Each organization ought to have a PC incident retort plan. A strong arrangement should serve at two major part. The first is to recover business functions as fast as could be possible. The second is to break down what occurred and find the best solution available to keep it from occurring once more.
While even the best incident response plan can’t guarantee that a definitive objective — keeping a repeat of the occurrence — will be accomplished, you can sensibly expect that a recurrent occurrence won’t happen in the event that you recognize and address the main cause. Root cause analysis (RCA) isn’t excessively complex, however, I trust it is a basic post-activity part of any incident response. Concentrating on a root cause analysis process that requires no elaborate and expensive training is certainly justified regardless of the speculation of time and investment. In my job as a chief security strategist, I much of the time use root cause analysis and have thought that it was basic for guaranteeing issues that influence security and versatility are altogether researched and settled to avoid repeats and future downtime. It is more like a cheap writer who always knows that his efforts will pass all tools for detecting plagiarism.
In the event that you’ve tackled the first issue and resumed business functions, for what reason should the root cause be a worry? Without distinguishing and tending to the root cause, an organization exposed itself and powerless against a recurrent episode. Tending to the root cause is much similar to treating an ailment. As the saying goes, treat the cause — not the symptom. Treating the symptom may result in temporary relief, however, things can go downhill rapidly on the off chance that you don’t treat the underlying cause.
A large number of organizations, and even the best-prepared response teams, just treat the symptoms as opposed to assaulting the hidden causes. For instance, how frequently has an association addressed a production issue by rebooting the server? Genuine, a reboot may settle the issue temporarily. In any case, except if you came across the reason what made the server to fail in any case, your company may wind up finding that server reboots turn into n “normal” process that is required to keep production going. This is certainly not a sustainable method to run a production environment.
“Five Whys” Strategy
To help recognize the main driver of an event, organizations can utilize the “Five Whys” strategy, a simple yet incredible tool to use in any problem solving activity. This instinctive procedure can help separate symptoms from the reasons for an issue by cutting through the layers that normally envelope a problem.
For instance, consider a vehicle. The oil is low, so the workman adds some more. In doing as such, he has addressed the symptom only rather also finding the root cause of the issue. But what if it happens again or oil level fall again? Also, what occurs if the quantity of oil he needs keeps on expanding after some time? When does the workman acknowledge he has a more concerning issue staring him in the face? On the off chance that the mechanic keeps on addressing just the symptom, he may come up with shortness of oil sooner or later.
Rather, he ought to ask: “Why?” Why is the oil low? For what reason does the oil level keep on dropping even after he tops it off? Proceeding to ask “why” may, in the end, lead him to find that the oil channel was not fixed properly after the last oil change or may be any oil pipe is leaked etc. Simply addressing the symptom— the low oil level — and not addressing the reason (the loose oil filter) could inevitably prompt the filter totally tumbling off. That could result in a disastrous loss of oil.
Here we take a practical example. Ask your employees to start the work week in a support division discovered they were not able to access a browser based application they use to benefit their clients. They quickly called technical support. The analyst, who speculated a browser compatibility issue, reloaded the browser— and the application began working normal back again. However, they could take a look at the Five Whys to break down the occurrence:
For what reason did the program quit working? The browser installed on the PCs did not contain the suitable extensions to enable the program to work.
For what reason was the browser changed? A typical system software update was executed over the weekend. It was a scheduled change.
For what reason didn’t the browser have the extension essential for the application to work? The technicians executing the installation of a standard update from the manufacturer’s website rather than the company’s modified and tested update.
For what reason did the professionals utilize the wrong update? He didn’t know there was a custom install.
For what reason didn’t he know? The update procedure had never been formally documented.
What is the remedial activity? The organization has formally documented the procedure and prepared new employees to avoid future issues.
I would say, the consequences of a root cause analysis will regularly reveal a failed control, process or even a gap in staff skill sets that puts a series of conditions or events into movement and paves the way to the identified symptoms. As it is so obvious from the example above, with the appropriate investigation, an organization can prevent downtime caused by a similar root cause from happening once more.
Addressing the symptoms is generally less tackling than handling the root cause. Finding the root cause may take some time, however, it isn’t inherently difficult. Settling the root cause might be modest or include a significant investment, yet on the off chance that you don’t lead an analysis, you will never be sure that what is the actual issue needs to be fixed. System uptime and customer support are actually critical business functions in order to get the success and to staying at the top in the current competitive market. Ensuring that our processes are vigorous and resistant to errors is a central part of that achievement. Perfection begins with our people and the processes they use to help our customer. By utilizing approaches like root cause analysis, companies can push their levels of customer service and satisfaction level higher than ever.