When knowledge management is broken down, there are several discrete activities
ITIL 4 also offers practical guidance on what’s needed for knowledge management. This guidance is shared in the Knowledge Management ITIL 4 Practice Guide that includes three knowledge management processes:
The change optimization process is concerned with continually improving the change enablement practice, change models, and standard change procedures.
For many, the first of these can be a stumbling block for organizations seeking to introduce or improve their knowledge-sharing capabilities. Read on for tips on getting started with knowledge management
There are many benefits for an organization with an effective knowledge management capability. These include:
The benefits of change enablement/management reflect these needs:
ITIL 4 brought with it some knowledge- management-specific changes. These include the introduction of new knowledge management concepts such as “absorptive capacity” - an organization’s “ability to recognize the value of new information, to embed it into an existing knowledge system, and to apply it to the achievement of business outcomes.”
The practice guidance PDF also goes into deeper detail on how organizations succeed with knowledge management. This detail makes the ITIL 4 knowledge management guidance far more practical than the theoretical guidance within
Like any other service management capability, knowledge management might need to be justified financially or in terms of return on investment (ROI). The benefits outlined above can be used to create your business case, such as quantifying the impact of knowledge availability on IT operations and business outcomes. This quantification includes the reduction in the operational “unit cost” for ticket handling, plus it might be possible to quantify the positive impact that faster resolutions have on business operations and outcomes. This includes using knowledge in major incident scenarios, when the potential business impact is far more significant.
In addition to articulating the financial benefits of knowledge management, there are some key steps successful organizations usually take:
There are also things that successful organizations do when creating their knowledge articles. These include:
One could argue that knowledge management is the backbone of ITSM - because it is involved in many other ITSM processes and one of the most widely adopted. The need is also likely even greater right now because remote working has removed the opportunity to ask the person next to you or across the room something when you need a quick answer or guidance.
Technology has long helped enable corporate knowledge management needs, and is even more critical now as teams, departments, and organizations have moved to digital operations. But how does software help in specific terms?
The following knowledge management features all help. It's important to note that some of these features must be leveraged together in order to realize the benefits. For example, industry-leading knowledge capture capabilities add little value if people can’t access and use knowledge when they needed