Join us as we explore the Incident to Problem process flow, how a defined and measurable Problem process can increase not only efficiency but lead IT engagement with your business. Walking through tangible not just box ticking Incident & Problem improvements and the role these play in ensuring effective, scalable Service Delivery whatever the maturity of the service desk environment. This Webinar is sponsored by FrontRange: http://www.frontrange.com/

2. The Goal of Problem Management
This definition of the goal of Problem Management is taken from the ITIL® Service Support
publication:
The goal of Problem Management is to minimise the adverse impact of Incidents
and Problems on the business.
That are caused by errors within the IT Infrastructure, and to prevent recurrence of
Incidents related to these errors. In order to achieve this goal, Problem
Management seeks to get to the root cause of Incidents and then initiate actions to
improve or correct the situation

4. Proactive Problem Management
Proactive problem management seeks to inoculate IT systems against problems. The proactive approach
identifies potential problems before they emerge.
Trend analysis - This is the process of examining problem and incident reports to discover what types of
problems are happening more frequently. Trend analysis of existing problems and incidents can reveal
where similar problems may occur in other places within the infrastructure. It can also show that repeated
failures have not been adequately resolved and are likely to continue to happen.
Targeting preventative action - This process applies the same techniques used in reactive problem
management to a select few potential problems with a high degree of business impact. Targeting
preventative action may include creating RFCs, training users and service desk team members, or
recommending procedural changes within the IT department.

5. Proactive Problem Management Design
Minimise disruption of the normal service levels
Monitor and analyse the Problem Environment
Provide information for developing proactive measures to improve overall service quality

6. Proactive Problem Management Design
The identification and flagging of “fragile” components. Completed by analysis of incidents,
problems and known errors
Risk assessment and mitigation of the potential and prevention of errors in any one system
reoccurring in other systems
The identification of any other trends i.e, a gradual increase in problematic changes from one
area of the environment
Lower the ratio of immediate (reactive) support efforts

7. Value to the Business
Quality Service Delivery
• Costs to the business
• Impact on the Customers
• Volume, duration and cost of the Incidents
• Cost of Implementation of Fix
• Chance of success

8. Critical Success Factors (CSFs)
Targets:
Service quality excellence and improvement
Lowered impact of Incidents and Problems
Reduction of user cost associated with Incidents and Problems.
Improvements in Service Quality
Reduce and eliminate repeat occurrence of Incidents and Problems
Reduce number of Incidents and Problems affecting service to Customers
Measurably reduce the occurrence of Known Incidents (KIs) and Problems
Reduce or eliminate delays in production of management reports
Improved response to business and normal service disruption caused by Incidents
and Problems.

9. Key Performance Indicators (KPIs)
Reduce average time to resolve Problems
Reduce time to implement fixes to Known Errors
Reduce time to diagnose Problems
Reduce the average number of undiagnosed Problems
Reduce the average backlog of 'open' Problems and errors.

10. Reduction of Incidents
Reduce impact of Incidents/Problems on User
Reduction in Business Services disruption caused by Incidents and Problems
Reduce the number of Incidents/Problems escalated, due to missed resolution
targets (SLAs)
Increase the number and quality of proactive Changes requested by Problem
Management, particularly from Major Incident and Problem reviews

11. Risk & Issues Steps

12. Risk & Issues Steps
Level 1 – Prerequisites
Are at least some problem management activities established in the environment
i.e., problem determination, problem analysis, problem resolution?
Are problem management activities assigned to specific individuals or functional areas?
Are potential problems formally assessed and identified prior to disruption occurring?
Level 1.5 – Management Intent
Is there management commitment to support staff allocating sufficient time for structural problem
solving activities?
Is there management support for problem management staff only accepting support requests from
authorized sources?
Level 2 – Process Capabilities
Is there a procedure by which potential problems are classified, in terms of category, urgency, priority
and impact and assigned for investigation?
Level 3 – Internal Integration
Are requests for change raised on the basis of problem analysis?
Do problem management reports comment on the results of proactive problem management?

13. Risk & Issues Steps
Level 3.5 – Quality Control
Does the environment set and review either targets or objectives for Problem Management?
Does the environment use suitable tools to support the problem management process?
Level 4 – Management Information
Does Problem Management provide management with information concerning recurring problems of a particular type or with an
individual item?
Does Problem Management provide management with information concerning analysis of problem records?
Does Problem Management provide management with information concerning the need for more customer training or better
documentation?
Does Problem Management provide management with information concerning trends in problem distribution and potential 'hot'
spots?

14. Risk & Issues Steps
Level 4.5 - Interactions with other SM process:
Does PM exchange information with Configuration Management regarding the quality of configuration records,
highlighting any issues, and the potential flagging of items as 'failed' (or equivalent)?
Does PM exchange information with Change Management regarding the details of
any changes to resolve problems or on emergency actions undertaken?
Does PM exchange information with Incident Management for identification of
significant incidents or multiple incidents exhibiting common symptoms in order to
identify problems?
Does PM exchange information with Availability Management for detection and
avoidance of problems and incidents?

15. Risk & Issues Steps
Level 4.5 - Interactions with other SM process
Does PM exchange information with Release Management (if applicable)
regarding current CIs and for possible association of problems with specific CIs?
Does PM exchange information with Capacity Management for potential
implications of planning options, and the likely effect on problem trends?
Level 5 – Customer Interface
Are you actively monitoring trends in customer satisfaction?
Are you monitoring the customer's value perception of the services provided to them?

16. Thank you for your time

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