The Goal of Problem Management

This definition of the goal of Problem Management is taken from the ITIL® Service Support publication:

The goal of Problem Management is to minimise the adverse impact of Incidents and Problems on the business.

That are caused by errors within the IT Infrastructure, and to prevent recurrence of Incidents related to these errors. In order to achieve this goal, Problem Management seeks to get to the root cause of Incidents and then initiate actions to improve or correct the situation

Proactive Problem Management

Proactive problem management seeks to inoculate IT systems against problems. The proactive approach identifies potential problems before they emerge.

Trend analysis - This is the process of examining problem and incident reports to discover what types of problems are happening more frequently. Trend analysis of existing problems and incidents can reveal where similar problems may occur in other places within the infrastructure. It can also show that repeated failures have not been adequately resolved and are likely to continue to happen.

Targeting preventative action - This process applies the same techniques used in reactive problem management to a select few potential problems with a high degree of business impact. Targeting preventative action may include creating RFCs, training users and service desk team members, or recommending procedural changes within the IT department.

Proactive Problem Management Design

Minimise disruption of the normal service levels

Monitor and analyse the Problem Environment

Provide information for developing proactive measures to improve overall service quality

Proactive Problem Management Design

The identification and flagging of “fragile” components. Completed by analysis of incidents, problems and known errors

Risk assessment and mitigation of the potential and prevention of errors in any one system reoccurring in other systems

The identification of any other trends i.e, a gradual increase in problematic changes from one area of the environment

Lower the ratio of immediate (reactive) support efforts

Value to the Business

Quality Service Delivery

• Costs to the business

• Impact on the Customers

• Volume, duration and cost of the Incidents

• Cost of Implementation of Fix

• Chance of success

Critical Success Factors (CSFs)

Targets:

Service quality excellence and improvementLowered impact of Incidents and ProblemsReduction of user cost associated with Incidents and Problems.

Improvements in Service Quality

Reduce and eliminate repeat occurrence of Incidents and ProblemsReduce number of Incidents and Problems affecting service to CustomersMeasurably reduce the occurrence of Known Incidents (KIs) and ProblemsReduce or eliminate delays in production of management reportsImproved response to business and normal service disruption caused by Incidents and Problems.

Key Performance Indicators (KPIs)

Reduce average time to resolve Problems

Reduce time to implement fixes to Known Errors

Reduce time to diagnose Problems

Reduce the average number of undiagnosed Problems

Reduce the average backlog of 'open' Problems and errors.

Reduction of Incidents

Reduce impact of Incidents/Problems on User

Reduction in Business Services disruption caused by Incidents and Problems

Reduce the number of Incidents/Problems escalated, due to missed resolution targets (SLAs)

Increase the number and quality of proactive Changes requested by Problem Management, particularly from Major Incident and Problem reviews

Risk & Issues Steps

Risk & Issues Steps

Level 1 – PrerequisitesAre at least some problem management activities established in the environmenti.e., problem determination, problem analysis, problem resolution?Are problem management activities assigned to specific individuals or functional areas?Are potential problems formally assessed and identified prior to disruption occurring?

Level 1.5 – Management IntentIs there management commitment to support staff allocating sufficient time for structural problem solving activities?Is there management support for problem management staff only accepting support requests from authorized sources?

Level 2 – Process CapabilitiesIs there a procedure by which potential problems are classified, in terms of category, urgency, priority and impact and assigned for investigation?

Level 3 – Internal IntegrationAre requests for change raised on the basis of problem analysis?Do problem management reports comment on the results of proactive problem management?

Risk & Issues Steps

Level 3.5 – Quality Control

Does the environment set and review either targets or objectives for Problem Management?

Does the environment use suitable tools to support the problem management process?

Level 4 – Management Information

Does Problem Management provide management with information concerning recurring problems of a particular type or with an individual item?

Does Problem Management provide management with information concerning analysis of problem records?

Does Problem Management provide management with information concerning the need for more customer training or better documentation?

Does Problem Management provide management with information concerning trends in problem distribution and potential 'hot' spots?

Risk & Issues Steps

Level 4.5 - Interactions with other SM process:

Does PM exchange information with Configuration Management regarding the quality of configuration records, highlighting any issues, and the potential flagging of items as 'failed' (or equivalent)?

Does PM exchange information with Change Management regarding the details ofany changes to resolve problems or on emergency actions undertaken?

Does PM exchange information with Incident Management for identification ofsignificant incidents or multiple incidents exhibiting common symptoms in order toidentify problems?

Does PM exchange information with Availability Management for detection andavoidance of problems and incidents?

Risk & Issues Steps

Level 4.5 - Interactions with other SM process

Does PM exchange information with Release Management (if applicable)regarding current CIs and for possible association of problems with specific CIs?

Does PM exchange information with Capacity Management for potentialimplications of planning options, and the likely effect on problem trends?

Level 5 – Customer Interface

Are you actively monitoring trends in customer satisfaction?

Are you monitoring the customer's value perception of the services provided to them?

Thank you for your time

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