Despite best practice guidance such as ITIL being around since the late 1980's, Problem Management is still a process that is eluding many organisations. This presentation explores why and how to overcome the challenge being faced by so many.
5. “……ITIL’s
clarifica/on
of
an
“incident”
versus
a
“problem”
clears
up
confusion
about
what
ac/ons
need
to
take
place
during
which
process”
“An
incident
occurs
at
the
moment
a
service
request
or
outage
is
called
into
a
service
center.
ACer
that
call
the
company
works
to
get
that
customer
up
and
running,
at
which
point
you
close
the
incident
and
deploy
a
separate
team
to
handle
the
problem,
which
is
defined
once
the
team
find
a
series
of
incidents
that
can
be
/ed
together”
“That’s
when
you
have
your
root
cause
which
becomes
a
known
error”
Susana
Schwartz
quo/ng
John
Long
(Tivoli
technical
strategist
for
IBM)
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Australian IT Service Management & Help Desk Summit 2009
6. An
Incident
is:
An
unplanned
interrup-on
to
an
IT
Service
or
reduc-on
in
the
quality
of
an
IT
Service.
Failure
of
a
Configura-on
Item
that
has
not
yet
affected
Service
is
also
an
Incident.
A
Problem
is:
A
cause
of
one
or
more
Incidents.
The
cause
is
not
usually
known
at
the
-me
a
Problem
Record
is
created,
and
the
Problem
Management
process
is
responsible
for
further
inves-ga-on.
An Incident NEVER becomes
or turns into a Problem!!!!
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Australian IT Service Management & Help Desk Summit 2009
7. “Whilst
most
organisa/ons
develop
processes
and
procedures
around
Incident
Management
many
fail
to
do
the
same
for
Problem
Management”
“OCen
this
is
due
to
a
lack
of
clear
understanding
of
the
characteris/cs
of
the
two
ac/vi/es.”
“Incident
Management
is
the
simplest
ac/vity
to
understand
because
it
involves
puQng
structure
around
the
response
to
service
interrup/ons”
Victor
Capella
“A
Framework
for
Incident
and
Problem
Management”
7
Australian IT Service Management & Help Desk Summit 2009
9. ITIL
itself
is
to
blame!
Quality
Incident
Management
data
Major
Incident
handling
is
INCIDENT
MANAGEMENT
Problem
Management
should
be
inves/ga/ng
root
cause
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Australian IT Service Management & Help Desk Summit 2009
10. The
“Hero
Factor”
Ask
the
hard
ques/ons
Change
the
reward
system
Management
commitment
Quick
Wins
Marke/ng
–
sell,
sell,
sell!!!
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Australian IT Service Management & Help Desk Summit 2009
12. Don’t
underes/mate
the
effort
Good
Incident
Management
The
right
people
" Business
knowledge
CULTURE
" Facilita/on
and
coordina/on
CHANGE!
" Think
outside
the
square
" Good
verbal
and
wri_en
communica/on
skills
" Analy/cal
and
diagnos/cs
skills
" Problem
solving
techniques
12
Australian IT Service Management & Help Desk Summit 2009
13. Knowledge
base
Ownership
Suppor/ng
tools
Business
priori/es
Target
preventa/ve
ac/on
/
resources
Interfaces
Suppliers
Development
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Australian IT Service Management & Help Desk Summit 2009
14. Integra/on
Incident
Management
Configura/on
Management
Change
Management
&
Release
Management
Financial
Management
for
IT
Services
Availability
Management
IT
Service
Con/nuity
Management
Service
Level
Management
Development
lifecycle
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Australian IT Service Management & Help Desk Summit 2009
16. Kepner Tregoe Analysis
What? Where? When? How much?
Ishikawa Diagram
Cause and Effect Analysis
Pareto Analysis
80/20 rule
Causal Table
Why-Because Technique
Creative Problem Solving
Lateral Thinking / SIMPLEX / SCAMPER etc.
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Australian IT Service Management & Help Desk Summit 2009
17. Grid Analysis
Used when a number of good alternatives exist and many
factors are to be taken into account
Force Field Analysis
Looks at all forces for and against
a decision
Analytical Hierarchy Process (AHP)
Decision making tool when both qualitative and
quantitative aspects need consideration
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Australian IT Service Management & Help Desk Summit 2009
21.
Financial
Problems
fell
by
39%
Reduced
mean/me
to
iden/fy
failures
by
20%
Reduced
mean
/me
to
resolve
by
27%
Reduced
mean
/me
to
recovery
by
52%
Educa/on
Reduc/on
in
cri/cal
&
urgent
Incidents
from
22
per
week
to
1
over
12
months
Energy
30%
reduc/on
in
high
severity
Incidents
over
3
months
Outsourcer
Opportunity
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Australian IT Service Management & Help Desk Summit 2009
23. Don’t
implement
Problem
Management
in
the
guise
of
Incident
Management
Retain
“true”
Problem
Management
staff
Equip
staff
with
the
right
tools
and
techniques
Acknowledge
the
conflict
of
interest
Ensure
the
experts
you
engage
really
understand
the
difference!
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Australian IT Service Management & Help Desk Summit 2009