Problem Management

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Welcome!

If I Knew Then, What I Know NowProblem Management

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Jayne Groll

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Agenda

What we learned then: a review of basic Problem What we learned then: a review of basic Problem Management concepts

What we know now: practical advice for overcoming What we know now: practical advice for overcoming common Problem Management challenges

Next stepsNext steps Game: Who wants to be a Problem Manager?

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Thanks for joining us today.Please use the chat feature to send in your questions.

Wh t W L d ThWhat We Learned Then

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Problem Management Purpose and Objectives

Problem Management manages the lifecycle of all problems from first identification through further

Prevent problems and

investigation, documentation and eventual removal.

Problem: The underlying cause of one or more incidents

presulting incidents Eliminate recurring incidents

Known Error: A problem with a documented root cause and a workaround

g Minimize the impact of

incidents

Problem Management diagnoses the root cause of incidents

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Problem Management diagnoses the root cause of incidents and initiates actions to improve or correct the situation.

ITIL Text - SO 4.4.1

Problem Management Scope

Problem Management aspects include

Reactive Problem ManagementSolving 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

7© ITSM Academy ITIL Text - SO 4.4.2, 4.4.4.2

The difference between reactive and proactive Problem Management lies in how the process is triggered.

Problem Management’s Business Value

Problem Management increases service quality by reducing the time required to resolve incidents and by preventing the time required to resolve incidents and by preventing future incidents through permanent solutions.

This results in This results in Higher service availability and stability Increased business and IT productivityIncreased business and IT productivity Reduced cost of ineffective fixes Reduced cost of repeat incidents Improved perception of IT from customers

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You can also leverage Problem Management to solve operational and strategic problems.

Wh t W K NWhat We Know Now

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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

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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

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Incident records can close when service is restored; problem records remain open until the error is removed.

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

Known errors are milestones, not resolutions

identified and deployed.

Workarounds do not prevent future incidents Band-aids will eventually fall apart B i i t h ld h l j tif l i Business impact should help justify a conclusion 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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g

Inability to Predict Resources, Effort and Priority

M

Problem models expedite problem solving by predicting the handling of common types of problems.

Problem Models can be built for problems based on Recurring incidents or situations

Problem Models include Steps to be taken

S f g

Dormant problems Underlying problems

K d i ti ti

Sequence of actions Responsibilities Timescales and thresholds

Known errors under investigation

Create, update and validate problem models as part of the

Escalation procedures Steps to preserve evidence

p pproblem closing activity

Consider including predicted priority resources constraints costs

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Consider including predicted priority, resources, constraints, costs and expected return in your Problem Models.

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 Tregoep g Ishikawa Diagrams Chronological Analysisg y Pain Value Analysis Pareto Analysis

Could you apply Agile/Scrum to problem solving?

Brainstorming

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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

d l bl Require accurate and complete problem and incident resolution detail in each record

Ensure proper categorizationEnsure proper categorization Provide access to other information such as

operational logs, network maps, monitoring

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data, etc.

Conclusion

Successful Problem Management relies on Recognition of it’s business benefits Distinction from Incident Management Sufficient resourcing time and Sufficient resourcing, time and

information Absence of blame K l d d li ti f Knowledge and application of

proven methods and techniques Relentless pursuit and removal of

root cause (when justified)Communication and

Teamwork root cause (when justified)

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Who Wants to Be a Problem Who Wants to Be a Problem Manager?

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Questions?

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