Control over the IT process of Manage Problems that satisfies the business requirement for IT of
- ensuring end users’ satisfaction with service offerings and service levels, and reducing solution and service delivery defects and rework
- recording, tracking and resolving operational problems; investigating the root cause of all significant problems; and defining solutions for identified operations problems
- Performing root cause analysis of reported problems
- Analyzing trends
- Taking ownership of problems and progressing problem resolution
- Number of recurring problems with an impact on the business
- Percent of problems resolved within the required time period
- Frequency of reports or updates to an ongoing problem, based on the problem severity
1 Non-existent
2 Initial/Ad Hoc
3 Repeatable but Intuitive
4 Defined
5 Managed and Measurable
6 Optimized
Benchmarks/Guidelines for Scoring
1 Non-existent when
There is no awareness of the need for managing problems, as there is no differentiation of problems and incidents. Therefore, there is no attempt made to identify the root cause of incidents.
2 Initial/Ad Hoc when
Personnel recognize the need to manage problems and resolve underlying causes. Key knowledgeable personnel provide some assistance with problems relating to their area of expertise, but the responsibility for problem management is not assigned. Information is not shared, resulting in additional problem creation and loss of productive time while searching for answers.
3 Repeatable but Intuitive when
There is a wide awareness of the need for and benefits of managing IT-related problems within both the business units and information services function. The resolution process is evolved to a point where a few key individuals are responsible for identifying and resolving problems. Information is shared amongst staff in an informal and reactive way. The service level to the user community varies and is hampered by insufficient, structured knowledge available to the problem manager.
4 Defined when
The need for an effective integrated problem management system is accepted and evidenced by management support, and budgets for the staffing and training are available. Problem resolution and escalation processes have been standardized. The recording and tracking of problems and their resolutions are fragmented within the response team, using the available tools without centralization. Deviations from established norms or standards are likely to be undetected. Information is shared among staff in a proactive and formal manner. Management review of incidents and analysis of problem identification and resolution are limited and informal.
5 Managed and Measurable when
The problem management process is understood at all levels within the organization. Responsibilities and ownership are clear and established. Methods and procedures are documented, communicated and measured for effectiveness. The majority of problems are identified, recorded and reported, and resolution is initiated. Knowledge and expertise are cultivated, maintained and developed to higher levels, as the function is viewed as an asset and major contributor to the achievement of IT objectives and improvement of IT services. Problem management is well integrated with interrelated processes, such as incident, change, availability and configuration management, and assists customers in managing data, facilities and operations. Goals and metrics have been agreed upon for the problem management process.
6 Optimized when
The problem management process is evolved into a forward-looking and proactive one, contributing to the IT objectives. Problems are anticipated and prevented. Knowledge regarding patterns of past and future problems is maintained through regular contacts with vendors and experts. The recording, reporting and analysis of problems and resolutions are automated and fully integrated with configuration data management. Goals are measured consistently. Most systems have been equipped with automatic detection and warning mechanisms, which are continuously tracked and evaluated. The problem management process is analyzed for continuous improvement based on analysis of measures and is reported to stakeholders.