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Program

This year includes 5 outstanding keynotes, 1 plenary and 7 breakout  presentations in 6 different streams.

 

Greg Farr, CIO Australian Department of Defence,

Winner MIS Financial Review Public Sector CIO of the Year 2007

Greg Farr has occupied the position of CIO of the Australian Department of Defence since November 2007. As the capability owner of the Australian Defence Information Environment (DIE), he has responsibility for the architectures, integrity and evolution of all ICT systems within Defence.

Previously Greg occupied the position of Second Commissioner of Taxation (Chief Operating Officer) for the Australian Taxation Office, which included responsibility for all aspects of ICT environment. In addition, since 2004, he was responsible for driving a transformational change program for the ATO that encompassed enterprise-wide CRM, business process systems, new case management systems and replacing back-end processing systems. Costed at $700 million, the project has fundamentally redefined how the federal government uses technology to engage with the public as it attempts to move away from paper-intensive processes and forms.

Greg is credited by with an uncanny ability to cut through complexity and go to the very heart of a matter. The ATO's IT division has delivered excellence despite having had to handle government changes mid project, and the program is on track for completion in 2008.

While he is relishing the challenge in his new role at the Department of Defence, Greg's prime motivator is still the desire to make a difference. He hopes to build a closer relationship between the Defence and the ATO IT departments to make the most of both organisations' knowhow.

 

Peter Hind, Principal, Launch Pad Marketing Pty Ltd

Peter Hind is an independent analyst with 25 years' industry experience among major IT users, international IT suppliers, local distributors, IT industry bodies and research organisations. A respected researcher and commentator on the IT industry around Asia Pacific, Peter has acquired the skill to cut through the hype that bedevils the IT industry and position technology in a business context.

Peter’s work brings him in to regular contact with IT executives across Asia Pacific, and he draws on this dialogue in his monthly ‘At the Coalface’ columns in CIO magazine in both Asia and Australia.

For more than ten years Peter ran a series of regular bi-monthly management forums for IT executives on behalf of the research company, IDC. He drew on this work in ‘The IT Managers Survival Guide’, a book he co-authored with Rob Aalders in 2002. Peter is also a skilled researcher who has designed, coordinated and interpreted regular surveys of IT executives across Asia Pacific for clients like the Australian Computer Society, CA, CSC, Fairfax Business Media, IDC, Ideas International and Micro Focus.

Peter is a popular and entertaining speaker and trainer at user and vendor IT conferences, seminars and workshops across Asia Pacific. He consistently scores top ratings at these events because of his skills as a public speaker. He has been an active Toastmaster for over 20 years and he places an emphasis in his presentations on being both entertaining and provocative. 

 

Dave Cannon, Co-author (with David Wheeldon) of the ITIL v3 Service Operation Book

Dave Cannon is internationally recognised as a leader in IT Service Management. He has more than 15 years' experience in IT Service Management and is a Fellow of the Institute of Service Management –  the highest level of professional achievement in this field. 

Dave has provided training and consulting services to virtually every industry sector and at every level of management.  He was also a key figure in establishing the IT Service Management industry in South Africa and the USA, both by establishing successful businesses and through his involvement in the itSMF. He was the founder of the itSMF South Africa, and a founder and director of the itSMF International. He is currently President of the itSMF USA Board. 

David has also participated in the ongoing development of the IT Infrastructure Library (ITIL) and the Microsoft Operations Framework (MOF). Most recently he has co-authored the Service Operation book for ITIL v3. His current role is ITSM Practice Principal within Hewlett-Packard, where he is responsible for establishing, building and supporting IT Service Management practices in Asia, the USA and Latin America.

 

David Wheeldon Co-author (with Dave Cannon) of the ITIL v3 Service Operation book.

David is one of the world’s leading authorities on IT Service Management. He worked for the UK Government and was author of many of the original ITIL books. He was founder Secretary of the itSMF and Chairman of itSMF International, and is now Honorary Vice-President. He is the ISEB’s Chief Service Management Examiner.

David has had extensive experience over more than 25 years of planning and implementing IT Service Management for a wide range of organisations in all market sectors. He is possibly the world’s most experienced ITIL trainer, and has lectured extensively on this subject in more than 50 countries.

He is the joint architect of HP’s global ITSM Assessment Service and the Customer-One service, and has delivered more than 30 such assessments worldwide. David is joint author of the new ITIL v3 Service Operation Book, and is a member of the APM Group senior examiners panel.

 

Plenary – Mark Toomey, Managing Director, Infonomics Pty Ltd

Mark Toomey has represented the Australian Institute of Company Directors in developing Australian IT Governance Standards since 2003, and made a major contribution to the development of AS8015. 

In 2006, he became active in international standards, participating in two studies that are setting direction for further development of ISO standards relating to IT Governance. As part of this work, Mark played a key role in the international adoption of AS8015 as ISO38000, which was published recently.

Through his company, Infonomics Pty. Ltd., Mark specialises in corporate governance of information and communication technology. His focus is helping organisations to ensure that their current and future use of IT is effective, efficient and acceptable by explaining, developing and improving top level systems of control of information technology and business change.

Mark is well experienced in helping IT Leaders to build executive and board understanding of, support for and engagement with systems of governance for IT. He also helps directors and senior officers to understand their roles in respect to IT, and is particularly adept at bridging the gap between those who have little detailed understanding of IT and those who know a great deal. Mark is an experienced presenter and is a regular guest speaker at conferences, seminars and tertiary institutions on the topic of IT Governance in Australia.

 

Breakout Streams

Every breakout session will be further categorised as:

 A) Advanced B) Intermediate or C) Suitable for all levels.

Each stream will have 7 presentations included and participants can move between streams as preferred.

Stream A - Charting your course

Aimed at the CIO, and those moving toward CIO, this stream will discuss determining what your organisation needs, what costs you can justify, and how to translate that information into a plan of action.

  • IT strategy
  • IT governance
  • Risk management
  • Audit preparations
  • Service level management
  • SOA
  • ISO/IEC 20000
  • Service portfolio management
  • Demand management
  • Financial management
  • Understanding customer needs
  • Gaining CEO support
  • Attracting and retaining quality IT staff
  • IT - Cost centre to profit driver

Overview

How does IT get their voice heard in the boardroom, and how can they demonstrate their contribution to the bottom line over the next 3 years?

Does your CEO really understand the short term and long term value IT can deliver? Even if they do, are they aware of your major milestones and what to expect?

What is good governance, how do we know we have it, and how is that communicated effectively to all stakeholders?

Having worked out all the roles and responsibilities, where and how do we find the right people to fill or stay in those roles?

What are the upcoming trends in the ICT labour market, and how can you be ready for them?

In-sourcing, outsourcing or co-sourcing - what’s going to work in your environment?

How is the government sector changing? What impacts will a new government have on the provision of ICT services?

Stream B – Finding the Right Gear

A good road map is a great start, but critical decisions made early in a project lifecycle will always impact heavily on the success of a project or team.

  • Availability management
  • Capacity management
  • ITSCM - IT service continuity management
  • Vendor selection and management
  • Service catalogue management
  • Information security management
  • Setting service levels
  • The business perspective
  • Carbon cutdown

Overview
Estimating the right amount of IT staff and resources to meet needs at agreed costs will always mean walking a fine line. What can make it easier?

Examples of how companies identified and corrected when they were under or over servicing in availability or capacity.

Being ever mindful that IT is guardian of the biggest portion of company assets, and pivotal in continuity planning.

Vendors - nightmares or partners? The never-ending contract negotiations and their ongoing management.

How to determine, agree and measure service levels successfully as the “piggy in the middle”.

How to use a business perspective to generate interest in your projects, get support for new IT initiatives, and ensure alignment between priorities.

You’ve been told to “go green”. What are some quick wins and what are the traps to avoid?

Stream C - Crossing the finishing line

Change management – technically and culturally – can be a critical success factor in determining winning outcomes or disappointment at the finishing line.

  • Release & deployment management
  • Change management
  • Configuration databases & management systems
  • Knowledge management
  • Validation & testing management
  • Early life support
  • Retraining technical staff to use business language?
  • Business readiness
  • Cultural change - the people side

Overview
What does it take for the successful set up and management of Change Advisory Boards – including the Emergency CAB?

In helping the business owners to take and run with their new technology or application, when can the project team walk away, rather than get caught up in ongoing implementation after a successful delivery?

In times of high staff turnover, how does IT retain knowledge so it can be accessed in the future?

With ever-increasing specialisation needed in the field of IT, how does IT translate the knowledge they have into benefits for their customers?

What are the critical success factors in introducing, updating or expanding a CMDB?

How do you get internal “buy in” for the implementation of any Configuration Management System, and who should you seek it from?

Stream D - Where the rubber hits the road

Someone has to be on the front line – determining accountabilities, finding and appointing process owners, ensuring all processes are well documented and measured end to end.

  • Service desks
  • Request management
  • Event, incident and problem management
  • Managing technology
  • Application management
  • Meeting the SLAs
  • Measuring the service levels
  • Managing customer expectations
  • Quality customer service
  • Service delivery

Overview

Why defining, identifying and tracking events, incidents and problems through to solution or closure in a way that meets the organisation's needs is critically important.

In the role of Service Desk Manager, where should the responsibilities start and finish? What skills are really needed for success in this role?

Case studies on the integration of service desks during mergers and acquisitions. Getting reliable measures for customer satisfaction, training front line staff on how to meet customer expectations and managing calls to completion.

Do the measurements of front line staff deliver the kind of behaviour sought? If not, what should be measured, and how?

Examples of having identified inadequate or inappropriate KPIs which, when modified, increased service and/or customer satisfaction levels quickly and cheaply.

Who are the subject matter experts for an application? Are there linkages between these people internally and externally to IT?

Where is an application or technology in its lifecycle, and what is the business impact of this?

Stream E - Techniques, Tips, Training & Trophies

  • Implementing ITSM programs
  • Using the models: ITIL, Val IT, RACI, COBIT, PMBOK, Six Sigma, CMMI
  • Service Improvement Programs
  • itSMFA Awards presentations
  • Setting up a consulting business
  • Career progression in ITSM

Overview
Includes any papers referring to any of the listed models (or others) and examples of how their introduction or use has assisted an organisation.

Case studies on the introduction of a Service Improvement Program, or ITIL, or an ITSM project.

The critical success factors, key learnings, what would be done differently next time, what did or didn’t work.

New initiatives resulting from learnings in ITIL V3.

General information about future employment prospects for ITSM professionals, information on how to begin a consulting career, the value of formal training and information about training options.

Presentations from itSMF award winners for 2007 and entrants for 2008.

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