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HDI Capital Area January 15 2014

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HDI Capital Area Local Chapter Meeting, Local Chapter Updates, HDI Corporate Updates and presentation on Finding the "Root" in Root Cause Analysis - A Client Case

HDI Capital Area Local Chapter Meeting, Local Chapter Updates, HDI Corporate Updates and presentation on Finding the "Root" in Root Cause Analysis - A Client Case

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  • 1. Welcome!   Updates  from  HDI  Capital  Area   and  HDI  Corporate     2/5/14   January  15,  2014     ©2013  HDI.  All  rights  reserved.  
  • 2. New!  HDI  Cer:fica:on   •  HDI  announces  a  new  cerBficaBon:              HDI  Problem  Management  Professional         •  The  first  offering  will  be  at  HDI  2014  in   Orlando.     •  Learn  more  at  www.ThinkHDI.com/PM      
  • 3. New!  Corporate  Membership   •  Offer  your  team  the  ability  to  benefit  from  an   HDI  membership!   •  Special  pricing  for  medium  to  large   organizaBons  with  twenty-­‐five  or  more   support  staff.     Contact  your  HDI  Account  Manager   to  learn  more!  800.248.5667  
  • 4. HDI  Desktop  Support  Prac:ces  &  Salary  Survey   •  The  HDI  Desktop  Support  PracBces  &  Salary   Survey  is  now  open!     •  Contribute  to  this  acclaimed  research  and  gain   insight  into  current  desktop  support  processes,   technologies,  metrics,  staffing,  and  salaries.         Take  the  survey  |  learn  more  at  ThinkHDI.com/DS  
  • 5. New!  Content  to  Share!   “Show  Me  the  Value:  Support’s  Mandate”  –  Roy  Atkinson   SupportWorld:  “Moments  of  Truth:  The  Future  of  the  Customer  Experience”  –   Charles  Araujo   Most  Recent  Blog:  “ Are  You  Keeping  the  Lights  On,  or  Are  You  Driving  Change?”  –  Rob  Stroud   #HDIStatToday:   15%  of  technical  support  Bckets  are  related  to  supporBng  mobile   devices.       Research  Brief:  “Mobile  Device  Support  and  BYOD:  Where  Are  We  Now?  “   Current  Survey:  4th  annual  Desktop  Support  PracBces  &  Salary  Survey       Webcast:  “Managing  Change  and  Technology  MigraBons”  –  Peter  Jurhs   Coming  up!    SupportWorld  App  debuts  in  January  !  
  • 6. HDI  Forum  Roundtables     Take  your  networking  power  to  the  next  level.     Join  HDI  for  a  Forum  Roundtable  event!     •  During  the  HDI  Forum  Roundtables,  you  will  experience  a   taste  of  what  happens  during  the  HDI  Forum  meeBngs.       •  The  HDI  Forum  program  is  designed  to  encourage,  enhance   and  strengthen  the  members  and  their  organizaBons  by   providing  a  vision  for  the  future  based  on  today’s  actual   innovaBons  in  support.       Register  Today!   www.ThinkHDI.com/2014Roundtable    
  • 7. HDI  2014  Conference  &  Expo   •  Register  by  January  24,  2014,  and  you  could  save   up  to  $500!     Early  Bird  Discount $200   Alumni  Discount $100 Member  Discount  (Gold  and  above) $200   Save $500     Register  today:   www.HDIConference.com    
  • 8. Renew  Online!   •  It’s  fast,  it’s  simple,  and  you  can  do  it  in  your   pajamas!   •  You  can  renew  your  membership  online  up  to   ninety  days  before  its  expiraBon  date  through   your  MyHDI  account.       Visit:  www.ThinkHDI.com/Renew     Want  to  renew  early?  Call  the  HDI  Customer   Care  Center  at  800-­‐248-­‐5667!  
  • 9. Not  a  Member?  Join  Today!   Become  a  Local  Chapter  member  for  just  $75!     This  individual  local  chapter  membership  is  an  opportunity  to   connect,  network,  and  learn  in  your  own  backyard.   Enjoy  benefits  like:   •  •  •  •  •  •    Amend  local  chapter  and  vChapter  meeBngs   Digital  subscripBon  to  SupportWorld  magazine   Apply  for  HDI  awards   Access  to  the  HDI  Job  Board   Regular  e-­‐newslemers  and  digests   And  much  more!     Learn  more  at  www.ThinkHDI.com/Join   or  by  calling  800.248.5667    
  • 10. HDI  is  25  Years  Old!   l  Established  in  1989  by  Ron  Muns  as  the  Help  Desk  Ins:tute.       l  1996  Sold  to  Ziff  Davis   l  1999  Bought  back    by  Ron  Muns  under  the  company  name   Think  Service,  Inc.  (TSI)   l  2000  Merged  Help  Desk  Professional  Associa:on  into  HDI   l  2004  Rebranded  to  HDI   l  2006  Acquired  STI  Knowledge  (d.b.a.  HelpDesk  2000)   l  2008  Sold  to  UBM  and  became  part  of  ThinkServices  division   l  2010  UBM  restructured  and  HDI  joined  UBM  TechWeb   1989   2000     2002   2006   2010   2012  
  • 11. HDI  Conferences  Beat  Expecta:ons   •  HDI  Conference  –  April  1-­‐4,  2014;  Orlando,  FL     •  Fusion  Conference  –  October  19-­‐22,  2014;   Washington,  DC   HDI  has  signed  with  itSMF-­‐USA  to  deliver   FUSION  through  2016.  
  • 12. Draw  from  the  Community  &  Lead  with  Research       Conference   Session   Props   Local   Chapter   Presos   Community   –  Forums   HDIConnect LCs   Partners   Speakers   Webcast   Support   World   Infographic   Research     Partner   White   Papers   White   Papers  &   Briefs   Custom   Content  w/   Partners     Blogs,  Tweets,     AYN,  FB,  LI   ©2013  HDI.  All  rights  reserved.  
  • 13.          in  2014             ©2013  HDI.  All  rights  reserved.  
  • 14. HDI  Social  Stats   124  posts,  39  different  writers    Blog  page  views:  36,561  -­‐  at  an  average  of  2.1  minutes  per  visit   2000+  new  visitors  per  month   2,580  likes     HDI  Professional  Group  –  7,409  members     HDI  Desktop  Support  Group  –  2,625  members       #thinkhdi  -­‐  2,141  followers     ©2013  HDI.  All  rights  reserved.  
  • 15. Thank  You  2014  Sponsors!!    
  • 16. HDI  Capital  Area  Sponsors   •  Diamond  –  The  MIL   CorporaBon   •  PlaBnum  Plus  -­‐   LanDesk   •  PlaBnum   –  Beyond20   –  EasyVista   •  Gold   –  Robert  Half  Technology   (Global  Sponsor)   –  Bomgar   –  IssueTrak   –  Cherwell   •  Silver   –  Service  Now   –  Time  Warner  Cable   •  Web/Event   –  –  –  –  –  –  IBnvolve   RemedyForce     ReACT   StrataCom   TechnoLava   ArBsys  
  • 17. Call  for  Capital  Area  Board  Nomina:ons     •  NominaBons  due  by  January  27     –  VP  Programs   –  VP  Membership   –  VP  Finance   –  VP  Special  Programs  &  Vendor  Liaison    
  • 18. Next  Mee:ng   •  Who  Moved  My  Service  Desk?   February  19,  12:00  pm  -­‐  2:00  pm   Marc  Fey,  Cherwell  Sofware   •  We  typically  meet  the  3rd  Wednesday  of  the   month  and  most  meeBngs  are  free   •  Visit  www.hdicapitalarea.com  to  register    
  • 19. Today’s  Speaker   •  Dr.  Mah  Fourie  
  • 20. FINDING THE “ROOT” IN ROOT CAUSE ANALYSIS – A CLIENT CASE MATT FOURIE THINKING DIMENSIONS
  • 21. Some of our recent clients... Barclays IT Macquarie ITG Unisys Woolworths IT SGX IT SITA Global BT Financial McDonalds IT Queensland Police IT DBS IT Lockheed Martin Space Systems •  Thinking Dimensions International - operating KEPNERandFOURIE RCA company initiatives for the last 25 years •  Specializes in RCA Methodology for IT Incidents, Problems and Projects
  • 22. AGENDA “Most incident investigators ask the wrong questions, so do not change your people but change the questions they are asking” •  •  •  •  Introduction Introduce Client Situation The Three Skills sets The Common Process and Language •  •  Technical Cause Analysis Root Cause Components •  •  Client outcomes Questions & answers
  • 23. Investigation Info “It takes a company without a formal and effective Root Cause Analysis culture up to 23 days to repair service incidents” Aberdeen Group – Boston 2010
  • 24. AGENDA “Most incident investigators ask the wrong questions, so do not change your people but change the questions they are asking” •  •  •  •  Introduction Introduce Client Situation The Three Skills sets The Common Process and Language •  •  Technical Cause Analysis Root Cause Components •  •  Client outcomes Questions & answers
  • 25. Client Case - PM Improvement International Investment Bank’s IT PM Division 2009-2012 •  •  •  •  •  Lack of Stakeholder commitment Poor management of information Working with poor quality information Poor problem investigation support Not really solving problems permanently
  • 26. Actions taken… •  For P1 & 2 Incidents a PM was assigned immediately •  All Incident & Problem Management Staff trained in some common process •  Embedded the tools and templates into existing process to make handover seamless •  Used in-house facilitators to lead PM teams in a very strong and decisive way
  • 27. AGENDA “Most incident investigators ask the wrong questions, so do not change your people but change the questions they are asking” •  •  •  •  Introduction Introduce Client Situation The Three Skills sets The Common Process and Language •  •  Technical Cause Analysis Root Cause Components •  •  Client outcomes Questions & answers
  • 28. PAST   NOW   FUTURE   STANDARD TECHNICAL  CAUSE   ANALYSIS   INCIDENT  RESTORATION   ROOT  CAUSE  ANALYSIS  
  • 29. AGENDA “Most incident investigators ask the wrong questions, so do not change your people but change the questions they are asking” •  •  •  •  Introduction Introduce Client Situation The Three Skills sets The Common Process and Language •  •  Technical Cause Analysis Root Cause Components •  •  Client outcomes Questions & answers
  • 30. Common process •  Step  1:    IdenBfy  Problem    SituaBon   •  Step  2:    Gather  Incident                InformaBon   •  Step  3:    Analyse  Incident    InformaBon   Step  4:    Determine  Conclusion   Everybody uses the same process for finding causes and solutions The process determines which questions to ask at each step for each type of incident investigation approach Designed for minimalistic information combined with a good focus to provide quick answers
  • 31. AGENDA “Most incident investigators ask the wrong questions, so do not change your people but change the questions they are asking” •  •  •  •  Introduction Introduce Client Situation The Three Skills sets The Common Process and Language •  •  Technical Cause Analysis Root Cause Components •  •  Client outcomes Questions & answers
  • 32. Extreme Focus With “Specificity” Object   Servers   Fault   Not  communicaBng   Data  not  transferred     Sent  but  not  received   by  receiving  servers   Data  for  Large  Outlets   Not  received   Sales  turnover   numbers  for  Large   Outlets   Not  received   Specificity Rules • One object one fault • Single-minded & simplistic • Highly focused • Must find the correct entry point • Ask a question – expect an answer
  • 33. Extreme Focus With “Specificity” Object Murex Chip Fault Produces latency Transactions queuing up TX’s taking longer than 100 milliseconds Transactions Takes longer to process “Futures” transactions Takes longer to process Specificity Rules • One object one fault • Single-minded & simplistic • Highly focused • Must find the correct entry point • Ask a question – expect an answer
  • 34. Thinking more specifically… Incident Statement Technical Cause Root Cause Internet Banking Degrading New Integrative testing browser not done properly configurati on issue Encrypted “hello” message ‘Beta’ Policy Certificate requirements for used “production”
  • 35. Thinking more specifically… Incident  Statement   Technical  Cause   G-­‐Force   System   Freezing   G-­‐Force  SQL   DB  thread   count   exceeding   Root  Cause   High  volume   Too  many   users  allowed   access   G-­‐Force   Vendor   program  not   implemented   closing  out   an  untested   threads   program  
  • 36. Crea:ng  Intelligence   DATA   IS   INFORMATI ON   BUT  NOT   KNOWLEDGE   WHY  NOT   APAC   users   Freezing   Different   rouBng   SSL   handshake   USA,  UK   Volume?   Started   Oct  1   Before   ADSL  lines   Awer  4pm     New   passwords   Internet   Banking   Slow   ConBnuou Intranet   Banking   Unexpected Outcomes • “BUT NOT” clarifies the facts • Creates a curious “contrast” • Looking at answers at a “granular level” • Stimulates deductive reasoning
  • 37. Example of templates with questions
  • 38. “Minimalistic principle”.. •  Only need to analyse the information that would be relevant to the incident •  Worked questions within a customised “factor analysis” framework •  Get a quick factual “snapshot” of the characteristics of the incident and then use SME experience and gut feel to explain the snapshot •  Test SME inputs against logic of snapshot “Too much information can cause confusion. The key is to get all the relevant information only and that is normally substantially less than gathering all the Information.” Innovation – the FreeZone thinking experience. by Kepner & Fourie
  • 39. Snapshot info for causes IS   BUT   NOT   WHY   NOT   OBJECT – What object and which other object(s) not? FAULT – What fault and which other typical faults not? OBJECT   USERS – Who has the problem and who does not? FAULT   WHERE – Where are these users and where could they have been but are not? USERS   WHERE   TIMING   PATTER N   CYCLE   TIMING – When did it happen first time and when not? PATTERN – What is the pattern of faults and what could it have been but is not? CYCLE – In which cycle does the problem occur and in which cycle does it not occur?
  • 40. CauseWise sample   DIMENSIO N   Object   Fault   Loc  of   Object   Timing   Pahern   Life   Cycle   Phase   of   Work   IS   BUT  NOT   WHY  NOT   Possible  Causes  &  Tes:ng  
  • 41. CauseWise sample   DIMENSIO N   Object   Fault   Loc  of   Object   Timing   Pahern   Life   Cycle   Phase   of   Work   IS   Fireburst  V2.0   connecBon     BUT  NOT   WHY  NOT   Possible  Causes  &  Tes:ng  
  • 42.   DIMENSIO N   Object   Fault   Loc  of   Object   Timing   Pahern   Life   Cycle   Phase   of   Work   IS   Fireburst  V2.0   connecBon     BUT  NOT   E-­‐Express,   Mango   connecBons   WHY  NOT   Possible  Causes  &  Tes:ng  
  • 43.   DIMENSIO N   Object   Fault   Loc  of   Object   Timing   Pahern   Life   Cycle   Phase   of   Work   IS   Fireburst  V2.0   connecBon     BUT  NOT   E-­‐Express,   Mango   connecBons   WHY  NOT   F/B  upgrade  from  V1   to  V2,  Poor  tesBng   issue   Possible  Causes  &  Tes:ng  
  • 44. DIMENSI ON IS BUT NOT WHY NOT Objec t Fireburst V2.0 connection E-Express, Mango connections F/B upgrade from V1 to V2, Poor testing issue Fault dropping Freezing, slow Time out settings, configuration of drivers Loc of Objec t Timin g Patter n Life Cycle Phase Possible Causes & Testing
  • 45. DIMENSI ON IS BUT NOT WHY NOT Objec t Fireburst V2.0 connection E-Express, Mango connections F/B upgrade from V1 to V2, Poor testing issue Fault dropping Freezing, slow Time out settings, configuration of drivers Loc of Objec t ANZ, USA, UK Asia LAN, Proxy server issues, F/Wall rules Timin g Patter n Life Cycle Phase Possible Causes & Testing
  • 46. DIMENSI ON IS BUT NOT WHY NOT Objec t Fireburst V2.0 connection E-Express, Mango connections F/B upgrade from V1 to V2, Poor testing issue Fault dropping Freezing, slow Time out settings, configuration of drivers Loc of Objec t ANZ, USA, UK Asia LAN, Proxy server issues, F/Wall rules Timin g Monday, Sept 2nd with SOB Any time earlier than Sept 2nd Java upgrade, Netscape upgrade Patter n Life Cycle Phase Possible Causes & Testing
  • 47. DIMENSI ON IS BUT NOT WHY NOT Objec t Fireburst V2.0 connection E-Express, Mango connections F/B upgrade from V1 to V2, Poor testing issue Fault dropping Freezing, slow Time out settings, configuration of drivers Loc of Objec t ANZ, USA, UK Asia LAN, Proxy server issues, F/Wall rules Timin g Monday, Sept 2nd with SOB Any time earlier than Sept 2nd Java upgrade, Netscape upgrade Patter n Continuous Sporadic, Periodic Don’t know Life Cycle Phase Possible Causes & Testing
  • 48. DIMENSI ON IS BUT NOT WHY NOT Objec t Fireburst V2.0 connection E-Express, Mango connections F/B upgrade from V1 to V2, Poor testing issue Fault dropping Freezing, slow Time out settings, configuration of drivers Loc of Objec t ANZ, USA, UK Asia LAN, Proxy server issues, F/Wall rules Timin g Monday, Sept 2nd with SOB Any time earlier than Sept 2nd Java upgrade, Netscape upgrade Patter n Continuous Sporadic, Periodic Don’t know Life Cycle When doing a transaction “x” time into transaction Operator error, Code error on a specific page Possible Causes & Testing
  • 49. DIMENSI ON IS BUT NOT WHY NOT Objec t Fireburst V2.0 connection E-Express, Mango connections F/B upgrade from V1 to V2, Poor testing issue Fault dropping Freezing, slow Time out settings, configuration of drivers Loc of Objec t ANZ, USA, UK Asia LAN, Proxy server issues, F/Wall rules Timin g Monday, Sept 2nd with SOB Any time earlier than Sept 2nd Java upgrade, Netscape upgrade Patter n Continuous Sporadic, Periodic Don’t know Life Cycle When doing a transaction “x” time into transaction Operator error, Code error on a specific page Possible Causes & Testing
  • 50. DIMENSI ON IS BUT NOT WHY NOT Objec t Fireburst V2.0 connection E-Express, Mango connections F/B upgrade from V1 to V2, Poor testing issue Fault dropping Freezing, slow Time out settings, configuration of drivers Loc of Objec t ANZ, USA, UK Asia LAN, Proxy server issues, F/Wall rules Timin g Monday, Sept 2nd with SOB Any time earlier than Sept 2nd Java upgrade, Netscape upgrade Patter n Continuous Sporadic, Periodic Don’t know Life Cycle When doing a transaction “x” time into transaction Operator error, Code error on a specific page Possible Causes & Testing 1. Proxy server tampered with during the Java upgrade on the LAN
  • 51. DIMENSI ON IS BUT NOT WHY NOT Objec t Fireburst V2.0 connection E-Express, Mango connections F/B upgrade from V1 to V2, Poor testing issue Fault dropping Freezing, slow Time out settings, configuration of drivers Loc of Objec t ANZ, USA, UK Asia LAN, Proxy server issues, F/Wall rules Timin g Monday, Sept 2nd with SOB Any time earlier than Sept 2nd Java upgrade, Netscape upgrade Patter n Continuous Sporadic, Periodic Don’t know Life Cycle When doing a transaction “x” time into transaction Operator error, Code error on a specific page Possible Causes & Testing 1. Proxy server tampered with during the Java upgrade on the LAN 2. Java upgrade caused driver incompatibility with Fireburst website V2.0
  • 52. DIMENSI ON IS BUT NOT WHY NOT Objec t Fireburst V2.0 connection E-Express, Mango connections F/B upgrade from V1 to V2, Poor testing issue Fault dropping Freezing, slow Time out settings, configuration of drivers Loc of Objec t ANZ, USA, UK Asia LAN, Proxy server issues, F/Wall rules Timin g Monday, Sept 2nd with SOB Any time earlier than Sept 2nd Java upgrade, Netscape upgrade Patter n Continuous Sporadic, Periodic Don’t know Life Cycle When doing a transaction “x” time into transaction Operator error, Code error on a specific page Possible Causes & Testing 1. Proxy server tampered with during the Java upgrade on the LAN 2. Java upgrade caused driver incompatibility with Fireburst website V2.0 3. Netscape upgrade caused driver incompatibility with Fireburst website V2.0
  • 53. DIMENSI ON IS BUT NOT WHY NOT Possible Causes & Testing Objec t Fireburst V2.0 connection E-Express, Mango connections F/B upgrade from V1 to V2, Poor testing issue 1. Proxy server tampered with during the Java upgrade on the LAN Fault dropping Freezing, slow Time out settings, configuration of drivers X Loc of Objec t ANZ, USA, UK Asia LAN, Proxy server issues, F/Wall rules 2. Java upgrade caused driver incompatibility with Fireburst website V2.0 Timin g Monday, Sept 2nd with SOB Any time earlier than Sept 2nd Java upgrade, Netscape upgrade Patter n Continuous Sporadic, Periodic Don’t know Life Cycle When doing a transaction “x” time into transaction Operator error, Code error on a specific page 3. Netscape upgrade caused driver incompatibility with Fireburst website V2.0
  • 54. DIMENSI ON IS BUT NOT WHY NOT Possible Causes & Testing Objec t Fireburst V2.0 connection E-Express, Mango connections F/B upgrade from V1 to V2, Poor testing issue 1. Proxy server tampered with during the Java upgrade on the LAN Fault dropping Freezing, slow Time out settings, configuration of drivers X Loc of Objec t ANZ, USA, UK Asia LAN, Proxy server issues, F/Wall rules 2. Java upgrade caused driver incompatibility with Fireburst website V2.0 Timin g Monday, Sept 2nd with SOB Any time earlier than Sept 2nd Java upgrade, Netscape upgrade √ Patter n Continuous Sporadic, Periodic Don’t know 3. Netscape upgrade caused driver incompatibility with Fireburst website V2.0 Life Cycle When doing a transaction “x” time into transaction Operator error, Code error on a specific page √ X
  • 55. DIMENSI ON IS BUT NOT WHY NOT Possible Causes & Testing Objec t Fireburst V2.0 connection E-Express, Mango connections F/B upgrade from V1 to V2, Poor testing issue 1. Proxy server tampered with during the Java upgrade on the LAN Fault dropping Freezing, slow Time out settings, configuration of drivers X Loc of Objec t ANZ, USA, UK Asia LAN, Proxy server issues, F/Wall rules 2. Java upgrade caused driver incompatibility with Fireburst website V2.0 Timin g Monday, Sept 2nd with SOB Any time earlier than Sept 2nd Java upgrade, Netscape upgrade √ Patter n Continuous Sporadic, Periodic Don’t know 3. Netscape upgrade caused driver incompatibility with Fireburst website V2.0 Life Cycle When doing a transaction “x” time into transaction Operator error, Code error on a specific page √ √ √ X A1 √ √ √ √ A1- Only if the staff in Asia did not upgrade to Netscape
  • 56. AGENDA “Most incident investigators ask the wrong questions, so do not change your people but change the questions they are asking” •  •  •  •  Introduction Introduce Client Situation The Three Skills sets The Common Process and Language •  •  Technical Cause Analysis Root Cause Components •  •  Client outcomes Questions & answers
  • 57. Stair stepping… 3. Netscape upgrade caused driver incompatibility with Fireburst website V2.0 WHY?   Installed the wrong driver WHY?   Driver Specs not correct WHY?   Don’t Know
  • 58. Root Cause Analysis Components COMPONENT CAUSAL FACTORS Decision Making DM Process and Collaboration for inputs Implementation issues Resourcing Issues and Scope & Definition of project Standard Operating Procedures Applicability of SOP, Awareness of SOP and Documentation Management Management of Work and Management of Staff Measurement Key Performance Indicators (KPI’s) and Roles & Responsibilities Support Internal Support and External Vendor support Communications Clarity of communications and verbal instructions Work Environment Task Interference and consequences of doing the task Skills Complexity needed and applicability of person to task Testing Practices Testing Procedures and Testing Requirements
  • 59. Root Cause Analysis Components COMPONENT CAUSAL FACTORS Decision Making DM Process and Collaboration for inputs Implementation issues Resourcing Issues and Scope & Definition of project Standard Operating Procedures Applicability of SOP, Awareness of SOP and Documentation Management Management of Work and Management of Staff Measurement Key Performance Indicators (KPI’s) and Roles & Responsibilities Support Internal Support and External Vendor support Communications Clarity of communications and verbal instructions Work Environment Task Interference and consequences of doing the task Skills Complexity needed and applicability of person to task Testing Practices Testing Procedures and Testing Requirements
  • 60. Root Cause Analysis Components COMPONENT CAUSAL FACTORS Decision Making DM Process and Collaboration for inputs Implementation issues Resourcing Issues and Scope & Definition of project Standard Operating Procedures Applicability of SOP, Awareness of SOP and Documentation Management Management of Work and Management of Staff Measurement Key Performance Indicators (KPI’s) and Roles & Responsibilities Support Internal Support and External Vendor support Communications Clarity of communications and verbal instructions Work Environment Task Interference and consequences of doing the task Skills Complexity needed and applicability of person to task Testing Practices Testing Procedures and Testing Requirements
  • 61. Snapshot info for Solutions Four Question Drill Key   Requirements   1  Best  data  transfer   rate   •  •  2    No  loss  of  data   •  3    Improve  system  up-­‐ Bme   •  4  Improve  trickle  &   purge   5  Reduce  DR  Bme   6  Capex  <  $2m   7  Implement  <  3  mos   What are the results you want to achieve with this solution? What are the existing problems you would like to remove with this solution? What are the potential risks you would like to avoid with this solution? What money and time do you have or do you need to preserve? What are the restrictions out of your control?
  • 62. Snapshot info for Solutions Questions for Actions Key   Requirements   1  Best  data  transfer   rate   •  •  2    No  loss  of  data   •  3    Improve  system  up-­‐ Bme   •  4  Improve  trickle  &   purge   5  Reduce  DR  Bme   6  Capex  <  $2m   7  Implement  <  3  mos   •  •  What action can we take today and implement tomorrow that would meet the 1st requirement? (repeat) What action can we take today and implement tomorrow that would meet the 2nd requirement? (repeat) Looking at all the actions, which one(s) would satisfy the 1st requirement best? Which actions has got nothing to do with the 1st requirement? Looking at all the actions, which one(s) would satisfy the 2st requirement best? Repeat for each requirement…
  • 63. Snapshot info for Solutions Questions for Actions Key   Requirements   1  Best  data  transfer   rate   1   2   3   4   5   6   7   8   •  •  2    No  loss  of  data   •  3    Improve  system  up-­‐ Bme   •  4  Improve  trickle  &   purge   5  Reduce  DR  Bme   6  Capex  <  $2m   7  Implement  <  3  mos   •  •  What action can we take today and implement tomorrow that would meet the 1st requirement? (repeat) What action can we take today and implement tomorrow that would meet the 2nd requirement? (repeat) Looking at all the actions, which one(s) would satisfy the 1st requirement best? Which actions has got nothing to do with the 1st requirement? Looking at all the actions, which one(s) would satisfy the 2st requirement best? Repeat for each requirement…
  • 64. Snapshot info for Solutions Questions for Actions Key   Requirements   1  Best  data  transfer   rate   1   2   3   4   5   6   7   8   3   3   •  •  2    No  loss  of  data   •  3    Improve  system  up-­‐ Bme   •  4  Improve  trickle  &   purge   5  Reduce  DR  Bme   6  Capex  <  $2m   7  Implement  <  3  mos   •  •  What action can we take today and implement tomorrow that would meet the 1st requirement? (repeat) What action can we take today and implement tomorrow that would meet the 2nd requirement? (repeat) Looking at all the actions, which one(s) would satisfy the 1st requirement best? Which actions has got nothing to do with the 1st requirement? Looking at all the actions, which one(s) would satisfy the 2st requirement best? Repeat for each requirement…
  • 65. Snapshot info for Solutions Questions for Actions Key   Requirements   1  Best  data  transfer   rate   1   2   3   4   5   6   7   8   3   3   0   0   0   0   0   •  •  2    No  loss  of  data   •  3    Improve  system  up-­‐ Bme   •  4  Improve  trickle  &   purge   5  Reduce  DR  Bme   6  Capex  <  $2m   7  Implement  <  3  mos   •  •  What action can we take today and implement tomorrow that would meet the 1st requirement? (repeat) What action can we take today and implement tomorrow that would meet the 2nd requirement? (repeat) Looking at all the actions, which one(s) would satisfy the 1st requirement best? Which actions has got nothing to do with the 1st requirement? Looking at all the actions, which one(s) would satisfy the 2st requirement best? Repeat for each requirement…
  • 66. Snapshot info for Solutions Questions for Actions Key   Requirements   1  Best  data  transfer   rate   1   2   3   4   5   6   7   8   3   3   0   1   0   0   0   0   •  •  2    No  loss  of  data   •  3    Improve  system  up-­‐ Bme   •  4  Improve  trickle  &   purge   5  Reduce  DR  Bme   6  Capex  <  $2m   7  Implement  <  3  mos   •  •  What action can we take today and implement tomorrow that would meet the 1st requirement? (repeat) What action can we take today and implement tomorrow that would meet the 2nd requirement? (repeat) Looking at all the actions, which one(s) would satisfy the 1st requirement best? Which actions has got nothing to do with the 1st requirement? Looking at all the actions, which one(s) would satisfy the 2st requirement best? Repeat for each requirement…
  • 67. Snapshot info for Solutions Questions for Actions Key   Requirements   1   2   3   4   5   6   7   8   •  •  1  Best  data  transfer   rate   3   3   0   1   0   0   0   0   2    No  loss  of  data   0   3   3   0   0   1   2   2   •  3    Improve  system  up-­‐ Bme   1   2   1   0   3   1   2   1   •  4  Improve  trickle  &   purge   2   2   3   1   0   0   0   0   5  Reduce  DR  Bme   1   1   3   2   1   1   3   1   6  Capex  <  $2m   3   1   2   2   1   0   3   1   7  Implement  <  3  mos   0   3   0   0   0   1   3   3   •  •  What action can we take today and implement tomorrow that would meet the 1st requirement? (repeat) What action can we take today and implement tomorrow that would meet the 2nd requirement? (repeat) Looking at all the actions, which one(s) would satisfy the 1st requirement best? Which actions has got nothing to do with the 1st requirement? Looking at all the actions, which one(s) would satisfy the 2st requirement best? Repeat for each requirement…
  • 68. Snapshot info for Solutions Develop the new solution Key   Requirements   1   2   3   4   5   6   7   8   1  Best  data  transfer   rate   3   3   0   1   0   0   0   0   2    No  loss  of  data   0   3   3   0   0   1   2   2   3    Improve  system  up-­‐ Bme   1   2   1   0   3   1   2   1   4  Improve  trickle  &   purge   2   2   3   1   0   0   0   0   5  Reduce  DR  Bme   1   1   3   2   1   1   3   1   6  Capex  <  $2m   3   1   2   2   1   0   3   1   7  Implement  <  3  mos   0   3   0   0   0   1   3   3   •  Circle the best performing areas to give you a visual impact of best performing actions.
  • 69. Snapshot info for Solutions Develop the new solution •  Key   Requirements   1   2   3   4   5   6   7   8   1  Best  data  transfer   rate   3   3   0   1   0   0   0   0   •  2    No  loss  of  data   0   3   3   0   0   1   2   2   3    Improve  system  up-­‐ Bme   1   2   1   0   3   1   2   1   •  4  Improve  trickle  &   purge   2   2   3   1   0   0   0   0   5  Reduce  DR  Bme   1   1   3   2   1   1   3   1   6  Capex  <  $2m   3   1   2   2   1   0   3   1   7  Implement  <  3  mos   0   3   0   0   0   1   3   3   Circle the best performing areas to give you a visual impact of best performing actions. ASK: Which combination of actions would give you at least one [3] for each requirement? Look for at least 3-4 actions to combine Lastly, which action(s) do we have to add to the mix to make the suggested solution even more effective?
  • 70. Snapshot info for Solutions The  Solu.on!   Key   Requirements   1   2   3   4   5   6   7   8   1  Best  data  transfer   rate   3   3   0   1   0   0   0   0   2    No  loss  of  data   0   3   3   0   0   1   2   2   3    Improve  system  up-­‐ Bme   1   2   1   0   3   1   2   1   4  Improve  trickle  &   purge   2   2   3   1   0   0   0   0   5  Reduce  DR  Bme   1   1   3   2   1   1   3   1   6  Capex  <  $2m   3   1   2   2   1   0   3   1   7  Implement  <  3  mos   0   3   0   0   0   1   3   3     •  •  •  Which  combinaBon  of  acBons  makes   the  best  sense  and  would  provide  the   best  chance  of  success?   Check  whether  your  suggested   soluBon  would  saBsfy  all  the   requirements.  Also  check  impact  on   implementaBon  costs   How  would  you  suggest  we  implement   these  acBons?  
  • 71. AGENDA “Most incident investigators ask the wrong questions, so do not change your people but change the questions they are asking” •  •  •  •  Introduction Introduce Client Situation The Three Skills sets The Common Process and Language •  •  Technical Cause Analysis Root Cause Components •  •  Client outcomes Questions & answers
  • 72. Application Performance results Our client’s systems availability went from 76% at the end of 2009 to 88% end 2010 to eventually 95% at the end of 2012 – A gain of 19% 100   90   80   70   Mean-­‐Bme-­‐to-­‐repair   60   Improvement  m-­‐t-­‐t-­‐r   50   Availability   40   30   20   10   0   2009                    2010                      2012  
  • 73. Improvement in escalations In our client’s case the P2 to P1 escalations dropped by 38% 90   80   70   60   Recurring incidents dropped by 21% 50   40   P3 to P2 escalations dropped by 19% 30   20   10   0   Sev  3  to  Sev  2   Sev2  to  Sev  1   Recurring   problems   Vendor   Interven:ons  
  • 74. Lessons learned.. •  •  •  •  •  •  •  Most of the recurring incidents and problems are caused by “out of date procedures” and lack of proper documentation TCA is a “mental orientation” which people have to get trained in – “does not come with experience” IT professionals need a “thinking approach” that could be applied in most situations Rules of Engagement to become a standing order Encourage use in all incident investigation meetings – ask for the paperwork/evidence Sponsors continuous TCA/RCA training Regular email communications to publish successes
  • 75. Questions & Answers I thank you for your time!