1. Stay cool … when it gets hot! INCIDENT / PROBLEM MANAGEMENT Thinking Correctly Under Pressure

2. The changing service operations landscape Consistency and quality becomes a competitive advantage Uptime of services, applications and systems is key Service is being recognized as a value added function Being able to Think Correctly Under Pressure (TCUP) is a necessity, a must – not a want in today‘s environments.

3. Can‘t take the heat? You are not alone.. Trying the same things over and over again expecting different results? It may be time to try another approach.

4. TCUP taken to the extreme Consistency and quality becomes a competitive advantage…. ……or might even save lives!

5. Thinking under pressure – Trainable? Obvious jobs with a high degree of TCUP There is a wide spread consensus that emergency services need to be technically and mentally capable to deal with life threatening situations!

6. When I said I route traffic I meant data! How about the IT Services world?

7. It might not be saving lives, but.. And many others…. Customer satisfaction / customer retention Cost of Service Mean-Time-To- Restore (MTTR) First time Fix Rate (FTFR)

8. Good quality consistent communication, decision making and thinking are driven by key forces. You have the power to drive them! Driving Forces

9. Driving forces of TCUP mean …

11. Let's do a quick math problem: A bat and a ball cost together 1,10 €. The bat is 1,00 € more expensive than the ball. How much is the ball?

12. 20 cents ??? 10 cents ??? 5 cents ??? Intuition vs. reasoning (1+X)+X=1.10 1+2X=1.10 2x=0.10 x=0.05

13. Enabling predictable performance Having the right skills to stay in control, create oversight and avoid jumping to conclusions Neuroscience – Brain Hardware Skills – Brain Software Character – Ability to cope with Stress

14. Brain Hardware and OS… Emotional tagging Is where emotional information attaches itself to the thoughts and experiences stored in our memories. This emotional information tells us whether to pay attention to something or not. Emotional tagging Is where emotional information attaches itself to the thoughts and experiences stored in our memories. This emotional information tells us whether to pay attention to something or not. Pattern recognition Integrates as many as 30 different parts of the brain and means that in a new situation we make assumptions based on prior experiences and judgement Pattern recognition Integrates as many as 30 different parts of the brain and means that in a new situation we make assumptions based on prior experiences and judgement 2 primary hardwired processes to decide on what to do ! 2 primary hardwired processes to decide on what to do ! (source: Harvard Business Review Feb 2009 )

15. Brain Hardware and OS… Reward Engagement increases dopamine levels Improves collaboration Increases quality of rational thinking Reward Engagement increases dopamine levels Improves collaboration Increases quality of rational thinking Threat Threat response is easily triggered. Takes resources from prefrontal cortex Inhibits solving complex problems Threat Threat response is easily triggered. Takes resources from prefrontal cortex Inhibits solving complex problems 2 primary hardwired responses (source: Neuroleadership Journal 2008 issue 1)

16. FACTORS IN RESPONSE BEHAVIOUR STATUS - People perform worse when status is threatened CERTAINTY - a sense of certainty is increased through explicit processes AUTONOMY – tends to be reduced in emegencies; being in a corner inhibits performance RELATEDNESS – we work better when we feel connected to other people FAIRNESS – time pressure will tend to produce unfair demands

17. RECIPE FOR SUCCESS 1.Increase certainty through process 2.Practice on the easy 3.Select the best people 4.Filter out Status and Fairness threats 5.Use autonomy wisely

18. ? Individuals knowing what to do, why they are doing it, and how it is to be done INCREASING CERTAINTY THROUGH PROCESS

19. Predictable performance “Implementing and improving a process is key for predictable performance!”

20. List Concerns Separate/Clarify Set Priority State and Specify Problem Distinctions and Changes Testing/Verifying Possible Causes Logical Process Flow Time KT – A defined, logical sequence of steps Sequential Logic

21. Understand the quality whilst under way

22. Case Study- the Bugmarket incident 1.You have details of a major incident under your seat / or you will get them right now 2.You have 10 minutes to respond initially 3.Write down / memorize what you believe are the 4 most important facts 4.What question would you like to ask next? 5.When asked to do so share your findings with the person next to you.

23. The Problem Statement Bug Market Web Login takes 5 minutes 1 OBJECT 1 DEVIATION focus!!! make sure the team talks and thinks about the same problem foundation for any problem-knowledge-mgmt-system

24. BugMarket web client Login takes around 5 m in BugMarket Web client connecting to the web server in Spain BugMarket web client on user computer January 21st, NMD 2-4 times per day 06/02/08 @ 13:31:15 - 13:34 06/02/08 @ 14:48:33 - 14:51:28 After clicking the "Login" button All users on all machines Problem lasts for 4 to 5 min BugMarket native client login Login fails / 6 min BugMarket Web client connecting to the web servers in India & Canada BugMarket native client on user computer before that more frequently (NMD) Every login Trying to load the login page Only some users, all users on some machines Longer or shorter lengths of time IS IS NOT WHAT WHERE WHEN EXTENT Bug Market Web Login takes 5 minutes

25. Let´s test possible causes!

26. BugMarket web client Login takes around 5 m in BugMarket Web client connecting to the web server in Spain BugMarket web client on user computer January 21st, NMD 2-4 times per day 06/02/08 @ 13:31:15 - 13:34 06/02/08 @ 14:48:33 - 14:51:28 After clicking the "Login" button All users on all machines Problem lasts for 4 to 5 min BugMarket native client login Login fails / 6 min BugMarket Web client connecting to the web servers in India & Canada BugMarket native client on user computer before that more frequently (NMD) Every login Trying to load the login page Only some users, all users on some machines Longer or shorter lengths of time IS IS NOT WHAT WHERE WHEN EXTENT Bug Market Web Login takes 5 minutes Possible Cause : Network issues? X Why native client not affected?? Possible Cause : Out of date registry entries for the Local System Account for database connections still point to other databases that are no longer accessible. Only CQ Web was affected, as the stale registry keys were only present in the HKEY_USERS\.DEFAULT hive, which does not affect the native client on the same machine.

27. Driving forces of TCUP mean …

28. Sample form to document progress

29. A template for sharing information an infrastructure necessary to capture and share essential information

30. STAKEHOLDERS’ LEGITIMATE DEMANDS 1.See you have understood the situation 2.Show you understand the business impact 3.Have a plan towards resolution 4.Meet key milestones in the investigation 5.Are able to isolate the affected area 6.Have a credible fix (high probability of working)

31. Driving forces of TCUP mean …

32. Feedback loop having a feedback loop in place to allow effective review and continuous improvement

33. Driving forces of TCUP mean …

34. Communication – right channels Reduce Status and Autonomy threats by having separate channels to communicate progress to stakeholders Leave the “solvers” to do what they do best

35. MANAGING AUTONOMY Autonomy is not a free for all! Major incidents need a strong framework of expectations in which an individal can navigate. This includes: Quality standards for incident data Time points when key data gathering needs to be completed Sequential logic supports setting of standards

36. BUILDING RELATEDNESS Attacks from the users don‘t help our support teams feel part of the group Build feelings of relatedness through a strong Incident Facilitator who: Advocates the issues to the technology community Builds understanding of the business issues at play

37. Improvement areaDriverGoalComments Customer satisfaction Time to resolution (TTR) & First time fix rate (FTFR) Fastest competent resolution with optimum effort Customers see a longer duration than any single function in Service Cost of serviceQuality of analysis Spare part usage No. of field dispatches High quality clarification and analysis to reduce spare parts and field dispatch to necessary minimum Not all available information is used to diagnose before taking action Quality of serviceProactive problem ticket (PPT) Quality audit and coaching loops for ticket content on regular basis(per KT standard) Change the focus from reactive fault management to proactive fault prevention over time The way towards fault prediction and prevention is certainly not short, but probably the most important goal for the change process AREAS FOR IMPROVEMENT

38. So what do these driving forces mean for you? Right Channels Feedback Right Infrastructure Enabling Predictable performance

39. Q&A

40. Contact information Stefan Brahmer Senior Consultant Service Excellence EMEA 0049 170 1611566 sbrahmer@kepner- tregoe.com Stefan Brahmer Senior Consultant Service Excellence EMEA 0049 170 1611566 sbrahmer@kepner- tregoe.com Kurt Plambech Associate Consultant Service Excellence Nordic 0045 2334 0144 kpman@sv60.dk Kurt Plambech Associate Consultant Service Excellence Nordic 0045 2334 0144 kpman@sv60.dk