A problem that has been analysed but has not been resolved.

a solution that reduces or eliminates the impact of an incident or problem for which a full resolution is not yet available.

An unplanned interruption to a service or reduction in the quality of a service.

Any change of state that has significance for the management of a service or other configuration item.

A problem that has been analysed but has not been resolved.

a solution that reduces or eliminates the impact of an incident or problem for which a full resolution is not yet available.

An unplanned interruption to a service or reduction in the quality of a service.

Any change of state that has significance for the management of a service or other configuration item.

To reduce the likelihood and impact of incidents by identifying actual and potential causes of incidents, and managing workarounds and known errors.

To minimize the negative impact of incidents by restoring normal service operation as quickly as possible.

To support the agreed quality of a service by handling all pre-defined, user-initiated service requests in an effective and user-friendly manner.

To maximize the number of successful service and product changes by ensuring that risks have been properly assessed, authorizing changes to proceed, and managing the change schedule.

Problems are prioritized for analysis based on the risk that they pose, and are managed as risks based on their potential impact and probability.

It is not essential to analyse every problem;

it is more valuable to make significant progress on the highest-priority problems than to investigate every minor problem that the organization is aware of.

When a problem cannot be resolved quickly, it is often useful to find and document a workaround for future

incidents, based on an understanding of the problem

Effective problem management often requires a high level of collaboration within and between teams.

If a workaround has been documented early in problem control, then this should be reviewed and improved after problem analysis has been completed.

An effective incident workaround can become a permanent way of dealing with some problems when resolving the problem is not viable or cost-effective.

Problem management activities are very closely related to incident management. The practices need to be designed to work together within the value

Effective problem management often requires a high level of collaboration within and between teams.

Problem identification -> Problem control -> Error control

Problem identification -> Problem control -> RFC

Problem Detection -> Logging -> Diagnosis/ Prioritize ->Resolution & Recovery -> Closure

Problem identification -> Error control-> Problem control

1>performing trend analysis of incident

records 2>detection of duplicate and recurring issues

by users, service desk, and technical support staff

3>during major incident management,

identifying a risk that an incident could

recur

4>analysing information received from

suppliers and partners

5>analysing information received from

internal software developers, test teams,

and project tea

6>Include problem analysis, and documenting

workarounds and known errors.

Include problem analysis, and documenting workarounds and known errors.

Consider all contributory causes, including

causes that contributed to the duration and impact of incidents, as well as those that led to the incidents happening.

Workarounds are documented in problem

records

Manage known errors, and may enable the identification of potential permanent solutions.

Error control activities manage known errors, which are problems where initial analysis has been completed; it

usually means that faulty components have been identified.

Workarounds are documented in problem

records

Error control regularly re-assesses the

status of known errors that have not been

resolved, including overall impact on customers, availability and cost of permanent resolutions, and effectiveness of workarounds.

Error control also includes identification of

potential permanent solutions which may result in a change request for implementation of a solution,

but only if this can be justified in terms of cost, risks, and benefits.

Include problem analysis, and documenting

workarounds and known errors.

This is the main focus area for problem

management.

Effective problem management provides the understanding needed to reduce the number of incidents and the impact of incidents that can’t be prevented.

Problems that have a significant impact on

services will be visible to customers and

users.

Problem management provides information

that helps to improve testing and

knowledge transfer.

Product defects may be identified by

problem management; these are then

managed as part of this value chain activity.

Problem management provides information that helps to improve testing and knowledge transfer.

Product defects may be identified by problem management; these are then managed as part of this value chain activity.

Problem management makes a significant

contribution by preventing incident repetition and supporting timely incident resolution.

This is the main focus area for problem

management.

Effective problem management provides the

understanding needed to reduce the number of

incidents and the impact of incidents that can’t be

prevented.

Problem management makes a significant contribution by preventing incident repetition and supporting timely incident

resolution.

This is the main focus area for problem

management.

Effective problem management provides the understanding needed to reduce the number of incidents and the impact of incidents that can’t be

prevented.

Problem management provides information that helps to improve testing and knowledge transfer.

Product defects may be identified by problem management; these are then managed as part of this value chain activity.

Problem management activities can be organized as a specific case of risk management: they aim to identify, assess, and control risks in any of the four dimensions of service management. It is useful to adopt risk management tools and techniques for problem management.

Implementation of problem resolution is often outside the scope of problem management. Problem management typically initiates resolution via change control and participates in the post-implementation review; however, approving and implementing changes is out of scope for the problem management practice.

Output from the problem management practice includes information and documentation concerning workarounds and known errors. In addition, problem management may utilize information in a knowledge management system to investigate, diagnose, and resolve problems.

Problem management activities can identify improvement opportunities in all four dimensions of service management. Solutions can in some cases be treated as improvement opportunities, so they are included in a continual improvement

register (CIR), and continual improvement techniques are used to prioritize and manage them, sometimes as part of a product backlog.