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Incident & Problem Management

Incident & Problem Management
When do you know an "incident" has become a "crisis"?

Top Answer: We used various relatively objective criteria. Any one over the threshold made it a “crisis” or top level of priority Set based on the size of your business or key applications - number of people impacted that cannot complete any business functions - number of sites impacted - amount of revenue per hour - SAP (lower number of people than first metric) - email flow over x minutes/ hours The key is trying to identify objective criteria that the business agrees to as part of your service level discussions. More rapid escalation usually means higher contract costs with your vendors

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For IT service owners: what is the expected turnaround for a response to the root cause of a major incident? What about for a permanent solution?

Top Answer: For completing the RCA and identification of a corrective/preventive action, typically a month should be sufficient. For implementation of corrective/preventive actions, it will depend on what the solution is and other constraints. But for it to be valuable, it should be under 6 months. 

For those outside the US, how have supply chain issues impacted your organization?

Top Answer: For us it drives up costs. It costs me more to get my Mac because I got it from the US. The import duties were more than half the cost of the MacBook itself. Sometimes that discourages those of us who need materials that are not readily available in Nigeria. When you look at the import duties that the government backed, they’re crazy. You buy a product for $10, and you're paying $50 for import duties. It makes no sense. Some organizations might end up going for products that are not up to standard. Especially when it comes to building, if the materials are substandard, one is playing with fire. We recently had a 21-storey building collapse that took the lives of 42 people, including the developer. We do not know what caused it but part of the problem with construction here is some of the materials you need cost a lot to import. So we rely on our supply chain. And sometimes the suppliers will tell you that they are importing something from the US, China or India, but in reality, it’s been manufactured locally with substandard materials.

Who is responsible for managing fraud on P2P payment services like Venmo, Cash App, or Zelle?

Top Answer: The p2p payment provider should be handling the most of it as they’ve got the greatest insight into the users, enabling them to fight fraud. Banks should really only be involved when it comes to normal KYC/AML/Red Flags stuff. I’d hesitate to encourage Law Enforcement or Government agencies to hold significant responsibility for this as this can easily result in gross oversteps in that power (as well as the mess of cross border usage). They, ideally, should only be involved in investigating reported crimes and enforcement of regulations and related fines.