5 forces incident problem mgmt-presentation
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The document discusses the incident and problem management processes within IT service management, emphasizing the differences and objectives of both areas. It presents findings from a questionnaire about the importance of various objectives and offers suggestions for enhancing incident management efficiency, including automatic ticket creation and prioritization based on urgency and impact. Additionally, it outlines proposed implementation strategies for creating a more structured problem management process that engages employees while monitoring performance through key performance indicators (KPIs).
5 forces incident problem mgmt-presentation
- 1. Scenario 5: Incident and Problem Management Business Process Management and Modelling A.Y. 2015/16 Group: 5 Forces Selin Akkaya Isacco G. Bombelli Monica Gallerani Guidetti Denis Karaman Anna Sadokhina
- 2. Agenda 2 Introduction and the Itil v3 Framework • Incident vs. Problem • Incident management vs. problem management Incident management IT in Leroy Merlin • Questionnaire • Analysis on the current Incident Process Flow • Way of prioritizing incidents New Problem Management for LM • Objectives of Problem management • The process from scratch • Integration Interfaces Implementation • 3 scenarios on how to deal with implementation
- 3. Problem management • Incident management deals with the resolution of an incident which has caused a service interruction • Problem Management copes with the analysis of the infrastructure and uses all the information to identify and understand the causes which determined the occurrence of an incident. • Incident management indeed does not want to understand and solve the problem underlying the dysfunction, but its aim is to solve the dysfunction as quickly as possible. • A known error is the known cause of an incident for which a workaround also exists → The Problem Management is based on the assumption that incidents may be linked among each other and the causes underlying them may be not so evident to spot Problem Known Error Request of Change Error Elimination 3Source: A. Teti, Management dei servizi IT
- 4. Questionnaire on the Objectives of LM 4 SPEED RESPONSE TIME TRANSPARENCY QUALITY Objectives We asked LM to prioritize these objectives with reference to their importance for the Incident and Problem Management and to rank them (scale 1-7) SPEED: time required to find a solution → 7 QUALITY: the solution is sustainable → 6 RESPONSE TIME: time required to inform the employee that the ticket has been processed → 5 TRANSPARENCY: who deals with a dysfunction has to know who would be responsible to solve it → 7 According to our findings we are now going to present some possible suggestions to improve the Incident Management and to build an effective Problem Management process
- 5. Agenda Administration and Stakeholders Configuration: System Selection Implementation Test and Deployment Evaluation: Process Mining Business Analysis Monitoring Design: Business Process Identification and Modelling Analysis: Validation Simulation Verification Enactment: Operation Monitoring Maintenance 5 Source: M. Weske, Business Process Management
- 6. Agenda Administration and Stakeholders Configuration: System Selection Implementation Test and Deployment Evaluation: Process Mining Business Analysis Monitoring Design: Business Process Identification and Modelling Analysis: Validation Simulation Verification Enactment: Operation Monitoring Maintenance Evaluation Design & Analysis Configuration Enactment Evaluation 6
- 7. Incident Management: Actual Process
- 8. 1° Improvement: let’s start automatically • Nowadays incidents pointed out automatically only for the Financial Department • If all departments could create tickets automatically the process will improve its efficiency • This is consistent with an increasing level of employees empowerment • In case of urgency, especially during non- operating hours, a proper communication channel will be provided SPEED ↑ QUALITY ≈ RESPONSE TIME ↓ TRANSPARENCY ≈
- 9. Incident Management: Actual Process
- 10. 2° Improvement: ask the Resolutor Tickets are today assigned manually to each level. If the assignment could take place during categorization, several steps would be saved. Also in the current flow the resolutor is not asked for feedback. In case the resolutor was wrongly assigned, it will be noticed only after going through the whole process unnecessarily. Therefore the resolutor’s immediate feedback would improve the flow. Moreover, success resolution should be recorded in order to assign future incident. SPEED ↑ QUALITY ≈ RESPONSE TIME ↓ TRANSPARENCY ↑
- 11. 3° Improvement: Set Priorities LOW MEDIUM HIGH SINGLE USER MORE USERS AREAS HIGH UNABLE TO DO THE OWN JOB MEDIUM JOB PARTIALLY BLOCKED LOW JOB SLOWED DOWN URGENCY IMPACT The system should be flexible to consider escalation mechanism in order to fix the incidents according to their relevance. That relevance depends on two dimensions: - IMPACT: measure the spread of the incident considering how many people are affected by it - URGENCY: expresses how the incident threatens work activities SPEED ↑ ↓ QUALITY ≈ RESPONSE TIME ≈ TRANSPARENCY ↑
- 12. KPI: You Cannot Improve What You Cannot Measure Urgency Priority Category Users Business area Help Desk 1st / 2nd / 3rd / external level By time of day Average time taken to restore the incident How many of these incident were first time resolution The percentage of incidents assigned more than twice Number and percentage of incidents incorrectly assigned Number and percentage of Incidents incorrectly categorized N° of Incident received in a month N° of repetitive incident received (in a month) How often you have received similar incidents for a particular device or data center. The number or percentage of major incidents Number and type of reoccurring incidents. This will indicate the accuracy of correct resolution offered at very first go. Recording that will improve future resolution Linked to the Problem Management Nowadays there is not a KPI system for each level. There are KPIs for the whole proccess but they are used only a little and not to improve the performance but just to measure the level of service from external level.
- 13. KPI: You Cannot Improve What You Cannot Measure Urgency Priority Category Users Business area Help Desk 1st / 2nd / 3rd / external level By time of day Average time taken to restore the incident How many of these incident were first time resolution The percentage of incidents assigned more than twice Number and percentage of incidents incorrectly assigned Number and percentage of Incidents incorrectly categorized N° of Incident received in a month N° of repetitive incident received (in a month) How often you have received similar incidents for a particular device or data center. The number or percentage of major incidents Number and type of reoccurring incidents. Linked to the Score System Nowadays there is not a KPI system for each level. There are KPIs for the whole proccess but they are used only a little and not to improve the performance but just to measure the level of service from external level. To help pinpoint peaks and ensure matching of resources
- 14. Agenda Administration and Stakeholders Configuration: System Selection Implementation Test and Deployment Evaluation: Process Mining Business Analysis Monitoring Design: Business Process Identification and Modelling Analysis: Validation Simulation Verification Enactment: Operation Monitoring Maintenance 14
- 15. Problem Management Administration and Stakeholders Configuration: System Selection Implementation Test and Deployment Evaluation: Process Mining Business Analysis Monitoring Design: Business Process Identification and Modelling Analysis: Validation Simulation Verification Enactment: Operation Monitoring Maintenance Evaluation Design & Analysis Configuration Enactment Design & Analysis 15
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- 18. Problem Management process flow Based on ITIL v3 Notification Problem Determination Workaround Problem Resolution Tracking Reporting/Control 18 1. 2. 3. 4.
- 19. Problem Management process flow 1. Notification 19 1. User sends the request to 1st level of Help Desk 2. Help Desk decides if the request can be categorised as an Incident or a Problem IF it is a PROBLEM Problem Management BEGINS 3. Problem is logged by Help Desk
- 20. Distinguish between Open Known Error Non known Error 1. Link Problem to existing tickets 2. Assign the Resolutor • Third Level Help Desk • External Suppliers 1. Categorize the Problem 2. Assign the Resolutor • Third Level Help Desk • External Suppliers 3. For third Level Helpdesk perform Diagnosis 4. For external supplier follow existing path Problem Management process flow 2. Problem determination 20
- 21. Problem Management process flow 3. Workaround and Problem Resolution 21 Define, what should be applied Workaround Permanent solution Change 1. Recognize a workaround 1. Recognize a permanent solution 1a. Analyse, where change is needed 1b. Raise RfC 1c. Change management 2. Raise known-error record 3. Apply recognized solution
- 22. Problem Management process flow 4. Tracking/Reporting/Control AND put the communication as well 22 Result of solution application Problem not resolved Problem resolved/Solution not feasible 1. Go back to Problem Determination 1. Close the tickets and update the status of the problem/close the problem 2. Communicate problem resolution to the users 3. Receive user feedback
- 23. Agenda Administration and Stakeholders Configuration: System Selection Implementation Test and Deployment Evaluation: Process Mining Business Analysis Monitoring Design: Business Process Identification and Modelling Analysis: Validation Simulation Verification Enactment: Operation Monitoring Maintenance 23
- 24. Implementation Administration and Stakeholders Configuration: System Selection Implementation Test and Deployment Evaluation: Process Mining Business Analysis Monitoring Design: Business Process Identification and Modelling Analysis: Validation Simulation Verification Enactment: Operation Monitoring Maintenance Evaluation Design & Analysis Configuration Enactment Configuration 24
- 25. Implementation Strategies Problem: Most employees skip formal procedure to get their problem solved quickly Scenario 1- Flexible Approach No additional solution Continue in current situation Scenario 3- Semi-flexible Approach Employees are attribute points each month. When they don’t comply with the procedure, they lose points Prize for the employee with highest points Scenario 2- Non- Flexible Approach Only formal process will be allowed for incident management 25 1st level HD 3rd level HD
- 26. Implementation Strategies Problem: Most employees skip formal procedure to get their problem solved quickly Scenario 1- Flexible Approach No additional solution Continue in current situation Fits company culture Allows interdepartmental connections Do not require further cost ×Difficult to record incidents ×Difficult to measure ×No possibility for improvement ×Prioritization is justified Scenario 3- Semi-flexible Approach Employees are attribute points each month. When they don’t comply with the procedure, they lose points Prize for the employee with highest points Scenario 2- Non- Flexible Approach Only formal process will be allowed for incident management 26 1st level HD 3rd level HD X
- 27. Implementation Strategies Problem: Most employees skip formal procedure to get their problem solved quickly Scenario 1- Flexible Approach No additional solution Continue in current situation Fits company culture Allows interdepartmental connections Do not require further cost ×Difficult to record incidents ×Difficult to measure ×No possibility for improvement ×Prioritization is justified Scenario 3- Semi-flexible Approach Employees are attribute points each month. When they don’t comply with the procedure, they lose points Prize for the employee with highest points Scenario 2- Non- Flexible Approach Only formal process will be allowed for incident management Easy the track the whole process Introduce KPIs to improve the efficiency of IT department Creates a database for past incidents × Non-flexibility may lead to resistance ×All employees must be educated. ×Costly and requires time 27 1st level HD 3rd level HD X
- 28. Implementation Strategies Problem: Most employees skip formal procedure to get their problem solved quickly Scenario 1- Flexible Approach No additional solution Continue in current situation Fits company culture Allows interdepartmental connections Do not require further cost ×Difficult to record incidents ×Difficult to measure ×No possibility for improvement ×Prioritization is justified Scenario 3- Semi-flexible Approach Employees are attribute points each month. When they don’t comply with the procedure, they lose points Prize for the employee with highest points Gamification of the system for motivation Increase the amount of employees who will use formal procedure Easier to measure the process ×Less flexible ×Requires a system for tracking points ×May create conflict with IT department Scenario 2- Non- Flexible Approach Only formal process will be allowed for incident management Easy the track the whole process Introduce KPIs to improve the efficiency of IT department Creates a database for past incidents × Non-flexibility may lead to resistance ×All employees must be educated. ×Costly and requires time 28
- 29. Thank you for your attention Five Forces Isacco G. Bombelli Monica Gallerani Guidetti Denis Karaman Anna SadokhinaSelin Akkaya Student Consultant HEC - Paris Student Consultant Bocconi University - Milan Student Consultant Bocconi University - Milan Student Consultant Koc University - Istanbul Student Consultant Bocconi University - Milan
- 30. Sources 30 1. Teti, A. "Management dei servizi IT." il Sole 24. 2. Weske, Mathias. Business process management: concepts, languages, architectures. Springer Science & Business Media, 2012