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📄 Contents

  1. Management Reference Guide
  2. Table of Contents
  3. Introduction
  4. Strategic Management
  5. Establishing Goals, Objectives, and Strategies
  6. Aligning IT Goals with Corporate Business Goals
  7. Utilizing Effective Planning Techniques
  8. Developing Worthwhile Mission Statements
  9. Developing Worthwhile Vision Statements
  10. Instituting Practical Corporate Values
  11. Budgeting Considerations in an IT Environment
  12. Introduction to Conducting an Effective SWOT Analysis
  13. IT Governance and Disaster Recovery, Part One
  14. IT Governance and Disaster Recovery, Part Two
  15. Customer Management
  16. Identifying Key External Customers
  17. Identifying Key Internal Customers
  18. Negotiating with Customers and Suppliers—Part 1: An Introduction
  19. Negotiating With Customers and Suppliers—Part 2: Reaching Agreement
  20. Negotiating and Managing Realistic Customer Expectations
  21. Service Management
  22. Identifying Key Services for Business Users
  23. Service-Level Agreements That Really Work
  24. How IT Evolved into a Service Organization
  25. FAQs About Systems Management (SM)
  26. FAQs About Availability (AV)
  27. FAQs About Performance and Tuning (PT)
  28. FAQs About Service Desk (SD)
  29. FAQs About Change Management (CM)
  30. FAQs About Configuration Management (CF)
  31. FAQs About Capacity Planning (CP)
  32. FAQs About Network Management
  33. FAQs About Storage Management (SM)
  34. FAQs About Production Acceptance (PA)
  35. FAQs About Release Management (RM)
  36. FAQs About Disaster Recovery (DR)
  37. FAQs About Business Continuity (BC)
  38. FAQs About Security (SE)
  39. FAQs About Service Level Management (SL)
  40. FAQs About Financial Management (FN)
  41. FAQs About Problem Management (PM)
  42. FAQs About Facilities Management (FM)
  43. Process Management
  44. Developing Robust Processes
  45. Establishing Mutually Beneficial Process Metrics
  46. Change Management—Part 1
  47. Change Management—Part 2
  48. Change Management—Part 3
  49. Audit Reconnaissance: Releasing Resources Through the IT Audit
  50. Problem Management
  51. Problem Management–Part 2: Process Design
  52. Problem Management–Part 3: Process Implementation
  53. Business Continuity Emergency Communications Plan
  54. Capacity Planning – Part One: Why It is Seldom Done Well
  55. Capacity Planning – Part Two: Developing a Capacity Planning Process
  56. Capacity Planning — Part Three: Benefits and Helpful Tips
  57. Capacity Planning – Part Four: Hidden Upgrade Costs and
  58. Improving Business Process Management, Part 1
  59. Improving Business Process Management, Part 2
  60. 20 Major Elements of Facilities Management
  61. Major Physical Exposures Common to a Data Center
  62. Evaluating the Physical Environment
  63. Nightmare Incidents with Disaster Recovery Plans
  64. Developing a Robust Configuration Management Process
  65. Developing a Robust Configuration Management Process – Part Two
  66. Automating a Robust Infrastructure Process
  67. Improving High Availability — Part One: Definitions and Terms
  68. Improving High Availability — Part Two: Definitions and Terms
  69. Improving High Availability — Part Three: The Seven R's of High Availability
  70. Improving High Availability — Part Four: Assessing an Availability Process
  71. Methods for Brainstorming and Prioritizing Requirements
  72. Introduction to Disk Storage Management — Part One
  73. Storage Management—Part Two: Performance
  74. Storage Management—Part Three: Reliability
  75. Storage Management—Part Four: Recoverability
  76. Twelve Traits of World-Class Infrastructures — Part One
  77. Twelve Traits of World-Class Infrastructures — Part Two
  78. Meeting Today's Cooling Challenges of Data Centers
  79. Strategic Security, Part One: Assessment
  80. Strategic Security, Part Two: Development
  81. Strategic Security, Part Three: Implementation
  82. Strategic Security, Part Four: ITIL Implications
  83. Production Acceptance Part One – Definition and Benefits
  84. Production Acceptance Part Two – Initial Steps
  85. Production Acceptance Part Three – Middle Steps
  86. Production Acceptance Part Four – Ongoing Steps
  87. Case Study: Planning a Service Desk Part One – Objectives
  88. Case Study: Planning a Service Desk Part Two – SWOT
  89. Case Study: Implementing an ITIL Service Desk – Part One
  90. Case Study: Implementing a Service Desk Part Two – Tool Selection
  91. Ethics, Scandals and Legislation
  92. Outsourcing in Response to Legislation
  93. Supplier Management
  94. Identifying Key External Suppliers
  95. Identifying Key Internal Suppliers
  96. Integrating the Four Key Elements of Good Customer Service
  97. Enhancing the Customer/Supplier Matrix
  98. Voice Over IP, Part One — What VoIP Is, and Is Not
  99. Voice Over IP, Part Two — Benefits, Cost Savings and Features of VoIP
  100. Application Management
  101. Production Acceptance
  102. Distinguishing New Applications from New Versions of Existing Applications
  103. Assessing a Production Acceptance Process
  104. Effective Use of a Software Development Life Cycle
  105. The Role of Project Management in SDLC— Part 2
  106. Communication in Project Management – Part One: Barriers to Effective Communication
  107. Communication in Project Management – Part Two: Examples of Effective Communication
  108. Safeguarding Personal Information in the Workplace: A Case Study
  109. Combating the Year-end Budget Blitz—Part 1: Building a Manageable Schedule
  110. Combating the Year-end Budget Blitz—Part 2: Tracking and Reporting Availability
  111. References
  112. Developing an ITIL Feasibility Analysis
  113. Organization and Personnel Management
  114. Optimizing IT Organizational Structures
  115. Factors That Influence Restructuring Decisions
  116. Alternative Locations for the Help Desk
  117. Alternative Locations for Database Administration
  118. Alternative Locations for Network Operations
  119. Alternative Locations for Web Design
  120. Alternative Locations for Risk Management
  121. Alternative Locations for Systems Management
  122. Practical Tips To Retaining Key Personnel
  123. Benefits and Drawbacks of Using IT Consultants and Contractors
  124. Deciding Between the Use of Contractors versus Consultants
  125. Managing Employee Skill Sets and Skill Levels
  126. Assessing Skill Levels of Current Onboard Staff
  127. Recruiting Infrastructure Staff from the Outside
  128. Selecting the Most Qualified Candidate
  129. 7 Tips for Managing the Use of Mobile Devices
  130. Useful Websites for IT Managers
  131. References
  132. Automating Robust Processes
  133. Evaluating Process Documentation — Part One: Quality and Value
  134. Evaluating Process Documentation — Part Two: Benefits and Use of a Quality-Value Matrix
  135. When Should You Integrate or Segregate Service Desks?
  136. Five Instructive Ideas for Interviewing
  137. Eight Surefire Tips to Use When Being Interviewed
  138. 12 Helpful Hints To Make Meetings More Productive
  139. Eight Uncommon Tips To Improve Your Writing
  140. Ten Helpful Tips To Improve Fire Drills
  141. Sorting Out Today’s Various Training Options
  142. Business Ethics and Corporate Scandals – Part 1
  143. Business Ethics and Corporate Scandals – Part 2
  144. 12 Tips for More Effective Emails
  145. Management Communication: Back to the Basics, Part One
  146. Management Communication: Back to the Basics, Part Two
  147. Management Communication: Back to the Basics, Part Three
  148. Asset Management
  149. Managing Hardware Inventories
  150. Introduction to Hardware Inventories
  151. Processes To Manage Hardware Inventories
  152. Use of a Hardware Inventory Database
  153. References
  154. Managing Software Inventories
  155. Business Continuity Management
  156. Ten Lessons Learned from Real-Life Disasters
  157. Ten Lessons Learned From Real-Life Disasters, Part 2
  158. Differences Between Disaster Recovery and Business Continuity , Part 1
  159. Differences Between Disaster Recovery and Business Continuity , Part 2
  160. 15 Common Terms and Definitions of Business Continuity
  161. The Federal Government’s Role in Disaster Recovery
  162. The 12 Common Mistakes That Cause BIAs To Fail—Part 1
  163. The 12 Common Mistakes That Cause BIAs To Fail—Part 2
  164. The 12 Common Mistakes That Cause BIAs To Fail—Part 3
  165. The 12 Common Mistakes That Cause BIAs To Fail—Part 4
  166. Conducting an Effective Table Top Exercise (TTE) — Part 1
  167. Conducting an Effective Table Top Exercise (TTE) — Part 2
  168. Conducting an Effective Table Top Exercise (TTE) — Part 3
  169. Conducting an Effective Table Top Exercise (TTE) — Part 4
  170. The 13 Cardinal Steps for Implementing a Business Continuity Program — Part One
  171. The 13 Cardinal Steps for Implementing a Business Continuity Program — Part Two
  172. The 13 Cardinal Steps for Implementing a Business Continuity Program — Part Three
  173. The 13 Cardinal Steps for Implementing a Business Continuity Program — Part Four
  174. The Information Technology Infrastructure Library (ITIL)
  175. The Origins of ITIL
  176. The Foundation of ITIL: Service Management
  177. Five Reasons for Revising ITIL
  178. The Relationship of Service Delivery and Service Support to All of ITIL
  179. Ten Common Myths About Implementing ITIL, Part One
  180. Ten Common Myths About Implementing ITIL, Part Two
  181. Characteristics of ITIL Version 3
  182. Ten Benefits of itSMF and its IIL Pocket Guide
  183. Translating the Goals of the ITIL Service Delivery Processes
  184. Translating the Goals of the ITIL Service Support Processes
  185. Elements of ITIL Least Understood, Part One: Service Delivery Processes
  186. Case Study: Recovery Reactions to a Renegade Rodent
  187. Elements of ITIL Least Understood, Part Two: Service Support
  188. Case Studies
  189. Case Study — Preparing for Hurricane Charley
  190. Case Study — The Linux Decision
  191. Case Study — Production Acceptance at an Aerospace Firm
  192. Case Study — Production Acceptance at a Defense Contractor
  193. Case Study — Evaluating Mainframe Processes
  194. Case Study — Evaluating Recovery Sites, Part One: Quantitative Comparisons/Natural Disasters
  195. Case Study — Evaluating Recovery Sites, Part Two: Quantitative Comparisons/Man-made Disasters
  196. Case Study — Evaluating Recovery Sites, Part Three: Qualitative Comparisons
  197. Case Study — Evaluating Recovery Sites, Part Four: Take-Aways
  198. Disaster Recovery Test Case Study Part One: Planning
  199. Disaster Recovery Test Case Study Part Two: Planning and Walk-Through
  200. Disaster Recovery Test Case Study Part Three: Execution
  201. Disaster Recovery Test Case Study Part Four: Follow-Up
  202. Assessing the Robustness of a Vendor’s Data Center, Part One: Qualitative Measures
  203. Assessing the Robustness of a Vendor’s Data Center, Part Two: Quantitative Measures
  204. Case Study: Lessons Learned from a World-Wide Disaster Recovery Exercise, Part One: What Did the Team Do Well
  205. (d) Case Study: Lessons Learned from a World-Wide Disaster Recovery Exercise, Part Two

In this section I discuss how to initiate an effort to design a robust problem management process. This type of effort requires a number of key steps that need to be executed in the proper sequence. In order to get your process design off to a solid start, it is important to understand these preliminary steps thoroughly, and to implement them successfully. This section shows how to do this by describing the initial portion of this process design.

Key Steps to Developing a Problem Management Process

In Figure 1 I list the 11 key steps required to develop a robust problem management process. I will discuss the first of six of these steps in detail in this section. Part three of this series will discuss the final five steps and several other important aspects of problem management.

Step 1: Select an Executive Sponsor

Step 2: Assign a Process Owner

Step 3: Assemble a Cross-Functional Team

Step 4: Identify and Prioritize Requirements

Step 5: Establish a Priority Scheme

Step 6: Identify Alternative Call-Tracking Tools

Step 7: Negotiate Service Levels

Step 8: Establish Service and Process Metrics

Step 9: Design the Call-Handling Process

Step 10: Evaluate, Select, and Implement the Call-Tracking Tool

Step 11: Review Metrics to Continually Improve the process

Figure 1 Key Steps To Developing a Problem Management Process

Step 1: Select an Executive Sponsor.

A comprehensive problem management process is comprised of individuals from an assortment of IT departments and of suppliers that are external to IT. An executive sponsor is needed to bring these various factions together and to ensure their support. The executive sponsor must also select the problem management process owner, address conflicts that the process owner cannot resolve, and provide executive leadership, direction, and support for the project.

For most of my clients, the sponsor was either the vice president of IT operations or the CIO. In a few instances the manager of client services was this sponsor, but employing higher level executives for this role seemed to work best.

Step 2: Assign a Process Owner.

One of the most important duties of the executive sponsor is to assign the appropriate process owner. The process owner will be responsible for assembling and leading a cross-functional process design team, for implementing the final process design and for the ongoing maintenance of the process. The selection of this individual is very key to the success of this project as this person must lead, organize, communicate, team-build, troubleshoot and delegate effectively.

The ability to promote teamwork and cooperation is extremely important due to the large number of level 2 support groups that become involved with problem resolution. This is also why the ability to work with diverse groups is necessary though not at as high a priority. Knowledge of desktops is key due to the overwhelming number of desktop calls. The ability to analyze metrics and trending reports ensures continual improvements to the quality of the process. Effectively communicating and meeting with users is essential to good customer feedback.

At some of the shops I worked, the service desk manager or his designate was the process owner. One of my clients had the change coordinator serve as the problem management process owner, and this worked surprisingly well. The integration of the two processes of problem and change management became very apparent and beneficial.

Step 3: Assemble a Cross-Functional Team.

A well-designed problem management process will involve the participation of several key groups. Mature, highly developed processes may have up to a dozen areas serving as second-level, tier–2, support. A representative from each of these areas, along with key user reps and tier 1 support, normally comprise such a team.

This team is responsible for identifying and prioritizing requirements, establishing the priority scheme, negotiating internal service level agreements, proposing internal process metrics and external service metrics, and finalizing the overall design of the call-handling process. The specific areas participating in this cross-functional process design team will vary from shop to shop but there are some common groups that are usually involved in this type of project. Figure 2 lists typical areas represented by such a team.

One should take care to ensure you have representatives on your team who are every supportive of your efforts. I have watched a few process design teams leads struggle to move forward when representatives with hidden political agendas undermine the team's efforts.

  1. Help desk

  2. Desktop hardware support

  3. Desktop software support

  4. Network support

  5. Operations support

  6. Applications support

  7. Server support (includes mainframe and midrange)

  8. Database administration

  9. Development groups

  10. Key user departments

  11. External suppliers

Figure 2 Areas Typically Represented on a Problem Management Process Design Team

Step 4: Identify and Prioritize Requirements.

Once the cross-functional team members have been identified and assembled, one of the team's first orders of business is to identify and prioritize requirements. Specific requirements and their relative priorities will depend on an organization's current focus and direction, but several common attributes are usually designed into a robust problem management process. It should be noted that this step does not yet involve the actual implementation of requirements, but focuses on acquiring the team's consensus as to a requirement's inclusion and priority.

A variety of brainstorming and prioritizing techniques are available to do this effectively. I discuss brainstorming in more detail and list helpful brainstorming ground rules in the section called "Utilizing Effective Planning Techniques."

Step 5: Establish a Priority Scheme.

A well-designed priority scheme is one of the most important aspects of an effective problem management process. Priority schemes vary from shop to shop as to specific criteria, but most all of them attempt to prioritize problems based on severity, impact urgency, and aging. Closely related to the priority scheme is an escalation plan that prescribes how to handle high-priority but difficult-to-resolve problems. Using an even number of levels prevents a tendency to average toward the central, and employing descriptive names rather than numbers is more user friendly. Table 1 is an example of a combined priority scheme and escalation plan from one of my former clients.

Table 1 Sample Priority and Escalation Scheme

Priority Level

Description

Examples

Expected Response Time

Status Interval to Mgmt

Critical

Total system or application failure or loss of availability to the mission-critical site(s), network(s), system(s), and/or application(s).

Total system or application is down.

A remote site is completely unavailable.

All communication lines between remote sites are down.

A critical database is corrupted.

Immediate

30 Minutes

Urgent

Major subset of system or application functionality is unavailable or inoperable.

Portions of memory or disk array not functioning.

Network at risk of failing.

Severe impact to accounting period close. Severe impact to adding customers or services.

30 minutes

1 hour

Serious

Significant impact to system or application functionality.

Data integrity concerns. Reconciliation issues.

More than 10 customers not receiving service.

Billing center is down.

Sales interface is not functioning.

1 hour

Daily

High

Some impact to system or application functionality.

Training system is down. Unable to activate a customer.

Billing nonpay cutoff is not running or is delayed.

4 hours

Daily

Moderate

Minimal impact to system or application functionality.

Backups running too long.

Individual desktop problems

Network printer down.

Daily

Weekly

Low

Minimal impact to business operations.

Inability to set a period end flag. Carriage control/line feed errors on report prints. Report format problems.

As able

Weekly


Step 6: Identify Alternative Call-Tracking Tools.

The call-tracking tool is the cornerstone of an effective problem management process. Requirements for the tools will have already been identified and prioritized in step 4. Companies usually lean toward either having their tools custom developed or purchasing a commercially available application. I have seen several instances of both of these types of call-tracking tools, and each kind offers unique advantages and disadvantages.

Commercial packages generally offer more flexibility and integration possibilities while custom developed solutions normally cost less and can be more tailored to a particular environment. In either event alternative solutions should be identified for later evaluation.

In next week's final installment of this three-part series, I will present the last five steps of the 11 required for developing a world-class problem management process. Part Three will also include a discussion on process and service metrics, and a technique for assessing the quality of any organization's problem management process.

References

Walker, Gary, IT Problem Management, Prentice Hall, 2001

Schiesser, Rich, IT Systems Management, Prentice Hall, 2002

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