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Chapter 7 ■ Service Operations mapping, and hypothesis testing are the popular techniques used for RCA. A discussion about these techniques is outside the scope of the ITIL Foundation examination and hence this book. To conduct a thorough investigation into a problem, suitable resources, referred to as problem analysts, must be assigned. They are technical experts who have the expertise to delve deeper into the cause of the problem. They will be aided by the KMDB and the CMS. The known error database (KEDB) will also be referenced to identify whether similar problems had occurred in the past and if so what resolution steps were undertaken. In most cases, the problem analyst tries to re-create the problem to identify the root cause. After identifying the root cause, problem resolutions are developed, preferentially economical resolutions. 7.5.4.5.6 Step 6: Problem Resolution In the previous step, the root cause of the problem is identified and a solution is developed to mitigate the problem. The solution can either be a permanent solution, which is preferable, or a workaround. You should also be aware that the solution implementation may come at a cost. The client might have to invest some capital into resolving problems, maybe adding extra infrastructure, procuring applications, developing connectors between applications, and leasing more bandwidth, among others. So financial approval from the sponsors will always precede the problem resolution activity. The financial approval will be based on the business case that the service provider develops and the return on investment that the resolution brings to the table. For example, if a particular resolution costs $1 million and can improve the client productivity by 10%, the client might be tempted to approve it. On the other hand, for the same $1 million, if the return on investment cannot be quantified, it may not get the nod. Implementation activities will be carried out through the change management process. Resolution can also come in the form of a workaround. I discussed workarounds earlier in this chapter. Workarounds too will face the music from the change management process. At the end of the resolution activity, KEDB will get updated. If a permanent solution is implemented, the KEDB record will be archived. If a workaround is implemented, the KEDB record will be updated with the necessary workaround details. In a workaround implementation, it is a good practice to keep the problem record open. 7.5.4.5.7 Step 7: Problem Closure When a permanent solution is implemented, the problem record needs to be updated with the historical data (of the problem), resolution details, change details, and then closed with the appropriate status. If a workaround is implemented, keep the problem record open in an appropriate status to indicate that the problem is temporarily fixed using a workaround. The problem manager is generally responsible for closing all problem records. 187
Chapter 7 ■ Service Operations 7.5.4.6 Problem Management Interfaces Problem management interfaces with a number of processes across the IT service lifecycle. The most commonly used interfaces are discussed in the sections that follow. 7.5.4.6.1 Incident Management Incidents and problems share the closest interface as unresolved incidents due to an unknown root cause lead to problems. Moreover, recurring incidents also come under the scope of the problem management process. When problems are resolved, leading to an implementation of a permanent solution, the incident count comes down. 7.5.4.6.2 Change Management Change management also plays an important part in interfacing with the problem management process during the solution implementation. All permanent solutions and workarounds that are identified in the problem management process go through the change management process before implementation. A request for change is raised by the problem management process to trigger the change management process for implementing solutions. Change management keeps track of all changes that were implemented for solving problems and reports back to the problem management process, especially during anomalies. When changes fail, an investigation is conducted to identify the reasons for the change failure. This investigation is performed by the problem management process. 7.5.4.6.3 Release and Deployment Management The problem management process can be employed to identify problems arising from deployment activities. The release and deployment management process is a direct beneficiary of the problem management’s investigation and permanent solution. 7.5.4.6.4 Service Asset and Configuration Management The CMS is the foundation for all processes to carry out their activities accurately and effectively. Problem management also leverages the CMS to identify faulty CIs and use these relationships to arrive at the underlying root cause of incidents. 7.5.4.6.5 Seven-Step Improvement Process The seven-step improvement process is a part of the continual service improvement (CSI) lifecycle phase, which will be discussed in Chapter 8. The process uses the existing incidents and problems to identify service improvements. 188
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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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