Stay cool … when it gets hot!

1. Stay cool … when it gets hot! Welcome! Please join the audio conference once you get the dial in number from the WebEx System. If you missed it – click the INFO tab on the WebEx GUI. Thank You! Thinking Correctly Under Pressure

2. Introducing Your Hosts Stefan Brahmer Practice Leader Service Excellence EMEA Shane Chagpar Lead Consultant Service Excellence North America

3. Introducing Your Host Quick Bio Based out of Toronto, Canada. Expert Topics Root Cause Analysis Dash boarding and Metrics Project Management “Moments of Controlled ADD” Systems and Computer Design Telecommunications and Infrastructure Contact Information schagpar@kepner-treoge.com Shane Chagpar Lead Consultant Service Excellence North America

4. The changing service operations landscape Service is being recognized as a value added function Uptime of services, applications and systems is key Consistency and quality becomes a competitive advantage Being able to Think Correctly Under Pressure (TCUP) is a necessity, a must – not a want in today‘s environments.

5. Can‘t take the heat? You are not alone.. Trying the same things over and over again expecting different results? It may be time to try another approach.

6. People Focused: Thinking Under Pressure Obvious jobs with a high degree of TUP

7. TCUP taken to the extreme Are any of the “Correct” Next Steps New/Novel? Would a Substitute Leader perform the same next steps? Have potential problems been considered in advance?

8. The IT Services Picture Perhaps my problem is trivial to you, but it‘s critical to me

9. Tips from the Pro’s - The Golden Rules • Everyone* needs to be able to produce standard output • Everyone* needs to have enough knowledge to recognize patterns in fuzzy-inputs • Everyone* is involved in performing preventative actions * Everyone includes managers! Focusing on your front line is a rookie mistake!

10. Service Value Management™ through TCUP • Total Customer Lifetime Value • Customer Satisfaction • First time • Fix Rate • (FTFR) • Cost of • Service • TCUP • Mean Catch Up • Time Per Team • Member Added • Mean Time-To Restore • (MTTR) For More info about SVM including a free health check visit kepner-tregoe.com/servicevalue

11. Driving Forces Tip: Consistent Communication, Decision Making, and good quality are driven by a related set of key forces! You can drive them! What do you think are the variables you can control to assist your Priority 1 and 2 teams?

12. Thinking Correctly Under Pressure Keys

13. Thinking Correctly Under Pressure Keys

14. The Right Skills: Stay in control! Defined: Having the right skills to stay in control, create oversight and avoid jumping to conclusions Neuroscience – Brain Hardware Skills – Brain Software Character – The Ability to cope with Stress

15. The Right Skills: Brain Hardware Two Hardwired Processes Explained Emotional tagging Is where emotional information attaches itself to the thoughts and experiences stored in our memories. This emotional information tells us whether to pay attention to something or not. Pattern recognition Integrates as many as 30 different parts of the brain and means that in a new situation we make assumptions based on prior experiences and judgement (source: Harvard Business Review Feb 2009 )

16. The Right Skills: Brain Software KT Rational Thinking Model v1.2 [Homegrown] Troubleshooting v6.0 Competitive Swimming v1 Communication Skills [Incomplete] < Memory Available> Spyware free since 1958 – Uptime 53 Years.

17. The Right Skills: Universal Brain Bus Individuals knowing what to do, why they are doing it,and how it is to be done ? Data Entry and Collection improved Unnecessary Data Becomes “Invisible” Standard Backplane/Bus Expert – Up to Speed Faster Novice – Learns Faster

18. The Right Skills: Ability to Cope and Act • Different individuals react differently when stress enters the equation • Urgency – Decreases our ability • Defined Procedures - Increases our ability • Personal Stress Resistance – Increases our ability Each of the above items has a multiplying effect on your ability to act

19. Thinking Correctly Under Pressure Keys

20. The Right Infrastructure: Open Road Checkpoints KT – A defined, logical sequence of steps / checkpoints Understand List Concerns Separate/Clarify Concerns Set Priority Logical Process Flow Decide Clarify Objectives Evaluate Alternatives Make Decision Update Channels Time

21. The Right Infrastructure: Capture/Share an infrastructure necessary to capture and share essential information

22. Thinking Correctly Under Pressure Keys

23. The Right Feedback: Loops / Measures having a feedback loop in placeto allow effective review and continuous improvement Feedback Sent Measureable Specific Actionable Timely “Portioned”

24. Thinking Correctly Under Pressure Keys

25. The Right Channels: Getting things Done having the right instruments and channels to communicate progress to stakeholders

26. Question and Answer Panel Discussion Golden Rules Shane ChagparLead Consultantschagpar@kepner-tregoe.com+1.760.540.0080 • Everyone* needs to be able to produce standard output • Everyone* needs to have enough knowledge to recognize patterns in fuzzy-inputs • Everyone* is involved in performing preventative actions Key Drivers The Brain, Pitfalls, and Improvement Pattern Recognition – Pitfall: Jump to Conclusion Improve: Use Checkpoints Emotional Tagging – Pitfall: Old Habits + Bias Improve: Feedback Loops Stefan BrahmerPractice Leadersbrahmer@kepner-tregoe.com+49.170.161.1566 Kepner-Tregoe, Inc.P.O. Box 704Princeton, NJ 08542-0704www.kepner-tregoe.com

28. Useful links This slide will not be shown during Webcast, but is part of the distribution package after the event. It should include a teaser for Whitepapers and a link to register for updates.

29. ROI – some examples from global clients

30. IT Infrastructure Library ITIL (the IT Infrastructure Library) is the most widely accepted approach to IT service management in the world • A comprehensive and consistent set of best practices for IT service management • Promoting a quality approach to achieving business effectiveness and efficiency in the use of information systems • ‘Adopt & Adapt’ ITIL is based on the collective experience of commercial and governmental practitioners worldwide

31. KT Troubleshooting Methodology ASSESS RISKS Identify Adverse Consequences PROBLEM ANALYSIS To avoid jumping to cause IDENTIFY LIKELY CAUSES Consider causes for the Potential Problems SET PRIORITY Consider current impact, future impact and time frame THINK BEYOND THE FIX Extend the Cause Extend the Fix IDENTIFY POTENTIAL PROBLEMS State the Action List Potential Problems IDENTIFY CONCERNS List threats and Opportunities Separate and Clarify TAKE PREVENTIVE ACTION Take Action to Address Likely Causes PLAN NEXT STEPS Determine analysis needed DESCRIBE PROBLEM State the Problem Specify the Problem MAKE DECISION Make the Best Balanced Choice EVALUATE ALTERNATIVES Generate Alternatives Screen through MUSTs Compare against WANTs CONFIRM TRUE CAUSE Verify Assumptions, Observe, or Try a Fix and Monitor POTENTIAL PROBLEM ANALYSIS To avoid reactive action IDENTIFY POSSIBLE CAUSES Use Knowledge and Experience, or… …Distinctions and Changes PLAN CONTINGENT ACTION Prepare Actions to Reduce Likely Effects CLARIFY PURPOSE Develop Objectives Classify into MUSTs and WANTs Weigh the WANTs SITUATION APPRAISAL To sort out priority concerns DECISION ANALYSIS To balance benefits and risks PLAN INVOLVEMENT Determine help needed EVALUATE POSSIBLE CAUSES Test Possible Causes Determine Most Probable Cause SET TRIGGERS Set Triggers for Contingent Actions STATE DECISION What do we need to decide? What are we trying to do? TAKE ACTION

32. So what do these driving forces mean for you?