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Data SpecialistBM 03: Problem Management

e-COMMA | Data Specialist | BM 03: Problem Management 1

Data Specialist| BM 03: Problem ManagementTraining Contents1. Problem Management: definition and key elements1.1 What is problem management?1.2 Examples of problems: users’ problems and technical problems1.3 Benefits of problem management1.4 Problem Management Process

2. Best Practices in Problem Management for Data Specialists2.1 Privacy and Data Protection2.2 Dos and Don’ts2.3 General Data Protection Regulation

3. Documentation standards

4. Change Management


Sources and further readingCIAPE(2016). En-youth teacher, How to create an e-businessE-le@d project (2014-2017). E-leadership communityhttps://www.linkedin.com/pulse/itil-guide-problem-management-segment-1-saeid-s-lakelayeh/https://www.linkedin.com/pulse/itil-guide-problem-management-section-2-saeid-s-lakelayeh/https://www.linkedin.com/pulse/itil-guide-problem-management-section-3-saeid-s-lakelayeh/https://www.linkedin.com/pulse/itil-guide-problem-management-section-4-saeid-s-lakelayeh/https://www.scnsoft.com/blog/problem-management-in-servicenowhttps://www.linkedin.com/pulse/8-steps-change-management-e-commerce-sonia-varkey-bsc-mba/http://www.ibmbigdatahub.com/infographic/extracting-business-value-4-vs-big-datahttp://www.business2community.com/big-data/big-data-and-analytics-value-chain-cross-section-0589031https://www.linkedin.com/pulse/20140814193544-49814607-dynamic-pricing-the-future-of-ecommerce-in-indi a


Data Specialist| BM 03: Problem Management

Sources and further readingSchweidel D.A. (2017). Profiting from the Data EconomyFahl J. (2017). Data AnalyticsKim A.J. (2000): Community building on the web. Peachpit pressDevellano M. (2017). Automate and GrowKotler P. (2017). Marketing 4.0: Moving from Traditional to DigitalFan S. et al. (2015). Demystifying Big Data Analytics for Business Intelligence Through the Lens of Marketing MixWysocki K.R. (2009). Effective project magagement: Traditional, Agile, Extreme. Wiley


Data Specialist| BM 03 DS: Problem Management

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1 Problem Management


The goal of problem management is to minimise both the number andseverity of incidents and potential problems to the business /organisation.

In the context of e-commerce development, problem managementshould aim to reduce the adverse impact of incidents and problemsthat are caused by errors within the IT infrastructure, and to preventrecurrence of incidents related to these errors.

1.Problem Management 1.1. What is problem management?


• problems should be addressed in priority order with higher prioritygiven to the resolution of problems that can cause serious disruptionto critical IT services;• problem management’s responsibility is to ensure that incident

information is documented in such a way that it is readily available tosupport all problem management activities.



Problem management has reactive and proactive aspects:• reactive – problem solving when one or more incidents occur;• proactive – identifying and solving problems and known errors

before incidents occur in the first place.



Technical problems can exist without impacting the user. However, they can have abig impact on the availability of IT ServicesExamples: Disk space usage is erratic. Sometimes a considerable amount of disk spaceis available, but at other times little is available

Problems experienced by usersExamples: window application crashes without an error message. The computerrestarts and works perfectly after all

1.Problem Management 1.2. Examples of problems: users problems and technical problems


Problem management:• increases quality of the IT service;• reduce accidents;• reduce problems and their impact;• improve organisation know-how and learning.

1.Problem Management 1.3. Benefits of problem management


Problem management benefits can be weakened by:• the absence of a good incident control process;• the failure to link incident records with problem / error records;• a lack of management or leadership commitment;• inability to determine accurately the impact on the business /

organisation of incidents and problems.

1.Problem Management 1.3. Benefits of problem management


How does Problem management work?

Problem management works by using analysis techniques to identifythe cause of the problem.To achieve its goal, problem management aims to:• identify the root cause – problem control;• initiate actions to improve and correct the situation – error control.

1.Problem Management 1.4. Problem Management Process


Recognition of an incident

Decision about escalation

Problem statement

Identification of root causes

Finding possible solution(s)

Solution(s) implementation

Information about taken actions

Quick reaction towards incident

Incident

Knowledge base



Incident management is like afirefighter at a house fire. Firefighterscome to the scene and notice theissue, and work fast to put out thefire as quickly as possible withoutstopping to question how it started.So it is about getting operations andthe business back up and running andacting as a ”hero”.

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e-COMMA | Data Specialist | BM 03: Problem Management

Problem management is like the detectivethat comes into the picture after the fact.They weren’t there to put out the flamesthemselves, but they can still investigate whatwent wrong, figure out how the fire started,and help educate people to take preventativesteps so something similar doesn’t happenagain.

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Quick reaction towards incidentsIt is better for incident management to answer the real questions and tell customers that the cause is beinginvestigated (by problem management) and list all the steps that have been put in place to mitigate the riskof a recurrence and minimise the impact should it recur while the cause is being investigated.You may issue an incident report that states:• the basic facts of the incident (duration, business impact, any ongoing effects, how it was resolved);• what preventive measure or workaround is in place;• what additional monitoring or alerting has been implemented;• who is on standby to respond to a recurrence;• the symptoms to watch out for;

• that the incident has been handed over to problem management for root cause analysis.

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1. Problem Management1.3 Problem Management Process


Decision about escalation• sometimes we have to escalate in projects/actions, in order to overcome problems;• the general meaning of escalation is: to increase in magnitude or intensity by bypassing

the immediate person;• escalation is a formal process to highlight the issue at hand to a higher authority as per

the escalation mechanism;• you need to take decision about escalation if something is blocking the project and is

beyond your control.

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Problem statementAn incomplete problem definition tends to be caused by the belief that the problem isobvious, which is the result of the false assumption that everyone perceives the samething.The following questions are used to describe the problem:• identity (what) – What went wrong? What expected outcome was incorrect?• location (where) – Where does the problem occur?• time (when) – When did the problem start to occur? How frequently has the problem

occurred? What is the chronology of events?• size (extent) – What is the size of the problem? How many parts are affected? What

is/was the impact? Why does it matter?

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IT IS WORTH TO IMPLEMENT EINSTEIN’S WAY OFREASONING:

“Given one hour to save the world, I would spend55 minutes defining the problem and 5 minutesfinding the solution.” ~ Albert Einstein

Without a clear statement of the problem,analysis will be a struggle at best, or will, at worst,solve the wrong problem.



Root causesAfter formulating the problem statement you need to make a list of all possible root causesthat is as complete as you can make it. Ask these questions:• what sequence of events leads to the problem?• what conditions allow the problem to occur?• what other problems surround the occurrence of the central problem?



Root causes – supporting investigation tools

Five Whys• it is a short-hand description of the more general question and answer techniques;• it is often stated that you should get to root cause by the fifth question;• it is useful as a test to make sure you really have a root cause and there is not

something else behind it. If you cannot answer why, you can be pretty sure you are atthe end of the chain.



Root causes – supporting investigation tools Ishikawa diagramsIshikawa diagrams are not a specific problem-solving tool; rather they are a general tool for organising information visually.

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Finding a solution• finding a solution to a problem involves constructing a course of action that will

transform your current situation into one where your objective has been achieved;• to determine how the situation should be changed the root cause of each failure

chosen for action must be analysed;• even with a single, obvious solution, it is necessary to compare the solution, its costs

and its resource requirements against the ‘do nothing’ option, as well against for whatother purposes that budget could be used;

• each action that you propose will be intended to achieve a particular effect. In doing soit may also have side-effects, which can be desirable or undesirable.

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Questions to be asked:• what actions might work around this problem?• what actions might fix this problem?• could this problem be the result of another

problem?• have changes been made to the service or

system recently that may have created theproblem?

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Solution implementationProblem management is ineffective if the solution hasn’t been implemented successfully.You need to prepare a detailed plan including:• what can you do to prevent the problem from happening again?• how will the solution be implemented?• who will be responsible for it?• what are the risks of implementing the solution?

Usually to solve the probem, a group of actions need to be taken.

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Source: Hall, M.G. (2014). Problem management. An implementation guide for the real world. BCS, The Chartered Institute for IT

Knowledge Base

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If you have solved the problem, and your solution works, it would be good to keepthe knowledge about it in your company. If the same problem arises and the rootroot causes of it are the same, you may use the solution. To do it, describe:• Incidents;• the ways of reactions towards incidents;• root problems;• reaction to the problems (how we resolved them).

In the future we may use this knowledge and improve our processes to avoidoccurence of the same incidents.

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2 Best Practices in Problem Management

for Data Specialists



The privacy and protection of our data is not a right easily relinquished. This right hasbeen recently put to the test with the fast growth of social media tools, such as Facebook,Linkedin, Twitter, etc.The backlash against Facebook’s lops on their privacy policies has opened the debate onhow to best market your audience and at the same time respect the privacy laws.E.g. in the case of Facebook, users seemed to be unable to completely delete theirpersonal information if they no longer wished to use this social platform.

2. Best Practices in Problem Management for Data Specialists2.1. Privacy and Data Protection

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The best marketing and promotional results can only be obtained when the targetedaudience has expressed their wish to be reached for a specific purpose.

Direct marketing can be effective through different tools and approaches, but there arealso some key legislative rules that have to be respected when doing so. By being lawfulyou will also discover that you will be providing a direct marketing that is correctly targetedand with the opportunities to expand your current database.


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For a marketing mix that complies with the data protection and privacy rules, make surethat recipients have given consent to receive direct marketing and that an opt-outfeature (unsubscribe option) is always included.

Marketers should always strive to ensure that privacy choices are respected and that directmarketing is sent only to willing recipients that have given their consent. Consent does nothave to be written but as a best practice, a written proof that clearly states the directmarketing purposes should be ensured.

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A clear understating of the best practices on how to create and maintain databases and how tobest reach your audience is fundamental. These best practices will assist you in correctly marketingyour audience.

The DosTo collect data for a database, state the organisation’s name, products and services, the aim ofthe use of the information and if it will be transmitted to a third party.

If sharing marketing lists with other organisations, all individuals should be informed in advanceregarding who, when and how data will be shared with.

Information and data should be used for a specific database and have a specific time frame for itsuse. For example, to renew the information on your current database an annual email to confirmthe information should be applied.

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2. Best Practices in Problem Management for Data Specialists2.2. Dos and Don’ts


The DosAim at always holding a written statement of the permission to use the data.

Avoid using already ticked boxes for permission forms.All individuals have the legal right to stop their personal information being used for directmarketing. Follow up promptly on these requests and specify on your database why andwhen it was declared to no longer use the data.Always provide a simple, cost free opt-out (unsubscribe) option that is clearly visible andexplicit in its wording.

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The DosCreate or widen databases for a specific use by using a sign up mechanism (opt-inoption/subscribe).For example, this sign up mechanism can be included on a website and linked to differentmessages in order to maximise its use.

Use flagship events or retention campaigns to create specific databases according withwhat the delegates/members have a specific interest in. For example, use a simple fill-inform or include it on the event survey/evaluation.

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The Don’tsDo not transfer data outside the European Economic Area unless there is adequateprotection for the personal information being transferred, an organisation is willing to takeon full responsibility.

Do not transfer data or database(s) to other entities or third parties unless all individualshave given permission.

Do not sell databases unless you have the commercial rights to do so.

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Why is understanding privacy risk and General Data Protection Regulation (GDPR) important?

Board focus: senior leadership focus and accountability; auditor/industry/client/consumer focus;

Client and supplier focus: increasing contractual protection demanded for data violation and loss;indemnities for privacy risks; extension of obligations to sub-contractors; concern around cloud computingand use of third parties; focus on data transfers/privacy shield (replacing safe harbor) / model clauses;

Internal focus: protection of employee data is crucial and a central focus for good governance.

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2. Best Practices in Problem Management for Data Specialists2.3. General Data Protection Regulation


What does GDRP means for business ?• increased regulatory oversight: regulators have made clear there will be no grace period before

enforcement of GDPR begins in May 2018;• increased reputational risk: major fines and enforcement action will attract attention from industry,

press and clients;• need to focus on privacy by sesign: embed good data governance within your business practices and

systems;• privacy matters: the protection of personal data is everyone’s problem – not just an issue for the IT

community or lawyers;• global approach: more and more countries now have privacy laws – getting ready for GDPR will assist

operating companies in complying with other privacy laws.

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Why does GDRP impact businesses that are non-EU?The GDPR applies to organisations established outside the EU if they (either as controller or processor):• process the personal data of EU residents when offering them goods or services; or• monitor the behaviour of EU residents (tracking/ profiling).If you are involved in:• handling data belonging to EU customers;• providing services impacting EU customers;• providing services which will involve handling EU customer data;• advising on data collection practices which may involve the EU… you will be subject to GDPR wherever you are located.GDPR is much more stringent than current privacy laws, so you need to understand how it affects you.

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What does this mean for you in practice? Top five business issues:• you need to understand what “personal data” is; and what personal data are you

collecting, processing and transferring;

• do you need consent?

• you need to consider contractual arrangements with suppliers and clients to reflectGDPR requirements;

• you need to understand the rights of EU citizens and think about “privacy by design”;

• you need to understand the impact of security breaches.

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What is “personal data” under GDPR and what are you collecting/processing/ transferring?What are “sensitive” categories of personal data?

• racial/ethnic origin;

• political opinions;

• religious beliefs;

• trade union membership;

• genetic/biometric data;

• health or sex life;

• sexual orientation;

• criminal data.

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What is “personal data” under GDPR and what are you collecting/processing/transferring?To demonstrate compliance with GDPR, you need to perform a Personal Data Inventory and record:

• the categories of personal data collected or received;

• the source of the data;

• the consent mechanisms applied to collection of personal data;

• which systems in the organisation contain personal data collected from EU citizens;

• the purpose of processing the data;

• who has access to the personal data;

• personal data transfers;

• what security protocols are in place to protect the personal data.

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How do we deal with consent?Why does this topic matter? Each and every data processing activity requires a lawful basis to avoid the riskof incurring substantial fines. There are several lawful bases for data processing and consent provides onesuch basis.Consent means: freely given, specific, informed and unambiguous indication of the data subject’s wishes bywhich he or she, by a statement or clear affirmative action, signifies agreement to the processing of personaldata relating to him or her.When should you rely on consent? When consent is required under GDPR or ePrivacy law (e.g. directmarketing).How do you get it? Pop-ups and dialogs that require an affirmative step - no pre-ticked boxes, no conditions,no inaction; use clear, plain language and make consent granular; separate consent from other items (e.g.agreement to website Ts & Cs); privacy by design: withdrawal at any time; document consents obtained -including time/date, information presented and how consent was expressed.

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What happens if there is a breach?

Notification to EU regulators within 72 hours (if acting as “controller”) of becoming awareof a breach i.e. a loss of personal data plus potential notification to affected individuals.Companies must keep register of all data breaches.Fines are huge: up to 4% of global turnover.Enforcement: requirement to delete data, ongoing reporting to DPAs etc.

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Security breach risks

The increased collection and transfer of data exposes companies to a heightened risk ofdata breaches and regulation.Costs of data breach include: fines; investigation and forensics; notification costs; callcenter hotline / website; credit protection / monitoring; PR / communications; settlements/ judgments / compensatory awards; lost business / customer churn; impact on stockprice; mandatory audits; remediation / security improvements.

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3 Documentation Standards


Documentation standards address the following topics:• document creation, file naming, saving and sharing;• writing, language usage and style;• organisation-specific content and style;• design, format and production guidelines;• accessibility for users of differing abilities;• quality assurance and accuracy;• document lifecycle: development, approval, distribution, review and revision.

3. Documentation Standards


• documented information and communication often represent the organisation toothers and may be a matter of public record. Equally important, documentation isthe chief means of formal communication within the organisation;• documentation standards are the foundation of professional, trustworthy

communication;• finally, documentation standards guide all aspects of product development, so that

staff produce consistently high-quality documents as efficiently as possible.

3. Documentation Standards



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4 Change Management


Finding a solution to a problem involves some kind ofchange within the organisation to be realised andformulated that could include a new product or service,capability, technology improvement, process maturityuplift, etc.

Change is defined as modification of any element of theorganization.

Change management is the pipe through which new orupdated elements get into the production environment,and it is usually these elements that cause the problem.

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Remember:Change is a process,

not an event.


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Create urgency Create a visionfor change

Form a powerfulcoalition

Communicatethe vision

Create quickvisionEmpower action

Build on change Make it part of the culture

Create climate for change

Engaging & enabling the organisation

Implementing & sustaining for change

Kotter’s eight-step change model


ProcessesProduct Brand Image and CorporateImageFinance

Solving problem usually costsmoney

Solving problem may requirechanges in the product itself

Solving problem may requirechanges in the processes (e.g. logistic, production)

Solving problem may require information policy and trust

Solving problem may require takingaction in the following areas


52e-COMMA | Data Specialist | BM 03: Problem Management

Concerning change management, the organisation is composed of four sub-systems, whichare all dependent on each other. These are:• the work. This is the actual day-to-day activities carried out by individuals. Process

design, pressures on the individual and available rewards must all be considered underthis element;

• the people. This is about the skills and characteristics of the people who work in anorganisation. What are their expectations, what are their backgrounds?

• the formal organisation. This refers to the structure, systems and policies in place. Howare things formally organised?

• the informal organisation. This consists of all the unplanned, unwritten activities thatemerge over time such as power, influence, values and norms.



If you change one component, such as the type of work done in an organisation, you needto attend to the other three components too:• how does the work now align with individual skills? (the people);• how does a change in the task line up with the way work is organised right now? (the

formal organisation);• what informal activities and areas of influence could be affected by this change in the

task? (the informal organisation).



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