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Chapter 7 ■ Service Operations Event Management Start Supplier / Partner Major Incidents Step1: Problem Detection Analysis / Trending Step2: Problem Logging Step3: Problem Categorization Step4: Problem Prioritization Step5: Problem Investigation and Diagnosis Step6: Problem Resolution Step7: Problem Closure End Figure 7-5. Problem management lifecycle 183
Chapter 7 ■ Service Operations In the problem management process lifecycle, I have used seven steps to achieve the objectives. I will explain each of the steps in the following sections. 7.5.4.5.1 Step 1: Problem Detection As with the incident management process, problems need to be detected for the process to be triggered. A problem can be identified from any source; it can come as an action item from the customer, a threat notification from regulatory departments, or loopholes identified by hackers. In the problem management lifecycle, I have considered the most common triggers for a problem. Remember that the triggers need to be identified beforehand to ensure that the process is well controlled and does not spiral into directions that were not factored in. 7.5.4.5.1.1 Event Management These days, event management tools play a large role in keeping a finger on the pulse and to standardize monitoring and capture events that are of significance to IT service management. I discussed the application of event management tools in the incident management process. In a similar vein, these tools can be programmed to detect problems as well. For example, if a server being monitored goes down, an incident ticket is raised. Suppose the same server alternates between being offline and online at a preconceived number of times. The tools can then be programmed to raise a problem ticket for the problem manager to start investigation-related activities. That being said, it is rare to see the event management tools used to raise problem tickets. I have seen such instances with a handful of implementations. To program problems on the automation solutions requires a certain amount of maturity for the service management organization to design, execute, and control. 7.5.4.5.1.2 Major Incidents The most common source for triggering problems are major incidents. It is a common sighting in the process world to see major incidents tagged to problem investigations. Normally, toward the resolution of a major incident, a problem ticket gets created by the incident manager. While the major incident resolution brings logical closure to the major incident management process, it also gives rise to the problem management process to initiate investigations. This is a good practice as major incidents can cause massive damage to clients, financial, productivity, brand image, among others. It is in the interests of all stakeholders that a problem investigation is performed for the major incident to identify the loopholes and come up with a preventive measure to ensure such outages do not happen in the future. 7.5.4.5.1.3 Partners/Suppliers We live in a world where no single IT service provider organization can afford to provide all IT services. There is a need for having suppliers. I discussed this in Chapter 5. Suppliers handle specific areas in the delivery of IT services. Let’s say that a particular 184
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Become ITIL Foundation Certified in
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Become ITIL Foundation Certified in
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Contents at a Glance About the Auth
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■ Contents 1.8 Internal and Exter
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■ Contents ■Chapter ■ 4: Serv
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■ Contents 6.4 Service Transition
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■ Contents ■Chapter ■ 9: ITIL
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About the Technical Reviewer Sumit
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Preface When my first book, Communi
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CHAPTER 1 Service Management as a P
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Chapter 1 ■ Service Management as
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1.9.1.2 Process Deliver Specific Re
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Chapter 2 ■ Generic Concepts Chap
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Chapter 2 ■ Generic Concepts Tabl
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Chapter 2 ■ Generic Concepts 2.1.
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Chapter 2 ■ Generic Concepts 2.2.
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Chapter 2 ■ Generic Concepts ENAB
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Chapter 2 ■ Generic Concepts Figu
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CHAPTER 3 ITIL Service Lifecycle Th
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Chapter 3 ■ ITIL Service Lifecycl
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3.2 ITIL Roles Chapter 3 ■ ITIL S
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3.2.6 Generic Role: Process Practit
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CHAPTER 4 Service Strategy A strate
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4.1.4 Patterns Chapter 4 ■ Servic
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Chapter 4 ■ Service Strategy Serv
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Chapter 4 ■ Service Strategy Figu
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4.6.1.2 Risk Analysis Chapter 4 ■
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Chapter 4 ■ Service Strategy know
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4.8.1.1.3 Retired Services Chapter
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Chapter 4 ■ Service Strategy that
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Chapter 4 ■ Service Strategy 2. V
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Chapter 5 ■ Service Design Some e
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Chapter 5 ■ Service Design 5.4 Fo
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Chapter 5 ■ Service Design 4. Pro
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Chapter 5 ■ Service Design • Se
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Chapter 5 ■ Service Design To sta
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Chapter 5 ■ Service Design 5.7.1.
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Chapter 5 ■ Service Design Jan Fe
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Chapter 5 ■ Service Design Think
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Chapter 5 ■ Service Design To sta
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Chapter 5 ■ Service Design Polici
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Chapter 5 ■ Service Design Tradit
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Chapter 5 ■ Service Design Unlike
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Chapter 5 ■ Service Design 5.7.5
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Chapter 5 ■ Service Design For ex
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Chapter 5 ■ Service Design Anyway
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Chapter 5 ■ Service Design busine
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Chapter 5 ■ Service Design 3. Agr
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Chapter 5 ■ Service Design When d
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Chapter 5 ■ Service Design 7. If
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CHAPTER 6 Service Transition Transi
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Chapter 6 ■ Service Transition
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Chapter 6 ■ Service Transition
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6.4.1.3 Types of Change Requests Ch
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Chapter 6 ■ Service Transition Cr
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Chapter 6 ■ Service Transition It
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6.4.1.7.1 Create a Request for Chan
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6.4.1.7.7 Review and Change Closure
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Chapter 9 ■ ITIL Foundation Exam
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Index A Access management and info
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■ INDEX definition, 108 objective
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■ INDEX J JAVA team, 190 K Key
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■ INDEX Service catalog managemen
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■ INDEX OR gate, 19 parts, 20 per
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