The overview describes problem management and explains the differences
between incidents and problems. Problem management can be time consuming
and we give advice about when to use the process. An implementation guide
provides step-by-step instructions on planning and introducing Problem
Management. The operations guide shows the stages of problem management,
with the diagnostic work that a technician needs to do. It stresses the importance of
keeping records to enable the sharing of results. For quick reference we also set
out in separate areas the roles and responsibilities involved, and a toolkit conaining
the resources you will need.
Check your understanding of the process by following:
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Step
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Tasks
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Prepare to implement.
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- Identify the users of problem management.
- Identify who will staff the Problem Management
process.
- Plan your training.
- Consider the impact of problem management.
- Assess the risks of using problem management.
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Define what needs to be done.
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- Ensure that you are recording your calls and can track
progress.
- Understand the difference between problems and
incidents.
- Have a process to separate incidents from problems.
- Decide how much time each week to devote to
Problem Management.
- Choose which areas to improve and which processes
to remove.
- You need to sell the idea to other staff, so make it
appeal to yourself first
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Implement problem
management.
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- Follow the implementation plan.
- Train technicians in diagnostic techniques.
- Write letter to all users about the introduction of the
new service.
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- Problem management
resources
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- Incident management resources such as incident
diagnostics sheet
- Fishbone diagrams
- Root cause analysis
- Instructions on the use of the forms
- Known error database
- Workaround techniques
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- Post-implementation review
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- Workload monitoring
- Analysis, surveys and measurements
- Problem reports
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What you should expect now that you have implemented Problem
Management
- You have a process for dealing with major incidents.
- Everyone understands that problems usually start as incidents and are
escalated into problems by the technicians.
- Technicians understand how and when to reserve time to deal with problems.
- Everyone understands that Problem Management is a proactive process, and
that the related reactive process is Incident Management.
- You appreciate that problem management takes time, can be expensive and
should only be used for recurring or expensive incidents.
- You understand the costs involved in problem management.
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What you should have achieved through Problem Management
- You now have a formal process for dealing with problems.
- You have a method for introducing workarounds.
- You have set up a major incident process.
- You have a systematic method for deciding when an incident becomes a
problem.
- You have information about the amount of technician time required to resolve
problems.
- You have developed a consistent approach to recording actions taken as part
of problem management and the results of the resolutions applied.
- You have at your fingertips information about the number of problems currently
outstanding and how long they have been logged.
- You now have a process for checking whether Problem Management reduces
the 'top 10' incident list.
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Benefits of having implemented Problem Management
- A proactive approach reduces the disruption to service when errors occur.
- The school has faith in the quality of the technical support, with reducing costs
and high motivation for both users and technicians.
- You save time by using a standard approach to every problem.
- There is a reduction in the number of recurring incidents.
- Permanent solutions mean a gradual reduction in the number and impact of
problems and known errors, as those that are resolved stay resolved.
- The process provides the historical data to identify trends, and the means of
preventing failures and of reducing the impact of failures.
- You achieve a better first- time fix rate of incidents with a knowledge database
available to the service desk and technicians when a call is first logged.
- You can co-ordinate your management information.
- You have a way of checking that suppliers and staff are meeting agreed service
levels.
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