So who is doing good Problem management?

  • 29 June 2021
  • 5 replies

Userlevel 4
Badge +2

We all talk about problem management being the ‘game changer’ to move towards improvement and proactivity, but not many orgnisations do this well. What challenges are you facing with this? Have you tried to make this work? I have some good tips and experience that can be shared here for those that want to make a success of Problem Management….

5 replies

Userlevel 3

Understanding problem management and being able to differentiate it from incident management itself was challenging for me initially. But once me and my team got an understanding through various use cases, resources etc, we found it to be very helpful for the business. It served as a proactive method of improving our services. I wouldn’t say we are doing well with problem management. It’s still a work in progress for us. We have widely made use of the Kepner-Tregoe process and have found it to be more helpful for us. But would love to hear and learn from you @BarclayRae 

Userlevel 6
Badge +9

I was once managing a third-party IT service provider and when I challenged them on not doing problem management as per the contract they said they did. But what they were doing was merely major incident related. They sorted it though and this is sadly a common misconception - that following up major incidents is all the problem management that’s needed.

Userlevel 4
Badge +2

HOw do we make Problem management work? 


So how do we make this work?

The simple answer is to think person and capability rather than process and function. The right person with the right sort of skills and approach will be far more successful than setting up some processes and expecting them to deliver results by themselves. Of course, processes are needed – particularly with larger organisations – but essentially every organisation needs someone with a particular profile and skill-set to grasp this and make it work.

These skills and attributes are:

  • Strong communications and influencing skills
  • EIQ (emotional Intelligence) and project management skills
  • Klout and respect in the organisation
  • Completer/finisher profile – rather than technical

Trend analysis is of course required and this is the technical and admin part of the role, although that can be done as a component within the Problem Management team or from other technical groups. The point here is that the technical/admin profile people aren’t usually suited to carrying out the resolution/completion tasks – this usually requires a more senior profile and skill-set

Userlevel 3

Those were some very helpful tips @BarclayRae. I’ve never until now given a lot of thought about skill-based approach towards problem management.

Userlevel 4
Badge +2

Those were some very helpful tips @BarclayRae. I’ve never until now given a lot of thought about skill-based approach towards problem management.

Thank you..!