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Improve Incident and Problem Management of MSPs

Your incident and problem response plan must be aligned and effective for all your clients.

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  • Lack of proper skill sets and training of incident response team.
  • Inefficient communication with clients, end-users, or stakeholders during incident resolution.
  • Lack of standardized guidelines or procedures to handle and resolve incidents.
  • Ineffective root cause analysis due to improper course of actions.
  • Lack of scalability to meet the increased demand for incident resolution and problem solution.

Our Advice

Critical Insight

  • For MSPs, incident and problem resolution provide an opportunity to become a trusted partner in IT.
  • IT services disruptions are unavoidable, but how incidents are managed is in the control of MSPs.
  • Problem management adds value to MSP clients by being proactive in resolving the root cause of recurring incidents and incidents that may happen in the future.

Impact and Result

  • Build a skilled incident and problem management team
  • Improve and standardize processes/workflows
  • Deliver better customer satisfaction and experience
  • Increase profitability and business growth
  • Leverage your incident and problem management offerings to differentiate and stay competitive among peers in the market

Improve Incident and Problem Management of MSPs Research & Tools

1. Improve Incident and Problem Management of MSPs – Our Approach

Leverage this storyboard to improve your technology service/MSPs' incident and problem management that resolves incidents efficiently and effectively, delivering better customer satisfaction and experience. Focus on three areas to improve incident and problem management: people, processes, and KPIs.

2. Incident Management and Service Desk SOP

Document process and role expectations to drive consistent and effective incident response.

3. Incident KB Article Examples

Use these examples to guide your KB article templates and to clarify the appropriate level of detail.

4. Incident Management and Service Desk Workflows

Create incident response workflows to clarify steps and identify opportunities to improve.

5. Problem Management SOP

Define your problem management process, roles, and techniques.

6. Problem Management Workflow

Clarify problem intake and action steps in a workflow format that is easier for stakeholders to consume.

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Service Management Integration With Agile Practices

Understand how Agile transformation affects service management

Analyst Perspective

Don't forget about operations

Many organizations believe that once they have implemented Agile that they no longer need any service management framework, like ITIL. They see service management as "old" and a roadblock to deliver products and services quickly. The culture clash is obvious, and it is the most common challenge people face when trying to integrate Agile and service management. However, it is not the only challenge. Agile methodologies are focused on optimized delivery. However, what happens after delivery is often overlooked. Operations may not receive proper communication or documentation, and processes are cumbersome or non-existent. This is a huge paradox if an organization is trying to become nimbler. You need to find ways to integrate your Agile practices with your existing Service Management processes.

This is a picture of Renata Lopes

Renata Lopes
Senior Research Analyst
Organizational Transformation Practice
Info-Tech Research Group

Executive Summary

Your Challenge

  • Work efficiently and in harmony with Agile and service management to deliver business value.
  • Optimize the value stream of services and products.
  • Leverage the benefits of each practice.
  • Create a culture of collaboration to support a rapidly changing business.

Common Obstacles

  • Culture clashes.
  • Inefficient or inexistent processes.
  • Lack of understanding of what Agile and service management mean.
  • Leadership doesn't understand the integration points of practices.
  • Development overlooks the operations requirement.

Info-Tech's Approach

  • When integrating Agile and service management practices start by understanding the key integration points:
  • Processes
  • People and resources
  • Governance and org structure

Info-Tech Insight

Agile and Service Management are not necessarily at odds Find the integration points to solve specific problems.

Your challenge

Deliver seamless business value by integrating service management and Agile development.

  • Understand how Agile development impacts service management.
  • Identify bottlenecks and inefficiencies when integrating with service management.
  • Connect teams across the organization to collaborate toward the organizational goals.
  • Ensure operational requirements are considered while developing products in an Agile way.
  • Stay in alignment when designing and delivering services.

The most significant Agile adoption barriers

46% of respondents identified inconsistent processes and practices across teams as a challenge.
Source:, 2021

43% of respondents identified Culture clashes as a challenge.
Source:, 2021

What is Agile?

Agile development is an umbrella term for several iterative and incremental development methodologies to develop products.

In order to achieve Agile development, organizations will adopt frameworks and methodologies like Scaled Agile Framework (SAFe), Scrum, Large Scaled Scrum (LeSS), DevOps, Spotify Way of Working (WoW), etc.

  • DevOps
  • WoW
  • SAFe
  • Scrum
  • LeSS
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About Info-Tech

Info-Tech Research Group is the world’s fastest-growing information technology research and advisory company, proudly serving over 30,000 IT professionals.

We produce unbiased and highly relevant research to help CIOs and IT leaders make strategic, timely, and well-informed decisions. We partner closely with IT teams to provide everything they need, from actionable tools to analyst guidance, ensuring they deliver measurable results for their organizations.

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Brijesh Kumar


  • Kevin Martin, CEO, CirrusPoint Solutions
  • Devendra Singh Baghel, Solution Architect, ECLEVA
  • Frank Trovato, Research Director, Infrastructure and Operation, Info-Tech Research Group
  • Fred Chagnon, Principal Research Director, Industry Practice, Info-Tech Research Group
  • Rob Redford, Practice Lead, Research – Industry, Info-Tech Research Group
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