october 2013 lig meeting: using kepner-tregoe processes · 2018. 4. 2. · pittsburgh lig be...

Pittsburgh LIG

10/18/13

October 2013 LIG Meeting: Using Kepner-Tregoe Processes

Pittsburgh

Pittsburgh LIG

11:30 am – Networking and sign-in

12:00 pm – Lunch and Overview/Review of K-T

Processes

1:00 pm – Using KT – Case #1 (group discussion)

2:00 pm – Using KT – Case #2 (group discussion)

3:00 pm – Update on LIG/itSMF USA business

Agenda

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Pittsburgh LIG

Be forthcoming and participate – Don’t hold back

Stay engaged

Be respectful

Listen with an open mind

Be courteous to other participants - we welcome constructive

conflict, but let’s remain professional

Keep the meeting focused, make statements short and relevant

Maintain & Retain Confidentiality

Keep it real (No Abilene trips)

Use technology respectfully

Ground Rules

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Pittsburgh LIG

Based from Pittsburgh LIG August 2013 Kepner-Tregoe Meeting:

Shellina Damji presentation at itsmfusa.org

Kepner-Tregoe Processes Overview/Review

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http://www.itsmfusa.org/resource/group/9a7944cb-ea11-47e7-be3f-b91993d0caec/highly_effective_troubleshoo.pdf

Pittsburgh LIG

Kepner-Tregoe History and Overview

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• Founded in 1958, by Drs. Charles Kepner and Benjamin Tregoe

• Thought leaders in rational process and critical thinking techniques

• Authored numerous books, including New Rational Manager

• Circa 7 million individuals developed from Senior Execs through

line management to direct employees

• Headquartered in Princeton, NJ

• Global footprint, with multi-language capability and presence in 25

countries

Source: Kepner-Tregoe

Pittsburgh LIG

Kepner-Tregoe Results

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Pittsburgh LIG

Kepner-Tregoe Processes

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Pittsburgh LIG


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Pittsburgh LIG

Situation Appraisal (SA) List Threats and Opportunities

Separate and clarify concerns

Consider seriousness, urgency, and growth

Determine analysis needed

Determine help needed

Problem Analysis (PA) State the Problem

Specify the Problem

Develop possible causes from knowledge and experience or distinctions and changes

Test possible causes against the specification

Determine the most probable cause

Verify assumptions, observe, experiment, or try a fix and monitor


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Source: The New Rational Manager, by Kepner-Tregoe

Pittsburgh LIG

Decision Analysis (DA) State the decision

Develop objectives and classify into Musts and Wants

Weigh the Wants

Generate alternatives and screen through the Musts

Compare alternatives against the Wants

Identify adverse consequences

Make the best balanced choice

Potential Problem (Opportunity) Analysis (PPA) State the action

List potential problems (or opportunities)

Consider causes for the potential problem (or opportunity)

Take actions to address likely causes

Prepare actions to reduce (or enhance) likely effects

Set triggers for contingent actions


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Source: The New Rational Manager, by Kepner-Tregoe

Pittsburgh LIG

K-T Reference in ITIL – Problem Analysis

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Source: ITIL

Pittsburgh LIG


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Pittsburgh LIG

Problem Analysis Card

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Pittsburgh LIG

Customer Issue Resolution Card

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Pittsburgh LIG

Using K-T Analytic Troubleshooting

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Instructions

1 Assemble a team of five to eight shop floor or office staff members who have a common stake to the problem and are trained to apply the Kepner-Tregoe ATS. Assign a trained facilitator who has the most experience in the process and can guide the team's discussions.

2 State the problem in clear, unequivocal terms. Don't use "motherhood" generalizations: Zero in on the condition that deviates from expected behavior in your operation. Concentrate on only one problem at a time. Pay no attention to problems beyond your control.

3 Prepare a five-row and five-column working spreadsheet. Use a white board or computer projection that team members can focus on as they contribute their thoughts.

4 Leave the first cell in the first row empty and label the succeeding cells in the first row with the following titles in succession: "Is"; "Is Not"; "Peculiarities/Differences"; and "Changes."

5 Populate the first column with the following question areas, one for each cell in succession: (1) What is the problem object or situation, and its unique quality or process. (2) Where the problem occurs in the system. (3) When the problem occurs, its frequency or specific times when it occurs. (4) The extent of the problem, percentage of error compared to the whole, and whether it is static or getting worse.

6 Answer in the second column the questions in the first column. Be specific.

Pittsburgh LIG

7 Define in the third column the limits of the problem by answering the contra positive of each question area or each row.

8 Identify any condition that distinguishes the "is" from the "is not" columns and put the answers in the "Peculiarities/Difference" column. Indicate the condition that could have led from a normal to a problem condition in each ofthe question areas.

9 Identify the changes that led to the conditions in the "is" column based on the peculiarities or differences noted in the fourth column, and note them in the last column.

10 Infer from the facts in the "Is," "Is Not," "Peculiarities/Difference" and "Changes" columns to arrive at hypothetical causes. List them in a separate worksheet.

11 Test the hypothetical causes by asking the question: "If [cause A] comprises the root cause, can it explain the "is" and "is not" columns? Eliminate any causes that do not explain the "is" and "is not" columns; leave only the one that does and that clearly shows the most direct relationship to any of the situations you have indicated in the four columns.

12 Verify that the cause left is the root cause if it's a change in condition or an event that has directly led to the problem or caused the change to happen. Recommend as a team to conduct a test where the proposed solution can reverse the change or root cause of the problem.

Using K-T Analytic Troubleshooting (cont.)

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Source::Alex Lim, eHow Contributor

Pittsburgh LIG

Is Is Not Peculiarities/

Differences

Changes

What is the

Problem Object

or Situation?

Where the

problem occurs

in the system?

When the

Problem occurs

– frequency or

time?

Extent of

Problem –

percentage of

errors, static, or

getting worse?

K-T: Analytic Troubleshooting

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Pittsburgh LIG

K-T Use Cases

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Pittsburgh LIG

Read the Use Case

Analyze the Problem using K-T Processes

Pittsburgh LIG Case Study

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Pittsburgh LIG

Is Is Not Peculiarities/

Differences

Changes

What is the

Problem Object

or Situation?

Where the

problem occurs

in the system?

When the

Problem occurs

– frequency or

time?

Extent of

Problem –

percentage of

errors, static, or

getting worse?

K-T: Analytic Troubleshooting

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Pittsburgh LIG

What do we recommend?

Results Review

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Pittsburgh LIG

itSMF Pittsburgh LIG Business

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Pittsburgh LIG

LIG Survey Results

Nominations and Elections

– Chapter Board

– LIG Leadership

Upcoming Events

New logo for Pittsburgh LIG!

priSM re-launches

Update on LIG/itSMF USA business

Pittsburgh LIG

Survey Active 8/29 – 9/4/13 with 17 Survey Respondents

Membership Survey Results

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Pittsburgh LIG


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Pittsburgh LIG26

Question: Additional Comments or Feedback:• More Events!• I am really not involved enough in LIGs and am thinking that I should be. I've presented on many

topics at various national conferences, most recently Pink 12 and 13 and their ITSM Leadership forum. One thought is to move away from the presentation format to more of a panel discussion on various topics that should be of interest to ITSM Leaders. We can talk about specific areas where our organization has had success.

• The LIG is most valuable when we combine efforts with other local organizations like HDI or perhaps even the PMI which has a strong presence in the city. I think a topic on project management for IT Service Management projects might be interesting as well.

• Timing of the meetings. I would prefer they run from 11-3ish. Anything later makes it difficult due to family obligations

• The board makes every effort to cover all areas of ITSM. Most recently, the Kepner-TregoeMethodology was awesome. Location is convenient.

• I value the sharing of information and experiences• I value the other people in the LIG that do ITSM• Hoping to speak at the HDI conference in the spring. Looking forward to October meeting to

brainstorm how we boost membership. We are also focused on the Service Desk Operations functions - QA, Training, WFM, KM. I hope to attend the HDI conference in the spring.

• Not attending any of the listed conferences• Regional Educause Manager training and Conference


Pittsburgh LIG

LIG Leadership

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Term Successions Voting

Past President 1 0 No

President 1 0 Yes

President-Elect 1 0 Yes

Secretary 2 2 Yes

Awards / Recognition Chair 1 2 Yes

Communications Chair 1 2 Yes

Event / Program Chair 1 2 Yes

Membership Chair 1 2 Yes

Sponsorship Chair 1 2 Yes

Volunteer Coordinator Chair 1 2 Yes

Total Number Officers per LIG / SIG 10

itSMF USA LIG / SIG Officer Structure

2013 - 2014 Fiscal Year Forward

Officer Roles

Annually Appointed Chair Roles

Notes:

1.The individual who is elected to the

President‐Role will effectively serve forthree years: one year as President‐Elect,one year as President and one year as

Past‐President.

2.The Secretary serves a two‐year term,with a possibility of serving in two consecu

tive terms.

3.The President will appoint all Chair roles

Individuals in these roles will serve one‐year terms, with a maximum possibility of

serving two consecutive terms

4.All individuals fulfilling any LIG leader

position must pass the Governance review

at the Chapter Board level.

Pittsburgh LIG

Positions in Current Election Fall 2013

President – Elect:This leadership role participates in the development, growth and planning of the LIG, is

mentored by the President and serves in the absence of the President. The individual elected

to this position will become the President at the end of their term as President-Elect. In

addition, this role supports the committees and event functions, assisting in planning and

volunteers at LIG events.

Secretary:This leadership role maintains the records of the LIG, to include correspondence, meetings,

proceedings and records. The individual elected to this position will manage the distribution

and maintenance of meeting agendas, minutes, pre- and post- event activity summaries,

planning sessions and leadership decisions. Where necessary, the Secretary will submit

requisite information to itSMF USA Chapter resources, to include but not limited to expense

reports, release forms and event attendance reports. This role is elected to serve for a two

year period.

Notes:

1. All LIG Leadership team members must be voting members of itSMF USA in good standing.

2. LIG Leadership team members must sign the Chapter’s Leaders Code of Ethics and Affiliation

Agreement.

LIG Elections

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Pittsburgh LIG

Nomination forms will be accepted

7 October through 27 October

Member & Student voting period:

1 November through 15 November

New leadership team members will be announced 21

November

Position transitions occur in December

Be sure to cast your vote! Chapter Board in Oct. LIG in Nov.

LIG Election Schedule

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Pittsburgh LIG

Upcoming LIG Events

– December (joint mtg w/ Awards Banquet HDI?)

– February 14 – TBD

– 1Q 2014 - Vendor Fair / One Day Conference

Upcoming itSMF USA Events

– Fusion - 20-23 October+

– Brighttalk Sessions

Emerging Trends and Technologies in ITSM - 16 Oct

– Now available On Demand

Service Catalogue - 14 Nov

Problem and Incident Management - 12 Dec

Upcoming LIG Events

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Pittsburgh LIG

Logos

priSM – to be re-launched next week! CPD/CPE credits available

for meetings

Chapter Updates

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Pittsburgh LIG

Volunteer, Volunteer, Volunteer…

Connect, Learn, Grow!

Questions/Other Items?

october 2013 lig meeting: using kepner-tregoe processes · 2018. 4. 2. · pittsburgh lig be...

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