Colin Rudd. FSM, FBCS, CITP, CEng, FIITT. Service management consultant, mentor and coach Chairman of itsmf UK ITIL Author

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1 Problem management Problem or opportunity? Colin Rudd FSM, FBCS, CITP, CEng, FIITT Service management consultant, mentor and coach Chairman of itsmf UK ITIL Author IT Enterprise Management Service Ltd.

2 Agenda Why is problem management so difficult? The approach Implementing effective problem management

3 Everyone s problem ( or complaint) is somebody else's opportunity for improvement.

4 Why is it difficult? Conflict (problem vs incident) Data and information (availability and accuracy) Maturity and capability (where are we?) People and culture Measurements Information, relationships, capability and interfaces

5 ITIL The service lifecycle Requirements The Business / Customers Service Strategy Strategies Policies Resource and constraints Change proposals Business value Service Knowledge Management System (SKMS) (Including: the Service Portfolio and Service Catalogue Service Design Service Transition Solution designs Service Operation Problem Management Architectures New/changed services Achievements Against targets Continual Service Improvement Tested solutions Standards SKMS Operational /live services SDPs CSI register, improvement actions & plans Implementation of plans Crown Copyright reproduced under license from the Cabinet Office

6 The prerequisites (Processes, how much?) Mandatory: Service desk and support teams (SO) Incident management (SO) Event management (SO) Desirable: Change management (ST) Configuration management (ST) Knowledge management (ST) Service level management (SD) Availability management (SD) Capacity management (SD)

7 Approach Establish the need and agree the purpose Determine the requirement Review the environment (What currently exists?) Change the culture Implement the process ( fit for purpose ) Continually improve and learn Institutionalise the process

8 Processes need to Deliver business or customer value Be fit for use and fit for purpose Be effective Be integrated with other processes (not silos) Not be bureaucratic or complex, but lean Be measured and continually improved from a customer experience / perspective

9 Problem the business impact Problem occurs Operational effectiveness Operational ineffectiveness Operational ineffectiveness Effort Time

10 Metrics and continual improvement Quality Outcomes Customer experience, feedback and satisfaction Performance Metrics and measurements drive behaviour

11 Problem management The process - there are two elements: Reactive problem management Proactive problem management

12 Problem management (reactive) Detect Record Assess Prioritise Investigate Diagnose Workaround Known error Identify and The problem lifecycle: Problem: a cause of one or more incidents resolve root cause Major Problem review

13 Problem management (reactive) Identify areas of greatest business pain and disruption Reduce or remove the disruption Focus on the most critical / valuable services and reduce service unavailability Identify the top ten incidents on a periodic basis and try and eliminate

14 Problem management (proactive) Prevent avoidable incidents and problems Looking for leading indicators rather than lagging indicators Identify SPOFs, areas of weakness and high risk Provide feedback and improvements to all lifecycle stages Use problem management techniques to develop knowledge and proactive capability

15 Case study - Benefits KPI Before Average open calls on IT service desk 700+ After < 250 Average initial response time 2 hours 15 minutes Average duration of long term call 30 days 10 days Average response on IT customer satisfaction surveys 2 - Poor Ratio of IT staff to users 1 : Good 1 : 192 Service unavailability (critical services) 3.4 hours / service < 2.5 hours / service

16 Incident, service desk and problem Customers Users Service Desk Incident management Incident management system Problem management Problem management system Support teams Service Knowledge Management System

17 Interfaces and information flows Technical Support Supplier Support Service management system Incident Problem Change Event SLM Knowledge SCM Availability Capacity Integrated management Tools Infrastructure SKMS Problems Incidents Performance Changes Service Desk Catalogue SLAs Reports Contracts Service portal Customers and users

18 Service Knowledge Management System (SKMS) Service pipeline The service portfolio Service Retired catalogue services Customer portfolio Application portfolio Project portfolio Service strategy Financial data Demand data Service models Service design package SLAs DML Release plans Deployment plans Configuration Management System (CMS) Incidents Service requests Problems Known errors Changes Releases Business cases Policies and plans ITSCM plans AMIS CMIS SCMIS Test plans and reports Management reports Technical documentation Service reports Events CSI register Standard operating procedures Improvement plans SMIS

19 Improving, capability and knowledge Pre-emptive Business Value Reactive Active Wisdom Predictive Knowledge Proactive Information Data Management maturity / capability

20 Summary The perspective needs to be from the customer and business Communicate Focus on value, outcome and quality Lean, integrate and automate And remember... the better you do an activity, the less you actually need that activity

21 Problem management Problem or opportunity? Colin Rudd FSM, FBCS, CITP, CEng, FIITT Service management consultant, mentor and coach Chairman of itsmf UK ITIL Author IT Enterprise Management Service Ltd.