Incident Management

2. Quote 1 or 2 examples where in a user (Senior Management) has violated the ITIL process (E.g.: Incident/Change/Problem management-any scenario) and what are the consequences of it and how did you convince the user not to repeat it? Explain with an example as to what standards or procedures user had violated?
3. Explain a situation/example where in you have breached an SLA for Critical incident and how did you convince the customer regarding the same:
4. Difference between Post Incident Review and Post Implementation Review:
5. What is the role of Incident manager in change management and problem management?
6. What happens in CAB exactly and who all attends the CAB meeting in Change management.
7. Quote few Ideas /improvements you provided to your process as an Incident Manager
8. Please share an example of a time when you had to multi-task and make sound judgments in a fast-paced, high stress environment, while at the same time keep people informed?
9. First, how would you handle communication to the senior level staff waiting for the problem to be solved? Second, if you found out the key person was just not answering the call to join the bridge, how would you handle the communication with the admin’s manager after the incident was resolved?
10. Difference between Incident Co-Ordinator and Incident Manager

Answers are as follows:
1. If we assume that "critical" means incident of high priority the the usual challenges include: shorter resolution times, more focus from customer side, resolution must match what is realy expected..etc.
2. Take, for example, members of the Board of Management (BoM). They are, usually, breaking standard procedures and require separate attention. We can argue whether this is right or wrong, but it's a fact. But, it happen often that their request get lost because they didn't follow the procedure. And that's your chance. Explain them that it would be more efficient that they do it "by-the-book" and that it's not your fault that you follow the established (e.g. Incident Management( process. read the article to get familiar how to talk to the management: https://advisera.com/20000academy/blog/2016/03/01/how-to-translate-itiliso-20000-language-into-business-language-understandable-by-your-management/
3. Well, security issues are always easier to explain (meaning, when you have to do something, e.g. bring the whole system down, because of security risks). When you talk to the customer, use arguments which are their benefit (e.g. avoided financial loss)
4. Post Incident Review will usually take place after major incident. That's your chance to learn something and prevent such future incidents. Post implementation review takes place after e.g. change implementation and you are validating whether new functionality fulfills requirements, whether you fulfilled financial and resource-related requirements...etc.
5. First of all, incidents trigger problems and problems trigger changes. So, people responsible for the processes carry the responsibility for timing, efficiency and costs. Take it vice-versa, changes (as answer on "how to eliminate root-cause?") can cause new incidents. If that happens repeatedly, then the Incident Manager has to escalate with Change Manager regarding efficiency of the Change Management process.
6. Please see the article: https://advisera.com/20000academy/knowledgebase/change-advisory-board-itil-advise-approve/
7. e.g. to allow users to see log of the incidents (lower call volume to your Service Desk while asking for the status), for incidents of priority 1 (telecom industry) - parallel to opening incident user has to make a call. See more about improvement initiatives: https://advisera.com/20000academy/knowledgebase/service-improvement-plan-sake-improvements/
8. Well, I would suggest to insist on tool usage. In such way information-flow reaches destinations and there is a log of all relevant data. Additionally, se defined hierarchy inside the /(ITSM) organization and insist on it.
9. For the first question, see the article: https://advisera.com/20000academy/blog/2016/03/01/how-to-translate-itiliso-20000-language-into-business-language-understandable-by-your-management/ And for the second one try to use as many facts as possible. Particularly if there are tangible consequences (e.g. service outage has financial loss for the company as a consequence).