Which of the following metrics is most relevant in determining the value added by problem management

This is the final section of our comprehensive guide on problem management. This section shines light on the various KPIs to measure in relation to your problem management efforts and how the right tool can provide you a head start on your problem management journey.

IT Problem management key performance indicators

Key performance indicators (KPIs) should provide value to users, technicians, and stakeholders alike. While these metrics act as a self-examination tool, it is advisable to limit the metrics to seven or eight for the problem management process since too many might provide a skewed perception of the process itself. There could be problems on the ground level, but the various metrics acting together could come to a different conclusion.

KPIs can vary according to the way an organization functions, so there isn't one single list of applicable metrics for all organizations. In order to determine which KPIs should be monitored, stakeholders should be asked to weigh in and decide what would be beneficial.

Below are the most applicable KPIs for the problem management process.

The best features for problem management software

It's easier for organizations to leverage software to formulate their problem management process rather than try to develop it from scratch. There are numerous solutions on the market that claim to be the best for problem management; at the very least, problem management software should feature the capabilities listed below.

Conclusion

ITIL®'s problem management framework is a guiding light for every organization on the path to proactive problem diagnosis and resolution. Problem management and its practices are flexible for all organizations irrespective of size, geographical spread, industry, and technology used to function every day.

Organizations with robust incident management should aim for a basic problem management setup by implementing a separate channel for logging and managing problems and maintaining a KEDB. As the problem management team's experience grows along with the organization, the process should mature as well.

For an organization that already practices problem management, its aspirations should lie in reducing incidents to an all-time low. This is most attainable through a proactive approach to problem management.

An easy first step in implementing the problem management process is to utilize a service desk tool with the right modules to ensure comprehensive IT service desk operations and centralized control of tickets, incidents, and problems. Having a streamlined problem management process in your organization is a long-term project that will pay off as your business grows and your IT infrastructure scales.

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  ITIL problem management best practices

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Assess your incident response readiness to kick-start your problem management journey

The zeroth step in the journey towards proactive problem management is establishing a robust incident management process in your IT environment. Discover how Zoho, our parent company, handles the spectrum of incidents thrown at it year over year and assess your incident management readiness at an enterprise scale.

Download a free copy of our incident management handbook and a best practice checklist to review your problem management solution.

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  Problem management feature checklist

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  ITIL incident management handbook

Below are important question for ITIL Foundation Exam certification:

1. Which of the following best describes the goal of Service Level Management?

A To maintain and improve IT service quality in line with business requirements
B To provide IT services at the lowest possible cost by agreeing with Customers their minimum requirements for service availability and ensuring performance does not exceed these targets.
C To provide the highest possible level of service to Customers and continuously
improve on this through ensuring all services operate at maximum availability.
D To ensure that IT delivers the same standard of service at the least cost


2. The process to implement SLAs comprises of the following activities in sequence:

A Draft SLAs, catalogue services, review underpinning contracts and OLAs, draft SLRs, negotiate, agree SLAs
B Draft SLAs, review underpinning contracts and OLAs, negotiate, catalogue services,
C Review underpinning contracts and OLAs, draft SLAs, catalogue services, negotiate, agree SLAs
D Catalogue services, establish SLRs, review underpinning contracts and OLAs,
negotiate service levels, agree SLAs


3. Which of the following statements is true?

A An urgent release is always a delta release
B A full release may contain package and delta releases
C package release may contain full and delta releases
D A full release may contain several delta releases

4. What is SOA within Availability Management?

A System Optimization Approach
B Systematic Operational Adjustment
C Serviceability of Applications
D Service Outage Analysis


5. A remote site has recently had its network upgraded. The users are now complaining of slow responses and have heard that this is due to problems with capacity. Who should they contact for assistance?

A Network Management
B The Service Desk
C Capacity Management
D Problem Management


6. Consider the following:
1 Incident diagnostic scripts
2 A knowledge base of previously recorded incidents
3 A Configuration Management Database covering the infrastructure supported
4 A Forward Schedule of Change
Which of the above should be available to the Service Desk?

A All four
B 1&2
C 3&4
D 1, 2 &3


7. Which of these is NOT a recognised Service Desk structure?

A Remedial Service Desk
B Virtual Service Desk
C Local Service Desk
D Central Service Desk


8. The wording of SLAs and OLAs should be:

A Technically focused, so that they may be understood by IT professionals
B A mixture of business, technical and legal language, so that they can be understood by everyone
C Clear and concise, leaving no room for ambiguity.
D Legally worded as they must be contractually binding

9. Consider the following list, Which two from the above list are among the main responsibilities of Capacity Management?
  1 Modelling
  2 Risk Analysis
  3 Application Sizing
  4 DSL maintenance


A 1 & 2
B 1 & 3
C 3 & 4
D 2 & 4


10. At what point does an Incident turn into a Problem?

A When it is urgent
B When it is a Major Incident
C If the person reporting the incident is very senior
D Never


11. There are strong links between Service Level Management and:
  1 Incident Management
  2 Availability Management
  3 Configuration Management
  4 IT Service Continuity Management
  5 Change Management

A 1, 3 & 5
B 2 & 4
C 2, 3 & 5
D All of them


12. Does Problem Management depend entirely on having a mature Incident Management process in place?

A Yes, because without a mature Incident Management process in place there is no
reliable information available
B No, because the quality of Incident Management information is of little importance to proactive Problem Management
C No, because progress can still be made on solving long-standing Problems
D Yes, because trend analysis cannot be undertaken without a lot of accurate Incident Management information

13. The scope of a Release can best be defined by:

A The RFCs that it satisfies
B The number of updates to the OHS
C Service Level metrics
D The DSL configuration

14. For which of these activities is the Change Manager responsible?

A Chairing the CAB
B Establishing the root cause of a Capacity Incident which has led to an RFC being
raised
C Devising the backout plan for a significant Change
D Ensuring a Release has reached the target CIs


15. The Service Desk can act as the focal point for:
  1 Receiving Incidents & Service Requests from users
  2 Recording Change Requests from users
  3 Handling complaints and queries

A 1 Only
B 2 Only
C 1 & 3
D 1, 2 & 3


16. Which of these statements is true when deciding on the initial scope and depth of the information to be held in a CMDB?

A You should try to capture as much information as possible about all types of CIs
B You shouldn’t collect detailed information about CIs that are not under Change Control
C You shouldn’t worry too much about Change Control; the main objective is to get the database loaded
D You should try to satisfy all the wishes of the IT staff

17. Within a CMDB, which relationships are most likely to exist between Incidents and Problems?
  1 One Incident to one Problem
  2 One Incident to many Problems
  3 Many Incidents to one Problem

A 1 & 2only
B 2 & 3 only
C 1 & 3 only
D All of them


18. Which of the following metrics is most relevant in determining the value added by Problem Management to the Service Desk?

A The number of Problems raised
B The number of Known Errors identified
C The number of Problems correctly categorized
D The number of RFCs raised


19. Which of these is a DIRECT benefit of having a Service Desk?

A Customer Service Level Requirements are established
B Changes taking place are properly coordinated
C All the information in the CMDB is kept up to date.
D Technical support staff are less likely to be interrupted to deal with user’s calls


20. An ‘un-absorbed’ cost is best described as:
a
A A capital cost
B A type of charging policy
C An uplift to allocated costs
D A revenue stream



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