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ITIL :: View topic - Low Priority Tickets
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Low Priority Tickets

 
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Lammy101
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Joined: Oct 07, 2009
Posts: 10

PostPosted: Fri Nov 06, 2009 12:15 am    Post subject: Low Priority Tickets Reply with quote

I have recently been tasked with a new project looking into low priority tickets and what can be done with them, basically we have 5 ticket priorities and the volume is as follows.

P1 : 3-5 per wk
P2 : 20-30 per wk
P3-5 : 1500 per wk

P1 and P2 tickets are handled by Incident Management until resolution. P3-P5 should in theory be handled by the servicedesk but in fact are pretty much left to the resolving teams. It looks likely this is the way the process will remain for now.

This means that 1500 low priority tickets are regularly breaching SLA (72hrs) and then just sitting there. There are various reasons for no action being taken on these tickets, i.e. waiting on engineer, waiting on parts, support process found wanting, tickets with no updates,etc

I've been tasked with looking at these, finding out the most common causes of tickets not progressing and then putting some service improvements in place.

I'm thinking my approach with be to categorize these tickets so that we can see where the tickets fall, i.e. hardware, software, tickets with no update, wrongly assigned, etc and then tackle these.

This seems to be a common issue as my last workplace had exactly the same issue and it was never dealt with, I'm thinking if we have reduce the volume of these low priority tickets it should in theory have some impact on the volume of high priority tickets.

Has anyone ever had experience of this issue or any alternative suggestions on the best way to tackle it.
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Diarmid
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Joined: Mar 04, 2008
Posts: 1884
Location: Newcastle-under-Lyme

PostPosted: Fri Nov 06, 2009 2:48 am    Post subject: Re: Low Priority Tickets Reply with quote

Lammy,

Fundamentally, if you have 95% of your incidents breaching your SLA, you do not have an effective management system at all, your SLA is a waste of paper. You would be better off working out what you can achieve and renegotiating.

However, if you want to try to work from what you have, then:

Lammy101 wrote:
I'm thinking my approach with be to categorize these tickets so that we can see where the tickets fall, i.e. hardware, software, tickets with no update, wrongly assigned, etc and then tackle these.


If you start like that you are already making assumptions about cause. I would have thought your earlier category list "various reasons" is where to start. This will give you a hook on what types are most common (or most painful) and therefore how to prioritize your improvement program, and it will also point you tothe right kind of solutions.

for example: waiting for an engineer could mean that you have committed to an unachievable target in your SLA or that you need tighter contractual control of your engineering service provider.

I'm curious that you have managed to gear your Service Desk staff skill sets to match the nature of low priority incidents. I'm not sure how closely impact and urgency imply a need for technical specialisms and vice versa. Perhaps that is a clue as to some of your problems.

Don't get confused between improving your capability to resolve incidents and reducing the number of incidents. The first requires improvement programs and the second is best done through Problem Management (I've seen it done by reclassifying things, but that won't actually change anything in regards to the delivered service, just the stats).

This is right up my street and I'm available if you need consultancy in the UK.
_________________
"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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Lammy101
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Joined: Oct 07, 2009
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PostPosted: Fri Nov 06, 2009 7:51 am    Post subject: Reply with quote

Diarmid thanks for the reply, your replies are always useful.

I understand your argument against the approach of setting up the categories first but am unclear what you mean in regards to me talking about these incidents breaching for "various reasons".

Are you suggesting that I start of analysing these tickets and look at the reasons they breached and build up a category list this way rather than pre-setting one ?

To be honest I have just been brought in on a contract to look at this and am still to get a handle on how everything has been setup. My background is Problem Management with some Service Improvement as well.

I'm sure that you would be a great help but I doubt they would be able to afford you. Maybe I'll suggest we give you a shout should we hit a brick wall.
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Diarmid
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Joined: Mar 04, 2008
Posts: 1884
Location: Newcastle-under-Lyme

PostPosted: Fri Nov 06, 2009 10:52 pm    Post subject: Reply with quote

Lammy,

I don't know what to say. Except that your organization can definitely afford me.
_________________
"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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Lammy101
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Joined: Oct 07, 2009
Posts: 10

PostPosted: Mon Nov 09, 2009 9:12 pm    Post subject: Reply with quote

Diarmid I will see what the story is over the next couple of weeks,

cheers
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viv121
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Joined: Dec 15, 2007
Posts: 112

PostPosted: Wed Dec 16, 2009 5:57 am    Post subject: Low Priority Tickets Reply with quote

Lammy,

Mate, you get Diarmid walk upto your office and probably more things will fall in place than the low priority incidents Very Happy

For "various reasons", I would suggest try Six Sigma. The six Sigma tells in affirmative that 80% of the problems are caused by the 20% of the issues. Do a fish-bone or a pareto to find out your 20% and get them eliminated over a period of time.

I wish I could have just around the corner. I am very cheap and your organization can affor me for sure. Can't tell a thing about the flight tickets and travel arrangements as I am far far away.

Go and get Diarmid Very Happy . You'll not have reasons to ask "low priority" questions in this fora.

Cheers!
Viv
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AgentJay
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Joined: Sep 03, 2007
Posts: 19

PostPosted: Wed Dec 30, 2009 12:24 am    Post subject: Reply with quote

I had the same problem in my desk as well. Heap of Incidents which stackedup already and new incidents adding up, which would apparently keep breaching the SL.

# 1) We named the follow-up procedure as p2/P3 Amber ( Amber here represents the colour code of breaching incidents)

#2) Created a Specialist support of contact (Escalation POC) for all the forwarding groups. I have 400+ groups and I do have a SSC for all group now.

#3) Have a master repository tracker of the INcidents that would be followed everyday. Everyday consistent follow-up has reduced the incidents from 900 to 33 in 3 months time.

But a set of team members should do this everyday. Mail merge is an easy concept which helped us doing this.

I started with P2, then to P3 which was beat to death and now moved on to P4. We are currently killing them as we speak and very much in control.

If you still would like to know how, let me know. All is well Wink
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