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Chapter 6:Solving and Preventing Incidents

and ProblemsA Guide to Customer Service Skills for

the Service Desk Professional

Third Edition

Objectives

In this chapter you will learn:• How to use processes to solve incidents and problems • Proven techniques you can use to methodically solve

incidents• How and when to take ownership of ongoing incidents • How to keep management and customers informed about

the status of incident resolution activities• Ways to manage your workload and maintain a positive

working relationship with other support groups• How to use the problem management process to focus on

problem prevention

A Guide to Customer Service Skills for the Service Desk Professional, 3e 2

Solving and Preventing Incidents

• Incident – An unplanned interruption to an IT service or a reduction in the quality of an IT service– A broken device, an error message, a system outage

• Problem – The cause of one or more incidents– Chronic hardware failures, corrupt files, software errors

or bugs, human error• Solving incidents and problems requires a methodical

approach, or process• Problem-solving skills, effective questioning skills,

superior listening skills, and persistence are also important


Using Processes to Solve Incidents and Problems

• Process - A collection of interrelated work activities that take a set of specific inputs and produce a set of specific outputs

• Procedure - A step-by-step, detailed set of instructions that describes how to perform the tasks in a process

• Flow chart - A diagram that shows the sequence of tasks that occur in a process


Using Processes to Solve Incidents and Problems (continued)


Using Processes to Solve Incidents and Problems (continued)

Basic incident and problem management activities include:

• Identification• Logging• Investigation and diagnosis• Resolution• Closure


Solving Incidents Methodically

• A high percentage of incidents are recurring• Plenty of information is available for finding

solutions to incidents• As a service desk analyst, you can:

– Draw from your experience– Access available knowledge bases– Use tools – Engage other analysts or level two service

providers


Solving Incidents Methodically (continued)

• Incident management – Is one of the most common service desk

processes– Involves logging, tracking, and resolving

incidents• Symptom - A sign or indication that an

incident has occurred• Probable source - The system, network, or

product that is most likely causing the incident



• Incident management includes answering questions and inquiries

• Incidents, questions, and inquiries represent varying degrees of impact and speak differently to product and company performance

• Distinguishing between them enables companies to:– Determine which types of contacts are most common– Put in place processes and technologies for resolving

each type of contact in the most efficient, cost-effective way possible

• Many companies also distinguish between incidents and service requests



• The incident management process describes the overall approach to be used when handling incidents within a company

• Analysts need problem-solving skills to handle each incident

• Basic step to follow when solving incidents:

– 1. Gather all available data and create information

– 2. Diagnose the incident

– 3. Develop a course of actionA Guide to Customer Service Skills for the Service Desk Professional, 3e 11

Step 1: Gather All Data Needed to Create Information

• How well you gather data and create information influences how quickly you find a solution or workaround

• Data must be logged accurately and completely• Data is used by managers, other service desk analysts,

level two service providers, and customers • Data is used to create the information needed to:

– Justify resources– Increase customer satisfaction– Enhance productivity– Improve the quality of products and services– Deliver services more efficiently and effectively– Create new products and services


Step 1: Gather All Data Needed to Create Information (continued)• Customer data - Identifying details about a

customer• Customer record - All of the data and text

fields that describe a single customer• Record - A collection of related fields• Incident data - The details of a single

incident• Incident record - All of the fields that describe

a single incident


Step 1: Gather All Data Needed to Create Information (continued)• Customer records are linked to incident records

by a unique key field, such as customer name• Many service desks capture two types of incident

descriptions• Short incident description – A succinct

description of the actual results a customer is experiencing

• Detailed incident description – A comprehensive accounting of the incident and the circumstances surrounding its occurrence


Step 1: Gather All Data Needed to Create Information (continued)The detail incident description includes:• The result the customer expects• The actual result the customer is experiencing• Steps the customer took to get the results• The history or pattern of the incident

– Does the incident occur every time the customer performs this step?

– Does the incident only occur in certain circumstances? What are those circumstances?

– Does the incident only occur intermittently? Under what conditions?

• Whether the incident is part of a larger incident


Step 1: Gather All Data Needed to Create Information (continued)• Status data - Details that are used to track incidents

throughout their lifecycle• These data are:

– Stored in fields in the incident record – Continuously updated as new data becomes available– Used to report on the status of outstanding incidents

and to monitor SLA attainment• Resolution data - Details that describe how an

incident was resolved• Typically, after required customer and incident data

have been collected, you can begin diagnosing the incident


Step 2: Diagnose the Incident

• When diagnosing an incident, you are trying to determine:– The probable source of the incident

– A corrective action that can be used to restore service

• Determining the probable source can be difficult when dealing with complex technology


Step 2: Diagnose the Incident (continued)


Ask Questions

• Techniques that are used to diagnose incidents include:– Asking questions– Simulating the customer’s actions– Using diagnostic tools

• When asking questions:– Listen actively to what is being said, and how

it is being said– Make sure your questions are appropriate to

the customer’s communication style A Guide to Customer Service Skills for the Service Desk Professional, 3e 19

Ask Questions (continued)

• Condition your mind to run through problem-solving questions as the customer is relaying information

• Basic questions can help you isolate the probable source


Ask Questions (continued)

• Problem-solving checklists may provide questions more specific to the actual incident

• Simple questions often reap the most information


Simulate the Customer’s Actions

• Some service desks:– Provide analysts access to the systems or

software packages that customers are using– Have lab areas where analysts can access

systems that match customers’ hardware and software configurations

• Analysts use these systems to simulate a customer’s actions

• The usefulness of this technique depends on:– The access that analysts have– The policies of the company


Simulate the Customer’s Actions (continued)

• Some companies have strict standards that determine what technologies customers use

• The service desk is often involved in developing technology standards

• Without standards, customers may install equipment or software without the service desk’s knowledge

• As a result, the service desk cannot simulate incidents

• When technology standards exist, whether and how strictly those standards are enforced will vary from one company to the next


Simulate the Customer’s Actions (continued)

Benefits of establishing standards include:• A less complex environment• Improved ability to share data and exchange

information• Effective training programs can be developed• Proactive support can be provided• Costs are controlled• The company is positioned to take advantage of

state-of-the-art technology


Use Diagnostic Tools

• Remote control system - A technology that enables an analyst to take over a customer’s keyboard, screen, mouse or pointing device, or other connected device in order to troubleshoot incidents

• Newer hardware and software systems have built-in diagnostic tools• Using these tools may not always be an option

– The network is down– A hardware failure has occurred

• When diagnostic tools are not available, ask questions and simulate the customer’s actions to determine the probable source

• Take the time needed to fully diagnose the incident and identify the correct probable source

• When an incorrect probable source is identified, you can waste time developing a course of action that will not permanently solve the incident


Step 3: Develop and Execute a Course of Action

To develop a course of action:• Consult resources• Search a knowledge management system• Search the incident management system• Use personal knowledge• Use tools• Determine if a workaround is available


Step 3: Develop and Execute a Course of Action (continued)

• The course of action will vary based on factors such as:– Whether a solution was identified– How and by whom the solution will be delivered– Whether the customer is satisfied.

• Actions may involve:– Escalating the incident to the correct level two service provider or

subject matter expert when a solution could not be identified or the service desk is unable to deliver the solution

– Logging a change record to have the corrective action performed via the change management process

– Delivering a solution by directing the customer to perform a procedure or series of procedures

– Directing the customer to a Web site where the solution can be obtained

– Taking remote control and performing the repair


Step 3: Develop and Execute a Course of Action (continued)

• Review the course of action with the customer– Ensure the customer understands it and the time frame

within which it will be executed– Let the customer know if the course of action or the time

frame is dictated by an SLA• If the customer is dissatisfied, determine the customer’s

preference and, if possible, accommodate that preference• Or, determine if there is an alternate course of action that

will satisfy the customer’s immediate need• Record the customer’s preference in the ticket and when

necessary, bring the incident to management’s attention


Knowing When to Engage Additional Resources

• Most service desks strive to solve as many incidents as possible at level one

• First, use resources such as online help, product and procedure manuals, or a knowledge management system

• If unsuccessful, turn to a coworker or level two service provider for help

• Target escalation time - A time constraint placed on each level that ensures incident resolution activities are proceeding at an appropriate pace


Knowing When to Engage Additional Resources (continued)• Consider the following as the target

escalation time approaches:– Do I have sufficient information to clearly

describe the incident?

– Have I determined the probable source?

– Have I gathered the information that is required by level two?

– What is the incident priority?


Taking Ownership

• When an incident cannot be solved immediately, customers expect someone to take responsibility for ensuring it is resolved in the time frame promised

• Incident owner - An employee of the support organization who acts as a customer advocate and ensures an incident is resolved to the customer’s satisfaction

• The customer shouldn’t have to initiate another contact• Approaches to designating the owner include:

– The person who initially logs the incident is the owner– The service desk is the owner (anyone can serve as owner)– The incident owner changes as the incident is escalated


Taking Ownership (continued)


Incident Owner Responsibilities

• Tracks the current status of the incident• Proactively provides the customer regular and timely

status updates• When possible, identifies related incidents• Ensures that incidents are assigned correctly• Ensures that appropriate notification activities occur • Ensures that all problem-solving activities are

documented• Verifies the customer is satisfied with resolution• Closes the incident ticket


Incident Owner Responsibilities (continued)

• Analysts sometimes share ownership by:– Helping other owners when they can

– Updating a ticket if a customer contacts the service desk to provide additional information

– Updating a ticket if a customer contacts the service desk for an up-to-date status

– Negotiating a transfer of ownership for any outstanding tickets if the analyst is going to be out of the office for an extended time


Providing Status Updates to Customers and Management

• Notification – An activity that informs all of the stakeholders in the incident management process about the status of outstanding incidents

• Notification can occur when:– An incident is reported or escalated– An incident has exceeded a predefined

threshold– An incident is resolved


Providing Status Updates to Customers and Management (continued)

• Management notification is appropriate when:– The incident is extremely severe

– The target resolution time has been or is about to be reached

– Required resources are not available to determine or implement a solution

– The customer expresses dissatisfaction



• Management notification ensures that:– Management knows the current status of incidents that

are in an exception state– Management has the information needed to oversee

incidents that involve multiple support groups– Management has sufficient information to make

decisions, follow up with the customer, or call in other management

– Management actions are recorded in the incident record so that everyone affected knows what decisions management has made or what steps they have taken



• Customer notification is appropriate when:– The analyst has told the customer they will provide

a status at a given time, even if there has been no change in the incident’s status

– The target resolution time will not be met– Customer resources are required to implement a

solution– The incident has a high priority and justifies

frequent status updates– The customer was dissatisfied with earlier

solutions



• Customer notification ensures that:– The customer knows the current status of the

incident

– Customer comments or concerns are recorded in the incident record and addressed



• Service desks add value by:– (1) Making it easy for customers to report

incidents

– (2) Delivering solutions

– (3) Taking ownership and ensuring that incidents that cannot be resolved immediately are addressed in the required time frame

• Even bad news is better than no news



• The service desk can notify management, customers, and others by:– Telephone, in person, with an e-mail or instant

message– Through a paging device, automatically via the

incident management system• How notification occurs and who is notified varies

based on conditions such as:– The severity of the incident– Who is affected by the incident– When the incident occurs


Building Good Relationships With Other Support Groups

• Level one analysts must:– Strive to continuously increase their knowledge and the efficiency

and effectiveness of their problem-solving skills– Ensure that all available information has been gathered and logged– Ensure that all checklists have been completed and logged before

an incident is escalated– Seek assistance only after using all other available resources

• Level two service providers must:– Respect the service desk’s role as a front-line service provider– Acknowledge that the service desk’s efforts are freeing them from

the need to answer the same questions or solve the same incidents over and over again

– Be willing to impart their knowledge to the service desk


Building Good Relationships With Other Support Groups (continued)

• Review and understand your company’s SLAs, OLAs, and contracts

• Provide mutual feedback• Job shadowing• Review incident management system

information• Communicate• Give praise


Closing Incidents

• Once a solution has been identified and implemented, there are still questions that need to be asked and answered:– Did the solution resolve the incident?

– Is the customer satisfied?

– Have all pertinent data been recorded?

• If the answer to any of these questions is “No” the incident cannot be considered resolved


Closing Incidents (continued)

• If all of the answers are “Yes” the incident can be closed once all pertinent data is captured

• Without data, trend and root cause analysis cannot be performed

• Any or all members of the service desk team can:– Identify and analyze trends – Suggest ways that incidents can be eliminated– Go beyond the quick fix and take the time to

resolve incidents correctly the first time– Engage the resources needed to determine the

correct solution A Guide to Customer Service Skills for the Service Desk Professional, 3e 45

Focusing on Prevention

• Until the root cause of a problem is identified and eliminated, it is likely that incidents will recur

• The problem management process identifies that root cause

• The service desk contributes to and uses the problem management process through its integration with the incident management process– Detecting problems– Capturing incident-related data

• Senior service desk analysts may help investigate and diagnose incidents

• A problem management coordinates problem management activities


Focusing on Prevention (continued)

• Problem diagnostic techniques include:– Brainstorming– Five Whys– Cause and effect analysis– Pareto analysis– Kepner-Tregoe problem analysis

• Codes can be used to record the root cause• Without accurate data, problem management is not

possible• When problem management is performed, the

organization is able to identify, eliminate, and ultimately predict and prevent problem causes


Sample Cause and Effect Diagram


Sample Pareto Chart


Chapter Summary

• To be successful, analysts must be able to resolve incidents efficiently and effectively

• Process and procedures ensure incidents are handled quickly, correctly, and consistently

• The goal of the incident management process is to restore service as quickly as possible

• Analysts use their problem-solving skills to handle each incident• The best problem solvers condition themselves to:

– Gather all available data– Create information– Methodically diagnose the incident before developing a course of action

• Effective diagnostic techniques include:– Asking questions– Simulating the customer’s actions– Using diagnostic tools


Chapter Summary (continued)

• When incidents cannot be solved immediately, customers expect someone to take responsibility for ensuring the incident is resolved in the time frame promised

• The incident owner assumes that responsibility• Ownership ensures that everyone involved in the incident

management process stays focused on the customer’s need to:– Have the incident solved in a timely fashion– Be informed when the incident requires more than the

expected time to resolve• Ownership is critical to the incident management process • Without it, incidents can slip through the cracks and

customer dissatisfaction invariably occurs


Chapter Summary (continued)

• Do not hesitate to suggest ways that incidents can be eliminated and prevented

• Be persistent and act on your hunches• An understanding of your company’s incident

management process and strong problem-solving skills are essential to your success

• These processes ensure that incidents are handled efficiently and effectively

• Ultimately, however, customers prefer that incidents be prevented


9780538748537_ppt_ch06

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