Chapter 6: Solving and Preventing Problems

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Chapter 6Solving and Preventing Problems

• A Guide to Customer Service Skills for the Help
  Desk Professional
• Second Edition

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Objectives

• Use proven techniques to methodically solve
  problems
• Learn how to take ownership of ongoing problems
  and keep customers and management informed about
  the status of problem resolution activities
• Learn ways to manage your workload and maintain a
  positive working relationship with other support
  groups
• Understand the importance of focusing on problem
  prevention

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How to Solve Problems Methodically

• A high percentage of problems are recurring
• Plenty of information is available for finding
  solutions to problems
• As a help desk analyst, you can
• Draw from your experience
• Access available knowledge bases
• Use tools
• Engage other analysts or level two service
  providers

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Solving and Preventing Problems

• Problem - An event that disrupts service or
  prevents access to products
• Common problems include a broken device, an error
  message, a system outage
• Solving problems efficiently and effectively
  requires a methodical approach, or process
• Problem solving is a skill that you can improve
  with practice

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The Problem Management Process

• Process - A collection of interrelated work
  activities - or tasks - 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

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The Problem Management Process (continued)
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The Problem Management Process (continued)

• Problem management - The process of tracking and
  resolving problems
• Symptom - A sign or indication that a problem has
  occurred
• Probable source - The system, network, or product
  that is most likely causing the problem
• Root cause - The most basic reason for an
  undesirable condition or problem, which, if
  eliminated or corrected, would prevent the
  problem from existing or occurring

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The Problem Management Process (continued)
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The Problem Management Process (continued)

• Problem management (also called incident
  management) includes answering questions and
  inquiries
• Problems, 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

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The Problem Management Process (continued)

• Request - A customer order to obtain a new
  product or service, or an enhancement to an
  existing product or service
• Trend analysis - A methodical way of determining
  and, when possible, forecasting, service trends
• Root cause analysis - A methodical way of
  determining the root cause of problems

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The Problem Management Process (continued)

• The problem management process describes the
  overall approach to be used when handling
  problems within a company
• Analysts need problem-solving skills to handle
  each problem
• Basic step to follow when solving problems
• 1. Gather all available data and create
  information
• 2. Diagnose the problem
• 3. Develop a course of action

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Step 1 Gather All Data Needed to Create
Information

• Data must be logged accurately and completely
• Data is used by managers, other help 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

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Step 1 Gather All Data Needed to Create
Information (continued)

• Customer data - Identifying details about a
  customer, including name, telephone number,
  department or company name, address or location,
  customer number, and employee number or user ID
• Customer record - All of the data and text fields
  that describe a single customer
• Record - A collection of related fields
• Problem data - The details of a single problem
• Problem record - All of the fields that describe
  a single problem

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Step 1 Gather All Data Needed to Create
Information (continued)

• Customer records are linked to problem records by
  a unique key field, such as customer name
• Many help desks capture two types of problem
  descriptions
• Short problem description A succinct
  description of the actual results a customer is
  experiencing (sometimes called a problem
  statement)
• Detailed problem description A comprehensive
  accounting of the problem and the circumstances
  surrounding its occurrence

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Step 1 Gather All Data Needed to Create
Information (continued)

• The detail problem 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 problem
• Does the problem occur every time the customer
  performs this step?
• Does the problem only occur in certain
  circumstances? What are those circumstances?
• Does the problem only occur intermittently?
  Under what conditions?
• Whether the problem is part of a larger problem

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Step 2 Diagnose the Problem

• When diagnosing a problem, you are trying to
  determine
• The probable source of the problem
• Ultimately, its root cause
• Determining the probable source can be difficult
  when dealing with complex technology

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Step 2 Diagnose the Problem (continued)
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Asking Questions

• Techniques that are used to diagnose problems
  include
• Asking questions
• Simulating the customers actions
• Using diagnostic tools
• When asking questions
• Listen actively
• Make sure your questions are appropriate to the
  customers communication style

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Asking 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

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Asking Questions (continued)

• Problem-solving checklists may provide questions
  more specific to the actual problem
• Simple questions often reap the most information

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Simulating the Customers Actions

• Some help 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
  customers actions
• The usefulness of this technique depends on
• The access that analysts have
• The policies of the company

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Simulating the Customers Actions (continued)

• Some companies have strict standards that
  determine what technologies customers use
• The help desk is often involved in developing
  technology standards
• Without standards, customers may install
  equipment or software without the help desks
  knowledge
• As a result, the help desk cannot simulate
  problems
• When technology standards exist, whether and how
  strictly those standards are enforced will vary
  from one company to the next

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Simulating the Customers 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

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Using Diagnostic Tools

• Remote control system - A technology that enables
  an analyst to take over a customers keyboard,
  screen, mouse, or other connected device in order
  to troubleshoot problems
• Newer hardware and software systems have built-in
  diagnostic tools
• Using these tools may not always be an option
• Take the time needed to fully diagnose the
  problem 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 problem

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Step 3 Develop a Course of Action

• To develop a course of action
• Consult printed resources, online resources,
  coworkers, subject matter experts, or the team
  leader
• Determine if a workaround is available
• Escalate the problem to the correct level two
  service provider or subject matter expert
• Search a knowledge base
• Search the incident tracking or problem
  management system
• Use personal knowledge
• Use tools

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Step 3 Develop 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
  customers preference and, if possible,
  accommodate that preference
• Or, determine if there is an alternate course of
  action that will satisfy the customers immediate
  need
• Record the customers preference in the ticket
  and when necessary, bring the problem to
  managements attention

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Knowing When to Engage Additional Resources

• Most help desks strive to solve as many problems
  as possible at level one
• First, use resources such as online help, product
  and procedure manuals, or a knowledge base
• 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 problem resolution
  activities are proceeding at an appropriate pace

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Knowing When to Engage Additional Resources
(continued)

• Consider the following as the target escalation
  time approaches
• Do I have sufficient information to clearly state
  the problem?
• Have I determined the probable source of the
  problem?
• Have I gathered the information that is required
  by level two?
• What is the problem severity?

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Taking Ownership

• When a problem cannot be solved immediately,
  customers expect someone to take responsibility
  for ensuring it is resolved in the time frame
  promised
• Problem owner - An employee of the support
  organization who acts as a customer advocate and
  ensures a problem is resolved to the customers
  satisfaction
• The customer shouldnt have to initiate another
  call
• In many companies, the person who initially logs
  the problem is the owner

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Taking Ownership (continued)
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Problem Owner Responsibilities

• Tracks the current status of the problem
• Proactively provides the customer regular and
  timely status updates
• When possible, identifies related problems
• Ensures that problems are assigned correctly
• Ensures that appropriate notification activities
  occur
• Ensures that all problem-solving activities are
  documented and the customer is satisfied with
  resolution
• Closes the problem ticket

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Problem Owner Responsibilities (continued)

• Analysts sometimes share ownership by
• Helping other owners when they can
• Updating a ticket if a customer contacts the help
  desk to provide additional information
• Updating a ticket if a customer contacts the help
  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

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Providing Status Updates to Customers and
Management

• Notification An activity that informs all of
  the stakeholders in the problem management
  process about the status of outstanding problems
• Notification can occur when
• A problem is reported or escalated
• A problem has exceeded a predefined threshold
• A problem is resolved

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Providing Status Updates to Customers and
Management (continued)

• Management notification is appropriate when
• The problem 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

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Providing Status Updates to Customers and
Management (continued)

• Management notification ensures that
• Management knows the current status of problems
  that are in an exception state
• Management has the information needed to oversee
  problems 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 problem
  record so that everyone affected knows what
  decisions management has made or what steps they
  have taken

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Providing Status Updates to Customers and
Management (continued)

• 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 problems status
• The target resolution time will not be met
• Customer resources are required to implement a
  solution
• The problem has a high severity and justifies
  frequent status updates
• The customer was dissatisfied with earlier
  solutions

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Providing Status Updates to Customers and
Management (continued)

• Customer notification ensures that
• The customer knows the current status of the
  problem
• Customer comments or concerns are recorded in the
  problem record and addressed

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Providing Status Updates to Customers and
Management (continued)

• Help desks add value by
• (1) Making it easy for customers to report
  problems
• (2) Delivering solutions
• (3) Taking ownership and ensuring that problems
  that cannot be resolved immediately are addressed
  in the required time frame
• Even bad news is better than no news

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Providing Status Updates to Customers and
Management (continued)

• The help 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 tracking and problem management system
• How notification occurs and who is notified
  varies based on conditions such as
• The severity of the problem
• Who is affected by the problem
• When the problem occurs

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Providing Status Updates to Customers and
Management (continued)

• Closeup - Levels of learning
• Unconscious incompetence
• Customers typically cannot articulate their
  problem
• Conscious incompetence
• Customers know what they dont know
• Conscious competence
• Customers use correct terminology and clearly and
  correctly articulate the problem
• Unconscious competence
• Known as power users. Customers feel they know
  more than analysts and resent being asked basic
  questions

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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 a problem is escalated
• Seek assistance only after using all other
  available resources
• Level two service providers must
• Respect the help desks role as a front-line
  service provider
• Acknowledge that the help desks efforts are
  freeing them from the need to answer the same
  questions or solve the same problems over and
  over again
• Be willing to impart their knowledge to the help
  desk

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Building Good Relationships With Other Support
Groups (continued)

• Review and understand your companys SLAs
• Provide mutual feedback
• Job shadowing
• Review incident tracking system information
• Communicate
• Give praise

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Focusing on Prevention

• Once a solution has been identified and
  implemented, there are still questions that need
  to be asked and answered
• Did the resolution solve the problem?
• Is the customer satisfied?
• Has the root cause been identified?
• Was the corrective action permanent?
• If the answer to any of these questions is No
  the problem cannot be considered resolved

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Focusing on Prevention (continued)

• If all of the answers are Yes the problem 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 help desk team can
• Identify and analyze trends
• Suggest ways that problems can be eliminated
• Go beyond the quick fix and take the time to
  resolve problems correctly the first time
• Engage the resources needed to determine and
  eliminate the root cause

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Chapter Summary

• Help desk analysts must be able to solve problems
  efficiently and effectively
• Most help desks develop processes and procedures
  in an effort to ensure that problems are handled
  quickly, correctly, and consistently
• The goal of problem management is to minimize the
  impact of problems that affect a companys
  systems, networks, and products

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Chapter Summary (continued)

• Analysts use their problem-solving skills to
  handle each problem
• The best problem solvers condition themselves to
• Gather all available data
• Create information
• Methodically diagnose the problem before
  developing a course of action
• Effective diagnostic techniques include
• Asking questions
• Simulating the customers actions
• Using diagnostic tools

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Chapter Summary (continued)

• Customers expect someone to take responsibility
  for ensuring the problem is resolved in the time
  frame promised
• The problem owner assumes that responsibility
• Ownership ensures that everyone involved in the
  problem management process stays focused on the
  customers need to
• Have the problem solved in a timely fashion
• Be informed when the problem requires more than
  the expected time
• Ownership is critical to the problem management
  process
• Without it, problems can slip through the cracks
  and customer dissatisfaction invariably occurs

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Chapter Summary (continued)

• Do not hesitate to suggest ways that problems can
  be eliminated and prevented
• Be persistent and act on your hunches
• An understanding of your companys problem
  management process and strong problem-solving
  skills are essential to your success
• These processes ensure that problems are handled
  efficiently and effectively
• Ultimately, however, customers prefer that
  problems be prevented