Transforming Problem Management

Services financiers


The Global Problem Management team for the Group Technology and Operations (GTO) division of a major German bank—providing IT infrastructure and application support.


Après la mise en place d'une équipe de gestion globale des problèmes en 2010, GTO a voulu normaliser le processus de résolution des problèmes en raison de l'incohérence des approches utilisées par les gestionnaires de problèmes lors des sessions d'analyse des causes profondes (RCA). Il n'existait pas de structure ou de format commun pour la RCA, ce qui créait une certaine confusion quant à la nature du problème et aux objectifs.


Kepner-Tregoe (KT) worked with GTO and the Problem Management team to design and implement a program to transform the efficiency and effectiveness of Problem Management. Using Value Stream Mapping, KT and the Problem Management team identified bottlenecks in the initial investigation and corrective action phase that were consuming valuable time. The program initially focused on increasing the efficiency of the Problem Management process by using a LEAN approach to remove waste, reduce redundancy and add automation to the process. A Problem Analyst support role was created to manage the many support functions previously completed by Problem Managers.

Service requests now pass from one engineer to another with maximum efficiency, and the engineers have a systematic process to crack even the toughest problems. —Customer Support Leader, IT

The final part of the transformation tackled the quality of problem investigations by introducing KT Clear Thinking processes for investigating problems. The structured KT approach provided consistency to GTO and its customers as well as clarity in setting objectives and performing root cause analysis. A key part of improving problem investigations was the creation of a plug-in for ServiceNow which codified the KT processes within the ServiceNow Problem Management support tool.

We have been able to solve customer problems in half the time where we’ve engaged and used the KT process. —Global Program Manager and Six Sigma Black Belt, Hardware/Software Computer Company

My backlog has been reduced over 65%. I can spend more time on other customer issues. — Customer Support Engineer


Le programme de transformation a réduit le nombre d'incidents entrants de 60% la première année, et de 55% l'année suivante. Il a également remporté le prix Pink Elephant ITIL Project of the Year en 2011.

Problem Managers were now aligned to specific business lines, giving them broader understanding of the technology and applications. GTO improved its overall governance of the Problem Management process; focusing on quality, delays and consistency, and the Problem Managers, now trained in Kepner-Tregoe Problem Management, had a foundation for consistent, evidence-based problem analysis.

Tableau de bord

  • 40% reduction in the average time to complete problems
  • 39% improvement in overall productivity of problem managers
  • 55% reduction in the average length of a problem record
  • 59% reduction in total backlog of past-due tasks

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