A centralized support experience organized around what employees were trying to accomplish—not the internal structure of IT.
Useful knowledge existed, but finding it was work.
Employees repeatedly contacted support for issues that could be resolved through clear guidance. Documentation was fragmented, inconsistent, and often written from the system owner’s perspective rather than the reader’s. The challenge was not simply to publish more articles; it was to design a trustworthy path from a question to an answer.
Start with recurring friction.
I used common ticket themes and user questions to shape the information architecture. Content was grouped by recognizable tasks, written in plain language, and structured through reusable article templates. Navigation, search terms, ownership, review dates, and feedback were treated as parts of the service.
A repeatable publishing system.
- Task-centered SharePoint navigation and landing-page structure
- Step-by-step article templates with prerequisites and escalation paths
- Consistent titles, keywords, screenshots, and accessibility practices
- Content ownership, review cadence, and publishing checklist
- Feedback loops connecting support interactions to documentation improvements
More consistent support and a clearer self-service path.
The hub increased access to repeatable guidance, reduced dependence on tribal knowledge, and made answers more consistent across support interactions. Historical reporting is no longer available, so outcomes are intentionally described qualitatively rather than with invented percentages.
Documentation is part of the product.
The strongest lesson was that knowledge management succeeds when it is operated like a living service. Content needs ownership, feedback, maintenance, and design—not merely a place to be stored.