Incident, Release, and Problem Management in IT Service Support

Posted on Jun 8, 2024 in Other subjects

Question 1 – Incident Management

1A. (12p)

Incident Management contains the following six activities:

  • Incident Detection and Recording
  • Classification and Initial Support
  • Research and Diagnosis
  • Resolution and Recovery
  • Close the incident.
  • Ownership, monitoring, tracking and communication

For each of these activities, provide two examples of information that this activity requires as an output.

Answer:

  • Incident Detection and Registration:
    • Incident Details
    • Notice of resolution to users/customers
  • Classification and Initial Support:
    • RFCs to resolve the incident
    • Updated Incident Details
  • Research and Diagnosis:
    • Latest details of incident
    • Workarounds
  • Resolution and Recovery:
    • RFCs for the resolution of the incident
    • Update details of the incident
  • Incident Closure:
    • Update details of the incident
    • Latch register
  • Ownership, monitoring, tracking and communication:
    • Management reports on the progress of the incident
    • Communications with the user/client to keep them informed

1B. (8p)

The classification of Incidents can be important for the achievement of the following two objectives:

  • Improve efficiency
  • Improving the provision of services to existing customers

For each goal, list two examples of a possible contribution from the activity classification.

Answer:

  • Improving efficiency:
    • Incident classification allows for comparison with previously documented problems and errors (Errors Knowledge, KE).
    • The classification and comparison process allows Incident Management to be performed with greater speed and fewer resources, therefore, the organization runs more efficiently.
  • Improved service delivery:
    • Provides initial support by evaluating incident details and finding a quick solution. Faster response time and resolution speed up the process.
    • Prioritize incidents based on business impact.
    • Close the incident or escalate to a group of support specialists and provide information to users.

Question 2 – Release Management

2A. (10p)

In order to achieve the expected operational cost savings and ensure that offices work more independently, the Department of CTI wants to switch to “ready to use” software delivery wherever possible. Thus, branches may receive independent software updates over the Internet.

One of the risks associated with this decision is that there is a high probability that software versions will not be identical in all branches.

Write a memo to the Department informing them of four other risks.

MEMO

From: External Consultant

To: Department of CTI

Date: 11/12/2010

Subject: Risks of “ready to use” software delivery

Sir:

As you are considering changing the software delivery policy to a “ready to use” delivery model where possible, it is vitally important that we are all aware of the risks we face:

  • Dependencies between software and hardware may not be detected.
  • Viruses may be introduced if proper procedures are not followed.
  • A centralized register of any software installed on a particular workstation, stored in the CMDB, quickly becomes invalid unless it is under the control of the Change Management system and verified by Configuration Management inspection.
  • It is likely that these software updates have not been fully tested, and almost certainly not regression tested with other applications on the same workstation, so there is a risk of introducing bugs.

I remain yours,

Signed: External Consultant.

2B. (10p)

Hardware component failures in workstations occur regularly at local sales offices. The heads of the CTI Administration departments are considering the following two alternatives to improve the availability of workstations in these locations:

  1. Each local sales office should establish and manage its own Definitive Hardware Store (DHS).
  2. Subcontract Definitive Hardware Store management through contracts with external suppliers.

Give two advantages for each alternative. Also indicate which option is best for CTI, giving the reasons for that choice.

Answer:

Advantages of each local office managing its own store:

  • Fast replenishment as the material is located in situ at the local sales offices.
  • There is a dedicated set of equipment in each local sales office.

Advantages of outsourcing the Definitive Hardware Store:

  • Local sales offices do not have to reserve space for storing this type of material, as it is stored at the supplier’s location.
  • Greater security of material in case of potential contingencies at the sales offices. Since the material is stored at a different location, it would not be subject to damage.

Recognizing the lack of knowledge to address all processes and Service Management activities, the option to outsource the management of the Data Hardware Store (DHS) is more convenient for CTI.

Question 3 – Problem Management

3A. (6p)

One of the performance indicators for Problem Management involves the average number of problems and errors per unit time. This indicator can be used to derive the efficiency of Problem Management.

Name three performance indicators to determine if the Problem Management process is being carried out effectively or efficiently. For each performance indicator, specify what can be derived from this indicator.

Answer:

  • Ratio of immediate support effort (reactive) to planned support (proactive Problem Management): This KPI can measure the operational efficiency of Problem Management.
  • Time spent on unresolved problems: If we find that the time devoted to the study of problems is very high, this could be due to a lack of training of technical specialists, and a training scheme should be launched.
  • Time spent on closed issues: This KPI can measure the operational efficiency of Problem Management.

3B. (8p)

A process-oriented approach requires that periodic audits are conducted on all tasks and procedures. This is a way to monitor whether procedures defined for the processes are being followed.

In an audit of the Problem Management process, one inspection point may be to review a number of incidents to see if the problems associated with such incidents have been identified and recorded correctly.

Describe four other possible inspection points that may be included in the audit of the Problem Management process.

Answer:

  • Verify if the time thresholds for escalating to support group specialists have been followed.
  • Checking the results of trend analysis and identification of preventive actions. Problem Management can proactively eliminate the root cause of recurring incidents.
  • Ensure that documentation is properly maintained – staff management of problems that distributes updates that can be executed, for example, by the Service Desk.
  • Review staff training records to determine if a Problem Management staff training plan is necessary.
  • Verify that management reports are produced regularly and are meaningful.

3C. (6p)

The Directorate of CTI is considering not introducing Problem Management.

Give two arguments related to CTI to support this idea, stating the reasons for such arguments.

Answer:

  • CMDB is not available: The infrastructure is not linked to any record.
  • There are no records of incidents: Therefore, trend analysis cannot be performed, and the cost cannot be justified.
  • There seems to be no knowledge database (Knowledge Base, KB): So knowledge cannot be reused.

Question 4 – Change Management

4A. (8p)

The Head of Administration at the Dusseldorf office is considering outsourcing the management of their IT infrastructure. To assess the quality of an external service provider, the Head of Administration wants a list of Key Performance Indicators (KPIs) for the Change Management Process.

Describe four KPIs for the Change Management process that are measurable and can be used to evaluate the services of an external supplier.

Answer:

  • Number and percentage of successful changes: CTI wants to expand into Eastern Europe. To meet this goal, they will surely have to address a large number of changes successfully.
  • % Of changes that have caused incidents: This KPI will measure the number of changes implemented by the external supplier that have caused incidents in relation to all changes made within a certain period. A prerequisite for measuring this KPI is that incidents are linked to the changes.
  • Ratio of planned changes to implemented changes: This KPI can highlight the difference between planned/approved changes versus those actually implemented. This can help identify weaknesses in the management of the process, such as:
    • Possible lack of personnel to handle all the changes.
    • Lack of monitoring of the process.
  • Number of changes requiring rollback and justifications: CTI strives for organizational and employee efficiency. This indicator can be used to assess the reliability of the process by providing a more reliable service and improving efficiency.

4B (12p)

Given the development of CTI, several projects are running simultaneously that lead to changes in IT infrastructure.

Name four main activities of change management, and describe the relationship between these activities and projects.

(This section is incomplete in the original document and requires further information to provide a complete answer.)

Question 5 – General (20p)

CTI expects that the implementation of Service Support processes and the Service Desk (SD) will provide several advantages in the following areas:

  • Business: Increase the level of car use as the Service Desk will facilitate communication between regional offices and drivers with information such as delays caused by traffic conditions or other factors.
  • Finance: By utilizing Configuration Management records, Financial Management can evaluate asset depreciation and other financial aspects (depreciation, cost of ownership, TCO, etc.).
  • Employees: A more motivated workforce and improved staff satisfaction through better understanding of capacity and improved management of expectations, leading to lower workforce turnover and lower HR costs for CTI.
  • Innovation: The Service Desk serves as the central point of contact for user requests, providing a basis for service and Change Management. Customers and employees can contribute new ideas (business opportunities) through the Service Desk, creating entries for the innovation process.
  • Internal organization: As per the objective, the Heads of Administration Policy Automation are developing a more complex IT infrastructure. Accordingly, further changes to the infrastructure will be necessary. Additionally, there will be more incidents that must be resolved quickly. Both changes in IT infrastructure and the incident resolution process require clear definitions. A process-oriented work method clearly defines the structure of each process, its objectives, activities, inputs, and outputs, enabling more effective and efficient work. Measuring and adjusting activities enhance the efficiency and effectiveness of each activity.

For each area above, name and explain an advantage.

3.1 Advantages of Management Services

It is important to consider the advantages that an organization gains from having a clear definition of the role of Service Management. Some of the advantages include:

  • Improving the quality of services – more reliable business support
  • More focused procedures for IT service continuity, leading to greater confidence in the ability to maintain services if necessary
  • A clearer picture of the current IT capacity
  • Better information about existing services (and potentially where changes would be most beneficial)
  • Greater business flexibility through a deeper understanding of IT support
  • A more motivated workforce and improved staff satisfaction through better understanding of capacity and improved management of expectations
  • Increased customer satisfaction as service providers understand and deliver exactly what is expected of them
  • Increased flexibility and adaptability of services
  • System-motivated advantages, such as improvements in security, accuracy, speed, and availability, that are required by the service level agreement
  • Improved cycle times for changes and a higher success rate

The importance and impact of these benefits will vary by organization. These benefits can be quantified for any organization after they are defined. Following the ITIL guide can help quantify some of these elements.

  • Increased service quality: This enhances the company’s reputation, resulting in greater realization of business opportunities.
  • Increased employee satisfaction and reduced turnover: This generates cost savings for Human Resources.
  • Reduced operational costs: Less effort is required to achieve the required/agreed standards.
  • Increased IT department efficiency: The IT department becomes more responsive to business-required changes.

5B. (8p)

CTI Management is evaluating the feasibility of adopting ITIL® processes. This decision will result in major changes, as the organization will begin to operate with a process orientation.

Write a memorandum to the Department, indicating how being a service management process-focused organization contributes to the achievement of two of CTI’s objectives.

(This section requires further information about CTI’s objectives to provide a complete answer.)

5B. GC

(This section appears to be incomplete and lacks context. Further information is needed to provide a complete answer.)