1. Chapter 6: Solving and Preventing Incidents and Problems
A Guide to Customer Service Skills for the Service Desk Professional
Third Edition

2. Objectives In this chapter you will learn:
245
In this chapter you will learn:
How to use processes to solve incidents and problems
Proven techniques you can use to methodically solve incidents
How and when to take ownership of ongoing incidents
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
How to use the problem management process to focus on problem prevention
Ch. 6: Solving & Preventing Incidents

3. Solving and Preventing Incidents
246
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
Problem – The cause of one or more incidents
Chronic hardware failures, corrupt files, software errors or bugs, human error
Solving incidents and problems requires a methodical approach, or process
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
250
Topic 1: processes to solve incidents & problems

5. Using Processes to Solve Incidents and Problems part 1 of 3
250
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
Flow chart - A diagram that shows the sequence of tasks that occur in a process
Ch. 6: Solving & Preventing Incidents

6. Using Processes to Solve Incidents and Problems part 2 of 3
250
Ch. 6: Solving & Preventing Incidents

7. Using Processes to Solve Incidents and Problems part 3 of 3
251
Basic incident and problem management activities include:
Identification
Logging
Investigation and diagnosis
Resolution
Closure
Ch. 6: Solving & Preventing Incidents

8. Solving Incidents Methodically part 1 of 5
252
A high percentage of incidents are recurring
Plenty of information is available for finding solutions to incidents
As a service desk analyst, you can:
Draw from your experience
Access available knowledge bases
Use tools
Engage other analysts or level two service providers
Ch. 6: Solving & Preventing Incidents

9. Solving Incidents Methodically part 2 of 5
252
Incident management
Is one of the most common service desk processes
Involves logging, tracking, and resolving incidents
Symptom - A sign or indication that an incident has occurred
Probable source - The system, network, or product that is most likely causing the incident
Ch. 6: Solving & Preventing Incidents

10. Solving Incidents Methodically part 3 of 5
253
Ch. 6: Solving & Preventing Incidents

11. Solving Incidents Methodically part 4 of 5
252
Incident management includes answering questions and inquiries
Incidents, questions, and inquiries represent varying degrees of impact and speak differently to product and company performance
Distinguishing between them enables companies to:
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
Many companies also distinguish between incidents and service requests
Ch. 6: Solving & Preventing Incidents

12. Solving Incidents Methodically part 5 of 5
255
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
Basic step to follow when solving incidents:
Gather all available data and create information
Diagnose the incident
Develop a course of action
Ch. 6: Solving & Preventing Incidents

13. Step 1: Gather All Data to Create Information Part 1 of 5
255
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 is used by managers, other service desk analysts, level two service providers, and customers
Data is used to create the information needed to:
Justify resources
Increase customer satisfaction
Enhance productivity
Improve the quality of products and services
Deliver services more efficiently and effectively
Create new products and services
Ch. 6: Solving & Preventing Incidents

14. Step 1: Gather All Data to Create Information Part 2 of 5
256
Customer data - Identifying details about a customer
Customer record - All of the data and text fields that describe a single customer
Record - A collection of related fields
Incident data - The details of a single incident
Incident record - All of the fields that describe a single incident
Ch. 6: Solving & Preventing Incidents

15. Step 1: Gather All Data to Create Information Part 3 of 5
257
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
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
Ch. 6: Solving & Preventing Incidents

16. Step 1: Gather All Data to Create Information Part 4 of 5
258
The detail incident description includes:
The result the customer expects
The actual result the customer is experiencing
Steps the customer took to get the results
The history or pattern of the incident
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 intermittently? Under what conditions?
Whether the incident is part of a larger incident
Ch. 6: Solving & Preventing Incidents

17. Step 1: Gather All Data to Create Information Part 5 of 5
258
Status data - Details that are used to track incidents throughout their lifecycle
These data are:
Stored in fields in the incident record
Continuously updated as new data becomes available
Used to report on the status of outstanding incidents and to monitor SLA attainment
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
Ch. 6: Solving & Preventing Incidents

18. Step 2: Diagnose the Incident part 1 of 2
259
When diagnosing an incident, you are trying to determine:
The probable source of the incident
A corrective action that can be used to restore service
Determining the probable source can be difficult when dealing with complex technology
Ch. 6: Solving & Preventing Incidents

19. Step 2: Diagnose the Incident part 2 of 2
260
Ch. 6: Solving & Preventing Incidents

20. Ask Questions Part 1 of 3
260
Techniques that are used to diagnose incidents include:
Asking questions
Simulating the customer’s actions
Using diagnostic tools
When asking questions:
Listen actively to what is being said, and how it is being said
Make sure your questions are appropriate to the customer’s communication style
Ch. 6: Solving & Preventing Incidents

21. Ask Questions Part 2 of 3
261
Condition your mind to run through problem- solving questions as the customer is relaying information
Basic questions can help you isolate the probable source
Ch. 6: Solving & Preventing Incidents

22. Ask Questions Part 3 of 3
262
Problem-solving checklists may provide questions more specific to the actual incident
Simple questions often reap the most information
Ch. 6: Solving & Preventing Incidents

23. Simulate the Customer’s Actions Part 1 of 3
263
Some service desks:
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
Analysts use these systems to simulate a customer’s actions
The usefulness of this technique depends on:
The access that analysts have
The policies of the company
Ch. 6: Solving & Preventing Incidents

24. Simulate the Customer’s Actions Part 2 of 3
263
Some companies have strict standards that determine what technologies customers use
The service desk is often involved in developing technology standards
Without standards, customers may install equipment or software without the service desk’s knowledge
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
Ch. 6: Solving & Preventing Incidents

25. Simulate the Customer’s Actions Part 3 of 3
266
Benefits of establishing standards include:
A less complex environment
Improved ability to share data and exchange information
Effective training programs can be developed
Proactive support can be provided
Costs are controlled
The company is positioned to take advantage of state-of-the-art technology
Ch. 6: Solving & Preventing Incidents

26. Use Diagnostic Tools Part 1 of 2
267
Remote control system - A technology that enables an analyst to take over a customer’s 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
Using these tools may not always be an option
The network is down
A hardware failure has occurred
Ch. 6: Solving & Preventing Incidents

27. Use Diagnostic Tools Part 2 of 2
267
When diagnostic tools are not available, ask questions and simulate the customer’s actions to determine the 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
Ch. 6: Solving & Preventing Incidents

28. Step 3: Develop and Execute a Course of Action Part 1 of 3
268
To develop a course of action:
Consult resources
Search a knowledge management system
Search the incident management system
Use personal knowledge
Use tools
Determine if a workaround is available
Ch. 6: Solving & Preventing Incidents

29. Step 3: Develop and Execute a Course of Action Part 2 of 3
268
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
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
Directing the customer to a Web site where the solution can be obtained
Taking remote control and performing the repair
Ch. 6: Solving & Preventing Incidents

30. Step 3: Develop and Execute a Course of Action Part 3 of 3
268
Review the course of action with the customer
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
Obtain the customer’s approval to proceed
Ch. 6: Solving & Preventing Incidents

31. Knowing When to Engage Additional Resources Part 1 of 2
271
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
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
Ch. 6: Solving & Preventing Incidents

32. Knowing When to Engage Additional Resources Part 2 of 2
272
Consider the following as the target escalation time approaches:
Do I have sufficient information to clearly describe the incident?
Have I determined the probable source?
Have I gathered the information that is required by level two?
What is the incident priority?
Ch. 6: Solving & Preventing Incidents

33. Topic 2: taking ownership
273
Topic 2: taking ownership

34. Taking Ownership part 1 of 2
273
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 customer’s satisfaction
The customer shouldn’t have to initiate another contact
Approaches to designating the owner include:
The person who initially logs the incident is the owner
The service desk is the owner (anyone can serve as owner)
The incident owner changes as the incident is escalated
Ch. 6: Solving & Preventing Incidents

35. Taking Ownership part 2 of 2
273
Level 1 Service Desk
Level 2 Field Services
Level 3 Vendor
INCIDENT OWNER
Level 1 Analyst
Ch. 6: Solving & Preventing Incidents

36. Incident Owner Responsibilities part 1 of 2
274
Tracks the current status of the incident
Proactively provides the customer regular and timely status updates
When possible, identifies related incidents
Ensures that incidents are assigned correctly
Ensures that appropriate notification activities occur
Ensures that all problem-solving activities are documented
Verifies the customer is satisfied with resolution
Closes the incident ticket
Ch. 6: Solving & Preventing Incidents

37. Incident Owner Responsibilities part 1 of 2
274
Analysts sometimes share ownership by:
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 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
Ch. 6: Solving & Preventing Incidents

38. Providing Status Updates part 1 of 7
275
Notification – An activity that informs all of the stakeholders in the incident management process about the status of outstanding incidents
Notification can occur when:
An incident is reported or escalated
An incident has exceeded a predefined threshold
An incident is resolved
Ch. 6: Solving & Preventing Incidents

39. Providing Status Updates part 2 of 7
276
Management notification is appropriate when:
The incident is extremely severe
The target resolution time has been or is about to be reached
Required resources are not available to determine or implement a solution
The customer expresses dissatisfaction
Ch. 6: Solving & Preventing Incidents

40. Providing Status Updates part 3 of 7
276
Management notification ensures that:
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 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
Ch. 6: Solving & Preventing Incidents

41. Providing Status Updates part 4 of 7
277
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 incident’s status
The target resolution time will not be met
Customer resources are required to implement a solution
The incident has a high priority and justifies frequent status updates
The customer was dissatisfied with earlier solutions
Ch. 6: Solving & Preventing Incidents

42. Providing Status Updates part 5 of 7
277
Customer notification ensures that:
The customer knows the current status of the incident
Customer comments or concerns are recorded in the incident record and addressed
Ch. 6: Solving & Preventing Incidents

43. Providing Status Updates part 6 of 7
277
Service desks add value by:
Making it easy for customers to report incidents
Delivering solutions
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
Ch. 6: Solving & Preventing Incidents

44. Providing Status Updates part 7 of 7
277
The service desk can notify management, customers, and others by:
Telephone, in person, with an or instant message
Through a paging device, automatically via the incident management system
How notification occurs and who is notified varies based on conditions such as:
The severity of the incident
Who is affected by the incident
When the incident occurs
Ch. 6: Solving & Preventing Incidents

45. Building Good Relationships With Other Support Groups part 1 of 3
280
Level one analysts must:
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 checklists have been completed and logged before an incident is escalated
Seek assistance only after using all other available resources
Ch. 6: Solving & Preventing Incidents

46. Building Good Relationships With Other Support Groups part 2 of 4
280
Level two service providers must:
Respect the service desk’s role as a front-line service provider
Acknowledge that the service desk’s 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
Ch. 6: Solving & Preventing Incidents

47. Building Good Relationships With Other Support Groups part 2 of 3
281
Review and understand your company’s SLAs, OLAs, and contracts
Provide mutual feedback
Job shadowing
Review incident management system information
Communicate
Give praise
Ch. 6: Solving & Preventing Incidents

48. Closing Incidents Part 1 of 2
285
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?
Is the customer satisfied?
Have all pertinent data been recorded?
If the answer to any of these questions is “No” the incident cannot be considered resolved
Ch. 6: Solving & Preventing Incidents

49. Closing Incidents Part 2 of 2
286
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
Any or all members of the service desk team can:
Identify and analyze trends
Suggest ways that incidents can be eliminated
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
Ch. 6: Solving & Preventing Incidents

50. Focusing on Prevention Part 1 of 2
286
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 service desk contributes to and uses the problem management process
Detecting problems
Capturing incident-related data
A problem Manager coordinates problem management activities
Ch. 6: Solving & Preventing Incidents

51. Focusing on Prevention Part 1 of 2
287
Problem diagnostic techniques include:
Brainstorming
Five Whys
Cause and effect analysis
Pareto analysis
Kepner-Tregoe problem analysis
Codes can be used to record the root cause
Without accurate data, problem management is not possible
Ch. 6: Solving & Preventing Incidents

52. Sample Cause and Effect Diagram
288
Software
Hardware
People
Procedures
What is causing the failures?
Ch. 6: Solving & Preventing Incidents

53. Sample Pareto Chart
289
Ch. 6: Solving & Preventing Incidents

54. Chapter Summary Part 1 of 3
291
To be successful, analysts must be able to resolve incidents efficiently and effectively
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
Effective diagnostic techniques include:
Asking questions
Simulating the customer’s actions
Using diagnostic tools
Ch. 6: Solving & Preventing Incidents

55. Chapter Summary Part 2 of 3
291
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
Ownership ensures that everyone involved in the incident management process stays focused on the customer’s need to:
Without ownership, incidents can slip through the cracks and customer dissatisfaction invariably occurs
Ch. 6: Solving & Preventing Incidents

56. Chapter Summary Part 3 of 3
292
Do not hesitate to suggest ways that incidents can be eliminated and prevented
Be persistent and act on your hunches
An understanding of your company’s incident management process and strong problem-solving skills are essential to your success
These processes ensure that incidents are handled efficiently and effectively
Ch. 6: Solving & Preventing Incidents

57. Chapter 6 Questions