Problem Management


Published on

If I Knew Then What I Know Now: Problem Management
Jayne Groll, ITSM Academy Co-Founder, #ITSM_Jayne,

A retrospective on common Problem Management implementation challenges and tangible ideas for correcting them.

Published in: Technology
  • Be the first to comment

No Downloads
Total Views
On Slideshare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Problem Management

  1. 1. Welcome! Wl ! If I Knew Th K Then, Wh I Know N What K Now Problem Management #askitsm @ITSMAcademy @ITSM_Jayne Jayne Groll© ITSM Academy
  2. 2. About ITSM Academy  Accredited Education  Since 2003 - Tens of Thousands  Certified Process Design Engineer (CPDE) Trained and Certified  ITIL® Foundation  Public Classes throughout U.S.  ITIL Capability (OSA|PPO|RCV|SOA)  Corporate On-Site Classes  ITIL Lifec cle (SS|SD|ST|SO|CSI) Lifecycle  Virtual Classes  ITIL Managing Across the Lifecycle (MALC)  Courseware Licensing  ISO/IEC 20000 Foundation & Bridge  Corporate & Partner (GEM) p ( )  MOF Foundation  Alumni Program  Practical, Value-Add Workshops  PMI Global Education Provider  Building Blocks, Roles, Service Catalog, etc. g g  Certified Woman-Owned  ITIL, MOF, ISO 20K Overviews  Apollo 13, Visible Ops: The Class  And more!ITIL® is a Registered Trade Mark of the Cabinet Office.© ITSM Academy 2 Welcome!
  3. 3. Your Presenter – Jayne Groll  President of ITSM Academy  ITIL® Expert, Certified Scrum Master, ISO/IEC 20000 Consultant Manager  Co founder – So Florida LIG ISO20K SIG, ATCTA Co-founder So. LIG, SIG  20+ years in IT management Since 2003, ITSM Academy has trained tens of thousands of learners on all levels of ITIL, ISO/IEC 20000, Certified Process Design Engineer (CPDE), Microsoft Operations Framework (MOF) and other ITSM education. Please p ( ) visit us at© ITSM Academy 3
  4. 4. Agenda  What we learned then: a review of basic Problem Management concepts  What we know now: practical advice for overcoming common Problem Management challenges  Next steps  Game: Who wants to be a Problem Manager?Thanks for joining us today.Please use the chat feature to send in your questions.© ITSM Academy 4
  5. 5. What W Learned Th Wh t We L d Then© ITSM Academy
  6. 6. Problem Management Purpose and Objectives Problem Management manages the lifecycle of all problems from first identification through further investigation, documentation and eventual removal.  Prevent problems and p resulting incidents Problem: The underlying cause of one or more  Eliminate recurring incidents g incidents Known Error: A problem  Minimize the impact of with a documented root incidents cause and a workaround Problem Management diagnoses the root cause of incidents and initiates actions to improve or correct the situation.© ITSM Academy 6 ITIL Text - SO 4.4.1
  7. 7. Problem Management Scope Problem Management aspects include  Reactive Problem Management  Solving problems in response to incidents  Executed as part of Service Operation  Proactive Problem Management  Conducting reviews and analyzing trends to prevent incidents  Initiated in Service Operation but driven as part of Continual Service Improvement The difference between reactive and proactive Problem Management lies in how the process is triggered.© ITSM Academy 7 ITIL Text - SO 4.4.2,
  8. 8. Problem Management’s Business Value Problem Management increases service quality by reducing the time required to resolve incidents and by preventing future incidents through permanent solutions.  This results in  Higher service availability and stability  Increased business and IT productivity  Reduced cost of ineffective fixes  Reduced cost of repeat incidents  Improved perception of IT from customers You can also leverage Problem Management to solve operational and strategic problems.© ITSM Academy 8
  9. 9. What W K Wh t We Know Now N© ITSM Academy
  10. 10. Common Problem Management Challenges  Confusing incidents and problems  Operating in a “band-aid” culture  Inability to predict resources, effort and priority  Lack of a structured approach  Insufficient information© ITSM Academy 10
  11. 11. Confusing Incidents and Problems Incidents do not grow up to be problems – they raise the possibility that the underlying problem should be investigated.  Incident Management focuses on restoration  Problem Management focuses on prevention  The processes can be powerful when executed simultaneously  They may share resources but should have different process managers Incident records can close when service is restored; problem records remain open until the error is removed.© ITSM Academy 11
  12. 12. Operating in a “Band-aid” Culture Known errors provide knowledge and actions that will help minimize the impact of incidents until a permanent solution is identified and deployed deployed.  Known errors are milestones, not resolutions  Workarounds do not prevent future incidents  Band-aids will eventually fall apart  Business impact should help justify a conclusion B i i t h ld h l j tif l i  All problems can ultimately be resolved Minor errors may have to wait until the next release of a service – however long that takes. g© ITSM Academy 12
  13. 13. Inability to Predict Resources, Effort and Priority Problem models expedite problem solving by predicting the handling of common types of problems.  Problem M Models can be Problem Models include built for problems based on  Steps to be taken g  Recurring incidents or situations  Sequence of actions S f  Dormant problems  Responsibilities  Underlying problems  Timescales and thresholds  K d i ti ti Known errors under investigation  Escalation procedures  Create, update and validate  Steps to preserve evidence p problem models as p of the part problem closing activity Consider including predicted priority, resources, constraints, costs priority resources constraints and expected return in your Problem Models.© ITSM Academy 13
  14. 14. Lack of a Structured Approach Leveraging a structured approach keeps the problem team focused and improves their ability to identify the true root cause  Proven methods  Kepner and Tregoe p g  Ishikawa Diagrams  Chronological Analysis g y  Pain Value Analysis Could you apply Agile/Scrum to  Pareto Analysis problem solving?  Brainstorming© ITSM Academy 14
  15. 15. Lack of Information Effective Problem Management teams are dependent accurate information in configuration, incident , change and prior problem records.  Record all incidents and problems in separate records with unique identifiers  Join problem records to related incidents, changes and configurations  Require accurate and complete problem d l bl and incident resolution detail in each record  Ensure proper categorization  Provide access to other information such as operational logs, network maps, monitoring data, etc.© ITSM Academy 15
  16. 16. Conclusion  Successful Problem Management relies on  Recognition of it’s business benefits  Distinction from Incident Management  Sufficient resourcing, time and resourcing information  Absence of blame KKnowledge and application of l d d li ti f proven methods and techniques Communication and Teamwork  Relentless pursuit and removal of root cause (when justified)© ITSM Academy 16
  17. 17. Who Wants to Be a Problem Manager?© ITSM Academy
  18. 18. Questions?© ITSM Academy 18
  19. 19. Visible OPS Certified Process Design Engineer (CPDE) ITIL SOA ITIL at the Service Desk ITIL PPO Defining Your Service Catalog ITIL RCV ITIL Service Strategy ITIL Managing Across ITIL OSA the Lifecycle (MALC) ITIL Service Design Service Strategy ITIL Service Transition Overview ITIL Service Operation Service Transition Overview ITIL Continual Service Improvement Service Operation Overview ITIL ITSM Roles Foundation and Responsibilities ISO/IEC 20000 Foundation ISO/IEC 20000 / Apollo 13 Simulation Foundation Bridge MOF Foundation Customer Service ITIL Executive Overview Excellence E ll ITIL Overview Building Blocks of Process Design ISO/IEC 20000 OverviewSolid colored boxes represent accredited certification courses.Grey boxes represent non-certification courses including workshops and simulations.
  20. 20. ITSM Academy Affiliates© ITSM Academy, v2 October 2011 20
  21. 21. Want to Learn More? Master Certified Process ISO/IEC 20000 ITIL Design Engineer Foundation Expert (CPDE) Complementary Course 5 credits Complementary Course 1 credit 1.5 credits Managing Across the Lifecycle (MALC) 3 credits each 4 credits each CSI Service Offerings and Agreement (SOA) SO ST SD Release, Control and Validation (RCV) SS Planning, Protection and Optimization (PPO) Operational Support and Analysis (OSA) Lifecycle Stream Capability Stream 2 credits © ITSM Academy 2008 V3 F Foundation d ti© ITSM Academy 21