What is the problem with support? It is very simple. With the very rare exceptions, People Don't Care. It's not their job. There is no incentive. No one wants the responsibility, the extra burden with no reward. But add a small incentive if you want - if people still don't care, it won't make a difference.
We write software as a one-off for each site. Pretend that we have an off-the-shelf package if you want, but then explain why there is one person who "knows" each site. We might use common tools, but even they are modified regularly. How can you even move to a full-time, independent support staff unless it is manned by the people that did the work, unless you finally get to a more stable, re-useable package? And how can this happen when Ken, Barry, John, Gen, Carl, etc., all want to do things there own way?
Idea 1. Add a person that is in charge of each product. Make every
Idea 2. Have the tech writer put together matching documentation for each project, so that people can find things when their needed, and so sections that are common from site to site can actually be re-used.
Idea 3. Have a training person that teaches the same use and concepts for each site. Have them work with the client over the first few weeks to build a decision tree of common diagnostics, FAQs, and so forth. These will also help the operators determine when they can fix things themselves, or really need to make a call for real support.
Idea 4. Build a tool that stores the functions of our system as database records. For each record, have a general description, a sales description, a more detailed write-up with full step-by-step instructions for common uses, and finally a diagnostic paper that helps look for problems. Allow a designer/installer to select the functions that are in use at a specific site, and have the tool generate context sensitive help, an on-line manual, and a ready-to-customize Word document for the functions that are included. This provides all the basics, and then gives a good starting point for the final documentation, as well as enforcing common descriptions, etc.
Idea 5. Fix the morale. Knowing the company is doing good, or even great, is not much of a boost when you know it will never mean anything to you. For instance, our company typically gives raises in May, whether or not reviews have been done. This year, there was no mention. Was I one who didn't receive anything, or was it another thing swept under the carpet with the merger. Unless I am the only one who didn't receive anything, people are probably wondering. What answer to this will raise morale when the company is doing very well, and we're having trouble retaining good people in our department?
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