The primary objectives of Problem Management are to prevent Problems and

resulting Incidents from happening, to eliminate recurring Incidents and to

minimize the impact of Incidents that cannot be prevented.
In order to reach the Problem Management process objectives it is important to
consequently analyze all process and technical aspects of Major Incidents and
Incidents with high Customer Business Impact (CBI), as well as to perform
regular Incident analyses to identify trends.





Reactive Problem Management including
Major Incidents MI (INM with confirmed CBI critical)
Incidents with CBI high
Multiple Incidents (reoccurring Incidents)
Customer feedback (if covered in the contract)
PRM based on input from other processes (i.e.: Changes with close code not
successful)
Workarounds (an existing Workaround has to be substituted by a sustainable
solution)

For every INM with CBI critical or high it is mandatory to open a PRM Ticket.
For INM critical and high all actions have to be recorded in the RCA-
document! This will be done in parallel to opening and tracking of the PRM
Ticket by a Lead Problem Manager. The RCA has to be prepared in cooperation
with SOCs, OPM and SDM.

Proactive Problem Management:
Triggers for proactive PRM have to be considered by the CSS GxUs and LBUs
themselves. Every employee has the obligation, based on monthly INM analysis,
to start pro-active PRM.
PROBLEM MANAGEMENT (PRM)
PROBLEM MANAGEMENT PROcEss
TRiGGER fOR PRM TickETs

Version: 2.1 Released
Classification: INTERNAL
Approved at/valid from: 08.04.2014
Approved by: CSS Quality Improvement Luis Pavez
Author: Marek Kastelovic (CSS unit process manager)
Area of validity: Delivery / CSS

Please note:
Previous versions (handouts /flyers) will be obsolete with this document!

GxU has nominated defined PRM process contacts that can be addressed by
dedicated mailboxes:
GCU A&F & DPDHL:
Mailbox: FMB_GCU_AF_GBO_GPQ
Mailbox: FMB PRM Postfach GO DPWN
GCU AMER: Mailbox: DL TSNA GQPT DESC LIM
GCU APAC: Mailbox: FMB TS GDM SGA PbM
GCU MPHS: Mailbox: CSS_QPS@t-systems.com
GCU SHELL: Mailbox: FMB-TS-GDM-SGA-PbM@t-systems.com
GCU TelCo : Mailbox: Telekomit.Leadproblem@telekom.de
GDU DPS: Mailbox: QPSM-PM@t-systems.com
GDU SAP: Mailbox: GDU-SAP-CPRM@t-systems.com





Reference process of TSI PRM
https://tsi-myworkroom.telekom.de/livelink_en/livelink/open/49451394
CSS Work instruction PI (PRM):
https://tsi-myworkroom-de.telekom.de/livelink_de/livelink/open/74771182



Major process KPI 2014:
(Reporting within CSS Quality Cockpit)
Root cause rate in time RCRit critical
Target 2014: min. 75%
Problem solution rate in time critical
Target 2014: min 90%
Root cause rate in time RCRit high
Target 2014: min. 65%
Problem solution rate in time high
Target 2014: min 90%

=====!"==Systems=
GxU cONTAcTs
kPi REPORTiNG
GLOssARy

fURThER dOcUMENTATiON
PRM TickET OPENiNG
PRM PRiORiTizATiON

The tickets are handled in Service Center Cosima (will be followed by SM9 in
July). In the module Problem you can use Open New Problem and start the
relevant template. According to the Procedural Guideline CSS the following
rules apply:

Latest 1 BD after close (critical / high) of the INM, Problem Management
needs to be started. (PRM ticket has to be created and related to INM ticket )
The standard RCA template has to be used in specified cases and the
content needs to be harmonized with the related PRM ticket.




All steps and information regarding the PRM handling process are
documented in the tab Details. After saving you can find them in tab
Activities. In the tab Activities you can find tool related messages as well
as messages about status and changes, i.e. automatic warnings and alerts.
In case of INM (critical/high) additionally the RCA template has to be used.
The Lead Problem Manager is responsible for steering the RCA. The
processing of the RCA (template) is documented and tracked in the Main
Reporting List/Root Cause Overview (MRL/RCO) and Solution Tracking List
(STL)
(GPRM for critical / GQPP for high)
PRM TickET PROcEssiNG
PATTERN ANALysis
PRM TickET PROcEssiNG TiMEs By PRiORiTy

1. Successful handover of all necessary information from LIM to responsible
LPRM (draft of the RCA document).
2. Start Problem Management/RCA for closed INM
3. Validation of final CBI with respective SDM/OPM
4. Steer the Problem Management process with aim to deliver all required
requisites in due dates.
5. Fill the individual RCA sections according the inputs from respective
stakeholders (Production, OPM, SDM)
6. Answer all questions which raised during Problem Management Process
7. Describe the root cause from the management perspective
8. Document all the information into MRL/RCO list
9. Deliver the RCA with root cause to FMB_CSS_ProblemManagement
10. Define the solutions, based on the all technical and procedural findings
11. Define the owner of each measure
12. Define target time for each measure
13.Document the measure into Solution Tracking List
14. Fill all the mandatory fields within the RCA document = 100%
15. Deliver final RCA to FMB_CSS_ProblemManagement
16. Successful Quality Gate will be performed by CSS
17. Send the approved final RCA document to GPRM team for QG2
18. Send the final RCA to the whole Distribution List.
19. Prepare Lessons Learned Document and deliver it to the production lines.

The most important factors to avoid RCA rejection:
Ensure clear root cause and customer business impact description
Ensure the correct classification of CBI and customer impact time
Ensure that RCA document will not miss any of mandatory field
Ensure that the GPRM team will receive the final RCA document in time
Ensure knowledge sharing with other, in future, possibly affected lines


Based on the CSS Ticket Report each GxU/LBU is responsible for
identification of possible INM tickets for PRM/RCA. A validation of correct
values of CBI needs to be done, possibly a steering of setting the values is
needed, if the tickets are not monitored by the Ticket Marshalls (EMEA +
SHELL).
Problem Management and Root Cause Analysis has to be started latest
1 Business Day after INM closure and all information needs to be returned to
the CSS PRM mailbox.
After finalization of the RCA the content and the PRM ticket should be
harmonized and the Line Process Manager takes over as a Quality Gate.
Further, after finalization of the analysis and setup of dedicated measures a
BestGuide (known error database) entry has to be created for technical
solutions. The BestGuide-ID has to be stored into the related PRM ticket.
https://websso.t-systems.com/bestguide/bg/gv_view.php

The PRM ticket can only be closed after all measures are implemented
successfully!

All documentation has to be done in a way, that people not closely involved
into the technical discussion can generally understand the content and status
of the Problem solving

TiMEfRAME fOR ROOT cAUsE ANALysis
hOw TO sUccEssfULLy PROcEEd wiThiN RcA
Process Steps
Prioritization
Problem
Logging
Problem
Investigation &
Diagnosis
Know Error
Logging &
Investigation
Known Error
Resolution
Problem
Review &
Closure
Major Problem
3 BD 7 BD
30 BD (single case) /
60 BD (multiple case)
Warning70% Warning70% Warning70%
high
8 BD 7 BD
40 BD (single case) /
70 BD (multiple case)
Warning70% Warning70% Warning70%
medium
15 BD 10 BD 70 BD
Warning70% Warning70% Warning70%
low
20 BD 10 BD 70 BD
Warning70% Warning70% Warning70%
RcA PROcEssiNG
Based on Management Request for customer or areas with an increase trend
of Incidents Tickets (critical/high/medium) the CSS PRM Team prepare a
pattern analysis to identified major findings according to the documented
Incidents. Normally the CSS PRM Team analyzed all ticket in the last Three
months.
Result will be presented to CSS responsible for affected account or
organization.
QUALiTy GATEs RcA - css
Based on documented root cause Analysis for critical and high Incidents,,
PRM GQD checked the quality of documentation and addressed finding to
CSS PRM House,
Our CSS PRM Team checked the addressed findings and define proposal to
solve the issues and addressed this into the CSS PRM Community.
A weekly Report is established within CSS
TiMEfRAME fOR fiNALizATiON Of ROOT cAUsE
ANALysis
TiMEfRAME fOR sUsTAiNABLE sOLUTiON
CBI Critical Incidents (Major Incidents & eCrids & Early Warning )
Inputs GPRM Morning Call / CSS Daily Ticker
Target time for delivering of RCA document with root cause 3 BDs
Documentation of root cause in tool (SC-Cosima / SM9)
Documentation of correctly described root cause in GPRM Main reporting list
Send the RCA with defined root cause to FMB_CSS_Problemmanagement
Quality gate 1 is done by GPRM based on the inputs in GPRM MRL.
CBI High Incidents
Inputs GPRM Morning Call / CSS Daily Ticker /GPRM INM Daily Journal
Target time for delivering of RCA document with root cause 8 BDs
Documentation of root cause in tool (SC-Cosima / SM9)
Documentation of correctly described root cause in the RCO list
Send the RCA with defined root cause to FMB_CSS_Problemmanagement
Quality gate 1 is done by GPRM based on the inputs in RCO list.


Target times for finalization of the RCA document
Critical: 7 BDs to deliver final RCA document
High: 7 BDs to deliver final RCA document

Define solution measures, measure owners, due date for each measure
Document the measures into the Solution Tracking List
RCA mandatory fields filled on 100%
Send the final RCA to CSS PRM Management
(FMB_CSS_Problemmanagement) Quality Gate for CSS QG
Send the approved RCA (with CSS QG) to GPRM team for QG2



Critical: single solution / multiple solutions = 30BDs/60BDs
High: single solution / multiple solutions = 40BDs/70BDs
Single solution is realization of the single measure on one affected
Configuration Item.
Multiple solutions is a multiple realization of the measure/measures on the
multiple Configuration items.

All defined and agreed measures are handed over and stored into the
Solution Tracking List (STL) and are tracked centrally.
Valid reasons for an adaptation date in STL :
Waiting for change approval
Waiting for supplier contribution
Waiting for customer contribution/ approval