HDI Problem Management certification standard & self-study GuIde Official Curriculum
HDI Problem Management A Self-Study Guide Version1.0 Official HDI Curriculum. Not for resale or distribution.
Acknowledgements Many thanks to the following people and companies for their time and assistance in participating on the first HDI Problem Management Standard committee: David Bliven Taco Bell James Bolton Propoint Solutions Laura Bullock Stonemor Partners Cíntia Caputto HDI Brasil David R. Garcia HDI John Custy JPC Group Alvin Gates Vitas Rick Fielding The Church of Jesus Christ of Latter-day Saints Rick Joslin HDI Shane Juedes UW Health Buff Scott III Propoint Solutions John Livingston Medical Mutual of Ohio Carrie Stark Volkswagen Group of America Ray Marchand RADAR Solutions Group Inc. Artur Sygnatowicz HDI Poland Version 1.0 Copyright 2014 UBM, LLC All rights reserved. Printed in the United States of America. ISBN: 978-1-57125-135-0 HDI 121 S. Tejon Street Suite 1100 Colorado Springs, CO 80903 US US and Canada: (800) 248-5667 www.thinkhdi.com HDI assumes no liability for error or omission. No part of this publication may be reproduced without the consent of HDI, with the exception of trade publications reporting on the data. In such cases, credit must be given to HDI. HDI is a registered trademark of UBM, LLC. HDI is a part of UBM TechWeb, a division of UBM, LLC. Portions of this document include information based on the ITIL and IT Infrastructure Library publications of the UK Office of Government Commerce. ITIL is a registered community trademark of the Office of Government Commerce, and is registered in the US Patent and Trademark Office. All other product or service names are the property of their respective owners. HDI Problem Management Official HDI Curriculum. Not for resale or distribution. Copyright 2014 HDI, Version 1.0 i
Introduction This document contains the HDI Problem Management Certification Standard. The certification exam is based on this standard. The competencies for the certification were identified and approved by the HDI International Certification Standards Committee (ICSC), a group of industry experts and experienced practitioners from a number of organizations. It is the committee s intent to recognize the breadth of knowledge required, document the needed skills, and provide leadership to the IT support industry on the meaning of a certification for customer service and technical support. An HDI Standard HDI bases its certifications on open, international industry standards, and is independent of any training curriculum. Open implies that the standards are published, allowing organizations to leverage the standards to improve their services, individuals to study the standards in preparation for a certification exam, and training and consulting providers to develop offerings that align with the standards. International indicates that a committee of professionals that have international experience and/or work for global companies has developed the standards, and that the standards are recognized in the global market. Industry refers to the IT service and support industry, which initially focused on internal support of information technology and later expanded to include external support organizations. Standard defines the knowledge that a support professional in a specific role is expected to know, and a set of best and common processes and practices within a support center. The latter is referred to as the HDI Support Center Standard. HDI Problem Management ii Official HDI Curriculum. Copyright 2014 Not HDI, for Version resale 1.0 or distribution.
As of 2011, the ICSC has developed standards for the following positions: HDI Customer Service Representative (HDI-CSR) HDI Desktop Support Technician (HDI-DST) HDI Support Center Team Lead (HDI-SCTL) HDI Support Center Manager (HDI-SCM) HDI Desktop Support Manager (HDI-DSM) HDI Support Center Director (HDI-SCD) In 2007, HDI partnered with the Consortium for Service Innovation to develop the Knowledge-Centered Support Principles Standard, based on the Knowledge-Centered Support (KCS) v5.1 methodology. HDI is pleased to offer the non role-based certification, Knowledge Management Foundations: Knowledge-Centered Support (KCS) Principles. HDI is committed to defining standards for additional support professional roles as the industry evolves and its needs change. In business today, customers want educated and certified professionals to support their business needs. Certification provides: Validation of current knowledge and skill sets Evidence of excellence achieved in your field development Personal pride Credentials that travel How is the Standard Organized? There are seven categories in the HDI Problem Management Certification Standard. Each category is, in turn, defined and supported by one or more topics against which a person can be evaluated. Within each topic are one or more competencies. For each competency, there is a range of knowledge. If one approaches the standard as if they were interviewing for a position in a support center, the competency would either be a specific question or a concept that an interviewer would ask in the interview process, and the range of knowledge would be the expected answer. In other words, it is expected that someone in a specific support center position will possess the range of knowledge for each competency. The following section provides a description of each standard category for the HDI Problem Management Certification Standard. The following section provides a description of each standard category. HDI Problem Management Official HDI Curriculum. Not for resale or distribution. Copyright 2014 HDI, Version 1.0 iii
Standard Category Descriptions 1.0 IT Service Management This section of the standard provides the context for Problem Management as a process within IT Service Management. 2.0 Service Restoration Overview Incident and Problem Management are both considered resolution and service restoration processes within IT Service Management. Incident Management must be effective to have a mature Problem Management process. This section of the standard describes the relationship and interdependencies between Problem Management to Incident Management. 3.0 Problem Management Overview This section of the standard describes the inputs, outputs, and major activities of Problem Management, key terms and definitions, and Problem Management s relationship to other IT Service Management processes. 4.0 Problem Management Activities Problem Management activities are grouped into four major topics. They are: Problem Detection and Categorization, Problem Investigation and Diagnosis, Problem Resolution, and Problem Closure. This section of the standard describes Problem Management activities and provides details on the different Root Cause Analysis techniques that focus on how to investigate, diagnose, and determine the root cause. 5.0 Process Measurements Problem Management must be both effective and efficient. This section of the standard describes Critical Success Factors and related Key Performance Indicators for measuring Problem Management. 6.0 Roles & Responsibilities This section of the standard describes the different process roles related to Problem Management. 7.0 Developing a Problem Management Roadmap This section of the standard provides strategy and tactics on how to implement or improve a Problem Management process. HDI Problem Management iv Official HDI Curriculum. Copyright 2014 Not HDI, for Version resale 1.0 or distribution.
1.0 IT Service Management 1.1 Best Practices 1.2 IT Service Management 1.1.1 Describe the concept of best practices in the public domain 1.2.1 Define service 1.2.2 Explain the concept of IT Service Management 1.2.3 Define IT Service Provider 1.2.4 Provide examples of commonly used IT standards and frameworks Best practices are generally-accepted, informallystandardized techniques, methods or processes that have proven themselves over time across multiple organizations. A service is work performed on behalf of another that delivers value to the customer by enabling them to achieve organizational outcomes. Service Management is the application of organizational resources and capabilities for the implementation and management of IT services. IT Service Management is performed by IT Service Providers through an appropriate mix of: People Process Technology An IT Service Provider provides IT services to customers of an organization. IT Service Providers may be an internal service provider (within the same organization as the customer) or an external service provider. Examples of commonly used IT standards and frameworks are: IT Governance/Regulatory Control Objectives for Information and related Technology (COBIT) Health Insurance Portability and Accountability Act HIPAA International Organization for Standards / International Electrotechnical Commission 38500 (ISO/IEC38500) Payment Card Industry (PCI) Security Standards SOX Sarbanes-Oxley SAS70/SSAE 16 HDI Problem Management Official HDI Curriculum. Not for resale or distribution. Copyright 2014 HDI, Version 1.0 1
1.2.4 Provide examples of commonly used IT standards and frameworks (Cont.) Application Development Agile Application Services Library (ASL) Business Information Services Library (BiSL) Software Development Lifecycle (SDLC) Security Management International Organization for Standards / International Electrotechnical Commission 27000 (ISO/IEC27000) Project Management Project Management Institute (PMI) Prince2 Continual Improvement Deming Cycle HDI Support Center Standard Kaizen LEAN Six Sigma Total Quality Management (TQM) IT Service Management Capability Maturity Model Integration for Services (CMMI-SVC) Hewlett Packard IT Service Management (HP ITSM) International Organization for Standards / International Electrotechnical Commission 20000 (ISO/IEC20000) Information Technology Infrastructure Library (ITIL) Knowledge Centered Support (KCS) Microsoft Operations Framework (MOF) HDI Problem Management 2 Official HDI Curriculum. Copyright 2014 Not HDI, for Version resale 1.0 or distribution.
1.3 Functions & Processes 1.2.5 List the common benefits IT organizations have achieved through the implementation of IT Service Management best practices 1.3.1 Describe a Function 1.3.2 Describe the characteristics of a Function 1.3.3 Define a Process 1.3.4 Describe the characteristics of a Process Common benefits of implementing IT Service Management best practices: Increased productivity Increased customer satisfaction Reduced risk Reduced costs Improved communications and alignment between IT and the customer Consistent and predictable levels of IT support Customers know what to expect and what is expected of them Improved efficiency and effectiveness in delivering IT services A function is a team or group of people and the tools or resources they use to carry out one or more activities. Characteristics of a Function: Self-contained units with capabilities and resources necessary for their performance and outcomes Have their own body of knowledge and work methods Have defined roles, responsibilities, and authorities A process is a set of related activities designed to accomplish a specific objective that creates value for the customer or stakeholder by transforming inputs into outputs. Characteristics of a Process: They are measurable (cost, quality, time, etc.) Have specific outcomes Have Customers or Stakeholders Respond to a specific event (trigger) HDI Problem Management Official HDI Curriculum. Not for resale or distribution. Copyright 2014 HDI, Version 1.0 3
1.4 Process Structure 1.5 Process Roles 1.4.1 Identify the three main aspects of a process 1.5.1 Identify the common roles defined for a process The three main aspects of a process are: Process Control Policy Owner Documentation Process Construct Activities, procedures, work instructions Roles and responsibilities Metrics and measurements Process Enablers People Tools Facilities Training Quality controls The common roles defined for a process are: Process Owner Owns the process and is accountable for its design and outcomes Process Manager Responsible for the day-to-day operation of the process Process Practitioner Performs defined activities within the process HDI Problem Management 4 Official HDI Curriculum. Copyright 2014 Not HDI, for Version resale 1.0 or distribution.
2.0 Service Restoration Overview 2.1 Incident and Problem Management as restoration processes 2.1.1 Identify the common goals and objectives of Incident and Problem Management 2.1.2 Define Incident 2.1.3 Define Problem 2.1.4 Define Root Cause 2.1.5 Define Workaround The common goals and objectives are to: Improve availability of services Improve service quality Minimize the impact to the organization when Incidents and Problems occur Improve customer satisfaction Incident: An Incident is an unplanned interruption to the standard operation of a service, or a reduction in the quality of that service. An Incident can also be the failure of an IT component that has not yet impacted a service. Something is broken or not working as expected. Problem: The underlying cause of one or more incidents whose root cause is usually not known Root Cause: The cause of an Incident or Problem to which you can apply a fix to resolve or prevent recurrence Workaround: A temporary solution that reduces or eliminates the impact of an Incident for which a permanent resolution is not yet available Workarounds may be used indefinitely when the cost of a permanent fix outweighs the benefits of a permanent resolution HDI Problem Management Official HDI Curriculum. Not for resale or distribution. Copyright 2014 HDI, Version 1.0 5
2.1.6 Define Known Error 2.1.7 Explain the objectives of Incident Management 2.1.8 Explain the objectives of Problem Management 2.1.9 Identify the benefits of Problem Management Known Error: A Problem where the root cause is known and a temporary workaround has been identified Known Errors are stored in the Knowledge base or Known Error Database (KEDB), and can be used to resolve incidents and restore service quickly should future incidents occur The objectives of Incident Management are to: Restore normal service operation as quickly as possible Minimize service disruption Ensure that agreed levels of service quality are maintained The objectives of Problem Management are to: Proactively prevent the occurrence of Incidents Eliminate recurring Incidents Minimize the impact of Incidents and Problems when they cannot be prevented Some of the benefits in implementing Problem Management include: A reduction in Incident volume Improved First Call Resolution through better information in the Knowledge base or Known Error Database (KEDB) Shorter resolution times (i.e. - improved Mean Time To Restore Service (MTRS)) through collaboration and use of Workarounds Higher availability and reliability of IT services Higher productivity of the users and IT staff Increased customer satisfaction with IT HDI Problem Management 6 Official HDI Curriculum. Copyright 2014 Not HDI, for Version resale 1.0 or distribution.
2.2 Incident & Problem Management similarities and differences 2.2.1 Describe the similarities between Incident Management and Problem Management 2.2.2 Describe the differences between Incident Management and Problem Management 2.2.3 Explain the purpose of logging Incidents and Problems Similarities are that Incident and Problem Management: Typically use the same categorization, impact, and priority coding systems Often capture similar data Use Knowledge Management best practices to facilitate the resolution of Incidents or Problems Use structured problem solving techniques The differences between Incident and Problem Management are that: Incident records are distinct from Problem records Incident records should be linked to their related Problem record Incident Management is focused on restoring service as quickly as possible, while Problem Management is focused on eliminating or minimizing errors in the infrastructure Logging Incidents and Problems: Provides a historical record of the organizational impact and level of IT effort to restore a service Enables access to relevant information (symptoms) and previous resolutions that enable Support Groups to quickly restore service Provides data that: Can be used to create and maintain a Knowledge base Is used for trending by both reactive and proactive Problem Management Is used to track progress towards process goals and objectives HDI Problem Management Official HDI Curriculum. Not for resale or distribution. Copyright 2014 HDI, Version 1.0 7
2.2.4 Explain the purpose of Categorization of Incidents and Problems 2.2.5 Explain Priority 2.2.6 Define Impact Categorizing Incidents and Problems is necessary: To ensure the appropriate and correct resources are assigned To correctly prioritize Incidents and Problems For accurate identification of trends Priority: Is the order in which an Incident, Problem, or Change is worked Should be defined and agreed to with the customers in Service Level Agreements Best practice suggests using the same prioritization schema for Incident and Problem Management Assigning the correct Priority is essential for triggering appropriate escalations Impact + Urgency = Priority Impact: Is a measure of the degree to which a service or business process has been effected by an Incident or Problem, e.g. the impact on the organization in terms of the number of services, users or potential financial loss HDI Problem Management 8 Official HDI Curriculum. Copyright 2014 Not HDI, for Version resale 1.0 or distribution.
2.2.7 Define Urgency Urgency: The acceptable delay to resolve an Incident or Problem based on the effect to the user or organization 3.0 Problem Management Process Overview 3.1 Problem Management Two Aspects 3.2 Problem Management Four Major Categories of Activities 3.1.1 Identify the two aspects of Problem Management 3.1.2 Explain Reactive Problem Management 3.1.3 Explain Proactive Problem Management 3.2.1 Identify the four major categories that Problem Management activities are organized into 3.2.2 Explain Problem Detection and Categorization 3.2.3 Explain Problem Investigation and Diagnosis 3.2.4 Explain Problem Resolution The two aspects of Problem Management are: Reactive Problem Management Proactive Problem Management Reactive Problem Management is focused on solving Problems in response to one or more Incidents as they occur Proactive Problem Management is focused on identifying and solving Problems and Known Errors that might otherwise be missed, thereby preventing future Incidents Problem Management activities are organized into four major categories: Problem Detection and Categorization Problem Investigation and Diagnosis Problem Resolution Problem Closure Problem Detection and Categorization are those activities focused on identifying, logging, and classifying Problems Problem Investigation and Diagnosis are those activities focused on identifying root cause and transforming Problems into Known Errors Problem Resolution are those activities focused on identifying, approving, applying, and validating permanent fixes to Problems and Known Errors HDI Problem Management Official HDI Curriculum. Not for resale or distribution. Copyright 2014 HDI, Version 1.0 9
3.3 Problem Management inputs and outputs 3.2.5 Explain Problem Closure 3.3.1 List the inputs to Problem Management 3.3.2 List the outputs from Problem Management Problem Closure are those activities focused on closing Problems, Known Errors and related Incidents with updated and reusable information The inputs to Problem Management are: Incident records Incident reports Configuration Management Database (CMDB) and Configuration Item (CI) information System and monitoring tool logs Knowledge base article reuse counts can be useful for trending by proactive Problem Management in identifying recurring Incidents Known Error Database (KEDB) and the number of Incidents linked to Known Errors can assist in prioritizing Problem Management activities Output from risk analysis activities The outputs from Problem Management are: Workarounds Known Errors Permanent fixes Request for Change Closed Problem and Incident records Management reports Training requirements Financial requirements for resolution options Resource requirements for resolution options HDI Problem Management 10 Official HDI Curriculum. Copyright 2014 Not HDI, for Version resale 1.0 or distribution.
3.4 IT Service Management Process Interfaces 3.4.1 List the IT Service Management processes that interface with Problem Management 3.4.2 Explain how Problem Management interfaces with Incident Management 3.4.3 Explain how Problem Management interfaces with Event Management 3.4.4 Explain how Problem Management interfaces with Supplier Management Problem Management interfaces with the following IT Service Management processes or functions: Incident Management Event Management Supplier Management Knowledge Management Configuration Management Change Management Release & Deployment Management Capacity Management Service Level Management Financial Management Continual Service Improvement Incidents are reviewed and analyzed by Problem Management to determine if a Problem exists Incidents are linked to problem records and can indicate the impact on the business and aid in prioritization of the Problem Information captured by event detection and alert mechanisms can assist in the diagnosis of Problems Suppliers and their goods and services may be the source of Problems Suppliers will need to be involved in identification, investigation, and resolution of Problems related to their goods and services Suppliers will provide Known Errors and fixes for their goods and services HDI Problem Management Official HDI Curriculum. Not for resale or distribution. Copyright 2014 HDI, Version 1.0 11
3.4.5 Explain how Problem Management interfaces with Knowledge Management 3.4.6 Explain how Problem Management interfaces with Configuration Management 3.4.7 Explain how Problem Management interfaces with Change Management 3.4.8 Explain how Problem Management interfaces with Release & Deployment Management The Knowledge Management System or organizational Knowledge base, can be used to form the basis for the KEDB, or the KEDB can be the foundation for the Knowledge base Knowledge articles are updated when Problem Management discovers the root cause, permanent fix, or when better Workarounds are identified Knowledge base article reuse counts can be useful for trending by (proactive) Problem Management in identifying recurring Incidents Proactive Problem Management can search the CMDB to find a CI(s) with multiple incidents related to it, as this could be an indication of an underlying problem The Configuration Management System holds records for Incidents, Problems, Known Errors, Changes, and Releases, along with their relationships The CMDB can assist in identifying the services impacted and the key stakeholders who need to be involved in the resolution and communications regarding the Problem. As Problems are analyzed within Problem Management and resolutions are identified, a Request for Change (RFC) may be submitted to Change Management Change Management is responsible for ensuring changes to resolve open Incidents and Problems are authorized, implemented, and reviewed Release & Deployment Management is responsible for implementing changes to resolve open Incidents and Problems Release & Deployment Management assists in ensuring that the associated Known Errors are transferred from the development and testing environments to the live Known Error Database HDI Problem Management 12 Official HDI Curriculum. Copyright 2014 Not HDI, for Version resale 1.0 or distribution.
3.4.9 Explain how Problem Management interfaces with Capacity Management 3.4.10 Explain how Problem Management interfaces with Service Level Management 3.4.11 Explain how Problem Management interfaces with Financial Management Capacity Management may identify Problems and initiate a Request for Change (RFC) to resolve Problems Problem Management will engage Capacity Management to investigate performance related Problems Problem Management can provide a trigger to Capacity Management to monitor performance as part of Problem investigation and diagnosis activities Service level reviews can be a source for the identification of an underlying Problem Information from Problem Management pertaining to Workarounds and Problem closures can be used as part of Service Level Agreement (SLA) review meetings Problem Management works with Financial Management to provide information about the cost and value of the different options for resolving and preventing Problems HDI Problem Management Official HDI Curriculum. Not for resale or distribution. Copyright 2014 HDI, Version 1.0 13
3.4.12 Explain how Problem Management interfaces with Continual Service Improvement (CSI) 3.4.13 Identify the IT Service Management functions that interface with Problem Management 3.4.14 Explain how Problem Management interfaces with the IT Service Management functions Proactive Problem Management activities will become input into the CSI register (which is used to record and track improvement recommendations) Support Center (Service Desk) Technical Management Operations Management Application Management Functions log, prioritize and categorize Incidents, which allows for the identification of Problems and the frequency of Incidents related to a Problem Functions are responsible for identifying incident trends and patterns that may be indicative of a Problem Functions link Incidents to Problems, Known Error records and to Knowledge base articles Technical and Application Management functions are responsible for opening and resolving Problem records Support Center and Operations Management functions may be delegated the responsibility of opening Problem records or requesting one be opened by Support Group personnel HDI Problem Management 14 Official HDI Curriculum. Copyright 2014 Not HDI, for Version resale 1.0 or distribution.
4.0 Problem Management Activities 4.1 Problem Detection and Categorization 4.1.1 List the common reactive Problem Management triggers for the opening of a Problem record 4.1.2 List the common proactive Problem Management triggers for the opening of a Problem record The common reactive Problem Management triggers are: The Support Center suspects an Incident may recur after resolving it When there is an Incident for which the root cause is not known Analysis of an Incident by a Support Group reveals a potential underlying Problem Event and alerting tools automatically create an Incident record due to fault detection. This may reveal the need for a Problem record. The declaration of a Major Incident Notification from a Supplier that a Problem or Known Error exists in their product or service The common proactive Problem Management triggers are: Trending analysis of Incidents over differing time periods reveals a recurring trend, indicating an underlying Problem might exist Analysis of the IT infrastructure by Support Groups identifies a potential Problem Conclusions drawn from data and knowledge mining of the Knowledge base Announcements of Known Errors from application and release and deployment teams Reports generated from application or system software Service review meetings Supplier review meetings HDI Problem Management Official HDI Curriculum. Not for resale or distribution. Copyright 2014 HDI, Version 1.0 15
4.2 Problem Investigation & Diagnosis 4.1.3 Identify some of the common fields to record when logging and categorizing Problems 4.1.4 Explain the benefits of correctly categorizing Problems 4.2.1 Explain the purpose of Problem investigation and diagnosis Common fields when logging and categorizing Problems: Problem source Problem assignee Problem priority User(s) affected Service(s) affected Location(s) affected Suspected CI at fault Date and time initially logged Incident or Event trigger details (links) Details of all diagnostic or attempted recovery actions taken The benefits of correctly categorizing Problems: The true nature of the Problem can be easily traced back to the Incident(s) Allows for more effective Incident and Problem matching Provides the business impact that can be used to determine prioritization and whether to proceed with Problem investigation and diagnosis Facilitates effective utilization of Problem Management resources Provides data that can be used for reporting on Critical Success Factors and Key Performance Indicators Investigation and diagnosis seeks to: Determine what happened Identify why it happened (understand causal factors) Identify and document a workaround Determine root cause HDI Problem Management 16 Official HDI Curriculum. Copyright 2014 Not HDI, for Version resale 1.0 or distribution.
4.3 Knowledge base and KEDB 4.2.2 Identify the six activities associated with investigation and diagnosis 4.3.1 Identify components for the tactical implementation of a Knowledge base and KEDB The six activities are: Define the Problem What? Where? When? Significance? (impact; frequency of occurrence) Update the known error record (KEDB) or knowledge article (Knowledge base) with the workaround Collect data Evidence that supports or points to the causal factors resulting in the Problem Analyze the data and identify possible causes Look for causes in actions and conditions Identify how causes interact with one another Identify the root cause A cause to which you can attach a solution Document the analysis done to reach the conclusion Support your position and conclusion with evidence Components for the tactical implementation of a Knowledge base and KEDB include: The principles of Knowledge Centered Support (KCS) Developing an easily searchable Knowledge base and KEDB Tools that can link Incidents to Problems, Known Errors, and Workarounds Promoting and communicating the benefits of a Knowledge base and KEDB HDI Problem Management Official HDI Curriculum. Not for resale or distribution. Copyright 2014 HDI, Version 1.0 17
4.3.2 Identify the benefits of a Knowledge base and KEDB 4.3.3 Explain Knowledge Article and Known Error Record 4.3.4 Identify the minimum structure of a Knowledge Article or Known Error Record The benefits of a Knowledge base and KEDB are: The ability to resolve incidents faster through the use of Workarounds, thus reducing downtime A reduction in the number of Emergency Changes because a Workaround is available to restore service A reduction in the time to make new Support Center staff effective A reduction in the number of escalations to level 2 and 3 support Improved service availability Knowledge Articles and Known Error Records: Are findable, reusable and structured objects that contain workarounds or resolutions primarily used by Incident Management Are created and updated by Problem Management The minimum structure is: Issue - Incident/Problem description Environment Cause (if known) Workaround or Resolution (if known) Meta data such as: Author Data created Last Modified Date Last Modified By Reuse Counter or Rank HDI Problem Management 18 Official HDI Curriculum. Copyright 2014 Not HDI, for Version resale 1.0 or distribution.
4.4 Root Cause Analysis 4.4.1 Identify the four classifications of root causes 4.4.2 Identify the common Root Cause Analysis techniques 4.4.3 Explain Chronological Analysis The four classifications of root causes are: Physical causes components failed System errors software failed Human causes people did something wrong or failed to do something they should have Organizational causes a process, policy, or procedure is in error The common Root Cause Analysis techniques are: Chronological Analysis Brainstorming Ishikawa (Cause/Effect) Diagrams Pareto Analysis Five Why s Kepner-Tregoe Fault Tree Analysis Chronological Analysis is useful for complex Problems in determining: what happened, when, and in what sequence. Steps for Chronological Analysis: Develop a timeline Document all events in chronological order Determine which events triggered other events Discount claims that are not supported by evidence Correlate and identify root cause Attempt recreation, if practicable, to confirm root cause HDI Problem Management Official HDI Curriculum. Not for resale or distribution. Copyright 2014 HDI, Version 1.0 19
4.4.4 Explain Brainstorming 4.4.5 Explain Cause/Effect Ishikawa Diagrams Brainstorming is the utilization of the knowledge of various personnel to identify potential causes and solutions. Steps include (using the Nominal Group technique): Gather together a group of relevant Subject Matter Experts Discussion is usually led by the Problem Manager Identify a list of possible causes Rank those possible causes Identify a list of possible solutions Rank those solutions Document, agree, and assign actions to prove the solutions Ishikawa Diagrams are often referred to as fishbone or cause and effect diagrams. They help with identification of all possible causes and effects or where something may be improved. Define the Problem (spine and head of fish, i.e. the effect) List broad categories of possible main causes (ribs) Use brainstorming techniques to get participants to suggest possible causes Note possible causes on the relevant branch (main cause/rib) of the diagram Rank the top causes based on experience and available data Identify possible solutions to the most likely cause HDI Problem Management 20 Official HDI Curriculum. Copyright 2014 Not HDI, for Version resale 1.0 or distribution.
4.4.6 Explain Pareto Analysis 4.4.7 Explain the Five Why s 4.4.8 Explain Kepner-Tregoe Pareto Analysis is used to identify the most important potential causes (based on frequency of occurrence) and separates them from the trivial ones. Develop a table of causes of failures by count and their frequency as a percentage of the total Arrange the rows in the decreasing order of frequency of the causes, i.e. the most frequent cause first Add a cumulative percentage column to the table Create a bar chart (histogram) of the causes and arrange the bars in order of their percentage of the total count Identify the top causes which have a cumulative total of 80% Focus initially on these as the primary causes The Five Why s (derivative of Cause/Effect) are useful for less complex Problems and is used to get to the root cause: Define the Problem Identify what event took place For each event, ask WHY that occurred Repeat this four times for a total of five Why s Kepner-Tregoe (KT) is a systematic approach to problem solving. There are four techniques used in KT: Situation Appraisal Problem Analysis Decision Analysis Potential Problem Analysis HDI Problem Management Official HDI Curriculum. Not for resale or distribution. Copyright 2014 HDI, Version 1.0 21
4.5 Problem Resolution 4.4.9 Explain Fault Tree Analysis 4.5.1 Identify the two activities associated with Problem Resolution 4.5.2 Explain Solution Identification 4.5.3 Identify the activities associated with Solution Identification Fault Tree Analysis is useful for identifying links between possible causes. List the Problem at the top of tree Brainstorm possible causes Determine if there are lower level causes Use Boolean logic gates to indicate relationships The two activities associated with Problem Resolution are: Solution Identification Solution Implementation Solution Identification are the activities taken to determine a permanent solution to a Problem or Known Error Activities associated with Solution Identification are: Research and identify possible solutions Choose a solution Obtain approval to proceed with development of the proposed solution Develop the proposed solution Test the proposed solution Submit a Request For Change (RFC) to Change Management for the approval to implement the identified solution If an urgent fix is needed, an Emergency change may be submitted Until the change has been implemented, the Workaround in the Known Error record or Knowledge base Article is used to quickly resolve further occurrences of incidents Determine Problem prevention actions to take HDI Problem Management 22 Official HDI Curriculum. Copyright 2014 Not HDI, for Version resale 1.0 or distribution.
4.6 Problem Closure 4.7 Major Problem Reviews 4.5.4 Explain Solution Implementation 4.5.5 Identify the activities associated with Solution Implementation 4.6.1 Identify the activities associated with Problem Closure 4.7.1 Explain Major Problem reviews 4.7.2 Explain the purpose of Major Problem reviews Solution Implementation are the activities taken to approve, implement and validate the proposed solution to the Problem or Known Error Activities associated with Solution Implementation are: Obtain approval to implement the proposed solution Implement the proposed solution (as per RFC submitted from Solution Identification) Verify the solution corrected the error Execute Problem prevention activities Update Knowledge base or KEDB with resolution information Activities associated with Problem Closure are: Verify that the Problem and Known Error records are updated, correct and complete Close the Problem or Known Error records when the change has been implemented and the solution verified (there are no new Incidents related to the Problem) Update the status of related open Incidents at the time of Problem and Known Error record closure Conduct a post-implementation review for capturing lessons learned to be applied to future Problems Major Problem reviews are performed on Problems where the impact was significant enough that Management decides to review the process, actions taken, and the tools. The purpose of Major Problem reviews is to improve future outcomes: What went well? What didn t go well? What can be improved for the future? (including the Problem Management process) How can we prevent recurrence? HDI Problem Management Official HDI Curriculum. Not for resale or distribution. Copyright 2014 HDI, Version 1.0 23
5.0 Process Measurements 5.1 Process Metrics 5.2 Terms & Concepts for Process Metrics 5.1.1 Explain the purpose of process measurements 5.2.1 Explain the purpose of Critical Success Factors 5.2.2 List the characteristics of Critical Success Factors 5.2.3 Explain the purpose of Key Performance Indicators 5.2.4 List the characteristics of Key Performance Indicators The purpose of measuring a process is to determine the overall health of a process in terms of: Progress the change/evolution of process maturity over time Efficiency use of resources (e.g., throughput, speed, and productivity) Effectiveness consistency and accuracy of result(s) (getting it right the first time) Compliance to the process, and are the regulatory/legislative requirements being complied with The purpose of Critical Success Factors (CSF) are to help an organization focus its time, energy and attention on those things that matter for success Critical Success Factors: Are those things that must consistently happen if a process, project, plan, or IT service is to succeed Show alignment with organizational goals and objectives The purpose of Key Performance Indicators (KPI) is to provide information that will assist an organization in assessing its performance and effectiveness in achieving a desired goal Key Performance Indicators: Measure the achievement of CSFs Reflect key process aspects such as quality, performance, value, and compliance Can be qualitative or quantitative Reflect progress towards achievement of goals or deviation from goals HDI Problem Management 24 Official HDI Curriculum. Copyright 2014 Not HDI, for Version resale 1.0 or distribution.
5.3 Problem Management Critical Success Factors and Key Performance Indicators 5.2.5 Define Metric 5.2.6 Define Baseline 5.2.7 Explain the purpose of establishing a Baseline 5.3.1 List examples of common relationships between Problem Management CSF s and KPI s Metric: A measure of an organizations activities and performance as it relates to the management of a process, IT service, or activity Baseline: Represents a marker, or starting point, for later comparison. Baselines: Are used to establish an initial data point to measure changes in performance or the effect of process improvements over time Must be established at each level: Strategic (goals and objectives) Tactical (process maturity) Operational (metrics and KPIs) Must be documented, recognized, and communicated throughout the organization CSF: Improve Service Quality KPI: Increase percentage of proactive Changes submitted by Problem Management KPI: Reduce in the number of Incidents (over time) affecting services to Customers CSF: Minimize impact of Problems KPI: Increase in first call resolution through use of workarounds KPI: Reduce in average time to implement fixes to Problems CSF: Resolve Problems effectively and efficiently KPI: Reduce in the backlog of open Problems KPI: Increase in the number of Problems that met or exceeded their target resolution times HDI Problem Management Official HDI Curriculum. Not for resale or distribution. Copyright 2014 HDI, Version 1.0 25
5.3.2 List the common Critical Success Factors for the successful implementation of Problem Management Common CSF s for implementing Problem Management include: Obtaining Senior IT Leadership support Establishing a vision and purpose Having a clearly defined and documented process policy, plan, and SOP Having an effective Incident Management process Having clearly defined data and relationships between Incident and Problem Management Defining and filling roles with the right personnel Creation and execution of a communication campaign Rolling out Problem Management to a pilot team and then to the rest of the organization Choosing the right support tools Effective KPI and management reporting HDI Problem Management 26 Official HDI Curriculum. Copyright 2014 Not HDI, for Version resale 1.0 or distribution.
6.0 Roles & Responsibilities 6.1 Problem Management Roles 6.2 RACI Model 6.1.1 Describe the primary roles in the Problem Management process 6.1.2 Identify the complimentary roles that interface with Problem Management 6.2.1 Describe RACI Model The primary roles involved in Problem Management are: Process Owner owns and maintains the Problem Management Process Problem Manager responsible for the dayto-day operation of the Problem Management process Problem Analyst members of Support Groups who are assigned Problems The complimentary roles that interface with Problem Management are: Change Manager responsible for managing all the activities of the Change Management process and receiving and processing RFC s submitted from Problem Management Incident Manager responsible for managing incidents and for ensuring the execution of tasks in the Incident Management process Knowledge Manager responsible for the health of Knowledge Management practices and the overall quality of the Knowledge base Report Specialist responsible for creating and running KPI and management reports for Problem Management A RACI model is a responsibility assignment matrix that is used to map roles and responsibilities in relation to a project or process. RACI stands for: Responsibility - correct execution of process/ activity Accountability - one person who has ownership of quality and end result Consulted - input of knowledge, information, opinions Informed - kept up to date about process execution and quality HDI Problem Management Official HDI Curriculum. Not for resale or distribution. Copyright 2014 HDI, Version 1.0 27
6.3 Process Owner 6.2.2 Identify the benefits of using a RACI model 6.3.1 Describe the responsibilities of the Process Owner The benefits of using a RACI model are it: Clearly portrays the participation of various roles in completing activities and tasks Clarifies roles and responsibilities in crossfunctional teams Assigns accountability Establishes responsibility The responsibilities of the Process Owner include: Collaborating with stakeholders to define and agree on process requirements, priorities, and performance levels that meet the needs of the organization Providing input and approval into the process design and scope Ensuring appropriate CSFs and KPIs are defined to measure the process Identifying improvements that ensure the process achieves the goals and objectives of the organization Ensuring education (knowledge transfer), training (skill transfer), and communication systems are developed and implemented in support of the process Reviewing and approving the process documentation to be used throughout the Problem Management process (e.g. policy, SOP, etc.) Communicating management information reporting requirements to be produced from the process Ensuring compliance with process policies and standards HDI Problem Management 28 Official HDI Curriculum. Copyright 2014 Not HDI, for Version resale 1.0 or distribution.
6.3.2 List the common skills and knowledge needed by the Problem Management Process Owner Common skills and knowledge needed: In-depth knowledge of: The organization and how IT supports the needs of the organization The IT department and its structure and culture How Problem Management integrates with other IT service management processes Collaborative and consensus building skills Intermediate-level IT service management training in Service Restoration recommended HDI Problem Management Official HDI Curriculum. Not for resale or distribution. Copyright 2014 HDI, Version 1.0 29
6.4 Problem Manager (Other industry names used): Process Manager Problem Coordinator Problem Queue Manager 6.4.1 Describe the responsibilities of the Problem Manager The responsibilities of the Problem Manager include: The day-to-day operation of the Problem Management process, i.e. - facilitating and ensuring the execution of tasks Addressing and resolving issues with process operation and execution Securing and assigning required resources to perform Problem Management activities The proactive identification of trends and potential Problems from Incident and Problem data Reviewing proposed Problems from other processes such as Incident, Capacity, and Availability Management, and interface as needed Monitoring progress of Problems and Known Errors Ensuring target resolution times are met Ensuring that sufficient communication is provided to the customer regarding the progress Problems and their resolutions Chairing Problem Management meetings to review outstanding problems and resolutions Guiding and assisting support staff in delivering Workarounds and/or permanent fixes Reviewing and approving proposed workarounds HDI Problem Management 30 Official HDI Curriculum. Copyright 2014 Not HDI, for Version resale 1.0 or distribution.
6.4.1 Describe the responsibilities of the Problem Manager (Cont.) 6.4.2 List the common skills and knowledge needed by a Problem Manager Advising incident management staff of workarounds and resolved Problems Reviewing Major Incidents for information that may assist in Problem investigation and diagnosis activities Coordinating the organization s response to Major Problems by leading a Problem resolution team Conducting Major Problem reviews and publishing a post-review report to stakeholders Validating Problem and Known Error records are properly documented prior to closure Ensuring required management reports are being produced for the process Reviewing the efficiency and effectiveness of proactive Problem Management activities by Support Groups Common Problem Manager skills and knowledge needed: In-depth knowledge of: The process workflow and CSF s/kpi s The service management tools used to support the Problem Management process How Problem Management integrates with other IT service management processes Ability to successfully explain and guide staff through the process Analytical and trend analysis skills Teamwork/team building skills Resource management skills Effective meeting facilitation skills Intermediate-level IT service management training in Service Restoration recommended HDI Problem Management Official HDI Curriculum. Not for resale or distribution. Copyright 2014 HDI, Version 1.0 31
6.5 Problem Analyst (Other industry names used): Process Practitioner 6.5.1 Describe the responsibilities of the Problem Analyst 6.5.2 List the common skills and knowledge needed by a Problem Analyst The responsibilities of the Problem Analyst include: Receiving and working assigned Problem records Creating Problem records based on analysis and trending of alerts, events and Incidents Identifying and documenting: HDI Problem Management 32 Official HDI Curriculum. Copyright 2014 Not HDI, for Version resale 1.0 or distribution. The root cause of Problem records through the use of Root Cause Analysis techniques Workarounds within the Problem or Known Error record Involving required resources from other Support Groups or Suppliers to determine root cause, workarounds and/or permanent solutions Testing resolutions and workarounds Updating Problem and Known Error records as new information is available Adjusting priority of Problem records based on business needs, e.g. - impact or urgency changes Informing the Problem Manager of any roadblocks or impediments to their ability in supporting Problem Management and/or resolving Problems Submitting RFCs to resolve Problems or Known Errors Common Problem Analyst skills and knowledge needed: In-depth knowledge of: The process workflow The service management tools used to support the Problem Management process Understanding of how Problem Management integrates with other IT service management processes Analytical and problem solving skills Excellent documentation skills Root Cause Analysis education & training
6.6 Problem Management Complimentary Roles 6.6.1 Describe the responsibilities of the Change Manager as it relates to Problem Management 6.6.2 Describe the responsibilities of the Incident Manager as it relates to Problem Management 6.6.3 Describe the responsibilities of the Knowledge Manager as it relates to Problem Management The responsibilities of the Change Manager include: Receiving and processing RFC s submitted from Problem Management for the purposing of resolving Problems and Known Errors Ensuring RFC s submitted for implementation are presented to the appropriate level of authority for approval Communicating change status to Problem Management The responsibilities of the Incident Manager include: Ensuring incident data are logged and categorized appropriately for use by proactive Problem Management Leading the organization s response to Major Incidents including any required handoffs to Problem Management Ensuring Incidents are appropriately linked to Problem records The responsibilities of the Knowledge Manager include: Ensuring that data is gathered, analyzed, captured and available to Problem Management regarding Workarounds and Known Errors 6.6.4 Describe the responsibilities of the Report Specialist Working with Problem Management staff to develop scripts and capture supporting data within Problem Management The responsibilities of the Report Specialist include: Working with stakeholders and the Process Manager to create and produce actionable Problem Management KPI and management reports HDI Problem Management Official HDI Curriculum. Not for resale or distribution. Copyright 2014 HDI, Version 1.0 33
7.0 Developing a Problem Management Roadmap 7.1 Problem Management Roadmap 7.1.1 Explain the purpose of a Problem Management roadmap 7.1.2 List the steps in developing a Problem Management roadmap 7.1.3 Explain vision 7.1.4 Explain current state 7.1.5 Explain future state A Problem Management roadmap is a set of strategies and tactics for implementing or improving a Problem Management process. Its purpose is to: Connect the Problem Management vision with goals and objectives Indicate the actionable steps an organization plans on taking to achieve a particular goal Serve as a communications tool Link tactical and strategic plans The steps in developing the Problem Management roadmap are: Establishing the vision organizational objectives Determining current state baseline assessment Identifying the desired future state a measurable target Establishing a project plan to achieve future state A description of where an organization wants to be or what they want to get done at some point in the future. Current state is the present set of circumstances or realities that an organization is experiencing. Future state is a term used to express a desired improved condition. HDI Problem Management 34 Official HDI Curriculum. Copyright 2014 Not HDI, for Version resale 1.0 or distribution.
7.2 Process Maturity Assessment 7.2.1 Explain the purpose of a Process Maturity Assessment 7.2.2 Explain the purpose of the Process Maturity Assessment Report 7.2.3 Identify the major topics that should be addressed when writing the Assessment Report A Process Maturity Assessment: Is meant to establish where a particular organization stands in relation to best practice (i.e. current state) by asking a number of questions that should be answered, evaluated, and scored Identifies areas that should be addressed in order to improve process capability (i.e. future state) based on IT Service Management and industry best practices The purpose of the Assessment Report is to: Articulate the results of the process maturity assessment into an understandable, impartial and actionable set of recommendations Communicate process gaps as related to IT Service Management and industry best practices Identify next steps in achieving the target maturity level Identify the risks and impact on staff and customers at each level of maturity The major topics that should be addressed are: Process People Culture Tools HDI Problem Management Official HDI Curriculum. Not for resale or distribution. Copyright 2014 HDI, Version 1.0 35
7.2.4 Provide examples of Process questions that should be considered when writing the Assessment Report 7.2.5 Provide examples of People questions that should be considered when writing the Assessment Report 7.2.6 Provide examples of Culture questions that should be considered when writing the Assessment Report Examples of Process questions are: What degree of process based approach is used today within the organization? Are the benefits of a process approach understood? Is the process approach supported? Do processes successfully integrate technology silos today? Is there evidence of not mine and throw it over the wall? Examples of People questions are: Are people working together in teams? Are jobs clearly defined including authority and responsibility? Are effective communication structures in place? Are effective meeting practices in place? Are effective training plans in place? Examples of Culture questions are: Do managers demonstrate effective leadership skills in support of change? Are people focused on the needs of the customer / organization? Is effective teamwork being demonstrated? How willing / able is the organization to accept change (new ways of thinking & doing?) What is the level of employee satisfaction? Do people view change with skepticism? Are people involved and committed to these changes? Do people follow procedures today? HDI Problem Management 36 Official HDI Curriculum. Copyright 2014 Not HDI, for Version resale 1.0 or distribution.
7.2.7 Provide examples of Tools questions that should be considered when writing the Assessment Report 7.2.8 Explain the process maturity scoring system Examples of Tool questions are: What tools are in use today? Are the tools integrated (data & workflow)? Are the tools configurable? Are the tools enabling processes? Do they meet current and future needs? The process maturity scoring system: Is based on a framework which recognizes there are a number of elements and artifacts needed to establish a certain level of process capability and customer satisfaction Typically consists of a five point scale (e.g. 0-4, 1-5) in half point increments, with lower numbers representing lower levels of maturity and higher numbers representing higher levels of maturity Helps to identify the desired maturity level target based on the needs of the organization Uses a weighted scoring system whereby some questions are considered mandatory for an affirmative answer to have achieved that level of capability HDI Problem Management Official HDI Curriculum. Not for resale or distribution. Copyright 2014 HDI, Version 1.0 37
7.2.9 Describe the common maturity levels found within a process maturity model The common maturity levels are: Level 1: Initiation Process has been recognized, but has been allocated little importance, resources, or focus. Level 2: Awareness Process has been allocated importance, resources and focus, but activities are generally reactive, uncoordinated, irregular, and without direction. Level 3: Control Process has been recognized, is documented and has a process owner, objectives, and targets. Level 4: Integration Process is fully defined, managed, and proactive with documented, established interfaces and dependencies with other processes. Level 5: Optimization Process has strategic objectives and goals aligned to the overall strategic business, IT goals, and has a self-contained continuous process of improvement. HDI Problem Management 38 Official HDI Curriculum. Copyright 2014 Not HDI, for Version resale 1.0 or distribution.
7.3 Problem Management Project Plan 7.2.10 List the questions for consideration when establishing a future level target of maturity 7.3.1 List the steps involved in the development of a Problem Management implementation or improvement plan 7.3.2 Identify key components that should be addressed within the Problem Management implementation or improvement plan Questions for consideration when establishing a future level target of maturity are: Do the IT service provider and the organization share the same view of the role, quality, and maturity of IT? What do the organization s stakeholders need from IT? Are customer and user needs being met currently? What maturity level does the organization expect of IT? Is there agreement on the consequences if we do nothing? What is the sense of urgency? What is the benefit versus the cost of achieving this level of maturity? How will these benefits be measured? What is the impact on technology to support these improvements? What is the impact on the organization and technology during the implementation? The steps for the development of the plan are: Establish and obtain organizational agreement on the process maturity level to achieve Determine the actions to take to achieve the desired maturity level Create the project plan Create and obtain agreement on the project charter with key stakeholders Key components include: Organizational change management Development of a communication plan Identification and use of a pilot team Identification and use of technology in support of the process HDI Problem Management Official HDI Curriculum. Not for resale or distribution. Copyright 2014 HDI, Version 1.0 39
7.4 Organizational Change Management 7.5 Communication Plan 7.4.1 Explain Organizational Change Management 7.4.2 Identify a minimum set of actions that should be taken for the successful organizational adoption of Problem Management 7.5.1 Explain the purpose of a communication plan Organizational Change Management is a set of activities designed to manage change effectively in order to minimize risk and disruption to stakeholders and services. The minimum set of actions for the successful organizational adoption of Problem Management include: Communicating a compelling need for change (How will this impact the business, help them achieve the goals/objectives) Providing clarity of direction (vision/mission) Having visible, strong, committed leadership Having broad-based participation in the design and implementation of the process Using a disciplined project management approach Identifying and documenting roles and responsibilities Providing training and support The purpose of a communication plan is to: Identify key messages, audiences, and frequency of communications Ensure key messages are communicated to various audiences to bring understanding and commitment Plan for and make use of different messaging technologies and channels to reach the intended audiences with the right messages Keep everyone informed and send consistent messages Encourage participation and feedback HDI Problem Management 40 Official HDI Curriculum. Copyright 2014 Not HDI, for Version resale 1.0 or distribution.
7.5.2 Identify the core components of a communications plan 7.5.3 List possible delivery methods for communicating the message Communication plans should include the following components: Content owner for key messages Intended audience(s) of messages Frequency of delivery Delivery method Due date for review Publication date Possible delivery methods are: Intranet Posters SharePoint sites Corporate newsletter Staff meetings Training sessions Social media Email Conference calls Brochures 7.6 Pilot Team 7.6.1 Define the purpose of a Problem Management pilot team The purpose of the pilot team is to: Pilot the process and technology Provide feedback on the process so adjustments can be made Act as mentors to other Support Groups Evangelize Problem Management HDI Problem Management Official HDI Curriculum. Not for resale or distribution. Copyright 2014 HDI, Version 1.0 41
7.6.2 Identify considerations for selecting the pilot team When selecting the pilot team, consider the following: Willingness to accept change Risk to success need support and commitment of management Willingness to provide continuous feedback during the pilot Ability to influence others Whether the pilot team supports multiple locations and/or customer groups Impact to organizational processes HDI Problem Management 42 Official HDI Curriculum. Copyright 2014 Not HDI, for Version resale 1.0 or distribution.
7.7 Technology 7.7.1 Identify considerations for selecting or utilizing tools in support of Problem Management Problem Management supporting tools should: Utilize commonly accepted IT Service Management terms and definitions Be able to support the designed process workflow Support a Knowledge base Integrate effectively with other processes such as Incident, Change, and Configuration Management Provide search capabilities for Incident and Problem matching activities Allow linking of process records, e.g. - Incidents to Problems, Known Errors or Knowledge base Articles Problems to Known Errors or Knowledge base Articles Problems and Known Errors to Change records Problems to Configuration Item records Be able to support customization needs, e.g. - Problem impact, urgency, and prioritization schema Problem categories Allow various security configurations based on roles Distinguish between Problems and Known Errors Allow various statuses for the Problem record Facilitate self help capabilities Facilitate communication capabilities Provide the metrics and facilitate ease of KPI and management reporting HDI Problem Management Official HDI Curriculum. Not for resale or distribution. Copyright 2014 HDI, Version 1.0 43
7.8 Challenges 7.8.1 List some common challenges to the successful implementation or improvement of a Problem Management process Some common challenges are: Focusing too much on technology instead of organizational goals Failing to incorporate proactive Problem Management into the overall process Weak interfaces between Incident Management, Problem Management, Change Management and Configuration Management Lack of adequate/quality data capture in the Incident Management process Poor communication and accessibility of Known Errors to Support Groups A lack of commitment to a formalized process and the performance of Problem Management activities, such as the building and maintenance of a Knowledge base and KEDB Failure to focus on the Problems that cause 80% of the service disruptions (i.e. Pareto Analysis) Failure to provide adequate problem solving training, education, tools and diagnostic aids for Support Groups Failure to allocate staff time for Problem Management activities HDI Problem Management 44 Official HDI Curriculum. Copyright 2014 Not HDI, for Version resale 1.0 or distribution.
HDI-Problem Management Exam Preparation How Do I Prepare for the Certification Exam? There are two options available that will assist one in preparing to take a certification exam. Attending a training course is the preferred option for most candidates seeking certification. Training will assist course participants in preparing to take a certification exam while also building skills valuable to one s profession in the support industry. Training will help the candidate understand the best practices and concepts that have been captured within an HDI standard as well as how to apply them within the workplace. HDI offers the following training delivery methods: Instructor-Led Training: Instructor-led training is offered by HDI and HDI partners in both public classroom settings and private onsite training settings. Some organizations elect to have an internal trainer earn the HDI Certified Instructor status in order to deliver the course in-house for their employees. Online Self-Paced Training: The distance learning option of an online self-paced course provides maximum flexibility for the candidate. This type of training can be done anytime and anywhere one has internet access. Blended Learning: A blended learning option mixes the flexibility of online course training with scheduled instructor-led virtual classroom sessions. Using Web conferencing technology, the virtual classroom sessions allow instructor-led review and course participant interaction without leaving the office or home. While the training delivery option assists one in preparing to take the certification exam, the candidate must study the HDI standard. Remember, the exam is based on the HDI standard and not the training offering. The second option available for preparing to take a certification exam is using the Certification Standard & Self-Study Guide. How Do I Use the Certification Standard & Self-Study Guide to Prepare for the Exam? When studying the standard, use the competencies as review questions; try to answer the question before reading the range of knowledge. If your answers do not match the range of knowledge for that competency, then mark that competency for further review. Individuals with the appropriate experience as a support professional can study the HDI standard and successfully pass the certification exam to become HDI Certified. HDI Problem Management Official HDI Curriculum. Not for resale or distribution. Copyright 2014 HDI, Version 1.0 I
Is a Practice Test Available? A practice test is included with the self-study guide. The practice test allows the candidate to become familiar with the types of questions that make up the certification exam pool. For each multiple-choice question, there will be four possible answers, of which only one is correct. HDI also offers online practices tests for a number of its certification exams. Please visit our Web site (www. thinkhdi.com) for availability and pricing. However, please note that the practice tests are intended to be used as preparation aids only; success on a practice test should not be interpreted as full preparation for a certification exam. Certification exam questions are typically more challenging than the questions included in the practice tests. What Should I Expect from the Certification Exam? HDI certification exams are randomly generated from a pool of pre-authorized exam questions. As a result, each certification exam is different. Each HDI certification exam consists of sixty-five (65) multiple-choice questions. Candidates will have seventy-five (75) minutes to complete the exam. The passing score for the certification exam is 80%. HDI Certified Instructors must achieve a 90% or better to qualify to facilitate HDI training courses. For candidates taking the certification exam on the HDI Online Learning Center, you will have twelve (12) weeks to take the exam before your IDs and passwords expire. For candidates taking the certification exam through the HDI Learning Center, if you do not pass the exam, there is a $99 fee to retake the exam; if the twelve weeks have expired, there is a $50 fee for a 30-day extension. HDI Problem Management II Official HDI Curriculum. Copyright 2014 Not HDI, for Version resale 1.0 or distribution.
Are Certification Exams Weighted? All HDI certification exams are weighted. The exam questions are classified according to the categories contained in the standards. The certification exam is designed to test the candidate s mastery of the knowledge in each category. The number of questions representing each category is determined by a preset weighting rubric. If you have limited time to study for the exam, consider focusing your review on the categories that have the highest weight percentage. The HDI Problem Management certification exam is weighted as follows: Category Weighting % 1.0 IT Service Management 5% 2.0 Service Restoration Overview 10% 3.0 Problem Management Overview 20% 4.0 Problem Management Activities 20% 5.0 Process Measurements 15% 6.0 Roles and Responsibilities 20% 7.0 Developing a Problem Management Road map 10% If you have any additional questions, please contact the HDI Customer Care Center at 800-248-5667 in the US or 00-1-719-268-0174 worldwide, or e-mail us at Support@ThinkHDI.com. HDI Problem Management Official HDI Curriculum. Not for resale or distribution. Copyright 2014 HDI, Version 1.0 III
More About HDI Practice Tests What is a Practice Test? Practice tests are a tool for learners to understand their knowledge of the HDI individual certification exam competencies. The practice test questions are representative of the type of questions asked on an HDI certification exam, but will not be the exact same questions. The practice test questions, while similar to the certification exam, have the goal of self-assessment of the individual competencies, and are not intended to provide a complete sample of all the types of questions that might be asked. Each question references a specific competency within the standard. Should the person miss the question, they know which competency to review. Each online practice test is 30 questions and must be completed in 35 minutes. Once you complete a practice test, you will know which questions you answered incorrectly and what competency within the HDI Standard you should review. You may take multiple online practice tests. Each online practice test is randomly generated from a pool of test questions. As a result of random generation, test questions may appear on multiple tests. What is the difference between the online practice test and the practice test in the appendix of the student courseware? Both the online practice tests and the hardcopy in the books are designed to help the student in the learning process. The practice test in the appendix of the book is 30 questions. Each time you take an online practice test 30 questions are randomly generated from the pool of practice test questions, which allows a more comprehensive assessment of the complete standard than what is available in the courseware appendix or published standard and self-study guide. The online practice test uses the same interface as the certification exam, which also allows the student to become familiar with the testing application. Students may take multiple online practice tests. Only one practice test is provided in the student courseware. HDI Problem Management IV Official HDI Curriculum. Copyright 2014 Not HDI, for Version resale 1.0 or distribution.
What is the difference between the practice test and the certification exam? There are separate pools of questions for the practice tests and the certification exams. Questions from the certification exam will not appear on the practice test. (Questions from the hardcopy appendix in the student courseware may appear on the online practice text.) Questions for both the online practice test and the certification exam are randomly generated. The certification exam is 65 questions and must be completed in 75 minutes. Each practice test is 30 questions and must be completed in 35 minutes. The practice test is designed as a learning and assessment tool. When a student completes the online practice test, they are told which questions they answered incorrectly and what competency within the HDI Standard they should review. The certification exam is an audit of the candidate s knowledge. When an individual completes the certification exam, they are presented with a pass/fail score and are informed how well they did in each category for the HDI Standard. They are not informed which question(s) they answered incorrectly. How are practice tests similar to certification exams? The practice test is designed to be similar in structure to the certification exam. They both use multiple choice questions based on the same criteria for testing. Each question is presented with four (4) potential answers, and only one correct answer. Both the online practice test and the certification exam utilize the same user interface, thus allowing the candidate a chance to become familiar with the testing system prior to taking the certification exam. Both are timed. If questions are not answered prior to the expiration of the timed test/exam, then the questions will be scored as incorrect when calculating the score. Both are meant to be taken from memory without notes, courseware, or other reference materials and both are based on the same HDI individual certification standard; not the training courseware. Questions are designed to test the candidates understanding and ability to apply the certification standard not their memorization of it. HDI Problem Management Official HDI Curriculum. Not for resale or distribution. Copyright 2014 HDI, Version 1.0 V
Is passing a practice test a good indicator that one will pass the certification exam? Passing a practice exam is a good indicator that the candidate understands the specific competencies presented; however, there are only 30 questions in the workbook sample which does not address the full range of the competencies. Passing multiple online practice tests is a demonstration that you are prepared to take the certification exam. Failing to pass a practice test is a good indicator that you are not ready to take the certification exam. The practice test question pool is separate from the certification exam question pool. The same questions do not exist in both pools. Questions in both pools are based on the same certification standard and written with the same style guidelines. There is no attempt to have a one to one correlation of questions to the same competencies within the two question pools. Some competencies may be covered in only one question pool; some competencies are addressed in both question pools. Candidates are advised to study the certification standard and courseware to prepare for a certification exam, and not rely on their ability to pass a 30 question practice test as the sole indicator of the probability of their future success on the certification exam. Why did HDI develop practice tests? HDI developed practices tests because some learners require additional resources to prepare for the certification exams and customers requested practice tests. HDI decided to satisfy this need directly and provide a practice test in the student courseware and an enhanced online practice test option. What about third party test preparation vendors? There are companies in the market that provide sample tests for various certifications. While some of these sites may be legitimate, some are known as test theft sites. They steal and publish actual test questions as preparation questions. Candidates are unaware that they may be cheating on their certification exam by using a questionable third party provider. These companies may also be using test questions that are not reflective of our current or most up to date certification standard. HDI recommends that candidates study from official HDI curriculum. HDI Problem Management VI Official HDI Curriculum. Copyright 2014 Not HDI, for Version resale 1.0 or distribution.
Practice Test coming soon. HDI Problem Management Official HDI Curriculum. Not for resale or distribution. Copyright 2014 HDI, Version 1.0 VII
Practice Test Answers 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. HDI Problem Management VIII Official HDI Curriculum. Copyright 2014 Not HDI, for Version resale 1.0 or distribution.