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Guest: Gary Case Pink Elephant
Gary’s thunderbolt tip of the day: Whenever you’re doing major incident review and root cause analysis it should never be about pointing fingers or placing blame – it will kill effectiveness of process. It should be about how can we improve and how can we deliver better value out to our customers.
Service Management the Evolution – lots of people didn’t know about the history. Good feedback
Colorado - mini Pink office. Anointed as heart of US Service Management movement
Difference between major incident review and root cause analysis around problem management
After a major incident is resolved you get together as a team and ask questions “what did we do well/not do well?” “what can we learn for future incidents?”
Sometimes there’s issue with people worried about even declaring something a major incident
Should a major incident be logged as a problem?
Problem is anything significant that has impacted the organisation’s ability to achieve outcomes – could be a single significant event OR a recurring incident (i.e. underlying problem causes incidents)
If you’re going to define a problem it should be a conscious decision against criteria
Problem management should be the simplest process to implement
If culture is ‘we don’t like problems’ people will be reluctant to do problem management properly
The investigation is about root cause analysis
Seen people change an incident to a problem just to get more time
Problem management is part of CSI (step 5, analysis)
Like Rob England’s Standard+Case – problem management like case management is not linear
Are there people who are natural problem solvers / investigators?
Learning styles and information gathering skills play big part of who should be doing this
Problem management often needs to be a whole-brain activity – some are more attuned
People sometimes resist answering certain questions because they don’t welcome visibility – flashlight being shone around
How will culture evolve so that people don’t mind the light?
Base decisions on data, make sure you have the correct data
Governance is needed and on going communication to explain why data is needed
No longer can just say ‘Trust Me’
Once door is open / light is on something has to be done differently – can’t hide any more
What can a mature organisation do? Ensure people are allocated appropriate amount of time for root cause analysis
Immature orgs: step back and start defining what the definitions are, trend reports, identify one or two problems to try the process and as proof of concept
Gary’s Thunderbolt Tip of the Day: Whenever you’re doing major incident review and root cause analysis it should never be about pointing fingers or placing blame – it will kill effectiveness of process. It should be about how can we improve and how can we deliver better value out to our customers/