IT people certainly know a lot about information. That’s obvious. What’s not so obvious is how IT people go about consuming, curating, and creating knowledge for the organization. In his Service Management Journey blog, Ryan Ogilvie explains why knowledge capture doesn’t always count towards knowledge use, and how the non-manager can improve the practical use of all that information:
Everyone plays a part in knowledge management activities, whether the process is formal or not. While many people might equate knowledge to the service desk from a self-service perspective or even for problem management. There are many other benefits that can be realized when we apply these principals to other teams within IT and beyond.
In IT knowledge capture, what counts most is reproducibility. Continual service improvement often involves documenting post-incident reviews. But if the process gets overly complex and if operations build out an elaborate string of PIR meetings along with a cadre of documentation, there’s little doubt that knowledge retention become too unwieldy.
The Simple Review
A simple review might involve such questions as, “What was the issue? Who was impacted and how? What was the resolution? What was learned?” and “How could this be prevented in the future?” And it’s not just operations or even management that ought to have a vested interest in these reviews. Ultimately, all of IT is responsible for ensuring that lessons learned stay learned for the customer.