Problem Management Launch Michael Hall Real-World IT .

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Problem Management Launch Michael Hall Real-World IT www.real-worldit.com

Transcript of Problem Management Launch Michael Hall Real-World IT .

Page 1: Problem Management Launch Michael Hall Real-World IT .

Problem Management LaunchMichael HallReal-World ITwww.real-worldit.com

Page 2: Problem Management Launch Michael Hall Real-World IT .

© 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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