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SESSION 207 Wednesday, November 1, 11:30am - 12:30pm
Track: People, Culture, and Value
Problem Management: A Culture Shift Toward Delivering Business Value
Jim Bolton President, Propoint Solutions [email protected]
Session Description IT is experiencing a fundamental cultural shift in emphasis from efficient utilization of resources (fix it fast) to effective realization of business value (prevent failures). This session begins with a case study on successfully dealing with constraints. The session will then shift to the synergies and important differences between incident management and problem management. Finally, you’ll get recommendations on how to address the most common challenges to implementing a problem management process that delivers b+L38usiness value.
Speaker Background Jim Bolton has more than a decade of experience in architecting ITSM solutions by applying ITIL best practices, ISO process disciplines, and Six Sigma concepts. He is the coauthor of Problem Management: A Practical Guide, and the founder and president of Propoint Solutions. An HDI business associate and former member of the HDI Strategic Advisory Board, Jim received his MBA in technology management from the University of Phoenix, and he is a certified ITIL Expert and ISO/IEC 20000 Consultant. In recognition for his industry contributions, Jim received the Information Technology Industry Legend Award in 2014.
Problem Management:A Cultural Shift Toward Delivering Business Value
International Best Practice Co-AuthorProblem Management: A Practical Guide
Jim is the founder and president of Propoint Solutions Inc. He is an ITSM Consultant, ITIL® Training Provider, Courseware Developer, IBP Author, and Speaker at conferences around the world on ITSM topics.
He a member of the HDI Faculty, and has served on the HDI Strategic Advisory Board, the itSMF and HDI Local Chapter Boards, and as track chair for itSMF and HDI annual conferences.
Jim’s credentials include: an MBA in Technology Management, ITIL v3 Expert, ITIL v2 Manager, ITIL SOA and OSA Certificates and the itSMF ISO/IEC 20000 Consultant Certificate.
On a personal note: As my friend and colleague Ken would say, “There are a number of things I know
nothing about….this topic is not one of them.”
Jim Bolton
When I was a kid growing up on the farm the average American farmer produced enough to
feed 25.8 people.
Today's American farmer feeds about 155 people worldwide. *
That’s a 600% Increase!
How did they do it?
• The soil is the same
• The weather is the same
• No increase in staff
Problem Management!!
* Source: American Farm Bureau Federation
Problem Management
- Workarounds
• Drones analyze plant
foliage to locate trouble
areas. Farmers then
quickly and precisely
apply solutions only where needed.
Problem Management
- Root Cause Analysis
• By analyzing yield data from prior
years, farmers are able to adjust
seed dispersion to compensate for variability in soil types.
Problem Management
- Proactive, Analytics
• Farmers are collaborating using
blockchain based systems to
securely share data.
• Farmers use soil samples and
yield data from prior years to
proactively dial in nutrients.
• They are looking for changes that will increase yield by just 2%!
Problem Management Has Transformed Farming!Has it Transformed IT Organizations?
NO! Based on the most recent HDI Practices and Salary Survey of
Technical Support Organizations:
• Only 49% claim to have adopted Problem Management
• Only 27% have a formal Problem Management process
• Only 10% have dedicated PM resources
It’s Time for a Fundamental Transformation
Source: 2016 HDI Practices and Salary Survey
Problem Management: A Cultural Shift Toward Delivering Business Value
1. Process – From Incident Management to Problem Management
2. Mode – From Sustainer to Dreamer
3. Metrics – From Reactive to Value
Case Study: It’s planting season and you are out in the field planting corn with your 40 row planter. The weather forecast is calling for rain so you need to quickly get the planting completed. Suddenly you hear a squeaking wheel on the corn planter. You should:
a. Turn Up the Radio
b. Grease the squeaking wheel
c. Grease all of the planter wheels
d. Replace the squeaking wheel
e. Buy a new planter
1. Process
Incident Management
Problem Management
Change Management
Problem DB
KEDBorKB
Incident Database
Matching
Problem Record
Root Cause
Workaround
Incident Management – Quick Fixes
Change / Release
Known Error
CI at fault
RFC
Workaround
Problem Management – Root CauseProblem Management – Permanent Solutions
Incident Management
• Proactive; Value
• Characteristic of high-performing organizations
• More than restoring services
• Eliminate recurring incidents
• Prevent incidents from occurring
• Reactive; Firefighting
• Logs data used for trending by Problem Management
• Categorizes incidents which aids in appropriate incident and problem assignments
• Prioritizes incidents which triggers problem prioritization
Incident – An unplanned interruption to the standard operation of a service, or a reduction in the quality of that service
Problem – The underlying cause of one or more incidents
Problem Managementvs.
Schedule Time for
Problem Management
“But we only have an IT Staff of
7 including the CIO!”
“If there is no Major Incident
impacting the business, we will
spend every Friday Afternoon
from 1:00 PM to 5:00 PM on
Problem Management”
2. Mode – From
Sustainer to Dreamer
“lost golf ball”
Sustainer
• We are on autopilot
• Just follow the process
• That won’t work
• The boss won’t approve it
• We are already too busy
Source: Innovation Resource; Robert Tucker
Dreamer
• Wouldn’t it be great if …
• Problems become opportunities
• Obstacles are challenges
• Impossible just takes a bit longer
Source: Innovation Resource; Robert Tucker
Dreamer
Put yourself in the customer’s shoes:
• What would be an outstanding experience?
• What would keep me coming back?
• What would make me tell others about this business?
DreamerFrom “Fixing” to “Bringing Value”
The Incident – 9:00PM slow drip at water meter near the floor drain A repair person shows up in 20 minutes and fixes the leak
Bringing Value When I ask about my gas meter not being level, the repair
person offers to stay and fix it They cut and install the new pipe They repaint my meter They re-light all of my gas appliances They check each appliance for CO emissions They check my CO detectors and discover one is defective
DreamerFrom “Fixing” to “Preventing”
The Incident – 2,000 miles of aging water pipe Fix broken pipes quickly
Bringing Value - PreventUtilities employees suggest preventative
corrosion protectionRenewing water pipes is 2-5% of the cost to
replace them In 2 years, maintenance costs were reduced by
$90 millionRoadway disruptions are reduced by 95%
3. Metrics – We Get What We Measure
According to the most recent HDI Practices and
Salary Survey, 88% of customer satisfaction
surveys are reactive.
If we are focused on the Check Engine light, we will
forever be doing Incident Management instead of
adding value!
Source: 2016 HDI Practices and Salary Survey
Shift From IT Metrics to Business Value!!
IT Operation Traditional Metric Business Outcome Metrics
Help Desk Time to Resolve End user satisfaction
Data Center System Uptime Service Availability
Hardware or
Software
Upgrade
Level of Support
for equipment or
applications
Operating risks averted
New capabilities enabled
New System
Implementation
Schedule and
project budget
goals
Revenue generated
Change in market share
Productivity improvement
Service
DeliveryProcess Maturity
Speed and efficiency as
compared to competitors
IT Operation Traditional Metric Business Value
Source: CIO Magazine , adopted from K2 Solutions
Metrics for Problem Management
Reduced Incident Resolution Time
- Report the cumulative savings for developed workarounds
- To fund PM resources
- To fund PM training
- To fund Knowledge Management tools
Metrics for Problem Management
Reduced Incident Volume
- Predict the cumulative value of eliminating repeat incidents
- To build a business case for the permanent fix
- To build a business case to transition staff from Incident
Management to Problem Management
- To build a business case for additional PM training
- To build a business case for implementing PM tools
Metrics for Problem Management
Proactive Problem Management
– Establishing the value of actions taken to prevent
“incidents that have not yet occurred”
- To build a business case for preventative investments
- To effectively communicate value to your customers
- To build trust/support for future preventative investments
Problem Management: A Cultural Shift Toward Delivering Business Value
Process – From Incident Management to Problem Management
Mode – From Sustainer to Dreamer
Metrics – From Reactive to Value
I am committed to facilitating this essential shift in
my organization
When I get back to the office, here is what
I am going to do:
Process: Shift focus and transfer
resources to Problem Management
Mode: Encourage ideas (problems are
really opportunities)
Metrics: Report on actions that bring
value
“It was just a dream until I wrote it down”
HDI 2008 Emmitt Smith
Session 207