YOU WERE LOOKING FOR: Foundations Of Incident Management Course Test Answers
The incident can be localized, regional, or national. The procedures of the ICS demand a pre-establishment of sanctioned participating entities. Read below for sample questions and FEMA test answers. Originally, ICS addressed the response protocol...
It prevents redundancy of efforts and a clear authority hierarchy in an emergency situation. Such events include concerts, parades, fairs, political appearances, and others. It is a critical course for those in emergency planning and response on the...
Let us learn about escalation in the next section. Incident Management - Escalation When does an escalation of incident happen? Incident routing is called horizontal or functional escalation and primarily takes place due to lack of knowledge or expertise. As soon as it becomes clear that the Service Desk is unable to resolve the incident itself, the Incident must be immediately escalated for further support.
If the organization has a second-level support group and the Service Desk believes that the Incident can be resolved by that group, it should refer the Incident to them. If the second-level support group cannot resolve the Incident, it must be escalated to the third-level support group. This could be internal or an external third party. The rules for escalation and handling of Incident must be agreed in OLAs and UCs with internal and external groups respectively. The two types of escalation are discussed below: Vertical or hierarchical escalation: Vertical or hierarchical escalation can take place at any moment during the Incident Lifecycle.
It usually occurs when major Incidents are reported or when it becomes apparent that an Incident will not be resolved in time, which results in breached SLAs. This allows the relevant authority to take corrective action. The Service Desk owes the Incident throughout its lifecycle, regardless of where it has been escalated! The Service Desk is responsible for tracking progress, keeping users informed and ultimately for Incident closure.
This can be to a second-line support group. If the incident requires deeper technical knowledge, it can be escalated to a third-line group. This could be an internal department or a third party such as a software supplier or hardware manufacturer. The following picture shows the flow of hierarchical escalation and functional escalation. In this section we have learned two types of escalations, moving on let us learn about resolution and recovery process of incidents.
This is the step where an incident can be resolved or a resolution can be identified. When a potential resolution has been identified, it should be applied and tested. The specific actions to be undertaken and the people who will be involved in taking the recovery actions may vary, depending on the nature of the fault. Even when a resolution has been found, sufficient testing must be performed to ensure that the recovery action is completed and that the service has been fully restored. The resolving group should pass the Incident back to the Service Desk for closure action. Incident Management - Closure Let us look at the steps involved in closure. The Service Desk should check that the Incident is fully resolved and that the users are satisfied and willing to agree that the Incident can be closed.
The Service Desk should also check the following: Closure categorization: Check and confirm that the initial Incident categorization was correct or, where the categorization subsequently turned out to be incorrect, update the record so that a correct closure categorization is recorded for the Incident-seeking advice or guidance from the resolving group s as necessary. User satisfaction survey: Carry out a user satisfaction call-back or e-mail survey for the agreed percentage of Incidents. Incident Documentation: Chase any outstanding details ensure that the incident record is fully documented so that a full historical record at a sufficient level of details is complete. Ongoing or recurring Problem: Determine in conjunction with resolution groups whether it is likely that the Incident could recur and decide whether any preventive action is necessary to avoid this. In conjunction with problem management, raise a problem record in all such cases so that preventive action is initiated.
Formal closure: Formally close the Incident Record. Even with a mature Incident process well managed, there will be occasions when Incidents recur even though they have been formally closed. Because of such cases, it is wise to have predefined rules about if and when an Incident can be reopened. We have looked at all phases of incident management so far. However, you might question what happens when there is a recurrence of incidents? The answer to this question is available in the next section. Rules for reopening incidents What happens when the incidents are recurring? Despite all adequate care, there will be occasions when incidents recur even though they have been formally closed. The choice made must consider its effect on data collection, so the reoccurrence and associated work is clearly recorded and accurately reported. Because of such cases, it is wise to have predefined rules about if and when an incident can be reopened.
Like event management, incidents also have their own trigger points. Let us look at the details. Incident Management - Triggers Incidents can be triggered in many ways. The most common route is when a user rings the Service Desk or completes a web-based incident-logging screen, but increasingly incidents are raised automatically via Event Management tools. Technical staff may notice potential failures and raise an incident or ask the service desk to do so that the fault can be addressed. Some incidents may also arise at the initiation of suppliers — who may send some form of notification of a potential or actual difficulty that needs attention.
In the next section, we will learn about the inputs and outputs of incident management. Inputs and Outputs of Incident Management As we all know every process has its own set of inputs as well as outputs. Here we will go through the different inputs and the outputs of the process. Let us start with the inputs of incident management. In the next section, we will be learning the interfaces of incident management. Incident Management - Interfaces Let us start to understand interfaces of incident management with other management such as: Problem Management Incident management forms part of the overall process of dealing with Problem. Incidents are often caused by underlying Problems, which must be solved to prevent the Incident from recurring.
Incident Management provides a point where these are reported. Configuration Management Configuration management provides the data used to identify and progress Incidents. The CMS contains information about which categories of Incident should be assigned to which support group. In turn, incident management can maintain the status of faulty Cls. It can also assist configuration management to audit the infrastructure when working to resolve an Incident. Change Management Whenever there is a change required to implement a workaround or resolution, this will need to be logged as an RFC and progressed through change management. In turn, incident management is able to detect and resolve Incidents that arise from failed changes. Availability Management Availability Management will use incident management data to determine the availability of IT services and look at improvements.
Service Level Management There is a specific relationship between service level management and incident management. The ability to resolve Incidents in a specified time is a key part of delivering an agreed level of service. Incident Management enables SLM to define measurable responses to service disruptions. Incident Management - Metrics and Information Management Based on the goals of the target audience operation, tactical, or strategic the service owners need to define what they should measure in a perfect world. To do this they must: Map the activities of the process that need to be measured.
Consider what measurements would indicate that each service and Service management activity is being performed consistently and can determine the health of the process. Identify the measurements that can be provided based on existing toolsets, organizational culture, and process maturity. Note: There may be a gap in what can be measured vs. A major mistake many organizations make is trying to do too much in the beginning. Be smart about what you choose to measure.
Incident Management - Information Management IT must now be able to measure and report against an end-to-end service. This information will be important in feeding CSI enabling it to answer any business questions. Therefore for information management one should ensure to maintain: Incident Management Tools which includes resolution actions and history Incident Record Data, which includes incident classification, details of any action taken, incident category, impact, urgency, priority Relationship with other incidents, problems, changes or known errors.
So far we have studied about metrics and information management, let us proceed to see what the challenges of incident management are? Incident Management - Challenges There can be multiple challenges while implementing incident management such as: The ability to detect Incidents as early as possible will require education of the users reporting Incidents and the configuration of Event Management tools which can be considered as a huge challenge for the organization. Convincing all staff technical teams as well as users that all incidents must be logged, and encouraging the use of self-help web-based capabilities itself is a major challenge faced by incident management Availability of information about problems and known errors will enable the incident management staff to learn from previous Incidents and also to track the status of resolutions.
Alignment with the SLM process will assist Incident Management correctly to assess the impact and priority of Incidents and assists in defining and executing escalation procedures. Each organization should identify appropriate CSFs based on its objectives for the process. These KPIs should not be adopted without careful consideration. Each organization should develop KPIs that are appropriate for its level of maturity, its CSFs and its particular circumstances. Achievement against KPIs should be monitored and used to identify opportunities for improvement, which should be logged in the continual service improvement CSI register for evaluation and possible implementation.
Mean elapsed time to achieve incident resolution or circumvention, broken down by impact code Breakdown of incidents at each stage e. Incident Management - Risks There can be a number of risks, which can be associated with incident management. These risks are given below: Being overambitious can be a risk. Be realistic with timelines and expectations. Not discussing improvement opportunities with the business can be a risk as the business has to be involved in improvement decisions that will impact them.
There should be a balanced focus on both services as a whole and incident management. Improvement projects should be prioritized. Not prioritizing improvement projects itself, can be a risk. Lack of making strategic, tactical or operational decisions based on knowledge gained — reports are actually used; people see that the reports are being used. Summary Under Incident Management, we have learned about the incident management purpose, objective, scope, key concepts, categorization, prioritization, escalations, resolution and recovery, closure, challenges, risks, metrics and information management. In the next lesson, we will be covering topics on Request Fulfillment.
This course presents emergency management as an integrated system with resources and capabilities networked together to address all hazards. At the conclusion of this course, you should be able to: Describe the principles and authorities that are the foundation of emergency management. Explain how the different partners contribute to emergency management in your community. Explain how the core capabilities support the mission areas to ensure preparedness. Describe the roles of each partner in emergency management. Explain the steps and resources necessary for developing a comprehensive emergency operations plan. Explain how to plan, manage, and coordinate resources for an efficient and effective response. Explain the functions of emergency management in emergency and day-to-day situations.
Lesson Overview The remainder of this lesson presents an overview of an integrated emergency management system, and where you fit within the system. At the completion of this lesson, you should be able to: Identify the intent of emergency management. Describe the emergency management principles. Describe the history of emergency management. Describe evolving national preparedness doctrine. What Is Emergency Management? Emergency management simply creates a framework to help communities reduce vulnerabilities to threats and hazards and cope with disasters.
Emergency management is an essential role of government. The overall goals of emergency management at all levels are: First, to reduce the loss of life; Then, to minimize property loss and damage to the environment; And finally, to protect the jurisdiction from all threats and hazards. We tend to think of emergency management as a relatively new concept. However, the idea of assessing risks and organizing to deal with those risks has been around, in one fashion or another, since humans began forming civilizations.
Our current vision of emergency management has not always been the same as it is today. Rather, it has evolved to reflect our national values and the threats we face. Today we seek to create a secure and resilient Nation. We have learned that doing so requires that we work together to build and sustain capabilities across the whole community to prevent, protect against, mitigate, respond to, and recover from the threats and hazards that pose the greatest risk. There are numerous definitions of emergency management. The reasons for the emergency management function are timeless and enduring, and include the following: Threats and hazards exist—always have and always will. Experience and empirical observation indicate that disaster events have a significant impact on humans and the environment.
Success in dealing with disasters depends primarily on how well prepared, organized, and coordinated we are. Experience has shown that emergency management principles and practices actually work to achieve successful outcomes. Integrated Management System Integrated emergency management is a key concept adopted by emergency managers in the early s. Integrated emergency management is more than a methodology; it is a culture to achieve unity of effort—a way of thinking about emergency management as a joint enterprise. It is intended to create an organizational culture that is critical to achieving unity of effort between government, members of the community, nongovernmental organizations, and the private sector. Emergency management must be integrated into daily decisions, not just during times of disasters. Integrated emergency management increases emergency management capability by establishing: Prior networks, linkages, and partnerships.
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