The difference between Problem Management and Problem Solving

“If your Problem Manager is talking about when to relate a known error to a problem that is related to an incident caused by another incident….then you got the wrong person for the job….”

The “Problem Management” journey often starts with some ITIL training and maybe we even buy consulting assistance. Then, we define a theoretically problem management process description, which supports the management of tickets, but not the solving of problems, and we setup a supporting integrated service management tool which corresponds to the process description, or we just take what the tool vendor claims to be “best practice”. Finally, we deploy the process description by two hours of training of how to progress problem tickets in the tool. Our expectation is, that it will be accompanied by simultaneous, virtually automatic changes in behavior, fewer incidents, faster resolution of problems and high quality root causes analysis. I have tried this approach, and I do not recommend it because it is doomed to fail even when it is repeated.

For simple, well-known issues such as service requests and 80 pct. of the incidents a lean process and the supporting service management tool are important for success. For complicated issues such as most problems, the management process and the supporting tool are less important.

The best place to start, when dealing with complicated problems is to develop competent troubleshooters. The key competence is not deep technical knowledge, even though we also need access to such competences, but the ability to collaborate, to provide relevant quality input, and to follow a common, structured approach to solve the issues safely, quickly, and cheaply.

A framework like ITIL describes, how problems could be managed, and that could become relevant for an organization, but over time as the problem-solving capability matures. Therefore, do not start with the process and tool. Start by developing the skills, solve real problems, and show some value. When that becomes a success, you might start to consider a process to manage the problems and a system to support the problem tickets.