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Showing posts with the label Knowledge Management

Why RCV?

I was recently asked the following: “I want to take the “Release, Control and Validation” (RCV) class.  As a Release Manager, I know it will help but I need to justify this for my manager.  What is the value of taking this class?” Every organization can be effective with release and deployments.  What is needed today is for us not only to get the job done but to do it efficiently.  Efficiency infers that we deliver value, but that we design and deliver services, BETTER, MORE, FASTER THAN EVER BEFORE and at the same time we are being COST effective. The role of Release Manager, although it is central to the release and deployment process, is much broader in scope than many organizations or managers realize.  This role in Best Practice is separate from Change Manager and from the actual Validation and Testing Manager or even the Change Evaluation role.   Frequently these roles will be assigned to one or more persons.  It does not mean that you have to open several new req's

Service through Knowledge Management

I believe that a service provider can improve by choosing to follow best practices from ITIL, Lean, Agile and more.  That said I also believe that Knowledge Management will be the glue that ties in all together. Knowledge is required to deliver maximum results.  Knowledge Management ensures the right knowledge to the right people at the right time.  Think about yours or your customers service provisioning model.  How much time, money and resources is spent because of the lack of knowledge at the right time?  How frequently do we need information or access to the information and it is NOT available?  Not only is information not available when we need it, but sometimes it is replicated in many ways in many different places so that there is no real way to determine the definitive source.  It is difficult to get management control over the outcomes of an organization when the knowledge is out of control.  Knowledge Management is required throughout the Service Lifecycle.  A few exampl

The Whitehouse - Transitioning of Power to the New Administration

So the election is over and we move into the transitioning of power to the new administration. This doesn’t officially happen until January 20 th 2017. President elect Trump met with President Obama and so begins the transfer of Data, Information, Knowledge and Wisdom. So with such a short time the transfer between the transition teams and the operational teams has to happen quickly, efficiently and effectively.  This transfer of power has happened 43 times in our nation’s history with 11 happening so far in the postmodern era and the Obama to Trump administration being the twelfth. Can you say change model? The ability to have this smooth transition rests to a significant extent on the ability of those involved to be able to respond to existing circumstances, their ability to understand the situation as it currently exists along with any options that may be available, along with the known consequences and benefits.  The quality, relevance and accessibility of this knowledge

CSI & Knowledge

Stuart Rance wrote in a blog  “Knowledge only has value when it is available to someone, either because they remember it or because they are guided towards it at the time they need it”.   One of the key elements in support of CSI is Knowledge Management. An organization must continually gather knowledge about its services and support processes in order to look for trends, find improvement opportunities and develop strategies that will move them into the future.  The philosopher and essayist George Santayana wrote,  “Those that cannot remember the past are doomed to repeat it”. In today’s reality of increased rates of change, increased employee turnover, increased access to information and greater market completion it is ever more critical to build meaningful knowledge bases that allow an organization can create and capture value by insuring that data, information, knowledge and wisdom are being brought forward to benefit how and what the ITSM organization does to support bus

The Best of CSI, Part 1

  We conclude our "Best of" blog series with Continual Service Improvement.   CSI and the 7 Step Improvement Process Originally Published on January 24, 2012 I would like to revisit the 7 step improvement process from the perspective of CSI, since there has been a slight (logical) modification to it.   The concept of measurement, what we measure, gathering the data , processing it into understandable formats and then being able to analyze it, is fundamental in our ability to perform (CSI)   Continual Service   Improvement as an overall vision and in support of the business need and the underpinning of tactical and operational goals. 1. Identify the strategy for improvement: (Plan) Talk to the business, to your customers and to IT management.   Utilize your service catalog and the associated service level requirements to define a starting point.   The question “What is important to the business?” must be answered.   Look to the corporate vision, mission, goals

Managing Knowledge

I recently had the opportunity to chat with a practitioner about the importance of knowledge management and had to smile when she declared that ‘knowledge management is back.’ The premise of the comment was that early attempts at knowledge management were unsuccessful as organizations seemed to think that the knowledge was going to ‘magically’ appear. Gartner speaks to the fact that organizations also often focused on collecting knowledge, rather than dispersing it. It has taken the IT industry a while to understand that there needs to be a strategy for knowledge management that culminates in the right information being delivered to the right place or person at the right time. Doing that successfully requires a process, methods, policies, procedures, tools, and metrics. Another consideration is the shifting of generations in the workforce. Think about it. How do young – or young at heart – people solve problems today? They Google or Tweet and draw upon the knowledge and exp

The Wisdom Journal

Over my years of teaching and training I have found that some of what I once knew and learned has slipped away due to age (as it does to most of us!) and due to learning new pieces of data, information, knowledge and especially wisdom (D-I-K-W). So many years ago I began to put together a collection of D-I-K-W that I thought was excellent to keep but just could no longer store in my brain. I bought a sturdy, blank, lined journal to begin putting together what has become my “Wisdom Journal”. I began to collect techniques, approaches, bulleted lists, terminology, tables, tools, methods and anything else that I thought might be useful at some point in the future. I did not really seek out particular information I simply “collected” it as I came along it in my research, class preparation or reading. Examples of the D-I-K-W I collected included information on paradigms, requirements gathering, RACI, organizational change methods, business process re-engineering, reasoning (induction

Knowledge Management - the "why"

When I teach, I like to talk about knowledge and wisdom and the value that they bring to the organizational table.   A lot of the time people give me a quizzical look, Knowledge? Wisdom?   Where is this conversation going?   I ask people how they capture the knowledge or do they even capture the knowledge that is gained when they develop a new service, application or when some new technology is introduced into their live environment. Although what we deliver can sometimes be intangible (availability, capacity, security) it is very complex and can take years to build up the know-how on how to deliver these elements and continually meet the changing needs of our customers.    However you need knowledge, born from experience, to solve problems, to always improve, to use your wisdom to answer the question of why should we make one choice over another? Like any other organization we must brand the product we deliver.   This brand will then garner a reputation; the reputation will be b

Knowledge Management - the "what"

George Santayana, the Spanish American philosopher, wrote the famous saying, “Those who cannot remember the past are condemned to repeat it.”   This really is the underlying basis for the process of knowledge management.   It plays a key role in CSI but data must be captured in each of the service lifecycle stages.   This D ata capture must then be processed into I nformation, synthesize the information into K nowledge and applied to the context of the environment we are supporting to create W isdom.   This is known as the Data-to-information-to-Knowledge-to-Wisdom structure. DIKW.   Wisdom (not repeating the past) will allow us to make more informed & better decisions around improvements in our processes, functions and services. The purpose of knowledge management process is to quantify all of this D-I-K-W and then to share perspectives, ideas, experiences and information at the right time in the right place with the right people to enable informed decisions efficiently by no

The Consumerization of IT

How many of our colleagues use their own personal devices for business purposes? Now, here’s the burning question. How many employers are aware that they are using those devices? Employees using personal devices at work are part of a growing revolution known as the consumerization of IT, or bring your own technology (BYOT). According to a recent Unisys-IDC study, workers reported that they are using smart phones, laptops and mobile phones in the workplace at nearly twice the rate reported by employers. This disconnect between what workers are doing and what IT leaders believe is happening is echoed in a recent survey of IT security professionals which highlighted the security and management threats posed by the growing use of personal devices like smart phones on corporate networks. About 40 percent of IT security decision makers in the Cisco-sponsored survey said they had experienced a breach or loss of information due to an unsupported network device. So what’s an IT organization t

Knowledge Management and Social Networking

I was recently asked a very thought provoking question about the importance of social networking to knowledge management? Social networking is having a wide and varied impact on ITSM as a whole. As with all new and emerging technologies,  organizations must develop strategies on how social networking will be incorporated into their environment. Policies must be established that define what will and will not be allowed in the corporate arena. Within the knowledge management process,  many organizations are embracing the use of social networking technologies but doing so with caution. Once knowledge is posted on the web, it can take on a life of it’s own. There must be internal security policies that insure that proprietry knowledge does not become available to the public. These policies should address the appropriate use of the technology as well as appropriate staff behavior.  Policies and procedures should also be defined for filtering, validating and controlling any knowledge tha

Knowledge Management and Social Networking

My students often ask about new advances in Knowledge Management. While Knowledge Management is not a new topic, it seems that there are still many challenges in implementing and managing this important process. I was discussing this topic with an academic colleague last week, Dr. Stuart Diaz Galup of Florida Atlantic University. He explained that "Knowledge Management" is often confused with "Information Management". I thought that was a very astute observation. According to ITIL V3, "information" puts data in context; "knowledge" adds experience, ideas, insights and value to information. So how can organizations evolve into managing "knowledge" instead of "information? Dr. Galup's observation brought me back to thinking about social networking and Knowledge Management. The introduction and acceptance of Wikis ( wikipedia ) has encouraged collaborative knowledge in that individuals can contribute their expertise to create or u

The Question

One of the most important tools in the toolbox for implementing Service Management is “ The Question ”. Effective questioning can help make both a new and existing implementation more successful. Good questioning techniques take practice and knowledge like many other skills. It can take years to move questioning from a skill to a talent. But learning how to ask and answer questions is a valuable instrument. Questions go beyond just the closed (specific answer) and open (subjective or broad answer). Questions can fall into several other categories and each should be approached in different ways: INDUCTIVE : there are designed to aggregate information and will be used effectively in Incident Management; Problem Management and Change Management. How do a set of Incidents correlate? DEDUCTIVE : these are designed to break down or decompose information and will be used effectively in Problem Management and Service Level Management. What are the elements that make up an existing service? ABD