So who is doing good Problem management?

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 

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

Thank you..!