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Pink Elephant – Translating Knowledge into Results
How to do Problem Management with NO Budget!
Problem Management – Down and Dirty!
Presented by: Peter Hubbard,
Pink Elephant EMEA
Pink Elephant EMEA Ltd
Think Differently. Think Pink
© Pink Elephant, 2015. All Rights Reserved.
ITIL® is a registered trademark of Axelos Limited.
Introduction – Peter Hubbard
Principal ITSM Consultant
Worked in ITSM for over 17 years
Worked in all sorts of organisations, large and small.
One got to pelt his co-worker with plastic balls in name
of Release Mgt
Finds his job quite fun.
City of London
© Pink Elephant, 2015. All Rights Reserved.
ITIL® is a registered trademark of Axelos Limited.3
Problem Management in the wild
“We know we need to do something, but do not know what.”
Problem Management Common Characteristics:
No responsibility for the process – no process owner or manager
High reliance on individual ‘heroes’ to spot underlying problems or
errors
Similar incidents continue to occur.
For every similar incident the ‘wheel is reinvented’.
Services are restored but it is not clear who is responsible for
solving the actual problems.
Confusion over Incidents vs Problems
Problem & Incident Manager is often the same individual
A knowledge base mistaken for a KEDB
Problem Management is not measuring the right things
Link between Problem & Change Management missing
© Pink Elephant, 2015. All Rights Reserved.
ITIL® is a registered trademark of Axelos Limited.
Problem Managers through the ages…
4
© Pink Elephant, 2015. All Rights Reserved.
ITIL® is a registered trademark of Axelos Limited.
There is near universal confusion at the ‘sharp end’
about WHAT the difference is between Incident and
Problem Management!
Incident Management The primary objective of
Incident Management is to
restore normal service
operation as quickly as
possible and to minimise the
adverse impact on the
business
Problem Management The primary objectives of
Problem Management are to
prevent problems and
incidents, eliminate recurring
incidents and to minimise the
impact of incidents that
cannot be prevented
The hole that we dug for ourselves
5
© Pink Elephant, 2015. All Rights Reserved.
ITIL® is a registered trademark of Axelos Limited.
There is near universal confusion at the ‘sharp end’
about WHAT the difference is between Incident and
Problem Management!
Incident Management The primary objective of
Incident Management is to
restore normal service
operation as quickly as
possible and to minimise the
adverse impact on the
business
Problem Management The primary objectives of
Problem Management are to
prevent problems and
incidents, eliminate recurring
incidents and to minimise the
impact of incidents that
cannot be prevented
The hole that we dug for ourselves
6
© Pink Elephant, 2015. All Rights Reserved.
ITIL® is a registered trademark of Axelos Limited.
There is near universal confusion at the ‘sharp end’
about WHAT the difference is between Incident and
Problem Management!
Incident Management The primary objective of
Incident Management is to
restore normal service
operation as quickly as
possible and to minimise the
adverse impact on the
business
Problem Management The primary objectives of
Problem Management are to
prevent problems and
incidents, eliminate recurring
incidents and to minimise the
impact of incidents that
cannot be prevented
The hole that we dug for ourselves
7
© Pink Elephant, 2015. All Rights Reserved.
ITIL® is a registered trademark of Axelos Limited.
There is near universal confusion at the ‘sharp end’
about WHAT the difference is between Incident and
Problem Management!
Incident Management The primary objective of
Incident Management is to
restore normal service
operation as quickly as
possible and to minimise the
adverse impact on the
business
Problem Management The primary objectives of
Problem Management are to
prevent problems and
incidents, eliminate recurring
incidents and to minimise the
impact of incidents that
cannot be prevented
The hole that we dug for ourselves
8
© Pink Elephant, 2015. All Rights Reserved.
ITIL® is a registered trademark of Axelos Limited.
Something that hurts a lot?
An Incident that keeps coming back?
Something that can’t be fixed at first line?
Anything affecting a VIP?
The Problem: What is a Problem?
© Pink Elephant, 2015. All Rights Reserved.
ITIL® is a registered trademark of Axelos Limited.
Something that hurts a lot?
An Incident that keeps coming back?
Something that can’t be fixed at first line?
Anything affecting a VIP?
The Problem: What is a Problem?
A ‘problem’ is the unknown cause of one or more incidents
© Pink Elephant, 2015. All Rights Reserved.
ITIL® is a registered trademark of Axelos Limited.
“Its easy to forget that you came to drain the swamp
when your up to your neck in Alligators!”
Incident = Alligator Bite
Incident Management = Band Aid
Major Incident Support = Tourniquet
Problem = Alligator
Problem Management = Alligator Shooting
Known Error Database = Alligator Tagging
Project = Alligator's Nest of Eggs
Production Handover = Hatching Time
Cowboy Tech = Alligator Farmer
Incident vs Problem:- Explained
11
© Pink Elephant, 2015. All Rights Reserved.
ITIL® is a registered trademark of Axelos Limited.
“Its easy to forget that you came to drain the swamp
when your up to your neck in Alligators!”
Incident = Alligator Bite
Incident Management = Band Aid
Major Incident Support = Tourniquet
Problem = Alligator
Problem Management = Alligator Shooting
Known Error Database = Alligator Tagging
Project = Alligator's Nest of Eggs
Production Handover = Hatching Time
Cowboy Tech = Alligator Farmer
Incident vs Problem:- Explained
12
Problem Management starts with a change of mindset by those
involved in supporting IT
© Pink Elephant, 2015. All Rights Reserved.
ITIL® is a registered trademark of Axelos Limited.
Incident Record = Fix it
now! Quick!
Problem Record = What
was that?! How do I stop it
happening again?
Incident Records
User details
Description of the issue
Problem Records
Symptoms of Problem
Frequency of Incidents
associated to Problem
Count of related Incidents
Recent RFCS on
impacted service
Problems Problems Everywhere…
13
1st Tip
Separate Problem records from
Incident records in your support tool.
© Pink Elephant, 2015. All Rights Reserved.
ITIL® is a registered trademark of Axelos Limited.
Problems Problems Everywhere…
Incident Manager is concerned with Speed.
Problem Manager is concerned with Investigation and
Diagnosis.
Don’t make Problem Manager the Change Manager
either!
If these roles are not separated Problem Management
will wither on the vine.
Problem Manager does not HAVE to be a full time role.
14
2nd Tip
Separate the roles of Problem Manager and Incident Manager
© Pink Elephant, 2015. All Rights Reserved.
ITIL® is a registered trademark of Axelos Limited.
Problems Problems Everywhere…
Place a white board near the Service desk of top 10
problems.
Update it each day
If Service Desk have a team meeting ask to attend and
speak at it on a regular basis.
Do not forget to close the loop and let them know when
a problem is closed.
15
3rd Tip
Keep the Service Desk informed of ongoing Problems
© Pink Elephant, 2015. All Rights Reserved.
ITIL® is a registered trademark of Axelos Limited.
Problems Problems Everywhere…
% Reduction in number of repeat incidents
% Reduction in average time to resolve incidents
Number of new registered Problems identified through
Trend Analysis.
Average amount of time taken to create a workaround
and deploy it to the Incident Management process
Number of Incidents resolved by Known Errors
16
4th Tip
Measure and report on the right things. You get what you INSPECT, not what you
EXPECT
© Pink Elephant, 2015. All Rights Reserved.
ITIL® is a registered trademark of Axelos Limited.
My suggestions... Problem Mgt
% Reduction in Incidents - Value
Number of Incidents resolved by KE- Quality
Number of Proactive Problems - Compliance
Number of Problems by priority – Workload
Average time to provide a workaround by priority – Efficiency
“The total number of Incidents was 3% less than the same time
last year. In addition we directly supported the first time fix of over
5,000 incidents by providing the relevant workarounds in the
KEDB.
On average Problems that were identified had an effective
workaround identified and deployed within 4 hours , and we
stopped 2,000 incidents from even affecting the user base.
Oh and we identified and removed 500 issues in our infrastructure
before they could impact the users directly.
© Pink Elephant, 2015. All Rights Reserved.
ITIL® is a registered trademark of Axelos Limited.
Problems Problems Everywhere…
70%-80% of incidents can be traced to poorly
implemented Changes
Problem Management should have a regular agenda
item to report on Problems encountered and especially
where these are caused by changes.
Start to show the effects of poorly planned change to
alter mindsets of technicans
18
5th Tip
Problem Management should be key members of CAB
© Pink Elephant, 2015. All Rights Reserved.
ITIL® is a registered trademark of Axelos Limited.
Problems Problems Everywhere…
Both need to be maintained and policed
Need to have control over the quality of the information
that can be entered.
Both need to be in an easy to read and easy to search
format. Your audience thinks ‘Google’ is how all
search engines work.
Out of date information is harmful
19
6th Tip
A Knowledge Base is NOT the same thing as a Known Error Database but they are both
important
© Pink Elephant, 2015. All Rights Reserved.
ITIL® is a registered trademark of Axelos Limited.
Problems Problems Everywhere…
Its not one size fits all
They are tools in your toolkit
Know when to use each one
20
6th TipLearn the key Problem Analysis
Techniques…and what you use them for!
© Pink Elephant, 2015. All Rights Reserved.
ITIL® is a registered trademark of Axelos Limited.
Problem Analysis Techniques
Chronological Analysis
Kepner and Tregoe
Brainstorming
5-Whys
Technical observation post
Ishikawa Diagrams
Provides a timeline of events
21
© Pink Elephant, 2015. All Rights Reserved.
ITIL® is a registered trademark of Axelos Limited.
Problem Analysis Techniques
Chronological Analysis
Kepner and Tregoe
Brainstorming
5-Whys
Fault Isolation
Affinity Mapping
Hypothesis testing
Technical observation post
Ishikawa Diagrams
Pareto Analysis
1. Define the problem2. Describe the problem3. Establish possible causes4. Test most probable cause5. Verify true cause
22
© Pink Elephant, 2015. All Rights Reserved.
ITIL® is a registered trademark of Axelos Limited.
Problem Analysis Techniques
Chronological Analysis
Kepner and Tregoe
Brainstorming
5-Whys
Technical observation post
Ishikawa Diagrams
A structured Mind map
23
© Pink Elephant, 2015. All Rights Reserved.
ITIL® is a registered trademark of Axelos Limited.
Problem Analysis Techniques
Chronological Analysis
Kepner and Tregoe
Brainstorming
5-Whys
Technical observation post
Ishikawa Diagrams
Typically produces a root cause after five iterations of “Why?”
24
© Pink Elephant, 2015. All Rights Reserved.
ITIL® is a registered trademark of Axelos Limited.
Houston, We Have A Problem...
“A change was implemented last night. It wasn’t
successful so we had to back it out. The customer is
REALLY cross and we’ll have to do it again!”
© Pink Elephant, 2015. All Rights Reserved.
ITIL® is a registered trademark of Axelos Limited.
We Can Learn a Lot from Children…!
© Pink Elephant, 2015. All Rights Reserved.
ITIL® is a registered trademark of Axelos Limited.
“Why oh Why, oh Why...?”So what about my Problem, the Unsuccessful Change….???
1. Why Was it Unsuccessful?
There wasn’t time to test it properly
2. Why Didn’t You Have Enough Time to Test?
It came through as an Emergency RFC
3. Why was it an Emergency RFC?
It needed to go in tonight and it’s been waiting with the customer
4. Why was it Waiting with the Customer?
The customer likes to see all changes before they are submitted to CAB
5. Why Do they Like to See All Changes BEFORE Submission to CAB?
For their own records, in case anyone asks them what’s happening
© Pink Elephant, 2015. All Rights Reserved.
ITIL® is a registered trademark of Axelos Limited.
Ahh! So the Problem is…
The change didn’t go in successfully because of the additional step prior to CAB submission
The step resulted in rework, additional downtime and frustration to the customer
The customer was not actually approving anything with this step. The CAB is for approval and had customer representation
The Forward Schedule of Change gave the customer the same information and in a more structured way
© Pink Elephant, 2015. All Rights Reserved.
ITIL® is a registered trademark of Axelos Limited.
Problem Analysis Techniques
Chronological Analysis
Kepner and Tregoe
Brainstorming
5-Whys
Technical observation post
Ishikawa DiagramsReal-time monitoring of events
29
© Pink Elephant, 2015. All Rights Reserved.
ITIL® is a registered trademark of Axelos Limited.
Problem Analysis Techniques
Chronological Analysis
Kepner and Tregoe
Brainstorming
5-Whys
Technical observation post
Ishikawa Diagrams Documenting causes and effects(a.k.a. fishbone diagram)
30
© Pink Elephant, 2015. All Rights Reserved.
ITIL® is a registered trademark of Axelos Limited.
Ishikawa in action
31
© Pink Elephant, 2015. All Rights Reserved.
ITIL® is a registered trademark of Axelos Limited.
Problem Management
Problem Management does not have to be just ‘The
clever bits’ its about changing the way that issues are
thought about.
Its one of the most important steps in moving an IT
department from System management to Service
Management as mindsets start to change.
Reduces Incidents
Moves Knowledge closer to front line
Improves Service Quality
Removes repetitive ‘boring’ incidents
32
© Pink Elephant, 2015. All Rights Reserved.
ITIL® is a registered trademark of Axelos Limited.
No more alligators thank you!
33
© Pink Elephant, 2015. All Rights Reserved.
ITIL® is a registered trademark of Axelos Limited.
Questions?
www.pinkelephant.co.uk
Please rate our webinar.What are we doing well? How can we make it better?
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