Steps and Tips for implementing ITIL Problem Management

ITIL defines an "event" as any unplanned interruption to an IT service or reduction in the quality of IT services and ITIL defines a "problem" as the cause of one or more of these events. The main objective of the acquisition of problem management are to avoid problems and eliminate interference, which takes its own initiative, to recurring events and minimize the impact of events that can not be prevented. Problem Management is a ripe subject Incident> Management process.

Although it is possible to start early with problem management, this process is highly integrated with incident management. Thus, it is best for the implementation of problem management, after you have implemented the Incident Management. They are incident data, impact, frequency and require Incident trends in order to determine the relevance and the usefulness of working on problems later.

Often, it is possible to start with Problem ManagementActivities without a formally defined scatter problem management process. Instead of the activities related to process design, would consider deployment of support tools and documentation at the beginning of the project for quick results. You can start with actions like the following:

* Enter the top-5-10 incidents

* If necessary, manual incident management / service desk, as ever – incidents

* Find someProblems and solve them!

An important measure in the problem management is the cause of one or more incidents of concern and recommend a permanent solution. Choosing the right people for the job is crucial. Analytical people with the right technology background will be best in such roles. This need not be a permanent role. If fact, most companies do not assign someone to be "The Problem Manager. Problem Manager can best be identified and allocated on the basis of the task (s) at hand.Sometimes a task force could be appointed, rather than a single person. Besides the technical skills of the assigned problem manager (s) would preferably result in problem-solving skills and experience to blame with techniques such as Kepner Tregoe, Pain-value analysis and use of Ishikawa diagrams to isolation and resolution of problems.

At a certain stage of the process would be so designed, documented and formal rollout throughout the organization. IT Infrastructure Library (ITIL) would require aan excellent framework and guidelines for the definition of process activities and measures. Roles and responsibilities for the problem management needs to be formally defined and a process owner must be assigned for this process. The responsibility of the owner of the process to ensure it would be that the process is documented, the role and responsibilities are communicated clearly, are the people with the process and it is the continuous improvement in the process. Reports and Figures mustdefined. Examples include:

* Number of problems and known errors in a period of status, service or category.

* Percentage of problems solved by category and period.

* Average time to find the cause for each group.

* Average time resolution of problems and known errors in each category.

* Effort to problems through to resolution and expected effort invested per period required for the closure (measured after resolution of the time).

* Number of Problemsthat may occur again. Unlike dissolved Incident Management metrics such as share within the limits of time, "

Problem Management metrics are generally not explicitly included in Service Level Agreements (SLAs).

Setting up a Known Error Database (KEDB) is another important activity. A known bug is a problem that is a documented cause and remedy or solution has. The KEDB maintains information about the problems (ie, isolation and resolution procedures) and the correspondingWorkarounds, scripts, links to patches, FAQs and resolutions. To facilitate the KEDB or knowledge database must be flexible retrieval of information, preferably by keyword search.

However, the KEDB is not worth much if the Incident Management process is too immature to use efficiently. Many organizations have a KEDB system, without notable success, due to the fact that the incident management or service desk staff was too immature to helpInformation and use the system to aid in first-line diagnostics. Thus, the establishment of a KEDB system is in itself not enough. A knowledge-management mentality and culture is also necessary. Incentives and metrics should be introduced to motivate the right behavior in the incident and problem management staff.

Implement a tool for the preparation and prosecution of Problem and Known Error records should be considered in support. Given the close relationship between the incidentand problem management, integration of incident and problem management and workflow records in the tool is important. Most commercially available tools such as BMC Remedy and HP Service Manager is purchasable with separately but integrated modules for incident management, problem management, change management and configuration management database (CMDB), system management and storage of records and Configuration Item (CI )Information.

Finally, like any other ITIL processes, the problem management process improvements will go through the Plan-Do-Check-Act cycle and over time and refined.


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