Introduction
This document outlines the TripStax Incident Management process put in place to resolve incidents within agreed SLA timeframes.
This process covers events that cause disruption to or a reduction in the quality of our services, which requires TripStax to restore services as quickly as possible.
Severity levels for the Incident Management process are defined as follows:
|
Severity Level |
Definition |
|---|---|
|
Critical |
An Error that causes complete or significant loss of essential functionality of the Services. |
|
High |
An Error that causes significant loss of functionality of the Services, but where essential functionality is still available (which may be through a temporary solution or workaround). |
|
Medium |
Any Error other than a Critical or High Severity Level. |
|
Low |
Any Error which is inconvenient but there are clear workarounds or alternatives. |
The Incident Management process only covers Critical and High severity level incidents.
Incident Management Flow
Incident Management Process
|
Step |
Comments |
|
Outage reported |
Outage detected by TripStax 24/7 Team or reported by the customer via the Support Portal. |
|
Severity assessed |
TripStax Support Team assess outage severity and assign severity level. |
|
Investigation in progress |
TripStax Support Team investigates the issue. |
|
Initial Communication |
TripStax Support Team sends initial communication to customers to alert them of the issue. |
|
Follow-up Communication |
TripStax Support Team sends follow-up communication(s) to customers, if/as required. |
|
Resolution Communication |
TripStax Support Team sends communication to customers to advise of resolution. |
|
Incident Report |
If further explanation is required, the TripStax Support Team will send an incident report to customers within 3 days from the resolution of the outage. |
|
Post-Mortem |
If further explanation is required, TripStax Support Team will issue a post-mortem to customers after outage resolution. Timeframe may be dependent on updates from 3rd parties. |