1. What is IT Problem Management and what are KT processes?

According to Wikipedia, Problem Management aims to resolve the root causes of incidents and thus to minimize the adverse impact of incidents and problems on business that are caused by errors within the IT infrastructure, and to prevent recurrence of incidents related to these errors. A 'problem' is an unknown underlying cause of one or more incidents, and a 'known error' is a problem that is successfully diagnosed and for which either a work-around or a permanent resolution has been identified. The CCTA defines problems and known errors as follows:

A problem is a condition often identified as a result of multiple incidents that exhibit common symptoms. Problems can also be identified from a single significant incident, indicative of a single error, for which the cause is unknown, but for which the impact is significant.

A known error is a condition identified by successful diagnosis of the root cause of a problem, and the subsequent development of a work-around.

Problem management differs from incident management. The principal purpose of problem management is to find and resolve the root cause of a problem and prevention of incidents; the purpose of incident management is to return the service to normal level as soon as possible, with smallest possible business impact.

KT Processes

Many IT Service Management (ITSM) practitioners were first introduced to Kepner-Tregoe (KT) processes during their exploration of the Problem Management processes. The OGC's Service Operation publication points to a Kepner-Tregoe analysis as one of the most useful and frequently used techniques for Problem investigation and diagnosis.

In fact, organizations and individuals during every decade since 1958, and in many fields of human endeavor, have embraced KT's processes and applied them to a staggering array of decisions to be made, problems to be solved, and risks to be managed. Few other companies can claim to have been instrumental in bringing Apollo XIII back safely and to have delivered break-through results in every major industry from natural resources to entertainment, automotive manufacturing to life sciences, and much more.

The Kepner-Tregoe rational processes maximize the critical thinking skills of people. They are easily learned and applicable at all levels within an organization, from the IT professional to the CEO. Not dependent on a specific culture, technology, education level, or other factor, KT processes are flexible tools that provide enduring value in today's rapidly changing world. Many clients have embedded these systematic methods into their organization's workflow and as a result have realized quantum leaps in overall performance and customer satisfaction.

Over millions of years, through natural selection, neurological structures that promoted survival were preserved and passed on by the human race. Patterns of thinking, response, and behavior developed around accumulating answers to four basic questions:

Civilization developed as humans learned how to deal with complexity, discovered why things are as they are, made good choices, and anticipated the future. The elements that made these patterns of thinking possible became part of human nature.

Kepner-Tregoe developed four rational processes that mirror the basic patterns for applying critical thinking to information, data, and experience.

These rational processes are:

Kepner-Tregoe processes are universally applicable, regardless of cultural setting or content. Whether people are Japanese, Canadian, or Brazilian, all are equipped - as a result of common human experiences - with identical, unchangeable patterns of thinking.

In an organizational setting, rational processes can make full use of the thinking ability within the organization, on a continuing basis. Rational processes provide organized ways of applying critical thinking skills to an issue. They constitute an explicit, logical system that can have a far-reaching impact.

The objective is to move an organization closer to its full potential to meet critical business objectives. This is achieved by the continuing, conscious use of common approaches, expressed in a simple language, and directed toward resolution of an organization's important concerns.

2. Which KT training and certifications should an ITSM organization pursue?

Kepner-Tregoe training and certification programs provide IT Professionals with the knowledge and skills to effectively manage the critical thinking process that will be used when developing anything from the ITSM Service Strategy to that of a more effective Service Operation organization.

Having members of your IT organization trained and certified in Kepner-Tregoe methods will dramatically increase your chances of ITSM success. Classes include:

• Situation Appraisal - This program trains the IT Professional on how to clarify issues, set priority and plan appropriate resolutions.
• Problem Analysis - This program trains the IT Professional on how to find the cause of a positive or negative deviation.
• Decision Analysis - This program trains the IT Professional on how to maximize benefits and minimize risks, yielding durable, supported decisions.
• Potential Problem/Opportunity Analysis - This program trains the IT Professional on how to protect plans and exceed expectations.
• PIM (Problem & Incident Management) Certification - During this workshop, students will learn the topics in preparation prepare you for the ISEB Certification Examination in Kepner-Tregoe ITSM Foundation Certificate in Problem & Incident Management.
• KT Rational Process Mastery - During this workshop, the IT Professional deepens his/her understanding of the concepts of Situation Appraisal, Problem Analysis, Decision Analysis, and Potential Problem/Opportunity Analysis.
• KT Analytical Trouble Shooting - During this workshop, the IT Professional deepens his/her understanding of how Analytic Trouble Shooting® (ATS^SM) integrates quality and productivity efforts, and provides a logical framework for statistical process control, lean manufacturing, Six Sigma, total productive maintenance, self-managed work teams, and other programs.