© Charles Waghmare 2020
C. WaghmareAugmenting Customer Experience with SharePoint Onlinehttps://doi.org/10.1007/978-1-4842-5534-6_5

5. Building Knowledge systems Using SharePoint Online

Charles Waghmare1 
(1)
Mumbai, India
 

In the previous chapter, we focused on User Interface (UI) and User Experience (UX), in order to developed a smart portal or website to create a digital customer experience. Until now, with experience in SharePoint Online features and, specifically, webparts; Office 365 tools, and building customer experience, we will discover a smart Knowledge Management system build in SharePoint Online called Solution Database, which helps store, reuse, and create knowledge, in particular, for an incident management process. We will also explore another Knowledge Management system: Ask the Expert tool, built in SharePoint Online for consultants to gain expert opinions from experts. And finally, we will look at Communities of Practices in order to create a knowledge-sharing culture using SharePoint Online. We will also see the benefit of introducing Communities of Practice initiatives, which are an important element in Knowledge Management (KM) practice, and check out its implementation using SharePoint Online.

Incident Management Process

This process is defined as finding a workaround or quick fix whenever there are faults or issue in the system. Imagine that you are running daily jobs to populate your database and produce reports. It may happen that reports are not getting published as the database did not update; or due to an erroneous file, daily jobs are failing. These situations are called incidents, and the incident management process helps to find quick fixes or workarounds to fix these incidents in a minimum amount of time.

Incidents are classified as per priorities. Normally, a Priority 1 (P1) incident has 8 hours for resolution time, Priority 2 (P2) has 16 hours for resolution time, Priority 3 (P3) has 24 hours for resolution time, and Priority 4 (P4) has 48 hours for resolution time. As shown in Figure 5-1, there is an impact urgency matrix and based on that, the priority is calculated. There are serious service-level agreements between vendors and service providers for penalties whenever there is a violation of the time required to take care of incidents.
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Figure 5-1

Impact Urgency Matrix

Solution Database – An Introduction

As seen in Figure 5-2, there are teams: Team 1 to Team 5, and they have used the same solution; however, each of them has taken a different amount of time to implement a solution. For example, Team 3 has used the maximum time to implement a solution whereas Team 2 has taken the minimum 1 hour to implement a solution. There are various reasons for variations in time differences for Team 2 and Team 3. In the case of Team 3, a solution did not exist, and the team was required to create such a solution and test it before deployment. In the case of Team 2, there was a system where reusable solutions were getting maintained, and therefore Team 2 was able to reuse a solution that had already been implemented; so that is why their resolution time was the quickest.
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Figure 5-2

Time range of solution between teams

The secret of Team 2 in the implementation of a solution follows KM Practice. They were maintaining a database called a solution database where new solutions were getting stored, and existing solutions were getting reused when needed. Therefore, their resolution time went down.

In the upcoming section, we will design a Solution Database (SDB) and replicate this design in SharePoint Online for smooth functioning. To design, we assume that we are creating solution data for an incident management process so that there is a faster resolution time for incident closures, which will increase customer satisfaction.

Solution Database Definition

Solution Database is a KM tool that ensures knowledge created through transactions such as incidents, which are captured, are categorized and stored in the solution database for future reuse. The solution database allows the user to search for existing solutions of past incidents that can be reused for future incidents. It includes solutions for tickets from all ticketing tools that are subsequently validated by Subject Matter Experts (SMEs). The following is the purpose of the Solution Database to improve productivity through reduction in the time for solving incidents:
  • Build knowledge bases of reusable solutions for long-term advantage

  • Authentic solutions ensure quality resolutions of any future incidents

  • Quick and effective retrieval of required solutions at the time of need

  • Increase service quality

  • Frequently reused solutions lead to standard solutions and generic problems

  • Drive sharing and reuse as cultural change

Knowledge Needs to Have a Solution Database

As we seen so far, a solution database is a repository of transaction knowledge built up from incidents. In addition, SDB has different reasons for being developed. Let’ s check out some of them:
  • Capture past resolutions: incidents, problems, enhancements

  • Project documentation across value chain

  • Just stay abreast and stay connected with peers

  • Locate expertise and seek answers

  • Learning (process / tools/ technology

  • Quality and Standards of Performance Working Protocol

  • Understand Business Processes/deliverables

  • Know your customers /Feedback

  • Monitor performance (BU, process, individuals)

  • Hybrid of Process, Product- and Service-centric KM models

  • Identify an organization’s core process

  • Build knowledge bases for long-term advantage

  • Connect islands of knowledge: creators, seekers, enablers, SMEs

  • Knowledge inputs at time of need

  • Focus on Transactional, Tacit, and External Knowledge

  • Peer-to-peer connection beyond geographies

  • Drive sharing and reusage as cultural change

  • Measure business benefits

SDB Architecture

So far, we have seen the definition, objectives, and different knowledge needs of a solution database. For convenience, we will assume an existing solution database for incident management purposes, which will help us to understand more clearly, and readers are welcome to generalize for other purposes for their different knowledge needs. In this section, we intend to define solution database architecture more clearly to understand how we can create a new solution and reuse existing ones from SDB. Figure 5-3 is an overview of SDB architecture.
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Figure 5-3

Solution Database Architecture

In Figure 5-3, we see a Solution Contributor or Solution Seeker access SDB to resolve incidents. In the case where a solution seeker discovers a list of solutions with the help of search, he or she is able to pick and choose a relevant solution from the list of solutions in the database. In the case where a solution does not exist, the seeker is encouraged to a create a new solution that gets reviewed from a SME before it is available for all users. Architecture of SDB is based on two principles of KM, that is, reuse knowledge and create knowledge.

Designing such architecture on SharePoint, then with Workflows, and now with Flows has become an act of simplicity with a default set of features available in SharePoint technology that facilitates the design SDB architecture.

Building an SDB

Now we have come to the crux of this chapter where we will learn to create and reuse solutions in a solution database for the incident management process. Again, for convenience, we will assume an SDB is for the incident management process, and solutions will be created to fix incidents in a timely manner. Let’s begin with creating a solution using SharePoint Online Forms that can be linked with Flows to trigger events and notifications.

It is very important that we a create structure that is easy to understand and convenient for adding solution details. Therefore, as mentioned in the above paragraph, we use forms to capture a solution and metadata about the solution. Figure 5-4 is an example of a form that can be used to capture solutions for the incident management process and is suitable for an IT service organization that specializes in application maintenance support for business. Let’s look at the form to capture incidents and fields used in the form. Solutions are stored in an actual SharePoint Online object called a list and are retrieved based on a standard or advanced search.
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Figure 5-4

Form to create solution in Solution Database

With reference to Figure 5-4, let’s try to understand what each field means (you can customize this form to your requirments). The above form was created from the author’s real-time experience working with SDB implementation for a large German organization to streamline an incident management process for an application maintenance services SAP business.
  • Solution Type -
    • New Solution: If it’s your own solution used to resolve the incident then, select the solution type as New Solution.

    • Reuse: If existing solution / standard solution from the solution database is used to resolve the incident then, select the solution type as Reuse.

    • Workaround (Standard Solution): If the temporary solution is given to circumvent or prevent a known error from occurring, then select the solution type as Workaround (Standard Solution).

  • ReferenceTicketID: The Ticket ID of the incident from the ticketing tool.

  • TicketType: The Ticket type of the incident from the ticketing tool.

  • Customer: The name of customer/Project.

  • LegacySystem: A legacy system is an existing application system with poor compatibility with modern equivalents. For example, any system that is being rammed down / sunsetting, or being phased out, but still in use depending on the business requirement.

  • Application: Application software is computer software designed to help the user perform a particular task. It differs from an operating system and a programming language.

  • Software Platform: A software platform describes the basic software system or software framework (including application frameworks), which allows software to run or from which the software application is built up.

  • Symptom: It is the error code reported in the ticket in the ticketing tools.

  • Analysis: Investigating the error reasons using the business-related know-how.

  • Solution (Keywords): These are the apt words that will help the search engine to find the solution. The Criteria are –
    • Transaction Code -

    • Transaction Name -

    • Business Scenario -

    • Error Code -

    • Program Name / Interface -

    • Special function - like „CIP2SAP“

    • Version of SAP Syst”

  • Programming Language: Examples are C++, Java, SQL, ABAP, ...”

  • Operating System: Indicate what operating system (OS) the problem occured on.

  • Database System: Enter name of database.

  • Factory: Enter name of factory or resource group details.

  • Service Area: Name of the service area.

  • GPC: Global Production Center – Normally, these are gloabal delivery centers working in the form of a resource pool.

The search engine looks only for appropriate keywords in the field of Solution (Keywords) as seen in Figure 5-5. Fill in this field very accurately. Solution (Keywords) must contain all keywords listed in Figure 5-5 known by the user.
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Figure 5-5

Specific descriptions of the keywords the user can type in Solution (Keywords)

Figure 5-6 is an example of a solution created containing information updated in all fields. OSD stands for operation service desk, which is a ticketing tool where incidents or faults are maintained.
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Figure 5-6

An approved solution in SDB

Searching an SDB

Now we know how to create solutions in a SharePoint-based solution database system. Let’s try to discover how we can search for solution in an SDB. The solution database allows the user to search for existing reusable solutions of incidents and problems. Figure 5-7 is example of s standard search.
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Figure 5-7

Searching solution in SDB

The user can search for information by typing their keyword (e.g., SAPPORO) in the boxes present in Figure 5-7. The user will then view the list of solutions in the SDB with the provided keyword (Figure 5-8). The user can search for solution(s) by typing a reference ticket number from a ticketing tool or a description of the problem as the keyword.
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Figure 5-8

Search Result

Figure 5-9 is an example of an advanced search in an SDB where the user can search using parameters such as customer or factory or GPC.
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Figure 5-9

Advanced Search Result

If no solution is found (Figure 5-10), then solve the problem yourself and then contribute the solution in the SDB.
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Figure 5-10

If no solution is found

Reusing the Solution

Until now we have seen how to create a solution and search for a solution in an SDB. Let’s see how we can reuse an existing solution from the SDB. If a relevant solution is found, then reuse it (Figure 5-11).
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Figure 5-11

Solution Database

In order to create a reusable solution, there is an important element called myRatings that captures user points based on a new solution created or reused that provides some encouragement for users to remain engaged in the SDB.
  • For each new solution, 10 points get added to the user’s myRatings.

  • After the review and approval, the user earns 5 points per proposed solution.

  • For Reuse - 10 points.

  • For Workaround Solution – 15 points.

Figure 5-12 shows this.
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Figure 5-12

User myRatings

Ask the Expert

A solution database may not be the ideal to discover all solutions in an SDB. Therefore, Ask the Expert can help users to get to closer to a solution. Ask the Expert enables any user to ask and post any question or any official query in regard to the content of functional and technical issues. If the user has a query regarding a specific problem and can’t find an answer within a solution database, the user should use “Ask the Expert.”

If the query is new, then the user should select the New status (Figure 5-13). If it is an existing query that needs a more detailed response, the user should select Reopen as the status.
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Figure 5-13

Ask the Expert Form

Below are the descriptions of the fields that need to be filled out to post a query.

Title

Enter the subject of the problem you are facing.

Factory

Select from the drop-down the name of the Factory.

Query

Post your detailed query here.

Response from Expert

The expert will provide his or her response here.

Query status

The status of the query when being modified needs to be selected from the drop-down.

Priority

The priority of the issue can be selected from the drop-down.

Experts view in the admin portal (only viewable by an expert) where all the questions/queries posted by portal users that are active and will be visible in this module for the expert users (Figure 5-14). A delete option will be provided as well. Expert users can edit any of the queries and provide answers for the same. The field names and their description will be the same for all the experts.
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Figure 5-14

An example of Ask the Expert

When a new query is raised, an email notification is sent automatically to the expert list of the respective factory. If there is any change in the status of the query, an email notification is sent to the experts and the requestor. If the problem is solved by the expert, the requester receives a notification that their query is answered and that they can look up the solution. Therefore, the requester has to go again to Ask the Expert and open the item. If the response is acceptable, the query is solved, and the status should be changed to Closed. If not, the requester should specify the problem and send the query again. The experts will receive another notification that they have to work on this again.

Besides that, it is always possible to reopen a closed query. In the field History, the query-response interaction will be generated automatically, including details about who edited the query and when. This responded to query should now be uploaded by the requester to the solution database.

Advantages of an SDB

Let’s look at some advantages of an SDB:
  • Avoid reinvention. Quick replication between different global teams.

  • Drive reusage of knowledge.

  • Standardize processes for common delivery pool.

  • Improves contextual grasp of customer knowledge.

  • Move up from customer satisfaction to customer delight.

  • Learn right things with the right speed and ensure financial benefits (P2P learning).

  • Faster collaboration among teams and high levels of employee engagements.

  • Improve operational efficiency (Productivity, Response time, Optimize utilization of resources).

  • Smart work ways to ensure market growth from existing customers.

Application Management/Maintenance competition is getting fiercer and players are now increasingly emphasizing more on building and sustaining competitive advantages. Organizations have been quick to realize the fact and started focusing on systems and processes that help consultants in keeping their knowledge abreast and thereby becoming more productive and effective for their customers. Reusable systems aim to ensure consistent, efficient, effective, and smart services to end customers by enabling smart work ways within organizational delivery units. It also improves the productivity of consultants in the following ways:
  • Ensures error-free / first time right (FTR) work ways

  • Ensures new joiners adapt faster and minimizes less impact on delivery to customer

  • Common delivery pool offers source of knowledge and documentation, which results in higher flexibility

  • Enhance chances for cross-selling and upselling by sharing across all customer accounts

  • Improved SLAs and response time due to reduced information search time

  • Drive standardization across processes

Introduction to Communities of Practice

A Community of Practice (CoP) is a group of people who share a craft and/or a profession. The group can evolve naturally because of the members’ common interest in a particular domain or area, or it can be created specifically with the goal of gaining knowledge related to their field. It is through the process of sharing information and experiences with the group that the members learn from each other, and have an opportunity to develop themselves personally and professionally – Wikipedia.

CoP is an initiative that helps create and cultivate knowledge, thereby creating a knowledge-sharing culture in the organization.

What do CoPs do?
  • Facilitate collaboration among members

  • Answer questions via SMEs

  • Capture knowledge and reuse it

  • Prevent reinventing the wheel by sharing knowledge

  • Share successful best practices

  • Filter out incorrect information

Key CoP features:
  • Shared domain of practice or interest

  • Crosses operational, functional, and organizational boundaries

  • Defined by knowledge and not tasks

  • Managed by collaboration and making connections

  • Focus on value, exchange, and learning

The successful creation of a CoP would need proper planning and ideally needs to follow the phases below:
  1. 1.

    Identify the audience, purpose, goals, and vision for the community.

     
  2. 2.

    Define the activities, technologies, and processes that will support the community’s goals.

     
  3. 3.

    Plan specific activities for the target audience for the initial stages of the CoP building.

     
  4. 4.

    Roll out the community to a broader audience over a period of time.

     
  5. 5.

    Engage members in collaborative learning, knowledge sharing activities, and networking events.

     
Active CoP participation helps increase the organizational knowledge base, which helps improve our capabilities and provide better business value, mentioned below in the area of team, people, and processes:
  • Reduce rework and avoid reinventing the wheel by capturing and sharing best practices;

  • Connects team members across locations and helps promote teamwork and collaboration;

  • Helps increase idea creation and solve issues in projects;

  • Easy centralized access to important information, documents, and SME lists;

  • Effective forum for collaborating and staying up to date in area of expertise;

  • Knowledge sharing happens across organizational and geographic boundaries;

  • KM tools available for networking and strengthening relationships;

  • For junior members, CoPs provide an ideal forum to expand their skills and expertise and reduce their learning curve on new concepts;

  • Collaboration tools help bring ideas into the organization faster and improve the rate of innovation;

  • Helps create a culture of openness and also recognizes top contributors.

Value of CoPs for Delivery Teams

A successful CoP initiative revolves around business value, community participation, increased knowledge, and improved capabilities as seen in Figure 5-15. Beyond this platform, content, people, and process are other important aspects for a CoP’s success.
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Figure 5-15

A successful Communities of Practice

Community Development Life Cycle

A community development life cycle is divided into inception, establishment, growth, and maturity as explained below.

Inception

  • Create KM portal detailing the purpose, goals, and vision for the community;

  • Spark initial engagement from the CoP members to be part of the community and contribute;

  • Promote community through various channels to increase participation.

Establishment

  • Regular communications and surveys to CoP members to create awareness on planned initiatives and gather feedback on CoP,

  • Initiatives can be tailored according to the feedback and specific needs of the CoP members,

  • Webcast series on hot topics can be presented by CoP SMEs.

Growth

  • Higher levels of interaction and engagement from the CoP members and growing sense of belonging to the community,

  • Social media tools like Yammer for more interactions between CoP members,

  • Quarterly Newsletters with latest news related to CoP to be sent to community members.

Maturity

  • Community becomes more self-sustaining over a period of time,

  • Volunteer-led activities like organizing regional Face-to-Face meetings on specific CoP topics,

  • Recognition programs can be launched for CoP members depending on the budget.

Community Roles and Responsibilities

For a successful CoP initiative, there are designated roles that help community facilitation and attends its objectives. Below are the roles described in detail.
  • CoP Sponsor is able to envision the purpose and vision of the community and also foresee the goals of the CoP over time, and should have a sense of how the CoP can interact across Capgemini.

  • CoP Facilitator helps with building, connecting, guiding and facilitating the overall community.

  • CoP Leader helps communicate the CoP goals and vision and provides continuous support for the community.

  • CoP Core Group is a working group that helps with the CoP start-up activities and continues to provide ongoing support.

  • CoP Experts are the SMEs within the CoP.

  • CoP Members are the essence of the community as without them the CoP would not exist.

Communities Are Powerful Tools, As Long As You Put Members’ Needs First – Forrester Research. Below are some of the important things to keep in mind before creating a CoP.
  • Clear purpose – What is the vision for the CoP?

  • Creating a trusted and effective environment for knowledge sharing and collaboration

  • Committed core group of active participants

  • CoP members motivated to contribute to initiatives

  • Knowing the needs of participants

  • Having a clear action plan with activities to meet needs

  • Blending face-to-face and online activities

Tools will be introduced at various phases to the CoP members (Figure 5-16).
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Figure 5-16

Tools for CoP communities

Implementation Approach at Various Stages of CoP Building

We will assume this is quarterly:

Q1

  1. 1.

    Create distribution list for CoP members;

     
  2. 2.

    Create community-space KM portal;

     
  3. 3.

    Encourage CoP members to join KM2.0 Discussion Forum;

     
  4. 4.

    Organize monthly meetings for CoP leader to share CoP vision, updates, and plans;

     
  5. 5.

    Send communications and surveys to CoP members to create awareness and understand interest levels for various planned initiatives.

     

After the audience, purpose, goals, and vision for the community are identified, we will proceed with the creation of the KM space and the distribution lists for the community. After KM is set up, we can encourage the CoP members to join the KM2 Discussion Forum and start discussions around various CoP topics.

A survey can be rolled out to all the CoP members to help assess if they agree with the CoP model and understand what their expectations from the CoP would be. We can also ask specific questions like if there are any tools or features that they feel would benefit the community. We can use this feedback to create a more tailored CoP model with customized requirements for the CoP.

We can organize monthly webinars for the CoP leader to share the vision, updates, and CoP plans to the community members. This can be a one-hour webinar with a 40-minute presentation and 20 minutes for Q&A.

Q2

  1. 1.

    Create Yammer community and invite CoP members to join;

     
  2. 2.

    Launch webcast series on topics to be presented by SMEs within CoP;

     
  3. 3.

    Promote CoP specific University learning courses to community members;

     
  4. 4.

    Send communication flyers on Learning and Development courses and webcasts to CoP members.

     
Here are some notes on the process:
  • A Yammer Community can be created for the CoP to increase collaboration and networking between the community members.

  • A webcast series can be launched on hot topics presented by SMEs within the CoP. These webcasts can be delivered with the help of the Our University team on the Adobe Connect platform. The webcasts can be highly interactive with the usage of Adobe Connect tools like polling questions, white board, chat pod, etc.

  • We can work with Our University to promote CoP-specific university learning courses to the community members. Mailers can be sent on a quarterly basis to the CoP members with the list of available trainings from learning and development teams.

Q3

  1. 1.

    Send Newsletter on CoP updates and events.

     
  2. 2.

    Plan Face-to-face meetings for focused meetings on special topics.

     
  3. 3.

    Plan CoP specific training events with the help of Learning and Development teams.

     
  4. 4.

    Newsletters/Newsflashes can be sent on a quarterly/bimonthly basis to keep the community members updated on the latest CoP news and initiatives.

     
Some notes on this stage:
  • Newsletters would have interactive features like surveys and opinion polls to gather feedback from the CoP members on various initiatives.

  • SPOCs within the CoP can help facilitate Face-to-Face regional meetings on focused topics. Frequency of the meetings would depend on the interest level of the groups.

  • CoP-specific training events can be organized with help of Our University on a quarterly basis. These trainings can be presented by SMEs within the CoP and also moderated by CoP members.

Q4

  1. 1.

    Study KM portal usage and plan revamp of pages accordingly.

     
  2. 2.
    Introduce a best practice sharing campaign:
    • CoP members can contribute ideas and also comment and discuss posted ideas.

    • Top idea contributors should be recognized.

     
Finally, some notes on this stage:
  • Recognition – Promote quality contributors on a quarterly basis on KM2.0 and Newsletters and also ensure that you spotlight valuable CoP contributions.

  • A best practice sharing campaign can be introduced for CoP members to share their best practices and ideas. Other CoP members can comment and discuss the posted ideas to make it interactive. Top contributors can be recognized with some prizes.

  • Community KM2.0 usage analytics can be studied for performing site audit on a half-yearly basis. Portal revamp can also be planned based on feedback from CoP members.

Summary

With this, we have come to the end of the chapter. In this chapter, we have taken a deep into a SharePoint-based system such as Solution Database; Ask the Expert; and a cursory overview for Communities of Practices, which will help to execute KM initiatives in a collaborative way using SharePoint Online technology. In the next chapter, we will focus on the use of Artificial Intelligence in strengthening CX.

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