Upload
others
View
4
Download
0
Embed Size (px)
Citation preview
How to avoid fire fightingImplementation of Active Problem Management
linkedin.com/in/damkjaers/
JN Data customers
Jyske BankNykredit
BankdataBEC w. NationalbankenSDCSilkeborg Data
+40.000 workstations in the infrastructure
200 bankinginstitutions which all have numerous sites
linkedin.com/in/damkjaers/
Incident vs. Problem Management
Source: Chris Finden-Browne, IBM UK
linkedin.com/in/damkjaers/
The challenge in classic “troubleshooting”
Incident Management• Justified reactive by
nature.• At best, minimizing
impact
Asking: WHAT
Problem Management• Sometimes proactive, but
mostly reactive• Risc of overseeing
opportunities
Asking: WHY
linkedin.com/in/damkjaers/
The Organizational Challenge
”we are busy handling P1 Incidents, so no time is left for Problems regardless of Priority”
Citation: Technical Lead Accountable for ”P3 Problems” in own technical silo in JN Data 20/11-2018
linkedin.com/in/damkjaers/
Paradox!
The Cause(s) found in Problems are the root/true cause – the reason the Incidents happened in the first place.
The Organizational Challenge
linkedin.com/in/damkjaers/
What is Proactive Problem Solving?
linkedin.com/in/damkjaers/
Potential for avoiding fire fighting
• Past Problem Analysis
• Customer Requests• Extend the
Fix/Cause• Events and
monitoring, trends
linkedin.com/in/damkjaers/
Potential for avoiding fire fighting
• Situation Appraisal• Vendor or Industry
information• Intuition and
hunches• Potential Problem
Analysis
linkedin.com/in/damkjaers/
The difference between the Root and True cause
and a word about the Trigger Cause..
linkedin.com/in/damkjaers/
The Organizational Challenge
”Active Problem Management”
Gather a team of educated (KT) analysts
P1/P2 Problems
Investigationsfacilitated by a skilled Problem Manager tracking the implementation of the solution.
Typically complex or cross functionalProblems
The Organizational Challenge
”Passive/reactiveProblem Management”
P3 Problems
Investigationsfacilitated by a Technical Lead
The outcome of Major Incidents and Incidents that led to RCA management reportering
linkedin.com/in/damkjaers/
Implementation of Problem Management in JN Data
•Monthly roll-up meetings
•Grey problem discussion
•Automatic generation of Problems
•ITSM process implementation
•Interfaces• TL, MI, CM e.g.•Education•Templates
•Prioritizing•Management methods
•Reporting
Proces/Procedurer
People/Internal
CustomerTechnology
linkedin.com/in/damkjaers/
The Kepner-Tregoe Critical Thinking dimensions
linkedin.com/in/damkjaers/
linkedin.com/in/damkjaers/
Step 3 – Decision Analysis
linkedin.com/in/damkjaers/
linkedin.com/in/damkjaers/
A real world exampleA story about slow servers in JN Data
linkedin.com/in/damkjaers/
linkedin.com/in/damkjaers/
Stuff to read
linkedin.com/in/damkjaers/
linkedin.com/in/damkjaers/
linkedin.com/in/damkjaers/
linkedin.com/in/damkjaers/