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Document Title:
Document Type:
Release:
Abstract:
Document Status:
Author & Dept:
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.
DRAFT
Susan Appleby-Robbins
Internal Distribution: Peter Thompson, Liz Melrose, Tony Wicks, Mike Woolgar, Mike
Stewart, Graham Mockridge, Paul Gardner, Mik Peach, lan
Venables, Jan Ambrose, lan Mills, Brian Pinder
External Distribution:
Approval Authorities:
lame
Steve Denham
Role Signature Date
Head of Service Management
Paul Gardner
HSD Operations Manager
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0 Document Control
0.1 Table of Contents
Q DOCUMENT CONTROL
0.
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 .
08 Accuracy....
0.9 Copyright...
INTRODUCTION...
Process Objective and Scope
Process Rational
Roles and Responsibilities
Process Owne!
4
2 Process Resolve:
3.3 Knowledge Manager
2 PROCESS INPUTS & OUTPUTS..........cceseeeeee
2.
.1 Process Inputs.
Process Outputs.
RISKS & DEPENDENCIES
Risks
Dependencie:
PROCESS
Problem Control ..
1.4 Problem Identification and Recording.
2 Problem Classification ...
4.1.3 Identification and Diagnosis
Error Identification, Recording & Assessment
Error Resolution
45 Knowledge Management..
1 New Knowledge ...
5.2 Review Knowledge
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A APPENDIX: PRIORITY GENERATION ...sscsssssssssssssssssssssssstessesesstesetessseene 24h
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0.2 Document History
Version No. I Date Summary of Changes and Reason for Issue Associated Change -
CP/PEAK/PPRR
Reference
0.1 13/11/07 Draft updated
0.2 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
0.3 Review Details
3° December 2007
‘Susan Appleby-Robbins &
PostOfficeAccountDocumentManagemeni.
Review Comments by
Review Comments to
Mandatory Review
Role Name
Director of Customer Services Naomi Elliott
Service Delivery Team Manager Liz Melrose
Head of Service Management Steve Denham
Role Name
Transition Service Manager Sarah Bull
HSD / SMC Operations Manager Paul Gardner
ied for Information — Please
distribution list to a minimum
Position/Role Name
(*) = Reviewers that retumed comments
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0.4 Associated Documents (Internal & External)
Reference Version Date Title Source
PGM/DCM/TEM/0001 Fujitsu Services Post Office Account Dimensions
HNG-X 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 Accuracy
Fujitsu Services endeavours to ensure that the information contained in this document is correct but, whilst every
effort is made to ensure the accuracy of such information, it accepts no liability for any loss (however caused)
sustained as a result of any error or omission in the same.
0.9 Copyright
© Copyright Fujitsu Services Limited (2007). 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. 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:
e Overseeing Problem Management Process
e Investigating potential resolutions
e Assessing if and when to resolve
e Defining target effectiveness metrics
e Ensuring Reports, Audits and Reviews are carried out regularly and effectively
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1.3.2 Problem Resolver
The Problem Resolver is responsible for finding a resolution to the problem, and is assigned by the
Problem Manager.
1.3.3. 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.
1.3.4 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.
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2 Process Inputs & Outputs
2.1 Process Inputs
Inputs to this process include:
e 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.
e Evidence of an Error
e 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.
e Outputs from performance metrics where, for example, the SLT is at risk.
2.2 Process Outputs
Outputs from this process include:
e ~=Anentry in the KEL
A workaround
A permanent solution where commercially feasible
Aclosed Problem
Proactive feedback and advice to users
Improved IT Services
Reduced Incident volume
Contribution to a Continuous Service Improvement Plan (CSIP)
Management Information
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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:
Effective use of the process by IMT and SDUs
Effective routing of Problems to SDUs and third parties
Effective escalation procedures within Fujitsu, POL and third parties
POL acceptance of feedback, contributing to end user education and reduced Incident rates
Effective collaboration diagnosis between SDU's and third parties
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4 Process
Step 4.1.1 t0 4.1.3 4.2.1 t04.2.3 43.1 4.4.1 t04.4.2
Number
Action Problem Control: Error Control: Trend Analysis Knowledge
Identification, Identification, Management
Classification and Workaround/Resolution
Investigation and Closure
Role Problem Manager Problem Manager and I HSD, Problem Knowledge Manager
and Problem Problem Resolver Manager and
Resolver Problem Resolver
4.1 Problem Control
4.1.1. Problem Identification and Recording
[ Problem Management 1.1 — Identification & Recording
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= << already exist for this > No.
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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 lf 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.
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4.1.2 Problem Classification
Problem Management 1.2 - Classification
1. Problem Control
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4.1.2.1 The Problem Manager and Resolver assess the problem and capture Sense and Respond
codes.
4.1.2.2 \f the Problem is discovered to not in fact be a problem, the Problem Manager should proceed
to step 4.1.4.5.
4.1.2.3 \f 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.
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
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4.1.3 Identification and Diagnosis
Problem Management 41.3 — Investigation & Diagnosis
h Problem Control
Soren Datel I
Process
Inputs /
Outputs
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Resolver
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.
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4.2 Error Control
4.2.1 Error Identification, Recording & Assessment
Problem Management 2.1 - Error Identification, Recording & Assessment!
l2. Error Control
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4.2.1.1 The Resolver performs a Root Cause Analysis of the problem.
4.2.1.2 The Resolver establishes the proper corrective action required.
4.2.1.3 The Resolver then assesses the problem for a potential workaround.
4.2.1.4 \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 \f a workaround is available and appropriate, the Resolver updates the Problem Record and
Knowledge base and proceeds to step 4.2.2.1.
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4.2.2 Error Resolution
Problem Management 2.2 - Error Resolution (Workaround)
2. Error Control
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1 If 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.
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4.2.3
Resolution Justification
Problem Management
2.3 - Resolution Justification
2. Error Control
Process
Inputs/Outputs
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2.3.8 Resoluton requires POL
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2.3.9 Resolution requies actor
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.
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 If 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
7 The resolution is release-independent and can be fully financed by Fujitsu Services Customer
424.1.
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4.2.4 Error Resolution & Closure
Problem Management 2.4 - Error Resolution & Closure!
2. Error Control
Problem
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Process Inputs / Outputs
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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.
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4.3. Trend Analysis
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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.
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4.4 Knowledge Management
4.4.1. New Knowledge
Problem Management 4.1 — New Knowledge
[a Knowledge Management
customer FeedsI I industy Knowledge Base
_s
Process Inputs /
Outputs
aC Relevant? > Update xnostedge I
442
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Knowledge Manager
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we Update originator I
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 \f 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.
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.
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4.4.2 Review Knowledge
Problem Management
42-
Review Knowledge
4. Knowledge Management
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Discard out of
date knowledge.
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.
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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 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.Install' Classification has a Criticality of 2,
and the number of users affected is 10% - 40%, an Impact value of 2 will be generated.
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The agent will manually select an Urgency value from the drop down list, based on the following criteria:
1 e Has a significant adverse impact on the delivery of service to a large number of
end users.
e Causes significant financial loss and/or disruption.
e Results in any material loss or corruption of customer data.
For example, incidents with this urgency may affect the COMPANY
2 e 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.
. For example, incidents with this urgency may affect a VIP SITE
3 « 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
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.
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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.
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