Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Pgs problem management assessment 022509

385 views

Published on

  • Be the first to comment

  • Be the first to like this

Pgs problem management assessment 022509

  1. 1. February 25, 2009 1 of 15For information on how to use please go to www.pointguardsolutions.com, or emailjc@pointguardsolutions.comService OperationsProcess AssessmentProblem Management Best Practices
  2. 2. February 25, 2009 2 of 15For information on how to use please go to www.pointguardsolutions.com, or emailjc@pointguardsolutions.com1. ContentsTable of Contents1. Contents.......................................................................................................................21.1 Purpose ................................................................................................................31.2 Document History................................................................................................32 Assessment Overview..................................................................................................42.1 Document Standard .............................................................................................42.2 Questionnaire Instructions...................................................................................42.3 Tools Inventory and Assessment Instructions.....................................................52.4 Roles and Responsibilities Instructions...............................................................53 Service Support Assessment........................................................................................53.1 Problem Management..........................................................................................53.1.1 Overview .....................................................................................................53.1.2 Questionnaire...............................................................................................73.1.3 Tools Inventory and Assessment...............................................................143.1.4 Roles and Responsibilities.........................................................................14
  3. 3. February 25, 2009 3 of 15For information on how to use please go to www.pointguardsolutions.com, or emailjc@pointguardsolutions.com1.1 PurposeThis document is intended to outline a standard practice for a Capability Maturity ModelAssessment of ITIL Service Support and Service Delivery Best Practices.Proposed Project Name: CMM ITIL Problem Management AssessmentIssued By/Department:Primary Sales Contact:Primary Technical Contact:Date:1.2 Document HistoryRevision HistoryName Date Version Description SignOff
  4. 4. February 25, 2009 4 of 15For information on how to use please go to www.pointguardsolutions.com, or emailjc@pointguardsolutions.com2 Assessment Overview2.1 Document StandardThe assessment will be performed using a hybrid of the Capability Maturity Model forService Management and the ITIL Best Practices for Service Support and ServiceDelivery. The overall structure of the effort will come from the ITIL best practices of theIT Service Management definition. Rankings within each area will conform to a modifiedversion of the CMM scoring. This modified version provides a greater degree ofgranularity in evaluating the various factors involved in each service area, and has itsbasis in the ITIL standard.2.2 Questionnaire InstructionsThe following answers are possible:• Answer Yes always if:The activity is (almost) always performed. If you answer yes always pleaseindicate which role or function is responsible for conducting the activity.• Answer Not always if:The activity is performed sometimes, or not completely. The activity may beperformed, but not according to a documented procedure, or may be omittedunder difficult circumstances.Please indicate why the activity is not consistently performed.• Answer Never if:The activity is never or hardly ever performed.• Answer Dont know if:You are unsure what the activity entails, or you have insufficient knowledge toanswer the question.Please answer all questions. Please add comments to explain and motivate youranswer.In those cases where questions refer to documented processes and procedures,references to those documents should be captured. Where appropriate, copies ofdocuments should be included.
  5. 5. February 25, 2009 5 of 15For information on how to use please go to www.pointguardsolutions.com, or emailjc@pointguardsolutions.com2.3 Tools Inventory and Assessment InstructionsFor each tool in use within a particular service area, the following information should becataloged:• What is the product name and version?• What is the intended purpose? What need is the tool designed to fill?• Does the tool meet that need?• Are there any deficiencies in the capability or performance of the tool?• Are there any untapped capabilities or functionality contained in the tool?• What data is produced by the tool and how is the data stored?• What facilities are available to access the data within the tool?Within each service area an evaluation should also be made as to whether there areadditional needs that could be met by tools that are currently available.2.4 Roles and Responsibilities InstructionsUsing the defined roles within each service area:• What roles are currently filled? Who is the company staff member filling the role?• Are all of the responsibilities detailed in the ITIL specification being met? If not,what responsibilities are lacking and why?• What is the current level of effort for those roles? Is that level of effort adequate?• What roles currently require inordinate levels of effort?• What roles are currently going unfilled?In this section of each service area, a record should be made of all current companystaffing to fill these roles. This staff record should be correlated to the recommendedroles for each respective service area to produce the source information necessary forstaffing recommendations.3 Service Support Assessment3.1 Problem Management3.1.1 OverviewThe goal of Problem Management is to minimize the adverse impact of Incidents andProblems on the business that are caused by errors within the IT Infrastructure, and toprevent recurrence of Incidents related to these errors. In order to achieve this goal,
  6. 6. February 25, 2009 6 of 15For information on how to use please go to www.pointguardsolutions.com, or emailjc@pointguardsolutions.comProblem Management seeks to get to the root cause of Incidents and then initiateactions to improve or correct the situation.The Problem Management process has both reactive and proactive aspects. Thereactive aspect is concerned with solving Problems in response to one or moreIncidents. Proactive Problem Management is concerned with identifying and solvingProblems and Known errors before Incidents occur in the first place.Problem control, error control and proactive Problem Management are all within thescope of the Problem Management process. In terms of formal definitions, a ‘Problem’ isan unknown underlying cause of one or more Incidents, and a ‘Known error’ is aProblem that is successfully diagnosed and for which a workaround has been identified.Inputs to the Problem Management process are:• Incident details from Incident Management• configuration details from the Configuration Management Database (CMDB)• any defined workarounds (from Incident Management)The major activities of Problem Management are:• Problem control• error control• the proactive prevention of Problems• identifying trends• obtaining management information from Problem Management data• the completion of major Problem reviewsOutputs of the process are:• Known Errors• a Request for Change (RFC)• an updated Problem record (including a solution and/or any availableworkarounds)• for a resolved Problem, a closed Problem record• response from Incident matching to Problems and Known Errors• management information
  7. 7. February 25, 2009 7 of 15For information on how to use please go to www.pointguardsolutions.com, or emailjc@pointguardsolutions.com3.1.2 QuestionnaireInterview Date:Participants:Name Role DeptLevel 1: Pre-requisites3.1.2.1 Are at least some problem management activities established in theorganization, e.g. problem determination, problem analysis, problemresolution?3.1.2.2 Are problem management activities assigned to specific individuals orfunctional areas?3.1.2.3 Is there a procedure by which significant incidents are escalated byincident management?3.1.2.4 Are potential problems formally assessed and identified prior todisruption occurring?Level 1.5: Management Intent3.1.2.5 Has the purpose and benefits of problem management beendisseminated within the organization?
  8. 8. February 25, 2009 8 of 15For information on how to use please go to www.pointguardsolutions.com, or emailjc@pointguardsolutions.com3.1.2.6 Does the organization have procedures for the registration of problemsand their resolution?3.1.2.7 Is there management commitment to support staff allocating sufficienttime for structural problem solving activities?3.1.2.8 Is the organization committed to reducing the total number of problemsand the number of incidents that interrupt the conduct of business?3.1.2.9 Is there management support for problem management staff onlyaccepting support requests from authorized sources?Level 2: Process Capability3.1.2.10 Have responsibilities for various problem management activities beenassigned?3.1.2.11 Is there a procedure for analyzing significant, recurring and unresolvedincidents and identifying underlying problems?3.1.2.12 Is there a procedure by which potential problems are classified, interms of category, urgency, priority and impact and assigned forinvestigation?
  9. 9. February 25, 2009 9 of 15For information on how to use please go to www.pointguardsolutions.com, or emailjc@pointguardsolutions.com3.1.2.13 Do problem owners have adequate guidelines for identifying andrecording the nature of a problem?3.1.2.14 Are complex problem investigations across for example, severaltechnical areas adequately coordinated?3.1.2.15 Is there a procedure for problem closure?3.1.2.16 Do you have a mechanism for tracking problem resolution?3.1.2.17 Do you monitor the effectiveness of problem support areas?Level 2.5: Internal Integration3.1.2.18 Is the nature of the problem always documented as part of the problemrecord?3.1.2.19 Is Problem Management responsible for the completeness of allproblem records?3.1.2.20 Does problem management escalate problems with severe impact to theCAB to increase the priority of the RFC or to implement an urgentchange as appropriate?
  10. 10. February 25, 2009 10 of 15For information on how to use please go to www.pointguardsolutions.com, or emailjc@pointguardsolutions.com3.1.2.21 Are proposed solutions to a problem reviewed and authorized by a thirdparty?3.1.2.22 Are problem records updated to reflect the progress in resolving theproblem?3.1.2.23 Is the Problem Manager responsible for reviewing the problem records?Level 3: Products3.1.2.24 Are standard reports concerning problems produced regularly?3.1.2.25 Are problem records updated on resolution of a problem?3.1.2.26 Are requests for change raised on the basis of problem analysis?3.1.2.27 Do problem management reports comment on the results of proactiveproblem management?Level 3.5: Quality Control3.1.2.28 Are the standards and other quality criteria made explicit and applied toproblem management activities?
  11. 11. February 25, 2009 11 of 15For information on how to use please go to www.pointguardsolutions.com, or emailjc@pointguardsolutions.com3.1.2.29 Are the personnel responsible for problem management activitiessuitably trained?3.1.2.30 Does the organization set and review either targets or objectives forProblem Management?3.1.2.31 Does the organization use suitable tools to support the problemmanagement process?Level 4: Management Information3.1.2.32 Does Problem Management provide management with informationconcerning analysis of problem records?3.1.2.33 Does Problem Management provide management with informationconcerning recurring problems of a particular type or with an individualitem?3.1.2.34 Does Problem Management provide management with informationconcerning the need for more customer training or betterdocumentation?3.1.2.35 Does Problem Management provide management with informationconcerning trends in problem distribution and potential hot spots?
  12. 12. February 25, 2009 12 of 15For information on how to use please go to www.pointguardsolutions.com, or emailjc@pointguardsolutions.comLevel 4.5: External Integration3.1.2.36 Do you hold regular meetings with interested parties in which ProblemManagement (PM) matters are discussed?3.1.2.37 Does PM exchange information with Configuration Managementregarding the quality of configuration records, highlighting any issues,and the potential flagging of items as failed (or equivalent)?3.1.2.38 Does PM exchange information with Change Management regarding thedetails of any changes to resolve problems or on emergency actionsundertaken?3.1.2.39 Does PM exchange information with Incident Management foridentification of significant incidents or multiple incidents exhibitingcommon symptoms in order to identify problems?3.1.2.40 Does PM exchange information with the Service Desk concerningrelated incidents, or follow-up on initial handling and possible feedbackto users (e.g. via urgent bulletins for major incidents)?3.1.2.41 Does PM exchange information with Service Level Managementregarding priority handling of problems and potential impact on servicelevel agreement performance?3.1.2.42 Does PM exchange information with IT Service Continuity Managementregarding possible contingency actions in the event of a major outage?
  13. 13. February 25, 2009 13 of 15For information on how to use please go to www.pointguardsolutions.com, or emailjc@pointguardsolutions.com3.1.2.43 Does PM exchange information with Availability Management fordetection and avoidance of problems and incidents?3.1.2.44 Does PM exchange information with Release Management (if applicable)regarding current CIs and for possible association of problems withspecific CIs?3.1.2.45 Does PM exchange information with Capacity Management for potentialimplications of planning options, and the likely effect on problemtrends?Level 5: Customer Interface3.1.2.46 Do you check with the customer that the activities performed byProblem Management adequately support their business needs?3.1.2.47 Do you check with the customer that they are happy with the servicesprovided?3.1.2.48 Are you actively monitoring trends in customer satisfaction?3.1.2.49 Are you feeding customer survey information into the serviceimprovement agenda?
  14. 14. February 25, 2009 14 of 15For information on how to use please go to www.pointguardsolutions.com, or emailjc@pointguardsolutions.com3.1.2.50 Are you monitoring the customers value perception of the servicesprovided to them?3.1.3 Tools Inventory and Assessment3.1.3.1 Tool3.1.4 Roles and Responsibilities3.1.4.1 Identified RolesProcesses tend to span functions within the organization. Therefore it is important todefine the responsibilities associated with the activities in the process that have to beperformed. To remain flexible, it is advisable to use the concept of roles. A role isdefined as a set of responsibilities, activities and authorizations. In this chapter, verybrief examples of relevant roles within the process are defined.Roles should be assigned to people or groups within an organization. This assignmentcan be full-time or part-time, depending on the role and the organization.Problem ManagerThe Problem Manager has the responsibility for all Problem Management activities andhas the following specific responsibilities:• developing and maintaining the Problem control process• reviewing the efficiency and effectiveness of the Problem control process• producing management information• managing Problem support staff• allocating resources for the support effort• monitoring the effectiveness of error control and making recommendations forimproving it• developing and maintaining Problem and error control systems• reviewing the efficiency and effectiveness of proactive Problem ManagementactivitiesIt is recommended that the Service Desk Manager and the Problem Manager roles arenot combined because of the conflicting interests inherent in these roles.
  15. 15. February 25, 2009 15 of 15For information on how to use please go to www.pointguardsolutions.com, or emailjc@pointguardsolutions.comProblem supportProblem support has both reactive and proactive responsibilities, as follows:• reactive responsibilities:• identifying Problems (by analyzing Incident data, for example)• investigating Problems, according to impact, through to resolution or erroridentification• raising RFCs to clear errors• monitoring progress on the resolution of Known Errors• advising Incident Management staff on the best available workarounds forIncidents related to unresolved Problems/Known Errors• assisting with the handling of major Incidents and identifying the rootcauses• pro-active responsibilities:• identifying trends and potential Problem sources (by reviewing Incidentand Problem analyses)• raising RFCs to prevent the recurrence of Problems• preventing the replication of Problems across multiple systems3.1.4.2 Current Staffing

×