Problem Management Practitioners Forum. Thursday March 15, 2012 Jorge A. Wong

Transcription

1 Prblem Management Practitiners Frum Thursday March 15, 2012 Jrge A. Wng

2 Agenda Husekeeping & Intrductins Impact f Change Management n PbM Attend Change & Release Management meetings t frecast utages Tday s change is tmrrw s prblem Prblem Management nightmares What keeps yu up at night? What can yu d abut them? Practive Prblem Management Feedback & next steps

3 Husekeeping & Intrductins Fire & Washrms Name, Cmpany, & Experience Barry Mak

4 Jrge Wng Over 13 years in IT with Enmax and Accenture Senir Systems Analyst Applicatins Supprt Team Lead Cntact Center Technlgy Team lead Service Delivery Lead Relatinship Manager Prblem Manager ITIL Backgrund Fcuses n reactive and practive prblem management Facilitates and cnducts prblem investigatins with cause mapping analysis methd t capture the cmplete investigatin t: Assess impact and cst Identify rt cause(s) Best slutin(s) t prevent recurrence Reviews and analyzes data frm incident management and pinpint prblems which will give the best results nce reslved.

5 Impact f Change Management n PbM Jn Dwell/Jrge A Wng

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7 Change and Prblem Management What is a change? What is a release? What is the impact n either n prblem management? It may be tempting t intrduce small changes t systems and services, disguising them as Break-Fix activities. This shuld nt be allwed. Change and prblem prcesses shuld wrk hand-in-hand t drive stability and reliability int prductin services. Circumventing reviews and apprval activities fr changes can have negative impacts.

8 Change and Prblem Management When prblem management identifies reslutin actins that require changes t cnfiguratin items, these changes are implemented under the cntrl f the change management prcess. The cntrl prvided by the change management prcess reduces the amunt f changes that have t be backed ut and ensures that backut plans have been dcumented in case they are required. The crdinated testing f changes reduces the chance f subsequent incidents caused by the implementatin f changes. Change management als prvides prblem management with useful infrmatin n recent changes, the cnfiguratin items affected, and the reasn fr the changes.

9 Release and Prblem Management Sme reslutin actins identified by prblem management require changes that need t be incrprated and rlled ut as releases. These releases are crdinated and managed by the release management prcess. In rder t cnfirm that the expected reslutin has ccurred, prblem management assesses the release in the prductin envirnment t validate that the knwn errr(s) have been permanently fixed. In a similar way t change management, release management prvides the planning, testing, and crdinatin t rll ut these releases withut the changes resulting in further incidents.

10 15 Minute Break

11 Prblem Management Nightmares Jrge A. Wng

12 Prblem Management Current State Pr r nn-existent training in: Understanding Prblem Management and why it is imprtant Trubleshting methdlgy a lack f cnsistency Nt enugh relevant incident data t perfrm prblem analysis Fr example.free text versus clsure cdes Incident clsure cdes nt clearly defined Lack f discipline in the reprting f incident data Data accuracy and cmpleteness Little r n prcess fr imprvement

13 Prblem Management Nightmares Bedside Stries What keeps yu up at night? What are sme f the hrrr stries yu have experienced r bserved? What can yu d abut them? D yu really want t be a prblem manager? Reasns? Glry? Glamur? Rewards? Heavy wrklad? Wicked prblems? Time t spare?

14 Prblem Management Nightmares Or is it because yu have a desire t put t use sme f yur capabilities: Strng analytical skills Strng prblem slving skills Strng rganizatinal skills Very methdical and disciplined in yur apprach t wrk Ability t rganize and structure relevant infrmatin Strng thinking prcess with ability t apply creative slutins Team player Custmer service riented Ability t build relatinships within IT and business Gd written/verbal cmmunicatin skills Ability t stay fcus and unbiased Perseverance and determinatin t knw the truth

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17 Feedback & next steps Jrge A. Wng

18 Next Steps Future sessins Prblem Management Practitiner Frums 2012 January 19 (9am - Nn) March 15 (9a - Nn) June 7 (9a - Nn) Fllwed by casual lunch Change Management Practitiner Frum 2012 April 12 (9a - Nn) <Tentative> Business Analyst Wrld Cnference 2012 May 7, 8, & 9 Practitiner Frums 2012 Lking fr subject ideas Cnfiguratin Management Service Level Management Lking fr thught leaders and interested participants

19 Thank yu!

20 Appendix

21 Prblem Management: What it is? Is nt? Jrge A. Wng

22 IT Prblem Management What is a Prblem? A cause f ne r mre Incidents. The cause is nt usually knwn at the time a Prblem Recrd is created. What is Prblem Management? The bjective f Prblem Management is t reslve the rt cause f Incidents, and t prevent the recurrence f Incidents related t these errrs. What des a Prblem Manager d? The Prblem Manager is respnsible fr managing the lifecycle f all Prblems. He undertakes research fr the rt-causes f Incidents and thus ensures the enduring eliminatin f interruptins. His primary bjectives are t prevent Incidents frm happening, and t minimize the impact f Incidents that cannt be prevented.

23 What is Rt cause Analysis? Validate Identify Prblem Identify Team Fllw Up Plan A standard prcess f: Identifying a prblem What happened? Cmplete Plan Actin Plan Rt Cause Immediate Actin Cntaining and analyzing the prblem What were the rt causes f the prblem? Defining the rt cause What internal ptins are available t deal with the prblem? Defining and implementing the actins required t eliminate the rt cause What is the cst f acting upn the available ptins? Validating that the crrective actin prevented recurrence f prblem Which decisin ptins will prvide the mst cst-

24 At a high level, prblem investigatin lks at: What were we ding? (Befre Majr Incident, Incident) What was the prblem? Why did it happen? What shuld be dne? What will we be ding nw? (After Prblem Investigatin)

25 Practive mnitring f autmated alerts fr trends/patterns Jrge Wng

26 Alerts and mnitring, why? Identify future prblems. Prevent prblems frm happening. Manage technlgy infrastructure based n business. Anticipate and meet the needs f the business. Effectively manage an increasingly intricate and cmplex infrastructure. Predict and slve prblems befre they affect business. Industry analyst reprts, IT still discvers abut 70% f prblems thrugh the service desk.

27 Alerts and mnitring, why? Reactive t Practive End-user experience Applicatin perfrmance and availability Service level cmmitments Outages Cst avidance Resurces Prductivity Efficiency Capacity Predictive analytics MTTR MTBF

28 Alerts and mnitring, what? Demand Capacity Availability KPIs Lgs Services Netwrk Servers User Defined Mnitring and Instant Alerts Mnitr the Windws Event lg Alert n hardware and sftware changes Alert n specific file changes and prtectin vilatins Knw if disk space is running lw n cmputers Mnitr cmputer nline/ffline status Knw if a server ges dwn Knw when traveling users with ntebks cnnect Alert message and recipient cnfiguratin

29 Alerts and mnitring, what? Pr-active apprach Server's utilizatin exceeds predefined percentage f ttal capacity available...raise alert! Server CPU breaches 90% utilizatin, r disk becmes 80% full. Fd Fr Thught What happens when a server ges dwn? Alarms, alerts, and ntificatins are triggered all ver the place. The applicatin, database, and perating system may appear t be dwn. Hwever, this prblem behavir may be due t a single pint f failure elsewhere in the netwrk. What is the prblem? What is the impact? What is r are the rt causes? What is r are the wrkarunds and reslutins? Or...shuld we even be wrried abut it? Prblem Management Categries Re-active Pr-active Predictive Intelligence?

30 Pr-Active Prblem Management Jrge A. Wng

31 Prblem Management Main gal is the detectin f the underlying causes f an incident and their subsequent reslutin and preventin. Supprts Incident Management and Service Desk functin Can be in direct cnflict with Incident Management where the gal is t restre service t the custmer as quickly as pssible rather than search fr a permanent slutin. Tw facets: Reactive Supprt Incident Management and built n Prblem Cntrl and Errr Cntrl prcesses. Practive Practive Prblem Management is fcused n prblem preventin; the identificatin and reslutin f underlying Incident causes befre they recur

32 Prblem Management Many rganizatins think they have prblem management when really, all they d is react t majr incidents. In many cases, prblems are ften cnfused with incidents. T manage Prblem Management effectively and t d s practively, yu need the crrect peple, prcesses and tls. Yu need t recgnize the different skill sets required. Yu need a Prblem Manager...nt a Change Manager r an Incident Manager, but a Prblem Manager. Hw many f yu have smene with a Prblem Manager jb title in yur rganizatin? Make it a pririty t reduce prblems, nt just fixing incidents.

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34 Prblem Management - Reactive Prblem Cntrl (Find Rt Cause) The identificatin f the rt cause f incidents (prblems), such as the CIs (cnfiguratin items) that are at fault, and t prvide Service Desk with infrmatin and advice n wrkarunds when available. Prblem cntrl activities include: prblem identificatin, recrding, classificatin, investigatin and diagnsis. Errr Cntrl (Fix prblem) The crrectin f cnfiguratin items t remve errrs / faults, and the verall management f knwn errrs that remain unreslved and until eliminated by the successful implementatin f a change utilizing the Change Management prcess as a cntrl.

35 Prblem Management - Practive Practive Prblem Preventin designed t: Minimize disruptin f the nrmal/standard service levels. Identify trends & patterns, and preventive actins. Mnitr and analyze the prblem envirnment. Prvide infrmatin fr develping practive measures t imprve service quality. Including: Identificatin f 'fragile cmpnents Identificatin f any ther trends Identificatin f single pints f failure Lwer the rati f immediate (Reactive) supprt effrts against planned supprt effrts in verall Prblem Management prcess. Getting infrmatin t ur custmers t empwer them t slve issues withut the need t lg an incident with the service desk. Requires the establishment f a user friendly and searchable knwledgebase f reslved incidents.

36 Prblem Management Key Practive Measures Minimize the impact by reducing: Average time t reslve Prblems Time t implement fixes t Knwn Errrs Time t diagnse Prblems Number f undiagnsed Prblems Backlg f 'pen' Prblems and errrs. Number f prblem tickets pened after prblem has been fixed Number f prblem tickets re-pened $$$$$ f business impact Number f high impact prblems n user cmmunity Number f Prblems escalated (due t missed reslutin targets (SLAs).) Number f recurring incidents Number f failed changes

37 Prblem Management Recgnize Strengths Threats Priritizatin Classificatin Rt Cause Unified Tlsets Incident vlumes Prblem vlumes Skeptics Wicked Prblems..r nightmares Weaknesses Fire-Fighting Team Think Overwrk T Many Whys Opprtunities Accuntability Creativity Practivity Justificatin

38 Practive Prblem Management Summary Many rganizatins are perfrming reactive prblem management t sme degree. Very few are successfully executing n the practive part f the prcess. T be successful at being practive: Understand what is reactive prblem management and knw that it is almst ttally reliant n the inputs f the incident management prcess. It is best t have cnfiguratin, availability, and capacity well established as the utputs f these prcesses will give yu infrmatin t pinpint weaknesses in the IT infrastructure that may cause future incidents. Right peple invlved, specially the prblem manager Shuld have excellent analytical skills, they will need t be able t review the data frm incident management and pinpint the prblems which will give the best results nce reslved. Is nt necessarily respnsible fr finding the slutins t prblems, but is respnsible fr making sure that this is dne. Right infrmatin available and searchable Right mnitring tls in place