Consider the case in the callout. While reading it, think about what might be wrong with that way of measuring problem management.
cause
The Sinking of the Sewol and “Root Cause” Analysis
O why why why why why?
Ohno Taiichi provides an oft-quoted example of using the five whys to perform root cause analysis. His neat little scenario of making durable improvements in the operation of an industrial machine gives a misleading view of the reality of understanding the causes of problems. An analysis of the sinking of the Sewol sheds more light on what really happens to cause problems. [Read more…] about The Sinking of the Sewol and “Root Cause” Analysis
Problem Workarounds and Incident Resolutions
The Scope of this Discussion
When a problem is identified reactively, it means that one or more incidents have occurredand it has been decided to take note of and perhaps investigate their underlying causes. I exclude from this discussion both the proactively identified problems—the problems identified before any related incidents have occurred—and those organizations that treat problem management as a discipline for resolving difficult incidents rather than a discipline identifying the causes of those incidents. [Read more…] about Problem Workarounds and Incident Resolutions
What is a problem?
Although troubleshooting and the definitive elimination of faults has a long history, the particular innovation of ITIL® 2 was to recommend treating problems and incidents as two separate entities, each with its own life-cycle. This advice had led to a series of confusions and ambiguities, many of which have still not been resolved among the practitioners of service management and the creators of tools to support service management. [Read more…] about What is a problem?