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MANAGING INFO IN THE INFORMATION AGE – A CLIENT CASE,[object Object],MATT FOURIE,[object Object],THINKING DIMENSIONS,[object Object]
Some of our recent clients...,[object Object],Thinking Dimensions International - operating  KEPNERandFOURIE RCA company initiatives for the last 23 years,[object Object],Specialise in RCA for IT, Telecoms & Manufacturing,[object Object],Barclays IT,[object Object],Macquarie ITG,[object Object],Unisys,[object Object],Woolworths IT,[object Object],Capita UK,[object Object],SITA Global,[object Object],BT Financial,[object Object],McDonalds IT,[object Object]
         AGENDA,[object Object],“Most incident,[object Object],investigators ask,[object Object],the wrong ,[object Object],questions, so don’t,[object Object],change your people, ,[object Object],change the,[object Object],questions they are,[object Object],asking”,[object Object],Introduction ,[object Object],Intro Client Case ,[object Object],Stakeholder commitment,[object Object],Managing Information,[object Object],Quality of Information,[object Object],Investigation support,[object Object],Process demonstration,[object Object],Client outcomes,[object Object],Questions & answers,[object Object]
Investigation Info ,[object Object],“It takes a company without a formal and effective Root Cause Analysis culture, up to 3 days to restore service incidents, but up to 25 days to find the root cause”,[object Object],KEPNERandFOURIE 2010,[object Object]
Client Case situation,[object Object],Lack of Stakeholder commitment,[object Object],Poor management of information,[object Object],Working with poor quality information,[object Object], Poor incident investigation support,[object Object],International,[object Object],Australian ,[object Object],Investment,[object Object], Bank’s IT,[object Object], Division,[object Object],2007-2010,[object Object]
Client situation - results,[object Object],Reduced downtime of critical systems by at least 60%,[object Object],Virtually eliminated recurring incidents,[object Object],Level of escalations dropped > 50%,[object Object],Visible improvement of productivity,[object Object],“The key to success,[object Object],is to be insistent ,[object Object],about specificity –,[object Object],the more specific,[object Object],you are the better,[object Object],your chances to,[object Object],solve the incident.”,[object Object],KEPNERandFOURIE,[object Object]
How did they do it?,[object Object],Decided to,[object Object],follow four strategies,[object Object],to improve the,[object Object],management,[object Object],& quality of,[object Object],Incident Investigation,[object Object],information,[object Object],Improve Stakeholder involvement & commitment,[object Object],Improve management of information,[object Object],Improve quality of information thus decreasing incident investigation cycles,[object Object],Improve support for incident investigations,[object Object]
Strategy 1: Improve stakeholder commitment,[object Object],Client Actions,[object Object],Introduced a formal division wide,[object Object],Root Cause Analysis (RCA)system ,[object Object],Provided common processes in troubleshooting and solution finding,[object Object],Introduced stakeholder/info source analysis,[object Object],Provided an easy way for SME’s to contribute meaningfully,[object Object],Specific challenges,[object Object],Lack of cross-silo collaboration,[object Object],Poor stakeholder buy-in,[object Object],Reluctant contributions from subject matter experts (SME’s),[object Object]
Best in class ,[object Object],3 hrs,[object Object],Stakeholder Commitment,[object Object],Resolution time to repair a critical outage (3 hrs vs 45 hours),[object Object],71% increased improvement in mean-time-to-repair of critical bus apps vs 11% decline,[object Object],98% availability of critical business applications vs 82% availability,[object Object],Aberdeen Group,[object Object],Boston Feb 2010,[object Object],J DeBarros & G Patil,[object Object]
Best in class with RCA,[object Object],Stakeholder Commitment,[object Object],69% of Best in Class Co’s implemented RCA over the last 2 years with 50% improvement in productivity and 19% improvement in profitability. 28% indicated they will do RCA in next year,[object Object],19% of Average rated Co’s implemented RCA with a 12% improvement of productivity. Only 19% is planning to do RCA in next 12 months,[object Object],The Laggards did not do any RCA with a 9% drop in productivity. Nearly 30% to implement RCA,[object Object]
Client case situation,[object Object]
Common process,[object Object],Everybody uses the same process for finding causes and solutions,[object Object],The process determines which questions to ask at each step for each type of incident investigation approach,[object Object],Designed for minimalistic information combined with a good focus to provide quick answers,[object Object],Step 1: 	Identify Problem 	Situation,[object Object],Step 2: 	Gather Incident       	Information,[object Object],Step 3: 	Analyse Incident 	Information,[object Object],Step 4: 	Determine Conclusion,[object Object]
Stakeholder analysis,[object Object],What do you know?,[object Object],What don’t you know?,[object Object],Who has the information?,[object Object],How will you obtain the missing information?,[object Object],Decision makers,[object Object],Implementers,[object Object],Influencers,[object Object]
Strategy 1: Improve stakeholder commitment,[object Object],SPECIFIC RESULTS ACHIEVED,[object Object],[object Object]
Management sanctioning incident investigation meetings, because they know it will provide results
Achieving more in less time and not adverse to attending Incident Investigation meetings
Management promoting the use of the formal RCA processes“If  a team could,[object Object],not solve a,[object Object],problem, the,[object Object],person with the,[object Object],information was,[object Object],not invited!”,[object Object],Chuck Kepner,[object Object]
Strategy 2: Improve management of information,[object Object],Client actions,[object Object],Introduced “rules of engagement”,[object Object],Introduced a framework of “levels of troubleshooting” to align with PM’s severity levels,[object Object],Taught staff to trust the processes to deliver the correct answers – templates with questions,[object Object],Introduced the “minimalistic” principle,[object Object],Specific challenges,[object Object],Inappropriate use of information sources,[object Object],Either too much or too little information,[object Object],High level of escalations,[object Object],Duplication of efforts,[object Object]
Rules of engagement,[object Object],TOP – Commitment to training of key staff,[object Object], and facilitators. Publicise the rules for engagement,[object Object],Top,[object Object],MIDDLE – Commitment to declare a situation as an ,[object Object],unresolved incident. Gives instruction for direct ,[object Object],reports to do a RCA exercise to resolve incident,[object Object],Middle,[object Object],WORKFORCE – Allow IT professionals 2-8 hours to resolve a problem.  If not, they would be allowed to  escalate incident and apply the RCA process,[object Object],workforce,[object Object]
Levels of troubleshooting,[object Object],SEV 3: - Thinking on Your Feet – “Checklist” problem solving using appropriate checklists. Leadership would allow the IT professional to resolve an incident within 8 hours. If this does not happen the incident is escalated.  ,[object Object],SEV 2: - Intuitive Analysis – Leadership instructs and allows the natural team to perform an intuitive RCA on the incident. If not resolved the team escalates the incident. ,[object Object],SEV 1: - Investigative Analysis – In-house trained RCA facilitators have the permission of Leadership to assemble a cross-silo team to formally investigate the incident with the appropriate RCA tools to systematically arrive at the TRUE & ROOT causes for a problem situation,[object Object]
“Minimalistic principle”..,[object Object],“Too much information,[object Object],can cause confusion.,[object Object],The key is to get all the,[object Object],relevant information onto one page and that is normally substantially less than gathering ‘all’ the Information.”,[object Object],Innovation – the FreeZone thinking experience.,[object Object],by Kepner & Fourie,[object Object],Only need to analyse the information that would be relevant to the incident,[object Object],Worked questions within a customised “factor analysis” framework,[object Object],Get a quick factual “snapshot” of the characteristics of the incident and then use SME experience and gut feel to explain the snapshot,[object Object],Test SME inputs against logic of snapshot,[object Object]
Example of templates with questions,[object Object]
Strategy 2: Improve management of information,[object Object],SPECIFIC RESULTS ACHIEVED,[object Object],[object Object]
Gave IT professionals the confidence that they were working through a problem situation systematically and comprehensively
Developed a “no-nonsense” incident investigation culture – you ask a question; you either have the answer or you need to go and get it.“Every incident ,[object Object],has multiple,[object Object],entry points. To,[object Object],be successful in,[object Object],solving the,[object Object],incident you need,[object Object],to find the correct,[object Object],entry point.”,[object Object],Matt Fourie,[object Object]
Strategy 3: Improve quality of information,[object Object],Specific challenges,[object Object],Wasted time and effort having to do too many replications,[object Object],Mostly dealing with raw data instead of information,[object Object],Long investigation cycle times,[object Object],High levels of recurring incidents,[object Object],Client Actions,[object Object],Introduced a set of interrogative questions to convert raw data into meaningful information,[object Object],Created “deductive” reasoning culture to arrive at answers quickly and effectively ,[object Object],Testing possible causes on paper to eliminate 90% of replication time, effort and money,[object Object]
Incident statement - sample,[object Object]
Snapshot info for causes,[object Object],OBJECT – What object and which other object(s) not?,[object Object],FAULT – What fault and which other typical faults not?,[object Object],USERS – Who has the problem and who does not?,[object Object],WHERE – Where are these users and where could they    	  have been but are not?,[object Object],TIMING – When did it happen first time and when not?,[object Object],PATTERN – What is the pattern of faults and what could 	      it have been but is not?,[object Object],CYCLE– In which cycle does the problem occur and in 	which cycle does it not occur?,[object Object]
CauseWise sample,[object Object]
Snapshot info for Solutions,[object Object],Four Question Drill,[object Object],What are the results you want to achieve with this solution?,[object Object],What are the existing problems you would like to remove with this solution?,[object Object],What are the potential risks you would like to avoid with this solution?,[object Object],What money and time do you have or do you need to preserve? What are the restrictions out of your control?,[object Object]
SolutionWise Demo,[object Object]
Lea Dit 2010 Td Presentation Au Email[1]
Lea Dit 2010 Td Presentation Au Email[1]
Lea Dit 2010 Td Presentation Au Email[1]
Lea Dit 2010 Td Presentation Au Email[1]
Reducing cycle times,[object Object],X,[object Object],X,[object Object],X,[object Object],Server slow,[object Object],X,[object Object],X,[object Object]
Strategy 3: Improve quality of information,[object Object],SPECIFIC RESULTS ACHIEVED,[object Object],[object Object]
Meetings became more productive
RCA method always created a better and common understanding of the problem situation to all stakeholders
Recurring incidents were virtually eliminated

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Lea Dit 2010 Td Presentation Au Email[1]