Problem Management
11 articles on Problem Management, newest first.
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Problem Management for Permanent Improvement
Problem management reduces the likelihood and impact of incidents by identifying causes, managing known errors and driving preventive change.
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When an Incident Should Become a Problem Record
A problem record is justified when deeper investigation or coordinated prevention is needed beyond restoring one incident.
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Managing Known Errors and Workarounds
A known error record converts learning into faster restoration and controlled risk until a permanent resolution is delivered.
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Using Five Whys Without Oversimplifying Causes
Five Whys is a prompt for deeper causal inquiry, not proof that a complex failure has one linear root cause.
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Using Pareto Analysis to Focus Improvement
Pareto analysis helps teams concentrate on the categories that contribute most to impact, while preserving awareness of rare high-risk events.
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Building an Ishikawa Diagram for Complex Problems
A fishbone diagram broadens investigation across people, process, technology, information, environment and suppliers before hypotheses are tested.
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Identifying Single Points of Failure
Single-point-of-failure analysis reveals components, roles, information or suppliers whose loss can break a service without a viable alternative.
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Incident Prevention Versus Incident Fix
Why proactive operation is harder than it sounds, the four barriers that hold teams back, and how to make the shift from fixing to preventing.
"We Are Really Good at Incident Management." "I Am Sorry to Hear That."
A CIO recently telephoned the author of The Journey to Service Excellence and proudly announced that his organisation was really good at incident management. The reply: "I am sorry to hear that."
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Problem management that prevents incidents
Problem management exists to reduce the number and impact of incidents. It has two halves: reactive, which investigates incidents that have occurred, and proactive, which hunts for risks before they bite.
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Blameless post-incident reviews that stick
The purpose of a post-incident review is to learn, not to attribute fault. The moment participants sense blame, the quality of information collapses. People defend rather than explain, and the systemic causes stay hidden.