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ITIL :: View topic - CHG vs. INC
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Senior Itiler

Joined: Feb 14, 2008
Posts: 77

PostPosted: Mon May 05, 2008 10:20 pm    Post subject: CHG vs. INC Reply with quote

Hi Forum,

I have seen many times the KPI: "#of INCs resulting from RfCs" in order to assess and to steer the CHG process performance.
Valid point in theory but right now I'm asking myself how do other companies get a clear picture of the incidents which come from lets say inproper implemented RfCs?
In our company we have different tools for CHG and INC and I find it pretty hard to bring INC and changes together in one picuture. Maybe there is a good and easy way to figure out which incidents belong to certain change requests.
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Senior Itiler

Joined: Oct 07, 2007
Posts: 441
Location: Jakarta, INA

PostPosted: Tue May 06, 2008 12:44 am    Post subject: Reply with quote


I guess an incident could not be associated directly at first level with a particular RFC. It needs investigation and cannot be done automatically.

In my office, an incident that after investigation was found out as a result of improper change will be informed to Change Management, and Change Management will bring it to the PIR Meeting, Change Manager will add one to the related KPI manually.
If it caused a medium and high severity level, an emergency RFC would be raised to fall back.

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Senior Itiler

Joined: Sep 16, 2006
Posts: 3596
Location: London, UK

PostPosted: Tue May 06, 2008 8:37 pm    Post subject: Reply with quote

It will as asrilrm has said... a manual process

What usually happens is that a change gets down - usually on the weekend

lo an behold come monday - despite whatever testing was done.. soemthng does not work right for some team

this gets fixed udner the incident process

then comes the big pointing finger of mgmt... depending on how bad the incident was

if it is small finger.. return the favor with the finger of chasnge mgmt and update the KPIs

if it is big finger, then it is likely Problem mgmt and self analysis and other actions arise .....and update the KPIs
John Hardesty
ITSM Manager's Certificate (Red Badge)

Change Management is POWER & CONTROL. /....evil laughter
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Senior Itiler

Joined: Mar 04, 2008
Posts: 1894
Location: Helensburgh

PostPosted: Tue May 06, 2008 8:58 pm    Post subject: Reply with quote


of course it is not only poor implementations that lead to incidents. The change could have been implemented perfectly, but it then unmasked an unforeseen consequence for example. In that case it is the analysis and specification for the change that leads to issues.
"Method goes far to prevent trouble in business: for it makes the task easy, hinders confusion, saves abundance of time, and instructs those that have business depending, both what to do and what to hope."
William Penn 1644-1718
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Senior Itiler

Joined: May 07, 2005
Posts: 121
Location: UK

PostPosted: Tue May 06, 2008 11:24 pm    Post subject: Reply with quote

Within my org it's a manual process but our tool allows us to link CCRs to the Incidents they have caused, and we can therefore report on 'CCR generated Incidents' straight out of the system.

Only as good as the people making the links of course, but better than nothing...

You can therefore have (as we did earlier this year) a chain of events that goes;

Incident -> CCR to fix it -> generated Incident -> CCR to fix it -> generated Incident -> CCR to fix it...
When I say 'CCR', please read 'RFC'.
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