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Benefiting from a Quality Problem Management Program v2
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Benefiting from a Quality Problem Management Program v2



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  • 1. “Benefiting froma Quality Problem Management Program”Eliminating recurring problems from Peter McGarahan impacting the organization, President / Founder employee productivity and McGarahan & Associates increasing the total cost of support.
  • 2. About The Speaker• 12 years with PepsiCo/Taco Bell IT and Business Planning• Managed the Service Desk and all of the IT Infrastructure for 4500 restaurants, 8 zone offices, field managers and Corporate office• 2 years as a Product Manager for Vantive• Executive Director for HDI• 6 years with STI Knowledge/Help Desk 2000• Founder, McGarahan & Associates (7 years)• McGarahan & Associates delivers service and support best practice consulting delivered through assessment / findings / recommendations / continuous improvement roadmap.• Retired Chairman, IT Infrastructure Management 2
  • 3. 3
  • 4. Problem Management – Break the Cycle! A quality Problem Management program can reap many benefits throughout the service and support organization as well as the business. Many organizations still struggle with creating/maintaining an effective a Problem Management program and process. Problem Management greatly depends on corporate culture and the integration of tools, process and people group to generate measurable and consistent results. It takes patience, discipline, collaboration and analytical expertise. Data Analysis and Trend Reporting are critical to the quality of the Problem Management program, but it is the resulting action, measurable benefits and communication to all stakeholders that defined the value of the PM program.App. Network ITAP DBAs Desktop ServiceDev. Techs. Support Desk 4
  • 5. Right Work, Right People & Right Reasons.Know Call Types.Speed to Resolution.Reduce Customer Contacts.Make Knowledge Work.Provide Resolutions Close to Customer. 5
  • 6. Service Strategy & Design - A Fresh Start Design customer-centric services that improve service delivery (service level management), enhancing the customer experience through organizational flexibility, tool integration, process efficiency & people effectiveness. Create a service strategy Develop business aligned goals & objectives Deliver service excellence 6
  • 7. Self-service Level-1 Level-2 Level-3 $100 + Technologist/D evelopers $50-$75Cost Escalated call $18-$23 First contact resolution $5-$10 Automated self-service Categorize Call Types in Level they are Call Resolved in Elimination Mean time to resolution Bring visibility to repetitive, costly issues, questions and requests 7
  • 8. The “Shift Left” StructureCharacteristics: Business-focused, Virtual, On-demand, Cost-effective, Responsive, Predictable, Consistent and Adaptive Level-2 OLA Specialist Web/DB/ SLA Level-2 UC Specialist IS OPS Services New Customers Level-2 Customer Support Center Specialist Network & Technical Services Level-3 Vendor Support Level-2 Applications Specialist HELP@YOURCOMPANY.COM QA/Security Level-3 Exiting Customers Vendor Support www.HELPME.COM Programs Level-2 1-800.HELPME Specialist Business Portal Services Level-3 Vendor Support Infrastructure Level-2 Employees Specialist CRM / Architecture Level-2 Specialist Business System Services Partners Level-2 Specialist Bus. Analysis & Process Services Call Elimination / Increase First Contact Reduce Reduce / Eliminate Self-service Res (FCR) Escalations Dispatch 8
  • 9. Know Your Cost• Require Analysts to search the KB before escalating to L2.• Target call types for FCR that are currently being escalated.• Target FCR for Self-service Portal.• Analyze incidents with no Knowledge for PM / RCA.• Work with L2 managers to provide training, access, and knowledge. Source: HDI Practice & Salary Guide / Gartner Research 9
  • 10. Either the time will be consumed with the “groundhog day” approach to fighting fires,Or spent in a structured and organized manner identifying the true and underlying cause(s) of problems that generate calls and impact business and eliminate the cause thus preventing future reoccurrences. 10
  • 11. What To Do, Simply! Step1: Finding the root cause of issues, documenting and communicating the “work-arounds” to Level-1 & Level-2.Step 2: Indentifying / Justifying a permanent solution or “fix” targeted atthe problem’s root cause, approved by Change and Released into theproduction environment eliminating the incidents / calls caused by the problem.How the Service Desk Adds Value: – Focus on accurate and complete incident record logging. – Categorize / Prioritize accurately for easy reporting. – Flag the escalated incidents with no workaround / knowledge. – Analyze the high priority (business impact) incidents, the most frequently escalated and the longest Mean Time to Resolve (MTTR) as PM targets. 11
  • 12. Root Cause Analysis Start Domain mgr. IT M gmt. rates candidate Assign RCFA bus reactive Incident impact and RCFAs at records cost to fix as daily ops. "large, med. Domain NWF (Not Worth Fixing) meeting and small" Mgr. Problem Elimination Board (PEB) 1. Review metrics Create parent record End 2. Select candidate RCFA admin. incident history Consolidate RCFAs and assign RCFAs to prob. owner prepare 3. Investigate errant Create metrics RCFAs or domains template 4. Ensure resource RCFAs for bandwidth is utilized Approved (and funded) candidates with high incident rates Change Mgmt.INC LOG Techs Owner Assembles team Establish Post work- Prob Define Submit Execute Verify (weekly RCFA bus Root cause around (if fix change change change update reqd) impact determination applicable) successful Submit intuitive RCFAs IT Incident Mgmt. N Agent may submit intuitive RCFA Match Enact work- Close New Y Link incident to open around incident incident RCFA to RCFA (if posted) or route 12
  • 13. Purposeful Problem Management Who in the IT organization is responsible for critical problem Reduce Downtime processes and resolution? • Escalation • Customer communication 60% • Documentation 50% of workaround 40% 30% Call Avoidance 20% • Root cause analysis 10% • Trend analysis 0% • Problem review board Other IT Service Process not formalized IT Operations Responsibility Team2008 Desk2009 13
  • 14. Develop A Response!1. Develop guidelines for 5. Develop a plan for calling escalating a problem. emergency meetings.2. Ensure someone is in 6. Designate a "war room" charge. or audio bridge.3. Create a problem 7. Coordinate who will management team with contact the customer stakeholders from the with status, and how service desk, often. operations, app. dev. 8. Develop a severity and business. coding system.4. Schedule regular 9. Keep an updated "on- meetings with team to call" list. review outstanding problems. 10. Hold a postmortem. 14
  • 15. Take Action! Do you know……. The desired end-result? What works well? What doesn’t, why not? If you know, then what are you doing about it?Find Out ……. Who is Calling? Why they are Calling? Who resolves their Issues? How long (AHT / Effort / Resolve) does it Take? 15
  • 16. Categorization / Taxonomy • Categories grow organically – It’s easy to add a new one - even with change management. – Categories are not organized and consistent. – Don’t remove old or irrelevant categories. – What ends-up in a categorization schema “decision-tree” may not reflect the true nature of the incident / problem. • Categories should drive reporting – It is challenging to query and design reports for root cause analysis when you are sure of what to ask but not confident in what you get back. • Categories try to be everything at once / end-up being nothing at all – Intentions are good, but relevance / simplicity to the support professionals who are tagging the incident is absent. • Categories levels when linked should tell the story – Not knowing root cause, how resolved and what the symptoms are as expressed by the customer leaves the problem manager literally blind when querying data for analysis / action.16 16
  • 17. 80% of Call Volume / 20% Call Types • Histograms that summarize recurring problems. • Focus efforts on the most frequent issues. – Problems coded incorrectly appear as individual and infrequent events not registering on the radar screen and not given further attention (RCA). – These seemingly unrelated issues, could be traced to a small number of common root causes, and if grouped together, would have shown up as a high frequency problem and therefore given higher priority. 1717
  • 18. A Matter of Perspective!• The creation of the categorization schema takes into account the following perspective: – The customer (REPORTER). – The Level-1 Analyst (RECORDER / RESOLVER). – The Level-2 / Level-3 technician (RESOLVER).• Good Categorization leads to effective Root Cause Analysis which will provide insights / action / results in the following areas: – Trend Analysis. – Knowledge Management. – Problem Prevention. – High Impact Training. – Call Avoidance / Elimination Methodologies. – Feedback loops to Help Desk training and Client Educational Programs. 18
  • 19. Targeting Call Types• Know the Impact – Tech vs. Non-Tech – New vs. repetitive – High call volume / High talk time• Have a plan – Direct to Self-service – Publish Knowledge Articles – Improve Training – Route to Problem Mgmt – Improve diagnostic / trouble- shooting skills / tools• Measure Impact – Take baseline measurements – Measure actual – Report progress / impact / reduction 19
  • 20. Call Avoidance (Deflection / Elimination)• Review historical data for persistent and common problems (categorization / RCA).• Observe patterns of temperamental infrastructure equipment (Configuration).• Ask 1st, 2nd, 3rd level analysts and business where they see patterns (focus / debriefs).• Communicate to employees well-known issues and fixes (self-service).• Develop strong processes (change and release management). 20
  • 21. Focus on What Matters! SLA = MTTR in 8 hours or less for 90% of requests• Develop measurements for Resolutions that Resolutions that every component met SLA didn’t meet SLA of SLA. Week 1 95%• You cant improve what you Week 2 98.5% cant measure. Week 3 70%• Use historical measurements to observe trends. WHY? Focus on # of Problems Outliers• Communicate SLA metrics and measurements to ?1 business. Time to Repair 21
  • 22. Actionable Reporting Fact with…Analysis,Action 22
  • 23. Create shared ‘devops’ goals / objectives. In the end, these should help us identify, link and realize how to translate IT objectives / metrics into tangible business benefits / value.Work to establish measurable business value credibility. 1. Lower the total cost of ownership of all services • Build them with serviceability, usability and maintainability in the design of all new applications, systems and services). 2. Increase business value • Achieve business benefits (lower operational costs, increased revenues, improved customer experience). 3. Minimize business impact • Reduce change-related outages / incidents. • Reduce number of problems / incidents / calls. • Reduce the number of requests / training-related calls / inquiries. • Speed to resolution based on business prioritization model. 4. Improved and frequent Communication (Launch / On-going) 23
  • 24. In Summary!Detect problems and trends –Detecting recurring problems, analyzing trends, and identifying areas in need of improvement.Prevent problems (elimination) –Performing Root Cause Analysis, determining the source of the problem, will provide long-term prevention. Preventing 10% of problems is the same as solving 80% of all problems immediately.Re-Solve issues –When issues are solved quickly and efficiently, productivity increases.Position for Self-Service (deflection) –Even though FCR is a great metric – it still says we are solving a high percentage of repetitive calls – over and over again! –Position for self-service based on issue, question and audience. 24
  • 25. Our New E-Book"The Complete Guide to Purposeful Support Practices" Best and good Practices in the support industry are plentiful. These mostly process practices are guidelinesfor focusing more on “what you should be doing” rather than “how you should be doing it” with little to no regard for the influential environmental factors. Purposeful Practices are an innovative way to look at these widely accepted processes with an emphasis on achieving a desired, measurable end result. Purposeful Practices are always open to investigation andcontinuous improvement to increase the value of these services to the business. To download you copy, Go To bkform.cfm 25