Simone Moore (Australia) - Transition to Innovation - A way of thinking and being
An innovative future resides in the soul. It’s not as simple as waving a magic wand and reciting some words on a page. It takes imagination, leadership and cultural change to have a creative and innovative future. Evolve or die in this battle of change means thinking differently and knowing how your leadership makes a difference. Is your team synchronised and engaged, ready to collaborate? Use lessons from the wild, take on the wisdom from those that have gone before you. Give your innovation meaning!
Barclay Rae (UK) - Soft skills are the hardest part
Often in IT we can be too much focussed on the technical and process side of how we work. We need to not only accept but also call out the real skills that make good service management people successful. Let’s stop calling the difficult things ‘soft’ and focus on competencies around people, business and communications skills. Not everyone can delegate, negotiate, influence, and manage people to achieve common goals, yet these are often equally or more valuable than technical skills. The session discusses the key areas of IT and Service Management competence required.
Stephen Mann (UK) - What the Future of ITSM Holds and What Should You Do About It
The ITSM world is changing - across people, process, and technology - as are the technology and business landscapes in which it operates. This presentation will use industry-survey data as a platform to discuss what the future of ITSM is expected to look like, and what needs to be done to ensure that the profession, and its purpose, remain relevant and valuable.
Stuart Rance (UK) - Planning for the Future
The magic taught in this class, as well as the ability to say prophetic things’ is a branch of magic referred to as "Divination." We can’t afford to continue delivering the same IT as we have offered our customers for many years. IT organizations need to make major improvements in what they deliver, and how they deliver it. Stuart will discuss how you can use ideas from many different management frameworks to help guide you on a journey to the digital future. You will emerge from this session as a fully-fledged Divinator, able to understand the future of IT, and how you can contribute to the success of your organization.
SIMONE JO MOORE, BARCLAY RAE, KAIMAR KARU, KRIKOR MAROUKIAN, STEPHEN MANN, ROB AKERSHOEK, IVOR MACFARLANE, STUART RANCE
Miroslav Havelka (SK) - ITSM Battle
Several new ITSM frameworks were born during last years. Why are they emerging? Which of them have a chance to endanger the long-time hegemony of ITIL® best practice?
Krikor Maroukian (GR) - Service Management and the Prisoner of Business Demand
The presentation will list the deathly hallows that today’s CIO is facing in the digital era and the consequences of the IT department becoming hostage to business demand. Examples from prior experience will be presented to indicate how business demand can be efficiently managed to attain IT-led performance improvements and not business-led IT performance improvement.
Kaimar Karu (ES) - Cynefin and sense-making in the digital world
Cynefin (meaning 'habitat' in Welsh) is a sense-making framework, developed by Dave Snowden, and used for improving situational awareness and helping with decision-making by managers and hands-on professionals in various industries, including IT. The framework differentiates between ordered and unordered systems and introduces five domains (simple, complicated, complex, chaotic, and disorder) that make it easier to identify the best next steps in any (challenging) situation. The session introduces the basic concepts in Cynefin and describes its applicability to IT management and ITSM.
Rob Akershoek (NL) - Potions and tricks to boost your IT management performance
This presentation is about the core IT management capabilities you need to manage the new digital ecosystem. What is needed for my digital journey? How do I mix different practices such as DevOps, Agile, ITIL and IT4IT? How do I create a smarter IT organization? What options do I have to automate IT activities? What new technologies are emerging to boost customer experience and improve my IT function?
Paul Wilkinson (NL) - Attitude, Behavior, Culture (ABC) the number 1 success or fail factor to IT success.
For more than 15 years we have failed to address these issues successfully. Time to add a new letter ‘D’ – D stands for ‘Dumbledore’, the famous Harry potter Headmaster of Hogwarts School of Witchcraft and Wizardry. We will be using words of advice from Dumbledore, ex ‘Transfiguration professor’ to help us ‘Transform’ IT to face the uncertain but inevitable future of Digital Transformation. Unfortunately we don’t have a magic wand to realize the Transfiguration…..we have YOU!
Ivor Macfarlane (UK) - Service management has always been about doing magic
Service management has always been about doing magic. Arthur C Clarke famously said ‘any suitably advanced technology is indistinguishable from magic”. J K Rowling has shown us the other side of that very valid assertion. Magic only looks easy to those who don’t need to do it. Seeing it form outside it looks like – well, magic, really. This is as it should be. From inside – for those performing the magic it requires hard work and a lot of application to understand how to deliver it. And even that isn’t knowing ‘how’ it works …
Stuart Rance (UK) - How to adapt change management to the modern world?
Why does change management have such a bad reputation? You work hard to protect the business, but nobody is ever satisfied. This workshop will help you to think about what you could do to adapt change management so that it fits in with modern ways of doing business, without exposing your customers to unnecessary risk?
Simone Moore (France) - BEING EMOTIONAL - TRANSFORMING INTELLIGENCE
When emotions are unsettled, so are the spells you weave. You will push and pull business relationships out of their natural order, skewing your culture, teams and people. Emotional Intelligence is the underlying magic that rules all your interactions and communication from C-Level through to the Front Line. The more intelligent you are with emotions, the more adaptive and innovative you become and able to create successful business relationships, manage organisational change and lead teams.
Paul Wilkinson (NL) - ABC Workshop
ABC of ICT (Attitude, Behavior, Culture) is the number 1 success or fail factor for ITSM improvement initiatives. ABC is like an Iceberg, much of it is hidden yet it is capable of causing serious damage…to your ITSM improvement initiative and more importantly to your organization. How to make the hidden ABC Iceberg visible? In this workshop delegates will be using the ABC of ICT cards as an assessment to identify key behavioral issues that the Business & Customers NEED us to improve! At the end of the session Paul will explore how to solve these issues and look at some case examples.
Kaimar Karu (ES) - Who should we fire first - project, product, or service managers?
The workshop explores relationships between Project and Program Management, Software Development, Product Management, and IT Operations through the lens of traditional IT management (where ITSM as we know it often sits) and Agile/DevOps. We will discuss and try to answer questions like "Is there still a role for Project Managers when we use Agile techniques?", "How to align the DevOps philosophy with IT Service Management?", and "How to ensure the customer gets the value they expect from what we do in IT?". We will bust some myths, create clarity around some buzzwords, and finish with actionable steps to help participants sort out the mess at their workplace.
Barclay Rae (UK) - Buying a new ITSM tool – what to consider
What are you trying to achieve? Overview of the ITSM tools market Areas to consider – functional requirements, your data, implementation capability, vendor profile, project requirements
Rob Akershoek (NL) - Streamline and automate your IT department
Interactive workshop to discuss how to realize a more automated and streamlined workflow within your IT organization using modern IT management tools. The purpose is to explore opportunities to leverage IT management tools / technologies within the IT organization e.g. to automate IT activities as well as to improve transparency, collaboration and support decision making.
Ivor Macfarlane (UK) - Getting your customers involved
ITIL, Agile, Devops and all the rest tell us we must take notice of our customers requirements, preferences and perceptions. But we can’t do that without those customers getting involved. What kind fo involvement do we need, and how can we ensure it happens? And what about new IT initiatives? FDo they alter what we need from our customers and how they should interface with IT?
Krikor Maroukian (GR) - Value Stream Mapping and the Chamber of Fundamentals
The workshop presents a Value Stream Map (VSM) improvement-based approach as a strategic tool to corporate senior management. To meet the challenge of offering high standards of quality, cost and delivery (QCD) corporate senior management has to implement effective approaches, such as lean movement practices, to continually and systematically improve the current way of working. However, current case studies indicate that the adoption of lean movement practices and some of its tools, such as value stream mapping (VSM), is feeble, or in many cases lean initiatives have been unsuccessful. A major factor to achieve success with lean initiatives in corporate environments is to effectively implement a philosophy that allows it to continually and systematically improve its processes and enhance its overall operational performance. The three main concepts that play crucial roles during lean process management are respect for people, skill and knowledge and performance metrics. That is, all these three elements are integrated to optimize the functioning of the employees and bring out Total employee involvement. During the workshop the instructor will identify the fundamentals surrounding the VSM approach in terms of process time, lead time, waste elimination how it is possible to align process operations to customer demand.