How a problem management team show their efficiency?

[wanc]

I 'll build up a new problem management team but still no idea how can I show our efficiency to my boss.. also the resource allocation..

Any input is greatly appreciated, thanks!

Wan

[asrilrm]

Hi,

I'm not sure I understand your question quite clear, but I guess you should seek your Critical Success Factors, the build your Key Performance Indicators, then build metrics out of them.
I suggest you take a look at the itlibrary open guide for a start

Cheers,
Asril

[Skinnera]

Also depends on what your PM team will be doing - are they looking at underlying causes of the most frequent incidents and calls to the service desk (in which case reductions in these things must be a good start for a KPI), or are they identifying root causes of significant, individual incidents and taking actions to make sure these aren't encountered again, or something else entirely?
_________________
When I say 'CCR', please read 'RFC'.

[wanc]

Our aim is reduce the incident re-occur, identify the root cause and perm fix.

Moreover I need to perpare the managrment report but I have no idea on it.

Since we're a new team, so we must do somethings that let our GM impress and feel our team is needed..

[asrilrm]

Wan,

Before going any further, the first things I need to know is how far ITIL is known by your company? Is it just an awareness, or is it well known?
If it's well known, has it reached top-level management commitment?
Sorry to ask but your last post seems like you're selling a new concept to your GM.

Well, first things first.
.

[wanc]

Hi asrilrm,

As you said, my company was not well known of ITIL but want to improve the IT service on IT infra.

Wan

[asrilrm]

Wan,

I see.
I presume you haven't brought this new concept to your top management.
And you mean to start with your unit. You decided to take Problem Management in, as the first thing to do. Am I right?

If my presumptions are right, then you are doing a bottom-up approach.
Well, my suggestion is to change your approach.
I mean there's nothing wrong with bottom-up, but not merely.
You will face tons of obstructions on your way.

ITIL is not a methodology, it's a guidelines. It doesn't give you orders of what to do, what should be measured, etc, etc.
I could talk alot but I'm afraid I will make you confused.

My other suggestion is for you to study the general aspects of ITIL, doesn't need to be detail, then present to your top management, build their awareness. This one is highly recommended because management commitment is very important.
Be the ITIL champion for your company.
That's for a start.

Asril

[m_croon]

Hi Wanc,

Forget ITIL, forget problem management (well, do not forget the latter one totally).

This is about perception. You want your boss to perceive that your team is worth having around. The best way to do this (usually) is to give insight in metrics. (KPI's, CSF's, what ever you want to call them). A few tips:

* Keep it Simple: do not wander off into the marsh of KPI's. Better have one indicator or report that makes sense than a pack of indicators that will not be read. Have you asked your GM what he'd like to get reported? Sure, you can make a suggestion but if you can get into an 'elevator pitch' with him (or simply ask for 30 mins. of his time), maybe you'd ask him.

* Find out if you can report 'through' your customer. For instance: if you report a list of known errors to your customer weekly, and you give the customer the perception that this report (and the work around it) makes sense for business, AND you get the customer to tell this to your GM, you have the best advertising you can get.

* Did I already suggest to keep it simple?

Hope this helps,

Michiel