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As per your request.......
Julie L. Mohr, Principle Research Analyst & AuthorBlueprintAudits.com
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VALUE DRIVEN PROBLEM MANAGEMENT STRATEGIES FOR EFFECTIVE DIAGNOSIS AND ROOT CAUSE ANALYSIS
§ Julie L. Mohr
§ Principal Research Analyst & Author
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Julie Mohr, Principle Research Analyst and Author
BlueprintAudits.com § Principle Research Analyst and Author at BlueprintAudits.com § Author of “Mapping Support Processes: Blueprint for Success”, “The Help Desk Audit:
Blueprint for Success”, “The Help Desk Toolkit: Companion CD” and “The Help Desk Dic>onary”
§ Global Keynote Speaker, Consultant & Trainer : ITIL Expert; COBIT; KCS & also has the presHgious CGEIT CerHficaHon and CerHfied Helpdesk Director
§ Passionate organizaHonal change agent providing imaginaHve insight and dynamic leadership to transform organizaHons into best pracHce, customer-‐focused environments
§ Serving as VP of Membership for the itSMF LIG in Sacramento, a faculty member with HDI and board member of HDI Sacramento Chapter
§ Graduate of The Ohio State University with a Bachelor in Computer Science, Masters in Adult EducaHon from University of Phoenix (in progress)
IntroducHons
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Agenda
§ Problem Management Overview
§ Problem Management Relationships
§ Process Analysis
§ Root Cause Analysis
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Overview
Problem Management
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§ Prevent problems and the resulting Incidents from occurring
§ Eliminate recurring Incidents and minimize the impact of Incidents that cannot be prevented.
§ Minimize the impact of unavoidable Incidents. § Be responsible for managing the Lifecycle of all
problems.
Objectives
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§ The Problem Management process is needed to: § Change Service Management from being reactive to being
proactive § Change Service Management from fire-fighting mode to
fire-prevention mode § Cause an increase in structural quality § Improve customer satisfaction
Why do Problem Management?
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§ Problem Management intends to reduce the number and severity of Incidents and Problems in a business.
§ Problem Management is responsible to ensure that available information is accessible to all supporting groups.
§ Problem Management information is readily indexed and relevant.
Why do Problem Management?
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§ Activities § Reactive Problem Management
§ Responding to problems after they happen § Identify the root cause of the Incident and suggest permanent
solutions to prevent the recurrence of the Incident
§ Proactive Problem Management § Identify and solve Problems and Known Errors before Incidents occur § Trend analysis § Define preventive activities
§ Review major problems
Problem Management
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§ Problems and Known Errors can be identified by: § Analyzing Incidents § Analyzing infrastructure § Referring to the knowledge database § Developers and suppliers
Where do Problems Come From?
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§ Change the IT Culture § Reactive Focus
§ Advising incident management staff of best available workaround for incidents related to unresolved problems or KEs
§ Identifying errors and maintaining the KE database § Developing effective workarounds
§ Identifying problems § Accurate categorization of problems
§ Investigating problems according to impact through to resolution or error identification
§ Eliminate known errors by raising Requests for Change
§ Monitoring progress on the resolution of KEs § Conduct and participate in Major Problem Reviews
Problem Management Approach
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§ Proactive Focus § Effective Root-cause analysis § Pareto Analysis § Monitoring § Identifying trends and potential sources (incidents and
problems) § Raising requests for change to prevent the recurrence of
problems § Preventing the replication of problems across multiple
systems
Problem Management Approach
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PROCESS ACTIVITIES
Problem Detection
Yes Change Management
End
Service Desk Event Management Incident Management Proactive Problem
MGMT Supplier/Contractor
Problem Logging
Categorization
Prioritization
No
Resolution
Closure
Investigation & Diagnosis CMS
Major Problem Review Major Problem? Yes
No
Create Known Error Record
Change Needed?
Known Error Database
No Workaround?
Yes
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Problem Management KPIs
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§ General § Number of Problems by status, service, impact, category, and user group § Number of Known Errors § Mean and maximum elapsed times to closure § Temporary resolution actions § Expected resolution time for outstanding Problems
§ RFC § Number of RFCs created § Impact of RFCs on availability and reliability
§ Incidents § Number of Incidents during Problem resolution § Impact of Incidents before a Problem is closed and before a Known
Error is confirmed § Number of preventive and temporary actions
Key Performance Indicators
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§ Service Desk: § Status of Problems § Information about workarounds
§ IT Management: § Time spent on research and diagnosis § Turnaround time of the closed Problem § Planned resolution of open Problems with reference to
resources such as: § People § Other used resources § Costs
§ Time lapsed and expectation period for unresolved Problems
Key Performance Indicators
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§ Effectively automate the registration of Incidents § Set achievable objectives and use the problem-
solving talents of existing staff § Ensure good cooperation between Incident
Management and Problem Management § Make available time and resources
Critical Success Factors
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Problem Management Relationships
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Known Errors from Development
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Relationship with Incident and Change
Change Management
Problem Management
Incident Management
Incident
Problems
Known Errors
Changes
Incident Database
Recording
Matching Information
Matching Information
Workarounds and Temporary Fixes
Problem Recording
Investigation and
Diagnosis
Resolution RFCs
Trends Frequency and impact
Error Data
Problem Data
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Relationships with other SM Processes
Reactive Problem Management
Proactive Problem Management
Configuration Management
Service Level Management
Availability Management
Capacity Management
Incident Management
Change Management
Information
Recording
RFC Post-Implementation
Review (PIR)
Matching information, workarounds, and quick fixes
Information Problem Database
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Service Level Management
§ Establishes targets for SLAs § Helps identify
improvements
§ Along with CSI will help to identify plan of action to improve an identified weakness
§ Prioritizes projects
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CMS / CMDB
§ Knowledge is more than just documenting solutions § Incidents, problems, workarounds, known errors and RFCs give
more information about the links between change and incidents § Incident models, problem models and change models also drive
efficiency for repeat incidents, problems and changes
Incidents �KEs � Work�
arounds �Problems �
RFCs �
CMDB� CMDB�
CMS
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§ Leverage the knowledge and skills of a group focused on quality of IT services and processes
§ CSI owns the overall quality management initiative § CSI prioritizes improvement opportunities across the
Service Management organization
Interface with CSI
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Problem Management Process Analysis Techniques
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Task: Incident Detection, Record and Initial Support
Sequence Time Type * Frustration Description Why?
1 2 mins
¯ ⇒ ◗ s
H M L Customer Calls Experiencing an issue with their computer
2 4 mins
¯ ⇒ ◗ s
H M L Analyst Answers the phone To help understand the customer’s issue
3 2 mins
¯ ⇒ ◗ s
H M L Analyst records the incident To record the incident and retain knowledge
4 30 secs
¯ ⇒ ◗ s
H M L Analyst categorizes the incident To accurately trend incident at a later time
5 15 secs
¯ ⇒ ◗ s
H M L Analyst prioritizes the incident To ensure priority handling of major or significant issues
6 12 mins
¯ ⇒ ◗ s
H M L Analyst analyses and diagnosis issue Attempt to resolve on first contact
7 15 secs
¯ ⇒ ◗ s
H M L Analyst chooses functional escalation Higher level of technical skill required
8 30 secs
¯ ⇒ ◗ s
H M L Analyst wraps up call and gives customer tracking number and service level target
Manage customer expectation
9 4 hours
¯ ⇒ ◗ s
H M L Analyst calls the customer back Provide an update on open ticket before service level breech
10 1 mins
¯ ⇒ ◗ s
H M L Analyst hierarchically escalates incident Breech of service level
* Types of tasks: - Operation ¯ - Decision ⇒ - Transport ◗ - Delay s - Document
Task Procedure Analysis
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Change Management
Detect & Log Classify & Priority
Investigate & Diagnosis Resolve Recover Closure
Problem Management
C/T = 15 mins
Response time
Trending 20%
C/T = 1 min
Setup Time 1 min Correct Cat/Priority 92%
C/T = 4 Hours
% Known Errors
Accurate CMS
C/T = 4 Hours
% Resolved
KB Usage 53%
C/T = 4 Hours
% within SLA
Documented 87%
C/T = 2 mins
Cust Sat 4.6
KB entered %40
Incident Management
Monitoring
Value Stream Map
Incident Management KEDB
RFC
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Driving Value through Six Sigma
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Problem Management Root Cause Analysis Techniques
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Step-by-Step Problem Solving
Define the problem
Analyze Potential causes
Identify Potential solutions
Select Best
solution
Develop Action Plan
Implement & evaluate progress
Source: Step-By-Step Problem Solving by R. Chang
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§ Define the problem. § Describe the problem:
§ Identity, location, time, and size.
§ Establish possible causes. § Test the most probable cause. § Verify the true cause.
Kepner and Tregoe Analysis
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WHAT Thing Object
Deviation
WHERE Geographic
by object
WHEN First time ever since
in the life cycle
EXTENT Number of
objects Deviation trend
IS IS NOT CHANGES CHARACTERISTICS
Kepner and Tregoe Analysis
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§ Step 1: Define the Problem § Condense statement into a few words describing the
result or effect of the problem
Cause & Effect Diagram
Bad-tasting coffee
Source: Step-By-Step Problem Solving by R. Chang
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§ Step 2: Identify Causes Classes § Look at the major categories of causes of the problem
using:
Cause & Effect Diagram
Bad-tasting coffee
Machines
Materials Methods
People
Source: Step-By-Step Problem Solving by R. Chang
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§ Step 3: Brainstorm Potential Causes § Generate as many ideas as possible
Cause and Effect Diagram
Bad-tasting coffee
Machines
Materials Methods
People filter
coffee
pot picky
Too hot Too much water
Source: Step-By-Step Problem Solving by R. Chang
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§ Step 4: Identify the Most Likely Cause § Don’t jump to conclusions - buy new coffee maker § Reproduce to verify § Evaluate likeliness of all plausible causes
Cause and Effect Diagram
Bad-tasting coffee
Machines
Materials Methods
People filter
coffee
pot picky
Too hot Too much water
Source: Step-By-Step Problem Solving by R. Chang
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Find the Root Cause
0
2000
4000
6000
January February March April May June
Number of Incidents Opened by Service Desk
§ Using the following diagram, identify the possible causes of the decrease in incidents over the last five months using a cause and effect diagram
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Pareto Analysis - 80/20 Rule All Tickets: 10/1/2001-10/31/2001
176
131
76 7567
49 46 4525 20 19 15 12 3 3
23.10%
40.29%
50.26%
60.10%
68.90%
75.33%
81.36%
87.27%
90.55%
93.18%
95.67%
97.64%99.21% 99.61% 100.00%
0
100
200
300
400
500
600
700
800
Bus
ines
s A
pplic
atio
ns
Har
dwar
e
Softw
are
Passw
ord
Secur
ity
Emai
l
Servi
ce R
eque
st
Engin
eerin
g A
pplic
atio
ns
Telec
omm
unic
atio
ns
Info
rmat
ion
Connec
tivity
Rem
ote
Acc
ess
Oth
er
How
To
New
Tic
ket
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
80.00%
90.00%
100.00%
110.00%
Tickets Percent
Source: Performance Metrics Plan, J. McGillicuddy
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Trend Identification
§ Identification of faulty components
§ Investigation of faults
§ Accurate categorization
§ Utilization of statistical methods
§ Specialists to assess trends and discover Problems
§ Locating trends when a Problem is defined
§ Evaluation of all related Incidents to identify associated objects
§ Problems that may affect other platforms
§ The existence of recurring Problems
Identifying Trends requires: Trends may reveal:
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§ Meets the following objectives: § Directs scarce resources § Gains the highest possible business benefit
§ Helps prioritize work while taking into account: § The volume of Incidents § The number of customers impacted § The duration and related costs of resolving Incidents § The cost to the business
§ Initiate appropriate action as required: § Raise an RFC § Initiate education for Support Staff and Customers § Recommend improvements to processes or procedures § Ensure adherence to Problem and Incident Management
procedures
Targeting Preventative Action
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§ A group that reviews major incidents, problem identification, root cause and mitigation
§ Govern problem management both reactively and proactively
§ Stay current of industry news and vendor updates
Major Problem Reviews
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§ What went well? § What didn’t go well? § How can this be improved next time? § How to prevent the Problem from recurring?
§ This analysis identifies process, people and technology improvements along with CSI
Major Problem Reviews
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§ The added value of trend analysis depends on sufficient historical data
§ Technical documentation from suppliers provides information about inherent Problems
§ Proactive Problem Management is not necessarily a full-time task
§ Leverage vendor KB, Wiki, documentation, and discussion boards to stay on top of issues
Tips for Proactive Problem Management
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Summary
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Julie L. Mohr Principle Research Analyst & Author, CGEIT
ITIL Service Manager/Expert, CHDD [email protected] Blended-‐Learning now available on the eLearning Campus Check it out!: hDp://campus.blueprintaudits.com LinkedIn: juliemohr TwiDer: JulieMohr BlueprintAudits.com PO Box 1061 Davis, CA 95617-‐1061 PHONE +1.530.750.0240 FAX: +1.530.231.2970 AIM: blueprintaudits SKYPE: julie.mohr
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