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Incident and Problem Management

Don’t let persistent problems govern your department.

  • IT infrastructure managers have conflicting accountabilities. It can be difficult to fight fires as they appear while engaging in systematic fire prevention.
  • Repetitive interruptions erode faith in IT. If incidents recur consistently, why should the business trust IT to resolve them?

Our Advice

Critical Insight

  • Don’t risk muddling the chain of command during a crisis. Streamline the process. When senior technical staff are working on incidents, they report to the service desk manager.
  • Incidents defy planning, but problem management is schedulable. Schedule problem management; reduce unplanned work.
  • Just because a problem has not caused an incident doesn’t mean it never will. Get out in front of problems. Maximize uptime.

Impact and Result

  • Define the roles and responsibilities of the incident manager and the problem manager.
  • Develop a critical incident management workflow that will save money by streamlining escalation.
  • Create a problem management standard operating procedure that will reduce incident volume, save money, and allow upper tier support staff to engage in planned work as opposed to firefighting.

Incident and Problem Management Research & Tools

Start here – read the Executive Brief

Read our concise Executive Brief to find out why sub-optimal incident management could be costing you money, and how to implement incident, problem, and proactive problem management best practices.

1. Identify and manage major/critical incidents

Develop a plan to identify critical incidents and to resolve them with as little friction as possible.

2. Develop problem management procedures

Systematically identify problems, and develop a procedure for opening, resolving, and closing problem tickets.

3. Engage in proactive problem management

Develop thresholds for event management, predict problems, and communicate the importance of proactivity to stakeholders.


Member Testimonials

After each Info-Tech experience, we ask our members to quantify the real-time savings, monetary impact, and project improvements our research helped them achieve. See our top member experiences for this blueprint and what our clients have to say.

9.5/10


Overall Impact

$13,949


Average $ Saved

20


Average Days Saved

Client

Experience

Impact

$ Saved

Days Saved

General Conference of Seventh-day Adventists

Workshop

9/10

$25,419

20

Oregon Secretary of State

Guided Implementation

10/10

$2,479

N/A

Akin Gump Strauss Hauer & Feld LLP

Workshop

9/10

$30,999

5

The University of Texas at San Antonio

Guided Implementation

8/10

$68,199

120

The World Bank

Guided Implementation

10/10

$2,479

5

Alexion Pharmaceuticals Inc.

Guided Implementation

10/10

$100K

20

Mott MacDonald LLC

Guided Implementation

10/10

$42,750

9

Shentel Management Company

Workshop

10/10

$46,097

5

University of North Texas System

Workshop

10/10

$34,099

75

Milwaukee Metro Sewerage District

Guided Implementation

5/10

$2,419

2

Varian Medical Systems, Inc.

Guided Implementation

10/10

$35,017

5

Lee County Clerk of Courts

Guided Implementation

10/10

N/A

N/A

Bermuda Monetary Authority

Workshop

9/10

N/A

N/A


Incident and Problem Management

Resolve service issues faster and eliminate recurring incidents.
This course makes up part of the Infrastructure & Operations Certificate.

Now Playing: Academy: Incident and Problem Management | Executive Brief

An active membership is required to access Info-Tech Academy
  • Course Modules: 4
  • Estimated Completion Time: 2-2.5 hours
  • Featured Analysts:
  • John Annand, Senior Manager, Infrastructure Research
  • Fred Chagnon, Research Director, Infrastructure and Operations Research

Onsite Workshop: Incident and Problem Management

Onsite workshops offer an easy way to accelerate your project. If you are unable to do the project yourself, and a Guided Implementation isn't enough, we offer low-cost onsite delivery of our project workshops. We take you through every phase of your project and ensure that you have a roadmap in place to complete your project successfully.

Module 1: Incident Management

The Purpose

  • Develop a framework and process for managing incidents.

Key Benefits Achieved

  • Systematize critical incident management identification.
  • Define escalation rules.

Activities

Outputs

1.1

Roles and responsibilities for service desk and infrastructure

  • Incident Manager role description
1.2

Review ticket categorization

  • Critical Incident Management SOP
1.3

Prioritization schema

1.4

Define escalation rules, document and critique workflows

1.5

Establish SLAs

  • Internal SLA to service desk
1.6

Develop the knowledgebase

  • Knowledgebase Article Template
1.7

Develop KPIs

  • Incident management KPIs

Module 2: Problem Identification and Categorization

The Purpose

  • Identify and categorize incoming problems.

Key Benefits Achieved

  • Systematic problem intake process.
  • Clear problem categorization.
  • Identification of problem management roles and responsibilities.

Activities

Outputs

2.1

Problem intake criteria and incident review process

  • Problem Management SOP
2.2

Problem ticket categorization

  • Problem Ticket Template
  • Categorization and impact schema
2.3

Role development for problem management

  • Problem Manager role description
2.4

Problem management KPIs

  • Problem management KPIs

Module 3: Root Cause Analysis

The Purpose

  • Develop root cause analysis techniques and track problem status.

Key Benefits Achieved

  • Understanding of how to conduct root cause analysis.
  • Method for tracking problem status.

Activities

Outputs

3.1

Root cause analysis exercises

  • Root cause analysis procedure
3.2

Quantification of risk

  • Problem risk assessment
3.3

Problem reporting requirements and audience

  • Problem status dashboard
3.4

Updating and maintain the knowledgebase

Module 4: Proactive Problem Management

The Purpose

  • Develop proactive problem management procedures.

Key Benefits Achieved

  • Proactive problem management SOP, which will enable the prevention of interruptions.

Activities

Outputs

4.1

Information sources for problem identification

  • Monitoring and alert thresholds
4.2

Data quality participants and agenda review for active regular data analysis

4.3

Complete comprehensive visual SOP

  • Visual SOP

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.

Member Rating

9.5/10
Overall Impact

$13,949
Average $ Saved

20
Average Days Saved

After each Info-Tech experience, we ask our members to quantify the real-time savings, monetary impact, and project improvements our research helped them achieve.

Read what our members are saying

What Is a Blueprint?

A blueprint is designed to be a roadmap, containing a methodology and the tools and templates you need to solve your IT problems.

Each blueprint can be accompanied by a Guided Implementation that provides you access to our world-class analysts to help you get through the project.

Need Extra Help?
Try Our Guided Implementations

Get the help you need in this 3-phase advisory process. You'll receive 8 touchpoints with our researchers, all included in your membership.

Guided Implementation #1 - Identify and manage major/critical incidents
  • Call #1 - Outline the potential benefits of a critical incident management procedure.
  • Call #2 - Review the results of the voting exercise and the list of exceptions.

Guided Implementation #2 - Develop problem management procedures
  • Call #1 - Outline the benefits of a problem management regimen and the required resources.
  • Call #2 - Review the separated lists of incidents and problems.
  • Call #3 - Review the incident matching procedure.

Guided Implementation #3 - Engage in proactive problem management
  • Call #1 - Outline the required inputs for proactive problem management.
  • Call #2 - Review proactive problem management techniques.
  • Call #3 - Collate and present the visual SOPs.

Author(s)

John Annand

Contributors

  • Hardy Baker, Incident and Problem Manager, Waste Management
  • Rishi Bhargava, Co-Founder Demisto Inc.
  • Rob England, Managing Director, Two Hills Ltd.
  • Steven Ingram, Data Engineer, Wave HQ
  • George Jucan, Founder, Organizational Performance Enablers Network
  • Rick Moroz, Associate Director, Information Systems, University of Guelph
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