Proactive problem analysis is heavily influenced by data generated through automated monitoring capabilities, analysis of change records, and the use of trend analysis. Proactive problem management aims to identify future incidents and prevent them from re-occurring by identifying and eliminating the root cause before they can cause service impacting incidents. Proactive problem management - is initiated in Service Operation but generally considered part of continual service improvement focuses on identifying problems from environmental signals and preventing incidents from occurring at all. Reactive problem management - which is executed as a part of service operation focuses on the follow-up to incidents that have already occurred Problem management consists of two major processes:
Proactive and Reactive Problem Management Although incident management and problem management are separate processes, problem managers will typically use the same tools, similar categorization, impact and priority coding systems as their incident manager counterparts as a way of fostering effective collaboration between process areas. During this time, problem managers are responsible for ensuring that knowledge management resources and known-error databases are kept up-to date to enable incident management staff to effectively address any recurring incidents and/or service requests. It is common for resolution actions to take some time to be channeled through the appropriate change and release management processes. Root cause analysis often results in a number of alternative resolutions being identified and the problem manager plays a key role in helping to qualify the alternatives relative to cost, benefit and risk to provide a recommendation to management decision makers. Problem managers are responsible for performing root cause analysis (RCA) to help the organization identify not only why an incident occurred, but also when and how the underlying problem was introduced into the environment. Problem managers will often interface with incident management staff and technical resources to ensure diagnostic data is captured about associated incidents and environmental conditions related to the problem.
His/her goal is to prevent incidents from happening and to minimize the impacts of incidents that cannot be prevented. Problem managers are responsible for managing the lifecycle of problems to ensure that they are clearly understood, and appropriate actions are taken. It takes the knowledge gained through monitoring, incident management and other parts of service operations and feeds them into the continuous service improvement processes that will help make the services you provide to users more robust and dependable. Problem Management is an essential part of your IT Service Management function. As a result, communication and coordination between incident managers and problem managers is essential. It might take multiple incidents before problem management has enough data to analyze what is going wrong and figure out what steps can be taken to correct the situation. We’ve already discussed the processes involved in problem management, in contrast, the main activities in incident management are:Ĭommunication with the user community throughout the life of the incident
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Problem management is tasked with understanding the root cause of why the event occurred and how to prevent it from happening in the future. Incident management is tasked with responding to an event that has occurred, minimizing impact to the business, and restoring service as quickly as possible. While these processes are very closely related, they are intentionally different and separate. The difference between incident management and problem management is one of the biggest causes for confusion in ITIL and service management processes. Incident Management vs Problem Management
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