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Quote of the month
The fun is in the process, the satisfaction lies in the journey.
Li Cunxin's Teacher
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Aileen Cater-Steel
Biography: Dr. Aileen Cater-Steel is Associate Professor in Information Systems in the Faculty of Business at USQ. She has presented at many international conferences and published three edited books: Women in Engineering, Science and Technology; IT Governance and Service Management; and Information Systems Research. Her work has been published in many international journals including the Communications of the ACM, Information and Software Technology, International Journal of IT Standards and Standardization Research. Her research interests include IT Service Management, IT Governance and gender issues related to the participation of women in engineering, science and technology disciplines. Prior to her academic career, Aileen worked in local government for 17 years and also private industry as IT Support Manager and IT Manager. She has established a Memorandum of Understanding between itSMF and USQ and is the lead Chief Investigator in an Australian Research Council Linkage Grant with itSMF and Queensland Health.
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Finding the Sweet Spot Abstract: Improving IT service management is an expensive and time consuming endeavour. Although ITIL provides valuable guidance, many organisations experience failed attempts before getting it right. With internationally recognised ITSM academic Professor Sue Conger, I have performed a detailed analysis of 12 cases of organisations which have improved their IT service management and provided tangible business value to their clients and organisations. The analysis revealed that the organisations used a variety of strategies, approaches and practices in implementing ITIL and also experienced differing challenges in their journeys. The cases, drawn from large organisations in Australia, USA and Germany represent a variety of industry sectors including finance and insurance, public sector, energy and manufacturing. From the in-depth analysis, themes were identified and grouped into factors: strategy; scope; management approach; workforce planning and development; tools; vendors; outcomes; culture; customer influence; motivation and communication. These factors will be discussed with illustrations from the 12 case studies. Participants will be encouraged to contribute to the discussion. |
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Annamarie Boddy
Biography: Annamarie has over 16 years of experience in an IT service environment. For the last 9 years she has worked in IT service management roles responsible for service improvement. She is a believer in aligning IT services with business processes, and strives to enable service excellence in all the areas she works. |
Leading in an IT Wonderland Abstract: If a person has no direction, is it possible for them to be led astray?
To lead without direction is one thing, to lead without purpose is quite another. If your workplace resembles Wonderland, ask yourself this: Where am I going and how will I know when I've got there? If you don't know the answer and you happen to be the leader, you'll soon be in a position where you have no followers, and staff who are looking to be led by someone else or, indeed, to lead themselves. If you're the one being led, prepare for long fall down a rabbit hole. Misdirection, misinformation, conflicting advice, and lack of decision and purpose, are all symptoms of a Wonderland organisation. Happily there is a cure which is tested a million times a day; IT starts with a vision. |
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Beth Sherlock
Biography: Beth Sherlock is a solutions-focused IT professional with a special interest in Green IT practises, being the NSW Energy Team Lead for the ACS Green IT Special Interest Group and studying a Post Graduate in Climate and Energy. Sherlock has developed a three day Green IT training course which is accredited (with ISEB) and licensed internationally.
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The 3 Green Sins of IT and How to get your Halo Back Abstract: This presentation will examine the 3 main pillars of opportunity within Green IT.
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Chuck Darst
Biography: Chuck Darst is responsible for product marketing of the HP ITSM and end- to-end change, configuration, and release management solutions. Chuck has held a variety of service management and solution marketing positions with lead roles in operations management, IT process controls, IT governance, risk and compliance, and security.
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Pragmatic IT Service Management Abstract: Organizations are increasingly looking for good enough solutions. They are closely evaluating total cost of ownership (TCO) and time to value. Companies want to enjoy the benefits of IT Service Management (ITSM) process improvements, but are skeptical of lengthy, complex, and especially expensive projects. Still, IT needs to look beyond individual tools and to where they want to eventually get to - keeping the destination in mind. This session will look at areas for process improvement that can provide higher return in both the short and long term.
Yet an effective Service Desk does not operate in isolation. It is part of a set of interconnected processes. Examples include requesting and fulfilling services obtained from a catalog, remediating incidents and addressing problem root causes linked to an organization's event and operations monitoring tools, and the comprehensive management of change. Correspondingly, this session will also use the ITIL concept of Service Lifecycle Management to consider the destination options and paths taken.
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Clinton Temple
Biography: Clinton is a project manager who works within organisations to implement business improvement. He achieves this by merging stabilisation, control and optimisation methods with a people centric approach to change. He holds the PMI Project Management Professional qualification in addition to ITIL V2 Managers, ITIL V3 Expert and Six Sigma certifications. He is currently the IT Service Management strategy and capability development lead for the Department of Immigration and Citizenship. |
How Defining & Implementing the ICT Service Catalogue has Catalysed our Operating Model Abstract: Whether your organisation is public, private or statutory - adopting service management and making it stick is still about the basics: find and leverage the compelling event, then ensure changes endure by making them relevant to the core goals of the organisation (and the people who are the organisation). We are sharing our experiences with you because we started out delivering an ICT Service Catalogue - and ended up transforming our operating environment and reinvigorating our cultural landscape. This presentation will illustrate our journey, it's challenges, what our service catalogue is/does/contains, as well as how this project has delivered exceptional value to our organisation. |
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Craig Barbakow
Biography: Craig Barbakow is the IBM Software Group Integrated Service Management Leader for Australia and New Zealand. Over the last 15 years, Craig has designed and implemented Service Management solutions for customers across the world and in almost every industry sector. He holds an MBA, Masters Degree in Information Management and is certified as both an ITIL v3 Expert and an ITIL v2 Service Manager. Craig has also been certified as IBM Senior IT Consultant.
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7 Habits for Highly Effective Service Management: Powerful Lessons Abstract: Organisations with highly mature Service Management capabilities share many common characteristics. This presentation is intended to identify the habits, behaviours, and traits of companies that gain a competitive advantage by providing highly effective service delivery. For example, the habit called "Begin with the end in mind" requires the development of a clearly defined vision and future destination based on an effective strategy. The ITIL v3 Strategy book addresses this topic and provides a wealth of useful guidance on how to make this a healthy organisational habit. In this presentation you will learn about the other 6 habits and how to apply the relevant parts of ITIL.
Cloud Computing and Service Management Abstract: "Cloud computing" is one of the hottest topic in all of IT right now. What exactly is cloud computing? Does Service Management play a role in delivering the new cloud computing model? If so, what role does it play? This presentation will attempt to answer these important questions. |
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David Pickering
Biography: I have worked in the IT for the last 26 years in a variety of roles and the last 12 have been at BMC Software as a Consultant to many customers in ITSMF and supporting technolgies. My current role is as Manager of Software Consulting across Australia and New Zealand focussing on ITSM and new technologies such as Cloud Computing. |
Cloudy with ITIL Abstract: Covering Cloud Computing and the impact on ITIL and ITSM technologies, and also the part that ITIL and ITSM technologies play in enhancing, automating, governing and controlling the cloud experience.
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Erin Casteel
Biography: Director of Consulting Services for Solisma, a leading provider of IT Service Management education and consultancy services including integrated Business, IT and Technology-based solutions for achieving Business Service Excellence. |
Part Two is the Glue: The next version of ISO/IEC 20000 and what it means for you Abstract: As Project Editor for Part 2 of ISO/IEC 20000 (the international standard for IT Service Management), I can speak not only about the value of the current published standard, but also provide a unique insight into its future direction and development, which will be of interest to delegates of all levels.
I will explain how the next version of Part 2 is poised to become the must-have document for any organization implementing, managing and improving IT Service Management. I will also discuss the value of service management systems, and the integration between ISO/IEC 20000 and other relevant standards such as ISO/IEC 27001 (for Information Security) and ISO/IEC 38500 (for IT Governance).
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Jeff Scotland
Biography: Jeff Scotland is an IT Professional with over twenty years experience in the IT industry. Jeff is the Director of the ITSM practice for Dowling Consulting which is one of Australia's leading Service Management organisations. In this role Jeff is responsible for ensuring the delivery of ITIL based solutions encompassing the people, process and technical requirements. Jeff is certified as an ITIL V3 Expert and has been providing consulting and training services for clients for many years. Jeff has a wealth of experience across many organisations and industries and takes a very pragmatic operational approach to all engagements. Jeff believes strongly that IT must be ‘run like a business' and this is where he and Dowling Consulting specialize. |
Driving IT Transformation Using ITIL V3 - A Case Study Abstract: The introduction of ITIL V3 has re-created the focus of ITSM on the customer and service after a few years of an unhealthy preoccupation with the CMDB as the heart of ITIL. The central element that is behind this re-focus is the service catalogue. Dowling are seeing a huge focus from the market in developing Service Catalogues that are then used as the catalyst to transform the behaviour and the performance of IT. This real case study walks through an organisations transformation towards transformation, how ITIL V3 was used as the central theme and how the organisation learned from and leveraged Dowlings' ITSM experience.
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Joseph Spiteri
Biography: Over the span of 20 years Joseph has occupied a number of roles associated with IT Service Management. He held a Principal Consultant role in the Office of the Maltese Government CIO (Central Information Management Unit - CIMU). In that role, Joseph was responsible for the development of an IT Service Management Programme, involving Policy Development and several Proof of Concept projects introducing automation of Network and System Management. Joseph also held the role of Manager, Infrastructure and Support for an Energy Utility in Malta. |
Trail Blazing into Integration with Service Catalogue Abstract: This presentation starts by setting the founding principles for a robust approach to establishing a Service Catalogue that is constitutive, governing and actionable. Many organizations fail at this for various reasons which will be listed. Proof of the importance of getting the Service Catalogue right from the start will be illustrated next. In particular its impact and effect on the capabilities of an organisation to transform it's legacy (that accumulation of 1000s of systems with fuzzy approaches to architecture and governance), into an integrated value adding technology asset aligned to the Business. What remains next is perfecting the alignment to make IT transparent to the Business - Full Integration.
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Joshua Brusse
Biography: Joshua Brusse is consulting to our enterprise customers in regards to Strategy, Governance, Service Management, Organizational Design and Transformation (which includes Organisational Change) as well as providing training on Service Management, Organisational Change and other methodologies in the APJ Region. Joshua has over 20 years experience in all aspects of Service Management. He was the Co-Founder and first secretary of the itSMF International and Co-Founded a training company in Organization Improvement, lecturing and speaking in seminars and forums in many countries in Europe, the USA and Asia. He is currently chairman of the HP MOC Community of Practice. He has held various management positions, managed Service Management certification programs and several other (large) projects focused, among other things, on Organizational Change Management.
Constantly armed with the urge to interacting with people, Joshua has worked over 30 years in several voluntary organizations mostly focused on children and adolescence. In year 2002, Joshua was conferred with the award "Ridder in de Orde van Oranje Nassau" by Her Highness Queen Beatrix of the Netherlands for his contributions and efforts to the Dutch society. Joshua has a MBA Information Technology; several certificates in regards to HRM, Organisational Change and Psychology and he is an certified ITIL (v2 and v3) Manager. |
Driving Performance Innovation Abstract: We all have heard the cliché more than once: "People are our most important asset" so what about it....how is your asset? And how does the mix of all the different assets work out for you? Is it contributing to the objectives of the company...is the performance of your human capital driving business outcome? If people are the most important assets (and they are, right?) we need to manage them well, with innovative measurements, goals, objectives. And we need to manage a mix because motivating GEN-Y is different from motivating previous generations...and most companies have a mix of several generations, all demanding a different form of motivation. In this session Joshua discusses methods that can be used to be innovative...
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Justin Clarke
Biography: A Senior IT Manager with a passion for customer and service focused transformational changes. Justin has worked extensively in the Financial Services sector in both Europe and Australia, gaining valuable experience across both client and supply side. Key positions held include:
In addition to an ITIL Managers certification, Justin has an MBA and MSc in Strategic Focus from Edinburgh Business School Justin is currently working with National Australia Bank, enabling its adoption of an IT Services Model and transformation to a highly customer and service centric provider. Justin regularly presents at industry forums and publishes articles on IT Service Model transformations.
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Refreshing the Menu Abstract: Why attend
Theory is always good but is often best brought to life through real world examples. This presentation outlines how NAB Technology is approaching the definition of services and how it has sought to address these and other related challenges Sneak Preview "Imagine going into a restaurant where there is no menu, the menu is written in hieroglyphics or has no prices on it. We'd probably choose not to eat in a restaurant like that. But how do we treat our Technology customers? Like many organisations, NAB has recognised this issue and is undertaking activity, as part of a wider Technology transformation, to refresh its Service Catalogue. Whilst this journey remains underway, a number of key lessons have been learned in relation to the definition of services and development of a Service Catalogue. This presentation will seek to outline those lessons and provide key pointers for others embarking on a journey to refresh/define the Service Catalogue. Key Message Future Technology Organisations must consider themselves as being in the business of service provision. Being able to clearly define, manage, market and drive the value of service offerings are core competencies of a Service Provider. Having a Service Catalogue is a key enabler for running Technology as a Business and driving a customer and service focused culture.
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Katherine O'Callaghan
Biography: Dr. O'Callaghan has spent nearly 25 years in the IT industry and completed her doctorate in business in 2010. During her tenure at multiple Fortune 500 companies, she was responsible for the delivery of IT Service Management with focus on incident, problem, and change management delivery for IBM and for some of its largest clients across the globe. Complementing this work, her doctoral dissertation, Incident Management: Human Factors and Minimising Mean Time to Restore (MTTR), investigated the performance of IT incident managers at two large corporations, identifying the personal characteristics and problem solving approaches that, combined, formalise the ability to identify individuals who will be successful in the role of incident manager. She is currently a Director at KOZADAR Consulting, a firm that assists organisations in optimizing the performance of their incident managers.
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Take Home and Apply Information Abstract: Research completed in 2010 revealed that incident managers can be identified as either successful in what they do or not successful in what they do -- restoring service when unplanned IT outages occur. As well, they can be taught what tasks to perform to improve their ability to restore service from unplanned IT outages. This presentation is designed to provide attendees a full understanding of three key pieces of "take home and apply" information. First, attendees will learn that there are only seven types of unplanned IT outages, although there are greater than 30 sub-types. The value of knowing the type of unplanned outage allows organisations to optimise the work on which problem management teams can focus and on the change-types on which the change management team ought to concern itself. Secondly, the attendees will be made aware that incident managers have only two ways in which to approach the management of the incidents which they are paid to restore. Referred to as problem-solving, these approaches require incident managers to address the individuals whose work they direct in a manner that optimises their own work. Most importantly, attendees will learn that the combination of the characteristics that incident managers display and the problem-solving approach they use directly impact the ability of the individuals paid to restore service are actually capable of restoring service. Unplanned IT outages cost money. Likely, that will not be a surprise to attendees. The amount of money it costs is, certainly, unlikely to be accurately calculated (and less likely to be reported to the most senior of executives). Attendees will be provided a complete evaluation of the costs to be considered when unplanned IT outages occur and why the restoration of service is more critical to the business that experiences it than it is to the IT Service Management team responsible for restoring it. |
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Kathryn Howard
Biography: Kathryn Howard is an IT professional with more than 25 years experience in the areas of ICT service delivery and service management. Understanding the constant change and redefinition of service excellence, she is passionate about helping corporations achieve a quality value service. Kathryn has many years of managing teams that provide change programs and service improvement initiatives at organisations from the govt sector to private sectors including Alphawest, AAPT, Macquarie Bank, Hudson Global Resources and Finsia (formerly SIA). She believes commitment to the ITIL process framework plus other governance models, in conjunction with a meaningful IT/business dialogue, is key to delivering successful end-to-end customer service able to support and enhance the business objectives.
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How Would we Know Service Excellence Abstract: SLA's are out - Service Level Requirements, Targets and Achievements are in. This presentation explores the wide spectrum of service quality from "subsistence" through "good" to the elusive "service excellence". You will learn how to define and measure an appropriate service standard by customer engagement techniques and the use of qualitative and quantitative measures to successfully report on satisfaction levels. You will see how a customer partnership engagement helps overcome the difficulties of expectation management particularly in the areas of exceeding expectations and customer delight.
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Marcus Powe
Biography: Marcus consults to boards and CEOs about how to implement and measure creativity and innovation, and researches and writes on creativity, innovation and entrepreneurship. He also coaches leaders in organisations and communities as they move to their next position of choice in today's turbulent maket place.
The first two in a series of four books, The Entrepreneurial Process and The Creation of Sustainable Value are used by many of the 1500 organisations in Australia, New Zealand and South East Asia he has worked with as a reference for sustained growth.
Marcus is also the Entrepreneur in Residence at RMIT University where he works with staff, students and alumni to refine and develop their ideas and business opportunities.
In 2008, Australia's Business/Higher Education Round Table recognised Marcus' contribution with the award for Australia's Best Entrepreneurial Educator. In 2009, he received further national recognition from the Business/Higher Education Round Table for sustained excellence in collaboration between universities and business.
Marcus has been consulting and lecturing nationally and internationally for 25 years and was a Federal Director and national Chir of Professional Development of the Institute of Management Consultants.
He has owned, managed and led organisations in the fields of textiles, scientific instrumentation, education, information technology, consumer software development and tourism. He is currently Managing Director of a consultancy, EIC Growth Pty Ltd, specialising in the growth of organisations for profit and not for profit.
He is also a co‐founder of United Vision Entertainment, an arts/media/publishing/technology organisation which is developing a new model for sustained growth in the arts.
Marcus has made, and continues to make, an extraordinary impact on the attitudes, self‐esteem, behaviour, life chances, values and outcomes of thousands of students and professionals in Australia, New Zealand, Singapore, Indonesia and Vietnam.
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Business Innovation & Entrepreneurship: Is Your Organisation Innovative? Abstract: The measurement of innovation in organisations that produce tangible products is well represented in the literature and many researchers have made significant contributions that should assist organisations to continue to create wealth. The scale and breath of this research has identified that many terms used to explain innovation have become part of organisational vocabulary. Terms such as creativity, innovative or enterprising are used when leaders and managers describe what they consider are either behaviours or mindsets that are required to grasp opportunities. These terms are often highly emotive. They are often interchanged, misunderstood and confused when dealing with tangible products.
A challenge emerges from the literature to develop a set of working terms that will assist leaders and managers to work effectively and efficiently when communicating with staff, customers and suppliers. The literature highlights many measures that may assist organisations gauge their performance internally and externally. The number of ways used to measure creativity, innovation and enterprising behaviours are considerable, with many researchers holding the view that, there is no one definitive measure. A set of measures is preferable due to the complexity and diversity of large organisations and their related needs. The review of the literature has identified the popularity of measures that provide benchmarks and milestones for tangible products.
The development of a set of measures for large service organisations (organisations that develop and deliver intangibles) appears to be problematic. In some cases, these organisations have been collecting ideas from staff to either reduce costs or add value; these ideas have been placed on the organisations intranet for all to see. Organisational acceptance and use of the intranet has seen the rapid capture and communication of creative ideas and enterprising opportunities that may assist organisations to either pursue new revenue streams, enhance productivity and cost reduction.
How does the service organisation know it has achieved its goals when measuring creativity, innovation or enterprising behaviours? A set of research questions was developed for the use in two large services organisations in Australia between 2001 and 2006 in order to create such a set of measures. The results have produced outcomes that are repeatable, measurable and measurable in service organisations. These outcomes have highlighted that, by using a consistent and straightforward set of measures, organisations can adjust their development programs to encourage staff to be more creative, innovative and enterprising. The organisations participating in this research developed their innovation programs using three variables: were the programs (1) achievable, (2) measurable and (3) repeatable? The outcomes of this research indicate that the measurement of innovation in large service organisations can satisfy these three organisational requirements.
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Mat-Thys Fourie
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Keywords: Innovation, Measurement, Service Organisations, Entrepreneurship
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Mauricio Marrone
Biography: Mauricio Marrone is a dual PhD candidate in Information Management at the University of Göttingen in Germany and at Macquarie University in Australia. The topic of his research is on IT frameworks and their effect on the organization. With over seven years experience in the field of IT, he has worked with companies such as the Panama Canal Commission, Scottish and Southern Energy in England and Würth in Germany. He completed his Bachelor at Florida State University and gained a degree on Master of Business Administration at the University of Louisville.
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Benefits and Challenges Attribute to ITIL Implementation: An Empirical Study Abstract: Over 90 percent of companies are estimated to use IT Service Management (ITSM) frameworks, yet there is little research on their benefits to the Information Technology (IT) department and the business units. An international survey of 503 firms was conducted to examine the benefits of the IT Infrastructure Library (ITIL), the de-facto ITSM framework, specifically on how these benefits evolve as companies increase their adoption of the ITIL model. Also studied are the perception of challenges of the implementation and the number of ITIL processes implemented in relation to the progress of the adoption of ITIL. Results indicate that as the maturity of implementation increases, the perception of challenges decreases. Findings also show that as the maturity of implementation increases, the number of realized benefits increases, as well as the number of implemented ITIL processes.
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Max Crane
Biography: Founded the Queensland Branch of ITSMF Vice-President itSMFA 2000-2003 Experience including: Operations Manager Queensland police, Service Manager, Barclay Mowlem, Consultant, Lucid-IT, Contractor Qld Health, Ergon and Qld Public Works.
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Enabling ITIL in Queensland Department of Public Works Abstract: Max Crane was the Project Manager and later Programme Manager of the implementation of Service-now within DPW. There are a number of lessons learnt that need to be more general knowledge within the itSMF community. This includes a broad capability of the tool, lessons learnt in the project and some interesting issues raised such as security and the delivery of services from SaaS solutions.
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Michael Davies
Biography: Michael has over 30 years experience in ITSM. In 1995, he helped to introduce ITIL into Australia and New Zealand and, since then, has used its guidance to provide consultancy and training to ProActive's clients. This consultancy has included organisational reviews, maturity assessments, service catalogue design, service improvement planning and quality management.
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Creating Service Catalogues - A Pragmatic Approach Abstract: Many organisations are struggling with establishing Service Catalogues. How are the Business Service and Technical Service Catalogues linked and how do they get started?
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Michael Davies & Siegfried Jensen
Michael's Biography: Michael has over 30 years experience in ITSM. In 1995, he helped to introduce ITIL into Australia and New Zealand and, since then, has used its guidance to provide consultancy and training to ProActive's clients. This consultancy has included organisational reviews, maturity assessments, service catalogue design, service improvement planning and quality management.
Siegfried's Biography: Siegfried has 15 years experience in consulting and project management. He has managed both Business transformation and process re-engineering assignments for a diverse range of local and global clients. Siegfried also has 10 years experience in IT operational roles. In his current role as a Project Manager for a Utilities company, Siegfried is currently working on a project that is transforming an applications centric support team into a service operation focused team. The project objectives are to implement a formal service management culture to support the strategy to in-source IT support functions. The scope includes all the ITIL v3 processes by embracing a set of disciplines around people, processes, products and partners.
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Re-energising the Business of IT: A story of Service Transformation Abstract: To really succeed, service transformation requires a multi-faceted approach. This presentation covers the real life transformation of an application support team into a business-focused service delivery unit. The transformation has involved cultural and organisational change (people), the establishment of more structured processes, re-engineering of support tools (products) and the review of supplier relationships (partners). A key message is that success rarely happens by accident. It is far more often the result of careful planning and coordination.
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Michael Nyhuis
Biography: Michael is one of Australia's foremost experts on the implementation of standards such as ISO/IEC 20000 with other related frameworks and standards including ITIL, Information Security (the ISO/IEC 27000 series) and ICT Governance (COBIT and ISO/IEC 38500) and CMMI for Services. With specialist qualifications and extensive experience in both ITIL and ISO/IEC 20000 in particular, Michael has managed the implementation of integrated service management solutions and has conducted an increasing number of standards-based assessments for organisations across the globe.
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The Compelling Case for CMMI for Services: Comparing CMMI - SVC, ITIL & ISO/IEC 20000 Abstract: CMMI for Services (CMMI-SVC) was released by the Software Engineering Institute (SEI) in February 2009. With an increasing interest in the adoption of an integrated approach for frameworks, models and standards, this presentation outines the relationships and support that CMMI-SVC can bring to existing ITIL and ISO/IEC 20000 projects.
This presentation will also provide an overview of the various process capability and maturity assessment methods and the means by which CMMI-SVC can be used to deliver a staged, controlled and measurable approach to adopting a high quality Service Management system.
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Neil Broadhead
Biography: Neil has over 33 years Information Systems experience and has worked in a variety of roles during that time including trainer, consultant, business planning manager, Change manager, and business development manager.
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How to Increase Your Budget and Show You Are Saving Money Abstract:
This presentation will explain how the cost of a business service is derived and use the 2 Service Catalogue aspects of Business and Technical to demonstrate this.
Using Activity Based Costing IT can understand the cost of delivering different technologies and start managing and reducing the unit cost of technology.
Then using the structure of the Service catalogue these technical costs can be merged to produce the cost of service, which then leads to the business understanding its unit cost for a business process.
Moving on from this as a business grows; it then has the understanding of how the IT cost will grow in line with this growth.
The business will also introduce new services which also have an effect on cost.
As a result of this IT is managing both an increase in volume use of a service and an increase in services. At the same time IT is under increasing pressure to reduce budgets.
For an organisation that does not have solid financial information the arguments for funding become weak and as a result finance is not always provided at the levels to maintain services and IT becomes a very reactionary unit.
After understanding the cost and variables introduced, this presentation will show how IT can demonstrate productivity in terminology the business (and especially the finance department) can understand.
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Patrick Keogh
Biography: Patrick Keogh has over twenty years' experience in IT Service Management and IT Governance. His current role is a dual one in Lucid IT: as consultant and educator and as Knowledge and Innovation Manager. |
The Value of Cloud Computing to ITSM Abstract: This presentation will survey key examples of cloud computing services that can support ITSM processes. Many of these services are cheap or "free", have high availability and scaleability and can deliver rapid deployment of capability. |
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Paul Bodie & Jason East
Paul
Paul's Biography: Paul is a highly experienced IT services professional with over 25 years of experience. He has a solid background and understanding of customer service driven environments and has been able to leverage that understanding into business benefits for his clients.
He has worked in the UK and Australia in a wide scope of situations and diverse experiences including organisational development, project management, business process improvement, quality management, customer service and knowledge management. He has excellent communication skills and can converse at all levels within an organisation.
Paul has won a number of awards during his career that underline his expertise, commitment and the approach he takes to his work. He holds the ITIL Expert Certificate amongst other ITIL and related certifications, and is one of only three KCS v4 verified trainers in Australasia.
Jason's Biography: I have worked in Service Operations as a Service Desk Consultant, Team Leader, Service Desk and Service Centre Manager and National Support Centre Manager over a 12 year period and in a Leadership role for the past 8 years. My roles have consisted of managing Service Desk's, Incident-Problem-Change Management staff and processes and Transition Specialist's for both outsourced Client contracts and insourced Cusomers with my teams ranging from 10-40 staff with up to 6 direct reports. |
Support the Business Case by using Knowledge Centered Support Practises Abstract: This presentation will look at the business drivers and ROI for a real life Service Management project. Jason and Paul will discuss the rationale of the service improvement plan, the fundamentals behind the return on investment, and the associated benefits to the business.
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Paul Edwards
Biography: Paul is a strategic adviser and ITIL Expert certified consultant with a solid record of enabling cultural change and aligning IT to Business. As a consultant at Dowling Consulting, Paul is responsible for delivering high level strategic ITSM advice to senior stakeholders in clients, which results in implementation of new and improved ITSM processes and models. Prior to joining Dowling, Paul worked in consultancy roles which brought about gradual but lasting change in clients' IT organizations. Paul's extensive education background brings expertise in bringing about incremental cultural change within an IT organization. Paul has delivered talks at conferences on IT governance, and is a member of SAGE-AU.
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Effectively Implementing Configuration Management Abstract: The implementation of an automated discovery tool is an essential part of maintaining a Configuration Management Database of non-trivial size. Often, such a project highlights deficiencies in the organization's Configuration Management process. This paper shares the experiences of working on a project to implement a discovery solution in a large organization. It highlights both the key issues the team encountered during the project, as well as highlighting several points which the team will take away and apply in any future discovery implementation projects.
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Paul Jay
Biography: 12 Years Experience in Servcie Management, Project Management and IT Operations
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ITIL & KCS Compliance Taxnomy (Classification) Model Abstract: Operations, Service Reporting, CSI and Data Management are becoming ever more dependant on consistent, reliable and predictable data. As organisations try to leverage off single service management toolsets for both IT and business areas, having a scalable taxonomy (Classification) model with the appropriate policy, process and ownership is imperative.
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Paul Thomason
Biography:
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A Radical New Approach to Realising ITSM Benefits and Where the Cloud can Assist Abstract: Too many IT Service Management projects have been and will continue to be a serious waste of money. Ongoing operation of IT Service Management tools and processes continue to consume invaluable resources and impact the bottom line of IT organisations. Budgets for ITSM are hard to justify so we must change now and prove the value!
Planwell presents a radical new approach focusing on realising benefits faster and also enabling the IT organisation to ensure longetivity and cement their future in a climate of uncertainty. This presentation is provocative and represents a 'let's get real' look at how we as an ITSM community are evolving. More importantly it articulates what the Utopia looks like and how we can make it a reality. The combination of learning from a) lessons learnt, b) a new approach and c) 'game changing' innovation will help ITSM initiatives deliver much more value.
This presentation is clearly structured to follow the ITSM lifecycle and is a must see if you are considering or actually starting a new ITSM initiative. Key to the presentation is having a sound business case and strategy based on reducing TCO and increasing ROI. Equally, leaders that are living with an average outcome may learn that there is another way. In addition, we explore if the latest technology trends and terms such as SaaS and Cloud are part of the puzzle and where they can tangibly make an impact on the approach and outcome of an ITSM initiative.
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Pauline Angelico
Biography: Pauline Angelico has been in the IT industry since 1985 and in IT Service Management since 1989. She has successfully contributed to the development and delivery of IT Service Management services to blue chip organizations within the Asia Pacific Region. Having lived and worked in Asia since 2005, Pauline has recently returned to Australia where she has taken on the role of Managing Director for Plus Green IT. Well known by many IT Professionals in Australia & Asia, Pauline is well regarded in her industry by her peers and is a sought after speaker having delivered presentations and executive briefings not only in Australia and NZ, but also in the UK, Singapore, Hong Kong, Malaysia, Korea, Vietnam, Indonesia, Thailand and Macau. Pauline is an ITIL V3 senior examiner on the APMG international panel and has held positions as a board member of the itSMF Australia Chapter and Director of National Events. Pauline also holds the position of Managing Director of Itilics, and CEO of Marval Asia Pacific, two service management organizations servicing the Asia region. She has trained over 2000 IT Professionals over the last 10 years and is very passionate about making a difference to the sustainable & environmental directions of the IT industry. As an ITSM trainer and consultant, she has a breadth of firsthand experience of the needs of IT Professionals today and into the future. www.plusgreenit.com
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Introduction to Green IT Compliance Abstract: In this half day workshop, Plus Green IT will share with you what exactly is meant by Green IT and why this is an important topic every IT Professional must embrace. We will share with you the latest overview of the new Green IT Qualification from the (ISEB) British Computer Society and how you can be the first in the world to sit the exams! This workshop will help you understand the overall need for your organization to adopt a Green IT Strategy and provide you with some quick wins and opportunities for Greening Your IT! Whether you are the CIO, work in the IT department of your organization, hold a position in a Data Centre, or you work for an IT Service Provider, this half day workshop will provide you with knowledge on how you can improve your organization's Green IT credentials.
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Peter Doherty
Biography: Peter Doherty has nearly 25 years experience in the IT industry, predominately working in the Service Management arena.
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Can I Have Cheese with my Burger Please Abstract: So what do Beef burgers with cheese and ITIL have in common? This is probably not a question you have been asking lately consciously, but sub consciously maybe you have especially in terms of the delivery of services through a Service Catalogue.
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Phil Watson
Biography: Phil Watson has an extensive background as a senior manager and principal consultant in the fields of IT Strategy, Programme, Project, and Operations Management. He has a proven record of excellent management attributes, strong leadership and sound technical skills in challenging and dynamic environments through 25 years experience in large and medium size organisations across a range of government and industry sectors.
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Multi-Vendor Management, Why & How Competitors Need to Collaborate Abstract: Multi-Vendor Management is becoming increasingly relevant to organisations which have progressed beyond simple outsourcing to multiple strategic providers (or vendors). In many consulting engagements I encounter organisations trying to understand why they have so many problems in so many areas and yet their view often is that all the types of problems they encounter should have disappeared and should now be handled by the vendors. Meanwhile, the vendors work (quite conscientiously and, often, collaboratively) to try to meet the requirements of one or more contracts, business needs, and vendor profitability. There has to be a better way! ITSM isn't just about operational processes; it also provides a very good basis to define how vendor interactions should occur. But this alone is not enough. There needs to be a functional group to govern vendor process interactions. Increasingly, this group is also being considered as an option for strategic sourcing - the vendor managing multiple vendors.
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Richard Palmer
Biography: Richard joined Monash in 2009 and is currently engaged in improving coordination between faculty-based and central IT services, re-defining IT governance below board level and setting in place strategic scorecards for ICT across the University. He also plays a significant role in ICT strategy and innovation. Prior to joining Monash Richard was director of the Office of the CIO at the University of Melbourne. During his time there he undertook a university-wide review of IT Services and the led university-wide ITIL implementation. Changes were made under these initiatives to the overall University IT service delivery model and processes, centralization of infrastructure management and standardization of service support tools and IT architecture. Richard has had a diverse career spanning technical, teaching, marketing and management roles in the university, TAFE and community sectors.
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Practical IT Governance in Complex Organisations Abstract: ITIL doesn't work without effective IT governance. While, technically, establishing effective ICT Governance is just a matter of robustly establishing a small number of key processes, in reality complex stakeholdings need to be managed while costs and benefits are balanced. Universities, are in some ways unique, but in others very similar to other complex organisations. Monash University has made some significant steps forward in reinforcing its central ICT services governance processes, and now extending these to cover the distributed ICT organisations across the University.
Are Just 20 Questions Enough for Service Maturity Assessment
Abstract: Service Maturity Assessments are usually significant engagements requiring specialist consultant assistance - particularly when separate assessments are required across different internal provider areas. Monash was faced with the need rapidly put together a high level picture of key areas of maturity as a starting place for more detailed and targeted activity. We leveraged process maturity indicators from both ITIL and COBIT for this work, which is now undergoing a limited pilot across a number of other universities. The 20 Questions approach has a very useful role alongside more detailed maturity assessments - we have certainly got plenty of bang for very little bucks. |
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Rinske Geerlings
Biography: Biography of Rinske Geerlings, Managing Director of Business As Usual
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10 Practical Tips to Sustain Your Business During and After a Disaster Abstract: Consider recent cyber-attacks, cyclones and floods in Queensland, power outages in Sydney CBD, the Melbourne Taxis' phone booking system failure, bush fires across various states...
Have you done anything to improve your readiness for the next possible disaster? Have your auditors/regulators asked you yet for your Business Continuity or Disaster Recovery Plan?
This session will provide the top 10 tips for organisations, small and large, to assist with preparing for key disaster scenarios such as denial of access to buildings, IT system outages, people unavailability and supplier problems.
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Rinske Geerlings & Alex Daniel
Rinske
Rinske's Biography: Biography of Rinske Geerlings, Managing Director of Business As Usual
Alex
Alex's Biography: Alex has over 10 years experience in internal auditing and has experience managing and conducting internal control reviews and special projects in the information systems, compliance, and operational areas of organisations. He is a great believer in involving the business in the audit process and using audits as a process improvement tool rather than an annoying annual burden or ‘tick in the box'). |
Auditors Tricks! Using COBIT to Assess & Improve Your Disaster Recovery Capability Abstract: During this co-presentation based on a recent real-life project:
This presentation has great take-home value for those who are being reviewed by auditors, and for those who are in need of ‘moulding' COBIT documentation to suit their organisation's needs.
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Rob England
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Real ITSM Abstract:
Biography: |
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Rob Stroud
Biography: Robert Stroud is the Service Management and Governance Evangelist at CA, Inc. and a vice president within CA's development organization where he is responsible for developing strategy and working directly with customers on their Service Management and Governance strategies.
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Virtualisation & Cloud Computing - The Death of ITIL of the Community of a Lifetime? Abstract: Virtualization and Cloud computing are discussion topics on our lips at moment! Is it hype, reality, fundamental transition or the next paradigm shift?
What is clear is that the business understands that it is dependent upon IT, but unfortunately, rather than discuss detail of technical solutions the business wants results and this with cost constraints are changing the role of the Service Manager as we are forced to deal with the ever changing complex value network.
This session will detail the emerging industry trends including virtualization, outsourcing and cloud computing and provide guidance for service managers to leverage the intersection of Governance and Service Management to deliver value to the organization. Focus will be placed on leveraging ITIL processes such as supplier management to manage your third parties against service levels whilst insulation the business from the complexity of the service value chain.
Driving IT & Business Integration with Service Portfolio Management Abstract: Insurance, Finance, Banking, Air travel and Manufacturing all share the attribute that they are totally dependent on IT to deliver services to their customers and therefore Business and IT integration is not an option, it's mandatory!
ITIL V3 introduced service management professional to the Service Portfolio Management (SPM) process, allowing IT to manage services from inception to retirement or cradle to grave in line with the business demand and capacity available.
This session will drive you through a practical approach to SPM and will leverage a practical case study of how SPM is being leveraged to assist a North American government organization in ensuring that their IT Services are delivered according to the business objectives.
Attendees will learn how to leverage SPM for business benefit including:
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Shane Deay |
IT-SVM Essential Class & Certification Abstract:
Biography:
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Simon Dorst
Biography: Simon has almost 20 years international experience in IT Service Management using the PRINCE2, COBIT and ITIL methodologies. He is experienced in the development and delivery of various Service and Project Management consulting and training assignments.
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To Train or to Educate - That's the Question Abstract: People seem to be the forgotten aspect in the 4Ps. The ITIL processes (1st P) are very powerful and clearly defined in the publications. And we do spend quite a lot of time on the tools (Products) and outsourcers (Partners) but somehow we don't give our staff that same attention commitment.
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Lana Yakimoff
Biography: Lana Yakimoff is an enthusiastic Senior ITSM Consultant with over 15 years experience working in various Service Delivery, Operational and Consultancy roles.
Lana has assisted many customers and clients with their ITSM journeys from pilot projects, business case development, process engineering to developing bespoke organisational change management programs within the private and public sector. She has also worked within many government agencies and is a qualified ITIL Expert and Trainer.
Lana provides training and consulting services for ProActive Services and is part of a team responsible for sales development, tender response and business development. She has a very approachable and professional attitude, and has proven her excellence in the training, consulting and presentation areas by combining her personality and experience to build a rapport with associates and clients at every level.
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Integrated Governance & the Service Management Abstract: The wonderful thing about standards is that there are so many to choose from!
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Sukhbir Jasuja
Biography: Sukhbir Jasuja is founder and CEO of ITpreneurs. ITpreneurs designs and develops knowledge and learning solutions for IT best practices. ITpreneurs' portfolio includes ITIL, COBIT, ISO/IEC2000 and PRINCE2 offerings. Under guidance from Jasuja, ITpreneurs launched a Performance Management Business Unit in 2008 and started helping organizations better understand and improve the way IT performance is managed in organizations. Before starting ITpreneurs, Jasuja was responsible for ITSM education in Proctor and Gamble, a position that he took on after completing his MBA at the Erasmus University in Rottterdam, Netherlands.
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Expert Level Certification Scheme Abstract: A global survey was conducted among ITIL Certified professionals to understand what kind of changes occured in their careers, salary, job performance and establishment of a business network after they obtained the ITIL certification.
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Tristan Boot
Biography: Tristan is the Service Delivery Consultant with the Information and Communication Technology Services Department at the University of Canterbury in Christchurch, New Zealand. This role is focussed on implementing and maintaining operational processes for ICT Services, promoting standards of ICT Service Delivery, managing the ICT Management toolset and assisting with Quality Improvement Efforts.
Tristan has extensive experience in Customer Service Roles and a commitment to customer service excellence. He has a varied background which gives him a unique insight into the demands and needs of customers and the responses of service providers to these needs.
Having been involved in a number of large-scale Organisational Changes he has developed an interest in this field and has become a keen observer of Change, why it occurs, why it works, or more often... why it doesn't.
Tristan is also National President of itSMF New Zealand.
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We're Changing So Deal with it Abstract: It has been said that change is a constant. In the modern world change is not a constant, it is increasing. The challenge is to manage the flow of change and ensure that there is minimal impact on staff and IT operations. The customer should also not be forgotten or they will be left to fend for themselves in a wasteland of broken spirits, broken promises and broken SLAs.
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David Favelle
Biography: Director Lucid IT and UXC Consulting Services
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Lean and Green with ITSM in Between Abstract: In this presentation David Favelle will bring together the elements of business process, IT services and sustainability and show how best practices and techniques such as SCOR, ITIL, COBIT and Lean can be used together to create a sustainable and self improving system.
Participants will be introduced to the key principles of each framework and shown the interfaces and interrelationships. David will then talk about how organisations can mature these concepts on an ongoing basis as part of a business and IT integrated capability development programme. David's aim is to show how the ITSM and business stakeholders can come closer together to create value.
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