
Objectives.................................................................................................................... 9
1.4
Scope ........................................................................................................................ 10
Knowledge management process ............................................................................. 11 2.1
Overview and process diagram ................................................................................... 11
2.2
Process triggers.......................................................................................................... 12
2.3
Process inputs............................................................................................................ 13
2.4
Process activities........................................................................................................ 13
2.4.1 2.4.2 2.4.3 2.4.4
2.5
Process outputs ......................................................................................................... 16
2.6
Knowledge management tools ................................................................................... 16
2.6.1 2.6.2 2.6.3 2.6.4 2.6.5 2.6.6 2.6.7 2.6.8
2.7 2.7.1 2.7.2 2.7.3 2.7.4 2.7.5
3
Knowledge management strategy ............................................................................................. 13 Perform knowledge transfer ...................................................................................................... 14 Manage data, information and knowledge ................................................................................ 15 Use the SKMS ............................................................................................................................ 16
Service desk system................................................................................................................... 16 Query and analysis tools ............................................................................................................ 17 Reporting tools .......................................................................................................................... 17 Performance management tools ............................................................................................... 17 Modelling tools ......................................................................................................................... 17 Monitoring and alerting tools .................................................................................................... 17 Information integration tools .................................................................................................... 17 Configuration management system ........................................................................................... 18
Communication and training ...................................................................................... 18 Communication with information and knowledge providers ..................................................... 18 Communication with knowledge consumers ............................................................................. 18 Communication with projects .................................................................................................... 18 Process performance ................................................................................................................. 19 Training for knowledge management ........................................................................................ 19
Roles and responsibilities ......................................................................................... 20 3.1
Operational roles ....................................................................................................... 20
3.2
RACI matrix................................................................................................................ 20
3.3
Knowledge management process owner .................................................................... 20
3.4
Knowledge management process manager ................................................................. 21
3.5
Knowledge management process practitioner/librarian .............................................. 22
3.6
Knowledge creator ..................................................................................................... 22
4
Associated documentation ....................................................................................... 23
5
Interfaces and dependencies .................................................................................... 24 5.1
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Other service management processes ........................................................................ 24
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5.2
6
7
8
Business processes ..................................................................................................... 26
Process measurements and metrics ......................................................................... 27 6.1
Critical success factors................................................................................................ 27
6.2
Key performance indicators........................................................................................ 27
6.3
Process reviews and audits......................................................................................... 28
Process reporting ..................................................................................................... 29 7.1
Process reports .......................................................................................................... 29
7.2
Operational reports ................................................................................................... 30
Glossary, abbreviations and references .................................................................... 31 8.1
Glossary..................................................................................................................... 31
8.2
Abbreviations ............................................................................................................ 32
8.3
References................................................................................................................. 33
Figures Figure 1: Knowledge management activities ............................................................................... 11
Tables Table 1: RACI matrix ................................................................................................................... 20 Table 2: Associated documentation ............................................................................................ 23 Table 3: Interfaces with other service management processes .................................................... 25 Table 4: Interfaces with business processes ................................................................................ 26 Table 5: Critical success factors ................................................................................................... 27 Table 6: Key performance indicators ........................................................................................... 27 Table 7: Process reports ............................................................................................................. 30 Table 8: Operational reports ...................................................................................................... 30 Table 9: Glossary of relevant terms............................................................................................. 32
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1 Introduction 1.1 Vision statement The vision of [Service Provider] in the area of service management is as follows: [Insert the vision statement defined as part of service strategy] This process forms a key part of the realisation of that vision.
1.2 Purpose This document defines how the process of knowledge management is implemented within [Organization Name]. The purpose of the knowledge management process according to ITIL® is:
“… to share perspectives, ideas, experience and information; to ensure that these are available in the right place at the right time to enable informed decisions; and to improve efficiency by reducing the need to rediscover knowledge.”
Source: ITIL Service Transition Book 2011. Copyright © AXELOS Limited 2011. Reproduced under license from AXELOS.
1.3 Objectives The objectives of the knowledge management process are to: • • • •
Ensure that the right information and knowledge is available to the right people at the right time and in the most appropriate format Help to achieve the levels of utility and warranty required from a new or changed service by ensuring that knowledge transfer is achieved effectively during transition Provide knowledge for use in management decision-making leading to an improvement in the delivery of services Create and maintain a service knowledge management system (SKMS) that integrates various knowledge sources into an accessible but secure tool that encompasses the scope of the implementation
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Identify and capture valuable knowledge that can be shared across the service lifecycle and reduce dependencies on individuals
1.4 Scope The scope of this process is defined according to the following parameters: • • • •
Organizational o [List organizations and parts of those organizations covered] Geographical o [List locations from which requests for change will be accepted and managed] Services o [Define the services covered by the process] Technical o [If necessary, cover the technology that may give rise to changes managed via this process]
The following areas are specifically excluded from this process: [Describe any areas that need to be clearly stated as outside the scope]
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2 Knowledge management process 2.1 Overview and process diagram The main activities of knowledge management are shown in Figure 1 and summarised below.
Figure 1: Knowledge management activities
Source: based on ITIL Service Transition Book 2011. Copyright © AXELOS Limited 2011. Reproduced under license from AXELOS
Although each activity is shown in Figure 1 as following on from the previous one, knowledge management actually takes place across a broad spectrum of projects, services and other IT-related functions. The full process may be followed for large projects, such as the introduction of a new ERP system, but equally each activity may be undertaken in isolation on a day-to-day basis for established services. The first step in establishing a knowledge management process will be to define the strategic approach that will be taken within [Organization Name]. Knowledge exists within all of the processes of service management but is created, stored and used in many different ways. The purpose of the strategy is to provide clear direction for how the
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different sources of knowledge will be brought together to enhance the organization’s overall capability in the delivery of services. Knowledge transfer will take place at various times and within various parts of the IT service management lifecycle but is particularly intensive during service transition. This will involve the identification of the knowledge required by specific groups and the delivery of this knowledge via an appropriate mix of transfer methods, such as classroom training, webinars, manuals and increasingly social media. The management of data, information and knowledge activity is where the detail is decided of how the specific requirements of the organization will be delivered. This includes how data, information and knowledge will be identified, stored, accessed, changed, protected and deleted and the information architecture and supporting procedures that will allow this to happen. Consideration must also be given to how the SKMS will be used by those that have access to it. This should aim to make the knowledge as relevant and accessible as possible within the context of the business process being carried out by the user.
2.2 Process triggers Due to its general scope of applicability, the knowledge management process is initiated at different stages by a wide variety of triggers, including the following: •
•
•
•
Knowledge Management Strategy o Management intention to maximise the use and re-use of organizational knowledge o Initiation of a major project that requires a more structured approach to knowledge management to be taken Knowledge Transfer o Transition of a new or changed service (usually as part of a project) o As part of the initial training of a new starter o Initiation of a cross-training exercise to reduce risk in a specific area e.g. for security or business continuity reasons o A user awareness campaign is required to prevent security breaches from phishing or similar techniques Manage data, information and knowledge o Scheduled tasks to review the accuracy and suitability of existing knowledge o Introduction of additional information sources o Continual improvement activities Use the SKMS o Diagnosis of incidents related to a service o Assessment of RFCs as part of the change management process o Request for performance figures for input to a service level review
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o Access to capacity information as part of service design activities for a new service
2.3 Process inputs The process of knowledge management requires a large number of inputs from most of the areas of service management in order to be able to function effectively. These will typically include: • • • • •
Requirements for knowledge management in terms of scope, usability, accessibility etc. Details of the information available, including how it is stored, frequency of creation/update, format etc. Contact information for people responsible for maintaining the sources of information referenced by the SKMS Legal, regulatory and contractual requirements for the collection, storage, retrieval and deletion of information Information about the resources available to knowledge management including financial, human, physical and technical
2.4 Process activities The individual process activities at each step are detailed as follows.
2.4.1 Knowledge management strategy The establishment of a knowledge management strategy will be a one-off exercise designed to define how knowledge will be captured and managed within [Organization Name]. This strategy will then be revisited on an annual basis to ensure that it remains valid and relevant to our changing environment. The strategy will require firm management support and commitment and will establish and document the following items: • • • •
The scope of knowledge management in the initial and subsequent phases of the project, ideally with timescales An outline plan for the introduction of knowledge management to fit in with the defined scope and any known business or IT changes that may affect its timing Funding for the initial implementation project and for the ongoing management of the SKMS over a defined period of time The level of resources that will be dedicated to the process of knowledge management, both on a part-time and full-time basis
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Any constraints that will be applied to the introduction of more formal knowledge management processes and procedures The preferred technology platform(s) that should be adopted when designing the SKMS e.g. databases, query tools, presentation methods
The strategy may refer to this process document where appropriate.
2.4.2 Perform knowledge transfer Knowledge transfer is an ongoing process that typically happens on a day-to-day basis as individuals never stop learning from others. However, there are particular times when this process needs to be greatly accelerated and a significant amount of new knowledge absorbed in a relatively short space of time. The introduction of a new IT service is usually an example of this. When we introduce a new service there will be several groups of people who need to absorb new information and knowledge in different areas. These will often be: • • • •
Users: how to perform business tasks relevant to their job role using the new system IT service desk staff: how the new service works and how to address the kinds of incidents that users are likely to experience with it IT support staff: how to maintain and if necessary, change the new service in an effective way IT development staff: how to support and enhance the new service at the technical configuration or application coding level
The first step in designing an appropriate approach to knowledge transfer is to understand the gap between the current level of knowledge of the target audience and that which will be required. This may be established in several different ways including: • • • •
Use of skills questionnaires Interviews of representative people Discussion with managers Discussion with suppliers
This will result in a definition of the areas to be covered by knowledge transfer and the best ways to achieve it may then be considered, taking into account relevant factors such as the culture, level of technical ability and time availability of the audience. Various methods may be used to achieve knowledge transfer, including: • • • • •
Formal training courses On-the-job training Self-study Books Documentation
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Videos Podcasts Discussion groups Online discussion forums Posters Webinars Involvement in testing Attendance at post-project reviews (lessons learned)
The best approach is often a combination of these methods, implemented in a phased way in the run up to go live.
2.4.3 Manage data, information and knowledge The creation of the SKMS needs to be based upon a firm understanding of the requirements for data, information and knowledge and how and why it will be used. The first step therefore is to discuss with the existing users of the SKMS what information they currently have access to, where it is located and how they make use of it. Importantly, it should also be established what access controls are necessary to protect the information from unauthorized access and whether there are any restrictions on its use e.g. from copyright or licensing arrangements. Once a clear picture has been gained of the available information sources, a target information architecture can start to be defined, setting out what resources within [Organization Name] will be used. Further detail of this architecture may be found in the Knowledge Management Strategy. Subsequent to the definition of the information architecture, procedures will then be established to create the SKMS as defined and provide managed access to it. These procedures will cover many of the areas normally addressed as part of service design, including: • • • • • • •
Operational procedures, such as data transformation and querying Backup and restore Access management Housekeeping Capacity and performance Information review and maintenance Data retention and secure disposal
Once up and running, the use of the SKMS will be monitored to assess its performance within different groups and make any changes required under the control of the change management process.
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2.4.4 Use the SKMS Use of the SKMS will be encouraged throughout the organization and feedback obtained about its degree of usefulness. The SKMS itself will be subject to the knowledge transfer activities set out within this process document both upon initial introduction and on an ongoing basis for improvements and new starters. The strength of an SKMS is in providing new ways to look at information about services and a continuous effort will be made to identify additional views, reports etc. that provide an increased level of insight in support of decision-making both at operational and management level.
2.5 Process outputs The outputs of the knowledge management process will be the following: • • •
Knowledge presented in a format that is easy to use and available at the right time in the right place Greater awareness of the importance of the collection, collation and use of knowledge to deliver better services Conformance with legal, regulatory and contractual requirements with respect to the storage and retention of information
2.6 Knowledge management tools There are a number of key software tools that underpin an effective knowledge management process. These are subject to change as requirements and technology are updated and so specific systems are not described here. However, the main types of tools that play a significant part in the process within [Organization Name] are as follows.
2.6.1 Service desk system The service desk system has the capability to hold knowledge in its knowledgebase which is then available to all users performing the processes supported by the system, including incident, problem, change and service asset and configuration management. This knowledge can also be accessed by IT users via the self-service portal, so speeding up resolution times and reducing the workload of support staff.
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2.6.2 Query and analysis tools A variety of software tools may be used to extract and process data from the SKMS as part of ad-hoc investigations e.g. during problem management. These will allow the comparison and merging of data from different sources in order to provide the knowledge insights upon which effective management decisions may be based.
2.6.3 Reporting tools Regular and ad-hoc reports will be produced from the SKMS for various purposes including service level reporting, availability monitoring, security investigations and supplier performance monitoring. These tools will allow reports to be formatted in an appropriate way for the intended audience e.g. summaries and graphical output.
2.6.4 Performance management tools The performance and capacity of the infrastructure will be monitored and analysed using a set of appropriate tools which will include threshold alerting and trending capabilities.
2.6.5 Modelling tools The ability to perform “what-if” simulations on key data will provide insights into likely scenarios in areas such as performance and capacity. This will allow management to plan ahead and ensure that sufficient budget is allocated for service components that will need to be upgraded or purchased later in the financial year.
2.6.6 Monitoring and alerting tools Real-time monitoring of key data will allow actions to be taken in advance of the production of historical reports e.g. when an incident exceeds its service level target or when suspicious activity may represent an attempted security breach.
2.6.7 Information integration tools Tools will be used to proactively take different data sources and merge them together into new sources of data that may provide better management information at higher levels of the SKMS information architecture (see Figure 2). These may provide functionality for data reconciliation, manipulation and transformation also.
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2.6.8 Configuration management system The configuration management system (CMS) holds information about service assets including hardware, software and documentation and is a key component of the SKMS. The CMS itself may consist of multiple software tools such as automated inventory collection and may be interfaced with the service management system to allow incidents, problems and changes to be linked with configuration items.
2.7 Communication and training There are various forms of communication that must take place for the knowledge management process to be effective. These are described below.
2.7.1 Communication with information and knowledge providers The success of the SKMS depends upon the co-operation of the stakeholders who are responsible for collecting the data that is contained within it. This means that there will need to be regular communication between the knowledge management function and these stakeholders, both in the planning an implementation stages of the SKMS and with regard to the maintenance of it. This may be achieved via a combination of individual meetings and attendance at a knowledge management forum which will meet on a regular basis.
2.7.2 Communication with knowledge consumers In order to assess the usefulness of the knowledge contained in the SKMS and the tools used to extract it, regular communication must take place with the individuals and teams that are regular consumers of it. This communication may be via multiple methods, including face-to-face meetings, satisfaction surveys and focus groups in order to understand whether the information and knowledge provided makes them more effective and what improvements can be made over time.
2.7.3 Communication with projects For projects which are introducing new or changed services, the transfer of knowledge will be a key activity that determines whether a service is successful or not. Knowledge management will need to be involved in such projects from an early stage to ensure that the
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appropriate plans are included in the service design package. They will also need to be involved as the project moves through service transition into service operation. This will usually involve attendance at regular progress meetings and in the relevant project work streams during the life of the project.
2.7.4 Process performance It is important that the performance of the knowledge management process is monitored and reported upon on a regular basis in order to assess whether the process is operating as expected. The content of performance reports is set out in section 6 of this document, but it is vital that the reports are not only produced but are also communicated to the appropriate audience. This will include the management of IT concerning knowledge creation, utilisation and maintenance. Depending on the health of the process it may be appropriate to hold regular meetings with IT management to discuss the performance and agree any actions to improve it.
2.7.5 Training for knowledge management In addition to a well-defined process and appropriate software tools it is essential that the people aspects of knowledge management are adequately addressed. The process requires that training be provided to all participants in order that it runs as smoothly as possible. The main areas in which training will be required for knowledge management are as follows. • • •
The knowledge management process itself, including the activities, roles and responsibilities involved Knowledge management software such as the query and reporting tools, knowledge base and configuration management system Methods for keeping the SKMS up to date, including the addition of new knowledge items and deletion of ones that are no longer relevant
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3 Roles and responsibilities This section describes the main operational roles involved in the knowledge management process, their interaction with the process and their detailed responsibilities.
3.1 Operational roles The following main roles participate in the knowledge management process: • • • •
Process Owner Process Manager Process Practitioner Knowledge Creator
There will also be interaction with IT and business management at various points in the process.
3.2 RACI matrix The table below clarifies the responsibilities of these roles at each step of the knowledge management process using the RACI system, i.e.: • •
• •
R: Responsible A: Accountable
STEP
PROCESS OWNER
Knowledge Management Strategy
C: Consulted I: Informed
PROCESS MANAGER
PROCESS PRACTITIONER
KNOWLEDGE CREATOR
A/R
C
C
C
Perform Knowledge Transfer
I
A
R
C
Manage Data, Information and Knowledge
I
A
R
R
Use the SKMS
I
A
R
R
Table 1: RACI matrix
3.3 Knowledge management process owner The responsibilities of the knowledge management process owner are: •
Sponsoring, designing and change managing the process and its metrics
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Defining the process strategy Assisting with process design Ensuring that appropriate process documentation is available and current Defining appropriate policies and standards to be employed throughout the process Periodically auditing the process to ensure compliance to policy and standards Periodically reviewing the process strategy to ensure that it is still appropriate and change as required Communicating process information or changes as appropriate to ensure awareness Providing process resources to support activities required throughout the service lifecycle Ensuring process technicians have the required knowledge and the required technical and business understanding to deliver the process and understand their role in the process Reviewing opportunities for process enhancements and for improving the efficiency and effectiveness of the process Addressing issues with the running of the process Identifying improvement opportunities for inclusion in the CSI register Making improvements to the process Working with other process owners to ensure there is an integrated approach to knowledge management Creating overall architecture for identification, capture and maintenance of knowledge within the organization
Source: ITIL Service Transition Book 2011. Copyright © AXELOS Limited 2011. Reproduced under license from AXELOS.
3.4 Knowledge management process manager The responsibilities of the knowledge management process manager are: • • • • • • • • • • •
Working with the process owner to plan and co-ordinate all process activities Ensuring all activities are carried out as required throughout the service lifecycle Appointing people to the required roles Managing resources assigned to the process Working with service owners and other process managers to ensure the smooth running of services Monitoring and reporting on process performance Identifying improvement opportunities for inclusion in the CSI register Working with the CSI manager and process owner to review and prioritise improvements in the CSI register Making improvements to the process implementation Planning and managing support for knowledge management tools and processes Coordinating interfaces between knowledge management and other service management processes
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Driving the efficiency and effectiveness of the knowledge management process Producing management information Managing the work of knowledge management staff Monitoring the effectiveness of knowledge management and making recommendations for improvement Developing and maintaining the knowledge management systems Developing and maintaining the knowledge management process and procedures Ensuring that all knowledge items are made accessible to those who need them in an efficient and effective manner Encouraging people throughout the service provider to contribute knowledge to the SKMS
Source: ITIL Service Transition Book 2011. Copyright © AXELOS Limited 2011. Reproduced under license from AXELOS.
3.5 Knowledge management process practitioner/librarian The responsibilities of the knowledge management process practitioner/librarian are: • • •
Identifying, controlling and storing any information deemed to be pertinent to the services provided that is not available by other means Maintaining controlled knowledge items to ensure that they are current, relevant and valid Monitoring publicity regarding the knowledge information to ensure that information is not duplicated and is recognised as a central source of information etc.
3.6 Knowledge creator The responsibilities of the knowledge creator are: • • •
Creation and sharing of knowledge relevant to the area in which they work Maintenance of the knowledge for which they have responsibility Removal of out-of-date knowledge items
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4 Associated documentation The following documentation is relevant to the knowledge management process and should be read in conjunction with it:
DOCUMENT
REFERENCE
VERSION
LOCATION
ITIL Service Transition Book
ISBN number 9780113313068
2011
[Network drive location]
Change Management Policy
ITILST0202
V1.0 Final
[Network drive location]
Problem Management Process
ITILSO0401
V1.0 Final
[Network drive location]
V1.0 Final
[Network drive location]
V1.0 Final
[Network drive location]
Configuration Management Process Incident Management Process
ITILSO0301
Table 2: Associated documentation
In the event that any of these items is not available please contact the knowledge management process manager.
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5 Interfaces and dependencies The knowledge management process has a number of interfaces and dependencies with other processes within service management and the business. These are outlined here and are described in further detail in the relevant procedural documentation.
5.1 Other service management processes ITIL LIFECYCLE STAGE
PROCESS
INPUTS TO KNOWLEDGE MANAGEMENT FROM THE NAMED PROCESS
OUTPUTS FROM KNOWLEDGE MANAGEMENT TO THE NAMED PROCESS
Service Strategy
Business Relationship Management
Details of stakeholders, minutes of meetings, customer satisfaction survey results
Reports on service usage by business area e.g. incidents and availability
Financial Management for IT Services
Cost models and budgets
Asset information for insurance purposes; service usage figures for hosted services
Demand Management
Patterns of business activity
Information about service usage
Strategy Management for IT Services
Plans for services
Information about existing service usage and potential new services
Service Portfolio Management
Service portfolio
Stakeholder and usage information
Information Security Management
Policies and procedures
Log information; service usage information
Availability Management
Availability figures
Configuration information
Capacity Management
Capacity and performance stats
Business and stakeholder organization and numbers
Design Coordination
Requirements for knowledge transfer
Ideas for the best way to transfer knowledge; lessons learned from previous projects
Service Catalogue Management
Service catalogue
Updates to data items in the service catalogue
Service Level Management
SLA targets; SLAs and OLAs
SLA performance information
Supplier Management
Supplier database
Supplier performance information
IT Service Continuity Management
IT service continuity plans, business impact analyses and risk assessments
Availability figures, incident trends, major incident reports
Service Design
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ITIL LIFECYCLE STAGE
PROCESS
INPUTS TO KNOWLEDGE MANAGEMENT FROM THE NAMED PROCESS
OUTPUTS FROM KNOWLEDGE MANAGEMENT TO THE NAMED PROCESS
Service Transition
Change Evaluation
Evaluation reports
Information about the effectiveness or progress of a change
Release and Deployment Management
Release and deployment plans
Change records, business calendars, configuration information
Service Asset and Configuration Management
Configuration management system (CMS)
Linked incidents, problems and changes
Service Validation and Testing
Validation and test reports
Service acceptance test plans and user requirements
Change Management
Database of changes
Impact assessments, implications for security, release and IT service continuity
Transition Planning and Support
Transition plans and progress updates
Knowledge transfer requirements and plans
Incident Management
Incident records
Known errors, incident knowledgebase, problems, configuration items
Problem Management
Problem records, known errors
Incident records, configuration information
Access Management
Access management policies and controls
User access records, user lists
Event Management
Event database and resulting incidents
Configuration information
Request Fulfilment
Service request database
Request procedures and feedback
7 Step Improvement Process
Process improvements
Requirements for improvement, details of improvements made
Service Operation
Continual Service Improvement
Table 3: Interfaces with other service management processes
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5.2 Business processes [Business processes will obviously be numerous and highly industry- and organizationspecific. We therefore recommend that you only address those that are closely linked to the process in question here.]
BUSINESS AREA
BUSINESS PROCESS
INPUTS TO KNOWLEDGE MANAGEMENT FROM THE NAMED PROCESS
OUTPUTS FROM KNOWLEDGE MANAGEMENT TO THE NAMED PROCESS
Human Resources Finance Sales and Marketing Production/ Operations Legal and Compliance Research and Development Distribution and Logistics Customer Services Purchasing Public Relations Administration [Insert further business processes here] Table 4: Interfaces with business processes
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6 Process measurements and metrics In order to determine whether the knowledge management process is working effectively and achieving what we want it to achieve, we must first define our critical success factors and identify how we will determine if they are being fulfilled.
6.1 Critical success factors The following factors are defined as critical to the success of the knowledge management process:
REF
CRITICAL SUCCESS FACTOR
CSF1
Knowledge is available to the right people at the right time to support decision-making
CSF2
Knowledge is complete and up to date
CSF3
Time to support and maintain services is reduced
CSF4
Dependence on individual’s knowledge is minimized
Table 5: Critical success factors
Achievement of these critical success factors will be measured via the use of relevant Key Performance Indicators (KPIs).
6.2 Key performance indicators The following KPIs will be used on a regular basis to evidence the successful operation of the knowledge management process:
CSF REF
KPI REF
KEY PERFORMANCE INDICATOR
CSF1
KPI1.1
Number of SKMS accesses meets targets
KPI1.2
User satisfaction ratings for the SKMS
KPI2.1
Percentage of knowledge items reviewed on time
KPI2.2
Number of knowledge items added to SKMS
KPI3.1
Length of time for knowledge transfer during early life support
KPI3.2
Number of incidents resolved via reference to the SKMS
KPI4.1
Number of undocumented knowledge items
CSF2
CSF3
CSF4
Table 6: Key performance indicators
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6.3 Process reviews and audits Reviews will be carried out by the process owner in conjunction with the process manager on a three-monthly basis to assess whether the knowledge management process is operating effectively and delivering the desired results. These reviews will have the following as input: • • • • • • •
Follow-up action list from previous reviews Relevant changes and developments within the business and IT KPI reports from the previous period Details of all complaints logged during the period Internal and external audit reports Feedback from users and customers Identified opportunities for improvement
Each review will be documented by the process owner and actions arising agreed and published. Audits will be carried out on an annual basis by the internal auditing department. The scope and timing of the audit will be agreed in advance. Recommendations from the audit will be published and actions discussed and agreed with the process owner. All actions will be followed up by the internal auditor within the agreed timescales for each action.
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7 Process reporting It is important that regular reports are produced for two main reasons: • •
To help to assess whether the knowledge management process is meeting its critical success factors (see section 6.1 above) To assist the process manager in the day-to-day management of the knowledge management process and its resourcing
These two purposes may require different views of the information available and will need to be produced at varying frequencies for differing audiences. The format of the reports produced will also be subject to regular review and amendment as requirements become clearer and the available reporting technology within the business matures. What must be avoided is the continued production of reports that are not read and serve no purpose. It is up to the process owner, in consultation with the process manager, to ensure that all reporting remains focussed and relevant. The following tables show the reports that will be produced together with their purpose, method of production, data source, audience and frequency. Some of the reports listed will be used for multiple purposes.
7.1 Process reports The following reports are produced by the process manager and are intended to help the process owner assess whether the CSFs for knowledge management are being met.
REF
REPORT TITLE
DESCRIPTION
METHOD OF PRODUCTION
DATA SOURCE
FREQ
AUDIENCE
CSFR1
Knowledge Accesses
Number of SKMS accesses
SKMS report
SKMS records
Monthly
Process Owner
CSFR2
User Satisfaction
User satisfaction ratings for the SKMS
Satisfaction survey summary report
Returned satisfaction surveys
Monthly
Process Owner
CSFR3
On Time Reviews
Percentage of knowledge items reviewed on time
Report of knowledge items not reviewed where review date is earlier than today
SKMS records
Monthly
Process Owner
CSFR4
Knowledge Added
Number of knowledge items added to SKMS
SKMS report
SKMS records
Monthly
Process Owner
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REF
REPORT TITLE
DESCRIPTION
METHOD OF PRODUCTION
DATA SOURCE
FREQ
AUDIENCE
CSFR5
Knowledge Transfer Time
Length of time for knowledge transfer during early life support
Taken from postproject review
Post-project review report
Monthly
Process Owner
CSFR6
Incident
Number of incidents resolved via reference to the SKMS
Report from service desk system
Incident database
Monthly
Process Owner
CSFR7
Missing Knowledge
Number of undocumented knowledge items
Report from spreadsheet of target knowledge items
Spreadsheet
Monthly
Process Owner
CSFR13
[Insert further reports]
Table 7: Process reports
7.2 Operational reports The following reports are to provide further ongoing operational information to the process manager. They are in addition to the relevant process reports described above.
REF
REPORT TITLE
DESCRIPTION
METHOD OF PRODUCTION
DATA SOURCE
FREQ
AUDIENCE
OPR1
SKMS Size
Number of knowledge items in the SKMS
SKMS report
SKMS records
Monthly
Change Manager
OPR2
SKMS Size by Area
Breakdown of knowledge items by area of the SKMS
SKMS report
SKMS records
Monthly
Change Manager
OPR3
Area Activity
Number of knowledge items added by area
SKMS report
SKMS records
Monthly
Change Manager
[Insert further reports] Table 8: Operational reports
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8 Glossary, abbreviations and references 8.1 Glossary For a full list of terms used and their definitions within ITIL, please refer to the back of any of the books in the ITIL Lifecycle Suite 2011. The following subset of terms is specifically relevant to this document:
TERM
MEANING
Change
The addition, modification, or removal of anything that could have an effect on IT services
Change management
The process responsible for controlling the lifecycle of all changes, enabling beneficial changes to be made with minimum disruption to IT services
Change record
A record containing the details of a change
Configuration item
Any component or other service asset that needs to be managed in order to deliver an IT service
Configuration management system
A set of tools, data and information that is used to support service asset and configuration management
Continual service improvement
A stage in the lifecycle of a service. Continual service improvement ensures that services are aligned with changing business needs by identifying and implementing improvements to IT services that support business processes
Customer
Someone who buys goods or services. The customer of an IT service provider is the person or group who defines and agrees the service level targets
Definitive media library (DML)
One or more locations in which the definitive and authorized version of all software configuration items are securely stored
Deployment
The activity responsible for the movement of new or changed hardware, software, documentation, process etc. to the live environment
Financial management
A generic term used to describe the function and processes responsible for managing an organization’s budgeting, accounting and charging requirements
Incident
An unplanned interruption to an IT service or reduction in the quality of an IT service
Incident management
The process responsible for managing the lifecycle of all incidents
IT service
A service provided by an IT service provider. An IT service is made up of a combination of information technology, people and processes
Key performance indicator
A metric that is used to help manage an IT service, process, plan, project, or other activity
Knowledge base
A logical database containing data and information used by the service knowledge management system
Knowledge management
The process responsible for sharing perspectives, ideas, experience and information and for ensuring that these are available in the right place and at the right time
Known error
A problem that has a documented root cause and a workaround
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TERM
MEANING
Known error database
A database containing all known error records
Management information
Information that is used to support decision making by managers
PostImplementation Review (PIR)
A review that take place after a change or a project has been implemented
Problem
A cause of one or more incidents
Release
One or more changes to an IT service that are built, tested and deployed together
Request for change (RFC)
A formal proposal for a change to be made
Service desk
The single point of contact between the service provider and the users
Service knowledge management system (SKMS)
A set of tools and databases that is used to manage knowledge, information and data
Service level agreement
An agreement between an IT service provider and a customer
Stakeholder
A person who has an interest in an organization, project, IT service etc.
User
A person who uses the IT service on a day-to-day basis. Users are distinct from customers, as some customers do not use the IT service directly
Vision
A description of what the organization intends to become in the future
Table 9: Glossary of relevant terms
Based on ITIL Service Transition Book 2011. Copyright © AXELOS Limited 2011. Reproduced under license from AXELOS.
8.2 Abbreviations The following abbreviations are used in this document: • • • • • • • • • •
CI: Configuration Item CMDB: Configuration Management Database CMS: Configuration Management System CSF: Critical Success Factor CSI: Continual Service Improvement DML: Definitive Media Library ERP: Enterprise Resource Planning IT: Information Technology ITIL: Information Technology Infrastructure Library KPI: Key Performance Indicator
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OLA: Operational Level Agreement RFC: Request for Change SKMS: Service Knowledge Management System SLA: Service Level Agreement
8.3 References The following sources have been used in the creation of this process document and should be consulted for more information on particular aspects of it: • • • • •
ITIL Service Transition Book 2011. Copyright © AXELOS Limited 2011 [Organization Name] IT organization structure, published dd/mm/yyyy [Organization Name] Business Strategy yyyy-yyyy [Organization Name] IT Strategy yyyy-yyyy [Organization Name] IT Service Management Strategy yyyy-yyyy
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