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Chapter 6: Solving and Preventing Problems A Guide to Customer Service Skills for the Help Desk Professional Second Edition

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Page 1: Chapter 6: Solving and Preventing Problems A Guide to Customer Service Skills for the Help Desk Professional Second Edition

Chapter 6:Solving and Preventing

Problems

A Guide to Customer Service Skills for the Help Desk Professional

Second Edition

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Objectives

• Use proven techniques to methodically solve problems

• Learn how to take ownership of ongoing problems and keep customers and management informed about the status of problem resolution activities

• Learn ways to manage your workload and maintain a positive working relationship with other support groups

• Understand the importance of focusing on problem prevention

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How to Solve Problems Methodically

• A high percentage of problems are recurring

• Plenty of information is available for finding solutions to problems

• As a help desk analyst, you can:

– Draw from your experience

– Access available knowledge bases

– Use tools

– Engage other analysts or level two service providers

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Solving and Preventing Problems

• Problem - An event that disrupts service or prevents access to products

• Common problems include a broken device, an error message, a system outage

• Solving problems efficiently and effectively requires a methodical approach, or process

• Problem solving is a skill that you can improve with practice

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The Problem Management Process

• Process - A collection of interrelated work activities - or tasks - that take a set of specific inputs and produce a set of specific outputs

• Procedure - A step-by-step, detailed set of instructions that describes how to perform the tasks in a process

• Flow chart - A diagram that shows the sequence of tasks that occur in a process

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The Problem Management Process (continued)

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The Problem Management Process (continued)

• Problem management - The process of tracking and resolving problems

• Symptom - A sign or indication that a problem has occurred

• Probable source - The system, network, or product that is most likely causing the problem

• Root cause - The most basic reason for an undesirable condition or problem, which, if eliminated or corrected, would prevent the problem from existing or occurring

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The Problem Management Process (continued)

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The Problem Management Process (continued)

• Problem management (also called incident management) includes answering questions and inquiries

• Problems, questions, and inquiries represent varying degrees of impact and speak differently to product and company performance

• Distinguishing between them enables companies to:– Determine which types of contacts are most common

– Put in place processes and technologies for resolving each type of contact in the most efficient, cost-effective way possible

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The Problem Management Process (continued)

• Request - A customer order to obtain a new product or service, or an enhancement to an existing product or service

• Trend analysis - A methodical way of determining and, when possible, forecasting, service trends

• Root cause analysis - A methodical way of determining the root cause of problems

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The Problem Management Process (continued)

• The problem management process describes the overall approach to be used when handling problems within a company

• Analysts need problem-solving skills to handle each problem

• Basic step to follow when solving problems:

1. Gather all available data and create information

2. Diagnose the problem

3. Develop a course of action

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Step 1: Gather All Data Needed to Create Information

• Data must be logged accurately and completely

• Data is used by managers, other help desk analysts, level two service providers, and customers

• Data is used to:– Create the information needed to justify resources

– Increase customer satisfaction

– Enhance productivity

– Improve the quality of products and services

– Deliver services more efficiently and effectively

– Create new products and services

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Step 1: Gather All Data Needed to Create Information (continued)

• Customer data - Identifying details about a customer, including name, telephone number, department or company name, address or location, customer number, and employee number or user ID

• Customer record - All of the data and text fields that describe a single customer

• Record - A collection of related fields• Problem data - The details of a single problem• Problem record - All of the fields that describe a

single problem

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Step 1: Gather All Data Needed to Create Information (continued)

• Customer records are linked to problem records by a unique key field, such as customer name

• Many help desks capture two types of problem descriptions

• Short problem description – A succinct description of the actual results a customer is experiencing (sometimes called a problem statement)

• Detailed problem description – A comprehensive accounting of the problem and the circumstances surrounding its occurrence

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Step 1: Gather All Data Needed to Create Information (continued)

The detail problem description includes:• The result the customer expects• The actual result the customer is experiencing• Steps the customer took to get the results• The history or pattern of the problem

– Does the problem occur every time the customer performs this step?

– Does the problem only occur in certain circumstances? What are those circumstances?

– Does the problem only occur intermittently? Under what conditions?

• Whether the problem is part of a larger problem

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Step 2: Diagnose the Problem

• When diagnosing a problem, you are trying to determine:

– The probable source of the problem

– Ultimately, its root cause

• Determining the probable source can be difficult when dealing with complex technology

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Step 2: Diagnose the Problem (continued)

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Asking Questions

• Techniques that are used to diagnose problems include:– Asking questions– Simulating the customer’s actions– Using diagnostic tools

• When asking questions:– Listen actively– Make sure your questions are appropriate to

the customer’s communication style

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Asking Questions (continued)

• Condition your mind to run through problem-solving questions as the customer is relaying information

• Basic questions can help you isolate the probable source

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Asking Questions (continued)

• Problem-solving checklists may provide questions more specific to the actual problem

• Simple questions often reap the most information

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Simulating the Customer’s Actions

• Some help desks:

– Provide analysts access to the systems or software packages that customers are using

– Have lab areas where analysts can access systems that match customers’ hardware and software configurations

• Analysts use these systems to simulate a customer’s actions

• The usefulness of this technique depends on:

– The access that analysts have

– The policies of the company

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Simulating the Customer’s Actions (continued)

• Some companies have strict standards that determine what technologies customers use

• The help desk is often involved in developing technology standards

• Without standards, customers may install equipment or software without the help desk’s knowledge

• As a result, the help desk cannot simulate problems

• When technology standards exist, whether and how strictly those standards are enforced will vary from one company to the next

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Simulating the Customer’s Actions (continued)

Benefits of establishing standards include:

• A less complex environment

• Improved ability to share data and exchange information

• Effective training programs can be developed

• Proactive support can be provided

• Costs are controlled

• The company is positioned to take advantage of state-of-the-art technology

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Using Diagnostic Tools

• Remote control system - A technology that enables an analyst to take over a customer’s keyboard, screen, mouse, or other connected device in order to troubleshoot problems

• Newer hardware and software systems have built-in diagnostic tools

• Using these tools may not always be an option

• Take the time needed to fully diagnose the problem and identify the correct probable source

• When an incorrect probable source is identified, you can waste time developing a course of action that will not permanently solve the problem

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Step 3: Develop a Course of Action

To develop a course of action:

• Consult printed resources, online resources, coworkers, subject matter experts, or the team leader

• Determine if a workaround is available

• Escalate the problem to the correct level two service provider or subject matter expert

• Search a knowledge base

• Search the incident tracking or problem management system

• Use personal knowledge

• Use tools

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Step 3: Develop a Course of Action (continued)

• Review the course of action with the customer

– Ensure the customer understands it and the time frame within which it will be executed

– Let the customer know if the course of action or the time frame is dictated by an SLA

• If the customer is dissatisfied, determine the customer’s preference and, if possible, accommodate that preference

• Or, determine if there is an alternate course of action that will satisfy the customer’s immediate need

• Record the customer’s preference in the ticket and when necessary, bring the problem to management’s attention

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Knowing When to Engage Additional Resources

• Most help desks strive to solve as many problems as possible at level one

• First, use resources such as online help, product and procedure manuals, or a knowledge base

• If unsuccessful, turn to a coworker or level two service provider for help

• Target escalation time - A time constraint placed on each level that ensures problem resolution activities are proceeding at an appropriate pace

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Knowing When to Engage Additional Resources (continued)

Consider the following as the target escalation time approaches:

• Do I have sufficient information to clearly state the problem?

• Have I determined the probable source of the problem?

• Have I gathered the information that is required by level two?

• What is the problem severity?

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Taking Ownership

• When a problem cannot be solved immediately, customers expect someone to take responsibility for ensuring it is resolved in the time frame promised

• Problem owner - An employee of the support organization who acts as a customer advocate and ensures a problem is resolved to the customer’s satisfaction

• The customer shouldn’t have to initiate another call

• In many companies, the person who initially logs the problem is the owner

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Taking Ownership (continued)

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Problem Owner Responsibilities

• Tracks the current status of the problem

• Proactively provides the customer regular and timely status updates

• When possible, identifies related problems

• Ensures that problems are assigned correctly

• Ensures that appropriate notification activities occur

• Ensures that all problem-solving activities are documented and the customer is satisfied with resolution

• Closes the problem ticket

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Problem Owner Responsibilities (continued)

• Analysts sometimes share ownership by:

– Helping other owners when they can

– Updating a ticket if a customer contacts the help desk to provide additional information

– Updating a ticket if a customer contacts the help desk for an up-to-date status

– Negotiating a transfer of ownership for any outstanding tickets if the analyst is going to be out of the office for an extended time

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Providing Status Updates to Customers and Management

• Notification – An activity that informs all of the stakeholders in the problem management process about the status of outstanding problems

• Notification can occur when:– A problem is reported or escalated

– A problem has exceeded a predefined threshold

– A problem is resolved

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Providing Status Updates to Customers and Management (continued)

• Management notification is appropriate when:

– The problem is extremely severe

– The target resolution time has been or is about to be reached

– Required resources are not available to determine or implement a solution

– The customer expresses dissatisfaction

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Providing Status Updates to Customers and Management (continued)

• Management notification ensures that:– Management knows the current status of problems that

are in an exception state

– Management has the information needed to oversee problems that involve multiple support groups

– Management has sufficient information to make decisions, follow up with the customer, or call in other management

– Management actions are recorded in the problem record so that everyone affected knows what decisions management has made or what steps they have taken

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Providing Status Updates to Customers and Management (continued)

• Customer notification is appropriate when:– The analyst has told the customer they will provide a

status at a given time, even if there has been no change in the problem’s status

– The target resolution time will not be met

– Customer resources are required to implement a solution

– The problem has a high severity and justifies frequent status updates

– The customer was dissatisfied with earlier solutions

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Providing Status Updates to Customers and Management (continued)

• Customer notification ensures that:– The customer knows the current status of

the problem

– Customer comments or concerns are recorded in the problem record and addressed

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Providing Status Updates to Customers and Management (continued)

• Help desks add value by:(1) Making it easy for customers to report

problems

(2) Delivering solutions

(3) Taking ownership and ensuring that problems that cannot be resolved immediately are addressed in the required time frame

• Even bad news is better than no news

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Providing Status Updates to Customers and Management (continued)

• The help desk can notify management, customers, and others by:– Telephone, in person, with an e-mail or instant message

– Through a paging device, automatically via the incident tracking and problem management system

• How notification occurs and who is notified varies based on conditions such as:– The severity of the problem

– Who is affected by the problem

– When the problem occurs

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Providing Status Updates to Customers and Management (continued)

Closeup - Levels of learning:• Unconscious incompetence

– Customers typically cannot articulate their problem

• Conscious incompetence– Customers know what they don’t know

• Conscious competence– Customers use correct terminology and clearly and

correctly articulate the problem

• Unconscious competence– Known as “power users.” Customers feel they know more

than analysts and resent being asked “basic” questions

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Building Good Relationships With Other Support Groups

• Level one analysts must:– Strive to continuously increase their knowledge and the

efficiency and effectiveness of their problem-solving skills– Ensure that all available information has been gathered and

logged– Ensure that all checklists have been completed and logged

before a problem is escalated– Seek assistance only after using all other available resources

• Level two service providers must:– Respect the help desk’s role as a front-line service provider– Acknowledge that the help desk’s efforts are freeing them

from the need to answer the same questions or solve the same problems over and over again

– Be willing to impart their knowledge to the help desk

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Building Good Relationships With Other Support Groups (continued)

• Review and understand your company’s SLAs

• Provide mutual feedback• Job shadowing• Review incident tracking system

information• Communicate• Give praise

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Focusing on Prevention

• Once a solution has been identified and implemented, there are still questions that need to be asked and answered:

– Did the resolution solve the problem?

– Is the customer satisfied?

– Has the root cause been identified?

– Was the corrective action permanent?

• If the answer to any of these questions is “No” the problem cannot be considered resolved

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Focusing on Prevention (continued)

• If all of the answers are “Yes” the problem can be closed once all pertinent data is captured

• Without data, trend and root cause analysis cannot be performed

• Any or all members of the help desk team can:

– Identify and analyze trends

– Suggest ways that problems can be eliminated

– Go beyond the quick fix and take the time to resolve problems correctly the first time

– Engage the resources needed to determine and eliminate the root cause

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Chapter Summary

• Help desk analysts must be able to solve problems efficiently and effectively

• Most help desks develop processes and procedures in an effort to ensure that problems are handled quickly, correctly, and consistently

• The goal of problem management is to minimize the impact of problems that affect a company’s systems, networks, and products

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Chapter Summary (continued)

• Analysts use their problem-solving skills to handle each problem

• The best problem solvers condition themselves to:– Gather all available data

– Create information

– Methodically diagnose the problem before developing a course of action

• Effective diagnostic techniques include:– Asking questions

– Simulating the customer’s actions

– Using diagnostic tools

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Chapter Summary (continued)

• Customers expect someone to take responsibility for ensuring the problem is resolved in the time frame promised

• The problem owner assumes that responsibility

• Ownership ensures that everyone involved in the problem management process stays focused on the customer’s need to:– Have the problem solved in a timely fashion

– Be informed when the problem requires more than the expected time

• Ownership is critical to the problem management process

• Without it, problems can slip through the cracks and customer dissatisfaction invariably occurs

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Chapter Summary (continued)

• Do not hesitate to suggest ways that problems can be eliminated and prevented

• Be persistent and act on your hunches

• An understanding of your company’s problem management process and strong problem-solving skills are essential to your success

• These processes ensure that problems are handled efficiently and effectively

• Ultimately, however, customers prefer that problems be prevented