A Jñāna Optimized Unified Delivery Model utilizes the Crisis Management System to ensure that when a crisis strikes anytime, anyplace, disrupting the organization and impacting its brand, the teams are ready to respond. As situations arise as a result of an unpredictable event or a result of an unforeseeable consequence of some event, the teams should be prepared to respond with the appropriate level of urgency to remediate the negative event.

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The Objective of The Process:

Develop a plan to deal with a crisis before, during, and after a client-impacting event. Ensure teams are appropriately trained, staffed, and ready to respond with a sense of urgency. Have a management system in place that links to risk management to not only assess and mitigate potential threats but have a robust plan to manage which the threats materialize.

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Sample List of Benefits:

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• Improved responsiveness to critical situations
• Improved resolution times
• Improved collaboration between teams, management, business units, and client

Sample List of Observations:

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• Clients are bypassing the defined prioritization of Incidents and escalating lower priority incidents to higher priority.
• Business Impact Analysis not fully done resulting in Impact/Urgency matrix not being defined.
• Monitoring and Alerting process not identifying failing critical CIs
• Response to major incidents is not timely. Difficulty mobilizing teams
• Resolution times for major incidents are too long
• Lack of ownership and coordination on MI calls
• Technical and Management bridges not implemented
• Executive alerts not being sent at the beginning of an MI
• Follow up alerts not sent or sent consistently
• Ticket documentation is lacking in terms of detailing the issue and resolution steps being taken
• Business Units not being updated accordingly
• VRU Status cut-in messages and Dashboards not being updated notifying people about the MI
• Cross department teams not working together on MI calls
• Outage reviews not being conducted at the completion of an MI call
• Hand-off to Problem Management team not consistent
• A high amount of repeat/chronic issues
• Lack of recovery procedures

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Sample List of Recommendations:

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• Define the role of an Enterprise and Department level major incident manager.
• Ensure all critical CIs are monitored and event management notifications and procedures are defined.
• Ensure that each team has a major incident coordinator who can mobilize the team to join the enterprise's major incident calls.
• Ensure all teams are working collaboratively on MI calls to identify and remediate the issues.

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Assessment Questions:

• Can you define the issue(s) that are creating the critical situations?
• Can you identify the key stakeholders connected to the critical situations?
• How do you validate the issue(s)?
• Can you list some of the presumptive causes of what could be causing the issue(s)?
• Can you list some of the root causes or contributing factors?
• Do you have, and can you share a sample communication plan that is in place to keep all apprised of progress and developments?
• Do you develop an Executive Dashboard to provide progress updates?
• Do you ensure a project plan is in place to manage the more complex issue(s)/critical situation?
• Do you ensure cadence is in place to manage the issue to closure?
• Do you conduct a Health Check against best practices to determine how the critical situation developed and how to avoid it?

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