"Creating Value in an ITIL Environment - Transforming Deutsche Bank Problem Management through LEAN and Kepner Tregoe"
There is a strong need for problem management, but how do you create value in an ITIL environment? In this how to session on problem management, we will layout a proper Framework and Key Operating Procedures to make your problem process the defender of IT stability. We will walk you through the end-to-end process and procedures used by the 2011 award winner of Pink Elephant Project of the Year.
Join Joseph Gallagher, Global Process Owner - Problem Management Lead at Deutsche Bank as he covers the following topics in this webinar:
* Reactive –vs- Proactive Problem Management
* When is the right time for Proactive PM
* How to use Reactive Trends for Proactive PM
* The importance of Root Cause Classification
* Techniques for Proactive Problem Management
* Pinnacle of Proactive Problem Management
It’s a privilege to work in problem management at this time. It’s the best thing in ITIL as it creates learning organizations. A problem manager is a rare combination of fire-fighting hero and Socratic thinker. Problem management brings scientific rigor to IT service management. Good problem management reports are takeaways that senior management value. Major incidents allow problem managers to build the relationships to get airtime with senior stakeholders. Problem managers have the opportunity to use that airtime to set the improvement agenda for IT, and then reap the personal and professional rewards
Jason is a service management expert within the Management Consultancy division of Atkins, the FTSE250 engineering services organization. He was previously a Service Delivery Manager, managing teams including, Service Desk, Change Management and Problem Management, and has introduced Problem Management into a number of environments. Jason has worked with the Service Desk Institute and the itSMF.
Incidents are not Problems. Everybody knows that. But did you know there are different types of Root Causes? Confusion on causation causes misunderstanding within IT and worse, between IT and the Business. This leads to Process Creep and often the failure of Problem Management or the inability to even establish it.
Join us to learn about these differences and how to use them to your advantage and the advantage of your customers. It will help you avoid becoming a Process Creep.
KEPNERandFOURIE will explain the problem solving processes specifically designed for the IT environment. They will focus on the application of these processes to real world IT issues in which they have been involved. K&F will explain the importance of finding the technical cause of a problem/incident before trying to determine the Root Cause. They will also highlight the RCA application developed in conjunction with ServiceNow and available in their App Store.Read more >
A successful process improvement strategy will first begin by leveraging the Continual Service Improvement (CSI) model:
•What is the vision?
•Where are we now?
•Where do we want to be?
•How do we get there?
•Did we get there?
•How do we keep the momentum going?
This presentation will provide a real life example of how to apply the CSI model in order to define a problem management improvement strategy. Joseph will discuss his improvement strategy and his approach of implementing process improvements to improve the maturity of problem management process. The goal is to share with other practitioners in the problem community of interest:
•Real life techniques
Ted's presentation will offer guidance on using the ISO/IEC 15504 Assessment Methodology to conduct a maturity assessment of your Problem Management Process as part of your Continual Service Improvement (CSI) initiative. As a flexible assessment solution, which can be adapted to a company of any size, an assessment using the ISO/IEC 15504 methodology provides the first step in a Continual Service Improvement initiative.Read more >
Problem Management is one of the most useful processes within ITIL as it allows an organisation to identify the underlying issues that generate incidents over and over again and removes them. It supports the change from reactive to proactive and makes customers happy by providing information and a process on those annoying issues that keep coming back to haunt them, and when they can expect to see them gone forever. However, with all this to offer many organisations still struggle to get the funding to implement this process as its seen as a duplication of effort with incident management.
Join Peter Hubbard, Pink Elephant, as he shows you how to set up this process on a part time, unfunded, but effective way. The point is not to say that Problem Management does not need a budget, its to show you how to build up support by doing the basics anyway and showing how much better it could be if the organisation DID fund it properly!
One issue that Incident and Problem Management departments face is being able to resolve an incident without knowing what has broken or failed. Is this possible? and if so, why do you still need Problem Management
So join Dave Jones as he clarifies these issues and explores further questions:
- Should we focus on identifying root causes as part of the Incident Management process?
- Can we use the proactive prevention aspect of Problem Management to stop the same thing from happening again? The end result being a memorable customer experience of service excellence.
A picture is worth a thousand words, so they say. So what type of picture do you have around your disciplines of incident and problem management? Can you see the trends? Can you identify areas for improvements in speed, costs and user experience?
In this session we will discuss some of the results of shifting left and also skipping right to create a dynamic service environment based upon both industry best practices and actionable data.
We will also look at some of the methods and improvements to the Edge SaaS ITSM tool that you can utilize to improve this strategic area of the service desk and IT operations management.
Some of the topics we will cover include:
- How to leverage templates to increase the speed of ticket creation
- Proper alignment between services and SLAs
- Using service notifications to improve messaging and brand
- Creating a problem investigation from an incident
- Developing a process around which incidents should become problems
In the era of the customer it's more important than ever to empower your ITSM team with the best tools to resolve customer problems quickly and efficiently. But does that mean giving up on the personal touch? Are automated, self-help tools the future of the ITSM function? And how can you keep lowering costs and still maintain an excellent level of customer engagement? This session with Csaba Jaromi at LogMeIn will attempt to answer these questions by focussing on three areas of improvement for ITSM Problem Management.Read more >
Shellina Damji will provide an overview of the Kepner-Tregoe® methodology and discuss the benefits of using a Structured Root Cause Analysis methodology within your Problem Management process.
Mike Malcangio, from ServiceNow, will discuss the integration of Kepner-Tregoe into the ServiceNow Problem Management module.
The need for effective Incident and Problem Management is inextricably linked, as they are the Yin and Yang to one another. Yet, for many organisations the implementation of Problem Management continues to be overlooked or avoided. Why is this? It should be easy to implement and offers the promise of significant business benefits.
In the current economic climate the goal for any organisation, as defined in ITIL terms, should be to drive ‘Continual Service Improvement’. The effective delivery of Incident and Problem Management has the potential to deliver significant impact on an organisation’s overall performance and productivity on many levels. In this webcast Tony Probert will highlight issues that need to be considered and identify service desk process management, workflow and process integration to create effective Incident and Problem Management to drive increased business value.
Why can’t we still be more successful in rooting out issues and getting them fixed for good? We still talk about Problem management being the great opportunity to step up and improve overall service quality – why don’t more organisation make this happen successfully?
Maybe its about how we view what problem management actually is and what is need to do it. The key word here is Management – ie not just process or procedure. We need to understand the key element required for delivery in order to make this successful and this session provides practical guidance on how to identify and deliver these things.
This webinar will discuss the point at which a problem record should be closed, including those problems that never get resolved. Also, when handling an incident at what stage should you really initiate Problem Management?Read more >
Everybody knows that problem management can result in enormous improvements, so why do so few organizations have effective problem management practices? This webinar will provide ideas on things you can do to get problem management working for you and how to prove the value of problem management over the long term.Read more >
Problem Management is a necessary process needed to determine root cause and find a solution for a problem. However, when we think of and use the word problem our thoughts lean toward something that is negative and becomes a burden to our organization. This presentation takes a new look at problems in a more positive, opportunistic manner which creates greater levels of innovation to stimulate growth within individuals and organizations. We will focus on the more proactive activities of Problem Management and discuss how these activities provide increased opportunities to avoid future issues, improve the use of resources, create an environment and culture of innovation, and increase the perception of IT as a service provider.
This presentation will look at finding opportunities within our organizations and then take the appropriate actions to exploit those opportunities. This opportunistic viewpoint will help drive organizational change and provide greater value to the business and customers which is what we, as service providers, should be striving to accomplish.
Many IT Organizations are measured by improvements to MTTR. The Problem Management processes are leveraged as a way to create a knowledge base that allows the Incident Management process to be more efficient. This leads to a death by a thousand cuts. What if the Problem Management process was focused on creating understanding and driving a focus on Mean Time Between Service Interruption?
Key Take Aways:
- Understand the knowledge creation process and why it breaks
- How to conduct a "pre-mortem” and document a Failure Mode and Effects Analysis (FMEA)
- Creating a feedback loop from Operations to Development that drives improvement
The never ending discussion of incident and problem management should be forgotten. The simple truth is that the solution offered by ITIL is not best practice or good practice. It is a mess.
You need to separate customer support and fault management. You must understand problem solving and risk management. All becomes clear and you will be able to rise to the next level in customer service and support.
Attend this webinar where 2012's Person of the Year, Aale Roos will show you why you should unlearn ITIL.
Many organizations find it attractive to consider Incident and Problem Management as a foothold for implementing IT Service Management. Quite often, such attempts result in situations wherein process immaturity, excessive bureaucratization or deficient connections between processes become evident.
The lack of a holistic vision of IT and poor organizational change are often some of the reasons behind most these issues.
Javier Garcia will share his thoughts and 25 years of practical expertise to help you identify and rectify common mistakes to ensure that your ITSM strategies will result in both efficiency and maturity moving forward.
While involved in Problem Management over the past 15 years, Joe Gallagher has implemented RCA disciplines and been involved in over 2500 formal root cause investigations. During this time, Joe has learned many lessons on the right way and the wrong way to apply root cause analysis within various different organizations. He has distilled some of these lessons into a “Top 5 Do’s and Don’ts”.
Join Joe as he walks through the lessons learned and explains the benefits of the Do’s and pitfalls of the Don’ts.
Problem Management is a game changer. It is critical in developing real quality in service delivery. However, very few organisations actually get this aspect of ITSM working well.
This fourth session in the ITSM Goodness series will look at how we spend too much time focussing on efficient ‘fire-fighting’ (Incident Management), rather than looking at avoiding recurrence or eradicating faults altogether - ultimately a better solution for customer and provider alike. Often there are some simple misunderstandings around what Problem Management is or what is required to make it work. Also it can be difficult to find the right people to make Problem Management happen, particularly as it is not a simple linear process that can be ‘industrialised’ like Incident Management. This session provides simple clear guidelines on what is needed and how to make Problem Management work well for your organisation.
This 8-part monthly series is designed to provide real-time value to newcomers and take to the next level those already familiar with the approach.
ITSM Goodness is an approach created by Barclay Rae to deliver practical, proven, successful and accessible advice and guidance for ITSM and IT professionals. The focus is clear and simple – on achieving the right business outcomes from IT, and how this is delivered, via the Customer Experience.
KEPNER-TREGOE will talk about the role of Root Cause Analysis in the context of IT support functions, the pressures they face as well as the goals and needs for specific results when deploying different RCA and troubleshooting techniques. Furthermore, they will discuss the challenges of adopting new skills in high-pressure, complex, process-driven service environments and ways to overcome the gap between the theory of training and on-the-job proficiency via coaching and simulation.Read more >