Skip to main content

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 built on the knowledge that is gathered from the designers, engineers and support staff.  Knowledge must be stored, protected and shared to create a culture of quality among the staff of your organization.

Many people think you can deliver this quality by compartmentalizing the different components in the delivery chain, siloing the different processes and technologies.  Continual service improvement isn’t about putting a bunch of smart people in a room and designing some new infrastructure or service.  It requires skills that are difficult to attain.  It’s about people being immersed in the day to day activities of the entire organization and utilizing and sharing the knowledge that is developed by these processes and functions. In some future discussions we will talk about the methods and best practices on how to we can capture and share our knowledge to continually meet our customers changing needs.

Comments

Popular posts from this blog

What is the difference between Process Owner, Process Manager and Process Practitioner?

I was recently asked to clarify the roles of the Process Owner, Process Manager and Process Practitioner and wanted to share this with you.

Roles and Responsibilities:
Process Owner – this individual is “Accountable” for the process. They are the goto person and represent this process across the entire organization. They will ensure that the process is clearly defined, designed and documented. They will ensure that the process has a set of Policies for governance.Example: The process owner for Incident management will ensure that all of the activities to Identify, Record, Categorize, Investigate, … all the way to closing the incident are defined and documented with clearly defined roles, responsibilities, handoffs, and deliverables. An example of a policy in could be… “All Incidents must be logged”. Policies are rules that govern the process. Process Owner ensures that all Process activities, (what to do), Procedures (details on how to perform the activity) and the policies (r…

How Does ITIL Help in the Management of the SDLC?

I was recently asked how ITIL helps in the management of the SDLC (Software Development Lifecycle).  Simply put... SDLC is a Lifecycle approach to produce the software or the "product".  ITIL is a Lifecycle approach that focuses on the "service".
I’ll start by reviewing both SDLC and ITIL Lifecycles and then summarize:
SDLC  -  The intent of an SDLC process is to help produce a product that is cost-efficient, effective and of high quality. Once an application is created, the SDLC maps the proper deployment of the software into the live environment. The SDLC methodology usually contains the following stages: Analysis (requirements and design), construction, testing, release and maintenance.  The focus here is on the Software.  Most organizations will use an Agile or Waterfall approach to implement the software through the Software Development Lifecycle.
ITIL  -  is a best practice for IT service management (ITSM) that focuses on aligning IT services with the needs …

ITIL 4 – Mapping the Customer Journey

All service providers are in the business of customer and user experience. It is not enough to compete on products and services, how services are delivered is as important as what is delivered.

The customer journey is the complete end-to-end experience customers have with one or more service providers and/or their products through the touchpoints and service interactions with those providers. In order to focus on the outcomes and on the customer/user experience, service providers are seeking to master the art of mapping their customer journey. Doing so allows them to maximize stakeholder value through co-creation of value throughout the entire value chain.

The customer journey begins by understanding the overall macro-level of steps or groups of activities that generate the need for interaction between the customer and the service provider. These activities begin at “Explore” and end with “Realize” where the value is actually being consumed by the end-users.
The Band of Visibility