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e-COMMA E-commerce Developer BM 0 3: Problem Management

Learn the importance of problem management in e-commerce development and how it helps minimize incidents and potential problems. Discover the proactive and reactive aspects of problem management and the difference between incident management and problem management.

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e-COMMA E-commerce Developer BM 0 3: Problem Management

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  1. e-COMMAE-commerce DeveloperBM 03: Problem Management e-COMMA | e-Commerce Developer| BM 03: Problem Management

  2. E-commerce Developer | BM 03: Problem Management e-COMMA | e-Commerce Developer| BM 03: Problem Management

  3. E-commerce Developer | BM 03: Problem Management e-COMMA | e-Commerce Developer| BM 03: Problem Management

  4. e-COMMA1 Problem Management e-COMMA | e-Commerce Developer| BM 03: Problem Management

  5. 1.Problem Management 1.1. What is problem management? The goal of problem management is to minimize both the number and severity of incidents and potential problems to the business/organisation. In the context of e-commerce development, problem management should aim to reduce the adverse impact of incidents and problems that are caused by errors within the IT infrastructure, and to prevent recurrence of incidents related to these errors. e-COMMA | e-Commerce Developer| BM 03: Problem Management

  6. 1.Problem Management 1.1. What is problem management? Problems should be addressed in priority order with higher priority given to the resolution of problems that can cause serious disruption to critical IT services. Problem management’s responsibility is to ensure that incident information is documented in such a way that it is readily available to support all problem management activities. e-COMMA | e-Commerce Developer| BM 03: Problem Management

  7. 1.Problem Management 1.1. What is problem management? Problem management has reactive and proactive aspects: • Reactive – problem solving when one or more incidents occur • Proactive – identifying and solving problems and known errors before incidents occur in the first place e-COMMA | e-Commerce Developer| BM 03: Problem Management

  8. 1.Problem Management 1.2. Examples of problems: users problems and technical problems Technical problems can exist without impacting the user. However, they can have a big impact on the availability of IT Services Examples: Disk space usage is erratic. Sometimes a considerable amount of disk space is available, but at other times little is available Problems experiences by users Examples: window application crashes without an error message. The computer restarts and works perfectly after all e-COMMA | e-Commerce Developer| BM 03: Problem Management

  9. 1. Problem Management 1.2 Incident management vs. Problem management e-COMMA | e-Commerce Developer| BM 03: Problem Management Ifyouhaven’tmanaged the riskproperly, ordue to somefactorsthatareour of yourcontrol, someunplanned and undesirablesituationsmayhappen. We callthemincidents. Thesesituationshaven’tyetimpactedyourcompany. The primary focus of incident management is to take action in response to a negative feedback. Incident management is reactive by nature and does not (or should not) focus on underlying causes. It will not reduce the number of service interruptions in the long term, because it does not focus on finding causes and eliminating them. e-COMMA | Community Manager | BM 03: Problem Management

  10. 1. Problem Management 1.2 Incident management vs. Problem management • A problem is the underlying cause that leads to an incident. A problem may be something that could lead to the same incident occurring again, or lead to another incident entirely. The problem is essentially the root cause of an incident or incidents. • Problem management investigates to find the real causereferred to as the root cause. • The aims of problem management are: • Prevent problems and resulting incidents from happening. • Eliminate recurring incidents. • Minimise the impact of incidents that cannot be prevented. e-COMMA | e-Commerce Developer| BM 03: Problem Management

  11. 1.Problem Management 1.3. Incident Management VS. Problem Management The primary focus of incident management is to take action in response to a negative feedback we receive or to a single malfunctioning. Incident management is reactive by nature and does not (or should not) focus on underlying causes. It will not reduce the number of service interruptions in the long term, because it does not focus on finding causes and eliminating them. It just focuses on restoring the service to the users as quickly as possible. e-COMMA | e-Commerce Developer| BM 03: Problem Management

  12. 1. Problem Management 1.2 Incident management vs. Problem managementć Incident management is like a firefighter at a house fire. Firefighters come to the scene and notice the issue, and work fast to put out the fire as quickly as possible without stopping to question how it started. So it is about gettingoperations and the business backup and running and acting as a”hero”. e-COMMA | e-Commerce Developer| BM 03: Problem Management

  13. 1. Problem Management 1.2 Incident management vs. Problem managementć Problem management is like the detective that comes into the picture after the fact. They weren’t there to put out the flames themselves, but they can still investigate what went wrong, figure out how the fire started, and help educate people to take preventative steps so something similar doesn’t happen again. e-COMMA | e-Commerce Developer| BM 03: Problem Management

  14. 1.Problem Management 1.3. Incident Management VS. Problem Management • Problem management investigates to find the real cause referred to as the root cause. • Once the cause is established, problem management then makes sure that the problem is fixed completely, so that it cannot happen again. Therefore, the solution identified with problem management is a permanent one e-COMMA | e-Commerce Developer| BM 03: Problem Management

  15. 1.Problem Management 1.3. Incident Management vs. Problem Management An incident is where an error occurs or something doesn’t work the way it is expected A problem can be: The occurrence of the same incident many times An incident that impact many users The result of network diagnostic revealing system not operating in the expected way e-COMMA | e-Commerce Developer| BM 03: Problem Management

  16. 1.Problem Management 1.4. Benefits of problem management Problem management: • Increases quality of the IT service • Reduce accidents • Reduce problems and their impact • Improve organisation know-how and learning e-COMMA | e-Commerce Developer| BM 03: Problem Management

  17. 1.Problem Management 1.4. Benefits of problem management Problem management benefits can be weakened by: • The absence of a good incident control process • The failure to link incident records with problem/error records • A lack of management or leadership commitment, • An inability to determine accurately the impact on the business/organisation of incidents and problems e-COMMA | e-Commerce Developer| BM 03: Problem Management

  18. 1.Problem Management 1.5. Problem management process How does Problem management work? Problem management works by using analysis techniques to identify the cause of the problem.  To achieve its goal, problem management aims to: „„identify the root cause – problem control „„initiate actions to improve and correct the situation – error control e-COMMA | e-Commerce Developer| BM 03: Problem Management

  19. 1.Problem Management 1.5. Problem Management Process Incident Recognition of an incident Decision about escalation Quick reaction towards incident Knowledge base Problem statement Information about taken actions Finding possible solution(s) Identification of root causes Solution(s) implementation e-COMMA | e-Commerce Developer| BM 03: Problem Management

  20. 1.Problem Management 1.5. Problem Management Process Incident- Recognition of an incident - Quick reaction towards incident It is better for incident management to answer the real questions and tell customers that the cause is being investigated (by problem management) and list all the steps that have been put in place to mitigate the risk of a recurrence and minimise the impact should it recur while the cause is being investigated You may issue an incident report that states: the basic facts of the incident (duration, business impact, any ongoing effects, how it was resolved); what preventative measure or workaround is in place; what additional monitoring or alerting has been implemented; who is on standby to respond to a recurrence; the symptoms to watch out for. that the incident has been handed over to problem management for root cause analysis. e-COMMA | e-Commerce Developer| BM 03: Problem Management

  21. 1.Problem Management 1.5. Problem Management Process Decision about escalation Community can serve as a valuable source of learning and organizational development. Social media can become a very powerful marketing tool for your business, they can be your own “focus group”. When you have responded to the complaint, think about whether customers are right. If followers complain about a particular product, service or employee, use what they say to help guide your business strategy. Ask the customer what it is you can do to make it right. If there truly is a weakness, now you know and can address it. Take decision about escalation. e-COMMA | e-Commerce Developer| BM 03: Problem Management

  22. 1.Problem Management 1.5. Problem Management Process Problem statement An incomplete problem definition tends to be caused by the belief that the problem is obvious, which is the result of the false assumption that everyone perceives the same thing. The following questions are used to describe the problem: Identity (What) – What went wrong? What expected outcome was incorrect? Location (Where) – Where does the problem occur? Time (When) – When did the problem start to occur? How frequently has the problem occurred? What is the chronology of events? Size (Extent) – What is the size of the problem? How many parts are affected? What is/was the impact? Why does it matter? e-COMMA | e-Commerce Developer| BM 03: Problem Management

  23. 1.Problem Management 1.5. Problem Management Process “Given one hour to save the world, I would spend 55 minutes defining the problem and 5 minutes finding the solution.” ~ Albert Einstein Without a clear statement of the problem, analysis will be a struggle at best, or will, at worst, solve the wrong problem. e-COMMA | e-Commerce Developer| BM 03: Problem Management

  24. 1.Problem Management 1.5. Problem Management Process Identification of root causes Make a list of all possible root causes (errors) that is as complete as you can make it. What sequence of events leads to the problem? What conditions allow the problem to occur? What other problems surround the occurrence of the central problem? e-COMMA | e-Commerce Developer| BM 03: Problem Management

  25. 1.Problem Management 1.5. Problem Management Process Identification of root causes – supporting investigation tools Fife Whys It is a short-hand description of the more general question and answer techniques. It is often stated that you should get to root cause by the fifth question. It is useful as a test to make sure you really have a root cause and there is not something else behind it. If you cannot answer why, you can be pretty sure you are at the end of the chain. e-COMMA | e-Commerce Developer| BM 03: Problem Management

  26. 1.Problem Management 1.5. Problem Management Process Source: https://www.isixsigma.com/tools-templates/cause-effect/determine-root-cause-5-whys/ EXAMPLE: Customers are unhappy because they are being shipped products that don’t meet their specifications. Why are customers being shipped bad products? Because manufacturing built the products to a specification that is different from what the customer and the sales person agreed to. Why did manufacturing build the products to a different specification than that of sales? Because the sales person expedites work on the shop floor by calling the head of manufacturing directly to begin work. An error happened when the specifications were being communicated or written down. e-COMMA | e-Commerce Developer| BM 03: Problem Management

  27. 1.Problem Management 1.5. Problem Management Process Source: https://www.isixsigma.com/tools-templates/cause-effect/determine-root-cause-5-whys/ Why does the sales person call the head of manufacturing directly to start work instead of following the procedure established in the company? Because the “start work” form requires the sales director’s approval before work can begin and slows the manufacturing process (or stops it when the director is out of the office). Why does the form contain an approval for the sales director? Because the sales director needs to be continually updated on sales for discussions with the CEO. e-COMMA | e-Commerce Developer| BM 03: Problem Management

  28. 1.Problem Management 1.5. Problem Management Process Identification of root causes – supporting investigation tools Ishikawa diagrams Ishikawa diagrams are not a specific problem-solving tool; rather they are a general tool for organising information visually. e-COMMA | e-Commerce Developer| BM 03: Problem Management

  29. 1.Problem Management 1.5. Problem Management Process Finding possible solutions Finding a solution to a problem involves constructing a course of action that will transform your current situation into one where your objective has been achieved. To determine how the situation should be changed the root cause of each failure chosen for action must be analysed. Even with a single, obvious solution, it is necessary to compare the solution, its costs and its resource requirements against the ‘do nothing’ option, as well against for what other purposes that budget could be used. Each action that you propose will be intended to achieve a particular effect. In doing so it may also have side-effects which can be desirable or undesirable. The solution should be included in the known’s errors database e-COMMA | e-Commerce Developer| BM 03: Problem Management

  30. 1.Problem Management 1.5. Problem Management Process Questions to be asked: What actions might work around this problem? What actions might fix this problem? Could this problem be the result of another problem? Have changes been made to the service or system recently that may have created the problem? e-COMMA | e-Commerce Developer| BM 03: Problem Management

  31. 1.Problem Management 1.5. Problem Management Process Solution implementation What can you do to prevent the problem from happening again? How will the solution be implemented? Who will be responsible for it? What are the risks of implementing the solution? e-COMMA | e-Commerce Developer| BM 03: Problem Management

  32. 1.Problem Management 1.5. Problem Management Process Problem management process outputs Known errors Request for change An updated problem record Closed problem record for resolved problems Knowledge base content to use in incident management Management information through reports e-COMMA | e-Commerce Developer| BM 03: Problem Management

  33. 1.Problem Management 1.6. Considerations in implementing Problem Management Good problem management relies to a great extent on an implemented and efficient incident management process. If resources are scarce, it is advisable to concentrate on the implementation of problem and error control Reactive problem management can be introduced by focusing initially on the top ten incidents of the previous week. This can prove to be effective, since experience shows that 20% of problems cause 80% of service degradation. An effective system to log both incidents and problems, and their relationship, is fundamental for the success of problem management. Setting achievable objectives and making use of the problem solving talents of existing staff is a key activity. e-COMMA | e-Commerce Developer| BM 03: Problem Management

  34. e-COMMA2 Documentation Standards e-COMMA | e-Commerce Developer| BM 03: Problem Management

  35. 2. Documentation Standards Documentation standards address the following topics: Document creation, file naming, saving and sharing Writing, language usage and style Organization-specific content and style Design, format and production guidelines Accessibility for users of differing abilities Quality assurance and accuracy Document lifecycle: development, approval, distribution, review and revision e-COMMA | e-Commerce Developer| BM 03: Problem Management

  36. 2. Documentation Standards Documented information and communication often represent the organization to others and may be a matter of public record. Equally important, documentation is the chief means of formal communication within the organization. Documentation standards are the foundation of professional, trustworthy communication. Finally, documentation standards guide all aspects of product development so that staff produce consistently high-quality documents as efficiently as possible. e-COMMA | e-Commerce Developer| BM 03: Problem Management

  37. e-COMMA | e-Commerce Developer| BM 03: Problem Management

  38. Source: Wysocki K.R. (2009) Effectiveprojectmagagement:Traditional, Agile, Extreme. Wiley Source: Kim A.J. (2000) Community building on theweb. Peachpitpress e-COMMA | e-Commerce Developer| BM 03: Problem Management

  39. Source: Kim A.J. (2000) Community building on theweb. Peachpitpress e-COMMA | e-Commerce Developer| BM 03: Problem Management

  40. e-COMMA3 Change Management

  41. 3. Change Management Remember: Changeis a process, not an event! Finding a solution to a problem involves some kind of change within the organisation to be realized and formulated that could include a new product or service, capability, technology improvement, process maturity uplift, etc. Change is defined as modification of any element of the organization. Change management is the pipe through which new or updated elements get into the production environment, and it is usually these elements that cause the problem. e-COMMA | e-Commerce Developer| BM 03: Problem Management

  42. Kotter’s 8 step change model Createclimate for change Createurgency Form a powerfulcoalition Create a vision for change Engaging & enabling the organization Communicate the vision Empoweraction Createquickvision Implementing & sustaining for change Build on change Makeit part of the culture e-COMMA | e-Commerce Developer| BM 03: Problem Management

  43. 3. Change Management Solving problem mayrequiretaking action inthefollowingareas Finance Product Processes Brand Image and CorporateImage Solving problem usuallycostsmoney Solving problem mayrequirechangesintheproductitself Solving problem mayrequirechangesintheprocesses (e.g. logistic, production) Solving problem may require information policy and trust e-COMMA | e-Commerce Developer| BM 03: Problem Management

  44. 3. Change Management Concerning change management, the organization is composed of foursub-systems, which are all dependent on each other. These are: The work. This is the actual day-to-day activities carried out by individuals. Processdesign, pressures on the individual and available rewards must all be considered under this element. The people. This is about the skills and characteristics of the people who work in anorganization. What are their expectations, what are their backgrounds? The formal organization. This refers to the structure, systems and policies in place.How are things formally organized? The informal organization. This consists of all the unplanned, unwritten activities thatemerge over time such as power, influence, values and norms. e-COMMA | e-Commerce Developer| BM 03: Problem Management

  45. 3. Change Management If you change one component, such as the type of work done in an organization,you need to attend to the other three components too: How does the work now align with individual skills? (the people) How does a change in the task line up with the way work is organized right now? (theformalorganization) What informal activities and areas of influence could be affected by this change in thetask? (the informalorganization) e-COMMA | e-Commerce Developer| BM 03: Problem Management

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