| Description |
1 online resource (212 pages) |
| Contents |
Problem Management -- A Practical Guide; Contents; List of figures; List of tables; About this guide; Foreword; Preface; Acknowledgements; 1 Problem management -- an ITSM process; 1.1 What is IT service management?; Figure 1.1 Using best-practice standards and frameworks for delivering IT services; Figure 1.2 Services are delivered through a mix of people, process and technology; Figure 1.3 IT services supporting business processes; 1.2 Processes and functions; 1.2.1 Processes; Figure 1.4 The main components that make up a process; Table 1.1 Generic process roles and responsibilities |
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1.2.2 FunctionsFigure 1.5 Processes cross organizational boundaries; 1.3 ITSM terms and definitions; 1.4 What is problem management?; 1.4.1 Reactive versus proactive; Figure 1.6 High-level overview of the problem management process; Figure 1.7 The two main aspects of problem management; 2 Incident and problem management fundamentals; 2.1 Introduction to the service resolution and restoration processes; Figure 2.1 Process flow for restoring and fixing errors in the infrastructure; 2.2 Why incident management must be effective; 2.3 The differences between incident and problem management |
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2.4 Common goals and objectives2.5 A summary of similarities and differences between incident and problem management; Table 2.1 Similarities and differences between incident and problem management; 2.6 Common process activities between incident and problem management; 2.6.1 Identification and logging; Figure 2.2 Incident management process flow; Table 2.2 Common data to capture when logging; Figure 2.3 Trending 'detected by' over time; Figure 2.4 Trending 'reported by' over time; 2.6.2 Categorization; Figure 2.5 Example of a multilevel categorization scheme |
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Table 2.3 Initial categorization of an incidentTable 2.4 Final categorization of an incident; 2.6.3 Prioritization; Table 2.5 Example of an 'impact' level table; Table 2.6 Example of an 'urgency' level table; Table 2.7 Example of a prioritization model; Table 2.8 Expected level of effort based on priority; Table 2.9 Escalation scheme based on incident priority; 2.6.4 Initial diagnosis, matching and workarounds; Figure 2.6 Incident matching and workarounds; 3 Problem management activities; Figure 3.1 Relationship between an incident, problem and root cause |
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Figure 3.2 Major categories and activities of problem managementTable 3.1 Common states of a problem record; Figure 3.3 Problem management process flow; 3.1 Detection and categorization; 3.1.1 Detection; Table 3.2 Reactive and proactive triggers for opening a problem record; 3.1.2 Logging; 3.1.3 Categorization and prioritization; 3.2 Investigation and diagnosis (root cause analysis); 3.2.1 Control points; 3.2.2 Matching; 3.2.3 Investigation and diagnosis team; 3.2.4 Six steps; Table 3.3 The six steps involved in investigation and diagnosis; Table 3.4 Questions to ask when defining a problem |
| Notes |
3.2.5 Root cause analysis techniques |
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Written by authors who are recognized experts in problem management, this publication goes beyond existing process theory and supplements the HDI® Problem Management Professional Certification by including step by step easy to understand examples, real-life scenarios and personal experiences to keep the reader engaged from cover to cover |
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Print version record |
| Subject |
Decision making.
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Problem solving.
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Management.
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decision making.
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management.
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Decision making
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Management
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Problem solving
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| Form |
Electronic book
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| Author |
Scott III, Buff
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Scott, Buff
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| ISBN |
9780117082991 |
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0117082996 |
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9780117083417 |
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0117083410 |
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