This document provides an overview of ITSM Academy, an accredited education provider for ITSM certifications and training. It discusses the academy's history since 2003 in training tens of thousands, its accredited certification courses including ITIL, ISO 20000, and CPDE. It also outlines practical workshops offered and how the academy provides public, corporate, and virtual classes worldwide. The presenter Jayne Groll is introduced with her experience and background. An agenda is then provided for the Problem Management webinar covering what was learned in the past, current challenges, and a game to test knowledge.

1. Welcome!
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If I Knew Th
K Then, Wh I Know N
What K Now
Problem Management
#askitsm
@ITSMAcademy
@ITSM_Jayne
Jayne Groll
© ITSM Academy

2. About ITSM Academy
 Accredited Education  Since 2003 - Tens of Thousands
 Certified Process Design Engineer (CPDE) Trained and Certified
 ITIL® Foundation  Public Classes throughout U.S.
 ITIL Capability (OSA|PPO|RCV|SOA)  Corporate On-Site Classes
 ITIL Lifec cle (SS|SD|ST|SO|CSI)
Lifecycle  Virtual Classes
 ITIL Managing Across the Lifecycle (MALC)
 Courseware Licensing
 ISO/IEC 20000 Foundation & Bridge
 Corporate & Partner (GEM)
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 MOF Foundation
 Alumni Program
 Practical, Value-Add Workshops
 PMI Global Education Provider
 Building Blocks, Roles, Service Catalog, etc.
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 Certified Woman-Owned
 ITIL, MOF, ISO 20K Overviews
 Apollo 13, Visible Ops: The Class
 And more!
ITIL® is a Registered Trade Mark of the Cabinet Office.
© ITSM Academy 2
Welcome!

3. Your Presenter – Jayne Groll
 President of ITSM Academy
 ITIL® Expert, Certified Scrum Master, ISO/IEC 20000
Consultant Manager
 Co founder – So Florida LIG ISO20K SIG, ATCTA
Co-founder So. LIG, SIG
 20+ years in IT management
Since 2003, ITSM Academy has trained tens of thousands of learners on all
levels of ITIL, ISO/IEC 20000, Certified Process Design Engineer (CPDE),
Microsoft Operations Framework (MOF) and other ITSM education. Please
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visit us at www.itsmacademy.com.
© ITSM Academy 3

4. Agenda
 What we learned then: a review of basic Problem
Management concepts
 What we know now: practical advice for overcoming
common Problem Management challenges
 Next steps
 Game: Who wants to be a Problem Manager?
Thanks for joining us today.
Please use the chat feature to send in your questions.
© ITSM Academy 4

5. What W Learned Th
Wh t We L d Then
© ITSM Academy

6. Problem Management Purpose and Objectives
Problem Management manages the lifecycle of all
problems from first identification through further
investigation, documentation and eventual removal.
 Prevent problems and
p
resulting incidents Problem: The underlying
cause of one or more
 Eliminate recurring incidents
g incidents
Known Error: A problem
 Minimize the impact of with a documented root
incidents cause and a workaround
Problem Management diagnoses the root cause of incidents
and initiates actions to improve or correct the situation.
© ITSM Academy 6 ITIL Text - SO 4.4.1

7. Problem Management Scope
Problem Management aspects include
 Reactive Problem Management
 Solving problems in response to incidents
 Executed as part of Service Operation
 Proactive Problem Management
 Conducting reviews and analyzing trends
to prevent incidents
 Initiated in Service Operation but driven
as part of Continual Service Improvement
The difference between reactive and proactive Problem Management
lies in how the process is triggered.
© ITSM Academy 7 ITIL Text - SO 4.4.2, 4.4.4.2

8. Problem Management’s Business Value
Problem Management increases service quality by reducing
the time required to resolve incidents and by preventing
future incidents through permanent solutions.
 This results in
 Higher service availability and stability
 Increased business and IT productivity
 Reduced cost of ineffective fixes
 Reduced cost of repeat incidents
 Improved perception of IT from customers
You can also leverage Problem Management to solve operational and
strategic problems.
© ITSM Academy 8

9. What W K
Wh t We Know Now
N
© ITSM Academy

10. Common Problem Management Challenges
 Confusing incidents and problems
 Operating in a “band-aid” culture
 Inability to predict resources,
effort and priority
 Lack of a structured approach
 Insufficient information
© ITSM Academy 10

11. Confusing Incidents and Problems
Incidents do not grow up to be problems – they raise the possibility
that the underlying problem should be investigated.
 Incident Management focuses on restoration
 Problem Management focuses on prevention
 The processes can be powerful when executed simultaneously
 They may share resources but should have different process
managers
Incident records can close when service is restored; problem records
remain open until the error is removed.
© ITSM Academy 11

12. Operating in a “Band-aid” Culture
Known errors provide knowledge and actions that will help
minimize the impact of incidents until a permanent solution is
identified and deployed
deployed.
 Known errors are milestones, not resolutions
 Workarounds do not prevent future incidents
 Band-aids will eventually fall apart
 Business impact should help justify a conclusion
B i i t h ld h l j tif l i
 All problems can ultimately be resolved
Minor errors may have to wait until the next release of a service –
however long that takes.
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© ITSM Academy 12

13. Inability to Predict Resources, Effort and Priority
Problem models expedite problem solving by predicting the handling
of common types of problems.
 Problem M Models can be
Problem Models include
built for problems based on
 Steps to be taken
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 Recurring incidents or situations
 Sequence of actions
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 Dormant problems
 Responsibilities
 Underlying problems
 Timescales and thresholds
 K d i ti ti
Known errors under investigation
 Escalation procedures
 Create, update and validate  Steps to preserve evidence
p
problem models as p of the
part
problem closing activity
Consider including predicted priority, resources, constraints, costs
priority resources constraints
and expected return in your Problem Models.
© ITSM Academy 13

14. Lack of a Structured Approach
Leveraging a structured approach keeps the problem team focused and
improves their ability to identify the true root cause
 Proven methods
 Kepner and Tregoe
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 Ishikawa Diagrams
 Chronological Analysis
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 Pain Value Analysis Could you apply Agile/Scrum to
 Pareto Analysis problem solving?
 Brainstorming
© ITSM Academy 14

15. Lack of Information
Effective Problem Management teams are dependent accurate information
in configuration, incident , change and prior problem records.
 Record all incidents and problems in
separate records with unique identifiers
 Join problem records to related incidents,
changes and configurations
 Require accurate and complete problem
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and incident resolution detail in each record
 Ensure proper categorization
 Provide access to other information such as
operational logs, network maps, monitoring
data, etc.
© ITSM Academy 15

16. Conclusion
 Successful Problem Management
relies on
 Recognition of it’s business benefits
 Distinction from Incident Management
 Sufficient resourcing, time and
resourcing
information
 Absence of blame
KKnowledge and application of
l d d li ti f
proven methods and techniques
Communication and
Teamwork
 Relentless pursuit and removal of
root cause (when justified)
© ITSM Academy 16

17. Who Wants to Be a Problem
Manager?
© ITSM Academy

18. Questions?
© ITSM Academy 18

19. Visible OPS
Certified Process
Design Engineer (CPDE) ITIL SOA
ITIL at the Service Desk
ITIL PPO
Defining Your
Service Catalog ITIL RCV
ITIL Service Strategy ITIL Managing Across ITIL OSA
the Lifecycle (MALC)
ITIL Service Design
Service Strategy
ITIL Service Transition Overview
ITIL Service Operation Service Transition
Overview
ITIL Continual
Service Improvement Service Operation
Overview
ITIL
ITSM Roles
Foundation
and Responsibilities
ISO/IEC 20000
Foundation
ISO/IEC 20000
/
Apollo 13 Simulation Foundation Bridge
MOF
Foundation
Customer Service
ITIL Executive Overview
Excellence
E ll
ITIL Overview
Building Blocks of
Process Design ISO/IEC 20000 Overview
Solid colored boxes represent accredited certification courses.
Grey boxes represent non-certification courses including workshops and simulations.

20. ITSM Academy Affiliates
© ITSM Academy, v2 October 2011 20

21. Want to Learn More?
Master
Certified Process
ISO/IEC 20000 ITIL Design Engineer
Foundation Expert (CPDE)
Complementary Course
5 credits Complementary Course
1 credit 1.5 credits
Managing Across the Lifecycle (MALC)
3 credits each 4 credits each
CSI Service Offerings and Agreement (SOA)
SO
ST
SD Release, Control and Validation (RCV)
SS
Planning, Protection and Optimization (PPO)
Operational Support and Analysis (OSA)
Lifecycle Stream Capability Stream
2 credits © ITSM Academy 2008
V3 F
Foundation
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© ITSM Academy 21