Author: MBA Christián Vargas

Introduction: In the dynamic world of software development, efficient technical problem resolution is essential to maintaining customer satisfaction and smooth operations. In this e-Book, we will explore the INGRID model, a framework designed to guide and optimize the technical problem resolution process in software companies. The model is made up of three key stages: IN (Identify and Normalize), GR (Manage and Resolve) and ID (Inform and Document).

Chapter 1: IN Stage – Identify and Normalize:

In this first chapter, we will address the IN Stage of the INGRID model, supporting its main concept with the approach of Kindlin's law to clearly define a problem before being able to address it. As a metaphorical tool, Kindlin's law resembles a flashlight that illuminates the path to resolution, highlighting the importance of detailed identification and precise normalization to find effective solutions.

1.1 Detailed Problem Identification:

Compilation of the software version – The Lantern of Clarity: Imagine that the software version acts as the initial beacon. The Flashlight of Clarity, in the form of a detailed compilation, focuses on illuminating the specific version of the software. This ray of light reveals crucial details to understand whether the problem is linked to specific updates or software features.

Record of recent changes in the environment – ​​Illuminating the Context: Following the metaphor, recording changes in the environment is like directing the flashlight towards different corners of the stage. Light reveals connections between environmental modifications and the emergence of the problem, providing essential context for a deeper understanding.

Detailed breakdown of the reported bug – Focus on the Essence: The flashlight of clarity now focuses on the detailed breakdown of the error, acting as a focused beam of light. This approach reveals not only the error itself, but also the specific conditions under which it manifests itself and any associated error messages.

Analysis of the flow used and affected screen – Illuminating the Path of the Problem: The flashlight, now in explorer mode, follows the user's workflow and highlights the affected screen. This detailed approach illuminates the path of the problem, making it easier to reproduce the conditions that led to the error.

Identification of the branch that reports the problem – Discovering New Territories: Like a scanning flashlight, it focuses on identifying the branch reporting the problem. This beam of light uncovers new territory, recognizing that conditions may differ between locations and contributing to a solution tailored to specific circumstances.

Capture of general conditions – Expanding the Vision: The Clarity Flashlight now acts as a peripheral light, capturing general conditions. This broad spectrum of light provides a complete view of the environment, including hardware and operating system configuration.

1.2 Error Normalization:

Categorization of the problem according to the knowledge base – Classification with the Organization Flashlight: The flashlight now becomes an organization tool. Categorizing the problem based on the knowledge base is like classifying elements into specific compartments. This organization facilitates the identification of recurring patterns, guiding towards previously successful solutions.

Assignment of service issues for resolution – Browsing by Categories: The flashlight, now in navigation mode, focuses on assigning specific service topics. This process is like browsing categories, allowing for more efficient searching and the application of standardized solutions.

Creation of standardized procedures – The Flashlight as a Guide: The flashlight
becomes a guide in this process, establishing standardized procedures. Like a constant light, it ensures consistency and effectiveness in solving similar problems in the future.

In this chapter, the lantern metaphor, inspired by Kindlin's law, guides us through
of the IN Stage of the INGRID model, focusing on the importance of clearly defining a problem before seeking its solution. Detailed and organized light reveals essential elements, paving the way for effective resolution.

Chapter 2: GR Stage – Manage and Resolve:

In this chapter, we will delve into the second stage of the INGRID model: Manage and Resolve (GR). Following the philosophy of the model and taking inspiration from organizational effectiveness, this chapter highlights how managing and resolving technical issues efficiently is essential to maintaining operational integrity and customer satisfaction.

2.1 Capacity Assessment:

Determination of skills of assigned personnel – The Skills Puzzle:
Imagine assigning a problem like a puzzle where each piece represents a specific skill. In this phase, the focus is on determining whether assigned personnel have the correct pieces to solve the puzzle. The skills assessment acts as the assembly process to ensure the team is equipped to address the problem.

Analysis of inputs from the IN stage for resolution – Coordination of Parts: La
Coordination between the pieces of the puzzle is based on the analysis of the inputs of the IN Stage. This process is akin to lining up the pieces of the puzzle so that they fit together perfectly, using the detailed information gathered in the previous phase to chart a clear path to the solution.

Assessment of the need to escalate the problem – The Scale of Capacity: La
Assessing team capability is like balancing a scale. If the balance tips towards lack of ability to solve the problem, the escalation process is activated. This decision is made considering the current capability of the team compared to the complexity and requirements of the problem.

2.2 Scaling and Assignment:

Process to assign the right person – The Key to Assignment: The marketing process includesseveral phases that are reflected below:
Assignment is compared to finding the correct key to open a door. Each team member has specific skills, and assigning the right person is like selecting the right key to unlock the solution. This process ensures that the problem is addressed with the necessary experience and skills.

Tools and resources for resolution – The Resolution Arsenal: The tools
and resources are compared to an arsenal of resolution tools. Just as a team of specialists uses specific tools for a task, the technical team uses the appropriate tools and resources to address the problem effectively./p>

Establishment of times and priorities – The Efficiency Clock: Time management and prioritization are akin to setting the clock to ensure efficiency. This process involves setting realistic deadlines and priorities so the team can focus on resolving the issue in a timely and effective manner.

In this chapter, the metaphor of organizational effectiveness and the puzzle highlights the
importance of managing and resolving technical problems systematically. Skills assessment, input analysis, and decision making for escalation become key elements in solving the puzzle efficiently, ensuring the team has the tools and resources necessary to overcome any challenge.

Chapter 3: ID Stage – Inform and Document:

In this chapter, we will dive into the third and final stage of the INGRID model: Inform and Document (ID). Inspired by the metaphor of effective communication and building a file, we will explore how properly reporting the problem resolution and documenting the case are critical steps to successfully closing the loop on technical problem resolution.

3.1 Effective Communication:

Clear and concise information about the resolution – The Clear Narrative: Imagine solving the problem as constructing a narrative. Clear and concise information is similar to writing a coherent story. Communicating the resolution effectively involves providing a clear narrative that highlights the steps taken, the solutions implemented, and any information relevant to understanding the solution.

Communication with the client and other parties involved – The Bridge of Connection: Communication is not only internal; It is also vital to build a bridge of connection with the client and other parties involved. This bridge facilitates the transmission of information in a bidirectional manner, ensuring that everyone is informed about the status of the resolution and possibly providing valuable feedback.

Updating records and systems – The History Archive: Every communication and
Updating is compared to building a historical archive. Recording the details of the resolution in a file ensures that the complete history of the problem and its solution is documented and accessible for future reference.

3.2 Documentation to Expedite Future Resolutions:

Detailed record of the case – The Trip Log: Detailed case documentation is like keeping a travel log. Every step, decision and solution is meticulously recorded. This log serves as a historical record that can be referenced in the future to gain valuable information about how the problem was addressed and resolved.

Creation of documents for the knowledge base – Building the Manual
Reference: The knowledge base is compared to the construction of a reference manual. Creating detailed documents based on the problem resolution contributes to a solid knowledge base. This manual becomes an essential tool for future teams that may face similar problems.

Use of documentation in future resolution processes – The Spinning Wheel: La
documentation is not static; It is like a spinning wheel that drives future resolution processes. Recorded and documented information becomes a valuable source to learn and improve. Each resolution becomes a pillar that drives efficiency in future problems.

Clearly communicating the resolution, maintaining detailed historical files, and building a solid knowledge base are essential to effectively closing the technical issue resolution loop and ensuring an agile approach to future challenges.