Process improvement for problem management: A case study of Basware
Wennerström, Markus (2014)
Wennerström, Markus
HAAGA-HELIA ammattikorkeakoulu
2014
All rights reserved
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2014052910868
https://urn.fi/URN:NBN:fi:amk-2014052910868
Tiivistelmä
This master’s thesis researches an internal improvement project regarding the problem management process at Basware as a case study. Problem management had been previously implemented at Basware but improvements were needed due to identified knowledge gaps in the current process. The main objectives were to find out how problem management was currently done, how the related incident management and its resolution times can be reduced and how can the effectiveness, i.e. ability to reduce the number of recurring incidents, of problem management be measured.
Process development is usually more effective if it is based on an existing framework. Basware’s problem management was highly relying on ITIL’s version of the process so that was used as the basis for the process improvements. Utilization of the known error database, customer communication templates and cleared roles and responsibilities were amongst the improvements made.
In order to evaluate the success of the implemented improvements, a set of metrics to measure the success is needed. During this project, key performance indicators, also known as KPIs were defined to enable this. Additionally, operational level agreements as a prerequisite to meet promises made to customers in service level agreements were discussed and several new metrics identified in the process.
Process development is usually more effective if it is based on an existing framework. Basware’s problem management was highly relying on ITIL’s version of the process so that was used as the basis for the process improvements. Utilization of the known error database, customer communication templates and cleared roles and responsibilities were amongst the improvements made.
In order to evaluate the success of the implemented improvements, a set of metrics to measure the success is needed. During this project, key performance indicators, also known as KPIs were defined to enable this. Additionally, operational level agreements as a prerequisite to meet promises made to customers in service level agreements were discussed and several new metrics identified in the process.