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"PinkForum13" - 2nd Annual IT Service Management Leadership Forum  schedule

Monday 12th August 2013

  • Organizational Design To Support Service Orientation

    by Jack Probst, Julianne Journitz, Lonnie Shane and Brian Newcomb

    Implementing a solid Service Management program requires more than standing up processes. ITSM requires full consideration of the 4P's. A significant contributor is the People "P". Skill and talent of our teams is key as well as how they are functionally aligned to achieve the Service Management goals. This session will explore both organizational design considerations as well as practical advice from those who have run the gauntlet reshaping their organizations to be service facing and focused.

    At 10:00am to 11:00am, Monday 12th August

  • Release Management – A Senior Management Perspective

    by Dave Howard

    In writing his book, Dave has drawn upon his vast IT Service Management knowledge including experience as Director, Service Management for the Financial Services division of a large car manufacturer. During this presentation he will examine: strategic benefits of an effective Release Management process; roles and responsibilities of Process Owners, and tactical and senior managers; how to address all-important cultural issues and how to determine organizational readiness. Dave will also explain how to envelop effective performance and productivity metrics.

    At 10:00am to 11:00am, Monday 12th August

  • Tools Strategies That Enable ITSM Success

    by Rae Garrett and David Cannon

    ITSM tool suites enable effective processes. This means that every successful ITSM improvement effort begins with the affirmation by all that "An integrated tool set is a strategic asset!" It is not just a necessary evil. Effective integration of the process design work stream with the tool configuration activities enables process and produces results that matter!

    Join Rae and David Cannon, the author of the ITIL Service Operation and Service Strategy publications, as they explore how effectively configured tools automate and enable your ITSM objectives by focusing on these three critical success factors:

    Know what you need from a tool suite
    Configure don't customize
    Use the tool as a platform for continuous learning on the 'Data to Wisdom' continuum

    At 10:00am to 11:00am, Monday 12th August

  • Supplier Management As A Strategic Enabler

    by Jack Probst

    Panelists:
    Phil Day, Chief, NIH IT Service Desk,
    Charles Araujo, Founder, The IT Transformation Institute &
    Brian Newcomb, IT Management Consultant, Pink Elephant

    The dynamics of the business environment have changed dramatically and IT has to deal with constrained markets and intense competition to secure a cost effective win-win contract with a vendor.

    Many traditional IT managers view relationship building as a sales or marketing responsibility. Vendor Management/Supplier Management is not simply negotiating the lowest price possible. Vendor management is constantly working with your vendors to come to agreements that will mutually benefit both companies. Benefits include lower costs, higher quality, better forecasting and less tension between the two entities that result in a win-win relationship.

    At 11:00am to 12:00pm, Monday 12th August

  • Financial Management & Service Based Costing As A Business Strategy Enabler

    by Anil Dissanayake, Dave Howard and Jack Probst

    For decades IT organizations have had the luxury of having captive customers who had very little control over IT costs and had no choice of deciding their IT service providers but being at the mercy of IT who provided services at whatever costs it takes to deliver what the customers demand. Customers now have a choice of many external service providers who could provide IT services at competitive pricing and are lured by external providers who assures cost savings that will contribute to the customer’s bottom line. Understanding service based costing enables IT organizations to provide services at competitive pricing and explore opportunities to improve the efficiency and effectiveness of the services they provide and become a service provider of choice.

    Embracing service based costing is a must for business planning namely for accurate budgeting and proving IT services that are competitive that eventually contributes to the unit cost of production of the customers products and services.

    At 11:15am to 12:15pm, Monday 12th August

  • Senior Leader’s Role In Managing Organizational Change

    by Trevor Woods

    Trevor’s organization is the 2012 IT Excellence Project Of The Year award winner. In just two short years, under Trevor’s leadership the IT Department underwent major organizational changes and began the process of consolidating IT. The existing central IT department was largely irrelevant with an even worse reputation. Still, it was deemed to be the cornerstone through which all other IT units and functions could consolidate and create a strong foundation for business transformation. IT needed to provide the leadership to initiate University-wide, business process re engineering. First, everything in central IT had to change: the culture, the structure and the approach; process and teamwork were required. Join Trevor as he shares the Critical Success Factors which allowed for this mammoth project to be so successful. How did he create an environment where the unthinkable happened? - Over half of the department reorganized itself one, two or three people at a time! Learn how to create a new organization with people, processes and a little bit of technology!

    At 11:15am to 12:15pm, Monday 12th August

  • Using Lean IT To Enable IS Service Management

    by Troy DuMoulin

    Troy is a contributing author to Steve Bell’s newly published, Lean IT Service Management: Understanding and Navigating the Cultural Silos of IT Value Streams.

    As organizations consider the application of best practice concepts they have to balance ITSM concepts against practical business needs. Lean thinking provides this critical balance by ensuring that processes are fit for purpose and not over engineered. In short ITIL provides direction about The Right Things To Do & Lean provides the necessary balance by focusing on Doing The Right Things.

    In this session Troy will explain how to apply Lean concepts are applied to ITSM principles. You’ll walk away with an understanding of what Lean Management is, awareness of its business value and particularly how it can be applied in ITSM to:

    Establish a business case for process improvement
    Improve process flows with a focus on velocity and waste reduction
    Remove bottlenecks
    Drive consistency
    Improve quality

    At 11:15am to 12:15pm, Monday 12th August

  • Establishing Effective Information & Data Governance Strategies

    by Jack Probst

    Panelists:
    David Cannon, ITIL Author & Global Director of the ITSM Practice, BMC Software &
    Colonel Thomas Salo, Colonel, United States Army

    Information is the lifeblood of every business and in a world where all business processes end up creating digital data to be captured, stored, distributed, mined and protected IT’s role as the guardian of this critical resource must be understood and managed. This reality becomes even more critical as organizations adopt sourcing strategies that move major elements of their business processes to cloud or external suppliers.

    In fact, the analyst firm IDC predicts that 20% of current CIOs will lose their jobs in the next 5 years for failure to have effective information governance structures and management practices in place. Come along to the panel discussion to understand the issues and practical approaches organizations are adopting to address this very real and universal challenge.

    At 1:15pm to 2:15pm, Monday 12th August

  • Is Your Organization Ready For Your Service Management Program? How To Assess Readiness & Mitigate Risk

    by Robin Hysick

    We often hear statistics about the vast percentage of process programs that fail to deliver or under deliver on their objectives. In many cases lessons learned will pinpoint one or more pain points that if handled differently could have produced better outcomes. Instead of looking into the rearview mirror at the conclusion of an ITSM program, leaders are getting out in front of program risks and including mitigation measures in their program vision and strategy. This session will identify organizational and program risk factors that leaders should assess when initiating an ITSM program or project and a risk management approach to incorporate mitigation measures into their strategy or program roadmap.

    At 1:15pm to 2:15pm, Monday 12th August

  • The Power Of Problem Management To Deliver Business Outcomes

    by Kiran Kallepalli

    The majority of organizations root their Problem Management process solely in operations – this is a mistake. It also has a very important strategic dimension, and Kiran will explain the approach used in her organization to manage both the reactive and proactive components of this critical IT Service Management process. The latter requires strong IT business integration and a real commitment to Continual Service Improvement, and Kiran shares details about how Cisco’s Problem Management process is strategically planted to directly contribute to business outcomes.

    At 1:15pm to 2:15pm, Monday 12th August

  • Bringing It All Together – Using Agile & Lean To Transform IT

    by Niel Nickolaisen

    The IT group at Western Governors University was under incredible pressure. They were tasked with driving innovation, producing significant improvements in operational performance and building credibility – and do this nearly immediately while handling a complete application refresh and dealing with rapid growth. To produce the desired results, the group took a four-pronged approach: they used Agile to improve project results while relying on Lean IT to improve internal processes. There was rigorous alignment to rationalize the portfolio and align the entire University and the monumental task of providing leadership built on a culture of trust. Was it worth it? Niel will tell you that it sure was. The cultural changes have been immense and the results are promising. Don’t miss this exciting case study focused on two of today’s most talked about topics – Agile and Lean.

    At 2:35pm to 3:25pm, Monday 12th August

  • Defining & Implementing ITSM Governance & Ownership Structures

    by Troy DuMoulin

    A mature view of implementing best practices starts with the understanding that process perfection out of the gate is not the goal. Rather the goal is to create an organizational capability process governance structure that will take ownership of the project deliverables and institutionalize them into day-to-day life and continual service improvement.

    From the book “Change & Effect”
    “Implementation is to install a change and build capacity for the organization to develop by itself. You work to integrate the change into current practice while leaving things open for further change.”

    In this session Troy will share how to successfully establish a process governance structure to support and sustain your ITSM transformation projects.

    At 2:35pm to 3:25pm, Monday 12th August

  • The Biggest Challenges Leaders Face Implementing ITSM & How To Overcome Them

    by Gary Case

    Panelists:
    Julianne Journitz, Director of Client Services, Pomona College,
    Elaine Lauritzen, Managing Director, Production Services, Brigham Young University &
    David Mainville, CEO & Co-Founder, Navvia

    Leading large groups of people through major change can sometimes be a daunting task! But there is a right way versus a wrong way to go about it. Many organizations that undertake projects to improve their ITSM processes are frustrated by a general lack of results or failure to achieve their ambitious goals. Much of that frustration can be directly attributed to a single, pervading factor: Leadership’s inability or unwillingness to understand that contrary to popular belief and practice ITSM projects are not all about documenting processes or buying and configuring an IT Service Management tool!

    While these two elements are important they are only enablers to the real goal of changing people's current state attitudes, behaviors and culture to future state versions of each. To accomplish this task strong, effective and informed Leadership is the key ingredient for success. With close to two decades of ITSM implementation experience under his belt, Gary has worked with numerous senior managers on rolling out major change. He will dig into his consultant’s case book to share his laundry list of the biggest challenges most leaders face, and how to successfully overcome these.

    At 2:35pm to 3:25pm, Monday 12th August

Tuesday 13th August 2013

  • PinkREADY – Demonstration

    by Robin Hysick

    Each PinkFORUM attendee will receive a free one month subscription to PinkREADY – a cultural assessment tool. Why is this important for IT leaders? It is a proven fact that many ITSM initiatives fail because senior IT leaders have not properly assessed their organization’s culture and readiness for change. With this management tool, you are able to assess 22 key areas related to culture, organizational change and people management. Completing the assessment and understanding the results significantly increases the likelihood of successful change. Join Robin as she takes you through the tool, and how to use it.

    Robin is also presenting a thought leadership breakout session about the 22 key areas for understanding culture and organizational change on Monday afternoon at 1:15pm. This session is not a tool demo; rather it is an educational presentation about getting people’s buy-in for implementing major change.

    At 7:15am to 8:15am, Tuesday 13th August

  • Social Media In The ITSM Workplace – A CEO's Perspective

    by David Mainville

    Not too long ago social media meant having a “party line” and going mobile meant getting a longer telephone cord. Things sure have changed! Now there’s Facebook and Twitter, LinkedIn, Google+ and people everywhere are in constant communication. What does that mean in today’s workplace? Being curious by nature, David set out on a journey to become more social media savvy and has gone from being a social media skeptic to a fan. Join David in this session as he shares his lessons learned from a CEO’s perspective about social media in the ITSM workplace. His session will cover: How to leverage social media as both an innovation and productivity tool; How employees can use Social Media within the company to communicate, collaborate and get work done; How to use social media to engage with customers and prospects and how Navvia designed services and augmented its software product to utilize social media for the design of both ITSM and business processes.

    At 7:15am to 8:15am, Tuesday 13th August

  • Enabling Service Management Through The Service Catalog

    by Gary Case

    Panelist:
    Elaine Lauritzen, Managing Director, Production Services, Brigham Young University

    The key word in Service Management is "Service". The Service Catalog is one of the doors for handling demand that comes from the Business, Customers and User Community and therefore needs to be actionable to provide value. The Service Catalog is a key ITIL process as it not only places an important role in Request Fulfillment but can also be an entry point for multiple other processes. Organizations typically struggle defining end-to-end services as everyone in IT believes they offer a service. Come to this session and learn from industry leaders on how they successfully implemented their Service Catalog.

    At 9:45am to 10:45am, Tuesday 13th August

  • How To Implement A Measurement Framework & Dashboard For ITSM

    by Troy DuMoulin

    Panelists:
    Lonnie Shane, Vice President, IT Chief Operating Officer Service Delivery Assurance Honeywell IT Services,
    Phil Day, Chief, NIH IT Service Desk &
    Jennifer Wels, IT Management Consultant, Pink Elephant

    What I Defined Can Be Controlled! What Is Controlled Can Be Measured! What Is Measured Can Be Improved!

    Central to these basic tenants is the ability to define measure that matter which feed into an overall measurement framework and ITSM Dashboard. In this panel session will discuss the key elements of designing and establishing a holistic ITSM Measurement Framework. Discussion topics will focus on linking process measures to business value and how to establish a consistent measurement model across multiple ITSM processes to support Continual Service Improvement.

    At 9:45am to 10:45am, Tuesday 13th August

  • How To Move IT Further Into Business Process

    by Stephen Wrenn

    Business and IT alignment. It is the hot topic on the meeting agenda of today’s IT professional. While it’s a good idea in theory, what does it take to actually make it happen? How do you move IT further up the value-stream into the realm of the business, and especially its processes? Stephen, an industry veteran with more than 25 years’ experience as a senior Business and IT leader, will share with you best practices to further cement the IT and business relationship. You’ll learn to look at IT through the eyes of the business and how to nurture the often times fragmented relationship, and performance goals, between the two. Don’t miss this opportunity to learn how today’s leading organizations are embracing the critical relationship between business and IT.

    At 9:45am to 10:45am, Tuesday 13th August

  • Business Relationship Management: Forging The Business / Technology Partnership

    by Rae Garrett

    One of today's key business challenges is forging a productive business / technology partnership where business priorities are understood and translated into technology strategies. While every CIO understands this knowledge is a critical success factor to true business and IT alignment, many struggle with establishing clear channels of communication supporting business demand. This challenge provides the business case and opportunity for Business Relationship Management (BRM). BRM and the key role of the Business Relationship Manager closes the relationship gap between the business and technology service provider. During this session, Rae will:

    Identity the key responsibilities for BRM
    Describe the working interdependency between BRM and Service Performance
    Explore strategies to initiate a collaborative partnership between service provider and business

    At 11:00am to 12:00pm, Tuesday 13th August

  • A Transformational Journey: Service Based Globalization

    by Dan Kraus

    What happens when you simultaneously undertake globalization and transformation to a service based IS organization? According to Dan the answer is: an exciting and rewarding journey full of remarkable change, unique learning and new thinking. Boehringer Ingelheim is one of the world's 20 leading pharmaceutical companies. Headquartered in Ingelheim, Germany, it operates globally with 145 affiliates and more than 44,000 employees. Dan shares details about their major transformation to a service based, global organization and the distinct opportunities Service Management enables.

    At 1:00pm to 2:00pm, Tuesday 13th August

  • Can't Beat Them So Manage & Guide Them: Integrating BYOD Into IT Strategy

    by George Spalding

    Panelists:
    David Cannon, ITIL Author & Global Director of the ITSM Practice, BMC Software,
    Elaine Lauritzen, Managing Director, Production Services, Brigham Young University &
    Matt Hooper, VP of Strategy & Client Solutions, Acorio

    Last year we talked about Bring Your Own Device (BYOD) and the impact on IT. Only one year later BYOD is the new norm. A recent Forrester report found that at least 250,000,000 global information workers already practice BYOD in some form. So, how do IT leaders proactively get in front and of BYOD and focus on managing it as an IT service? They engineer good sound policies that protect the organization’s information assets and the employee’s interests. What’s in your policy? Join George Spalding as he talks with our esteemed panelists and audience about their top BYOD policy statements and how they have made a difference to their overall IT Strategy.

    At 1:00pm to 2:00pm, Tuesday 13th August

  • What ITSM Leaders Need To Know About Integrating Problem & Availability Management To Improve Service Availability

    by Gary Case

    If you want to improve Availability don't start with implementing Availability Management - start with Problem Management. Problem Management has both reactive and proactive activities that will have a positive impact on service availability. Reducing the number of recurring incidents, preventing Incidents and Problems from happening in the first place all lead to improved service availability; so how can Problem Management not be considered a 100% value added strategic process? It most definitely is! Yet many organization often don't do a good job implementing, or managing, the process. This session will highlight the integration points between Problem Management and Availability Management; decisions that need to be made in the Problem Management process; and key roles.

    At 1:00pm to 2:00pm, Tuesday 13th August

  • Practical Approaches & Recommendations For Defining Your IT Services

    by Jack Probst

    Panelists:
    Julianne Journitz, Director of Client Services, Pomona College,
    Kevin J. Smith, Vice President of Products, FrontRange &
    Phil Day, Chief, NIH IT Service Desk

    There seem to be two consistent paths organizations take at the outset of the ITSM journey. They either focus on improving their overall Operational Excellence or they spend the time initially to understand, document and communicate their services. The approach to practically identifying services is rooted in the ITIL definition of a Service. This session provides a practical context and guiding principles to help you go about defining your organizations services and lessons learned from those who have been down the service definition path already.

    At 2:20pm to 3:20pm, Tuesday 13th August

  • The Evolving Role Of The CIO: Business Leader, Technologist Or Service Broker

    by Anil Dissanayake

    Panelists:
    Lonnie Shane, Vice President, IT Chief Operating Officer Service Delivery Assurance Honeywell IT Services,
    Niel Nickolaisen, CIO, Western Governors University &
    Troy DuMoulin, Vice President, Professional Services, Pink Elephant

    For years the role of the CIO has changed. As IT has gone through the Main Frame era, Distributed era, Web era and now the Cloud era, the role continues to change. What does the role of the CIO today and in the future look like? Will it be more business driven where the CIO has real good understanding of what the business needs and creates solutions to address business problems, or is the CIO going to be the Technology specialist who understands all the new technology that is available and how to use it within their organization or is their role going to be more about knowing the desired business outcomes and is knowledgeable of all the resources required and plays a role in bringing together all the resources to facilitate the business outcomes. Or perhaps the role now is managing performance of external suppliers. All are valid questions. This panel session will call upon the expertise of 2 industry CIO's to provide their perspective of the role of the CIO today and in the future.

    At 2:20pm to 3:20pm, Tuesday 13th August

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