How to establish a real-world problem management process

Utilize ITIL® best practices to identify performance levels of service management processes and activities and to create improvement plans

Course Code : 7017

Overview

This four-day course focuses on the practical adoption and application of a problem management process, as well as the application of various problem management techniques to identify and correct real-world problems. Many of the techniques discussed in this course are described in the ITIL® Service Operation publication. This course takes the approach that problem management is an aspect of many roles in an organization. Through a series of practical, real-world exercises this course teaches how to use problem management techniques to address real-world problems. This course demonstrates how leading organizations establish methods of consistently identifying and handling problems using common best practice guidance. This is a hands-on course that provides numerous exercises that give a real-world understanding of a consistent, predictable, and repeatable approach to identifying and handling problems.

ITIL® is a registered trademark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved.

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Course Delivery

This course is available in the following formats:

Live Classroom
Duration: 5 days

Live Virtual Classroom
Duration: 5 days

What You'll learn

Service management

  • Problem management
  • Categorization
  • Prioritization
  • Major problems
  • Escalation
  • Incidents and problems
  • Measurements and metrics for problem management
  • Defining problem diagnosis activities
  • Understanding problem identification and resolution techniques

Outline

  • Accountability, boundaries and consistency
  • Cost-effectiveness and quality
  • Stages of the lifecycle
  • Services
  • The service portfolio
  • Processes and functions
  • A brief discussion of the processes defined by ITIL
  • Roles and responsibilities
  • Exercise 1: Understanding basic service management concepts
  • Understanding problem management as an aspect of many roles in an organization
  • What is a problem?
  • Defining problem management
  • What problem management is not
  • Purpose and objectives of problem management
  • Scope of problem management
  • Problem management policies, principles and basic concepts
  • Problem management activities
  • Sources of information
  • Problem management metrics and measurements
  • Challenges and risks
  • The continual service improvement approach
  • Why a consistent and predictable approach to identifying and making decisions about problems is important to your business

Exercise 2: Understanding the theory of problem management

  • Establishing common sense policies and practical guiding principles for problem management
  • Defining problems, workarounds and known errors
  • How problems and incidents are related
  • Establishing a situational approach to problem management
  • Overview of problem management techniques
    • Chronological analysis
    • Pain value analysis
    • Brainstorming
    • Affinity mapping
    • 5-whys
    • Fault isolation
    • Hypothesis testing
    • Technical observation post
    • Ishikawa diagrams
    • Pareto analysis
    • Error detected during development
    • Major problems
  • Sample policies and guiding principles for problem management
  • Exercise 3: Practical policies and guiding principles for problem management
  • What is a vision?
  • Understanding and agreeing to the desired state for problem management in your organization
  • Defining the vision
  • Sample visions for problem management
  • Exercise 4: Establishing a vision for problem management
  • Understanding the current state of problem management in your organization
  • Problem management Audit of Intent
  • Problem management Audit of Action
  • Sample problem management assessment questions
  • Assessing levels of problem management maturity
  • Sample assessment results
  • Exercise 5: Understanding the current state of problem management in your organization
  • Why most problem management processes fail
  • Identifying, understanding and making decisions about problems in a consistent way
  • Real-world example I: A short bridge (or vehicles that are too tall)
  • Real-world example II: My first car (proactive and reactive problem management)
  • Real-world example III: A bent CPU Pin (or controlling assumptions)
  • Real-world example IV: Availability management and time zone coding
  • Real-world example V: Operating system update
  • Sample problem management situational matrix
  • Exercise 6: Establishing a real-world, situational, problem management process
  • What is a problem?
  • What is a workaround?
  • What is a known error?
  • What information is contained in a problem record
  • What information is contained in a known error record
  • How are problem records used?
  • How are known error records used?
  • Storing records in a known error database
  • Basic functionality of a known error database
  • How changes and problems are related
  • Sample problem workaround and known error records
  • Exercise 7: Defining problems, workarounds and known errors
  • What is an incident?
  • Typical relationships
    • Many incidents to one problem
    • Many problems to one incidents
    • Many problems to many incidents
  • Categorization
  • Prioritization
  • Escalation
  • Establishing an effective boundary between problem management and incident management
  • Incident matching procedure
  • Sample incident matching procedure
  • Exercise 8: Developing an incident matching procedure for your organization
  • Common problem situations
  • When to use chronological analysis
  • When to use pain value analysis
  • When to use brainstorming
  • When to use affinity mapping
  • When to use 5-ways
  • When to use fault isolation
  • When to use hypothesis testing
  • When to use technical observation post
  • When to use Ishikawa diagrams
  • When to use Pareto analysis
  • Exercise 9: Understanding common problem situations
  • What is chronological analysis?
  • How does chronological analysis help?
  • What are the steps in chronological analysis?
  • Using chronological analysis in your organization
  • Exercise 10: Using chronological analysis
  • What is pain value analysis?
  • How does pain value analysis help?
  • What are the steps in pain value analysis?
  • Using pain value analysis in your organization
  • Exercise 11: Using pain value analysis
  • What is brainstorming?
  • How does brainstorming help?
  • What are the steps in brainstorming?
  • Using brainstorming in your organization
  • Exercise 12: Using brainstorming
  • What is affinity mapping?
  • How does affinity mapping help?
  • What are the steps in affinity mapping?
  • Using affinity mapping in your organization
  • What is 5-ways?
  • How does 5-ways help?
  • What are the steps in 5-ways?
  • Using 5-ways in your organization
  • Exercise 14: Using 5-ways
  • What is fault isolation?
  • How does fault isolation help?
  • What are the steps in fault isolation?
  • Using fault isolation in your organization
  • Exercise 15: Using fault isolation
  • What is hypothesis testing?
  • How does hypothesis testing help?
  • What are the steps in hypothesis testing?
  • Using hypothesis testing in your organization
  • Exercise 16: Using hypothesis testing
  • What is technical observation post?
  • How does technical observation post help?
  • What are the steps in technical observation post?
  • Using technical observation post in your organization
  • Exercise 17: Using technical observation post
  • What are Ishikawa diagrams?
  • How do Ishikawa diagrams help?
  • What are the steps in Ishikawa diagrams?
  • Using Ishikawa diagrams in your organization
  • Exercise 18: Using Ishikawa diagrams
  • What is Pareto analysis?
  • How does Pareto analysis help?
  • What are the steps in Pareto analysis?
  • Using Pareto analysis in your organization
  • Exercise 19: Using Pareto analysis
  • Review of concepts learned
  • Questions and answers
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Prerequisites

Participants for this course need to have foundation level understanding of ITIL® service management best practices and have experience working in organizations using various IT service management processes.

Who should attend

  • CIOs, CTOs
  • Service management professionals
  • IT managers and directors
  • IT auditors
  • Change management professionals
  • Continual improvement professionals
  • Service operation professionals
  • Incident management professionals
  • Problem management professionals

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Certification

There is no certification exam associated with this course.

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