Vous êtes un responsable informatique confronté à un problème majeur. Quels sont les cadres les plus importants pour vous aider à le résoudre ?

The first step is to accurately define the problem, a foundational aspect of various problem-solving frameworks such as the DMAIC (Define, Measure, Analyze, Improve, Control) process used in Six Sigma, or the PDCA (Plan, Do, Check, Act) cycle. Clearly defining the problem involves understanding its nature, scope, and impact on the organization's operations or objectives. This step requires gathering relevant data, consulting with stakeholders, and analyzing symptoms versus root causes to ensure that the problem is accurately identified and not just its symptoms.

Lean thinking teaches us that a problem is an opportunity for improvement, so the first step should be to identify whether we are facing something to be solved/corrected or something to be taken advantage of (opportunity). This way of thinking helps our mental process, causing less stress and, consequently, arriving at the best solution. The next time you are faced with a "problem", please think about it.

As an IT manager facing a major problem, the most important frameworks to help solve it include: ITIL (Information Technology Infrastructure Library) for IT service management best practices. COBIT (Control Objectives for Information and Related Technologies) for governance and control. Agile and DevOps methodologies for iterative and collaborative problem-solving. NIST Cybersecurity Framework for addressing security-related challenges effectively.

When facing a major problem, as an IT manager, it's crucial to define the issue clearly using tools like 5 Whys or Fishbone Diagram. Frameworks such as ITIL, COBIT, PMBOK, Six Sigma, DevOps, and Agile can then be applied based on the nature of the problem, addressing aspects from service alignment and governance to project management, process improvement, and collaborative development. The choice of framework depends on the specific challenges at hand, often requiring a combination for a comprehensive solution.

Lean thinking encourages us to see a problem as an opportunity for improvement and this way of thinking is very useful, as it helps our mental processes to work creatively, instead of activating our primitive self-preservation mechanisms. If the situation requires action to avoid a negative effect, the best way is to analyze its root cause and evaluate scenarios, seeking the best group solution.

What I find most effective in analyzing the problem and hence finding the root cause is the "5 Whys" approach. We need to get into the root cause to avoid the problem repeating again in the future and the 5 Whys methodology is the best per experience. Get the team to collaborate on answering the Why questions, make sure you have people representing the different teams in the process. Don't forget to avoid pin pointing failures, focus on having a constructive, safe and inclusive conversations that drive the teams to the actual root cause of the problem.

Once the problem is clearly defined, the next critical step in any problem-solving framework is to analyze the problem in depth. This analysis involves breaking down the problem into smaller components to understand the underlying causes and how they interact within the system. Techniques such as root cause analysis, SWOT analysis or the Five Whys can be employed to uncover the deeper issues that are not immediately apparent.

When confronted with a significant problem, thorough analysis is key. As an IT manager, leveraging tools like SWOT Analysis, PESTLE Analysis, or Pareto Chart becomes crucial to gather relevant data and insights. These methods aid in comprehensively assessing the strengths, weaknesses, opportunities, and threats associated with the problem. Additionally, they help evaluate external and internal factors influencing the issue, laying the groundwork for informed decision-making and solution identification.

After thoroughly analyzing the problem, generating solutions becomes the focal point, involving creative and critical thinking to explore all possible options for resolution. This stage encourages brainstorming and the solicitation of ideas from a diverse group of stakeholders, ensuring a wide range of perspectives and potential solutions are considered. It's important to evaluate these solutions based on criteria such as feasibility, cost, impact, and alignment with organizational goals, using decision-making tools like cost-benefit analysis or decision matrices.

When tackling a significant problem, the next crucial step is to generate solutions that effectively address the issue. Leveraging tools like Brainstorming, SCAMPER, or Six Thinking Hats aids in exploring diverse options and alternatives aligned with your objectives and criteria. These methods play a key role in stimulating creativity, modifying existing ideas, and encouraging a comprehensive examination of the problem from various perspectives.

Client is happy when the IT environment is running without any service/system interruption - example: router/switch burned out, however end users experience only small network latency. If long-term goal is to create a redundant IT environment of client, all ressources should be aware and pursue this goal. From my experience even L1 support can identify the problem, which may cause one big major incident. The most challenging here is to develop a out-of-the-box mindset of teams, i.e. which will not only to fix issues one time, but to work out solutions, which will fix repeating incidents permanently.

All tools should serve you, not the other way around. Adapt them as needed. It's often most powerful to use several frameworks together.