Implementing Incident and Problem Management

[tolman101]

Hello all,

I have just taken up a new position within our organisation as Global Process Owner for Incident and Problem management. My objective is to ensure that IM and PM is implemented in all of our 17 offices around the world. I am relatively happy that we have the prerequisites in place, which I have identified to be the following:

Incident and Problem Managers for each region (Americas, EMEA and APAC), although the roles are performed by the same person in the Americas and APAC which I know could be a conflict.

Incident and Problem Management tool implemented in each country.

Defined Incident and Problem Management processes. Although they need some development, I believe that we have enough to start working with.

Management commitment

What I have done so far is to arrange a conference with the IM's and PM's and a few other key people to include the SD, IM and PM practitioner course and two days for a conference. What I am struggling with is an agenda for the two days conference. I dont think that it will be very often that we gather in one place and have the opportunity to talk about what is closest to our hearts, so I really want to make it as worthwhile as possible.

The implementations themselves I plan to be onsite at the different countries offices, and I think the agenda should include the following:

Meeting with the stakeholders explaining Service Management, benefits, 'what it can do for you'. And an overview of the IM and PM processes.

Meeting with the IT Manager/s for the same reason as above but as more of a discussion.

Education in the processes and its tools for: the Process Representative (this will be someone who already has another 100% role), the Service Desk and Incident Handlers.

My only plan for the two day conference is to have some brainstorming sessions centered around 'How we educate in the processes and it's tools'.

If anyone has been through anything similar or if anyone has any ideas at all I would love to hear from you.

Best regards, Matt

[rajank]

Hi Matt:

Congratulations for your new role, first of all. Matt, as you would have guessed by now, you are up against following challanges in my mind.

a) 17 Countries mean 17 variants of each process. Which mean too many correct practices that may hold valid discords with each other.
--- If I were to consult for your organization, I would recommend that a Six Sigma tool called SIPOC be used for mapping processes across all 17 offices. Then you could hold a one-day workshop wherein tremendous amount of information sharing and ideas generation can take place. If you bring and external facilitator, this exercise may be more effective because internal bias and conflict may hamper the real progress, and these implementations are all about managing conflicts of interests.

I personally found workshops to be much more effective a way to make quick-step progress in process and quality management initiatives.

b) Integration and standardisation of tool among various offices
--- When you use SIPOC method for process mapping and discuss the 17 versions thread-bare with people, it will be easy to come out with a new baseline. I will not be surprized if there is no document change management in place... This may be a good time to start practicing a version control and change management on your process documents!!!

These baseline processes may then be rolled out and their metrics (KPIs)may be identified/measured/reported and reviewed in a consistent manner across all geographies. A comparison will become possible.

c) Changes/Updates and Education regarding the process:
--- Matt: This is better handled if include your process documents in your CMDB and control them through Change Management Process as document CIs. Every time you release a new version or a release of the process, you can roll out a calendar-based process training or refresher for all process operators. Identification of training and other similar needs is anyway a responsibility of Release Management when you plan the changes in your process documents. However as all ISO/BS standards, authors of ITIL and Gurus in the area of Quality/Business Management keep iterating, a pervasive focus is required. I guess you are already roping that angle in, and adressing it through your conference.

I've been away from this forum for a while, but I am full-swing back now. So in case you think you need to discuss anything, you're most welcome!
_________________
Thanks & Warm Regards,
Rajan Kanda
ITSM & Quality Management Consultant
+919836065857, +919331022263, +919830022217

[UKVIKING]

Matt

Is there 17 Service Desk for the 17 offices around the world ?

I think you should with the Service Desk/ Incident Mgmt first and then the Problem Management

The prime reason is that Problem Mgmt needs to be treated differently than Incident.

How ITIL'd is the organization ?
How many Green/Red Badges are there ?
Do you have the ITIL Red Badge Green Badge ?

The first thng you should do is map what the 17 offices expect from this endevour and what your mgmt expects from this endevour

The comparison of the two could be mutually exclusive

basically think of IM as restore service to the customers/users ASAP
IM needs timelines and milestones which are short in nature.

basically think of PM as find out why the service continually fails
PM really does not have time lines.

What you should write is a generic ITIL Service Desk, Incident & Problem Management process and procedure which all can follow and provide the basis for the unique environments in the 17 offices in the 17 countries.

BUT to be brutally honest - the fact that there are 17 countries should have no bearing on implementing ITIL

You have IT assets -
hardware - servers, network equipment, network connectivity
software - application - mail, web, db, etc
specialist staff - system engineer, network engineers, etc
and general IT Staff - Service Desk and Help desk staff
and the tools

regardless of whether you are dealing with 1 or 1000+ countries, the above is still the same.

The only difference is the cultural baggage that each country brings to the table.
_________________
John Hardesty
ITSM Manager's Certificate (Red Badge)

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

[tolman101]

Hi Rajan and John,

Thanks very much for your advice and comments, it is much appreciated. To answer your questions John..

There are 17 Service Desks due to languange barriers.

Myself, the IMs and PMs are Foundation Certified and will be practitioners by the end of the conference.

In our global hub offices there have been ITIL foundation courses run for the managers and project managers but not all IT staff. The smaller regional offices have no ITIL exposure to my knowledge.

I am thinking that the objective for the conference should be: To educate the IMs and PMs to practitioner level, to identify the activities needed for the education workshops, to put names to the activities and to define a time line for implementation.

Best regards, Matt

[UKVIKING]

Matt

Thanks for the additional information.

First - A Dog & Pony show (road show) about ITIL, the SD, IM and PM and what the purpose of the multiple conferences.


Then Have an Incident Management conference for the Service Desk and IM people.

Then have a PM conference for the PMs only. Have one of the tasks for the conference is for the PMs to sponsor and chair a PM conference / meeting for the Service Desk and IMs

The PM sponsored conference should be about how the IM and SD can help identify Incidents and trends which could be candidates which could provide a Problem record

Since there are 17 languages / countries, I am quite sure there are some countries / languages / cultures which cross border. Have some regional conferences
_________________
John Hardesty
ITSM Manager's Certificate (Red Badge)

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

[rajank]

Hi John and Matt:

One thing that all of us seem to be converging upon is that there is a definite need for:

a) Creation of hype for the purpose of awareness and focus, either by roadshows, conferences or may be more.

b) Incident Management First and then the Problem Management. I completely agree with John on this too. Even for the most senior level of management, the immediate difference in resolution time figures is more encouraging. It will win you more sponsorship and support for implementing other processes.

c) In my implementation experience, I have realized that a capable Service Management tool expert becomes indispensable down the line. When by progressive elaboration, your teams realize that there are things which can be done by automation, you would not like it a lot, if the tool renders it impossible! Or if your tool consultant says 'no' too very often!

All the best for your implementation!
_________________
Thanks & Warm Regards,
Rajan Kanda
ITSM & Quality Management Consultant
+919836065857, +919331022263, +919830022217

[tolman101]

Thanks for your information. I will take all this into consideration in my project.

cheers, Matt