© 2004 emc corporation. all rights reserved. 111 the horizon is around the corner erich zirnhelt...
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© 2004 EMC Corporation. All rights reserved. 111
The Horizon is Around the Corner
Erich ZirnheltLivia Wilson
© 2004 EMC Corporation. All rights reserved. 22
Industry Perspective – Where we fit
Three types of Support Needs:
Commodity/Component
Application Systems
• Over 85% redundancy• KCS not applicable• Seed and Feed Strategy• Web-based support optimal
• Over 60% “how to’s”• Many hand-holding interactions
required• Less volatility – complexity drive by
layers (i.e. OS/dependent components/compatibility
• Release –driven KM strategy (cost driven down with release maturity)
• High – content reuse
• Complexity plus volatility driven by customer environments
• Costs driven by exceptions not trends
• Symptoms and causes classifications are in different areas – reporting skewed
• Skill matrices not maintainable
NowSoon
© 2004 EMC Corporation. All rights reserved. 33
Business Concept : Opportunity and Background
Opportunity Statement:
Enable the support organization to support enterprise customers with:
• Less escalations and critical situations
• Up-to-date knowledge about emerging products
• Lower resource burden for legacy/mature products
• No redundant effort
• Less management intervention
The business needed a new way to FOCUS on its work.
Background: EMC Software Group's Legato Software Support is a successful Knowledge-
Centered Support organization.
High complexity/medium volume, systems support business
Over 80 products, 80% mature, 20% driving large resource burden
Resources for managing knowledge not available
Momentum for being proactive was lost
Resources over-occupied with working cases and management as traffic cops
© 2004 EMC Corporation. All rights reserved. 44
High level ISN Illustration – It Ties it Together – Creates Focus
KnowledgeManagement
ResourceManagement
PerformanceManagement
IntegratedSolutionNetwork
Just In Time - Expertise AccessRegulated Collaboration using Profiles
Case Impact ValuesReputation Model
Knowledge NormalizationEconomic Model
© 2004 EMC Corporation. All rights reserved. 55
Business Context:
People realize all cases are not created equal and …
learning is a key performance driver but …
don’t have a means to…
value case work, and learning appropriately.
Value Proposition:What if:
1. We valued cases according to the impact of the problem (how complex, how severe, how much learning it drives)
2. We could let people “cherry pick” which cases they could best solve
3. We could tell engineering which problems had the greatest impact on our business – and how much it would cost us - if they don’t fix them
4. We could ensure problems were resolved in the most effective way by the most appropriate resource every time
5. We had a new valuation model for work that is not based on the “old way” of thinking about support
Business Context & Value Proposition
© 2004 EMC Corporation. All rights reserved. 66
Traditional Metrics - Cases
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Traditional Metrics - Calls
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Successful KCS Adoption
0%
90%
1 2 3 4 5 6 7 8 9
10
11
12 1 2 3 4 5 6 7 8 9
10
11
12 1 2 3 4 5 6 7 8 9
10
11
12 1 2
2002 2003 2004 2005
Ra
tio
Ca
se
Lin
ke
d t
o K
B C
on
ten
t
No Link
Linked
© 2004 EMC Corporation. All rights reserved. 99
Old Thinking
Good knowledge “use” statistics are good news - People going through the motions
Work is measured by time and quantity (content and cases in same model)
We are victims– Have a hard time justifying additional resources– Don’t get training early enough– Have to support “unqualified” Configurations– Are not a strategic resource
© 2004 EMC Corporation. All rights reserved. 1010
KCS Strategic Objectives
Connection of New to Known
ACT
Identify and solve problem – look for
resolution connections
Integration of Context and
Content
Proficiency
Development
Improve
Analyze impact
normalize content/process
Aligned
Stakeholder Values
Outcomes in Statistical
Control
Rethink
Determines how to reset capacity of
system
Mature Products
Front line/Customer TeamsEmerging Products
QA, Support Planners, SMEs
© 2004 EMC Corporation. All rights reserved. 1111
New Thinking
Quantify value of issue – Impact from all stakeholder perspectives
• Severity, customer value, product and problem
Pull people into it efficiently– They are the best judge of relevance to their expertise– Let people who want to know – learn– Team approach new problems
Work the problem properly– Triage to get on right path, set relief, keep track of value
Quantify problems not cases
© 2004 EMC Corporation. All rights reserved. 1212
Create Resolution Paths
Connection Refuse
(KB66675)
Connection Timeout
(KB66170)
QS: IP Naming(KB65924)
IP Naming(KB65924)
RAP not in Remote Access list (KB65998)
IP Naming(KB65924)
Client Alias (KB65871)
Remote Access Client
(KB65997)
Server file usage(KB66110)
RAP: Unable to extract resources
(KB66255)
IP Naming(KB65924)
Client Alias (KB65871)
Network Configuration
(KB65894)
Composite Hostid(KB14798)
Link to Admin Guide #p65
Cannot Request Command Execution (KB66555)
QS: Backup fails with RSH
(KB30502)
IP Naming(KB65924)
QS: Network Configuration
(Legato65894)
Unable to Send(KB65873)
Inactivity Timeout(KB66134)
IP Naming(KB65924)
Modify Inactivity Timeout attribute
(KB33022)
Client Alias (KB65871)
Network Configuration
(KB65894)
Access Violation on Unknown Host
(KB65870)
IP Naming(KB65924)
Client Alias (KB65871)
NIC (KB65894)
TCP/IP (KB13178)
Client Alias (Legato65871)
Network Issues
Instead of separate content objects and focusing on content “standard”– work on the “logic”
© 2004 EMC Corporation. All rights reserved. 1313
Set Single Focus Indicator – at a system level
Determine potential impact at case creation– 3 dimensions (only one is set through case worker)
• ? Complexity– Single-product environment – problem-based– Multiple-product – product-based
• ! Problem Impact (Severity) set through case worker by customer• $ Customer importance
Assess actual impact over time – Degrade value over time (using principles of games theory)
• Level of erosion based on “gravity” of situation• Relief status slows down erosion• False relief resets from original point• Share value with participants
Case Value
Case Value
Time
Cost (value lost)
Sensitive P
roduct
Hot Custo
mer
Severity 1
Complexity
Severity
Customer
Importance
© 2004 EMC Corporation. All rights reserved. 1414
Knowledge Economy – How does it focus?
$$ !! ??
Customer Value Severity Value Product Value
25% 25% 50%
Premier or Compliant ATSP
60% Sev 1 100% Low Complexity
20%
Other ATSP 40% Sev 2 90% Medium Complexity
40%
Basic 20% Sev 3 45% High Complexity
80%
Strategic Acct 0 / 20% Sev 4 10%
Relevance
Critical or Hot Site 0 / 20% Sev 1 Sensitivity 0 / 20%
Set by PTS or Sales Set by Customer Set by Support Planners
Determined by Case Owner
The calculated value is done by the system – not the user
© 2004 EMC Corporation. All rights reserved. 1515
Case Value Examples
0
100
200
300
400
500
600
700
800
900
1000
9/21
/04
9/23
/04
9/25
/04
9/27
/04
9/29
/04
10/01
/04
10/03
/04
10/05
/04
10/07
/04
10/09
/04
10/11
/04
10/13
/04
10/15
/04
10/17
/04
10/19
/04
Cas
e V
alu
e
Case ACreated Sev 1Closed Sev 2Day 1 Loss: 41.6Total Loss: 155.7
Case BCreated Sev 2Closed Sev 2Sensitive ProductDay 1 Loss: 119.6Total Loss: 824.0
Case CCreated Sev 3Closed Sev 3Day 1 Loss: 30.7Total Loss: 153.6
© 2004 EMC Corporation. All rights reserved. 1616
Strategy For Adoption
1. Define and Document1. Principles2. Use Case
2. Socialize1. Tiger teams2. Roundtables3. Brown bags
3. Trend in background to build history
4. Play a hand for free
5. Set targets bottom up
6. Socialize and Create pull
7. Keep score and replay
© 2004 EMC Corporation. All rights reserved. 1717
Results
Teams look at workload based on cumulative impact not volume – daily huddles
Management does not get blind sighted with:– Sales initiatives trying to cut in line– Hot Sites coming from the top-down– Comparison between teams’ perceived “productivity”
People working few hard cases versus lots of easy cases don’t feel slighted
No hiding behind lots of cases which are mostly in relief status
– Junior people handle administrative work and closure
© 2004 EMC Corporation. All rights reserved. 1818
Next Stage
Teams build equity from cases worked effectively– Have senior people earn equity at a domain instead of case level– Have junior people on team for triage, case closure and leg work– Motivated to have them worked on the web and with lowest cost
touch point
Team share best practices for working complex and high volume queues
Engineering and sales get projected cost views for problems they introduce
– Problem Id’s are associated at back end of workflow– No more arbitrary categorization of cases at front end
© 2004 EMC Corporation. All rights reserved. 1919
Strategy and Change Management
© 2004 EMC Corporation. All rights reserved. 2020
New Goals = New Drivers