Mais conteúdo relacionado Semelhante a Problem Management (20) Mais de ITSM Academy, Inc. (20) Problem Management1. Welcome!
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If I Knew Th
K Then, Wh I Know N
What K Now
Problem Management
#askitsm
@ITSMAcademy
@ITSM_Jayne
Jayne Groll
© ITSM Academy
2. About ITSM Academy
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Welcome!
3. Your Presenter – Jayne Groll
President of ITSM Academy
ITIL® Expert, Certified Scrum Master, ISO/IEC 20000
Consultant Manager
Co founder – So Florida LIG ISO20K SIG, ATCTA
Co-founder So. LIG, SIG
20+ years in IT management
Since 2003, ITSM Academy has trained tens of thousands of learners on all
levels of ITIL, ISO/IEC 20000, Certified Process Design Engineer (CPDE),
Microsoft Operations Framework (MOF) and other ITSM education. Please
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visit us at www.itsmacademy.com.
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4. Agenda
What we learned then: a review of basic Problem
Management concepts
What we know now: practical advice for overcoming
common Problem Management challenges
Next steps
Game: Who wants to be a Problem Manager?
Thanks for joining us today.
Please use the chat feature to send in your questions.
© ITSM Academy 4
6. Problem Management Purpose and Objectives
Problem Management manages the lifecycle of all
problems from first identification through further
investigation, documentation and eventual removal.
Prevent problems and
p
resulting incidents Problem: The underlying
cause of one or more
Eliminate recurring incidents
g incidents
Known Error: A problem
Minimize the impact of with a documented root
incidents cause and a workaround
Problem Management diagnoses the root cause of incidents
and initiates actions to improve or correct the situation.
© ITSM Academy 6 ITIL Text - SO 4.4.1
7. Problem Management Scope
Problem Management aspects include
Reactive Problem Management
Solving problems in response to incidents
Executed as part of Service Operation
Proactive Problem Management
Conducting reviews and analyzing trends
to prevent incidents
Initiated in Service Operation but driven
as part of Continual Service Improvement
The difference between reactive and proactive Problem Management
lies in how the process is triggered.
© ITSM Academy 7 ITIL Text - SO 4.4.2, 4.4.4.2
8. Problem Management’s Business Value
Problem Management increases service quality by reducing
the time required to resolve incidents and by preventing
future incidents through permanent solutions.
This results in
Higher service availability and stability
Increased business and IT productivity
Reduced cost of ineffective fixes
Reduced cost of repeat incidents
Improved perception of IT from customers
You can also leverage Problem Management to solve operational and
strategic problems.
© ITSM Academy 8
9. What W K
Wh t We Know Now
N
© ITSM Academy
10. Common Problem Management Challenges
Confusing incidents and problems
Operating in a “band-aid” culture
Inability to predict resources,
effort and priority
Lack of a structured approach
Insufficient information
© ITSM Academy 10
11. Confusing Incidents and Problems
Incidents do not grow up to be problems – they raise the possibility
that the underlying problem should be investigated.
Incident Management focuses on restoration
Problem Management focuses on prevention
The processes can be powerful when executed simultaneously
They may share resources but should have different process
managers
Incident records can close when service is restored; problem records
remain open until the error is removed.
© ITSM Academy 11
12. Operating in a “Band-aid” Culture
Known errors provide knowledge and actions that will help
minimize the impact of incidents until a permanent solution is
identified and deployed
deployed.
Known errors are milestones, not resolutions
Workarounds do not prevent future incidents
Band-aids will eventually fall apart
Business impact should help justify a conclusion
B i i t h ld h l j tif l i
All problems can ultimately be resolved
Minor errors may have to wait until the next release of a service –
however long that takes.
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© ITSM Academy 12
13. Inability to Predict Resources, Effort and Priority
Problem models expedite problem solving by predicting the handling
of common types of problems.
Problem M Models can be
Problem Models include
built for problems based on
Steps to be taken
g
Recurring incidents or situations
Sequence of actions
S f
Dormant problems
Responsibilities
Underlying problems
Timescales and thresholds
K d i ti ti
Known errors under investigation
Escalation procedures
Create, update and validate Steps to preserve evidence
p
problem models as p of the
part
problem closing activity
Consider including predicted priority, resources, constraints, costs
priority resources constraints
and expected return in your Problem Models.
© ITSM Academy 13
14. Lack of a Structured Approach
Leveraging a structured approach keeps the problem team focused and
improves their ability to identify the true root cause
Proven methods
Kepner and Tregoe
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Ishikawa Diagrams
Chronological Analysis
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Pain Value Analysis Could you apply Agile/Scrum to
Pareto Analysis problem solving?
Brainstorming
© ITSM Academy 14
15. Lack of Information
Effective Problem Management teams are dependent accurate information
in configuration, incident , change and prior problem records.
Record all incidents and problems in
separate records with unique identifiers
Join problem records to related incidents,
changes and configurations
Require accurate and complete problem
d l bl
and incident resolution detail in each record
Ensure proper categorization
Provide access to other information such as
operational logs, network maps, monitoring
data, etc.
© ITSM Academy 15
16. Conclusion
Successful Problem Management
relies on
Recognition of it’s business benefits
Distinction from Incident Management
Sufficient resourcing, time and
resourcing
information
Absence of blame
KKnowledge and application of
l d d li ti f
proven methods and techniques
Communication and
Teamwork
Relentless pursuit and removal of
root cause (when justified)
© ITSM Academy 16
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21. Want to Learn More?
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