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www.thinkingdimensions.com.sgThinking Dimensions Singapore Pte. Ltd
THE BA AS A PROFESSIONAL PROBLEM SOLVER
Speaker Name: MATTHYS J FOURIE Ph.D
Company & Designation: THINKING DIMENSIONS - CEO
www.thinkingdimensions.com.sgThinking Dimensions Singapore Pte. Ltd
“Most incident
investigators ask
the wrong
questions, so do not
change your people
but change the
questions they’re
asking”Matt Fourie
• Introduction • Basis for Effective Thinking• Components of Quality information
Specificity Minimalistic information Hierarchy of Intelligence Collaboration with Appropriate Resources
• Finding Causes and Solutions• Client outcomes• Questions & answers
Agenda
www.thinkingdimensions.com.sgThinking Dimensions Singapore Pte. Ltd
Americas• Canada• Chile• Peru• USA
EMEA• Germany• Italy• Netherlands• Poland• Saudi Arabia• South Africa• Spain• Turkey• United
Kingdom
Asia Pacific• Australia• China• India• South Korea• Thailand• Singapore
• Baxter International• Blue Cross Blue Shield• Bosch• Caltex Oil• Carraro• Crown Cork and Seal• Dometic• Electrolux• Federal Judiciary Center • General Dynamics IT• Hollister,Inc• Infineon• BASF• Macquarie Bank IT• BT Financial IT• Stihl• Westpac IT• Medtronic• Maersk • Norfolk Naval Shipyard• Selig• Siemens• SITA• SKF
Teck Resources
Thinking Dimensions’ Global reach
www.thinkingdimensions.com.sgThinking Dimensions Singapore Pte. Ltd
“Every incident has its own unique entry point for analysis. The challenge is to find that entry point as quickly and as accurately as possible”
SOLVE ‘IT’ - Investigate the Cause of IT
Incidents and Find Rapid Solutions
• Introduction • Basis for Effective Thinking• Components of Quality information
Specificity Minimalistic information Hierarchy of Intelligence Collaboration with Appropriate Resources
• Finding Causes and Solutions• Client outcomes• Questions & answers
Agenda
www.thinkingdimensions.com.sgThinking Dimensions Singapore Pte. Ltd
DivergentThinking
ConvergentThinking
Procedure for addressing an Incident
1. State the Issue
2. Gather Incident/Problem detail
3. Evaluate for Causes/Answers
4. Confirm the Answer
Basis for Effective Thinking
www.thinkingdimensions.com.sgThinking Dimensions Singapore Pte. Ltd
DivergentThinking
ConvergentThinking
Procedure for addressing an Incident
1. State the Issue
2. Gather Incident/Problem detail
3. Evaluate for Causes/Answers
4. Confirm the Answer
Factual
information
gathering
Intuitive Answers & Analysis
Basis for Effective Thinking
www.thinkingdimensions.com.sgThinking Dimensions Singapore Pte. Ltd
Good Problem Solving is…
A situation where you SOLVE AN INCIDENT;
– QUICKLY [Service Restoration]
– ACCURATELY [Technical Cause]
– PERMANENTLY [Root Cause]
www.thinkingdimensions.com.sgThinking Dimensions Singapore Pte. Ltd
“The best brains gathered around a table is not necessary the most appropriate brains to solve an incident” Get the DATA at source!
Matt Fourie
• Introduction • Basis for Effective Thinking• Components of Quality
Information Specificity Minimalistic information Hierarchy of Intelligence Collaboration with Appropriate Resources
• Finding Causes and Solutions• Client outcomes• Questions & answers
Agenda
www.thinkingdimensions.com.sgThinking Dimensions Singapore Pte. Ltd
Extreme Focus with “Specificity”
Specificity Rules• One object one fault• Single-minded &
simplistic• Highly focused• Must find the correct
entry point• Ask a question –
expect an answer
Object Fault
Servers Not communicating
www.thinkingdimensions.com.sgThinking Dimensions Singapore Pte. Ltd
Extreme Focus with “Specificity”
Specificity Rules• One object one fault• Single-minded &
simplistic• Highly focused• Must find the correct
entry point• Ask a question –
expect an answer
Object Fault
Servers Not communicating
Data not transferred
Sent but not received by receiving servers
www.thinkingdimensions.com.sgThinking Dimensions Singapore Pte. Ltd
Extreme Focus with “Specificity”
Specificity Rules• One object one fault• Single-minded &
simplistic• Highly focused• Must find the correct
entry point• Ask a question –
expect an answer
Object Fault
Servers Not communicating
Data not transferred
Sent but not received by receiving servers
Data for Large Outlets
Not received
www.thinkingdimensions.com.sgThinking Dimensions Singapore Pte. Ltd
Extreme Focus with “Specificity”
Specificity Rules• One object one fault• Single-minded &
simplistic• Highly focused• Must find the correct
entry point• Ask a question –
expect an answer
Object Fault
Servers Not communicating
Data not transferred
Sent but not received by receiving servers
Data for Large Outlets
Not received
Sales turnover numbers for Large Outlets
Not received
www.thinkingdimensions.com.sgThinking Dimensions Singapore Pte. Ltd
“The issue getting the most attention is normally an effect of something else that happened” It is much easier to solve the contributing factors for this effect
Matt Fourie
• Introduction • Basis for Effective Thinking• Components of Quality
Information Specificity Minimalistic information Hierarchy of Intelligence Collaboration with Appropriate Resources
• Finding Causes and Solutions• Client outcomes• Questions & answers
Agenda
www.thinkingdimensions.com.sgThinking Dimensions Singapore Pte. Ltd
“Minimalistic Principle”..
• Only need to analyse the information that would be relevant to the incident
• Worked questions within a customised “factor analysis” framework
• Get a quick factual “snapshot” of the characteristics of the incident and then use SME experience and gut feel to explain the snapshot
• Test SME inputs against logic of snapshot
“Too much informationcan cause confusion.
The key is to get all therelevant information only
and that is normallysubstantially less than
gathering all theInformation.”
Innovation – the FreeZoneThinking Experience.
by Kepner & Fourie
www.thinkingdimensions.com.sgThinking Dimensions Singapore Pte. Ltd
Factors in “Minimalistic Approach”…
Factor
What
Where
When
How
Why
Who
IS BUT NOTI Keep six honest serving-men:
(They taught me all I knew)
Their names are What and
Where and When and How and
Why and Who. I send them
over land and sea, I send them
East and West; but after they
have worked for me, I give them
all a rest. Rudyard Kipling
www.thinkingdimensions.com.sgThinking Dimensions Singapore Pte. Ltd
“THINK…..Investigate & Resolve”
Five minutes thinking is worth saving 60% of ‘trial & error’ efforts
Matt Fourie
• Introduction • Basis for Effective Thinking• Components of Quality
Information Specificity Minimalistic information Hierarchy of Intelligence Collaboration with Appropriate Resources
• Finding Causes and Solutions• Client outcomes• Questions & answers
Agenda
www.thinkingdimensions.com.sgThinking Dimensions Singapore Pte. Ltd
Creating Intelligence…
DATA
IS
Internet Banking
Slow
APAC users
Started Oct 1
Continuous
INFORMATION
BUT NOT
Intranet Banking
Freezing
USA, UK
Before
After 4pm
KNOWLEDGE
WHY NOT
Different routingSSL handshake
Volume?
ADSL lines
New passwords
Different routing
Unexpected Outcomes
• “BUT NOT” clarifies the facts
• Creates a curious “contrast”
• Looking at answers at a “granular level”
• Stimulates deductive reasoning
www.thinkingdimensions.com.sgThinking Dimensions Singapore Pte. Ltd
“A unique combination of at least four in-house actions would provide you with a solution to most problem situations”
Matt Fourie
• Introduction • Basis for Effective Thinking• Components of Quality
Information Specificity Minimalistic information Hierarchy of Intelligence Collaboration with Appropriate
Resources
• Finding Causes and Solutions• Client outcomes• Questions & answers
Agenda
www.thinkingdimensions.com.sgThinking Dimensions Singapore Pte. Ltd
Stakeholder Analysis
• What do you know?• What don’t you know?• Who has the
information?• How will you obtain
the missing information?
Decision makers
ImplementersInfluencers
www.thinkingdimensions.com.sgThinking Dimensions Singapore Pte. Ltd
Information Source Selection
• What do you know?– Object & Fault?– Where it happened and where not?– When happened and when not?– Frequency of occurrences?– In which phase of operation?
• What don’t you know?• Who has the information?• How will you obtain the
missing information?
“The BEST Brains is not necessarily the most APPROPRIATE brains in finding the cause of an incident!”
“SOLVE IT” – Investigate the Cause of IT Incidents and Find
Rapid Solutions!
KEPNER/FOURIE/SAUTER
www.thinkingdimensions.com.sgThinking Dimensions Singapore Pte. Ltd
“Most incident
investigators ask
the wrong
questions, so do not
change your people
but change the
questions they are
asking”Matt Fourie
• Introduction • Basis for Effective Thinking• Components of Quality information
Specificity Minimalistic information Hierarchy of Intelligence Collaboration with Appropriate Resources
• Finding Causes and Solutions• Client outcomes• Questions & answers
Agenda
www.thinkingdimensions.com.sgThinking Dimensions Singapore Pte. Ltd
PAST NOW FUTURE
TECHNICAL CAUSE ANALYSIS
INCIDENT RESTORATION
ROOT CAUSE ANALYSIS
STANDARD
DEVIATIO
N
The Scope of Application
www.thinkingdimensions.com.sgThinking Dimensions Singapore Pte. Ltd
Current Default Root Causes
• Hardware• Software
• “Human Error”• Work Environment
Technical Cause
Root Cause
www.thinkingdimensions.com.sgThinking Dimensions Singapore Pte. Ltd
Technical Cause Analysis IS BUT
NOTWHY NOT
OBJECT
FAULT
USERS
WHERE
TIMING
PATTERN
CYCLE
OBJECT – What object and which other object(s) not?
FAULT – What fault and which other typical faults not?
USERS – Who has the problem and who does not?
WHERE – Where are these users and where could they have been but are not?
TIMING – When did it happen first time and when not?
PATTERN – What is the pattern of faults and what could it have been but is not?
CYCLE – In which cycle does the problem occur and in which cycle does it not occur?
www.thinkingdimensions.com.sgThinking Dimensions Singapore Pte. Ltd
DIMENSION IS BUT NOT WHY NOT Possible Causes & TestingObject E22 IP Phone
packets E21 IP Phone packets
New softwareMore users
Fault
Loc of Object
Timing
Pattern
Life Cycle
Phase of Work
Technical Cause Analysis
www.thinkingdimensions.com.sgThinking Dimensions Singapore Pte. Ltd
DIMENSION IS BUT NOT WHY NOT Possible Causes & TestingObject E22 IP Phone
packets E21 IP Phone packets
New softwareMore users
Fault Not executing Initializing Internet config problemIP contentions
Loc of Object
ANZ, Asia UK & USA Different platformNew class routers
Timing Jan 22 Before New and different contractorSoftware modifications made
Pattern Erratic frequency
Consistent occurrence
Internet compatibility issues
Life Cycle
During integration testing phase
Product testing Too much volumeBandwidth issue
Phase of Work
Production Development Compatibility issues
Technical Cause Analysis
www.thinkingdimensions.com.sgThinking Dimensions Singapore Pte. Ltd
DIMENSION IS BUT NOT WHY NOT Possible Causes & TestingObject E22 IP Phone
packets E21 IP Phone packets
New softwareMore users
1. New software causing a compatibility issue in the Production environment
Fault Not executing Initializing Internet config problemIP contentions
Loc of Object
ANZ, Asia UK & USA Different platformNew class routers
2. The bandwidth in ANZ and Asia cannot handle the requirements of the new software
Timing Jan 22 Before New and different contractorSoftware modifications made
3. Software modifications made just before the launch, are causing temporary corruptions in certain executional files in high load periods
Pattern Erratic frequency
Consistent occurrence
Internet compatibility issues
Life Cycle
During integration testing phase
Product testing Too much volumeBandwidth issue
Phase of Work
Production Development Compatibility issues
Technical Cause Analysis
www.thinkingdimensions.com.sgThinking Dimensions Singapore Pte. Ltd
DIMENSION IS BUT NOT WHY NOT Possible Causes & TestingObject E22 IP Phone
packets E21 IP Phone packets
New softwareMore users
1. New software causing a compatibility issue in the Production environment
Fault Not executing Initializing Internet config problemIP contentions
✔ ✗No, in this case it should not even initialize
Loc of Object
ANZ, Asia UK & USA Different platformNew class routers
2. The bandwidth in ANZ and Asia cannot handle the requirements of the new software
Timing Jan 22 Before New and different contractorSoftware modifications made
✔ ✔ ✗No, does not explain the fact that the UK is using same sw
3. Software modifications made just before the launch, are causing temporary corruptions in certain executional files in high load periods
Pattern Erratic frequency
Consistent occurrence
Internet compatibility issues
Life Cycle
During integration testing phase
Product testing Too much volumeBandwidth issue
✔ ✔ ✔ ✔ ✔ ✔ ✔
Phase of Work
Production Development Compatibility issues
Technical Cause Analysis
www.thinkingdimensions.com.sgThinking Dimensions Singapore Pte. Ltd
PAST NOW FUTURE
TECHNICAL CAUSE ANALYSIS
INCIDENT RESTORATION
ROOT CAUSE ANALYSIS
STANDARD
DEVIATIO
N
The Scope of Application
www.thinkingdimensions.com.sgThinking Dimensions Singapore Pte. Ltd
Root Cause Analysis
• Deviation Statement• Factor Analysis• Possible causal factors• Testing the causal
hypotheses• Find the underlying
reason(s) for incident
'The truth, if it exists, is in the details'
“Bartlett – Familiar Quotations”
www.thinkingdimensions.com.sgThinking Dimensions Singapore Pte. Ltd
• Find the technical cause first
• Do 5 Why’s to get to the systemic level
• Find the root cause(s)• Fix the incident/problem
for good
Root Cause Analysis
“One of the main reasons for
incident investigation failures
is “analysis paralysis” –
having to work with too
much information”
Infra-Structure Manager
Airline Software Platforms
www.thinkingdimensions.com.sgThinking Dimensions Singapore Pte. Ltd
DIMENSION IS BUT NOT
APPLICATION
DEVIATION
FUNCTION
WHO
WHERE
TIMING
FREQUENCY
APPPLICATION: What application and which other
applications not?
DEVIATION: What deviation do we have and which ones not?
FUNCTION: Which job/function/process is involved and which ones not?
USERS: Who has the problem and who does not?
WHERE: Where are these users and where could they have been but are not?
TIMING: When did it happen first time and when not?
FREQUENCY: How frequent is the fault occurring?
Root Cause Analysis
www.thinkingdimensions.com.sgThinking Dimensions Singapore Pte. Ltd
COMPONENT CAUSAL FACTORS CAUSAL ELEMENTS
Decision Making
Implementation issues
Standard Operating Procedures
Management
Measurement
Support
Communications
Work Environment
Skills
Testing Practices
Personal
Root Cause Analysis
www.thinkingdimensions.com.sgThinking Dimensions Singapore Pte. Ltd
COMPONENT CAUSAL FACTORS CAUSAL ELEMENTS
Decision Making Process and Collaboration for inputs
Implementation issues
Resources and Scope & Definition of project
Standard Operating Procedures
Applicability of SOP and Awareness of SOP
Management Management of Work and Staff
Measurement KPI”s and Roles & Responsibilities
Support Internal and External Vendor support
Communications Clarity of comms and instructions
Work Environment Task Interference and consequences
Skills Complexity and applicability
Testing Practices Procedures and requirements
Personal Aptitude and Attitude
Root Cause Analysis
www.thinkingdimensions.com.sgThinking Dimensions Singapore Pte. Ltd
COMPONENT CAUSAL FACTORS CAUSAL ELEMENTS
Decision Making Process and Collaboration for inputs Critical stakeholder requirements not consulted for this taskInadequate authority levels for making good decisions
Implementation issues
Resources and Scope & Definition of project
Poor decision process and documentation for this taskInadequate standards guiding the decision makingTime Zone difficulties hampering effective decision making
Standard Operating Procedures
Applicability of SOP and Awareness of SOP
Unrealistic time, cost and performance expectationsPoor initial estimation of resources needed for the projectPoor updated approval data making the procedure unclear
Management Management of Work and Staff Poor work guidance/coaching for correct performanceWork standards for this task is not enforcedPoor management support in getting this stask done
Measurement KPI”s and Roles & Responsibilities KPI and metrics regarding this output not clear or absentPoor feedback on this KPIDuplication and GAPS making roles and responsibilities difficult
Support Internal and External Vendor support Overuse of the SME causing sub-standard workPoor continual vendor support for this output
Communications Clarity of comms and instructions Continual interruptions in performing the taskTask performance request not properly understood
Work Environment Task Interference and consequences Work environment not conducive for the demands of the taskUnrealistic task and performance expectation for this task
Skills Complexity and applicability Not having enough experience with similar tasksNo vendor training provided for new product and or service
Testing Practices Procedures and requirements Poor risk analysis and decision pressure during testingNot all aspects tested and the test was incomplete
Personal Aptitude and Attitude Inadequate problem solving ability for this type of task Incumbent does not follow instructions or Standard Procedure
Root Cause Analysis
www.thinkingdimensions.com.sgThinking Dimensions Singapore Pte. Ltd
✓
Testing the Hypothesis
The decision making process is too cumbersome to allow for own initiative and then the staff member must make a choice with given alternatives which is not most optimal for the situation
The job incumbent did not get the necessary support to do his job under a pressure situation adding to task interference
External vendor support for certain technical decisions was not available and that resulted in a less optimized decision choice.
Final Conclusion and Action Plan:
1.
2.
3.✗
www.thinkingdimensions.com.sgThinking Dimensions Singapore Pte. Ltd
Statement: Find a way to improve “trickle & purge” for RMC application
Key SolutionRequirements
Various actions to meet key requirements
1. Fast as possible transfer rate
2. No loss of Data
3. Should not impact System Performance
4. Do not increase resource overheads
5. Easy to repair & maintain
6. Improve reliability
7. Ease of implementation
Finding Solutions Max4™
www.thinkingdimensions.com.sgThinking Dimensions Singapore Pte. Ltd
Statement: Find a way to improve “trickle & purge” for RMC application
Key SolutionRequirements
Various actions to meet key requirements
1. Rewrite and Improve the existing code2. Improve hardware specifications
1. Fast as possible transfer rate
2. No loss of Data
3. Should not impact System Performance
4. Do not increase resource overheads
5. Easy to repair & maintain
6. Improve reliability
7. Ease of implementation
Finding Solutions Max4™
www.thinkingdimensions.com.sgThinking Dimensions Singapore Pte. Ltd
Statement: Find a way to improve “trickle & purge” for RMC application
Key SolutionRequirements
Various actions to meet key requirements
1. Rewrite and Improve the existing code2. Improve hardware specifications3. Optimize disk layout to accommodate all tasks4. Replace “trickle and purge” with a “constant feed” system
1. Fast as possible transfer rate
2. No loss of Data
3. Should not impact System Performance
4. Do not increase resource overheads
5. Easy to repair & maintain
6. Improve reliability
7. Ease of implementation
Finding Solutions Max4™
www.thinkingdimensions.com.sgThinking Dimensions Singapore Pte. Ltd
Statement: Find a way to improve “trickle & purge” for RMC application
Key SolutionRequirements
Various actions to meet key requirements
1. Rewrite and Improve the existing code2. Improve hardware specifications3. Optimize disk layout to accommodate all tasks4. Replace “trickle and purge” with a “constant feed” system5. Design a good validation code6. Provide automatic back-ups7. Develop proper and comprehensive documentation for process8. Improve staff awareness through training9. Automated alerts if task not correct10. QC test for every release
1. Fast as possible transfer rate
2. No loss of Data
3. Should not impact System Performance
4. Do not increase resource overheads
5. Easy to repair & maintain
6. Improve reliability
7. Ease of implementation
Finding Solutions Max4™
www.thinkingdimensions.com.sgThinking Dimensions Singapore Pte. Ltd
Statement: Find a way to improve “trickle & purge” for RMC application
Key SolutionRequirements
Various actions to meet key requirements
1 2 3 4 5 6 7 8 9 10
1. Fast as possible transfer rate
2. No loss of Data
3. Should not impact System Performance
4. Do not increase resource overheads
5. Easy to repair & maintain
6. Improve reliability
7. Ease of implementation
1. Rewrite and Improve the existing code. 2. Improve hardware specifications. 3. Optimize disk layout to accommodate all tasks. 4. Replace “trickle and purge” with a “constant feed” system. 5. Design a good validation code. 6. Provide automatic back-ups. 7. Develop proper and comprehensive documentation for process. 8. Improve staff awareness through training. 9. Automated alerts if task not correct. 10. QC test for every release
Finding Solutions Max4™
www.thinkingdimensions.com.sgThinking Dimensions Singapore Pte. Ltd
Statement: Find a way to improve “trickle & purge” for RMC application
Key SolutionRequirements
Various actions to meet key requirements
1 2 3 4 5 6 7 8 9 10
1. Fast as possible transfer rate 3 3
2. No loss of Data
3. Should not impact System Performance
4. Do not increase resource overheads
5. Easy to repair & maintain
6. Improve reliability
7. Ease of implementation
1. Rewrite and Improve the existing code. 2. Improve hardware specifications. 3. Optimize disk layout to accommodate all tasks. 4. Replace “trickle and purge” with a “constant feed” system. 5. Design a good validation code. 6. Provide automatic back-ups. 7. Develop proper and comprehensive documentation for process. 8. Improve staff awareness through training. 9. Automated alerts if task not correct. 10. QC test for every release
Finding Solutions Max4™
www.thinkingdimensions.com.sgThinking Dimensions Singapore Pte. Ltd
Statement: Find a way to improve “trickle & purge” for RMC application
Key SolutionRequirements
Various actions to meet key requirements
1 2 3 4 5 6 7 8 9 10
1. Fast as possible transfer rate 3 3 0 0 0 0 0 0
2. No loss of Data
3. Should not impact System Performance
4. Do not increase resource overheads
5. Easy to repair & maintain
6. Improve reliability
7. Ease of implementation
1. Rewrite and Improve the existing code. 2. Improve hardware specifications. 3. Optimize disk layout to accommodate all tasks. 4. Replace “trickle and purge” with a “constant feed” system. 5. Design a good validation code. 6. Provide automatic back-ups. 7. Develop proper and comprehensive documentation for process. 8. Improve staff awareness through training. 9. Automated alerts if task not correct. 10. QC test for every release
Finding Solutions Max4™
www.thinkingdimensions.com.sgThinking Dimensions Singapore Pte. Ltd
Statement: Find a way to improve “trickle & purge” for RMC application
Key SolutionRequirements
Various actions to meet key requirements
1 2 3 4 5 6 7 8 9 10
1. Fast as possible transfer rate 3 2 3 0 0 0 0 0 0
2. No loss of Data
3. Should not impact System Performance
4. Do not increase resource overheads
5. Easy to repair & maintain
6. Improve reliability
7. Ease of implementation
1. Rewrite and Improve the existing code. 2. Improve hardware specifications. 3. Optimize disk layout to accommodate all tasks. 4. Replace “trickle and purge” with a “constant feed” system. 5. Design a good validation code. 6. Provide automatic back-ups. 7. Develop proper and comprehensive documentation for process. 8. Improve staff awareness through training. 9. Automated alerts if task not correct. 10. QC test for every release
Finding Solutions Max4™
www.thinkingdimensions.com.sgThinking Dimensions Singapore Pte. Ltd
Statement: Find a way to improve “trickle & purge” for RMC application
Key SolutionRequirements
Various actions to meet key requirements
1 2 3 4 5 6 7 8 9 10
1. Fast as possible transfer rate 3 2 2 3 0 0 0 0 0 0
2. No loss of Data
3. Should not impact System Performance
4. Do not increase resource overheads
5. Easy to repair & maintain
6. Improve reliability
7. Ease of implementation
1. Rewrite and Improve the existing code. 2. Improve hardware specifications. 3. Optimize disk layout to accommodate all tasks. 4. Replace “trickle and purge” with a “constant feed” system. 5. Design a good validation code. 6. Provide automatic back-ups. 7. Develop proper and comprehensive documentation for process. 8. Improve staff awareness through training. 9. Automated alerts if task not correct. 10. QC test for every release
Finding Solutions Max4™
www.thinkingdimensions.com.sgThinking Dimensions Singapore Pte. Ltd
Statement: Find a way to improve “trickle & purge” for RMC application
Key SolutionRequirements
Various actions to meet key requirements
1 2 3 4 5 6 7 8 9 10
1. Fast as possible transfer rate 3 2 2 3 0 0 0 0 0 0
2. No loss of Data 3 2 0 3 3 3 0 0 1 0
3. Should not impact System Performance
4. Do not increase resource overheads
5. Easy to repair & maintain
6. Improve reliability
7. Ease of implementation
1. Rewrite and Improve the existing code. 2. Improve hardware specifications. 3. Optimize disk layout to accommodate all tasks. 4. Replace “trickle and purge” with a “constant feed” system. 5. Design a good validation code. 6. Provide automatic back-ups. 7. Develop proper and comprehensive documentation for process. 8. Improve staff awareness through training. 9. Automated alerts if task not correct. 10. QC test for every release
Finding Solutions Max4™
www.thinkingdimensions.com.sgThinking Dimensions Singapore Pte. Ltd
Statement: Find a way to improve “trickle & purge” for RMC application
Key SolutionRequirements
Various actions to meet key requirements
1 2 3 4 5 6 7 8 9 10
1. Fast as possible transfer rate 3 2 2 3 0 0 0 0 0 0
2. No loss of Data 3 2 0 3 3 3 0 0 1 0
3. Should not impact System Performance
3 3 3 3 0 0 0 0 1 0
4. Do not increase resource overheads
3 2 3 3 0 0 0 0 0 0
5. Easy to repair & maintain 2 0 0 2 2 1 3 3 2 0
6. Improve reliability 3 2 2 3 3 0 1 2 2 3
7. Ease of implementation 2 0 0 2 0 0 3 3 0 31. Rewrite and Improve the existing code. 2. Improve hardware specifications. 3. Optimize disk layout to accommodate all tasks. 4. Replace “trickle and purge” with a “constant feed” system. 5. Design a good validation code. 6. Provide automatic back-ups. 7. Develop proper and comprehensive documentation for process. 8. Improve staff awareness through training. 9. Automated alerts if task not correct. 10. QC test for every release
Finding Solutions Max4™
www.thinkingdimensions.com.sgThinking Dimensions Singapore Pte. Ltd
Statement: Find a way to improve “trickle & purge” for RMC application
Key SolutionRequirements
Various actions to meet key requirements
1 2 3 4 5 6 7 8 9 10
1. Fast as possible transfer rate 3 2 2 3 0 0 0 0 0 0
2. No loss of Data 3 2 0 3 3 3 0 0 1 0
3. Should not impact System Performance
3 3 3 3 0 0 0 0 1 0
4. Do not increase resource overheads
3 2 3 3 0 0 0 0 0 0
5. Easy to repair & maintain 2 0 0 2 2 1 3 3 2 0
6. Improve reliability 3 2 2 3 3 0 1 2 2 3
7. Ease of implementation 2 0 0 2 0 0 3 3 0 31. Rewrite and Improve the existing code. 2. Improve hardware specifications. 3. Optimize disk layout to accommodate all tasks. 4. Replace “trickle and purge” with a “constant feed” system. 5. Design a good validation code. 6. Provide automatic back-ups. 7. Develop proper and comprehensive documentation for process. 8. Improve staff awareness through training. 9. Automated alerts if task not correct. 10. QC test for every release
Finding Solutions Max4™
www.thinkingdimensions.com.sgThinking Dimensions Singapore Pte. Ltd
Statement: Find a way to improve “trickle & purge” for RMC application
Key SolutionRequirements
Various actions to meet key requirements
1 2 3 4 5 6 7 8 9 10
1. Fast as possible transfer rate 3 2 2 3 0 0 0 0 0 0
2. No loss of Data 3 2 0 3 3 3 0 0 1 0
3. Should not impact System Performance
3 3 3 3 0 0 0 0 1 0
4. Do not increase resource overheads
3 2 3 3 0 0 0 0 0 0
5. Easy to repair & maintain 2 0 0 2 2 1 3 3 2 0
6. Improve reliability 3 2 2 3 3 0 1 2 2 3
7. Ease of implementation 2 0 0 2 0 0 3 3 0 31. Rewrite and Improve the existing code. 2. Improve hardware specifications. 3. Optimize disk layout to accommodate all tasks. 4. Replace “trickle and purge” with a “constant feed” system. 5. Design a good validation code. 6. Provide automatic back-ups. 7. Develop proper and comprehensive documentation for process. 8. Improve staff awareness through training. 9. Automated alerts if task not correct. 10. QC test for every release
Finding Solutions Max4™
www.thinkingdimensions.com.sgThinking Dimensions Singapore Pte. Ltd
PAST NOW FUTURE
TECHNICAL CAUSE ANALYSIS
INCIDENT RESTORATION
ROOT CAUSE ANALYSIS
STANDARD
DEVIATIO
N
The Scope of Application
www.thinkingdimensions.com.sgThinking Dimensions Singapore Pte. Ltd
Incident RestorationFACTOR IS BUT NOT
OBJECT
FAULT
WHO
WHERE
IMPACT
PATTERN
REQUIREMENT ACTIONS TO CONSIDER
www.thinkingdimensions.com.sgThinking Dimensions Singapore Pte. Ltd
Incident RestorationFACTOR IS BUT NOT
OBJECT Mobile website access
PC website access
FAULT Denied – not authorized
Slow/freezing
WHO Blackberry users
Other Smart phones
WHERE Asia ANZ, UK, USA
IMPACT Customer complaints
PATTERN Sporadic continuous
REQUIREMENT ACTIONS TO CONSIDER
www.thinkingdimensions.com.sgThinking Dimensions Singapore Pte. Ltd
Incident RestorationFACTOR IS BUT NOT
OBJECT Mobile website access
PC website access
FAULT Denied – not authorized
Slow/freezing
WHO Blackberry users
Other Smart phones
WHERE Asia ANZ, UK, USA
IMPACT Customer complaints
PATTERN Sporadic continuous
REQUIREMENT ACTIONS TO CONSIDER
WHAT TO RESTORE
WHAT PROBLEMS TO REMOVE
WHO
WHERE
TO WHAT EXTENT
FOR HOW LONG
1 2 3 4
www.thinkingdimensions.com.sgThinking Dimensions Singapore Pte. Ltd
Incident RestorationFACTOR IS BUT NOT
OBJECT Mobile website access
PC website access
FAULT Denied – not authorized
Slow/freezing
WHO Blackberry users
Other Smart phones
WHERE Asia ANZ, UK, USA
IMPACT Customer complaints
PATTERN Sporadic continuous
REQUIREMENT ACTIONS TO CONSIDER
WHAT TO RESTORE
3 0 0 2
WHAT PROBLEMS TO REMOVE
2 3 1 3
WHO 1 0 2 3
WHERE 3 2 1 0
TO WHAT EXTENT
3 2 2 2
FOR HOW LONG 0 2 3 3
1 2 3 4
www.thinkingdimensions.com.sgThinking Dimensions Singapore Pte. Ltd
Incident RestorationFACTOR IS BUT NOT
OBJECT Mobile website access
PC website access
FAULT Denied – not authorized
Slow/freezing
WHO Blackberry users
Other Smart phones
WHERE Asia ANZ, UK, USA
IMPACT Customer complaints
PATTERN Sporadic continuous
REQUIREMENT ACTIONS TO CONSIDER
WHAT TO RESTORE
3 0 0 2
WHAT PROBLEMS TO REMOVE
2 3 1 3
WHO 1 0 2 3
WHERE 3 2 1 0
TO WHAT EXTENT
3 2 2 2
FOR HOW LONG 0 2 3 3
1 2 3 4
www.thinkingdimensions.com.sgThinking Dimensions Singapore Pte. Ltd
“Most incident
investigators ask
the wrong
questions, so do not
change your people
but change the
questions they are
asking”Matt Fourie
• Introduction • Basis for Effective Thinking• Components of Quality information
Specificity Minimalistic information Hierarchy of Intelligence Collaboration with Appropriate Resources
• Finding Causes and Solutions• Client outcomes• Questions & answers
Agenda
www.thinkingdimensions.com.sgThinking Dimensions Singapore Pte. Ltd
Non-tangible Results
• Much improved cross-silo collaboration• A structured methodology on how to
approach a problem successfully• Increased understanding of the nature of
the incident/problem situation• Reduction of finger pointing, blame fixing
and time wasting
www.thinkingdimensions.com.sgThinking Dimensions Singapore Pte. Ltd
Lessons learned..
• You need a structure for team problem solving• RCA is a “mental orientation” which people have to
get trained in – “does not come with experience”• Professionals need a “thinking approach” that could
be applied in most situations• Need to have resolutions visible to enable project
teams to record and monitor it• Must have the potential to re-visit past decisions and
build on it• Need a process that would guarantee SPEED
Additional Resources“SOLVE IT” – Investigate the Cause of IT Incidents and Find Rapid Solutions!