This document provides guidelines for Wedgewood Inc.'s incident management process. It describes the process goals as restoring normal service operation quickly and minimizing business impact from incidents. Key activities are identified as incident identification and classification, initial support, investigation and diagnosis, resolution and recovery, and closure. Roles and responsibilities are defined for various positions along with metrics for monitoring process performance.
Introducing our content ready ITIL Incident Management Workflow PowerPoint Presentation Slides. Talk about the need for implementing incident management processes such as maintaining service levels, meeting service availability requirements and so on. The topic-specific incident resolution workflow PowerPoint presentation contains twenty-two editable PPT slides to serve all your business needs. Take advantage of the professionally designed problem management best practices PPT slideshow to discuss with your team the key issues of ITIL workflow like lack of transparency, decreased customer satisfaction, high risk of business etc. Demonstrate best practice of ITIL management like creating and maintaining a knowledge base and handling major incidents etc. Utilize the visually appealing ITIL framework PowerPoint compete deck to showcase benefits of ITIL e.g. maintain dashboard and reports etc. You can also use the PPT slides to represent stages of the IT incident management lifecycle. Thus, download the informative and interactive PowerPoint templates to list down the key performance indicators of IT incident management. From this day forward you won't look back. Our ITIL Incident Management Workflow PowerPoint Presentation Slides keep you focused ahead. https://bit.ly/2So2pXt
The document outlines an incident management escalation process, including functional escalation where an incident is passed from first to second to third level support if unresolved, and hierarchical escalation where an incident is escalated up management levels. It describes four levels of hierarchical escalation involving passing an incident to higher roles such as team leaders, managers, and directors. The process aims to resolve incidents in a timely manner while keeping stakeholders informed of progress.
Ensure that the best possible level of service quality and availability is maintained with this Incident Management Powerpoint Presentation Slides. Showcase the activities within the incident management procedure by incorporating this incident detection and recording PPT visuals. Determine how quickly a resolution of the incident is required by using this professionally designed investigation and analysis PPT graphic. Present the primary ITIL management roles with the help of our incident closure PowerPoint infographics. Also, determine the relative impact of an issue on business processes by taking the aid of the resolution and record the PPT template. Take the advantage of this problem management PowerPoint layout to determine the level of risk by considering the category of probability against consequence severity. Showcase the procedures to deal with the potential problems using the incident monitoring PPT templates. Download problem reporting and communication PPT presentation to restore a normal service operation as quickly as possible. https://bit.ly/3jH7J6u
ITIL Incident Management aims to minimize disruption to the business by restoring service operation to agreed levels as quickly as possible. Incident Management is often the first process instigated when introducing the ITIL quality framework to a Service Desk, and it offers the most immediate and highly visible cost reduction and quality gains.
Incident management aims to detect, classify, prioritize, resolve, and close incidents, referring unresolved incidents to specialized groups. Incidents are detected by request type, categorized by category, sub-category and item, and automated classification uses business rules. Impact, urgency and priority are defined to determine resolution approach, and unresolved incidents initiate problem requests to find root causes.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here
http://flevy.com/browse/business-document/itil-incident-management-workflow--process-guide-3020
DOCUMENT DESCRIPTION
This document establishes an Incident Management (IM) process according to ITIL v3 best practice and ISO 20000. (Word document including Visio diagram of the process)
This document introduces the Incident Management process Framework; the workflow, roles and responsibilities, RACI Matrix, KPIs, metrics, procedures, and policies needed to implement a high quality process.
Document contains suggested templates for:
Incident Life-cycle stages
Prioritization Matrix
Categorization
Incident Closure codes
Functional and Hierarchic Escalation Matrix
Major Incident Procedure
Reporting
Best Practices in Major Incident ManagementxMatters Inc
This report examines the challenges and best practices
for automating the communication process to resolve
major IT incidents as quickly and effectively as possible.
Introducing our content ready ITIL Incident Management Workflow PowerPoint Presentation Slides. Talk about the need for implementing incident management processes such as maintaining service levels, meeting service availability requirements and so on. The topic-specific incident resolution workflow PowerPoint presentation contains twenty-two editable PPT slides to serve all your business needs. Take advantage of the professionally designed problem management best practices PPT slideshow to discuss with your team the key issues of ITIL workflow like lack of transparency, decreased customer satisfaction, high risk of business etc. Demonstrate best practice of ITIL management like creating and maintaining a knowledge base and handling major incidents etc. Utilize the visually appealing ITIL framework PowerPoint compete deck to showcase benefits of ITIL e.g. maintain dashboard and reports etc. You can also use the PPT slides to represent stages of the IT incident management lifecycle. Thus, download the informative and interactive PowerPoint templates to list down the key performance indicators of IT incident management. From this day forward you won't look back. Our ITIL Incident Management Workflow PowerPoint Presentation Slides keep you focused ahead. https://bit.ly/2So2pXt
The document outlines an incident management escalation process, including functional escalation where an incident is passed from first to second to third level support if unresolved, and hierarchical escalation where an incident is escalated up management levels. It describes four levels of hierarchical escalation involving passing an incident to higher roles such as team leaders, managers, and directors. The process aims to resolve incidents in a timely manner while keeping stakeholders informed of progress.
Ensure that the best possible level of service quality and availability is maintained with this Incident Management Powerpoint Presentation Slides. Showcase the activities within the incident management procedure by incorporating this incident detection and recording PPT visuals. Determine how quickly a resolution of the incident is required by using this professionally designed investigation and analysis PPT graphic. Present the primary ITIL management roles with the help of our incident closure PowerPoint infographics. Also, determine the relative impact of an issue on business processes by taking the aid of the resolution and record the PPT template. Take the advantage of this problem management PowerPoint layout to determine the level of risk by considering the category of probability against consequence severity. Showcase the procedures to deal with the potential problems using the incident monitoring PPT templates. Download problem reporting and communication PPT presentation to restore a normal service operation as quickly as possible. https://bit.ly/3jH7J6u
ITIL Incident Management aims to minimize disruption to the business by restoring service operation to agreed levels as quickly as possible. Incident Management is often the first process instigated when introducing the ITIL quality framework to a Service Desk, and it offers the most immediate and highly visible cost reduction and quality gains.
Incident management aims to detect, classify, prioritize, resolve, and close incidents, referring unresolved incidents to specialized groups. Incidents are detected by request type, categorized by category, sub-category and item, and automated classification uses business rules. Impact, urgency and priority are defined to determine resolution approach, and unresolved incidents initiate problem requests to find root causes.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here
http://flevy.com/browse/business-document/itil-incident-management-workflow--process-guide-3020
DOCUMENT DESCRIPTION
This document establishes an Incident Management (IM) process according to ITIL v3 best practice and ISO 20000. (Word document including Visio diagram of the process)
This document introduces the Incident Management process Framework; the workflow, roles and responsibilities, RACI Matrix, KPIs, metrics, procedures, and policies needed to implement a high quality process.
Document contains suggested templates for:
Incident Life-cycle stages
Prioritization Matrix
Categorization
Incident Closure codes
Functional and Hierarchic Escalation Matrix
Major Incident Procedure
Reporting
Best Practices in Major Incident ManagementxMatters Inc
This report examines the challenges and best practices
for automating the communication process to resolve
major IT incidents as quickly and effectively as possible.
EMC is a global leader in cloud computing and IT services. After implementing SAP, CSC began supporting EMC in 2012 but faced many challenges with complex business processes. CSC implemented a problem management process using root cause analysis to address issues, reduce incident tickets, and improve system stability. This has provided significant cost savings for EMC and recognition for CSC's support while strengthening the client relationship.
The document describes Thomson Reuters' management of major incidents through an Incident Control Centre (ICC). The ICC aims to coordinate recovery efforts, communicate with stakeholders, and minimize outage times. It follows defined processes involving an Incident Recovery Team addressing the technical issues, an Incident Management Group overseeing communication and resources, and a Management Team Meeting for escalation and customer updates. The ICC operates continuously and stands down only when service is fully restored and a root cause analysis is initiated.
We struggled because of too many issues in the live products. They didn't allow project teams to make any forecasts or develop new features without interruptions. In the presentation I share the successful experience how we applied ITIL Problem and Incident Management processes, by talking only the best from them. It allowed to start fixing the problems that existed in our organization more effectively, while organization allowed to use different methodologies for different teams.
Incident management in Jira focuses on short-term solutions to unplanned interruptions in systems or services. The Jira Service Desk template includes an incident workflow that guides users to log, diagnose, and resolve incidents. This process involves service members reporting issues, the service desk logging and categorizing incidents, prioritizing response, escalating if needed, resolving the underlying problem, verifying the fix, and closing the incident. Postmortem reports and incident response reports provide documentation and analysis after significant incidents.
Incident Management
REMEDY is a customer relationship tool which can be used to log / monitor the issues or problems faced by customers by the means of incident management tickets. Each ticket is like an incident (problem) which is created by helpdesk and assigned to relevant support team. Concerned support team member take the ownership of the ticket and updates the work log (troubleshooting steps performed during the course of action) Also , it can be used to monitor Service Requests / change management ( Change Requests) and problem management. It’s developed by BMC software.
I ncident detection and recording Classification and initial support Investigation and diagnosis Resolution and recovery, Incident closure Incident Control Incident ownership, monitoring, tracking and communication In many organizations roles may be combined because of the small size of the organization or because of cost. Within Incident management we recognize the role of Incident Manager and the role of Incident Management staff.
for more details please visit
www.iicecollege.com
The document discusses the ITIL v3 Incident Management process. It defines key terms like incident, service request, and workaround. It describes the incident lifecycle of open, in progress, resolved, and closed. The purpose is to restore normal service operation as quickly as possible while minimizing impact. Value is provided through reducing downtime and improving user satisfaction. Incident priority is determined by urgency and impact. The workflow involves logging, categorizing, prioritizing, diagnosing, escalating, resolving, and closing incidents.
Top 3 Help Desk Challenges & What You Can Do About ThemSolarWinds
The document discusses the top 3 challenges of help desk implementations: 1) difficulty handling growing ticket volumes, 2) complexity of managing the ticketing process, and 3) lack of proper reporting and metrics. It then introduces SolarWinds Web Help Desk software as a solution, highlighting its features like email-to-ticket automation, ticket action rules, asset management, and built-in performance reporting.
The document discusses implementing Problem Management according to ITIL best practices. It describes what Problem Management is, its goals, definitions, objectives, benefits, and key steps to implementation. Problem Management aims to resolve the root causes of incidents to minimize their adverse impacts and prevent recurrence. The summary provides an overview of the key points covered in the document.
This document discusses implementing successful IT service management (ITSM) systems. It begins with basic definitions of ITSM, ITIL, and ISO 20000. It then covers the ITSM hierarchy and various ITSM certifications for organizations and professionals. The document outlines the implementation process in three phases and emphasizes focusing on people, processes, and technology. It provides an overview of various ITSM tools and technologies and concludes with factors that can lead to ITSM resistance and tips for successful change management when implementing ITSM.
ITIL Practical Guide - Service OperationAxios Systems
To view this complimentary webcast in full, visit: http://forms.axiossystems.com/LP=251
This video provides a run through of the lifecycle stage, which manages the day-to-day operation of IT services for the identification and reporting of interruptions in the delivery of services and handling of service requests at agreed levels.
This document discusses best practices for managing major incidents and provides a case study example. It addresses the challenges of poor communication during major incidents and common ineffective approaches. The case study highlights how a digital communications company reduced the time to engage stakeholders in incidents from minutes to seconds using a mobile app for targeted messaging and automated escalations. The document provides questions to start a dialogue on improving preparation, response, and reflection on major incident management processes.
The document discusses IT service management (ITSM). It defines ITSM as a process-based approach to aligning IT services with organizational needs. ITSM is performed through people, processes, products, and partners. The document outlines some key benefits of ITSM, such as improved quality and productivity. It also discusses various ITSM frameworks and criteria for successful ITSM implementation, noting the importance of change management and business alignment.
Short presentation-on incident management, as per ITIL definition,In today’s article we are going to learn all about the “Incident Tracking and management” Process – How to track and manage incidents in Software Testing with sample templates.
Are you thinking- “STH has published a lot of content on defect/bug tracking, so how is this going to be different”? That is exactly the reason why we have to look at what we mean by incident first.
This document provides an overview of IT service management (ITSM) and IT Infrastructure Library (ITIL) best practices. ITSM aims to align IT services with business needs, improve quality, and reduce costs. ITIL provides standard processes for IT service support, including incident management, problem management, change management, and configuration management. The document defines objectives and key performance indicators for evaluating these IT service management processes.
This document outlines plans to establish an IT service desk at TransVision to provide centralized IT support. The service desk will act as a single point of contact for all IT issues, maintain a database of incidents and resolutions, and ensure high quality support. It aims to quickly resolve problems, improve communication between users and support, and incorporate ITIL best practices such as escalating major incidents and integrating with other IT processes. The service desk will follow defined severity levels and processes to efficiently handle all support requests.
This document outlines an incident management plan. It includes sections on incident prioritization based on severity and impact levels, team responsibilities and contact information, communication plans, the incident management process flow, escalation processes, and best practices. The plan provides guidance on how to classify, respond to, communicate about, and resolve different types of incidents to minimize disruption and recover services.
The document defines Wedgewood Inc.'s IT change management process, activities, and roles. It establishes a framework for managing infrastructure changes through standardized methods and procedures. The objectives are to improve service/support quality, reduce risks and costs from changes, and achieve compliance. Key aspects include a change advisory board, four-phase change lifecycle of initiate/assess, design/build, test, and deploy/validate/close, and roles such as change manager and project sponsors.
Tech Mahindra proposes a detailed service transition methodology to transition services from the incumbent provider to Tech Mahindra over a planned timeline. The transition approach includes conducting due diligence, developing transition structures and methodologies depending on the incumbent's level of cooperation, establishing a learning program, implementing transition governance, and ensuring compliance. The goal is to achieve a successful service transition while maintaining stability, completing the transition on time, adhering to service levels, and providing a seamless experience for stakeholders.
EMC is a global leader in cloud computing and IT services. After implementing SAP, CSC began supporting EMC in 2012 but faced many challenges with complex business processes. CSC implemented a problem management process using root cause analysis to address issues, reduce incident tickets, and improve system stability. This has provided significant cost savings for EMC and recognition for CSC's support while strengthening the client relationship.
The document describes Thomson Reuters' management of major incidents through an Incident Control Centre (ICC). The ICC aims to coordinate recovery efforts, communicate with stakeholders, and minimize outage times. It follows defined processes involving an Incident Recovery Team addressing the technical issues, an Incident Management Group overseeing communication and resources, and a Management Team Meeting for escalation and customer updates. The ICC operates continuously and stands down only when service is fully restored and a root cause analysis is initiated.
We struggled because of too many issues in the live products. They didn't allow project teams to make any forecasts or develop new features without interruptions. In the presentation I share the successful experience how we applied ITIL Problem and Incident Management processes, by talking only the best from them. It allowed to start fixing the problems that existed in our organization more effectively, while organization allowed to use different methodologies for different teams.
Incident management in Jira focuses on short-term solutions to unplanned interruptions in systems or services. The Jira Service Desk template includes an incident workflow that guides users to log, diagnose, and resolve incidents. This process involves service members reporting issues, the service desk logging and categorizing incidents, prioritizing response, escalating if needed, resolving the underlying problem, verifying the fix, and closing the incident. Postmortem reports and incident response reports provide documentation and analysis after significant incidents.
Incident Management
REMEDY is a customer relationship tool which can be used to log / monitor the issues or problems faced by customers by the means of incident management tickets. Each ticket is like an incident (problem) which is created by helpdesk and assigned to relevant support team. Concerned support team member take the ownership of the ticket and updates the work log (troubleshooting steps performed during the course of action) Also , it can be used to monitor Service Requests / change management ( Change Requests) and problem management. It’s developed by BMC software.
I ncident detection and recording Classification and initial support Investigation and diagnosis Resolution and recovery, Incident closure Incident Control Incident ownership, monitoring, tracking and communication In many organizations roles may be combined because of the small size of the organization or because of cost. Within Incident management we recognize the role of Incident Manager and the role of Incident Management staff.
for more details please visit
www.iicecollege.com
The document discusses the ITIL v3 Incident Management process. It defines key terms like incident, service request, and workaround. It describes the incident lifecycle of open, in progress, resolved, and closed. The purpose is to restore normal service operation as quickly as possible while minimizing impact. Value is provided through reducing downtime and improving user satisfaction. Incident priority is determined by urgency and impact. The workflow involves logging, categorizing, prioritizing, diagnosing, escalating, resolving, and closing incidents.
Top 3 Help Desk Challenges & What You Can Do About ThemSolarWinds
The document discusses the top 3 challenges of help desk implementations: 1) difficulty handling growing ticket volumes, 2) complexity of managing the ticketing process, and 3) lack of proper reporting and metrics. It then introduces SolarWinds Web Help Desk software as a solution, highlighting its features like email-to-ticket automation, ticket action rules, asset management, and built-in performance reporting.
The document discusses implementing Problem Management according to ITIL best practices. It describes what Problem Management is, its goals, definitions, objectives, benefits, and key steps to implementation. Problem Management aims to resolve the root causes of incidents to minimize their adverse impacts and prevent recurrence. The summary provides an overview of the key points covered in the document.
This document discusses implementing successful IT service management (ITSM) systems. It begins with basic definitions of ITSM, ITIL, and ISO 20000. It then covers the ITSM hierarchy and various ITSM certifications for organizations and professionals. The document outlines the implementation process in three phases and emphasizes focusing on people, processes, and technology. It provides an overview of various ITSM tools and technologies and concludes with factors that can lead to ITSM resistance and tips for successful change management when implementing ITSM.
ITIL Practical Guide - Service OperationAxios Systems
To view this complimentary webcast in full, visit: http://forms.axiossystems.com/LP=251
This video provides a run through of the lifecycle stage, which manages the day-to-day operation of IT services for the identification and reporting of interruptions in the delivery of services and handling of service requests at agreed levels.
This document discusses best practices for managing major incidents and provides a case study example. It addresses the challenges of poor communication during major incidents and common ineffective approaches. The case study highlights how a digital communications company reduced the time to engage stakeholders in incidents from minutes to seconds using a mobile app for targeted messaging and automated escalations. The document provides questions to start a dialogue on improving preparation, response, and reflection on major incident management processes.
The document discusses IT service management (ITSM). It defines ITSM as a process-based approach to aligning IT services with organizational needs. ITSM is performed through people, processes, products, and partners. The document outlines some key benefits of ITSM, such as improved quality and productivity. It also discusses various ITSM frameworks and criteria for successful ITSM implementation, noting the importance of change management and business alignment.
Short presentation-on incident management, as per ITIL definition,In today’s article we are going to learn all about the “Incident Tracking and management” Process – How to track and manage incidents in Software Testing with sample templates.
Are you thinking- “STH has published a lot of content on defect/bug tracking, so how is this going to be different”? That is exactly the reason why we have to look at what we mean by incident first.
This document provides an overview of IT service management (ITSM) and IT Infrastructure Library (ITIL) best practices. ITSM aims to align IT services with business needs, improve quality, and reduce costs. ITIL provides standard processes for IT service support, including incident management, problem management, change management, and configuration management. The document defines objectives and key performance indicators for evaluating these IT service management processes.
This document outlines plans to establish an IT service desk at TransVision to provide centralized IT support. The service desk will act as a single point of contact for all IT issues, maintain a database of incidents and resolutions, and ensure high quality support. It aims to quickly resolve problems, improve communication between users and support, and incorporate ITIL best practices such as escalating major incidents and integrating with other IT processes. The service desk will follow defined severity levels and processes to efficiently handle all support requests.
This document outlines an incident management plan. It includes sections on incident prioritization based on severity and impact levels, team responsibilities and contact information, communication plans, the incident management process flow, escalation processes, and best practices. The plan provides guidance on how to classify, respond to, communicate about, and resolve different types of incidents to minimize disruption and recover services.
The document defines Wedgewood Inc.'s IT change management process, activities, and roles. It establishes a framework for managing infrastructure changes through standardized methods and procedures. The objectives are to improve service/support quality, reduce risks and costs from changes, and achieve compliance. Key aspects include a change advisory board, four-phase change lifecycle of initiate/assess, design/build, test, and deploy/validate/close, and roles such as change manager and project sponsors.
Tech Mahindra proposes a detailed service transition methodology to transition services from the incumbent provider to Tech Mahindra over a planned timeline. The transition approach includes conducting due diligence, developing transition structures and methodologies depending on the incumbent's level of cooperation, establishing a learning program, implementing transition governance, and ensuring compliance. The goal is to achieve a successful service transition while maintaining stability, completing the transition on time, adhering to service levels, and providing a seamless experience for stakeholders.
This document describes the development of a strategic approach for making accurate decisions during unplanned telecom service outages. It discusses a case study where an upgrade to a core billing system led to an unexpected outage impacting recharge services. Key learnings included the need for cross-functional information sharing and predefined delay thresholds to speed decision making. The developed approach establishes standard procedures to minimize revenue loss and ensure the best decision is made quickly during any telecom service outage.
This document discusses developing a strategic approach for making accurate decisions after unplanned service outages in telecom operations. It notes that while standard operating procedures exist, outages can still occur. The author formed a team to define an effective action plan for outages. Through a case study and analysis of activity phases where issues could arise, the team identified key factors like impact on revenue, technical insights, and costs. The goal is to establish a common reference approach to help stakeholders make the best decision with the least cost to business when unexpected outages disrupt planned activities in telecom networks.
The document provides an overview of phase 1 of a project to re-engineer the break-fix process for IT support at a large healthcare organization. It summarizes the current operations, objectives to improve response times, and the approach taken in phase 1 which included documenting the current process and identifying areas for improvement. Next steps outlined developing new processes, piloting changes, and implementing recommendations to achieve service level agreements.
The document discusses expanding on the expanded incident lifecycle model in ITIL. It describes the key stages in the incident lifecycle in more detail - occurrence, detection, diagnosis, repair, recovery, restoration, and closure. It also discusses the related ITIL processes that support each stage, such as problem management, change management, and service level management. The goal is to understand where improvements can be made to shorten resolution times and increase system reliability by utilizing other ITIL frameworks.
This document describes a hospital management system project submitted by two students, Rishit Gajjar and Mehul Ranavasiya, in partial fulfillment of the requirements for a bachelor's degree in information technology. It includes a certificate signed by their project guide and the head of the computer science department certifying the work. The document outlines the contents which will describe the design, database, and conclusions of the hospital management system created by the students.
The document discusses software processes and activities. It describes common process models like waterfall, incremental development, and configuration management. The key activities involved in most processes are specification, development, validation, and evolution. Specification defines system requirements while development includes design, implementation, and debugging. Validation ensures the system meets requirements through testing. Processes also evolve to adapt to changing needs.
Service Desk or Helpdesk is nowdays have become an Important part of any Organization.
BPO/KPO s have maintained their own Heldesk if there is ny Technical DIfficulty.
The Project will guide you to how an Techincal officer works.
The event table outlines the key interactions between customers, engineers, and management for the cooling equipment servicing system. Customers can inquire about services, register for maintenance or repairs, update registrations, and pay bills. Engineers provide service sheets after reviewing problem details from management. Management records customer, engineer, and service details; and can update any of these as needed.
This document is a service level agreement (SLA) template that outlines responsibilities, service descriptions, key performance indicators (KPIs), availability targets, and reporting procedures. The SLA describes the business service covered, exclusions, purpose, users, and responsibilities of the service owner and manager. It establishes service hours, descriptions of sub-services, and KPI targets for availability, reliability, and response times. The SLA also covers service continuity plans, charging, performance incentives, and regular review and reporting requirements.
Qutubuddin Sheik is seeking a mid-to-senior level position in IT application management and support with over 5 years of experience. He has worked as an IT support analyst, production L3 analyst, application manager, and IT project manager for CitiBank and Cognizant Technology Solutions. He has experience managing various banking and investment applications. He is proficient in technologies like Oracle, SQL, PL/SQL, Java, and monitoring tools. He has an ITIL foundation certification and has experience in roles like support analyst, support lead, incident/problem manager, application manager, system capacity manager, release manager, and project manager.
PROCESS IMPOVEMENT PLAN Page | 1
PROCESS IMPOVEMENT PLAN
Submitted By:
Course number and name –
Submission Date: 3th June, 2021
TABLE OF CONTENTS
Introduction..............................................................................................................................3
Process Boundaries...................................................................................................................3
Process configuration................................................................................................................5
Process metrics..........................................................................................................................6
Targets for improved performance............................................................................................7
Introduction
The process improvement plan is the approach that seeks the side in which the ideas with weak processes in your established plan of business. It is the strategic based approach for improvement of business plan. There are different plan improvement methodologies that help to make better your plan and business idea. Process improvement involves the already present process in the business strategy which needs to be improved and enhanced it for better results. The steps include the identification of the process and its weak points, analyse the process and its effectiveness and coming up with strategic ideas to make it easier and convenient to implement. The improvement includes the better output and the satisfaction of the customer is their basic need. Setting new and advanced better practices can help out in improvement. Efficient strategy for identification, analysation and improvement are required. Finding weak links in the process chain and bottle necks which are the backbone of work and the next step is to identify the processes to nullify these from plans. These help to the better plan and make it to complete faster and easier without any hurdles. It helps to minimize the extra efforts that have been put up for the weak points that have been identified. It greases up the process and make it to regulate smoothly in the business run. Just identifying the problem and not doing a thing about it is not the solution of anything. It is just a counterproductive process. It is just like investing in the thing which you already knew that not giving you any profit. There is a flaw in anyone’s work because human can do mistakes but accepting the mistake and doing efforts to eliminate is the process of plan improvement. There are various steps that have been involved in the improvement of plan such as mapping, analysing, redesigning of the plan, assigning the required solutions and then its implementation can help a lot in making the plan improved and good enough to put up.
Process Boundaries
It is the description of the basic purpose of the p ...
The objectives of this chapter are to describe the different types of documen...MohamedIFADA
The objectives of this chapter are to describe the different types of
documentation that may have to be produced for large software systems
and to present guidelines for producing high-quality documents. When you
have read the chapter, you will:
understand why it is important to produce some system documentation,
even when agile methods are used for system development;
understand the standards that are important for document production;
have been introduced to the process of professional document
production.
This document provides an overview of ITIL (Information Technology Infrastructure Library) and its benefits. ITIL is a framework that aligns business needs with IT services through best practices. It can help organizations improve service delivery, reduce costs, and increase customer satisfaction. The document describes several ITIL service delivery functions and processes, including incident management, problem management, and request fulfillment. It provides an example of how following ITIL procedures helped streamline service request fulfillment for a client.
The document outlines 3E's approach to business process management solutions which includes 5 phases: 1) requirements gathering, 2) design and proof of concept, 3) implementation, 4) testing and deployment, and 5) transition including documentation, training, and support. The approach focuses on gathering technical and business requirements, designing workflows, prototyping, prioritizing and implementing functionality, testing, deploying the solution, and transitioning to support.
The document outlines a project to develop a Document Consistency Checker system with the following key points:
1. The system will check documents uploaded by users for consistency in layout, spelling, fonts and formatting based on the template selected and send the modified document to a moderator for review.
2. The system will provide pre-filled form templates for users and allow uploading of multiple documents with status updates sent to the user.
3. Plans include modeling forms and interfaces, role-based access control, workflow patterns, email notifications, and integrating different document types.
The document provides a project charter and plan for upgrading Middlesex School's Sage Millennium fundraising software from version 7.7 to 7.9 Service Pack 2. The project has 7 phases: 1) planning, 2) analyzing the current system, 3) implementing and testing a new system, 4) reviewing new functionality, 5) training users, 6) going live with the new system, and 7) optimizing post go-live. The project aims to have the new system online by the end of the fiscal year on July 15, 2012.
This document is the final project report submitted by Waqar Younas and Yasmin Akhter for their Master's degree in Computer Science. It outlines the development of an Accounts Management System for a spray center. The report includes chapters on project introduction and background, requirements analysis, planning and design, implementation, and testing. The system aims to help the dealer manage customer and supplier records, transactions, expenses, reports, and other accounting tasks online as the current manual system is time-consuming. It was developed using HTML, PHP, MySQL, JavaScript, jQuery and CSS. Various diagrams and test cases are included to document the system analysis, design, and testing process.
This document describes the availability management process. It provides definitions for process goals, objectives, inputs, outputs, activities, and roles. The main goals are to support business and IT availability requirements through service level agreements and operational level agreements. Key activities include providing availability targets and metrics in response to requirements, producing an availability plan, and monitoring and reporting on availability metrics and service level achievements.
Similar to Incident Mgmt Process Guideand Standards (20)
2. Incident Management - Version 3.1
Process Guide
Wedgewood,Inc. 2 | P A G E
TABLEOF CONTENTS
DOCUMENT PURPOSE ............................................................................................... 3
VERSION HISTORY..................................................................................................... 3
DOCUMENT CONTRIBUTORS ...................................................................................... 4
1. OVERVIEW …………………………………………………………………………………………………………………………..5
1.1. PROCESS DESCRIPTION .………………………………………………………………………………………………………………………..5
1.2. PROCESS GOAL..…………………………………………………………………………………………………………………………………… 5
1.3. PROCESS SCOPE...………………………………………………………………………………………………………………………………….5
1.4. PROCESS OBJECTIVES ..………………………………………………………………………………………………………………………….6
1.5. RELATIONSHIPS WITH OTHER IT PROCESSES ...........................................................................................6
1.6. PRINCIPLES AND BASIC CONCEPTS ………………………………………………………………………………………………………..7
1.6.1 INCIDENT MODELS …………………………………………………………………………………………………………………. 8
1.6.2 INCIDENT STATES……………………………………………………………………………………………………………………..8
1.7. PROCESS ROLES.…………………………………………………………………………………………………………………………………….9
1.8. RACI MATRIX ……………………………………………………………………………………………………………………………………….10
2. SERVICE DESK INCIDENT MANAGEMENT ACTIVITY DESCRITPTION……………………………………12
2.1.. PROCESS ACTIVITY OVERVIEW DIAGRAM ..............................................................................................................11
2.2. PROCESS ACTIVITY OVERVIEW DESCRIPTION …………………………….………………………………………………………..13
2.3. INCIDENT IDENTIFICATION AND CLASSIFICATION .................................................................................................12
2.4. INITIAL SUPPORT PROCEDURE ...................................................................................................................................15
2.5. INVESTIGATION AND DIAGNOSIS ..............................................................................................................................19
2.6. RESOLUTION AND RECOVERY ....................................................................................................................................21
2.7. INCIDENT CLOSURE .....................................................................................................................................................23
3. PROCESS CONTROL ..............................................................................................24
3.1. KEY PERFORMANCE INDICATORS (KPI) ..................................................................................................................24
3.2. OPERATIONAL DATA ....................................................................................................................................................24
APPENDIX A: DOCUMENT CONVENTIONS......................................................................25
APPENDIX B: GLOSSARY OF TERMS AND ACRONYMS ......................................................27
APPENDIX C: INCIDENT CATEGORIZATION .....................................................................27
APPENDIX D: INCIDENT PRIORITIZATION ......................................................................29
3. Incident Management - Version 3.1
Process Guide
Wedgewood,Inc. 3 | P A G E
DOCUMENT PURPOSE
This document defines the Wedgewood, Inc.’s Service Desk Incident Management (IM) process,activities,and accountableroles for the IT organization.
Planningand adoption of an agreed upon Incident management process (with supportingprocedures and tool enhancement) will assistin the identification and
timely resolution of incidents reported to Wedgewood, Inc.’s IT. This document is a livingguideto be updated as necessary to represent the current operational
practice.
VERSION HISTORY
Version RevisionDate Revisedby Description
1.0 7/8/2016 Edward Pagsanhan Initial Document Creation
1.1 7/12/16 Edward Pagsanhan IM/Service Desk Process GuideV1.10 (WIP Draft)
1.2 7/14/16 Edward Pagsanhan IM/Service Desk Process Guide– Entry & Exit Requirements defined
2.0 7/19/16 Edward Pagsanhan IM/Service Desk PROCESS GUIDE (v2.0)
7/24/16 Edward Pagsanhan Define additional requirements (roles& resp., record states
7/25/16 EP Service Desk/User Requests - Workflows & Process flows defined
2.1 7/26/16 EP Requirements, Workflows & Process flows defined.
2.2 EP Draft v2. –Technical review & approval logged (Fouad J)
3.0 8/1/16 EP Draft edits – Roles & Responsibilities
3.1 9/14 EP v3.1
4.0 9/16 EP v4.0 FINAL APPROVED DRAFT
Document Management and Distribution Procedures
Once implemented - edit changes will beapplied to this document accordingto the followingprocedure:
1. Direct all changerequests to the process owner.
2. Each change request will be considered. If accepted, the change will be incorporated into a new draft of this document.
3. The new draft of this document will be circulated for review by appropriatestakeholders.
4. Approval of the new draft will beby concurrence of those individualsparticipatingin thereview.
5. Once concurrence is achieved,the draftbecomes the new version of this document, replacingany existingand previous versions.
6. New versions of this document are to be distributed to appropriatestakeholders or made accessibleon-linefor reference. Notification of a new version will
be communicated.
4. Incident Management - Version 3.1
Process Guide
Wedgewood,Inc. 4 | P A G E
DOCUMENT CONTRIBUTORS
Name Role
Paul Volkman CIO
Fouad Jilani Service Desk Lead/Manager/Technical Owner
Javier Chevez Service Desk Agent
Douglas Fernandes Program Director
Edward Paul Pagsanhan ITIL-ITSM Consultant
`
5. Incident Management - Version 3.1
Process Guide
Wedgewood,Inc. 5 | P A G E
INTRODUCTION
The concepts described in this guide aligns with ITIL2011 and may reference capabilities,standardsand bestpractices. These references arenoted by blue
italicized font.
1 OVERVIEW
A process is defined as a set of linked activities thattransformspecified inputs into specified outputs,aimed at accomplishingan agreed-upon objective in a
measurablemanner. The ServiceDesk IncidentManagement process definition laid outin this document further breaks down these activities into actionsand
the role(s) responsiblefor their execution.
This document also describes how the current ticketing/request mechanism supports the incidentmanagement process with its abilitiesto log, categorize,
assign to appropriategroups,escalate,and manage incidents records through to resolution and reporting.
1.1. PROCESS DESCRIPTION
An incidentis defined as an unplanned interruption or a reduction in the quality of an IT serviceor a failureof a configur ation item (CI) that has not yet
impacted an IT service.Incidents can includefailures or degradation of services reported by users,technical staff,third-party suppliers and partners,or
automatically from monitoring tools. Incident management is responsible for managing the lifecycle of all incidents.
1.2. PROCESS GOAL
The primary goal of the incidentmanagement process is to restore normal serviceoperation as quickly as possibleand minimize the adverse impact of
incidents on business operations,thus ensuringthat the best possiblelevels of servicequality and availability aremaintai ned.Normal serviceoperation
is defined here as an operational state where services and CIs are performing within agreed service and operational levels.
1.3. PROCESS SCOPE
Service Desk IncidentManagement includes any event which disrupts,or which could disrupt,a service. This includes events which are communicated
directly by users, either through the Service (or Help) Desk or through an interface from Event Management to Incident Management tools. Incidents
can also be reported and/or logged by technical staff (if, for example, detect a potential problem with a hardware or network component - they may
report or log an incident and refer it to the Service Desk). This does not mean, however, that all events are incidents. Many classes of events are not
related to disruptions at all, but are indicators of normal operation or are simply informational.
Although both incidents and service requests are reported to the Service Desk, this does not mean that they are the same. Service requests do not
represent a disruption to agreed service, but are a way of meeting the customer’s needs and may be addressing an agreed target in an SLA. Service
requests are dealt with by the Request Fulfilment process.
6. Incident Management - Version 3.1
Process Guide
Wedgewood,Inc. 6 | P A G E
1.4. PROCESS OBJECTIVES
Objectives of the incidentmanagement process:
• Ensure that standard methods and procedures are used for efficient and prompt incident response, analysis, documentation, ongoing management,
and reporting.
• Increase visibility and communication of incidents to business and support staff.
• Enhance business perception of IT through use of a professional approach in quickly resolving and communicating incidents when they occur.
• Align incident management activities and priorities with those of the business.
• Maintain user satisfaction with the quality of IT services.
1.5. RELATIONSHIP WITH OTHER IT PROCESSES
Process Relation Description Input Output
Change
Management
A request for change (RFC) can be submitted in order to implement a workaround or a resolution. X
Can detect and resolveincidents that arisefromchanges.
Change management is responsiblefor keeping the Service Desk informed of all scheduled changes.
X
Service Level
Management
(SLM) TBD
Defines measurableresponses to servicedisruptions.
Provides historical data thatenables SLM to review servicelevel agreements (SLAs) objectively and
regularly.
Assists SLMin defining where services areat their weakest so that SLM can define actions as partof the
serviceimprovement plan (SIP).
X
SLM defines the acceptablelevels of servicewithin which incidentmanagement works, including:
Incidentresponse times
Impact definitions
Target fix times
Service definitions
Rules for requesting services
X
7. Incident Management - Version 3.1
Process Guide
Wedgewood,Inc. 7 | P A G E
1.6. PRINCIPLES AND BASIC CONCEPTS
Policies
< … Add Wedgewood, Inc.’s Service Desk Incident Management policy statements here. WIP >
< … Create supporting documents in the Wedgewood, Inc.’s Knowledge Base – WIP > DELL’s KACE Knowledge Base
Incident management policies are required to guide all staff in the behaviors needed to make incident management effective. Policy statements will be
dependent on the culture of the organization, but typically address the following:
Use of a single management system for all incidents.
Incident management should be aligned with overall service levels and objectives.
Hierarchical escalation for appropriate IT management notification.
Routine audits of incident records to ensure correct incident prioritization and documentation.
Resolution Estimated Timelines
Timelines must be agreed for all incident-handling stages (these will differ depending upon the incident’s Category level), based on the overall incident
response and resolution targets within defined requirements.
Process Measurements
Category Requirement Engagement Activity Target Minimum Performance Target
(Recommended)/SLA
Report Log & Location:
(System ofRecord)
Incident Resolution Priority Critical Immediately <2 Hours KACE
Incident Resolution Priority High < 2 Hours <8 Hours KACE
Incident Resolution Priority Medium < 8 Business Hours <16 Business Hours KACE
Incident Resolution Priority Low Within 48-72 Business Hours Within 24 Business Hours KACE
8. Incident Management - Version 3.1
Process Guide
Wedgewood,Inc. 8 | P A G E
1.6.1 INCIDENT MODELS
Many incidents arenot new; they involvedealingwith something that has happened before and may well happen again.An incidentmodel is a
way of predefining the steps that should be taken to handle a particular type of incident in an agreed manner.
Support tools can then be used to manage the required process.This will ensurethat‘standard’incidents arehandled in a pre-defined path and
within pre-defined timelines. Incidents which would require specialized handling can be treated in this way (for example, security-related
incidents can be routed to Information Security Management and capacity or performance related incidents would be routed to Capacity
Management).
o The Incident Model should include:
o The steps that should be taken to handle the incident
o The chronological order these steps should be taken in, with any dependences or co-processing defined
o Responsibilities; who should do what
o Timelines and thresholds for completion of the actions
o Escalation procedures; who should be contacted and when
o Any necessary evidence-preservation activities (particularly relevant for security- and capacity-related incidents).
These models can be input to the incident-handlingsupporttools in useand the tools can then automate the handling,management and
escalation of the process.
1.6.2 INCIDENT STATES
Incidents should be tracked throughout their lifecycle to support proper handling and reporting. The state of an incident indicates where it is in
relation to the lifecycle and helps determine what the next step in the process might be. The Incident Record state values to be used are:
o New: defaultvalue upon record creation.
o Open: assigned to resource, work is in progress.
o Closed:customer or user satisfaction has been confirmed; the record can no longer be updated.
o Re-Opened:to designate an existing known error, or incidentrecord(s) that are currently in-flight.*
* If separate records,record link functionality will beused.
9. Incident Management - Version 3.1
Process Guide
Wedgewood,Inc. 9 | P A G E
1.7 PROCESS ROLES
Each roleis assigned to perform specific taskswithin the process. Within the process, there can be more than one individual associated with a specific
role. Additionally, a single individual can assume more than one role within the process, though typically not at the same time. Depending on the
structureand maturity of a process,all roles described may notexistin every organization.Thefollowingdescribes the typical rolesdefined for incident
management.
Role Description
Process Owner:
CIO
An executive or senior manager with the ability and authority to ensure the process is rolled outand used by the entire IT
organization.
Responsiblefor:
Definingthe overall mission of the process.
Establishingand communicatingthe process mission, goals,and objectives to all stakeholders.
Resolvingany cross-functional (departmental) issues.
Ensuringconsistentexecution of the process across theorganization.
Reporting on the effectiveness of the process to executive management.
Initiating any process improvement initiative.
Service Desk/Incident
Support (1st level):
Tier 1 Support
resource
Responsiblefor:
Provideinitial supportand classification
Assessment and classification of inbound records to their respective & appropriatequeues .
Recording, ownership,monitoring, tracking,and communication about incidents.
Investigatingand diagnosingincidents.
Providingresolutionsand workarounds fromstandard operatingprocedures and existingknown errors.
Escalatingincidents to incidentsupport.
Closingof incidents.
Service Desk/Incident
Support (2nd level):
Tier 2 Support
resource
Responsiblefor:
** ALL functions of the Tier 1 Support in addition to the following –
Escalatingincidents to incidentsupport.
Investigatingand diagnosingincidents escalated fromthe Service Desk.
Developing workarounds.
Resolvingand recovery of assigned incidents.
10. Incident Management - Version 3.1
Process Guide
Wedgewood,Inc. 10 | P A G E
Role Description
Creating incidents after detecting a servicefailureor quality
1.8 RACI MATRIX
Roles and responsibilities are assigned to specific process activities. (Pending approval and sign-off from Service Desk Manager, CIO)
ID Activities
Caller Service Desk
Agent
Incident
Support
INC 2.1 IncidentIdentificationand Classification
INC2.1 - A Create NewIncident C R/A
INC2.1 - B Capture IncidentDetails C R/A
INC2.1 - C Categorize/Prioritize Incidents C R/A
INC 2.2 Initial Support
INC2.2 - A PerformIncidentMatching R/A
INC2.2 - B Apply DocumentedResolution I/C R/A
INC2.2 - C Associate incidenttorelatedrecord R/A
INC2.2 - D Assignincidenttoappropriate supportgroup R/A
INC 2.3 Investigationand Diagnosis
INC2.3 - A Acknowledgeincidentassignment R/A
INC2.3 - B Investigate anddiagnose C C R/A
INC2.3 - C Update/documentdetailsontoincidentrecord R/A
INC 2.4 Resolutionand Recovery
INC4.1 DocumentandsubmitRFC (appliesif Change Requestisneeded) R/A
INC4.2 Implementresolutionorworkaround I/C R/A
INC4.3 Ensure incidentisfullydocumented R/A R
INC 5.0 IncidentClosure
INC5.1 Sendincidentresolutionconfirmationemail I
INC5.2 ConfirmIncidentresolution C/R R/A
INC5.3 Close Incident I R/A
11. Incident Management - Version 3.1
Process Guide
Wedgewood,Inc. 11 | P A G E
R: Responsible, A: Accountable, C: Consulted,
I: Informed
1 INCIDENT MANAGEMENT ACTIVITY DESCRIPTION
1.1 PROCESS OVERVIEW DIAGRAM
12. Incident Management - Version 3.1
Process Guide
Wedgewood,Inc. 12 | P A G E
1.1.1 Process Activity Overview Description
13. Incident Management - Version 3.1
Process Guide
Wedgewood,Inc. 13 | P A G E
ID Tasks Description
INC 2.1
Incident
Identification &
Classification
Gathering information needed to facilitateservicedisruption analysisand assignment.
Redirecting improperly routed servicerequests to QUEUE’s within the org’s other existing
external processes (i.e., Change Management, Facilities Management, New hire/Onboarding
Management, Request Fulfillment )
Associatingtheincidentwith a relevant SLA.
Determining the incidentpriority.
Invokingthe major incidentprocedure where applicable.
INC 2.2 Initial Support
Matchingthe incidentagainstother related calls,events, incidents,known errors,or changes
that are open or have been recently closed.
Escalation to 2nd-level support,if necessary.
In many cases,correspondingworkarounds,known errors,or quick fixes documented in the
knowledge base allowincidents to be resolved at 1st-level support without recourse to further
resources.
INC 2.3
Investigation and
Diagnosis
Performing full investigation and diagnosis of the assigned incident.
Providingadviceon possibleworkarounds or temporary fixes.
Usingstandard operational procedures and work instructions to ensure that servicecan be
restored as quickly as possible.
INC 2.4
Resolution and
Recovery
Repairingor replacingthe faulty CI(s).
Restoring the serviceso that it is availablefor use.
Submitting a RFC when a change is necessary to achieveincidentresolution.
Informingthe customers and users that the serviceis restored.
Verifyingwith the customer or callersthatservicerestoration is satisfactory.
INC 2.5 Incident Closure
As far as practicable,confirmation thatthe serviceis truly restored should be obtained from the
affected caller(s) beforethe incidentis closed.
14. Incident Management - Version 3.1
Process Guide
Wedgewood,Inc. 14 | P A G E
2 INCIDENT MANAGEMENT – STAGES WORKFLOW (1-5)
2.1 INCIDENT IDENTIFICATION AND CLASSIFICATION
Capturing sufficient and relevant detail at this stage is very important; it will aid in diagnosis if the incident requires escalation. A description of the incident in the
caller’s own words should be recorded so that future contact with the caller can be made in their terms.
NOTE: These steps are taken when the caller contacts the service desk. They are not valid when the incident is reported through an employee self-service
mechanism.
15. Incident Management - Version 3.1
Process Guide
Wedgewood,Inc. 15 | P A G E
2.1.1 Process Activity Overview Description
ID Tasks Procedure
Primary
Role
Input Output
INC 2.1 - A
Create New
Incident
From the Incidentapplication,createa new
incidentrecord in the record system KACE before
designatingthe event as an incident or service
request.
Service
Desk
Email from caller
Call
Walk-in
Event
New
incident
record
INC 2.1 - B
Capture Incident
Details
Summarize the incidentsymptoms in the Short
Description field.
In the Notesand Additional comments sections,
describethe symptoms of the incident: **
What the caller is tryingto do
What is happening
What actions were taken by the caller
When the incidentoccurred
Service
Desk
Incidentrecord
with identified
sourceand
accuratecaller
information
Incident
with
detailed
symptom
information
INC 2.1 - C
Categorize /
Prioritize Incident
See Appendix C for categorization techniques.
Service
Desk
Incidentwith
detailed symptom
information
Categorized
Incident
16. Incident Management - Version 3.1
Process Guide
Wedgewood,Inc. 16 | P A G E
2.2 INITIAL SUPPORT
17. Incident Management - Version 3.1
Process Guide
Wedgewood,Inc. 17 | P A G E
2.2.1 Process Activity Overview Description
ID Tasks Procedure Primary Role Input Output
INC 2.2 - A
Perform Incident
Matching
Search opened incidents withthe same
categorization to determine if a duplicate
incident exists.
If the affectedCI ** has beenidentified.
Look for existing resolutionactionby
searching for existing problems and known
errors with correspondingcategoryand
symptoms.
Service Desk
PrioritizedIncident Identified:
Duplicate incident
RFCas the cause of
the incident
Corresponding
active problem
Corresponding
known error or
workaround
INC 2.2 - B
Apply Documented
Resolution
If a correspondingKnown Error (KE) exists, apply
the documentedworkaround or resolutionas
described.
Service Desk
Identifiedcorresponding
Known Error (KE) or
Workaround
Resolvedor
unresolvedIncident
INC 2.2 - C
Associate Incident
to Related Record
Associate the relatedrecord to the incident if:
An identical active incident - same error on
the same Configuration Item (CI)**
Or
The appliedworkaround, KnownError (KE),
or resolutioninformation resolve the
Incident
Or
The incident was caused bythe
implementationof a Change
Service Desk
Duplicate incidents
Corresponding active
problemrecord
IdentifiedRFCas a cause of
the incident
Or
Resolution information
from knownerror or
workaround applied
successfully
Existingrelated
records associated
to the incident
INC 2.2 - D
Assign Incident to
Appropriate
Support Group
If no documentedknown error or workaround
exists, or if identifieddocumented resolution did
not resolve the incident, select the appropriate
assignment group.
Service Desk
Existingrelatedrecords
associatedwith the
incident
Or
Unresolved incident
Incident escalated to
Incident Support
18. Incident Management - Version 3.1
Process Guide
Wedgewood,Inc. 18 | P A G E
2.3 INCIDENT INVESTIGATION AND DIAGNOSIS
19. Incident Management - Version 3.1
Process Guide
Wedgewood,Inc. 19 | P A G E
2.3.1 Process Activity Overview Diagram
ID Tasks Procedure Primary Role Input Output
INC 2.3 - A
Acknowledge
Incident
Assignment
Each 2nd-level support groupis responsible for
monitoringtheir respective queues for assigned
incidents.
Assignincident to specific support team
member.
Or
Reassignto another support group, if
appropriate.
Incident state is Active
Incident
Support
Incident escalated
to Incident Support
Active incident (under
investigation)
INC 2.3 - B
Investigate and
Diagnose
Each support groupinvolvedwith handling the
incident investigatesanddiagnoses what hasgone
wrong.
Incident
Support
Active incident
(under
investigation)
Investigationand
diagnosisfindings
INC 2.3 - C
Update Incident
Record
In the Work notes section, document all activities,
includingdetailsof anyactions takento tryto
resolve or re-create the incident, sothat a
complete historicalrecordof all activities is
maintained at all times.
Incident
Support
Investigationand
diagnosisfindings
Identifiedsolution
or workaround
Incident record
documentedwith
investigation and
diagnosisfindings
20. Incident Management - Version 3.1
Process Guide
Wedgewood,Inc. 20 | P A G E
2.4 RESOLUTION AND RECOVERY
21. Incident Management - Version 3.1
Process Guide
Wedgewood,Inc. 21 | P A G E
2.4.1Process Activity Overview Description
ID Tasks Procedure
Primary
Role
Input Output
INC 2.4 - A
Document and
Submit RFC
If a change is needed, initiatea new
Request For Change record and
establish linkagewith the Service Desk
incidentrecord.
Incident
Support
Identified solution
or workaround
requesting an RFC
Request For Change
submitted to
Change Management
INC 2.4 - B
Implement
Resolution or
Workaround
Followthe documented procedure and
implement the resolution or
workaround.
• If the serviceis restored,change the
incidentstate to Resolved. **
If the implemented resolution or
workaround does not restore the
service,return to INC 3.2 – Investigate
and Diagnose.
Incident
Support
Identified solution
or workaround
ready to be
implemented
Resolution or
workaround
implemented
successfully Or
Additional investigation
and diagnosis required.
INC 2.4 - C
Insure Incident is
Fully
Documented
Ensure the incidentcontains full historic
information ata sufficientlevel of detail.
If the incidenthas previously been
associated to a known error or problem,
set the incidentstate to Resolved.
Incident
Support
Active incident
properly
categorized
Fully documented
incidentset to the
Resolved state
Or
Fully documented
incidentwith no
identified root cause
22. Incident Management - Version 3.1
Process Guide
Wedgewood,Inc. 22 | P A G E
2.5 INCIDENT CLOSURE
23. Incident Management - Version 3.1
Process Guide
Wedgewood,Inc. 23 | P A G E
2.5.1 Process Activity Overview Description
ID Tasks Procedure
Primary
Role
Input Output
INC 2.5 - A
Send Incident
Resolution
Confirmation
email
When an incidentis setto a CLOSED
incidentstate, a notification issentto
the caller (via outbound call and/or
email)
KACE
(System)
Fully
documented
incidentset to
the Resolved
state
Incident
resolution
confirmation
notification by
email
INC 2.5 - B
Confirm
Incident
Resolution
If core issueis satisfactory resolved,no
additional action isrequired.The IT
Service Desk/Incidentresource
manually closesthe record.
If not satisfied with the resolution,
record remains in “OPEN” state (or “Re-
Opened”) until issuehas been
remediated.
Caller
Incident
resolution
confirmation
notification by
email
Incident
reopened by
caller
Or
Incidentat the
Resolved state
for
X hours/days
INC 2.5- C Close Incident
SPICEWORKS (System) automatically
closes the incidentif the caller has not
disagreed with the resolution after 3
days.
KACE
(System)
Incidentat
CLOSED state
Closed incident
record and closed
incidentemail
notification
24. Incident Management - Version 3.1
Process Guide
Wedgewood,Inc. 24 | P A G E
3 PROCESS CONTROL
3.1 KEY PERFORMANCE INDICATORS (KPI)
KPIs are best represented as trend lines and tracked over time. They provide information on the effectiveness of the process and the impact of continuous
improvement efforts.
KPI / Metric Purpose
Percentage of incidents resolved within target time, by
priority.
Measure of how well incidentSLAs areachieved.
Number and percentage of incidents resolved,by priority. Measure of the quality of IT services.
Number and percentage of incidents resolved,by support
level.
Measure of the efficiency of the incidentmanagement process.
Average user/customer survey score. Measure of customer satisfaction with ITservices.
3.2 OPERATIONAL DATA
Active incidents that require visibility, oversight and possible management intervention are best tracked on a dashboard or homepage that is monitored by
the Incident Manager.
Item Purpose
Pie chartof OPEN incidents,by priority. Shows priority distribution of currentworkload with ability to drill into detail records.
Listof all OPEN incidents events (non ServiceRequest) Provides high visibility to major incidentevents in progress.
Listof OPEN incidents thathave breached an SLA. Provides quick view of incidents thatneed immediate attention to prevent further
degradation of resolution time.
Listof incidents reactivated from caller feedback. Provides quick view of incidents thatneed immediate attention to meet resolution target
and customer satisfaction.
25. Incident Management - Version 3.1
Process Guide
Wedgewood,Inc. 25 | P A G E
APPENDIX A: DOCUMENT CONVENTIONS
Symbol Description
Process start or end point: Represents the starting and ending point of the process.
Process activity or task:Presents an activity or task that needs to be accomplished to produce a specific outcome.
Predefined external process or organization:Indicates a contribution from an external process or organization.
Decision: Indicates that a question needs to be answered in order to identify the following activity or task in the
process. The answers are indicated on the different connectors attached to the decision box. Every answer is
linked to an associated activity or task.
System Action or Function: Indicates that an action is being performed in the system as an output of the previous
activity and an input to the next.
Off-page reference:Indicates a reference to another diagram within the same process. The number of the
referenced diagram is indicated in the shape.
On-page reference:Indicates a link to another activity within the same diagram.
Association: Indicates an association or a relation between the connected, processes, tasks, or activities. May be
represented by a dotted or dashed line.
Sequence flow: Shows the order in which the activities are performed. Represented by a solid line and arrowhead.
26. Incident Management - Version 3.1
Process Guide
Wedgewood,Inc. 26 | P A G E
APPENDIX B: INCIDENT CATEGORIZATIONS
Incidentcategorization is commonly used to drive assignmentin the incidentmanagement process as well as establish trends (incidenttypes/frequencies) for use in
problem management, supplier management and other ITSM activities.
This method of categorization requires the creator of the incident to manually select the category and subcategory from predefined lists.
It is possibleto automatically categorizeand assign the incidentbased on the Configuration Item (or CI) that is identified in the incidentrecord. With this technique,
the incidentmanagement process inherits thesamecategorization schema as CIs maintained through the configuration management process and the category of an
incidentis automatically determined once the affected CI is identified in the incidentrecord. This technique ensures more accurateand consistentcategorization of
incidents and supports a CI-centric approach to IT service management.].
APPENDIX C: INCIDENT PRIORITIZATIONS
Incidentprioritization typically drives thetimescales associated with the handlingof the incidentand the targeted time to resolution.There are a couple of
methods that can be used to determine priority.
ITIL recommends that PRIORITY be considered a dependent on impactand urgency, where:
IMPACT is the effect that an incidenthas on business.
URGENCY is the extent to which the incident's resolution can bear delay.
PRIORITY is generated from urgency and impactaccordingto the followingtable
UrgencyHigh UrgencyMedium UrgencyLow
Impact High Priority 1 Priority 2 Priority 3
Impact Medium Priority 2 Priority 3 Priority 4
Impact Low Priority 3 Priority 4 Priority 5
** It is possible to automatically establish the priority of the incident based on the Configuration Item (or CI) that is identified in the incidentrecord. With this technique,
the business criticality value of the CI is used to determine the priority of the incident. This ensures a more accurate and consistent prioritization of incidents, as the
determination of impact and urgency can be a subjective call.
27. Incident Management - Version 3.1
Process Guide
Wedgewood,Inc. 27 | P A G E
APPENDIX D: GLOSSARY OF TERMS & ACRONYMS
Terms and acronyms within this document may potentially be unknown or unfamiliar to reviewers, approvers or users of the information.
Term Acronym Description
Alert
A notification thata threshold has been reached, something has changed, or a failurehas occurred.Alerts areoften
created and managed by system management tools and are managed by the event management process.
Assessment
Inspection and analysisto check whether a standard or set of guidelines is beingfollowed, that records areaccurate, or
that efficiency and effectiveness targets are being met.
Attribute
A piece of information abouta configuration item. Examples are name, location,version number, and cost. Attributes
of CIs are recorded in the configuration management database(CMDB).
Back-out
An activity thatrestores a serviceor other configuration itemto a previous baseline.Back-outis used as a form of
remediation when a change or releaseis not successful.
Baseline
(ITIL Continual Service Improvement) (ITIL Service Transition) A snapshotthat is used as a reference point. Many
snapshots may be taken and recorded over time but only some will beused as baselines.For example:
▪ An ITSM baseline can be used as a starting point to measure the effect of a service improvement plan
▪ A performance baseline can be used to measure changes in performance over the lifetime of an IT service
▪ A configuration baselinecan be used as part of a back-out plan to enable the IT infrastructure to be restored to a
known configuration if a change or release fails.
A named group of things that have something in common. Categories are used to group similar things together.
Change The addition,modification,or removal of anythingthat could have an effect on IT services.
Change
Advisory
Board
CAB
A group of people who supportthe assessment,prioritization,authorization,and schedulingof changes.A change
advisory board is usually madeup of representatives from all areaswithin the IT serviceprovider,the business,and
third parties such as suppliers.
Change
Management
CHG
The process responsiblefor controllingthelifecycleof all changes,enablingbeneficial changes to be made with
minimum disruption to IT services.
Change Record
A record containingthe details of a change. Each change record documents the lifecycl eof a singlechange.A change
record is created for every Request For Change (RFC).
Change Request See Request For Change (RFC).
28. Incident Management - Version 3.1
Process Guide
Wedgewood,Inc. 28 | P A G E
Term Acronym Description
Configuration
Record
CI Record
A record containingthe details of a configuration item. Each configuration record documents the lifecycleof a single
configuration item. Configuration records arestored in a configuration management databaseand maintained as part
of a configuration management system.
Configuration
Type
CI Type
A category that is used to classify configuration items.The CI type identifies the required attributes and relationships
for a configuration record.Common CI types includehardware,document, and user.
Classification
The act of assigninga category to something. Classification isused to ensure consistentmanagement and reporting.
CIs,incidents,problems,and changes areusually classified.
Closed
The final status in the lifecycleof an incident,problem, or change. When the status is closed,no further action is
taken.
Closure The act of changingthe status of an incident,problem, or change to closed.
Configuration
Item
CI
Any component or other serviceassetthat needs to be managed in order to deliver an IT service.Information about
each configuration itemis recorded in a configuration record within the configuration management system and is
maintained throughout its lifecycleby serviceassetand configuration management.
Configuration
Management
Database
CMDB
A databaseused to store configuration records throughouttheir lifecycle.The configuration management system
maintains oneor more CMDBs. Each CMDB stores attributes of CIs and relationships with other CIs.
Configuration
Management
System
CMS
A set of tools,data, and information that is used to supportserviceassetand configuration management. The CMS is
part of an overall serviceknowledge management and includes tools for collecting,storing,managing,updating,
analyzing,and presentingdata aboutall configuration items and their relationships.TheCMS also includesinformation
about incidents,problems,known errors,changes,and releases.Itmay contain data aboutemployees, suppliers,
locations,business units,customers,and users.The CMS is maintained by serviceassetand configuration management
and is used by all ITservicemanagement processes.
Configuration
Record
A record containingthe details of a configuration item. Each configuration record documents the lifecycleof a single
configuration item.
Continual
Service
Improvement
CSI
Ensures that services arealigned with changingbusiness needs by identifyingand implementing improvements to IT
services thatsupport business processes.Theperformance of the IT serviceprovider is continually measured and
improvements are made to processes,ITservices,and IT infrastructurein order to increaseefficiency, effectiveness,
and cost effectiveness.
Customer
Someone who buys goods or services.The customer of an IT serviceprovider is the person or group who defines and
agrees to the servicelevel targets. The term is also sometimes used informally to mean user, for example, ‘This is a
customer-focused organization.’
29. Incident Management - Version 3.1
Process Guide
Wedgewood,Inc. 29 | P A G E
Term Acronym Description
Diagnosis
A stage in the incidentand problem lifecycles.The purpose of diagnosisisto identify a workaround for an incidentor
the root causeof a problem.
Effectiveness
A measure of whether the objectives of a process,service,or activity have been achieved. An effective process or
activity is onethat achieves its agreed objectives. See also Key Performance Indicator.
Efficiency A measure of whether the right amount of resource has been used to deliver a process,service,or activity.
Emergency
Change
A change that must be introduced as soon as possible,for example to resolve a major incidentor implement a security
patch. The change management process normally has a specific procedurefor handlingemergency changes.
Employee Self
Service
ESS
A module in ServiceNow that allows users to make requests, view articles,logincidents,and search the knowledge
basethrough a user-friendly website called the Employee Self-Service Portal (ESS Portal).
Event
A change of state that has significancefor the management of an IT serviceor other configuration item. The term is
also used to mean an alertor notification created by any IT service, configuration item,or monitoringtool.
Impact
A measure of the effect of an incident, problem, or change on business processes.Impactis often based on how
servicelevels will beaffected. Impact and urgency are used to assign priority.
Incident
An unplanned interruption to an IT serviceor reduction in the quality of an IT service.Failureof a configuration item
that has not yet affected serviceis also an incident.
Key
Performance
Indicator
KPI
A metric that is used to help manage an IT service, process,plan,project,or other activity.Many metrics may be
measured, but only the most importantof these aredefined as key performance indicatorsand used to actively
manage and report on the process,IT service,or activity.They should be selected to ensure that efficiency,
effectiveness, and costeffectiveness are all managed.
Known Error KE
A problem that has a documented root causeand a workaround. Known errors arecreated and managed throughout
their lifecycleby problem management. Development groups or suppliers may also identify known errors.
Major Incident The highest category of impactfor an incident.A major incidentresults in significantdisruption to the business.
Metric Something that is measured and reported to help manage a process,ITservice, or activity.
Policy
Formally documented management expectations and intentions.Policies areused to direct decisions and to ensure
consistentdevelopment and implementation of processes,standards,roles,activities,ITinfrastructure,and so on.
Post-
implementation
Review
PIR
A review that takes placeafter a change or a project has been implemented. It determines if the change or projectwas
successful and identifiesopportunities for improvement.
Priority
A category used to identify the relativeimportanceof an incident,problem, or change. Priority is based on impactand
urgency, and is used to identify required times for actions to be taken. For example, the SLA may state that priority 2
incidents mustbe resolved within 12 hours.
30. Incident Management - Version 3.1
Process Guide
Wedgewood,Inc. 30 | P A G E
Term Acronym Description
Problem
A causeof one or more incidents.The causeis not usually known at the time a problem record is created. The problem
management process is responsiblefor further investigation.
RACI RACI
A model used to help define roles and responsibilities.RACI stands for responsible,accountable,consulted,and
informed.
Release
One or more changes to in IT servicethat are built,tested, and deployed together. A singlereleasemay include
changes to hardware,software, documentation, process,and other components.
Request For
Change (RFC).
RFC
A formal detailed proposal for a changeto be made. The term is often misused to mean change record or the change
itself.
Restore
Takingaction to return an IT serviceto the users after repair and recovery from an incident.This is the primary
objective of incidentmanagement
Risk
A possibleevent that could causeharm or loss or affect the ability to achieveobjectives.A risk is measured by the
probability of a threat, the vulnerability of the assetto that threat, and the impactitwould have if it occurred.
Role
A set of responsibilities,activities,and authorities assigned to a person or team. A roleis defined in a process or
function. One person or team may have multipleroles.For example, a singleperson may carry out the roleof
configuration manager and change manager.
Root Cause The underlyingor original causeof an incidentor problem.
Root Cause
Analysis
RCA
An activity thatidentifies the root causeof an incidentor problem. Root causeanalysistypically concentrates on IT
infrastructurefailures.
Service
A means of deliveringvalueto customers by facilitatingthe outcomes customers want to achievewithout the
ownership of specific costs and risks.
Service Desk
The singlepointof contact between the serviceprovider and the users. A typical servicedesk manages incidents and
servicerequests, and also handles communication with the users.
Service Level Measured and reported achievement againstoneor more servicelevel targets.
Service Level
Agreement
SLA
An agreement between an IT serviceprovider and a customer. A servicelevel agreement describes the ITservice;
documents servicelevel targets, and specifies the responsibilities of the IT serviceprovider and the customer.
Service Request
A formal request from a user for something to be provided, for example, a request for information or advice;to reset a
password;or to install a workstation for a new user.