Pe)
FUJITSU
RMGA Customer Service Problem Management Process
COMMERCIAL IN CONFIDENCE
FUJ00080043
FUJ00080043
Document Title:
Document Type:
Release:
Abstract:
Document Status:
Author & Dept:
Internal Distribution:
External Distribution:
Approval Authorities:
RMGA Customer Service Problem Management Process
Process Definition
Pre HNG-X Application Roll Out Transitional Period
To describe and document the Customer Service Problem
Management Process.
APPROVED
Susan Appleby-Robbins
Peter Thompson, Liz Melrose, Tony Wicks, Mike Woolgar, Mike
Stewart, Graham Mockridge, Paul Gardner, Mik Peach, lan
Venables, Jan Ambrose, lan Mills, Brian Pinder
Name Role Date
Steve Denham Head of Service Management
Paul Gardner HSD Operations Manager
©Copyright Fujitsu Services Ltd 2008 COMMERCIAL IN CONFIDENCE Ref: SVM/SDM/PRO/0025
Version: V2.0
UNCONTROLLED IF PRINTED Date: 22-Apr-08
Page No: 1 0f 23
FUJ00080043
FUJ00080043
RMGA Customer Service Problem Management Process
oO
FUJITSU COMMERCIAL IN CONFIDENCE
0 Document Control
0.1 Table of Contents
0 DOCUMENT CONTROL...
0.1 Table of Contents.
0.2 Document History.
0.3. Review Details.
0.4 Associated Documents (Internal & External
0.5 Abbreviations.
0.6 Glossary..
0.7. Changes Expected.
.1_ Process Objective and Scope.
.2 Process Rationale..
.3 Roles and Responsibilities..
1.
1.
1.
3.1 Process Owner..
3.2 Process Resolver.
3.3 Knowledge Manag
2 PROCESS INPUTS & OUTPUTS
2.1 Process Inputs.
2.2 Process Outputs..
3 RISKS & DEPENDENCIEG..........
3.1 Risks...
3.2. Dependenc'
4 PROCESS
4.1 Problem Control.
4.1.4 Problem Identification and Recording.
4.1.2 Problem Classification...
4.1.3 Identification and Diagnosi:
4.1.4 APPLY SOLUTION, RESOLUTION & CLOSURE.
4.2 — Error Control...
4.2.1 Error Identification, Recording & Assessment.
4.2.2 Error Resolution we teens
4.2.3. Resolution Justification
4.3 Alerting....
4.4 Trend Analysis..
4.5 Knowledge Management.
4.5.1 New Knowledge.
4.5.2 Review Knowledg
©Copyright Fujitsu Services Ltd 2008 COMMERCIAL IN CONFIDENCE Ref. ‘SVM/SDM/PRO/0025
Version: v2.0
UNCONTROLLED IF PRINTED Date: 22-Apr-08
Page No: 20f 23
FUJ00080043
FUJ00080043
RMGA Customer Service Problem Management Process
oO
FUJITSU COMMERCIAL IN CONFIDENCE
A APPENDIX: PRIORITY GENERATION:
©Copyright Fujitsu Services Ltd 2008 COMMERCIAL IN CONFIDENCE Ref: ‘SVM/SDM/PRO/0025
Version: V2.0
UNCONTROLLED IF PRINTED Date: 22-Apr-08
Page No: 3 0f 23
FUJ00080043
FUJ00080043
(ee) RMGA Customer Service Problem Management Process _
FUJITSU COMMERCIAL IN CONFIDENCE OFFICE
0.2 Document History
Version No. Date Summary of Changes and Reason for Issue Associated Change -
CP/PEAK/PPRR
Reference
4 13/11/07 Draft updated
02 07/01/08 Updated with comments from review
03 07/01/08 Updated to include tracked changes
1.0 07/01/08 Updated to version 1.0
14 16/04/08 This document has been revised by RMGA Document
Management on behalf of the Acceptance Manager to contain
notes which have been identified to POL as comprising evidence
to support the assessment of named Acceptance Criteria by
Document Review.
This text must not be changed without authority from the FS
Acceptance Manager
These changes will not require full review using the RMGA
Document Control Process, as agreed between Acceptance
Manager and Programme Management.
Added green highlight text to Abstract and highlighted Table of
Contents
Added at V1.1 - Footnote 1 added to section 1.0 — Introduction
This whole document comprises text that has been identified to
POL as evidence to support Acceptance by Document review
(OR) for Requirement SER-2144.
2.0 22-Apr-08 Issued for approval.
0.3 Review Details
Review Comments by
Review Comments to
Susan Appleby-Robbins & RMGADocumentManagement!
Mandatory Review
Role Name
Director of Customer Services Wendy Warham
Head of Service Management Steve Denham
Optional Review
Role Name
Transition Service Manager Sarah Bull
HSD / SMC Operations Manager Paul Gardner
Issued for Information — Please restrict this
distribution list to a minimum
©Copyright Fujitsu Services Ltd 2008 COMMERCIAL IN CONFIDENCE Ref: SVM/SDM/PRO/0025
Version: V2.0
UNCONTROLLED IF PRINTED Date: 22-Apr-08
PageNo: 4 of 23
FUJ00080043
FUJ00080043
(ee) RMGA Customer Service Problem Management Process
FUJITSU COMMERCIAL IN CONFIDENCE
Position/Role Name
Acceptance Manager David Cooke
(*) = Reviewers that returned comments
0.4 Associated Documents (Internal & External)
Reference Version Date Title Source
PGM/DCM/TEM/0001 Fujitsu Services RMGA HNG-X I Dimensions
Document Template
0.5 Abbreviations
HSD. Horizon Service Desk
KEL Known Error Log
KPI Key Performance Indicator
SLA Service Level Agreement
SLT Service Level Target
0.6 Glossary
Term Definition
0.7 Changes Expected
0.8 Copyright
© Copyright Fujitsu Services Limited2008. All rights reserved. No part of this document may be reproduced,
stored or transmitted in any form without the prior written permission of Fujitsu Services.
©Copyright Fujitsu Services Ltd 2008 COMMERCIAL IN CONFIDENCE Ref. ‘SVM/SDM/PRO/0025
Version: v2.0
UNCONTROLLED IF PRINTED Date: 22-Apr-08
PageNo: 5 of 23
FUJ00080043
FUJ00080043
RMGA Customer Service Problem Management Process
oO
FUJITSU COMMERCIAL IN CONFIDENCE
1 Introduction’
1.1 Process Objective and Scope
The objective of this document is to define the process for Problem Management in the POA
environment. For the purpose of this document a Problem is defined as the unknown underlying root
cause of one or more Incidents.
The Problem Management Process covers both reactive and proactive functions of Problem
Management.
The scope of Reactive Problem Management is from identification of a Problem through to closure and
includes root cause analysis, identification of Known Errors, initiation of any necessary Change Requests
and the provision of management information to POA & POL. Problem Management is responsible for
ensuring that resources are prioritised to resolve Problems in the appropriate order based on business
need.
The scope of Proactive Problem Management includes trend analysis and investigation to identify
potential Problems, which are then progressed through the Problem Management process to be removed
from the estate.
For clarity it should be noted that individual Problems are owned by the Service Delivery Manager
responsible for the Service most affected by the Problem. In the event that multiple Services are
impacted, the Service Delivery Team Manager / Head of Service Management will appoint an SDM as
Problem Manager, who will remain in this role until the Problem has been resolved.
1.2 Process Rationale
The primary goal of the Problem Management process is to minimise adverse impact of Incidents and
Problems on the Post Office Estate, and to proactively prevent the re-occurrence of Incidents, Problems
and Errors. Problem Management focuses on finding the root cause of Incidents, creating Known Errors
and permanently removing Errors from the estate through the Change Management Process.
Although a Problem may be identified at any time, the management of Problems is essentially
conducted during office hours; i.e. 09:00 - 17:30 Monday to Friday, excluding Bank Holidays.
1.3 Roles and Responsibilities
1.3.1. Process Owner
The owner of the process is the POA Service Delivery Manager responsible for the Service most
affected by the Problem. The Process Owner, otherwise known as the Problem Manager, is appointed by
the Service Delivery Team Manager. Process owner responsibilities include:
Overseeing Problem Management Process
Investigating potential resolutions
Assessing if and when to resolve
Defining target effectiveness metrics
Ensuring Reports, Audits and Reviews are carried out regularly and effectively
' This whole document comprises text that has been identified to POL as evidence to support
Acceptance by Document review (DR) for Requirement SER-2144.
©Copyright Fujitsu Services Ltd 2008 COMMERCIAL IN CONFIDENCE Ref. ‘SVM/SDM/PRO/0025
Version: v2.0
UNCONTROLLED IF PRINTED Date: 22-Apr-08
Page No: 6 of 23
FUJ00080043
FUJ00080043
RMGA Customer Service Problem Management Process
oO
FUJITSU COMMERCIAL IN CONFIDENCE
1.1.2. Problem Resolver
The Problem Resolver is responsible for finding a resolution to the problem, and is assigned by the
Problem Manager.
1.1.3. Knowledge Manager
The Knowledge Manager is responsible for the information held in the Knowledge base and KEL, which
is updated by the HSD. The Knowledge Manager should be appointed by the Service Delivery Team
Manager.
1.1.4 Service Delivery Team Manager
The Service Delivery Team Manager is responsible for appointing a Problem Manager and Knowledge
Manager, ensuring Reports, Audits and Reviews are carried out regularly and effectively, and organising
and chairing Problem Review meetings. Meetings should be held as problems arise on an ad hoc basis,
but at least once a month.
©Copyright Fujitsu Services Ltd 2008 COMMERCIAL IN CONFIDENCE Ref. ‘SVM/SDM/PRO/0025
Version: V2.0
UNCONTROLLED IF PRINTED Date: 22-Apr-08
Page No: 7 of 23
oO
FUJITSU
RMGA Customer Service Problem Management Process
COMMERCIAL IN CONFIDENCE
FUJ00080043
FUJ00080043
2
Process Inputs & Outputs
2.1 Process Inputs
Inputs to this process include:
Multiple similar Incidents
Notification to the SDM by the HSD of a Problem for which no record exists on the Knowledge
Database (KEL) for the specific circumstances associated with an Incident.
Evidence of an Error
Problem record raised by the Service Delivery Manager as the result of a direct request from POL
e.g. during monthly reviews or on the telephone.
Problem record raised by the Service Delivery Manager as the result of a direct request from an
SDU, apart from Service Desk, who have noticed a trend which needs investigation.
Outputs from performance metrics where, for example, the SLT is at risk.
2.2 Process Outputs
Outputs from this process include:
ec cece ee
An entry in the KEL
A workaround
A permanent solution where commercially feasible
A closed Problem
Proactive feedback and advice to users
Improved IT Services
Reduced Incident volume
Contribution to a Continuous Service Improvement Plan (CSIP)
Management Information
©Copyright Fujitsu Services Ltd 2008 COMMERCIAL IN CONFIDENCE
UNCONTROLLED IF PRINTED
Ref:
Version:
Date:
Page No:
SVMISDMIPRO/0025
v2.0
22-Apr-08
8 of 23
oO
FUJITSU COMMERCIAL IN CONFIDENCE
FUJ00080043
FUJ00080043
RMGA Customer Service Problem Management Process
3
3.1
Risks & Dependencies
Risks
The following define the risks to the successful delivery of the process:
3.2
Insufficient time and resource to build and maintain a Knowledgebase
Break in the communications chain to third parties. Mitigation is to invoke escalation procedures
Resistance by parties to carry out pro-active recommendations to reduce number of Incidents.
Mitigation is to investigate and address any issues, before escalating to senior management
Increased business and operational impact through lack of Problem progress updates to POL.
Unavailability of sufficient support unit staff
Unavailability of sufficient tools for problem diagnosis
Non-availability of KEL or call management systems
The provision of inadequate staff training
Unavailability of systems for evidence gathering
Loss of any infrastructure component which links support systems to the live estate
Dependencies
This process is dependent on:
e Effective use of the process by IMT and SDUs
e Effective routing of Problems to SDUs and third parties
« Effective escalation procedures within Fujitsu, POL and third parties
e POL acceptance of feedback, contributing to end user education and reduced Incident rates
« Effective collaboration diagnosis between SDU’s and third parties
©Copyright Fujitsu Services Ltd 2008 ‘COMMERCIAL IN CONFIDENCE Refi SVMISDMIPRO/0025
Version: V2.0
UNCONTROLLED IF PRINTED Date: 22-Apr-08
Page No: 9 of 23
o
FUJITSU
RMGA Customer Service Problem Management Process
COMMERCIAL IN CONFIDENCE
FUJ00080043
FUJ00080043
4 Process
Step 4.1.1 to 4.1.3 4.2.1 to 4.2.3 4.3.1 4.4.1 to4.4.2
Number
Action Problem Control: Error Control: Identification, Trend Analysis I Knowledge
Identification, Workaround/Resolution and Management
Classification and Closure
Investigation
Role Problem Manager Problem Manager and HSD, Problem I Knowledge
and Problem Problem Resolver Manager and Manager
Resolver Problem
Resolver
4.1 Problem Control
4.1.1
Problem Identification and Recording
Problem Management
1.1 = Identification & Recording
Process
Inputs /
Outputs
I1. Problem Control
>
ii
: > Operate
5 gl
2 7
2 We
E
a 12 143 114
ete er Orie Prem tion
t
\
\
\
\
5 1a
2 >) ey Recon
g tion
Hi
fe
©Copyright Fujitsu Services Ltd 2008 COMMERCIAL IN CONFIDENCE Ref SVM/SDM/PROI0025
Version: V2.0
UNCONTROLLED IF PRINTED Date: 22-Apr-08
PageNo: 10 of 23
FUJ00080043
FUJ00080043
RMGA Customer Service Problem Management Process
oO
FUJITSU COMMERCIAL IN CONFIDENCE
4.1.1.1 A Problem Record is opened following a Major Incident, in relation to trend analysis, or as
the result of an Incident for which there is no existing problem record being received through
contact (see definition in Section 2.0 above) with the HSD from:
Users
Fujitsu SDUs
POA IT Service Management
Third Parties
Fujitsu Service Delivery Management
4.1.1.2 If a Problem Record already exists, it should be updated and the new Incident should be
attached as a Child. If a KEL or workaround exists it should be implemented at this stage, but
the Problem Management process should still be followed to ensure that a resolution is found
if possible.
4.1.1.3 The Problem Manager should understand and define the scope of the problem.
4.1.1.4 The Problem Manager and Resolver should identify and record the problem and proceed to
step 1.2.1.
©Copyright Fujitsu Services Ltd 2008 ‘COMMERCIAL IN CONFIDENCE Refi SVMISDMIPRO/0025
Version; V2.0
UNCONTROLLED IF PRINTED Date: 22-Apr-08
Page No: 11 of 23,
FUJ00080043
FUJ00080043
RMGA Customer Service Problem Management Process
Fe)
FUJITSU COMMERCIAL IN CONFIDENCE
4.1.2 Problem Classification
Problem Management 1.2- Classification
1, Problem Control.
2 :
I A f
3 MM a
2
=
g
£
é
coninence 128 ean bien
5 cai padi Abate Qmerib 2} +] “"Resrato
S Zi ester
2 x
= No
€
3 24
£ I__J peas I + ode of: save pote
a -dassfy problem . record.
1
i)
i)
. 1
3
tat
« pesos ana
cat aan
4.1.2.1 The Problem Manager and Resolver assess the problem and capture Sense and Respond
codes.
4.1.2.2 If the Problem is discovered to not in fact be a problem, the Problem Manager should proceed
to step 4.1.4.5.
3 If the Problem is indeed classified as a Problem, Priority should be assigned using the Priority
Matrix (see Appendix A)
4.1.2.4 Save the Problem Record
4.1.2.5 The Problem Management allocates ownership of the problem to the Service team whose
area is most affected by the problem, and assign resources for dealing with the problem.
4.1.2.6 The Problem Manager assigns ownership of the Problem Record to a particular SDM within
the service team, and proceeds to step 4.1.3.1
©Copyright Fujitsu Services Ltd 2008 COMMERCIAL IN CONFIDENCE Ref: ‘SVM/SDM/PRO/0025
Version: V2.0
UNCONTROLLED IF PRINTED Date: 22-Apr-08
Page No: 12 of 23
FUJ00080043
FUJ00080043
RMGA Customer Service Problem Management Process
Fe)
FUJITSU COMMERCIAL IN CONFIDENCE
4.1.3 Identification and Diagnosis
Problem Management 3— Investigation & Diagnosis
1, Problem Control
gos)
gas 8 ;
ato cS)
134 3: ie > 136
che ; aa
este & +! update tesa A +<Gten Fat> Prepare
ange pele robin esd I Smetana I > Tet Satton "aun
3
3
= x
We ate veo
ins
Unda etm
ee
4.1.3.1 The Resolver investigates and diagnoses the problem.
4.1.3.2 The Resolver updates the status of the problem record.
4.1.3.3 The Resolver looks for a solution to the problem.
4.1.3.4 If the Resolver is unable to find a solution, he should move to step 4.2.1.
4.1.3.5 If the Resolver finds a solution, it should be tested. If the test is unsuccessful, he should return
to step 4.1.3.1 and recommence diagnosis.
4.1.3.6 If the test is successful, the Resolver prepares to apply the solution, moving to step 4.2.1.
4.2 Error Control
4.2.1 Error Identification, Recording & Assessment
©Copyright Fujitsu Services Ltd 2008 COMMERCIAL IN CONFIDENCE Ref: ‘SVM/SDM/PRO/0025
Version: V2.0
UNCONTROLLED IF PRINTED Date: 22-Apr-08
Page No: 13 of 23
FUJ00080043
FUJ00080043
(ee) RMGA Customer Service Problem Management Process
FUJITSU COMMERCIAL IN CONFIDENCE
Problem Management 2.1 —Error Identification , Recording & Assessment
I2. Error Control
Process Inputs / Outputs,
Problem Manager
Resolver
4.2.1.1 The Resolver performs a Root Cause Analysis of the problem.
2 The Resolver establishes the proper corrective action required.
3 The Resolver then assesses the problem for a potential workaround.
4 \f a workaround is unavailable or inappropriate, the Resolver updates the Knowledge Base
and proceeds to step 4.2.4.1.
4.2.1.5 If a workaround is available and appropriate, the Resolver updates the Problem Record and
Knowledge base and proceeds to step 4.2.2.1.
©Copyright Fujitsu Services Ltd 2008 COMMERCIAL IN CONFIDENCE Ref. ‘SVM/SDM/PRO/0025
Version: V2.0
UNCONTROLLED IF PRINTED Date: 22-Apr-08
Page No: 14 of 23
FUJ00080043
FUJ00080043
RMGA Customer Service Problem Management Process
Fs) .
FUJITSU COMMERCIAL IN CONFIDENCE &
4.2.2 Error Resolution
Problem Management 2.2 — Error Resolution (Workaround)
2. Error Control
o~
Ba8
Hele rN
8a
a =o zI ?
©
a
8
g
E
a
2
2
a
222
Reassess
= ‘problem
3 Pe a 223 Commence
& <>" Rexjwinied I +) koovitpsBare
<< ‘known Error
ves
4.2.2.1 \f a workaround is available and appropriate, the Resolver raises a Change Request.
2 If the change was unsuccessful, the Resolver proceeds to step 4.2.1.1.
3 If the change was successful, the Resolver resolves any linked ‘Child’ issues.
4 The Resolver then updates the Knowledge base with a KEL.
5 The Resolver and the Problem Manager assess the situation to decide if a permanent solution
is required, and proceed to step 4.2.3.1.
©Copyright Fujitsu Services Ltd 2008 COMMERCIAL IN CONFIDENCE Ref. ‘SVM/SDM/PRO/0025
Version: V2.0
UNCONTROLLED IF PRINTED Date: 22-Apr-08
Page No: 15 of 23
FUJ00080043
FUJ00080043
RMGA Customer Service Problem Management Process
oO
FUJITSU COMMERCIAL IN CONFIDENCE
4.2.3. Resolution Justification
Problem Management 2.3 - Resolution Justification
2. Error Control
a8
go tl [el a
as
2
=
=a a
_
i
‘solution is. connected: next major release ~
F
3
& Pei geont tacos poten ees
5 I sine ay
= ‘2.3.6 Resolution is release-
3 of ndepences bt wares cher
&
“Independent, fmanced by
pote I
ii ‘by POL
4.2.3.1 The Problem Manager and the Resolver assess whether a permanent solution is justified.
There are eight possible outcomes to this.
4.2.3.2 The impact is deemed minimal and thus the resolution is not cost-justifiable.
4.2.3.3 The impact will not be minimal, but the resolution is not cost-effective.
4.2.3.4 The resolution is release-connected and can be included in the next major release.
4.2.3.5 The resolution is release-connected and should be solved immediately, without waiting for the
next major release.
4.2.3.6 The resolution is itself release-independent but will have an impact on another release: e.g.
the resolution requires testing on a test rig, which is already fully booked for testing on a major
release and therefore the testing may impact release plans.
7 The resolution is release-independent and can be fully financed by Fujitsu Services Customer
Services.
4.2.3.8 The resolution requires funding from POL.
4.2.3.9 The resolution requires action by POL.
4.2.3.10 \f the Problem Manager decides that a permanent solution is not justified, the Problem
Record should be made dormant and monitored. Any further reoccurrences will be linked to the
original record and the problem can be reassessed for future resolution.
4.2.3.11 \f the Problem Manager decides that a permanent solution is justified, proceed to step
4.2.4.1.
©Copyright Fujitsu Services Ltd 2008 COMMERCIAL IN CONFIDENCE Ref: ‘SVM/SDM/PRO/0025
Version: V2.0
UNCONTROLLED IF PRINTED Date: 22-Apr-08
Page No: 16 of 23
FUJ00080043
FUJ00080043
RMGA Customer Service Problem Management Process
Fe)
FUJITSU COMMERCIAL IN CONFIDENCE
4.2.4 Error Resolution & Closure
Problem Management 2.4- Error Resolution & Closure
2. Error Control
£
2 . 4 c =
éI Ml td ae oe
i
3 I
3 :
!
Problem
Manager
se
35
z
Was change
suoreestl?
Sey Bae
Resolver
of 24a
Reso problem
4.2.4.1 The Resolver should raise a Change Request.
4.2.4.2 \f the Change was not successful, the Resolver should proceed to step 2.1.1.
3 If the Change was successful, the Resolver should resolve the problem.
4 The Resolver should then resolve all known linked ‘Child’ incidents.
5 The Resolver then updates the KEL and Knowledge base.
6 The Problem Manager then closes the resolved problem.
©Copyright Fujitsu Services Ltd 2008 COMMERCIAL IN CONFIDENCE Ref. ‘SVM/SDM/PRO/0025
Version: V2.0
UNCONTROLLED IF PRINTED Date: 22-Apr-08
Page No: 17 of 23
FUJ00080043
FUJ00080043
RMGA Customer Service Problem Management Process
[-o)
FUJITSU COMMERCIAL IN CONFIDENCE &
4.3. Trend Analysis
Problem Management 3.1 — Trend Analysis
3. Trend Analysis
Process
Inputs /
Outputs
Service Desk
Resolver
Problem Manager
4.3.1 The Service Desk Tool, the Problem Manager and the Resolver should all investigate statistics
drawn from System Monitoring Tools, CSAT, Sense and Respond and Incident and Problem
Records.
4,3.2 \f a threat is identified, they should collate all available information and proceed to step 4.1.1.1.
If a threat is not identified, proceed to step 4.3.1 to continue the trend analysis process.
©Copyright Fujitsu Services Ltd 2008 COMMERCIAL IN CONFIDENCE Ref. ‘SVM/SDM/PRO/0025
Version: V2.0
UNCONTROLLED IF PRINTED Date: 22-Apr-08
Page No: 18 of 23
FUJ00080043
FUJ00080043
RMGA Customer Service Problem Management Process
Fe)
FUJITSU COMMERCIAL IN CONFIDENCE
4.4 Knowledge Management
4.4.1 New Knowledge
Problem Management 4.1 — New Knowledge
4, Knowledge Management
2 7 ;
&
&
3
=
S 414
z eam re
8
g
‘ aa I
ve I Update originator
4.4.1.1 The Knowledge Manager filters information received from Customer Feeds, the industry,
steps 4.2.2.4 and 4.2.4.5, third party suppliers and the Incident Management and Change
Management processes.
4.4.1.2 If the information is new, the Knowledge Manager assesses the relevance and proceeds to
step 5.1.4. If the knowledge is not new, move to step 4.4.1.3.
4.4.1.3 If the information received is not new or relevant, the Knowledge Manager updates the
originator and ends the process.
4.4.1.4 \f the information is new and relevant, the Knowledge Manager updates the Knowledge base.
©Copyright Fujitsu Services Ltd 2008 COMMERCIAL IN CONFIDENCE Ref: ‘SVM/SDM/PRO/0025
Version: V2.0
UNCONTROLLED IF PRINTED Date: 22-Apr-08
Page No: 19 of 23
FUJ00080043
FUJ00080043
RMGA Customer Service Problem Management Process
Fs) .
FUJITSU COMMERCIAL IN CONFIDENCE &
4.4.2 Review Knowledge
Problem Management 4.2 — Review Knowledge
4, Knowledge Management
Process
Inputs /
Outputs
Knowledge Manager
424 < >. 2
Review the I p< lnformation si, No Decardoutot I
Knowledge << curren? ° I
crowlege wu y date inowiedge. I
4.4.2.1 The Knowledge Manager receives a regular reminder to review the Knowledge base.
4.4.2.2 \f information is out of date, it should be discarded. If information is still current, it should be
kept.
©Copyright Fujitsu Services Ltd 2008 ‘COMMERCIAL IN CONFIDENCE Ref. SVMISDMIPRO/0025
Version: V2.0
UNCONTROLLED IF PRINTED Date: 22-Apr-08
Page No: 20 of 23
FUJ00080043
FUJ00080043
RMGA Customer Service Problem Management Process
oO.
FUJITSU COMMERCIAL IN CONFIDENCE
A Appendix: Priority Generation
Incident / Problem Priority generation
Accriticality value will be assigned by the account to each of their Classifications, as per the table below:
Criticality Value (1-5)
Critical 1
High 2
Medium 3
Minor 4
(Cosmetic — Incident only) / Change (Incident & Problem) 5
Based on the value selected by the Agent for the number of users affected, and the Criticality assigned
to the Classification they have chosen, an Impact value will be calculated using the table below. For
example, if the account has decided that the 'Security.Firewall.IInstall' Classification has a Criticality of 2,
and the number of users affected is 10% - 40%, an Impact value of 2 will be generated.
IMPACT
Criticality Number of users affected
> 70% 40% - 70% 10% - 40% < 10% Single user
1 - Critical I 1 1 1 1 1
Function
2 - High Impact I 1 1 2 2 2
Function
3 - I Medium I 2 2 3 3 3
Impact Function
4 - Low Impact I 3 3 4 4 4
Function
5 - Cosmetic I 5 5 5 5 5
Function or
Training System
©Copyright Fujitsu Services Ltd 2008 ‘COMMERCIAL IN CONFIDENCE Refi SVMISDMIPRO/0025
Version: V2.0
UNCONTROLLED IF PRINTED Date: 22-Apr-08
PageNo: 21 of 23
FUJ00080043
FUJ00080043
RMGA Customer Service Problem Management Process
Pe)
FUJITSU COMMERCIAL IN CONFIDENCE
The agent will manually select an Urgency value from the drop down list, based on the following criteria:
Urgency Definition
1 e Has a significant adverse impact on the delivery of service to a large number
of end users.
« Causes significant financial loss and/or disruption.
e Results in any material loss or corruption of customer data.
« I For example, incidents with this urgency may affect the COMPANY
2 « Has a moderate adverse impact on the delivery of service to a large number of
end users
« Causes a financial loss and/or disruption to the customer which is more than
trivial but less severe than the significant financial loss described in the
definition of an Urgency level of 1.
. For example, incidents with this urgency may affect a VIP SITE
e Has a moderate adverse impact upon the delivery of service to a small or
moderate number of end users;
For example, incidents with this urgency may affect ALL COUNTERS IN A MULTIPLE
COUNTER BRANCH or a SINGLE COUNTER BRANCH
4 e Has a minor adverse impact upon the delivery of service to a small number of
end users
For example, incidents with this urgency may affect a SINGLE COUNTER IN A
MULTIPLE COUNTER BRANCH
5 e Has no impact upon the delivery of service
For example, incidents with this urgency may affect a SINGLE PERIPHERAL IN A
MULTIPLE COUNTER BRANCH
The Priority is then automatically calculated behind the scenes using a combination of Impact and
Urgency, as per the table below.
©Copyright Fujitsu Services Ltd 2008 COMMERCIAL IN CONFIDENCE Ref. ‘SVM/SDM/PRO/0025
Version: v2.0
UNCONTROLLED IF PRINTED Date: 22-Apr-08
Page No: 22 of 23
FUJ00080043
FUJ00080043
(ee) RMGA Customer Service Problem Management Process
FUJITSU COMMERCIAL IN CONFIDENCE
PRIORITY
Urgency
Impact 1 2 3 4 5
1 1 1 2 2 3
2 1 2 2 3 4
3 2 3 3 4 4
4 3 3 4 4 5
5 4 5 5 5 5
For example, if the agent decides that the Urgency value is 3, and the Impact has been calculated as 2,
then from the Priority table, the final Priority will be automatically generated as 2. The assigned priority
can be overridden if the problem is serious and discussed with the Service Delivery Team Leader, but
the Problem Management process must be followed.
©Copyright Fujitsu Services Ltd 2008 COMMERCIAL IN CONFIDENCE Ref. ‘SVM/SDM/PRO/0025
Version: v2.0
UNCONTROLLED IF PRINTED Date: 22-Apr-08
Page No: 23 of 23