How to become an Incident & Problem Management Superstar. Christoph Goldenstern, Kepner-Tregoe Jason Rosenfeld, Cask, LLC

Transcription

1 How to become an Incident & Problem Management Superstar Christoph Goldenstern, Kepner-Tregoe Jason Rosenfeld, Cask, LLC

2 Your presenters Jason Rosenfeld ITSM Practice Lead, Cask, LLC Leads service management capability, providing consulting and training services to KeyBank, Qualcomm, CSC and more Christoph Goldenstern Global VP of Strategy and Service Excellence, Kepner-Tregoe Lead global customer service engagements with companies like Siemens, IBM, Nokia

3 How Fundamental KT Processes What and why ITIL Processes ITIL Definitions Kepner-Tregoe and ITIL Incident Management What Incident Management is, and why it is needed Problem Management What Problem Management Process is, and why it is needed Incident Management Process Problem Management Process Situation Analysis: Problem Analysis: Decision Analysis: Clarify & prioritize situation Identify root cause Select best fix Potential Problem Analysis: Avoid future problems

4 What vs. How Incident Identification Incident Closure Situation Analysis: Problem Analysis: Clarify & prioritize situation Identify root cause Decision Analysis: Select best fix Incident Logging Resolution and Recovery Potential Problem Analysis: Avoid future problems Incident Categorization Incident Prioritization Escalations (if required) Problem Categorization Problem Logging Problem Detection Investigation and Diagnosis Workaround (if applicable) Raise Known Error Record Do you notice any gaps? Duplication? Investigation and Diagnosis Determine Root Cause Problem Closure

5 Incident Management Purpose Restore service as quickly as possible Tips Categorize Prioritize by defining impact and urgency Upstream incidents by empowering selfservice 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

6 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

7 Customer Pressure Points Can t take the heat? You are not alone... Increased access to good and bad data Interdependancy of Products Complexity of Environment Pressure Economic Pressure Customer Expectations Technical knowledge always lagging behind v

8 Incident Volumes on the rise

9 What clients want

10 The Service Capability Gap

11 The changing service operations landscape 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 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 > Being able to Think Correctly Under Pressure is a necessity

12 KT Process is a Thinking Process Input Process Result Information Experience Judgment thinking Customer Problem Resolved Knowledge

13 KT Troubleshooting Methodology ASSESS RISKS Identify Adverse Consequences EVALUATE ALTERNATIVES Generate Alternatives Screen through MUSTs Compare against WANTs MAKE DECISION Make the Best Balanced Choice IDENTIFY POTENTIAL PROBLEMS State the Action List Potential Problems IDENTIFY LIKELY CAUSES Consider Causes for the Potential Problems TAKE PREVENTIVE ACTION Take Action to Address Likely Causes 3. Decision Analysis: To select best fix. Effective Decision Making CLARIFY PURPOSE Develop Objectives Classify into MUSTs and WANTs Weigh the WANTs STATE DECISION What do we need to decide? What are we trying to do? DECISION ANALYSIS To balance benefits and risks THINK BEYOND THE FIX Extend the Cause Extend the Fix SITUATION APPRAISAL Identify Concerns Set Priority Plan Next Steps Plan Involvement PROBLEM ANALYSIS To avoid jumping to cause POTENTIAL PROBLEM ANALYSIS To avoid reactive action DESCRIBE PROBLEM State the Problem Specify the Problem SET TRIGGERS Set Triggers for Contingent Actions PLAN CONTINGENT ACTION Prepare Actions to Reduce Likely Effects 4. Potential Problem Analysis: To avoid future problems. Risk Analysis 2. Problem Analysis: To find root cause. Problem Management CONFIRM TRUE CAUSE Verify Assumptions, Observe, or Try a Fix and Monitor EVALUATE POSSIBLE CAUSES Test Possible Causes Determine Most Probable Cause IDENTIFY POSSIBLE CAUSES Use Knowledge and Experience, or Distinctions and Changes 1. Situation Appraisal: To clarify and prioritize situation. Plan Issue Resolution

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19 Example: Possible Causes and Testing

20 Example: Possible Causes and Testing

21 Example: Possible Causes and Testing

22 KT in the context of IM and PM

23 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%

24 Adoption model Quality x Adoption = Results 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

25 A defined, logical sequence of steps List Issues Assess Priority Assign Actions Describe Problem Evaluate Possible Causes Apply Solution Time

26 Coaching for quality List Issues Assess Priority Assign Actions Describe Problem Evaluate Possible Causes Apply Solution Time

27 Resolution Time Improving the IT Incident Management of a professional services organization After KT process implementation > > >... Project Days

28 Improving Problem Management inside a Network Technology provider

29 Mean time to solve by number of technical staff involved

30 Improving case quality

31 Summary

32 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: cgoldenstern@kepner-tregoe.com christophgoldenstern Find me on LinkedIn Jason Rosenfeld Phone: Find me on LinkedIn