fusion14 session 202 problem management - making it work for your organization
TRANSCRIPT
Copyright ©2014 JPCGroup Problem Management:Making it Work in Your Organization
Problem Management Making it Work for Your Organization
Fusion 2014
John Custy JPC Group
Copyright ©2014 JPCGroup Problem Management:Making it Work in Your Organization
WHY Problem Management– Provide the foundation for:– Critical thinking– Common language– Decreasing time to resolution– Decrease Downtime– Reduce costs and increase IT value
• Key roles necessary for Problem Management• Techniques/Methodologies for Problem Management
– Results– Increase Business value of IT Services
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Copyright ©2014 JPCGroup Problem Management:Making it Work in Your Organization
John Custy - JPC [email protected]
Service Management Practitioner, Consultant and Educator
ITIL Expert & ITIL Service ManagerITIL Intermediate – SS, SD, ST, SO, CSI, OSA, SOA, PPO, RCVITIL Practitioner – IPAD, IPPI, IPRCKT Certified InstructorISO/IEC 20000 ConsultantITSM Consultant/Manager based on ISO/IEC 20000ISFS, ISMAS based on ISO/IEC 27002HDI Faculty & Certified InstructorKCS v4 verified Consultant Distinguished Professional in IT Services Management
John Custy
john.custy
ITSMNinja
johncusty
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PROBLEM MANAGEMENTCurrent state and challenges
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??
??
Today
Source: KT/ITpreneurs
Everyone Does it Their Own Way…
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?
Outcome
Source: KT/ITpreneurs
This doesn’t work well for teams. Result = significant rework for each escalation/transfers
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*Chart represents week 1 2007 through week 12 2008
Linear toa teamof 16
OutcomeExtended resolution …
Source: KT/ITpreneurs
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Copyright ©2014 JPCGroup Problem Management:Making it Work in Your Organization
Agenda
• Why Do Problem Management – Purpose, Objectives, Goals– Concepts– Challenges– Roles– Metrics
• Problem Management Techniques• Problem Management Benefits
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Copyright ©2014 JPCGroup Problem Management:Making it Work in Your Organization
Two Fundamental Thinking Modes
Based on the research and book “Thinking, Fast and Slow” by the Nobel-prize winning psychologist Daniel Kahneman the brain has two fundamental thinking modes: System 1: “Automatic System” informed by knowledge
and experience System 2: “Effortful System” used to consciously think
through an issue in a systematic way
Which mode do you typically use?
Source: KT/ITpreneurs
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Copyright ©2014 JPCGroup Problem Management:Making it Work in Your Organization
The answer is …
2 x 2 =What thinking mode did you use?
38 x 38 = What thinking mode did you use?
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Copyright ©2014 JPCGroup Problem Management:Making it Work in Your Organization
When to use each approach
System 1 is best to use:The issue is simpleI have seen an issue like this many times beforeThe cost of being wrong is low and the consequences are acceptable
System 2 is best to use: The issue is complex I have not seen an issue like this before The cost of being wrong is high and the consequences unacceptable Time for repeated System 1 thinking is over Number of trial fixes, people involved or elapsed time
Source: KT/ITpreneurs
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Copyright ©2014 JPCGroup Problem Management:Making it Work in Your Organization
Problem Management
Purpose: Eliminate recurring incidents and minimize the effect of
incidents that cannot be eliminated
Objective: Prevent problems and related incidents from happening Eliminate recurring incidents Minimize the impact of incidents that cannot be prevented
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Copyright ©2014 JPCGroup Problem Management:Making it Work in Your Organization
Problem ManagementGoal: Diagnose the root cause of incidents and the resolution to
the problem
Ensure that the resolution is implemented through the appropriate control processes (change and release management) Maintain information about problems and workarounds Interface with knowledge management
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Problem Management Key Concepts
Problem
Problem
}}
Incidents
Incident
Known Error
}
Request for Change
Why is this important?
Your service management tooling must support these relationships.
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Copyright ©2014 JPCGroup Problem Management:Making it Work in Your Organization
Problem Management Challenges
Understand the difference between Incident Management & Problem Management Fixing the issue permanently is typically a task for
problem management. Management needs to prioritize Problem
Management activities, not each analyst/technician. Business justification is necessary for prioritizing
problems
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Copyright ©2014 JPCGroup Problem Management:Making it Work in Your Organization
What Do We Really Need to Know?
What solutions are on the table?
Specify objectives
What´s going on? List issues and actions
What are risks / opportunities?
Determine preventive and contingent actions
Why did it happen?Collect facts to find cause
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The Situation
GrainStorage
Dairy
Farmhouse
Usual routeof chicken
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Copyright ©2014 JPCGroup Problem Management:Making it Work in Your Organization
What is Going On?
Customer Issues, Priorities, Impact.What When Where
Action Needed Due Done Who
Chicken crossing road daily
Prevent Chicken crossing
Find out why chicken crosses the road
Journalist sniffingaround
Keep him off the farm
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Possible Solutions
Objectives Solution Must Meet Alternatives Best
Fit? Due Who
Choose best way to keep poultry safe
New fencingLock chicken in coop
How to manage the story best
Minimize disruption to grain operation
Find the answer to the mystery
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Why Did this Happened -Potential Causes
Diagnosis Data We Have Data We Want Due Done Who
One chicken (Rhode Is Red) List events happening only on weekdays around 10am
Not guinea fowl, ducks, geese.
Going across road, not to grain store, farmhouse.
Weekdays at 10am, not earlieror later. Last 4 months, not 14 months before.
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Risks and Opportunities
Risks and Opportunities list
Preventive and Contingent Actions Due Done Who
Story in papers causes intrusions on farm
News satellite trucks block access for farm vehicles
Place tractors in lane to prevent large vehicle access
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KT Restore Dashboard
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PROBLEM MANAGEMENT TECHNIQUES
THERE ARE PROVEN PROBLEM ANALYSIS TECHNIQUES THAT HAVE SHOWN TO DELIVERY
POSITIVE RESULTS:
BRAINSTORMINGPAIN VALUE ANALYSIS
CHRONOLOGICAL ANALYSISISHIKAWA DIAGRAMS (FISHBONE DIAGRAMS)
PARETO ANALYSISKEPNER-TREGOE
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Copyright ©2014 JPCGroup Problem Management:Making it Work in Your Organization
Problem Management Techniques
Brainstorming The most common type of problem analysis Relevant experts meet together (physically or virtually) Identify their ideas on the potential cause of the problem Sessions can be very constructive Sessions can also be time consuming. Sessions should be structured with a moderator
– Documents the session – Identifies actions– Follow-up items listed and assignments
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Copyright ©2014 JPCGroup Problem Management:Making it Work in Your Organization
Problem Management Techniques
Pain Value Analysis• This analysis is used when attempting to understand the impact of
incident(s)/problem(s) on the business. E.g., an analysis is performed to understand the level of pain caused by the incidents/problems. It is possible to design a formula to measure the level of pain (thus assisting prioritization) using variables: Number of users affected Length of downtime Timing of the downtime Cost to the business (user time, lost sales, penalties, etc.)
• The investigation may also turn up information helpful to the diagnosis , assessment and ultimate correction of the problem as well.
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Copyright ©2014 JPCGroup Problem Management:Making it Work in Your Organization
Problem Management Techniques
Chronological AnalysisBuilds a timeline of what happened when (from event and/or incident data). The timeline can then be used to identify cause and effect events and validate assumptions not supported by the events. The expanded incident lifecycle can assist in developing the chronological analysis.
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Copyright ©2014 JPCGroup Problem Management:Making it Work in Your Organization
Problem Management Techniques
Ishikawa
A graphical technique that helps identify all possible causes of an effect, such as a problem. This technique was developed by Kaoru Ishikawa and is often called an Ishikawa diagram. Because the final output often looks like a fish, it is also sometimes called a “fishbone” diagram. It is also referred to as a Cause and Effect diagram.
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Copyright ©2014 JPCGroup Problem Management:Making it Work in Your Organization
Problem Management Techniques
Main CauseMain Cause
Main CauseMain Cause
Level 1 Causes Level 1 Causes
Problem to be resolved (effect)
Level 2 Causes
Level 2 Causes
Level 2 CausesLevel 2 Causes
Level 2 Causes
Level 2 Causes
Level 1 CausesLevel 1 Causes
Copyright ©2014 JPCGroup Problem Management:Making it Work in Your Organization
Problem Management Techniques
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Copyright ©2014 JPCGroup Problem Management:Making it Work in Your Organization
Problem Management TechniquesPareto AnalysisA statistical approach to problem solving that is oriented to focusing on the potential issues causing the greatest effect. 1. Build a table showing potential causes2. Sort the rows by importance (descending) 3. Plot causes (X axis) and Cumulative % (Y axis) and draw line connecting
the points (curve)4. Plot bar graph with causes on X axis5. Draw line @ 80% of Y axis (parallel to X axis)6. Where line & curve intersect drop line to X axis7. Important causes to the left, trivial to the right
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Copyright ©2014 JPCGroup Problem Management:Making it Work in Your Organization
Problem Management Techniques
0%
20%
40%
60%
80%
100%
120%
0%
5%
10%
15%
20%
25%
30%
35%
40%
Cumulative % % of Errors
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Copyright ©2014 JPCGroup Problem Management:Making it Work in Your Organization
Problem Management Techniques
Kepner-Tregoe (KT) Analysis (http://www.tregoe.org) This is a rational model that is well respected in business management circles.
An important aspect of Kepner Tregoe decision making is the assessment and prioritizing of risk.
KT is not to find a perfect solution but rather the best possible choice, based on actually achieving the outcome with minimal negative consequences.
There are four basic steps when decision making Kepner Tregoe style: Situation appraisal - is used to clarify the situation, outline concerns and choose
a direction Problem analysis - here the problem is defined and it's root cause determined Decision analysis - alternatives are identified and a risk analysis done for each Potential problem analysis - the best of the alternatives is further scrutinized
against potential problems and negative consequences and actions are proposed to minimize the risk.
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Kepner-Tregoe Model
3. Decision Analysis: To select best fix.Effective Decision Making
2. Problem Analysis:To find root cause.Problem Management
4. Potential Problem Analysis:To avoid future problems.Risk Analysis
1. Situation Appraisal:To clarify and prioritize situation.Plan Issue Resolution
Source: Kepner-Tregoe
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Not a newprocess, justa better wayof doingthe existingprocessesbetter.
Source: Kepner-Tregoe
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Copyright ©2014 JPCGroup Problem Management:Making it Work in Your Organization
Source: Kepner-Tregoe
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Source: Kepner-Tregoe
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Copyright ©2014 JPCGroup Problem Management:Making it Work in Your Organization
Problem Management - Benefits
Increased service quality Reduction in the number of incidents and problems Permanent solutions Better Workarounds, improved workarounds Learning from historical data Higher first level resolution rateHigher technical awareness within the IT organization Better decisions, more informed decisions
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Copyright ©2014 JPCGroup Problem Management:Making it Work in Your Organization
Successful Problem Solving ApproachQuality x Adoption = Results
Problem SolvingSkill Transfer
(training needed)
Coaching+
Alignment of:Processes and Triggers
Expectations > Consequences > FeedbackMeasurement
Documentation and Knowledge Creation (software)Role modeling (leadership)
Resolution/Restoration time
Cost per Incident/ProblemCustomer Sat
Source: KT/ITpreneurs
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Copyright ©2014 JPCGroup Problem Management:Making it Work in Your Organization
Value of Problem Management
Improved productivity of customers due to improvement in service availability Reduction in downtime for customers due to
increased IT service availability Decreased IT (support) costs due to
elimination/reduction of on recurring incidents
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QUESTIONS?
Thank you for attending this session. Don’t forget to complete the evaluation!
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