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Chapter 7 ■ Service Operations supplier provides networks, a supplier provides infrastructure, and a supplier manages applications. These suppliers would be the best sources for identifying problems in their respective areas, rather than a third party trying to identify a problem. Suppliers are one of the main triggers or sources of detecting problems. Suppliers are also referred to as partners to make them accountable for the overall delivery of IT services. 7.5.4.5.1.4 Analysis/Trending I briefly touched on pro-active problem management earlier in this chapter. Pro-active problem management’s objective is to forecast future problems and stop them from happening. In the movie Minority Report, the aim of the main crime fighting organization was to stop crimes before they actually took place. This concept of problem management is similar to the movie theme. How do you forecast what is going to happen in the future? We don’t a crystal ball in IT nor do we have precogs as in the movie. But what we possess are historical data. These data can be dissected and when cross-sections are analyzed, we can see future problems. One of the techniques of doing pro-active problem management is to trend the incidents, or the common root causes of incidents. This will provide insight on what is generally going wrong. If we can concentrate our cognitive powers to these frequent occurrences and devise a way to fix them permanently, eureka, we can reduce recurring incidents. Along with this, we have reduced the incident count, potential outages, penalties, and brand image scarring, among others. Another technique is use of the Pareto principle, where we identify the top 20% of the causes, which normally would be responsible for 80% of the incidents, and find a permanent solution for the identified incidents. If you could do this, you would reduce the incident count by 80%. 7.5.4.5.2 Step 2: Problem Logging Problems that are detected need to be documented in a formal way to ensure that the problem goes through all the steps in its lifecycle. Every problem ticket is likely to have all or a subset of these attributes: • Problem number (unique) • User details • Problem summary • Problem description • Problem category • Problem priority • Incident reference number(s) • Investigation details • Resolution/recovery details 185
Chapter 7 ■ Service Operations 7.5.4.5.2.1 Event Management Most event management tools today have the capability to autolog problems on the ITSM tool. If this capability is not available, the tool will raise alerts in the form of e-mails to the service desk function. 7.5.4.5.2.2 Major Incidents Problems are logged by the incident manager or the service desk function, generally toward the end of incident resolution. 7.5.4.5.2.3 Partners/Suppliers Suppliers or partners who identify problems either log problem tickets on their own or provide necessary input to the service desk function or the problem manager. 7.5.4.5.2.4 Analysis/Trending Problem managers who perform the analysis activities raise the problem ticket based on their findings. 7.5.4.5.3 Step 3: Problem Categorization All problems have to be categorized similar to incidents. Categorization will help in assigning the problem tickets to the right resolver groups and in reporting. 7.5.4.5.4 Step 4: Problem Prioritization Some problems are more important than others. They need to be worked with more focus than others. How do you differentiate one problem from another? Through assigned priorities. This exercise is similar to that used for incidents. Similar to the incident priority matrix, a problem priority matrix exists, and a timeline is associated with it to set targets for investigation and resolution. However, in the service industry, problem timelines are not strictly adhered to because incidents, as with investigations, tend to take longer than expected in cases of complex problems. Generally there will not be the resources assigned to problem management specifically, but rather this will be shared with incidents and changes. When an incident comes up during at the same time as a problem, the incident always takes priority, and resources will always fall short of the time needed to investigate problems and come up with a permanent solution. 7.5.4.5.5 Step 5: Problem Investigation and Diagnosis Problem investigation and diagnosis starts with identifying the root cause of the problem. Getting to the root cause of the problem is the biggest challenge in this exercise. An RCA is the output of this step, and it involves various RCA techniques that are employed in getting to the root cause. Five why analysis, Ishikawa diagram, Pareto analysis, affinity 186
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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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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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