Which Organizational Processes Support Problem Solving

Understanding the skill sets of subject-matter experts, being able to assess their workloads and allocating problem-solving activities appropriately ensure efficient allocation of the organization’s most valuable resources.Problem management and continuous improvement are closely related.There is a conflict of interest between incident and problem management.

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Problem manager roles are appropriate for companies of all sizes and can be adapted to the company’s scale and needs.

Many organizations will not have the luxury of a dedicated problem manager.

The problem manager is a key role within a company’s IT Service Management (ITSM) organization.

Their primary task is to prevent incidents from happening as well as minimizing the impact of incidents that can’t be prevented.

There is often confusion about a problem manager’s day-to-day activities.

The problem manager is not there to solve problems.The problem manager is responsible for analyzing incident trends, identifying repeat incidents and determining where the application of problem-solving efforts will reap the biggest benefits for the organization.A problem manager works throughout the entire organization, leveraging other resources for knowledge, skills and assistance in the diagnostic process.The problem manager is responsible for assembling a big-picture perspective, gathering data from different sources, interpreting meaning, projecting possible outcomes, assessing impact, evaluating alternatives, managing a portfolio and recommending priorities for problem resolution.To do this effectively, he or she must collaborate with many other service management roles.Two of the roles with which he or she works closest are the incident management team, analyzing incident records to identify repeat incidents, and the change management team as they implement permanent fixes to problems.Problem managers must also understand the business’ goals by working with business leaders to understand the impact of problems, so they can correctly prioritize problems for resolution.Repeat incidents cause frustration for staff and customers and they ultimately affect the bottom line of the business, by increasing costs and/or decreasing customer satisfaction and retention.These impacts can be minimized when an organization focuses on eliminating repeat incidents and when the problem manager leads this effort.In this case, it is still essential that one person is responsible for problem management.This could be anyone in the IT department, with one notable exception – your problem manager should not be responsible for incident management as well.


Comments Which Organizational Processes Support Problem Solving

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