How to become an Incident & Problem Management Superstar

How to become an Incident & Problem Management Superstar

Christoph Goldenstern, Kepner-Tregoe Jason Rosenfeld, Cask, LLC

Your presenters

Christoph Goldenstern

Global VP of Strategy and Service Excellence,

Kepner-Tregoe

Lead global customer service engagements with

companies like Siemens, IBM, Nokia

[email protected]

www.kepner-tregoe.com

Jason Rosenfeld

ITSM Practice Lead, Cask, LLC

Leads service management capability, providing consulting

and training services to KeyBank, Qualcomm, CSC and

more

[email protected]

www.caskllc.com

mailto:[email protected]



http://www.kepner-tregoe.com/




http://www.caskllc.com/

Kepner-Tregoe and ITIL®

Fun

dam

enta

l K

T P

roce

sses

Situation Analysis: Clarify & prioritize situation

Problem Analysis: Identify root cause

Decision Analysis: Select best fix

Potential Problem Analysis: Avoid future problems

Ho

w

ITIL

Pro

cess

es

Incident Management Process

Problem Management Process

ITIL

Def

init

ion

s What Incident Management is, and why it is needed

What Problem Management Process is, and why it is needed

Incident Management

Problem Management

Wh

at a

nd

wh

y

Copyright © 2012 Kepner-Tregoe, Inc. All Rights Reserved

What vs. How


Incident Identification

Incident Categorization

Incident Logging

Incident Prioritization

Escalations (if required)

Investigation and Diagnosis

Resolution and Recovery

Incident Closure

Problem Detection

Problem Categorization

Problem Logging

Investigation and Diagnosis

Workaround (if applicable)

Raise Known Error Record

Determine Root Cause

Situation Analysis: Clarify & prioritize situation

Problem Analysis: Identify root cause

Decision Analysis: Select best fix

Potential Problem Analysis: Avoid future problems

Problem Closure

Do you notice any

gaps? Duplication?

Incident Management


Purpose

Restore service as quickly as possible

Tips

Categorize

Prioritize by defining impact and urgency

Upstream incidents by empowering self-

service and the Service Desk

Document escalation paths, expected handoffs

(i.e. OLAs) and automate where possible

Clearly articulate expected response and

resolution times to customers

Identify Incident relationship with Changes

Problem Management


Purpose

Incident and Problem prevention by determining

root cause

Tips

Understand the purpose of Incident and Problem

Management processes and associated data

Allocate staff to identify trends for proactive

problem management

Separate Major Problems from the rest of the

pack with clear criteria

Maintain a Known Error Database

Link Request for Change (RFC) generation

Customer Pressure Points

Pressure

Increased access to good and bad data

Interdependancy of Products

Complexity of Environment

Economic Pressure

Customer Expectations

Technical knowledge always lagging behind

Can‘t take the heat? You are not alone...

Copyright © 2012 Kepner-Tregoe, Inc. All Rights Reserved v

Incident Volumes on the rise


What clients want


The Service Capability Gap


The changing service operations landscape

Operational goals:

COMMUNICATION: Stakeholders are informed, and have confidence in the information

CERTAINTY: restoration and troubleshooting processes create a sense of control

SPEED + QUALITY: we need both

CLARITY: data is visible and clear to all those participating

RELIABLE: the system is restored, AND recurring incidents minimized

Changes:

We are facing a growing

technology complexity

avalanche

Incident and Problem

Management are more crucial

than ever to the stability of

our IT

Uptime of services,

applications and systems is

key

Consistency and quality of

IM and PM is becoming a

competitive advantage

> Being able to Think Correctly Under Pressure is a necessity


KT Process is a Thinking Process

Information

Experience

Judgment

Knowledge

Customer

Problem

Resolved

Input Process Result

thinking


EVALUATE

ALTERNATIVESGenerate Alternatives

Screen through MUSTs

Compare against WANTs

CLARIFY PURPOSEDevelop Objectives

Classify into MUSTs

and WANTs

Weigh the WANTs STATE

DECISIONWhat do we need

to decide?

What are we trying to do?

DECISION

ANALYSISTo balance benefits

and risks

MAKE

DECISIONMake the Best

Balanced Choice

ASSESS

RISKSIdentify Adverse

ConsequencesIDENTIFY

POTENTIAL

PROBLEMSState the Action

List Potential Problems

PLAN

CONTINGENT

ACTIONPrepare Actions

to Reduce

Likely

Effects

TAKE

PREVENTIVE

ACTIONTake Action to

Address Likely Causes

IDENTIFY

LIKELY CAUSESConsider Causes

for the Potential

Problems

THINK

BEYOND

THE FIXExtend the Cause

Extend the Fix

CONFIRM

TRUE CAUSEVerify Assumptions,

Observe, or Try

a Fix and

MonitorEVALUATE

POSSIBLE

CAUSESTest Possible Causes

Determine Most

Probable Cause

IDENTIFY

POSSIBLE CAUSESUse Knowledge and

Experience, or…

…Distinctions

and

Changes

DESCRIBE

PROBLEMState the Problem

Specify the Problem

PROBLEM

ANALYSISTo avoid

jumping to

cause

POTENTIAL

PROBLEM

ANALYSISTo avoid

reactive

action

SET

TRIGGERSSet Triggers

for Contingent Actions

SITUATION

APPRAISALIdentify Concerns

Set Priority

Plan Next Steps

Plan Involvement

KT Troubleshooting Methodology

3. Decision Analysis: To select best fix. Effective Decision Making

2. Problem Analysis: To find root cause. Problem Management

4. Potential Problem Analysis: To avoid future problems. Risk Analysis

1. Situation Appraisal: To clarify and prioritize situation. Plan Issue Resolution







Example: Possible Causes and Testing






KT in the context of IM and PM


How to make it stick?

Retention of training after six months

Presentation 3%

P + Demonstration 5%

P + D + Participation 15%

P + D + P + Role Modelling 25%

P + D + P + RM + Personal Feedback 45%

P + D + P + RM + PF + On-the-job-Coaching 85%


Adoption model

Process Skill Transfer

(training)

Coaching

+

Alignment of: Processes and Triggers

Expectations > Consequences > Feedback Measurement

Documentation and Knowledge Creation (software) Role modeling (leadership)

Resolution/ Restoration time

Cost per Incident/Problem Customer Sat

Quality x Adoption = Results


List Issues

Assess

Priority

Assign

Actions

Describe

Problem

Evaluate

Possible

Causes

Apply

Solution

Time

A defined, logical sequence of steps


Coaching for quality

List Issues

Assess

Priority

Assign

Actions

Describe

Problem

Evaluate

Possible

Causes

Apply

Solution

Time


Improving the IT Incident Management of a professional services organization

Project Days

Resolu

tion T

ime

After KT process implementation ……>………………………>………………………>......................


Improving Problem Management inside a Network Technology provider


Mean time to solve by number of technical staff involved



Improving case quality

Summary

Questions & Answers


Questions and Answers

Please contact us directly for:

A copy of this presentation

Access to several whitepapers that are available

on the topics presented

Information on Kepner-Tregoe training

opportunities

Christoph Goldenstern Phone: +1-609-252-2516 [email protected] christophgoldenstern Find me on LinkedIn

Jason Rosenfeld Phone: +1-858-200-2185 [email protected] @jasonrosenfeld Find me on LinkedIn





Documents

How to become an Incident & Problem Management Superstar