Fusion14 session 202 problem management - making it work for your organization

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

[email protected]

mailto:[email protected]


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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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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Presenter

Presentation Notes

Intuition = Recognition Extremely important in the first few moments of an Incident or Major Incident

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Outcome


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 …


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Agenda

• Why Do Problem Management – Purpose, Objectives, Goals– Concepts– Challenges– Roles– Metrics

• Problem Management Techniques• Problem Management Benefits

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Presenter

Presentation Notes

How many have a Problem Management process today? How many are doing Root Cause analysis? Is Root Cause scheduled? Planned by Management? Is Problem Management achieving its goals?


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?


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http://books.google.nl/books?id=oV1tXT3HigoC&printsec=frontcover&dq=thinking+fast+and+slow&hl=en&sa=X&ei=SujRUeOfMIbbswbH54HIAQ&ved=0CD8Q6AEwAQ

http://books.google.nl/books?id=oV1tXT3HigoC&printsec=frontcover&dq=thinking+fast+and+slow&hl=en&sa=X&ei=SujRUeOfMIbbswbH54HIAQ&ved=0CD8Q6AEwAQ


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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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


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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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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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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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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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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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Presenter

Presentation Notes

Problem Management techniques are traditionally sourced from manufacturing …. Performing investigation and diagnosis in an unstructured way is very time consuming and expensive.


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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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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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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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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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



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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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0%

20%

40%

60%

80%

100%

120%

0%

5%

10%

15%

20%

25%

30%

35%

40%

Cumulative % % of Errors

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Presenter

Presentation Notes

Build a table listing the potential causes and their frequency percentage Sort the rows in decreasing order of importance (by percentage) of the potential causes with the highest percentage at the top Add a cumulative percentage column to the table Plot the causes on the x axis and the cumulative percentage on the y axis Join the points plotted to form a curve Plot (on the same graph) a bar graph with causes on the x axis and percent frequency on the y axis Draw a line at 80% on the y axis parallel to the x axis. When the line intersects with the curve, drop it at a 90 degree angle to meet the x axis. The important causes are to the left of the line and the trivial causes are to the right of the line.



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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Presenter

Presentation Notes

Kepner Tregoe decision making is a structured methodology for gathering information and prioritizing and evaluating it. It was developed by Charles H. Kepner and Benjamin B. Tregoe in the 1960s. Proprietary, 11 sets/pairs (22) questions It is marketed as a way to make unbiased decisions in that it is said to limit conscious and unconscious biases that draw attention away from the outcome. And Kepner Tregoe decision making is not considered to be how humans naturally do their decision making...

http://www.decision-making-confidence.com/rational-decision-making-models.html

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.


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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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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


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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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Technology

Fusion14 session 202 problem management - making it work for your organization