Incident Management

The purpose of the incident management process is to defy the unexpected conflicts or issues as fast as possible, i.e. achieve restoration of the normal operation of the service in the shortest period of time and minimize the negative impact on business of organizations.

Incident is any event that affects the normal course of business process, which requires an appropriate response: failures, requests for consultations, etc. Disaster Management in its turn is a branch of more complex approach and larger scale.

Incident managing process is basically a set of operations aimed at the rapid elimination of the incident:

• Detection and Registration
• Classification and initial support
• Finding  solutions
• Application of the solutions
• Closing the case
• Monitoring, information and reporting, process improvement

In addition, this kind of management provides examples that can be seen in the awareness of staff. This is a demonstration of what can happen and what to do. Of course, in one form or another work with the incident is in any enterprise. An important difference in dealing with incidents in the usual mode and a full incident-management is the lack of a transparent process logic and systematic approach.

Special honors work to incidents of domestic enterprises is that the work incidents often turns into a struggle with an unknown enemy. After eliminating the effects of the incident itself, we often do not work hard to identify and eliminate its cause. In addition, most incidents are not serving us a lesson for the future. We immediately calms down and live in hope that this particular incident did not happen. Often, incident management covers one aspect of management (quality, IT, health and safety). The real effect can be achieved in the implementation of management globally across the enterprise.

The entire personnel of the company must be involved in the process of determining the incident. At the same time, much to demand from the staff is not necessary. The only thing that is important to know the staff – it was considered an incident. And there should be at least one top specialist having one of Doctorate Degrees in Safety to coordinate required actions. Time for incident detection in many cases is very critical. In order to staff the company to timely detect incidents, it is important to clarify what is an incident, and what is not.

For it is necessary to demonstrate real-life situations that have occurred in the company. If the incident requires to build a distributed management structure chosen (somewhat responsible for the direction), in this case there must be clearly defined categories of incidents. These categories should be known and understood by all personnel. In the presence of a central registration and investigation of incidents, these categories are also necessary to define, but to know and understand the essence of each category will need to know only one incident to the manager.

Incident management and risk management are complementary and in many cases can not exist without each other. The current roster of incidents will adequately assess the risks taking into account the problems that have already occurred at the company.