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Document Title: Post Office Account Customer Service Problem Management
Procedure
Document Type: Process Definition
Release: Release Independent
Abstract: To describe and document the Customer Service Problem
Management Process.
Be eecesacnen"
I eer
Document Status: DRAFT
Author & Dept: Tony Wicks
Internal Distribution: Nana Parry, Steve Bansal, Steve Gardiner David Cooke, Mandy
Jones, Steve Parker, Jacob Cherian, Jerry Acton
External Distribution:
Approval Authorities:
Name Role Date
Nana Parry POA Tower Lead BAS
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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.
0.8 Copyright..
232 =
.1 Process Objective and Scope.
.2 Process Rational
.3 Roles and Responsibilities..
1.3.1 Process Owner...
1.3.2 Problem Manager.
1.3.3 Problem Resolver.
1.4 Process Metrics and Key
1.5 Problem Information Managemen
1.5.1 Problem Records.............00
1.5.2 Problem Action Plans/Report:
1.5.3. Known Errors (including Problem Information).
2 PROCESS INPUTS & OUTPUTS
2.1. Process Inputs.
2.2 Process Outputs..
3 RISKS & DEPENDENCIES
3.1 Risks...
3.2. Dependencie:
4.1 Problem Control.
4.44 Problem Identification and Recording.
4.1.2 Problem Classification...
4.1.3 Investigation and Diagnosi:
4.2 — Error Control.
4.2.1 Error Identification, 18
4.2.2 Error Resolution. 19
4.2.3 Resolution Justification 20
4.3 Trend Analysis..
4.4 Knowledge Management.
4.4.1 New Knowledge...
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44.2 Review Knowledge.. we
4.5 Problem Review, Ownership and Continual Monito:
45.1 Review of Major Problems...
A APPENDIX: PRIORITY GENERATION:
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0.2 Document History
Version No. Date Summary of Changes and Reason for Issue Associated Change -
CP/PEAK/PPRR
Reference
O41 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.
24 06-Jun-10 Revamped to include new roles, responsibilities, process metrics
and updated process inputs and outputs
Names of approving authorities and on distribution list updated
22 08-Sep-10 Updated with comments from review
23 29-Oct-13 Major update by Tony Wicks. Removed Problem Co-ordinator
role. Revised to improve alignment with BMS corporate
procedure for Problem Management.
24 28-Nov-13 Incorporates amendments for comments received during the
review cycle of version 2.3. Version 3.0 is expected to be
produced following this.
0.3 Review Details
Review Comments by 6th December 2013
Review Comments to Tony Wicks
Mandatory Review
Role Name
POA Tower Lead BAS Nana Parry
POA Lead Problem and Major Incident Manager _I Steve Bansal
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HSD Operations Manager Mandy Jones
Acceptance Manager David Cooke
Optional Review
Role Name
POA Director of Operations To be confirmed
SMC Operations Manager Jacob Cherian
Problem Manager Steve Gardiner
SMG and MSS Team Manager Jerry Acton
SSC Steve Parker
Issued for Information — Please restrict thi
distribution list to a minimum
Position/Role Name
(*) = 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
Abbreviation
0.5 Abbreviations
Definition
cP Change Proposal
HSD Horizon Service Desk
IMT Incident Management Team
KA Knowledge Article also known as KEL
KDB Knowledge Database or Known Error Database.
KEL Known Error Log (Theses are also known as Knowledge Articles.)
KPI Key Performance Indicator
MSC Managed Service Change
POA Post Office Account
POL Post Office Limited
PR Problem Record
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SDM Service Delivery Manager
SDU Service Delivery Unit
SLA Service Level Agreement
SLT Service Level Target
SMC System Management Centre
SMG System Management Group
ssc System Support Centre
Mss Managed Systems Support
TS Triole For Service
0.6 Glossary
Term Definition
KELs and KAs Note that different support teams refer to knowledge database information as either
Knowledge Articles or Known Error Log. Where within this document KELs are
referred to the reader can also consider them as Knowledge Articles.
0.7 Changes Expected
0.8 Copyright
© Copyright Fujitsu Limited 2013. 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.
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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 to support the contracted infrastructure and application services described in the HNG-X
Contract. Other infrastructure and services used by POA to provide and support delivery of the HNG-X
contract are also in scope of the process. 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.
The aim of Problem Management is to investigate, eliminate or prevent causes of Incidents and Known
Errors regarding POA & POL Infrastructure/Information System and to prevent the recurrence of
Incidents related to these Errors. To achieve this aim, Problem Management seeks to establish the Root
Cause of Incidents and then start actions to improve or correct the situation. The objective of Problem
Management is:
« To minimise disruption to the business by proactive identification and analysis of the cause of
service Incidents and by managing Problems to closure
e To ensure escalation as part of a defined escalation process
e To efficiently and effectively identify the Root Cause of Incidents/Problems
e To define Known Errors and their permanent fixes and/or temporary Workarounds, associated
with all incidents
e To track and maintain relationships between Known Errors and existing incidents
e To identify Problem trends, to assess the performance of the Problem Management process and
the quality of services delivered to POL.
For clarity it should be noted that:
The POA Problem Manager role exists within the POA Problem Management and Major Incident
Management team and that Problem Managers have ‘multiple roles’ including the management of Major
Incidents.
Individual Problems are owned by POA Problem Managers responsible for managing problems within
the POA environment and liaising with POL and POL Third Party Problem Management teams for
problems in other environments.
‘ This whole document comprises text that has been identified to POL as evidence to support
Acceptance by Document review (DR) for Requirement SER-2144.
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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
1.3.1
Roles and Responsibilities
Process Owner
The owner of the process is the POA Service Delivery Manager responsible for Service Operations.
Process owner responsibilities include:
1.3.2
Overseeing Problem Management Process
Assessing if and when to resolve problems
Assessing potential resolutions
Defining target effectiveness metrics
Ensuring Reports, Audits and Reviews are carried out regularly and effectively
Problem Manager
The Problem Manager is the owner of a specific problem and is responsible for managing all activities to
resolve the problem. The Problem Manager's responsibilities include:
.
Ensuring problems are clearly defined, contain all relevant information and are recorded in TfS
Ensuring appropriate information pertaining to a problem is gathered from all sources
Checking problems against Knowledge Database and ensuring the knowledgebase and KELs are
updated
Identifying and coordinating resources required to investigate and resolve problems
Ensuring action plans exist for open problems and tracking progress against agreed action plans
Ensuring proposed resolution is tested and validated
Undertaking Root Cause Analysis for POA Major Incidents and problems.
Undertaking Trend Analysis
Ensuring that Corrective Actions eliminate repeat problems
Completion of problem closure report
Provision of management information from the POA Major Incident and Problem Team
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1.3.3. Problem Resolver
The Problem Resolver is responsible for finding a resolution to the problem, and is assigned by the
Problem Manager. There could be many resolvers involved in the investigation and resolution of a
problem. Additionally, the Problem Resolvers may exist within other Fujitsu Services delivery units or
within POL or associated POL Third Parties.
1.4 Process Metrics and Key Performance Indicators
The following metrics, to be reported monthly, will be used to measure effectiveness of the process and
drive performance of the process and overall service in general:
« Number and impacts of incidents occurring before root problem is identified and resolved
e Number of repeat incidents following corrective action
e Number of problem records arising from pro-active actions and trend analysis
e Number of changes arising from proactive actions
e Percentage of problem records without an action plan
e Average length of time to resolve problems
« Number of incidents closed without a KEL
« The number of Problem Records arising from Managed Changed (MSC,CP) activities.
e The number of Problem Records arising from the implementation of new services/major
releases.
1.5 Problem Information Management.
1.5.1 Problem Records
The Problem Records for POA are held on the TRIOLE Service Desk application.
The POA Problem Managers are required to select the Role - POA Resolver to access POA incidents
and problems
To access the POA problem Record Databases authorised individuals, including the POA Problem
Managers will need to:
Select ‘Service Desk’ tab
Click on ‘Search’ and select ‘Problem’
Select the ‘Tenant’ field and ensure the applicable POA Problem team is selected. By selecting Empty
on the ‘Active’ field all open and closed Problem Records for the selected POA Problem team will be
display.
To check for open Problem Records follow the same process but select Open on the Active field.
1.5.2 Problem Action Plans/Reports
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Within the POA Service Management Portal
(http://sites.cafevik. fs. fujitsu.com/sites/00672/Service_Management/BCP/Forms/Allltems.aspx)
Problem Managers can access the Problem Action Plans by:
Selecting from the left-hand column - Service Support, select Problem Records, select Weekly Problem
Logs YYYY (enter the current year), then select the applicable report, e.g., the latest date.
These reports are held within a spreadsheet which contains three tabs; Horizon, POLSAP and Closed.
Select the appropriate tab on Horizon and POLSAP to see the latest status of the planned actions for
open problem records.
Problem Managers can provide updates to the Action Plans by ‘checking out’ the latest spreadsheet, and
incorporating updates to existing problems within the spreadsheet and creating new entries for applicable
new problems. After updating the spreadsheet it must be checked back-in with the current date and a
brief note.
1.1.3. Known Errors (including Problem Information).
Knowledge Database entries (also referred to as KELs) for POA products are held on the SSC Web Site.
It should be noted that the Knowledge facility within TRIOLE Service Desk is not used for POA products.
Problem Managers on being allocated a Problem Record should undertake a search of the KELs held on
the SSC Web Site prior to instigating Problem Resolvers to investigate the reported problem further.
KELs can be searched on the SSC Web Site via http://deathstar/SSC2/SSC_KEL/kel_search_menu.jsp
On resolution of a problem record the Problem Manager must liaise with the Problem Resolver to ensure
that an appropriate Knowledge Entry is documented in the KEL database on the SSC Web site.
POA Problem Managers have been provided with access details for the SSC Web site.
(For awareness; the HSD and IMT refer to Knowledge Database entries as Knowledge Articles)
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2 Process Inputs & Outputs
2.1 Process Inputs
Inputs to this process include:
e Multiple similar Incidents
e Notification to POA Service Management by the HSD or SMC or other SDU of a Problem for
which no record exists on the Knowledge Database (KEL) for the specific circumstances
associated with an Incident.
e Evidence of an Error
« Problem record raised by a 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 a 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.
Actions from Major Incidents Availability Reports
Capacity Reports
Complaints
Configuration Management Reports
Event Records
External Supplier Records
Incident Records
Problem Records
Release Records
Request for Change (MSC) Records
Security Incidents
)
2.2 Process Outputs
Outputs from this process include:
« Problem records
New or updated Knowledge entries in the Knowledge Base
Action plans
A workaround
A permanent solution where commercially feasible
Recorded problem closure for all resolved problems Proactive feedback and advice to users
Improved IT Services
Reduced Incident volume
Contribution to a Continuous Service Improvement Plan (CSIP)
Contribution to the Business Continuity Plan
Management communication and information
Escalations to the POA or POL
Request for Change (CPs)
Operational change requests (MSCs)
Risk Identification
Service Level Reporting
Trend Analysis
Cy
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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. Containment is to invoke escalation
procedures
Resistance by parties to carry out pro-active recommendations to reduce number of Incidents.
Containment 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:
« Effective use of the process by IMT and SDUs
e Effective routing of Problems to SDUs and third parties
e Effective escalation procedures within Fujitsu, POL and third parties
«POL acceptance of feedback, contributing to end user education and reduced Incident rates
e Effective collaboration diagnosis between SDU’s and third parties
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4 Process
Step 4.1.1104.1.3 I 4.2.1to4.2.3 43 44.11t04.4.2 I 4.5.1
Number
Action Problem Error Control: Trend Analysis I Knowledge Problem
Control: Identification, Management Review,
Identification, Workaround/Resoluti
Classification I on and Closure
and
Investigation
Role Problem Problem Manager HSD, SMC, Problem Problem
Manager and and Problem Problem Manager Manager
Problem Resolver Manager, and
Resolver Problem
Resolver
4.1 Problem Control
4.1.1
Problem Identification and Recording
Problem Management
}. Problem Control
1.1 — Identification & Recording
Process
inputs /
Outputs
>
3 od
2 I emdeuterna> No
= ~_ problient?
s
2 442 : 443 444
& I Upat cree Unsering ke Record
protien rd etn Pron ete
t
1
1
1
1
3 14
& >I ket 8 Record
3 *
8
@
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41.1 I Problem Identification and Recording
Step I Current Activities ‘Accountability Next
No Situation/Input Responsibility Step
1.1.1 I New Problem? I A Problem Record is opened following a Major Problem Manager I 1.1.2
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 or SMC from:
e Users
e Fujitsu SDUs
e POAIT Service Management
¢ Third Parties
e Fujitsu Service Delivery Management
1.1.2 I Existing If a Problem Record already exists, it should be Problem Manager I 1.1.3
Problem? 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.
1.1.3 I Problem * The Problem Manager should understand and I Problem Manager I 1.1.4
definition define the scope of the problem.
1.1.4 I Problem « The Problem Manager and Resolver should Problem Manager I 1.2.1
recording identify and record the problem and proceed
to step 1.2.1
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4.1.2 Problem Classification
Problem Management 1.2 Classification
1, Problem Control
s
3 a
. ects Scare I I Mgt
3 Resource Seok
2
EB
3
5 Yes I feet
& sept,
2
g
«
4.1.2 I Problem Classification
Step I Current Activities ‘Accountability Next
No Situation/Input Responsibility Step
1.2.1 I ‘Problem The Problem Manager and Resolver assess the Problem Manager I 1.2.2
assessment’ problem and capture Sense and Respond codes.
1.2.2 I Confirmation If the Problem is discovered to not in fact be a Problem Manager I 1.2.3
or not ofa problem, the Problem Manager should proceed to step or
problem 2.4.6. 246
1.2.3 I Assign Priority I If the Problem is indeed classified as a Problem, Problem Manager I 1.2.4
Priority should be assigned using the Priority Matrix
(see Appendix A)
1.2.4 I Data saving e Save the Problem Record Problem Manager I 1.2.5
1.2.5 I Problem The Problem Manager allocates the problem to the Problem Manager I 1.2.6
allocation Service team whose area is most affected by the
problem, and identifies resources for dealing with the
problem.
1.2.6 I Assign to «The Problem Manager assigns the Problem Problem Manager I 1.3.1
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Problem e Record to a particular resolver within an SDU
Resolver and proceeds to step 1.3.1
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4.1.3 Investigation and Diagnosis
Problem Management.
i. Problem Controt
1.3~ Investigation & Diagnosis
Process
I Inputs /
Outputs
o
o
439
é x
he ° <tansita, ve
x
198
Update tole
rem
4.1.3 I Problem Investigation and Diagnosis
Step I Current Activities ‘Accountability Next
No Situation/input Responsibility Step
1.3.1 I Investigation The Resolver investigates and diagnoses the problem. I Problem Resolver I 1.3.2
1.3.2 I Problem The Resolver updates the status of the problem Problem Resolver I 1.3.3
Records up record.
dated
1.3.3 I Solution The Resolver looks for a solution to the problem. Problem Resolver I 1.2.4
initiation
1.3.4 I Testing If the Resolver finds a solution, it should be tested. If Problem Resolver I 1.3.5
solution the test is unsuccessful, they should return to step or
1.3.1 and recommence diagnosis. 13.1
1.3.5 I Solution If a solution can not be found, the Resolver should Problem Resolver I 1.3.6
found? move to step 2.1.1 or
2.1.1
1.3.6 I Solution « If the test is successful, the Resolver prepares I Problem Resolver I 2.1.1
available to apply the solution, moving to step 2.2.1.
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4.2 Error Control
4.2.1. Error Identification, Recording & Assessment
Problem Management 2.1 —Error Identification , Recording & Assessment
I2. Error Control
4
2 a 7
3s : Knowledge Base
3 i :
zg T
8 G
8 I_
&
s
2
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an 213
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4.2.1 I Error Identification, Recording & Assessment
Step I Current Activities ‘Accountability Next
No Situation/Input Responsibility Step
2.1.1 I RCA The Resolver performs a Root Cause Analysis of the Problem Resolver I 2.1.2
problem.
2.1.2 I Corrective The Resolver establishes the proper corrective action I Problem Resolver I 2.1.3
action required.
available?
2.1.3 I Circumvention I The Resolver then assesses the problem for a Problem Resolver I 2.1.4
available? potential workaround.
2.1.4 I Update KDB If a workaround is unavailable or inappropriate, the Problem Resolver I 2.1.5
Resolver updates the Knowledge Base and proceeds or
to step 2.4.1. 241
2.1.5 I Update PR If a workaround is available and appropriate, the Problem Resolver I 2.2.1
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ITSU
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and KDB.
Resolver updates the Problem Record and Knowledge
base and proceeds to step 2.2.1.
4.2.2 Error Resolution
Problem Management 2.2 —Error Resolution (Workaround )
2. Error Control
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4.2.2 I Error Resolution
Step I Current Activities Accountability Next
No I Situation/input Responsibility Step
2.2.1 I Work around If a workaround is available and appropriate, the Problem Resolver I 2.2.2
available? Resolver raises a MSC change request.
2.2.2 I Work around If the change was unsuccessful, the Resolver Problem Resolver I 2.2.3
available? proceeds to step 2.1.1. or
2.1.1
2.2.3 I Resolve child If the change was successful, the Resolver resolves Problem Resolver I 2.2.4
incidents/PRs I any linked ‘Child’ issues.
2.2.4 I Update KDB. The Resolver then updates the Knowledge Database Problem Resolver I 2.2.5
with a KEL.
2.2.5 I Permanent The Resolver and the Problem Manager assess the Problem Manager I 2.3.1
solution situation to decide if a permanent solution is required, Problem Resolver
required? and proceed to step 2.3.1. vi
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4.2.3 Resolution Justification
Problem Management 2.3 - Resolution Justification
2. Error Control
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4.2.3 I Resolution Justification
Step I Current Activities Accountability Next
No I Situation/Input Responsibility Step
2.3.1 I Permanent The Problem Manager and the Resolver assess Problem Manager I 2.3.2
solution whether a permanent solution is justified. There are
justified? eight possible outcomes to this.
1, The impact is deemed minimal and thus the
resolution is not cost-justifiable.
2, The impact will not be minimal, but the resolution is
not cost-effective.
3, The resolution is release-connected and can be
included in the next major release.
4, The resolution is release-connected and should be
solved immediately, without waiting for the next major
release.
5, The resolution is itself release-independent but will
have an impact on another release: e.g. the resolution
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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.
6, The resolution is release-independent and can be
fully financed by Fujitsu Services Customer Services
7, The resolution requires funding from POL.
8, The resolution requires action by POL or their
supplier(s).
(Additionally need to allow for Fujitsu incurring costs
during this phase, either while the POL / 3rd party
make the change or dithers.)
2.3.2 I Suspend PR
If the Problem Manager decides that a permanent Problem Manager I End
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.
2.3.3 I Permanent
solution
required.
If the Problem Manager decides that a permanent Problem Manager I 2.4.1
solution is justified, proceed to step 2.4.1.
4.2.4 Error Resol
ution & Closure
Problem Management 2.4— Error Resolution & Closure
2. Error Control
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4.2.4 I Error Resolution & Closure
Step I Current Activities Accountability Next
No Situation/input Responsibility Step
2.4.1 I Change The Resolver should raise a Change Request. Problem Resolver I 2.4.2
request &
implement
2.4.2 I Verify if If the Change was not successful, the Resolver should I Problem Resolver I 2.4.3
change was proceed to step 2.1.1. or
successful. 2.1.1
2.4.3 I Successful If the Change was successful, the Resolver should Problem Resolver I 2.4.4
change. resolve the problem.
2.4.4 I Resolve child I The Resolver should then resolve all known linked Problem Resolver I 2.4.5
incidents ‘Child’ incidents.
2.4.5 I Update KDB The Resolver then updates the KEL and Knowledge Problem Resolver I 2.4.6
base.
2.4.6 I Close PR The Problem Manager then closes the resolved Problem Manager I End
problem.
Where the problem originates in a third parties domain
consider if an invoice should be raised for any costs
incurred by POA.
The POA Problem Manager is to ensure that when a
TfS problem record is being closed that it contains:
e Summary of the root cause of the issue and
the resolving action — RCA
«The closure approval authority
«All related call references, internal and
external
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4.3. Trend Analysis
Problem Management 3.1 Trend Analysis
3. Trend Analysis
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4.3 Trend Analysis (As a guide perform every six months.)
Step I Current Activities ‘Accountability Next
No Situation/Input Responsibility Step
3.1 Review The Service Desk, the Problem Manager, and the Service Desk 3.2
statistics for Resolver should all investigate statistics drawn from Problem Resolver
trends. System Monitoring Tools, CSAT, Sense and Respond I Problem Manager
and Incident and Problem Records.
3.2 Decide if a If a threat is identified, they should collate all available I Service Desk 4.1.1
threat exists. information and proceed to step 4.1.1. If a threat is not I Problem Resolver I or
identified, proceed to step 3.1 to continue the trend Problem Manager I 3.1
analysis process.
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4.4 Knowledge Management
4.4.1 New Knowledge
Problem Management 4.1 - New Knowledge
I4. Knowledge Management
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4.4.1 I New Knowledge
Step I Current Activities Accountability Next
No I Situation/input Responsibility Step
4.1.1 I Correlate The Problem Manager filters information received Problem Manager I 4.1.2
Information from Customer Feeds, the industry, steps 2.2.4 and
2.4.5, Third party suppliers and the Incident
Management and Change Management processes.
4.1.2 I Check for new I If the information is new, the Problem Manager Problem Manager I 4.1.3
knowledge assesses the relevance and proceeds to step 4.1.3. If or
the knowledge is not new, move to step 4.1.4. 4.14
4.1.3 I Update If the information is new and relevant, the Problem Problem Manager I 4.1.4
Knowledge Manager updates the Knowledge base.
Database
4.1.4 I Advise The Problem Manager updates the originator and ends I Problem Manager I End
originator the process.
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4.4.2 Review Knowledge
Problem Management 4.2 —Review Knowledge
4, Knowledge Management
Process
Inputs /
Outputs
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Database
4.4.2 I Review Knowledge
Step I Current Activities ‘Accountability Next
No I Situation/input Responsibility Step
4.2.1 I Review The Problem Manager receives a reminder to review Problem Manager I 4.2.2
Knowledge the Knowledge base. (As a guide every six months.)
Database
4.2.2 I Identify If information is out of date, it should be discarded. If Problem Manager I End
obsolete information is still current, it should be kept.
information
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4.5 Problem Review, Ownership and Continual Monitoring
4.5.1 Review of Major Problems.
Problem Management 5.1 — Review of Major Problems
5. Problem Review, Ownership
and Continual Monitoring
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4.5.1 I Major Problem Review, Ownership and Continual Monitoring.
Step I Current Activities Accountability Next
No Situation/Input Responsibility Step
5.1.1 I Review of The Problem Manager shall review the Problem Problem Manager I 5.1.2
Major Problem I Management Database on a six monthly basis and
shall review all priority P1 and P2 Problem Records.
The Problem Manager should invite both internal and
external applicable stakeholders to the review
5.1.2 At the Major Problem Review the Problem Manager Problem Manager I 5.1.3
shall give consideration to the following:
+ Specific issues encountered by the Resolver
Group(s)
+ Pro-active data and trend analysis results
+ Continual Service Improvement activities
+ Those things that were done correctly
+ Those things that were done wrong
«What could be done better in the future and prevent
reoccurrences
+ Where similar Problems or Incidents are likely to
occur again or where funding is not available to
implement a permanent resolution, include the details
of the risk and the proposed treatment actions in the
Risk Plan.
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- Updates to the Knowledge Database
5.1.3 After the Major Problem Review the Problem Manager
will issue a report identifying the underlying causes of
the reviewed problems, opportunity for improvements
and ensuring actions are documented and assigned to
the appropriate Actionee (Problem Resolver, Resolver
Group or Third Party.) with timescales.
Problem Manager
End
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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
Medium
Minor
(Cosmetic — Incident only) / Change (Incident & Problem)
a] Alo]
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.Install’ 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 - ~~ 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
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The agent will manually select an Urgency value from the drop down list, based on the following criteria:
Urgency Definition
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.
Results in any material loss or corruption of customer data.
1
For example, incidents with this urgency may affect the COMPANY
Has a moderate adverse impact on the delivery of service to a large number of
end users
e 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.
e 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
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
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 allocated using a combination of Impact and Urgency, as per the table below.
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PRIORITY
Urgency
Impact 41 2 3 5 a
1 1 4 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 Priority should be set 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.
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