itSMF USA Problem Management Special Interest Group€¦ · Report on specific measurements of Problem Management performance Based on metrics that are important (i.e., tell the story)

© 2014 itSMF Problem Management SIG 1

itSMF USA Problem ManagementSpecial Interest Group

Problem Management MetricsModerator

Ted Gaughan

Speaker

John Clipp

PMO/SMO Director

Problem ManagementSIG President

Vice President

Speaker

David Ferguson

President / CEO

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About the Speakers:TED GAUGHANTed has over 30 years of experience in IT engineering, operations, program/project management andITSM, and is the B&D Consulting, Inc. Program Management Office / Service Management Office(PMO/SMO) Director and EAGLE II Program Manager. His certifications include PMP, IT Project+Professional, ISO/IEC 20000 Consultant, ITIL Expert, Process Design Engineer (CPDE) and TIPALead Assessor.

He leads IT service delivery programs/projects for B&D Consulting, Inc. core capabilities - systemsintegration and testing, cyber security and ITSM. Ted is co-author of “The Definitive Guide to ITService Metrics” (offered in the itSMF Thought Leadership Series) and the “Control AccountManager’s Handbook – An Earned Value Management Best Practice Reference.”

DAVID FERGUSONDavid Ferguson is the CEO and President of OakTree Enterprise Solutions, Inc., and is the founderand CEO of 5000fish, Inc., the software vendor behind Yurbi, an enterprise business intelligencesolution that is focused on the IT Service Management market. David holds a Bachelor of Science inEngineering degree from Duke University and a Master of Systems Engineering degree from VirginiaPolytechnic Institute and State University (Virginia Tech). Prior to founding OakTree and 5000fish,David worked for CA Technologies, Electronic Data Systems and Lockheed Martin and has extensiveexperience in the development of comprehensive measurement framework, reporting and dashboardsolutions.

Problem Management Metrics

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itSMF USA Problem ManagementSpecial Interest Group (SIG)

• Authorized on Feb 14, 2014

• Purpose• To promote Best Practice in Problem Management• Education, Collaboration, Participation

• Community

Problem Management SIG website: http://www.itsmfusa.org/members/group.aspx?id=132881

LinkedIn itSMF Problem Management SIG Group:http://www.linkedin.com/groups/itSMF-Problem-Management-Special-Interest-6525784/about

Follow us on Twitter at: @itSMFProbMgtSIGOr www.Twitter.com/itSMFProbMgtSIG

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http://www.itsmfusa.org/members/group.aspx?id=132881

http://www.linkedin.com/groups/itSMF-Problem-Management-Special-Interest-6525784/about

http://www.twitter.com/itSMFProbMgtSIG


Tentative Schedule:

July 15, 2014 - 2PM – 3PM US Eastern Daylight Saving TimeProblem Management and Root Cause Analysis

September 16, 2014 – 2PM – 3PM US Eastern Standard TimeAssessing Problem Management Maturity

November 18, 2014 – 2PM – 3PM US Eastern Standard TimeProblem Management Continual Service Improvement

January 20, 2015 - 2PM – 3PM US Eastern Standard TimeProblem Management and the KEDB

BrightTALK Presentations

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AGENDA:Part 1 – Problem Management Metrics

● Problem Management Overview● The Purpose of Problem Management Metrics ● Standard Problem Management Metrics ● Problem Management Reporting

Part 2 – Building a Reporting Framework● How you access and consolidate the data that’s required

for building reports and dashboards● The benefits and issues of accessing multiple databases for

consolidated reporting/dashboards (with some examples)● How do you make the data available to your stakeholders

and constituents


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Problem: The unknown cause of one or more Incidents.

Problem Management Objectives: ● Prevent problems and incidents ● Eliminate recurring incidents ● Reduce the number & minimize the impact of unpreventable incidents

How it is done:● Diagnosing the root cause● Determine resolution of problems● Document, maintain & report on information about problems

known errors workarounds resolutions

Problem Management Overview:


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The Purpose of Metrics - The Metrics Tree:


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Metrics based on Problem Management CSFs & KPIs

Utilize proper tools & calculations

Integrated into the Knowledge Base

Inputs for ITSM performance reporting

Combined, they tell a story from the customer’s perspective:● Increase understanding

Service components StakeholdersOther services

● Empower the audience The story helps improve decision making

The Purpose of Problem Management Metrics:


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The Purpose of Problem Management Metrics – Process Relationships:


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Problem Management metrics should help mature process activities to become proactive - resolving potential issues before they impact the business. Problem Management records known errors and provides a high-value knowledge base for Incident Management and other processes in the form of implemented problem resolutions and the KEDB.

Problem Management Metrics:


Number of open problems

Problem management backlog

Number of problems pending supplier action

Number of known errors added to the KEDB

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Metric: Number of open problemsDescription:All open problem tickets in the reporting periodCalculation: Number of open problem tickets in the Problem Management queue. Metric Purpose:CSF: Problem Management performance within the target service level(s). KPI: Number, percentage & trend of open problem tickets

Number, percentage & trend of problems opened in the past 30 daysNumber, percentage & trend of problems resolved in the past 30 days

Metric Story: This metric provides insight to the problem handling workload and performance, by priority & current status:

● Priority 1, 2, 3 ● Open (working) ● Pending (on hold) ● Queue backlog

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Metric: Problem management backlog

Description:This metric represents the number of problem tickets in the queue that are backlogged – Resolution / Workaround not completed within the target timeframes. Calculation: Number of problem tickets not closed within the target timeframe. Metric Purpose:CSF: Provide high-quality problem handling KPI: Number and trend of problem ticket backlog

Number & percentage of open problem tickets exceeding target resolution times

Metric Story: This backlog can be for a number of reasons: ● Volume of problems detected ● Pending changes ● System or service complexity● Supplier involvement ● Customer involvement or approval


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Metric: Number of problems pending supplier action

Description:This metric represents the number of problems pending supplier actions - RCA and/or Resolution. Calculation: Number & percentage of open problem tickets assigned to suppliers. Metric Purpose:CSF: Timely product support response from suppliersKPI: Number, percentage & aging of open problem tickets pending supplier actionsMetric Story: Supplier problem handling can be viewed from several perspectives:

● Type of product problem(s) detected ● Product customization for unique business needs● Product complexity & maturity ● Warranty status & support SLAs● Supplier priorities


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Metric: Number of known errors added to the KEDB

Description:This metric shows the growth & currency of the KEDB. Calculation: Number of problem workaround entries to the KEDB in the reporting period. Metric Purpose:CSF: Minimize business impacts of incidents that are not preventable.

Maintain the KEDB currency KPI: Number problem workarounds and updates entered into the KEDB in the

reporting period.Metric Story: Provides insight to Problem Management performance & support for

other processes that utilize the KEDB. ● Timeliness of KEDB entry relative to detecting the problem ● Actively working on RCA and/or problem resolution ● Reduced incidents (e.g., self-help) & incident durations


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Problem Management Reporting


Report on specific measurements of Problem Management performance Based on metrics that are important (i.e., tell the story) as proof of success In meeting the operational Key Performance Indicators In accordance with the tactical Critical Success Factors That contribute to the strategic Objectives, Goals & Mission of the business

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Identify Where Your Data Is Located: Understand the complete picture of all the data sources involved in the problem management process. ● Who owns it?● What is the format?● Where is it?● Frequency of change?

Take a 360 Degree View: Consider the value of more than simply the Problem Management tracking system● Incident and Change Management systems● Release and Deployment● Configuration Management● Availability Management● Many more

Building A Reporting Framework:


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Start Focused: Don’t start the process by trying to gather and collect every source of data, start small and strategic. ● Focus on Key Metrics?● Identify what data elements are needed for key metrics?

Test and Verify: Before investing time in building reports and dashboards, first manually collect samples of data and validate metrics.● Excel is your best friend● Validates the metrics and the sources of data● Works out calculation metrics● Objective: Refine metrics and bring clarity to what is really important



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Leverage Technology: After proving the concept in Excel the goal is to automate and scale the process. ● Invest in Dashboard and Reporting Technology

Key Considerations for Dashboard Technology:● Leverage Real-Time Access to Data sources (multi-source) Avoid replicated datamarts unless your size and scope demand it

● Leverage Web-Based Solutions● Look for solutions with mobile and tablet access● Consider complete solution cost

Infrastructure needed Report/Dashboard development and labor costs Training costs Software costs



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Why Leverage Dashboard Technology: After proving the concept in Microsoft Excel the goal is to automate and scale the process. ● Invest in Dashboard and Reporting Technology● Information should be real-time● Easily accessible● Dynamic and not static

Key Considerations for Dashboard Technology:● Leverage Real-Time Access to Data sources (multi-source)

Avoid replicated datamarts unless your size and scope demand it● Leverage Web-Based Solutions● Look for solutions with mobile and tablet access● Look for data-level security● Consider complete solution cost

Infrastructure needed Report/Dashboard development and labor costs Training costs Software costs



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Share with Stakeholders: Determine who needs access to what information and share. ● Everyone should be part of the process● Ensure security so stakeholders have need to know access only

Constant Improvement: The reporting process is never complete, continuous improvement is key.● Seek feedback from stakeholders on improvements● Must stay ahead of data element changes● Metrics change over time● Less is more, focus on the metrics which “move the needle”



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Example Dashboard:


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© 2014 itSMF Problem Management SIG

A definitive guide to IT Service Management Metrics based on ITIL® and other service management frameworks and standards – Place your order at:

http://www.itsmfusa-online-store.com/p-35-the-definitive-guide-to-it-service-metrics.aspx


Register for a Free 12-month subscription for a 2-named user license to the Yurbi AnyDB Business Intelligence Tool – Register at:

http://www.technolava.com/go/yurbi-registration

Register Now – Offer Expires July 15, 2014

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http://www.itsmfusa-online-store.com/p-35-the-definitive-guide-to-it-service-metrics.aspx

http://www.technolava.com/go/yurbi-registration

© 2014 itSMF Problem Management SIG

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Documents

itSMF USA Problem Management Special Interest Group€¦ · Report on specific measurements of Problem Management performance Based on metrics that are important (i.e., tell the story)