Problem Management works by using analysis techniques to identify the cause of the problem.
Incident Management is not usually concerned with the cause, only the cure. Problem
Management therefore takes longer and should be done once the 'urgency' of the incident has been
dealt with: for example, removing a faulty computer and replacing it with a working computer. This
takes the urgency away and leaves the faulty computer ready for diagnostics.
Problem management can take time. It is important to set a time limit to how much time should be
spent on the problem - or the cost of resolution can become expensive.
To achieve the goal, Project Management aims to:
- identify the root cause
- initiate actions to improve and correct the situation.
Summary of the Problem Management process
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Inputs to the Problem Management process are:
- incident details from Incident Management
- configuration details from the configuration management database
- details about changes made to the affected equipment
- any defined workarounds (from Incident Management)
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Outputs from the Problem Management process are:
- known errors
- requests for change (through Change Management)
- an updated problem record (including a solution and/or any available work-arounds)
- for a resolved problem, a closed problem record
- knowledge base content to use in incident management
- management information through reports.
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The major activities of Problem Management are:
- problem control
- error control
- the proactive prevention of problems
- identifying trends
- obtaining management information from Problem Management data
- the completion of major incident or problem reviews.
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Roles and functions in the Problem Management process
- Service desk to note the incident sheet that the problem has been passed to Problem
Management
- Service desk to log, monitor and track the progress of the problem
- Service desk or technician to spot trends
- Technician support to action problems raised from Incident Management
- Technician support to progress unresolved incidents through the Problem Management
process
- Technician assisting with the handling of major incidents and identifying the root causes
- Technician preventing the replication of problems across multiple systems
- Any additional first line support groups, such as, configuration management or change
management specialists to be consulted
- Second-line and third-line support groups, including specialist support groups and external
suppliers
- User to keep the service desk informed of any further changes to the state of the affected
equipment (sometimes the computer can start working again when different incidents are
resolved).
Additional functions that form part of Problem Management.
- Developing and maintaining the problem control process
- Reviewing the efficiency and effectiveness of the problem control process
- Producing management information
- Allocating resources for the support effort
- Monitoring the effectiveness of error control and making recommendations for improving it
- Developing and maintaining problem and error control systems
- Reviewing the efficiency and effectiveness of proactive Problem Management activities.
The scale depends on the time required for the Problem Management process.
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see the diagram below for the Problem Management life cycle
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