Problem Management Launch Michael Hall Real-World IT .
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Transcript of Problem Management Launch Michael Hall Real-World IT .
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Problem Management LaunchMichael HallReal-World ITwww.real-worldit.com
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© Real-World IT 2014 All rights reserved
What We Cover
Incidents and Problems – What’s the Difference?
Definition of Problem Management
Difference from Incident Management
Keys to Success
Advantages of structured problem solving
Benefits to the business and IT teams
The ‘Rules of Engagement’ – how we work together
Key Performance Indicators2
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Incidents and Problems – What’s the Difference?
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ITIL® 2011 defines an incident as: An unplanned interruption to a business service,
A reduction in the quality of a service, or
The failure of a CI that has not yet impacted a service
(2011, Service Operations, p 72)
While a problem is defined as: The underlying cause of one or more incidents
(2011, Service Operations, p 97)
In other words: Incidents stop services being useful
Problems are why they happen
ITIL® is a Registered Trade Mark of AXELOS Limited
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So what is Problem Management?ITIL® 2011 defines the objectives of Problem Management as:
“Prevent problems and resulting incidents from happening
Eliminate recurring incidents
Minimise the impact of incidents that cannot be prevented”
(2011, Service Operations, p 97)
In other words: Finding the cause and
Fixing it so it cannot happen again
Will make a difference to stability
ITIL® is a Registered Trade Mark of AXELOS Limited
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How is it different from Incident Management? Incident management is focused
on restoring service• Reactive by nature• Minimise time to restore• Minimise business impact• But by itself does not reduce the
long term incidence of service interruptions
Problem management is focused on identifying the root cause• Establish the real reason for the
incident• Execute a plan to fix the cause
permanently
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Keys to success:• Good handover from Incident Mgmt• Structured investigation methods• Key staff collaborate on investigation• Confirm root cause, then work out how to fix it• Fully costed solution options• Only proceed with fixes when approved• Check solution really has fixed the cause• Only close problems when definitely fixed• Report on success – what won’t happen again
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Problem Detection
Problem Investigation
Error Resolution
Review and Closure
Root Cause Confirmed
What Makes Problem Management Successful?
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Use structured methods to improve• Speed to root cause - standard approach• Consistency - based on evidence• Certainty that real causes are found• Collaboration – teams know what to
expect Repeatable process* used every time:
• Define the problem precisely• Use rapid analysis first for root cause
◦ Why did that object have that fault?◦ Repeat until cause is clear – 4 to 6 questions
• If rapid analysis does not reveal cause, move to IS/BUT NOT and possible causes◦ Identify more about the problem◦ Find possible causes◦ Test each logically to confirm true cause
• Decide how to fix the problem◦ Develop options and choose most effective◦ Confirm actions and costs with customer
• Implement the solution• Verify the problem has been eliminated
*This is KEPNERandFOURIE, insert your preferred method here
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Average time to root cause
Days
62%
Clear communication to customers of what happened and why, plus how and when a permanent fix will be deployed
Why Adopt Structured Problem Solving?
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What are the Business Benefits? Problem management increases the overall stability of systems supporting business
operationsDirectly• Fixing problems – finding root causes and resolving them• Not just visible problems – potential problems as well• Reducing the number of recurring incidents Indirectly• Influence design of applications and infrastructure• Improved audit and regulatory compliance – effective governance seen to be done
Cross silo and cross regional resolutions• Problems addressed comprehensively
◦ Identify all instances that could be affected◦ Resolution plans with global reach
Improve visibility of problems• Regular reporting to senior management
◦ Accountability for driving improvement
• KPIs in place to measure success◦ Make performance visible to all
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Improved stability• Gets rid of recurring problems• Reduces fire-fighting – more time for “value-add”
work Framework for problem solving
• Gives more confidence when attacking problems• Makes engaging the right people much easier• Clarifies which problems are being worked on• And who owns each problem• Results in happier customers and colleagues
Satisfaction• Finds the cause without witch hunts or blame• Quickly shares knowledge about problems for
everyone’s benefit• Makes working together across teams much easier• Delivers a higher success rate and a faster turn
around• Automates reporting to replace tedious manual work
And what are the Benefits for IS Teams?
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The ‘Rules of Engagement’ – how we work together Assign no blame• What happened and why?• What can be done to stop it happening again?• Human error? No such thing!
Attend problem sessions • Problem solving as a group of experts• Clear statement of the problem• Gather all the facts• List all possible causes
Suspend Judgement• Keep an open mind • Assume you do not know cause• Fit theories to facts, not the other way around
Make problem tasks a priority• Take responsibility for your tasks• Make your management aware• Raise conflicts to the problem manager• Don’t close tasks without review and approval
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Measuring the difference we make – Key Performance Indicators (KPIs)
% of root cause being found:• 95% of root causes will be found
% root cause found within 5 working days:• Root cause will be found within 5 working days 80% of the
time Number of recurring problems:
• Zero recurring problems % of problems resolved within agreed time frame:
• 90% of problems will be resolved in the time frame agreed by management
% reduction in incidents from agreed baseline:• 25% reduction in incidents per period
These KPIs are proposed for adoption in 2015.
They will go live with looser targets that will tighten as the problem management implementation progresses
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