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FUJ00079935
FUJ00079935
POA Customer Service Problem Management Ref: CS/PRD/021
Process Details
Version: 5.0
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Document Title:
Document Type:
Release:
Abstract:
Document Status:
Originator & Dept:
Contributors:
Internal Distribution:
POA Customer Service Problem Management Process Details
Process Definition
N/A
This describes the Customer Service Problem Management
Process
APPROVED
Mike Stewart Customer Service Operations
Rob Milner, Peter Thompson
Peter Thompson, John Holman-Dine, Carl Marx, Tony Wicks,
Mike Woolgar, Dean Felix, Ian Daniel, Julie Welsh, Graham
Mockridge
External Distribution:
Approval Authorities: (See PA/PRO/010 for Approval roles)
Name
Position Signature Date
Carl Marx
Infrastructure & Availability
Manager
Dave Baldwin
Director Customer Services
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Process Details
Version: 5.0
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0.0 Document Control
0.1 Document History
Version No. I Date Reason for Issue Associated
CP/PinICL
1.0 05/11/97 ICL Pathway Problem Management Process
11 16/04/98 Update
1.2 25/05/98 Update
13 19/07/98 Update
14 03/12/98 Update
1.5 02/04/99 Update
1.6 29/07/99 Updated following internal review and
comments
2.0 26/08/99 Stored in PVCS as “Version Complete”
2.1 15/05/00 Updated following a review of the CS Problem
Management Operation
3.0 13/11/00 Updated with comments from version 2.1, and
developed for approval.
3.1 19/11/01 Updated following annual process review, and
incorporation of the CS divisional alert process.
40 27/11/01 Updated with comments from review of version
3.1 and developed for approval
4l 05/11/04 Updated with a complete rewrite of the Process
after workshops within the POA Support
Groups. To support the change in Post Office
Business for On-Line Services
5.0 20/01/05 Updated following internal review and
comments
0.2 Review Details
Review Comments by :
Review Comments to :
Mandatory Review Authority Name
Infrastructure & Availability Manager Carl Marx
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Director Customer Services Dave Baldwin
Optional Review / Issued for Information
Peter Thompson Data Centre & Operations Manager
John Holman-Dine Network Service Manager
Tony Wicks Business Continuity Manager
Mike Woolgar Problem & Availability Manager
Dean Felix Service Delivery Manager
Julie Welsh Service Delivery Manager
Tan Daniel Service Delivery Manager
Graham Mockridge Service Transformation Manager
( * ) = Reviewers that returned comments
0.3. Associated Documents
Reference Version I Date Title Source
PA/TEM/001 8.0 19/12/02 Fujitsu Services Document I PVCS.
Template
CS/IFS/008 1.0 23/12/02 POA/POL Interface I pvcs
Agreement for the Problem
Management Interface
CS/PRD/074 2.0 05/11/04 POA Incident Management I pycs
Process
CS/PRO/110 2.1 11/10/02 POA Problem Management I pycs
Database Procedures
PA/PRO/001 10.0 02/02/04 Change Control Process PVCS
CS/QMS/001 1.0 04/11/04 Customer Service Policy I pycs
Manual
Unless a specific version is referred to above, reference should be made to the current
approved versions of the documents.
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0.4 Abbreviations/Definitions
Abbreviation Definition
KEL Known Error Log
MSU Management Support Unit
PAM Problem & Availability Manager
PM Problem Manager
PMDB Problem Management Database
PO Post Office
POL. Post Office Limited
SDMs Service Delivery Managers
SDU Service Delivery Unit
SLA Service Level Agreement
SSC System Support Centre
0.5 Changes in
this Version
Version
Changes
5.0
Update with a few minor comments after internal review at Version 4.1
0.6 Changes Expected
Changes
None
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0.7 Table of Contents
1.0 I PROCESS INTRODUCTION.
11
2.1
2.2
2.3
2.4
24.1
2.4.2
2.43
244
2.4.5
2.5
2.6
4.0 I REPORTING GUIDELIN
41
42.
421
4.2.2
4.2.3
PRINCIPLES OF PROBLEM MANAGEMENT...
2.0 IDENTIFY AND RESOLVE PROBLEMS..
FUNCTIONAL OVERVIEW.
PROCESS BENEFITS
SCOPE.
PROCESS DESCRIPTION...
PROCESS STEPS DIAGRA’
PROCEDURE DESCRIPTIONS
3.0 PROCESS INDICATORS.
REPORT INFORMATION.
Identify Potential Problems.
Raise and Assign a Problem Record.
Problem Investigation...............0.00:
Resolve the Problem.........
Problem Closure...
@YAAANAY ADA
oo
Problem Management Process...
Problem Management Effectiveness and Efficiency for ‘Problem Handling
Solution Resource Effectiveness and Efficiency for Problem Handling.
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1.0 Process Introduction
The following terms are defined to assist understanding of this process:
e An Incident is defined as:
“Any event that is not part of the Standard Operation of a Service and that causes,
or may cause, an interruption to, or a reduction in, the quality of that Service’
e A Problem is defined as the underlying root cause of one or more Incidents.
e A Known Error is an Incident or a Problem for which the root cause has
been diagnosed and a work round or cure has been identified.
¢ A Trend is an identifiable pattern or tendency.
1.1 Principles of Problem Management
The principles of Problem Management may be stated as:
Problems are investigated and diagnosed in order to identify their
root cause and provide a resolution.
Problem Management must be centralised.
Problem Management will work reactively.
Problem Management will work proactively.
The Problem Management process provides the ability to identify and resolve the
root-cause of incidents quickly and effectively.
The process also provides a way of identifying problems that may cause several
incidents by proactively analysing incident and problem trends.
Problem Management must be closely related to Incident Management in order to
ensure end-to-end management of customer issues. It is responsible for accepting
unresolved incidents escalated from Incident Management.
Problem Management is focused on finding the solution, whereas Incident
Management is focused on restoring the service.
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2.0 Identify and Resolve Problems
2.1. Functional Overview
The purpose of this process is to investigate and identify the root cause of
unresolved incidents and to provide resolutions to those problems. In the course of
these investigations, the process may also identify short-term fixes or workarounds
to resolve incidents.
Problems identified are thoroughly analysed using (where available):
© Problem correlation tools,
¢ Internal and external knowledge databases;
e Information from management information,
Until an accurate diagnosis can be made. A workaround is devised where the
resolution is unknown or there is a Known Error. In order to affect a resolution to
the problem, it may be necessary to raise a Change Request to implement the
necessary change.
2.2 Process Benefits
This process provides the following benefits:
e It reduces the recurrence of service affecting incidents;
. It reduces business impact of problems by timely resolution.
2.3 Scope
The scope of this process includes the investigation of the underlying root cause of
unresolved incidents and the provision of resolutions.
It does not include the implementation of resolutions, nor does it include the
management of changes necessary to effect those resolutions.
2.4 Process Description
2.4.1 Identify Potential Problems
Problems can be identified from many sources: major incidents, recurrent incidents, incident
trends, requests from customers, requests from suppliers and, very importantly, through pro-
active investigation of management and incident data to look for possible new problems.
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2.4.2 Raise and Assign a Problem Record
A request to raise a problem record has been received by the PAM, Problem &
Availability Manager or a recognised Service Manager who will manage the
Problem.
The Problem Manager will raise the problem on the PMDB, classify it as one of
three:
¢ Cross Domain Problem (Obtain a POL Reference Number to do this)
¢ Problem Branch
¢ Internal Problem
The PAM may well manage the Problem. If he assess, that the Problem is best handled by a
specific Service Manager, (one responsible for the Service area the Problem relates to), he will
allocate that Service Manager as the Problem Manager.
2.4.3 Problem Investigation
The assigned Problem Manager will initially investigate the problem to see if he can
identify the root cause of and a solution to the problem.
If he is unable to do this he will decide which support or development teams will be
able to assist. He will then manage these resources until the root cause has been
identified and a solution identified. A plan and timescale should be agreed with the
solution resources to ensure progress to conclusion.
2.4.4 Resolve the Problem
Following identification of a solution it must be implemented.
For technical changes this is likely to require a Change Request. In the case of
software changes this will mean liaising with Release Management.
For people and/or process change a change request is not necessarily required.
The required changes should be planned and implemented according to the plan.
Following implementation there should be an agreed period of monitoring and review in order
to ensure that all involved agree that the problem has been finally resolved.
2.4.5 Problem Closure
When it has been agreed by all parties that a problem has been fully resolved it
should be closed.
Also, when a problem is a duplicate or is not accepted as a problem it should be closed.
All relevant parties must be informed that the problem has now been closed.
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2.5 Process Steps Diagram
Problem Management Process
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The steps identified in the above process flowchart are described in more detail below. Examples of typical Inputs/Outputs and typical Data
Source/Repository are included.
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2.6 Procedure Descriptions
Process Name:
Sub-Process:
Diagram Version:
Procedure Number:
Procedure Name:
Purpose and Scope:
Triggers:
Inputs:
Activities:
Outputs:
Interfaces:
Service Level Criteria:
Responsibilities:
Owner:
Comments:
Problem Management Procedures
Identify and Resolve Problems
1.0
1
Raise Problem
Record logged to capture details of an underlying
or exposure in order to enable further investigation.
A request is received to raise a Problem Record. This
may be due to the identification of an underlying fault
during Incident Management or as a result of proactive
Problem Management.
Incident Record (PowerHelp), Request (verbal, email),
Problem Management database, Management
Information from MSU, Trend Analysis from SDU,
Suppliers, PO Customer
Check existing Problem Records to avoid duplication.
Update existing Problem Record with details, if new
occurrence.
New Problem: log the details in the Problem
Management database.
A unique Problem Record or an updated Problem
Record
MSU, PowerHelp, SDUs, PAMs, SDMs, POL,
Suppliers
Problem Management Team, Service Management
Team, PAM team
Problem Management Team Leader
fault
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Item Descripti
Process Name: Problem Management Procedures
Sub-Process: Identify and Resolve Problems
Diagram Version: 1.0
Procedure Number: 2
Procedure Name: Proactive Problem Detection (1)
Purpose and Scope: Detect possible problems through investigation of
incidents and management information
Triggers: Daily task.
Inputs: Management information from MSU, problem
management database and PowerHelp
Activities: Anomaly detection, trend analysis, incident age analysis
Outputs: Request to raise problem record.
Interfaces: MSU, PowerHelp, SDUs, PAMs, SDMs
Service Level Criteria:.
Responsibilities: Problem Management Team.
Owner: Problem Management Team Leader
Comments:
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Item Descripti
Process Name: Problem Management Procedures
Sub-Process: Identify and Resolve Problems
Diagram Version: 1.0
Procedure Number: 3
Procedure Name: Proactive Problem Detection (2)
Purpose and Scope: Detect possible problems through investigation of
incidents, management information and discussion with
relevant SDUs and suppliers
Triggers: Daily task.
Inputs: Management information from MSU, problem
management database, PowerHelp, SDUs & Suppliers
Activities: Anomaly detection, trend analysis, incident age analysis
Outputs: Request to raise a problem record.
Interfaces: Input from External Fault Management.
Service Level Criteria:.
Responsibilities: Service Delivery Managers
Owner: Problem Management Team Leader
Comments:
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Item Descripti
Process Name: Problem Management Procedures
Sub-Process: Identify and Resolve Problems
Diagram Version: 1.0
Procedure Number: 4
Procedure Name: Classify Problem
Purpose and Scope: Determine the category of problem
Triggers: Problem Record logged.
Inputs: Problem Record and categories of problem
Activities: Determine whether:
Cross Domain, Problem Branch or Internal Problem.
Outputs: Classified Problem
Interfaces:
Service Level Criteria:.
Responsibilities: Problem Management Team.
Owner: Problem Management Team Leader.
Comments:
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Item Description
Process Name: Problem Management Procedures
Sub-Process: Identify and Resolve Problems
Diagram Version: 1.0
Procedure Number: 5
Procedure Name: Analyse & Assign Problem
Purpose and Scope: Analyse the fault and determine the correct assignee
group (including external / customer group).
Triggers: Problem Record logged.
Inputs: Problem Record and valid assignees
Activities: Analyse fault.
Determine correct problem manager or reject fault.
Contact and assign to problem manager.
Outputs: Assigned record
Notification to assigned problem manager
(Potentially) Rejected Problem Record.
Interfaces:
Service Level Criteria:.
Responsibilities: Problem Manager.
Owner: Problem Management Team Leader.
Comments:
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Item
Process Name:
Sub-Process:
Diagram Version:
Procedure Number:
Procedure Name:
Purpose and Scope:
Triggers:
Inputs:
Activities:
Outputs:
Interfaces:
Service Level Criteria:
Responsibilities:
Owner:
Comments:
Problem Management Procedures
Identify and Resolve Problems
1.0
6
Investigate & Diagnose (Level 1)
A solution has not been found in the Problem database
or KEL, further diagnosis is required in order to
determine resolution.
Assigned Problem Record
Problem Record
Investigate the fault (including any diagnosis carried out
during Incident Record investigation if relevant).
Identify root cause analysis
Identify resolution details (or circumvention /
work-around if resolution may take some time).
Further review of Problem database or KEL may be
required if resolution not identified.
Diagnosed Problem Record, Potential circumvention,
Identified Resolution plan OR
Unresolved Problem record.
Problem Manager
Problem Management Team Leader.
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Item Descripti
Process Name:
Sub-Process:
Diagram Version:
Procedure Number:
Procedure Name:
Purpose and Scope:
Triggers:
Inputs:
Activities:
Outputs:
Interfaces:
Service Level Criteria:
Responsibilities:
Owner:
Comments:
Problem Management Procedures
Identify and Resolve Problems (Level 1)
1.0
7
Mobilise Solution Resource
A solution has not been found in the Problem database
or KEL further diagnosis is required in order to
determine resolution.
Unresolved problem record
Problem Record
Determine which service or development team(s) is/are
most likely to be able to identify the root cause and
resolve the problem.
Discuss problem with resolving team(s) and agree plan
and timescales for resolving problem
Assigned solution resource
Agreed plan and timescales for investigation &
resolution
SDUs / Development
Problem Manager
Problem Management Team Leader.
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Item Descripti
Process Name:
Sub-Process:
Diagram Version:
Procedure Number:
Procedure Name:
Purpose and Scope:
Triggers:
Inputs:
Activities:
Outputs:
Interfaces:
Service Level Criteria:
Responsibilities:
Owner:
Comments:
Problem Management Procedures
Identify and Resolve Problems
1.0
8
Investigate & Diagnose (Level 2)
The problem manager has been unable to resolve or find
the root cause of a problem
Unresolved problem record or no root cause identified
Problem Record
Investigate the fault (including any diagnosis carried out
during Incident Record investigation if relevant).
Identify root cause
Identify resolution details (or circumvention /
work-around if resolution may take some time).
Further review of Problem database or KEL may be
required if resolution not identified.
Diagnosed Problem Record, Potential circumvention,
Identified Resolution plan OR
Unresolved Problem record.
Service Delivery Units / Development
Problem Management Team Leader.
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Item Descripti
Process Name:
Sub-Process:
Diagram Version:
Procedure Number:
Procedure Name:
Purpose and Scope:
Triggers:
Inputs:
Activities:
Outputs:
Interfaces:
Responsibilities:
Owner:
Comments:
Service Level Criteria:
Problem Management Procedures
Identify and Resolve Problems
1.0
9
Raise Change Request
Underlying problem requires a change to the system
configuration in order to resolve. Raise Change Request
to facilitate.
Identification of root cause of problem and identification
of resolution plan.
Problem resolution details.
Raise Change Request according to standard Change
Management procedure
Update the Problem Record with details.
New Change Request.
Updated Problem Record.
Output to Change Management.
Problem Manager / Solution Resource.
Problem Management Team Leader.
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Item Descripti
Process Name: Problem Management Procedures
Sub-Process: Identify and Resolve Problems
Diagram Version: 1.0
Procedure Number: 10
Procedure Name: Implement Change
Purpose and Scope: To implement the required changes to process,
technology or people to resolve root cause of problem.
Triggers: Identification of root cause of problem and identification
of resolution plan.
Approval from Change Management
Inputs: Problem resolution details.
Change Management process
Activities: Implement changes according to agreed plan
Outputs: Implemented change
Interfaces:
Service Level Criteria:
Responsibilities: Problem Manager / Solution Resource.
Owner: Problem Management Team Leader.
Comments:
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Item Descripti
Outputs: Agreement that problem has been resolved OR
Additional investigation required
Interfaces:
Service Level Criteria:
Responsibilities: Problem Manager
Owner: Problem Management Team Leader.
Comments:
Process Name: Problem Management Procedures
Sub-Process: Identify and Resolve Problems
Diagram Version: 1.0
Procedure Number: 11
Procedure Name: Monitor & Evaluate
Purpose and Scope: Ensure that implemented change has successfully
resolved problem to the satisfaction of all.
Triggers: Implemented Change
Inputs: Implemented Change
Activities: Monitor status of problem symptoms over agreed period
of time
Evaluate and agree whether problem has been resolved
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Item
Process Name: Problem Management Procedures
Sub-Process: Identify and Resolve Problems
Diagram Version: 1.0
Procedure Number: 12
Procedure Name: Close Problem
Purpose and Scope: Problem resolved, so close the Problem Record
Triggers: Fault resolved to user’s satisfaction.
Problem Record not relevant (duplicate / not required).
Inputs: Resolved Problem Record.
Activities: Change Problem Record status to CLOSED.
Determine a Closure Code.
Report Closure to Reporter of problem
Outputs: Closed Problem Record.
Interfaces: Reporter of problem
Service Level Criteria:
Responsibilities: Problem Manager.
Owner: Problem Management Team Leader.
Comments:
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Item Descripti
relating to the problem record
Agree problem resides with them
group
Outputs: Externally assigned problem
Interfaces: External groups
Service Level Criteria:
Responsibilities: Problem Manager.
Owner: Problem Management Team Leader.
Comments:
Process Name: Problem Management Procedures
Sub-Process: Identify and Resolve Problems
Diagram Version: 1.0
Procedure Number: 13
Procedure Name: Liaise with External Group
Purpose and Scope: To notify of problem which resides with an external (i.e.
supplier, POL or POL supplier) group
Triggers: Problem assessed as responsibility of external group
Inputs: Problem Record
Activities: Contact External group and feed them all information
Assign problem as residing with group in PM database
Monitor ongoing progress of problem with external
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3.0 Process Indicators
The introduction of an integrated Problem Management process and function should
have a noticeable impact on the levels of service provided to the users of the
infrastructure. It is however vital that the effectiveness of the process is measured
on a regular basis in order to highlight areas for attention as part of an ongoing
Service Improvement Plan.
The following are typical of Indicators that may be used to measure the
effectiveness of the Problem Management process.
Total effort for this process (FTEs)
Time Sheet data
Number of problems received (by priority)
Incidents and Problems database
Number of problems resolved (by priority)
Incidents and Problems database
Number of outstanding problems (by
bracket of elapsed time to date, by priority)
Incidents and Problems database
Resolution time (by priority)
Incidents and Problems database
Percentage of problems resolved within
agreed thresholds (by priority)
Incidents and Problems database
Number of incidents and problems to be
analysed
Incidents and Problems database
Number of incident / problem similarities
analysed
Problem Trends database
Number of problems raised by this process
Incidents and Problems database
Number of incidents / problems relating to
problems that were already raised (i.e.
incidents / problems relating to trends
identified during previous analyses)
Incidents and Problems database
Problem Trends database
Number of KEL updates made (i.e. entries
added / reviewed / removed)
KEL Database
Percentage of incidents resolved using
KELs
Incidents and Problems database
Percentage of problems resolved using
KELs
Incidents and Problems database
Total number of KEL entries
KEL Database
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Fujitsu Services POA Customer Service Problem Management Ref: CS/PRD/021
Process Details
Version: 5.0
COMPANY-IN-CONFIDENCE Date: 20-JAN-2005
4.0 Reporting Guidelines
4.1 Pre-Requisites
For effective Management Information to be produced from the Problem
Management function, the following pre-requisites must be in place:
. It is important to understand what information Senior Management wants to
see and to fully comprehend why they want this information.
2.It is necessary to ensure that the Problem Management toolset is capable of
collecting the required information (and that it has been configured to do so!)
w
Reporting ownership needs to be accepted by:
e the Problem Management team; and
e the report recipients
4. Data extract and reporting tools need to be in place to collect the information
prior to report production (this functionality may form part of the Problem
Management toolset or may be provided by stand-alone tools)
my
Report structures needs to be agreed:
e Frequency
¢ Historical data needed:
o One year?
o Archive data?
o Archive reports
6. Targets should be agreed for the management of Problems (as opposed to
Incidents).
4.2. Report Information
Senior Management will typically require information detailing the effectiveness of:
e the Problem Management process;
e the Problem Management team and all Problem Managers; and
e the Support groups that contribute to the process (ie. Solution
Resources).
4.2.1 Problem Management Process
¢ What is the ratio of Incidents to Problems
e In total, and by Support Group, how many Problems per day are:
¢ Opened?
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Fujitsu Services POA Customer Service Problem Management Ref: CS/PRD/021
Process Details
Version: 5.0
COMPANY-IN-CONFIDENCE Date: 20-JAN-2005
4.2.2
4.2.3
¢ Closed?
¢ Carried over?
e Re-opened?
Where there are no specific SLAs applicable to Problem Control, there should be
targets based on the priority (likely impact, and likelihood, of recurrence). Reporting
should be on achievement against targets
Problem Management Effectiveness and Efficiency for Problem Handling
© How many Problems per day are:
o Opened?
o Closed?
o Carried over?
o Re-opened?
«© How many SLA breaches? In total & by Support Group?
e How many Problems, passed to Support Groups, are duplicates?
© How many Problems are raised for existing Known Errors?
© Do Problem Record updates occur according to defined criteria?
«© How many Problems are raised due to trend analysis?
Solution Resource Effectiveness and Efficiency for Problem Handling
e Is the Support Group successful? ... It is necessary to define success criteria
e Is the group failing to meet SLAs? If so, why?
e Is the group improving?
e Is there an action plan for improvement?
e How well does the group co-operate and communicate with other groups, the
Service Desk and third parties?
© Do ‘fixed’ faults recur?
e Are there customer complaints?
e Are the right skills deployed at the right time?
Does escalation to the next technical level occur pro-actively and at the right time
intervals?
e Are Problem Records updated according to defined requirements?
e In total, and by Support Group, how many Problems per day are:
o Opened?
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Fujitsu Services POA Customer Service Problem Management
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Ref: CS/PRD/021
Version: 5.0
COMPANY-IN-CONFIDENCE Date: 20-JAN-2005
o Closed?
o Carried over?
co Re-opened?
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