This question relates to the extract in Annexure A below from the article by Dryden (2019): Effective Implementation of ITIL/ISO 20000 Problem Management. University of Oregon. Eugene DISCUSS challenges of implementing Problem Management that are presented in the extract (Maximum one page) (10 marks) ANNEXURE A Extract from Dryden, S. (2019). Effective Implementation of ITIL/ISO 20000 Problem Management. University of Oregon. Eugene. Challenges of Implementing Problem Management After observing Problem Management execution at a major IT service vendor, Jntti and Kinnunen (2006) identified specific challenges, including dealing with duplicate incidents, mapping ITIL concepts and existing business concepts, a lack of performance metrics, unnecessary datafields [sic] in problemrecords, and availability problems ofthe online supportsite (p. 41).Additional challenges when executing Problem Management may include difficulty mapping ITIL concepts to existing business concepts and managing duplicate incidents and problem records (Jntti & Kinnunen, 2006). Relating similar incident records to problem records can be much more difficult in practice than expected due to a need for ITSM tooling improvements to enable users to more effectively link incidents to problem records (Jntti & Cater-Steel, 2017). Not having a designated Problem Manager may result in a lack of prioritization and accountability of the Problem Management process (Jntti & Cater-Steel, 2017). Additional challenges when executing Problem Management as an organization include the establishment of a successful Incident Management process (Cabinet Office, 2011), having staff skilled at root cause analysis (Cabinet Office, 2011), and having well defined operational level agreements to ensure problems are resolved in a timely manner (Cabinet Office, 2011; Jntti & Kinnunen, 2006). Standardizations and frameworks such as ITIL and ISO 20000 that are used to enforce best practices do not always take into account real world scenarios, and as a result implementing these frameworks can be challenging (Mller & Lichtenberg, 2018). Organizations that value autonomy when managing their IT services may have trouble implementing the ITIL framework unless they secure organizational buyin by highlighting an improved service quality vision versus focusing on specific ITIL processes (Jntti & Cater-Steel, 2017; Mller & Lichtenberg, 2018). In addition to organizational challenges, individuals may resist the implementation of Problem Management as some may perceive their jobs as being threatened as part of problem reduction, enjoy the thrill of being heroes, or may not want the root causes of problems to be revealed (Hall, 2014). Leaders can help with the adoption of Problem Management by linking process improvements to existing corporate goals (Mller & Lichtenberg, 2018).