Presentation is loading. Please wait.

Presentation is loading. Please wait.

CHAPTER 6: SOLVING AND PREVENTING INCIDENTS AND PROBLEMS A Guide to Customer Service Skills for the Service Desk Professional Third Edition.

Similar presentations


Presentation on theme: "CHAPTER 6: SOLVING AND PREVENTING INCIDENTS AND PROBLEMS A Guide to Customer Service Skills for the Service Desk Professional Third Edition."— Presentation transcript:

1 CHAPTER 6: SOLVING AND PREVENTING INCIDENTS AND PROBLEMS A Guide to Customer Service Skills for the Service Desk Professional Third Edition

2 2 OBJECTIVES In this chapter you will learn: How to use processes to solve incidents and problems How to use processes to solve incidents and problems Proven techniques you can use to methodically solve incidents Proven techniques you can use to methodically solve incidents How and when to take ownership of ongoing incidents How and when to take ownership of ongoing incidents How to keep management and customers informed about the status of incident resolution activities How to keep management and customers informed about the status of incident resolution activities Ways to manage your workload and maintain a positive working relationship with other support groups Ways to manage your workload and maintain a positive working relationship with other support groups How to use the problem management process to focus on problem prevention How to use the problem management process to focus on problem prevention Ch. 6: Solving & Preventing Incidents

3 3 SOLVING AND PREVENTING INCIDENTS Incident – An unplanned interruption to an IT service or a reduction in the quality of an IT service Incident – An unplanned interruption to an IT service or a reduction in the quality of an IT service A broken device, an error message, a system outage A broken device, an error message, a system outage Problem – The cause of one or more incidents Problem – The cause of one or more incidents Chronic hardware failures, corrupt files, software errors or bugs, human error Chronic hardware failures, corrupt files, software errors or bugs, human error Solving incidents and problems requires a methodical approach, or process Solving incidents and problems requires a methodical approach, or process Problem-solving skills, effective questioning skills, superior listening skills, and persistence are also important Problem-solving skills, effective questioning skills, superior listening skills, and persistence are also important Ch. 6: Solving & Preventing Incidents

4 TOPIC 1: PROCESSES TO SOLVE INCIDENTS & PROBLEMS

5 5 USING PROCESSES TO SOLVE INCIDENTS AND PROBLEMS PART 1 OF 3 Process - A collection of interrelated work activities that take a set of specific inputs and produce a set of specific outputs Process - A collection of interrelated work activities that take a set of specific inputs and produce a set of specific outputs Procedure - A step-by-step, detailed set of instructions that describes how to perform the tasks in a process Procedure - A step-by-step, detailed set of instructions that describes how to perform the tasks in a process Flow chart - A diagram that shows the sequence of tasks that occur in a process Flow chart - A diagram that shows the sequence of tasks that occur in a process Ch. 6: Solving & Preventing Incidents

6 6 USING PROCESSES TO SOLVE INCIDENTS AND PROBLEMS PART 2 OF

7 7 Basic incident and problem management activities include: Identification Identification Logging Logging Investigation and diagnosis Investigation and diagnosis Resolution Resolution Closure Closure Ch. 6: Solving & Preventing Incidents USING PROCESSES TO SOLVE INCIDENTS AND PROBLEMS PART 3 OF

8 8 SOLVING INCIDENTS METHODICALLY PART 1 OF 5 A high percentage of incidents are recurring A high percentage of incidents are recurring Plenty of information is available for finding solutions to incidents Plenty of information is available for finding solutions to incidents As a service desk analyst, you can: As a service desk analyst, you can: Draw from your experience Draw from your experience Access available knowledge bases Access available knowledge bases Use tools Use tools Engage other analysts or level two service providers Engage other analysts or level two service providers Ch. 6: Solving & Preventing Incidents

9 9 Incident management Incident management Is one of the most common service desk processes Is one of the most common service desk processes Involves logging, tracking, and resolving incidents Involves logging, tracking, and resolving incidents Symptom - A sign or indication that an incident has occurred Symptom - A sign or indication that an incident has occurred Probable source - The system, network, or product that is most likely causing the incident Probable source - The system, network, or product that is most likely causing the incident Ch. 6: Solving & Preventing Incidents SOLVING INCIDENTS METHODICALLY PART 2 OF

10 10 Ch. 6: Solving & Preventing Incidents SOLVING INCIDENTS METHODICALLY PART 3 OF

11 11 Incident management includes answering questions and inquiries Incident management includes answering questions and inquiries Incidents, questions, and inquiries represent varying degrees of impact and speak differently to product and company performance Incidents, questions, and inquiries represent varying degrees of impact and speak differently to product and company performance Distinguishing between them enables companies to: Distinguishing between them enables companies to: Determine which types of contacts are most common Determine which types of contacts are most common Put in place processes and technologies for resolving each type of contact in the most efficient, cost- effective way possible Put in place processes and technologies for resolving each type of contact in the most efficient, cost- effective way possible Many companies also distinguish between incidents and service requests Many companies also distinguish between incidents and service requests Ch. 6: Solving & Preventing Incidents SOLVING INCIDENTS METHODICALLY PART 4 OF

12 12 The incident management process describes the overall approach to be used when handling incidents within a company The incident management process describes the overall approach to be used when handling incidents within a company Analysts need problem-solving skills to handle each incident Analysts need problem-solving skills to handle each incident Basic step to follow when solving incidents: Basic step to follow when solving incidents: 1. Gather all available data and create information 2. Diagnose the incident 3. Develop a course of action Ch. 6: Solving & Preventing Incidents SOLVING INCIDENTS METHODICALLY PART 5 OF

13 13 STEP 1: GATHER ALL DATA TO CREATE INFORMATION PART 1 OF 5 How well you gather data and create information influences how quickly you find a solution or workaround How well you gather data and create information influences how quickly you find a solution or workaround Data must be logged accurately and completely Data must be logged accurately and completely Data is used by managers, other service desk analysts, level two service providers, and customers Data is used by managers, other service desk analysts, level two service providers, and customers Data is used to create the information needed to: Data is used to create the information needed to: Justify resources Justify resources Increase customer satisfaction Increase customer satisfaction Enhance productivity Enhance productivity Improve the quality of products and services Improve the quality of products and services Deliver services more efficiently and effectively Deliver services more efficiently and effectively Create new products and services Create new products and services Ch. 6: Solving & Preventing Incidents

14 14 Customer data - Identifying details about a customer Customer data - Identifying details about a customer Customer record - All of the data and text fields that describe a single customer Customer record - All of the data and text fields that describe a single customer Record - A collection of related fields Record - A collection of related fields Incident data - The details of a single incident Incident data - The details of a single incident Incident record - All of the fields that describe a single incident Incident record - All of the fields that describe a single incident Ch. 6: Solving & Preventing Incidents STEP 1: GATHER ALL DATA TO CREATE INFORMATION PART 2 OF

15 15 Customer records are linked to incident records by a unique key field, such as customer name Customer records are linked to incident records by a unique key field, such as customer name Many service desks capture two types of incident descriptions Many service desks capture two types of incident descriptions Short incident description – A succinct description of the actual results a customer is experiencing Short incident description – A succinct description of the actual results a customer is experiencing Detailed incident description – A comprehensive accounting of the incident and the circumstances surrounding its occurrence Detailed incident description – A comprehensive accounting of the incident and the circumstances surrounding its occurrence Ch. 6: Solving & Preventing Incidents STEP 1: GATHER ALL DATA TO CREATE INFORMATION PART 3 OF

16 16 The detail incident description includes: The result the customer expects The result the customer expects The actual result the customer is experiencing The actual result the customer is experiencing Steps the customer took to get the results Steps the customer took to get the results The history or pattern of the incident The history or pattern of the incident Does the incident occur every time the customer performs this step? Does the incident occur every time the customer performs this step? Does the incident only occur in certain circumstances? What are those circumstances? Does the incident only occur in certain circumstances? What are those circumstances? Does the incident only occur intermittently? Under what conditions? Does the incident only occur intermittently? Under what conditions? Whether the incident is part of a larger incident Whether the incident is part of a larger incident Ch. 6: Solving & Preventing Incidents STEP 1: GATHER ALL DATA TO CREATE INFORMATION PART 4 OF

17 17 Status data - Details that are used to track incidents throughout their lifecycle Status data - Details that are used to track incidents throughout their lifecycle These data are: These data are: Stored in fields in the incident record Stored in fields in the incident record Continuously updated as new data becomes available Continuously updated as new data becomes available Used to report on the status of outstanding incidents and to monitor SLA attainment Used to report on the status of outstanding incidents and to monitor SLA attainment Resolution data - Details that describe how an incident was resolved Resolution data - Details that describe how an incident was resolved Typically, after required customer and incident data have been collected, you can begin diagnosing the incident Typically, after required customer and incident data have been collected, you can begin diagnosing the incident Ch. 6: Solving & Preventing Incidents STEP 1: GATHER ALL DATA TO CREATE INFORMATION PART 5 OF

18 18 STEP 2: DIAGNOSE THE INCIDENT PART 1 OF 2 When diagnosing an incident, you are trying to determine: When diagnosing an incident, you are trying to determine: The probable source of the incident The probable source of the incident A corrective action that can be used to restore service A corrective action that can be used to restore service Determining the probable source can be difficult when dealing with complex technology Determining the probable source can be difficult when dealing with complex technology Ch. 6: Solving & Preventing Incidents

19 19 Ch. 6: Solving & Preventing Incidents STEP 2: DIAGNOSE THE INCIDENT PART 2 OF

20 20 ASK QUESTIONS PART 1 OF 3 Techniques that are used to diagnose incidents include: Techniques that are used to diagnose incidents include: Asking questions Asking questions Simulating the customers actions Simulating the customers actions Using diagnostic tools Using diagnostic tools When asking questions: When asking questions: Listen actively to what is being said, and how it is being said Listen actively to what is being said, and how it is being said Make sure your questions are appropriate to the customers communication style Make sure your questions are appropriate to the customers communication style Ch. 6: Solving & Preventing Incidents

21 21 Condition your mind to run through problem- solving questions as the customer is relaying information Condition your mind to run through problem- solving questions as the customer is relaying information Basic questions can help you isolate the probable source Basic questions can help you isolate the probable source Ch. 6: Solving & Preventing Incidents ASK QUESTIONS PART 2 OF

22 22 Problem-solving checklists may provide questions more specific to the actual incident Problem-solving checklists may provide questions more specific to the actual incident Simple questions often reap the most information Simple questions often reap the most information Ch. 6: Solving & Preventing Incidents ASK QUESTIONS PART 3 OF

23 23 SIMULATE THE CUSTOMERS ACTIONS PART 1 OF 3 Some service desks: Some service desks: Provide analysts access to the systems or software packages that customers are using Provide analysts access to the systems or software packages that customers are using Have lab areas where analysts can access systems that match customers hardware and software configurations Have lab areas where analysts can access systems that match customers hardware and software configurations Analysts use these systems to simulate a customers actions Analysts use these systems to simulate a customers actions The usefulness of this technique depends on: The usefulness of this technique depends on: The access that analysts have The access that analysts have The policies of the company The policies of the company Ch. 6: Solving & Preventing Incidents

24 24 Some companies have strict standards that determine what technologies customers use Some companies have strict standards that determine what technologies customers use The service desk is often involved in developing technology standards The service desk is often involved in developing technology standards Without standards, customers may install equipment or software without the service desks knowledge Without standards, customers may install equipment or software without the service desks knowledge As a result, the service desk cannot simulate incidents As a result, the service desk cannot simulate incidents When technology standards exist, whether and how strictly those standards are enforced will vary from one company to the next When technology standards exist, whether and how strictly those standards are enforced will vary from one company to the next Ch. 6: Solving & Preventing Incidents SIMULATE THE CUSTOMERS ACTIONS PART 2 OF

25 25 Benefits of establishing standards include: A less complex environment A less complex environment Improved ability to share data and exchange information Improved ability to share data and exchange information Effective training programs can be developed Effective training programs can be developed Proactive support can be provided Proactive support can be provided Costs are controlled Costs are controlled The company is positioned to take advantage of state-of-the-art technology The company is positioned to take advantage of state-of-the-art technology Ch. 6: Solving & Preventing Incidents SIMULATE THE CUSTOMERS ACTIONS PART 3 OF

26 26 USE DIAGNOSTIC TOOLS PART 1 OF 2 Remote control system - A technology that enables an analyst to take over a customers keyboard, screen, mouse or pointing device, or other connected device in order to troubleshoot incidents Remote control system - A technology that enables an analyst to take over a customers keyboard, screen, mouse or pointing device, or other connected device in order to troubleshoot incidents Newer hardware and software systems have built-in diagnostic tools Newer hardware and software systems have built-in diagnostic tools Using these tools may not always be an option Using these tools may not always be an option The network is down The network is down A hardware failure has occurred A hardware failure has occurred Ch. 6: Solving & Preventing Incidents

27 27 USE DIAGNOSTIC TOOLS PART 2 OF 2 When diagnostic tools are not available, ask questions and simulate the customers actions to determine the probable source When diagnostic tools are not available, ask questions and simulate the customers actions to determine the probable source Take the time needed to fully diagnose the incident and identify the correct probable source Take the time needed to fully diagnose the incident and identify the correct probable source When an incorrect probable source is identified, you can waste time developing a course of action that will not permanently solve the incident When an incorrect probable source is identified, you can waste time developing a course of action that will not permanently solve the incident Ch. 6: Solving & Preventing Incidents

28 28 STEP 3: DEVELOP AND EXECUTE A COURSE OF ACTION PART 1 OF 3 To develop a course of action: Consult resources Consult resources Search a knowledge management system Search a knowledge management system Search the incident management system Search the incident management system Use personal knowledge Use personal knowledge Use tools Use tools Determine if a workaround is available Determine if a workaround is available Ch. 6: Solving & Preventing Incidents

29 29 Actions may involve: Escalating the incident to the correct level two service provider or subject matter expert when a solution could not be identified or the service desk is unable to deliver the solution Escalating the incident to the correct level two service provider or subject matter expert when a solution could not be identified or the service desk is unable to deliver the solution Logging a change record to have the corrective action performed via the change management process Logging a change record to have the corrective action performed via the change management process Delivering a solution by directing the customer to perform a procedure or series of procedures Delivering a solution by directing the customer to perform a procedure or series of procedures Directing the customer to a Web site where the solution can be obtained Directing the customer to a Web site where the solution can be obtained Taking remote control and performing the repair Taking remote control and performing the repair Ch. 6: Solving & Preventing Incidents STEP 3: DEVELOP AND EXECUTE A COURSE OF ACTION PART 2 OF

30 30 Review the course of action with the customer Ensure the customer understands it and the time frame within which it will be executed Ensure the customer understands it and the time frame within which it will be executed Let the customer know if the course of action or the time frame is dictated by an SLA Let the customer know if the course of action or the time frame is dictated by an SLA Obtain the customers approval to proceed Obtain the customers approval to proceed Ch. 6: Solving & Preventing Incidents STEP 3: DEVELOP AND EXECUTE A COURSE OF ACTION PART 3 OF

31 31 KNOWING WHEN TO ENGAGE ADDITIONAL RESOURCES PART 1 OF 2 Most service desks strive to solve as many incidents as possible at level one Most service desks strive to solve as many incidents as possible at level one First, use resources such as online help, product and procedure manuals, or a knowledge management system First, use resources such as online help, product and procedure manuals, or a knowledge management system If unsuccessful, turn to a coworker or level two service provider for help If unsuccessful, turn to a coworker or level two service provider for help Target escalation time - A time constraint placed on each level that ensures incident resolution activities are proceeding at an appropriate pace Target escalation time - A time constraint placed on each level that ensures incident resolution activities are proceeding at an appropriate pace Ch. 6: Solving & Preventing Incidents

32 32 Consider the following as the target escalation time approaches: Do I have sufficient information to clearly describe the incident? Do I have sufficient information to clearly describe the incident? Have I determined the probable source? Have I determined the probable source? Have I gathered the information that is required by level two? Have I gathered the information that is required by level two? What is the incident priority? What is the incident priority? Ch. 6: Solving & Preventing Incidents KNOWING WHEN TO ENGAGE ADDITIONAL RESOURCES PART 2 OF

33 TOPIC 2: TAKING OWNERSHIP

34 34 TAKING OWNERSHIP PART 1 OF 2 Customers expect someone to take responsibility for a reported incident Customers expect someone to take responsibility for a reported incident Incident owner - An employee of the support organization who acts as a customer advocate and ensures an incident is resolved to the customers satisfaction Incident owner - An employee of the support organization who acts as a customer advocate and ensures an incident is resolved to the customers satisfaction The customer shouldnt have to initiate another contact The customer shouldnt have to initiate another contact Approaches to designating the owner include: Approaches to designating the owner include: The person who initially logs the incident is the owner The person who initially logs the incident is the owner The service desk is the owner (anyone can serve as owner) The service desk is the owner (anyone can serve as owner) The incident owner changes as the incident is escalated The incident owner changes as the incident is escalated Ch. 6: Solving & Preventing Incidents

35 35 Ch. 6: Solving & Preventing Incidents TAKING OWNERSHIP PART 2 OF Level 1 Service Desk Level 2 Field Services Level 3 Vendor INCIDENT OWNER Level 1 Analyst

36 36 INCIDENT OWNER RESPONSIBILITIES PART 1 OF 2 Tracks the current status of the incident Tracks the current status of the incident Proactively provides the customer regular and timely status updates Proactively provides the customer regular and timely status updates When possible, identifies related incidents When possible, identifies related incidents Ensures that incidents are assigned correctly Ensures that incidents are assigned correctly Ensures that appropriate notification activities occur Ensures that appropriate notification activities occur Ensures that all problem-solving activities are documented Ensures that all problem-solving activities are documented Verifies the customer is satisfied with resolution Verifies the customer is satisfied with resolution Closes the incident ticket Closes the incident ticket Ch. 6: Solving & Preventing Incidents

37 37 Analysts sometimes share ownership by: Helping other owners when they can Helping other owners when they can Updating a ticket if a customer contacts the service desk to provide additional information Updating a ticket if a customer contacts the service desk to provide additional information Updating a ticket if a customer contacts the service desk for an up-to-date status Updating a ticket if a customer contacts the service desk for an up-to-date status Negotiating a transfer of ownership for any outstanding tickets if the analyst is going to be out of the office for an extended time Negotiating a transfer of ownership for any outstanding tickets if the analyst is going to be out of the office for an extended time Ch. 6: Solving & Preventing Incidents INCIDENT OWNER RESPONSIBILITIES PART 1 OF

38 38 PROVIDING STATUS UPDATES PART 1 OF 7 Notification – An activity that informs all of the stakeholders in the incident management process about the status of outstanding incidents Notification – An activity that informs all of the stakeholders in the incident management process about the status of outstanding incidents Notification can occur when: Notification can occur when: An incident is reported or escalated An incident is reported or escalated An incident has exceeded a predefined threshold An incident has exceeded a predefined threshold An incident is resolved An incident is resolved Ch. 6: Solving & Preventing Incidents

39 39 Management notification is appropriate when: The incident is extremely severe The incident is extremely severe The target resolution time has been or is about to be reached The target resolution time has been or is about to be reached Required resources are not available to determine or implement a solution Required resources are not available to determine or implement a solution The customer expresses dissatisfaction The customer expresses dissatisfaction Ch. 6: Solving & Preventing Incidents PROVIDING STATUS UPDATES PART 2 OF

40 40 Management notification ensures that: Management knows the current status of incidents that are in an exception state Management knows the current status of incidents that are in an exception state Management has the information needed to oversee incidents that involve multiple support groups Management has the information needed to oversee incidents that involve multiple support groups Management has sufficient information to make decisions, follow up with the customer, or call in other management Management has sufficient information to make decisions, follow up with the customer, or call in other management Management actions are recorded in the incident record so that everyone affected knows what decisions management has made or what steps they have taken Management actions are recorded in the incident record so that everyone affected knows what decisions management has made or what steps they have taken Ch. 6: Solving & Preventing Incidents PROVIDING STATUS UPDATES PART 3 OF

41 41 Customer notification is appropriate when: The analyst has told the customer they will provide a status at a given time, even if there has been no change in the incidents status The analyst has told the customer they will provide a status at a given time, even if there has been no change in the incidents status The target resolution time will not be met The target resolution time will not be met Customer resources are required to implement a solution Customer resources are required to implement a solution The incident has a high priority and justifies frequent status updates The incident has a high priority and justifies frequent status updates The customer was dissatisfied with earlier solutions The customer was dissatisfied with earlier solutions Ch. 6: Solving & Preventing Incidents PROVIDING STATUS UPDATES PART 4 OF

42 42 Customer notification ensures that: The customer knows the current status of the incident The customer knows the current status of the incident Customer comments or concerns are recorded in the incident record and addressed Customer comments or concerns are recorded in the incident record and addressed Ch. 6: Solving & Preventing Incidents PROVIDING STATUS UPDATES PART 5 OF

43 43 Service desks add value by: Service desks add value by: 1. Making it easy for customers to report incidents 2. Delivering solutions 3. Taking ownership and ensuring that incidents that cannot be resolved immediately are addressed in the required time frame Even bad news is better than no news Even bad news is better than no news Ch. 6: Solving & Preventing Incidents PROVIDING STATUS UPDATES PART 6 OF

44 44 The service desk can notify management, customers, and others by: The service desk can notify management, customers, and others by: Telephone, in person, with an or instant message Telephone, in person, with an or instant message Through a paging device, automatically via the incident management system Through a paging device, automatically via the incident management system How notification occurs and who is notified varies based on conditions such as: How notification occurs and who is notified varies based on conditions such as: The severity of the incident The severity of the incident Who is affected by the incident Who is affected by the incident When the incident occurs When the incident occurs Ch. 6: Solving & Preventing Incidents PROVIDING STATUS UPDATES PART 7 OF

45 45 BUILDING GOOD RELATIONSHIPS WITH OTHER SUPPORT GROUPS PART 1 OF 3 Level one analysts must: Strive to continuously increase their knowledge and the efficiency and effectiveness of their problem-solving skills Strive to continuously increase their knowledge and the efficiency and effectiveness of their problem-solving skills Ensure that all available information has been gathered and logged Ensure that all available information has been gathered and logged Ensure that all checklists have been completed and logged before an incident is escalated Ensure that all checklists have been completed and logged before an incident is escalated Seek assistance only after using all other available resources Seek assistance only after using all other available resources Ch. 6: Solving & Preventing Incidents

46 46 BUILDING GOOD RELATIONSHIPS WITH OTHER SUPPORT GROUPS PART 2 OF 4 Level two service providers must: Respect the service desks role as a front-line service provider Respect the service desks role as a front-line service provider Acknowledge that the service desks efforts are freeing them from the need to answer the same questions or solve the same incidents over and over again Acknowledge that the service desks efforts are freeing them from the need to answer the same questions or solve the same incidents over and over again Be willing to impart their knowledge to the service desk Be willing to impart their knowledge to the service desk Ch. 6: Solving & Preventing Incidents

47 47 Review and understand your companys SLAs, OLAs, and contracts Review and understand your companys SLAs, OLAs, and contracts Provide mutual feedback Provide mutual feedback Job shadowing Job shadowing Review incident management system information Review incident management system information Communicate Communicate Give praise Give praise Ch. 6: Solving & Preventing Incidents BUILDING GOOD RELATIONSHIPS WITH OTHER SUPPORT GROUPS PART 2 OF

48 48 CLOSING INCIDENTS PART 1 OF 2 Once a solution has been identified and implemented, there are still questions that need to be asked and answered: Once a solution has been identified and implemented, there are still questions that need to be asked and answered: Did the solution resolve the incident? Did the solution resolve the incident? Is the customer satisfied? Is the customer satisfied? Have all pertinent data been recorded? Have all pertinent data been recorded? If the answer to any of these questions is No the incident cannot be considered resolved If the answer to any of these questions is No the incident cannot be considered resolved Ch. 6: Solving & Preventing Incidents

49 49 If all of the answers are Yes the incident can be closed once all pertinent data is captured If all of the answers are Yes the incident can be closed once all pertinent data is captured Without data, trend and root cause analysis cannot be performed Without data, trend and root cause analysis cannot be performed Any or all members of the service desk team can: Any or all members of the service desk team can: Identify and analyze trends Identify and analyze trends Suggest ways that incidents can be eliminated Suggest ways that incidents can be eliminated Go beyond the quick fix and take the time to resolve incidents correctly the first time Go beyond the quick fix and take the time to resolve incidents correctly the first time Engage the resources needed to determine the correct solution Engage the resources needed to determine the correct solution Ch. 6: Solving & Preventing Incidents CLOSING INCIDENTS PART 2 OF

50 50 FOCUSING ON PREVENTION PART 1 OF 2 Until the root cause of a problem is identified and eliminated, it is likely that incidents will recur Until the root cause of a problem is identified and eliminated, it is likely that incidents will recur The problem management process identifies that root cause The problem management process identifies that root cause The service desk contributes to and uses the problem management process The service desk contributes to and uses the problem management process Detecting problems Detecting problems Capturing incident-related data Capturing incident-related data A problem Manager coordinates problem management activities A problem Manager coordinates problem management activities Ch. 6: Solving & Preventing Incidents

51 51 Problem diagnostic techniques include: Problem diagnostic techniques include: Brainstorming Brainstorming Five Whys Five Whys Cause and effect analysis Cause and effect analysis Pareto analysis Pareto analysis Kepner-Tregoe problem analysis Kepner-Tregoe problem analysis Codes can be used to record the root cause Codes can be used to record the root cause Without accurate data, problem management is not possible Without accurate data, problem management is not possible Ch. 6: Solving & Preventing Incidents FOCUSING ON PREVENTION PART 1 OF

52 52 SAMPLE CAUSE AND EFFECT DIAGRAM Ch. 6: Solving & Preventing Incidents SoftwareHardware PeopleProcedures What is causing the failures?

53 53 SAMPLE PARETO CHART Ch. 6: Solving & Preventing Incidents

54 54 CHAPTER SUMMARY PART 1 OF 3 To be successful, analysts must be able to resolve incidents efficiently and effectively To be successful, analysts must be able to resolve incidents efficiently and effectively Process and procedures ensure incidents are handled quickly, correctly, and consistently Process and procedures ensure incidents are handled quickly, correctly, and consistently The goal of the incident management process is to restore service as quickly as possible The goal of the incident management process is to restore service as quickly as possible Effective diagnostic techniques include: Effective diagnostic techniques include: Asking questions Asking questions Simulating the customers actions Simulating the customers actions Using diagnostic tools Using diagnostic tools Ch. 6: Solving & Preventing Incidents

55 55 When incidents cannot be solved immediately, customers expect someone to take responsibility for ensuring the incident is resolved in the time frame promised When incidents cannot be solved immediately, customers expect someone to take responsibility for ensuring the incident is resolved in the time frame promised The incident owner assumes that responsibility The incident owner assumes that responsibility Ownership ensures that everyone involved in the incident management process stays focused on the customers need to: Ownership ensures that everyone involved in the incident management process stays focused on the customers need to: Without ownership, incidents can slip through the cracks and customer dissatisfaction invariably occurs Without ownership, incidents can slip through the cracks and customer dissatisfaction invariably occurs Ch. 6: Solving & Preventing Incidents CHAPTER SUMMARY PART 2 OF

56 56 Do not hesitate to suggest ways that incidents can be eliminated and prevented Do not hesitate to suggest ways that incidents can be eliminated and prevented Be persistent and act on your hunches Be persistent and act on your hunches An understanding of your companys incident management process and strong problem-solving skills are essential to your success An understanding of your companys incident management process and strong problem-solving skills are essential to your success These processes ensure that incidents are handled efficiently and effectively These processes ensure that incidents are handled efficiently and effectively Ch. 6: Solving & Preventing Incidents CHAPTER SUMMARY PART 3 OF

57 CHAPTER 6 QUESTIONS CHAPTER 6 QUESTIONS


Download ppt "CHAPTER 6: SOLVING AND PREVENTING INCIDENTS AND PROBLEMS A Guide to Customer Service Skills for the Service Desk Professional Third Edition."

Similar presentations


Ads by Google