Sessions

//Sessions
Sessions2018-08-21T10:38:30+00:00

3 ways to supercharge service

Duncan Troup | Service Management Specialist, Tingle Tree Group

When we build teams we build value. Taking a lead out of the board room there are three types of value – operational value, strategic value and social value. In this session will look at these ideas and reflect how they apply to the creation of sustainable high performing service teams. In particular through some outside in and outside the square thinking that will take your service teams to the next level.

#1 – Operational Value – “Be clear on your business model and how it relates to customers”

In this first “speed date” we will discuss how to shape your business model from the outside in using a simple value model. We will look at a number of steps across:

  • Identifying the Value
  • Creating the Value
  • Producing the Value
  • Communicating the Value
  • Delivering the Value
  • Supporting the Value Created

#2 – Strategic Value –  “Understanding how to build a strategic service advantage”

In the second speed date we will look at how the operating model (operational value) is set up and executed. We will look at the following forces and how they relate to building a sustainable strategic advantage for your organisation.

  • Relationships
  • Process
  • Technology
  • Knowledge
  • Culture

#3 Social Value – “A new idea – building shared value with your customers”

In the last speed date we will discuss the idea of working on building shard value in your service ecosystem – be that with internal or external customers. We will discuss resetting the traditional boundaries of the service system through the lens of:

  • engaging in fast and rich feedback
  • co-creation of services with customers
  • ideation from the outside in
  • peer support (level 0 support)
  • advancing your profession through research collaboration

At the end of the session the attendees will have three new perspectives on building value in their delivery of services. This will help them engage their teams though deeper purpose, a higher level of strategic design thinking in their service delivery models and ultimately an understanding of how to build competitive advantage for their organisations through a great customer centric team!

Top ↑

A pragmatists guide to the human factors of change

Peter Gates | Director – Advisory, KPMG

All change balances customer requirements against the velocity of change or disruption, workforce needs and the desire or capacity of the organisation to adapt. This presentation addresses the practical aspects of doing so; creating and maintaining a permissive environment, empowering a positive leadership culture and when it’s right to be prescriptive. Not everyone has to agree all the time – but it’s your job to get them through the process while maintaining a positive, productive and healthy work environment.

Top ↑

“Back to pen and paper” – How to test your readiness for a cyber-attack   

Rinske Geerlings | MD and Principal Consultant, Business As Usual

In this hands-on session, we will take cyber risk readiness and related Business Continuity capability to the next level.

Rinske will be handing out a world-class disaster simulation template, after which we will build real-life cyber risk scenarios to put your organisation to the test.

This session will bring together a range of considerations when testing your organisation for its cyber threat preparedness… not in terms of prevention, but purely in terms of response and recovery.

After choosing a believable scenario (e.g. DDoS, ransormware or phishing attack), we will build the logistics and procedures for a response and recovery simulation exercise. We will discuss and evaluateinjects/challenges such as:

  • Pre-rehearsal communications: what will you tell participants? Will the test come as a surprise or will you pre-inform people?
  • Participants, including those outside the IT department
  • Involving external parties such as Government agencies, external technology partners and customers
  • Reputation related challenges (e.g. Public Relations aspects and/or social media storm affecting the ‘brand’ of your organisation)
  • Human Resources related issues such as handling staff panic regarding their critical data
  • Security aspects including rapidly protecting physical access to your data centre/servers as well as locking down your data/applications
  • Other physical infrastructure related challenges (e.g. dealing with situations where a cyber attack has affected physical infrastructure such as building security systems, elevators and electricity provisions)
  • Legal aspects, such as organisational liability for data loss of clients
  • Any other surprise elements including the use of actors
  • Post-exercise activities, e.g. measuring the effectiveness, efficiency and learnings from your exercise
  • Planning tools/logistics to make your rehearsal go smoothly.

Depending on the size of the group, we may split up in sub teams for this session.

The take-home value of this session includes a practical template plus sample test scenarios that are ready to be applied in your own organisation, to test its readiness for a real-life infrmation security incident.

Top ↑

Building an end-user self-service catalog

Brett Moffett | Solutions Architect, Cireson

We all want to try and reduce the number of calls we field in a day. Having an end user self service catalogue allows our customers to use self-service to request the services they require but it is often difficult to get started, drive adoption rates and get results.

In this presentation we will look at where to start when looking at creating a service catalogue as well as how to maximise the service catalogue once we have it and even look at some examples of different approaches to service catalogues from real world companies.

  • Catalogue Planning (Where to start and how to take a Phased approach – Quick Wins)
  • Design Implications (The Do’s and Don’ts for your design)
  • Navigation (Real World Examples of the different Navigation styles)
  • Driving Adoption (How to get people using the catalog)
  • Automation (Closing the loop)

By the end of this presentation you should have some clear learning outcomes that you can take back and start to use in your organisation and start your Self Service catalog today.

Top ↑

Cyber Security Innovation Session

Scott Handsaker | CEO, CyRise

Presented by CyRise, Australia’s best venture accelerator for cyber security companies.  Hear from a range of early stage cyber security companies deliver a pitch one their business, including some of the best innovators in Australia.

Top ↑

Cybersecurity – The evolution of an industry and the importance of human behaviour

John Karabin | National Director Cybersecurity, Dimension Data

With major breaches targeted at government, critical infrastructure and commercial companies being announced daily, the question arises – what do we do next? Technology has developed very quickly to counter the growing threat landscape. However, each year security companies make proclamations that they have the answer to the problem, and each year the number of breaches and their impact on society grow. So, where will we be in 2020, and does the silver bullet exist?

Top ↑

DevOps, ITSM and agile: finding the balance

Dave Favelle | CEO, ValueFlow

DevOps is reaching a tipping point in the Australian IT market. Business and IT executives are motivated to get the benefits but they need to understand this is a different type of change. Firstly, there needs to be a clear view on where in the IT portfolio DevOps is most applicable, how to get started, how to tailor ITSM, and how to scale DevOps across the Enterprise.

In this presentation, David will bring insights from his work as a consultant and trainer. He will introduce resources and case studies from leading DevOps global organisations. He will also show how DevOps, Agile and ITSM can be integrated and how they can co-exist within the IT4IT standard and IT Operating Model.

Top ↑

Digital strategy underpinned by ITSM

Harold Petersen | Practice Director and Principal Consultant, Servicevalue Pty Ltd

True Digital transformation requires an update in strategic thinking for your business and integration of your IT Strategy. It’s not just about upgrading your technology or automating some processes.

This presentation will firstly introduce success stories and failures of well-known large enterprises to genuinely adopt a digital strategy, not as s separate initiative, but as a key focus of their corporate strategy.

Traditional businesses need to rethink their underlying assumptions in five domains of digital strategy: customers, competition, data, innovation, and value. They need to harness customer networks, platforms, big data, rapid experimentation, and disruptive business models.

Does that mean that IT Service Management is fast becoming irrelevant whilst digital strategies are becoming the focus of many public and private environments?

The answer is ‘definitely not!’, but we will need to adapt in order to be an enabler for Digital Transformation, whilst – sadly – some ITSM capabilities within enterprises are often (seen as) constraints by the business.

This presentation will demonstrate how IT capabilities need to be the engines for a digital business. Now more than ever before does IT need to understand the business and its strategy to optimally align its operating models, provide stability and security in concert with great agility in developing new and changed digital services across their lifecycles, such as:

IT Strategy, including

  • Architectures (including micro-services, application portfolios, inhouse versus cloud based hosting, etc)
  • Business Relationship Management
  • Technology Business Management (business alignment, portfolio optimisation, cost optimisation, investment optimisation, etc)
  • Information Security Strategy

IT Design and Transformation, including

  • Project, Program, Portfolio Management
  • DevOps and Agile capabilities
  • SDLC, Change and Release Management

IT Operations and Service Management

  • SIAM and vendor management
  • IT Service Delivery and Support
  • Information Security Operations

Top ↑

Effective communication

Rocky Heckman  | Technology Surfer – Public Speaker – Visionary

In today’s fast paced global world where it’s not about the big eating the small, but the fast eating the slow you can’t afford miscommunications or misunderstandings. Most of the problems we have today are caused by people being in a rush to convey a 1000-page dissertation into 140 characters. We have messages we need to get across to people but we don’t lay them out well enough for people to read and understand them in the very short amount of time they have to read it. So, what do 500-pound bombs, snipers, and Jet Engines have to do with improving how we communicate? Come to the session. We’ll have a laugh, learn and bit and you’ll find out.

Top ↑

Enterprise, the next generation

Gary Percival | Senior Consultant, SM4ALL Services

All enterprises deliver multiple services, both internal and external, though most do not formally practice any means of service management.

In ITIL and ISO 20000 there is huge potential value to organisations to effectively and efficiently manage their portfolio of services. If the ITSM staff are focussing only on IT, then we are doing our employer a major disservice !

I wish to propose that there are business-critical services, which are more and more online, which can benefit from the application of the ITSM principles. That many organisations are already performing some ITIL disciplines (without knowing it), but without the overall governance view that ITIL provides. I cover the approaches that can be used, provide some examples of the processes we are so familiar with, and now businesses are using them. I propose the two-level service management model – Service Level and Supporting Process Level.

This is viewing services from a lifecycle perspective and viewing the lifecycle supporting processes themselves and their interdependencies. You need to manage services through their lifecycle, and manage the evolution (CSI) of the supporting processes as services in their own right. With Agile, Lean, DevOps, IoT, automation, AI and all, the 2010 processes need a new approach. One which is adaptive and generic. One that can apply to all service providers, not just IT. To show how the ITIL disciplines can be adopted by all service providers, and how the early adopters are using these methods.

Top ↑

Get fit for major incidents

Ralph Gray | Golden Pelican IT Consulting

In keeping with the conference theme “Get Fit for Service” this presentation helps practitioners to “Get Fit for Major Incidents”.

It goes way beyond the published guidance from ITIL (a pathetic ½ page) and ISO/IEC 20000 Part 2 (another ½ page). It does this based on Ralph’s 40 years in IT and 20 years’ experience in dealing with major incidents based on ITIL guidance. The presentation will embed experience from multiple organisations that Ralph has worked for, either as an employee or as a consultant. However, because of the sensitivity that often surrounds major incidents, most case studies will be presented anonymously.

Major Incidents have the potential to create significant disruption to an organisation’s and its customers’ business operations, to impact customer confidence and, in some cases, seriously harm the reputation of the organisation. When major incidents occur, as they inevitably do, they can have a devastating impact on the organisation, its staff and customers.

To limit the impact, we need to ensure that these incidents are managed properly and resolved effectively.

ITIL and ISO/IEC 20000 specify that aprocedure for handling major incidents is mandatory, but most organisations fail to have adequate processes in place. Part of the reason for this is that ITIL gives an inadequate level of guidance. Organisations and practitioners have had to build on the guidance using their own experience.

This presentation will guide you through understanding Major Incident Management and its relationship with other key processes such as Problem Management, Change Management, Service Continuity Management and Continual Service Improvement. To do this, the presentation is filled with interesting case studies.

It will build a comprehensive framework (a high-level process flow) for managing major incidents end-to-end that participants can take home and implement.

The presentation will be suitable for practitioners at all levels of experience.

Top ↑

Got a wicked problem? Need to move quickly and fix things? Experience KT bootcamp – for solvers of the future

David Rogasch & Ishita Terry | Kepner-Tregoe

Are you dealing with complex, ill-defined problems in your operational landscape and need to respond quickly?

In this session, Ishita Terry and David Rogasch of Kepner-Tregoe will give you a road map and taste of our solutioning toolsets.

Discover how to lift your people from their technical & operational silos and enable them to understand the strategic context of the E2E platforms in which they operate. They will place customer and employee experience at the centre of their efforts to solve technical, social, economic and process challenges holistically.

See how to enable your teams to deliver data informed stories that incorporate both big data/contemporary analytics with user/customer stories to guide executive decision making, implementation and benefits realisation.

Come and experience how KT Bootcamp incorporates devops and agile in a ready to use, scalable framework that builds capabilities of the future while delivering results on the fly!

Top ↑

Human centered ITIL service design (mix well for the perfect customer (& organisation) outcome)

Katrina Macdermid | Director, KayJayEm Services

Holding the revered qualification of ITIL Master, Katrina is an expert in the integration and creation of Human Centred ITIL Service Design frameworks; essentially, consulting for a major Australian Airline, she adds the “human”  element to ITIL.

What is Human ITIL Centred Design?

Human Centred ITIL Service Design  is an approach to creating solutions for problems and opportunities through a focus on the needs, contexts, behaviours and emotions of the people that the solutions will serve. For example, Katrina has identified significant improvements for incident logging.  Her approach focused on Airline front line staff and considers each type of users’ environment, motivations and behaviours for why incidents are (and are not) being logged.

Katrina has a solid background and history of managing large transformation projects valued up to $2 billion with some of the largest national and international globally recognised organisations.

With a solid background in designing and implementing innovative new systems and technologies in industries like the airlines, telecommunications, technology and services, she has a fundamental philosophy that she believes that as world standard practice we should design ITIL processes that include the frameworks of human centred design.  So that all systems work as a natural order of steps to human nature are intuitive, complementary and enhances the use of the customers desires motivations and delights in line with the organisations objectives. (Which at times folks in IT do not always take into consideration). Her exceptional communication, negotiation and program management delivery skills has enabled her to effectively direct and lead organisations in ensuring successful delivery of strategies and the achievement of business outcomes.

Katrina is a well-known speaker and lecturer on Human Centred ITIL Service Design, she frequently speaks at conferences on the subject and as well as lecturing at the Academy Xi specialising in Human Centred Design.  Her concepts of combining ITIL Service Design with Human Centred Service Design can be easily adopted and utilised by organisations in the  design of IT Services into  highly valuable, sustainable and relevant IT services.

Recently nominated to be an ITIL Global Ambassador for the upcoming new version of ITIL, she is a Certified Practicing Program Director (CPPD) accredited by the Australia Institute of Project Management, in the field of Program Delivery. Katrina holds a depth of expertise knowledge and hands on experience including holding a range of Program Management & ITIL certifications such as PRINCE2, PMBOK, ITIL Master and CPPD.

Top ↑

Ignites wrangled by Kathryn Howard

Kathryn Howard | Director, itSMF Australia

A speedy presentation format. Each speaker gets 20 slides that will change automatically after 15 seconds resulting in multiple fun and exciting 5 minute presentations. You will experience presentations from some of the conference’s top speakers sharing a tasting plate of punchy, diverse and entertaining topics.

  • Rob England
  • Ralph Gray
  • Katrina Macdermid
  • Dave O’Reardon
  • Adam Seeber
  • Duncan Troup

Top ↑

ITSM in home affairs

Michael Milford | First Assistant Secretary, Department of Home Affairs

Michael will be using the topic of Information Technology Service Management as a platform to discuss the role played by the Department of Home Affairs as well as the challenges and opportunities presented by the use of technology across the organisation. The creation of Home Affairs has allowed the Department’s IT professionals and senior leaders to consider how IT is used to support customers and staff. This has revealed a range of challenges which the organisation is working to address while at the same time taking advantage of a raft of opportunities that technology offers in terms of efficiencies and improving the way business is done. Michael will lend his view on the direction of the Department of Home Affairs – as part of a wider Portfolio – and the role ITSM, and technology more broadly, will play as the organisation moves forward.

Top ↑

Leading cultural change through pop culture

David Conroy | IT Customer Experience Manager, SA Power Networks

What do The X Factor, Terminator 2, and Shark Tank have in common?

They are fantastic examples of quality pop culture and some of my personal favorites. They are also playing a key part in how the IT Customer Experience team at SA Power Networks has started to shift to a more adaptive, empowered, customer focused workforce. This session /presentation will focus on practical examples that SA Power Networks has been experimenting with for the last 12 months. We will share the Good, the Bad and the Ugly.

Dan Pink (and many others) tell us that autonomy is one of the key drivers of motivation; but how do you build a sense of empowerment and autonomy in your operational IT teams whilst still ensuring the selected work is of value to the organisation? Well, we use the Shark Tank. The mutant hybrid child of Lean, Agile, Hackathons and pop culture.

In this first iteration, cross-functional teams have been asked to present to their leadership team every two weeks with a problem they selected. They have been asked to answer the following questions. 1) what is the problem and why did you pick it? 2) What did you try/do? 3) What value/benefit did you deliver? 4) What did you learn? These questions provide enough focus to guide the discussion without people wasting hours developing slick PowerPoint presentations. Team members have gained valuable experience in presentation as well as the ability to share their wins with the leadership team. Timeboxing to two-week periods also helps keep the ideas to a more manageable size.

This talk will explore in more detail how Shark Tank leads into “Terminator 2” – there is no fate but what we make – and how the “X-Factor” is the importance of measurement and listening to your customers.

Top ↑

Maintaining situational awareness in the modern operations control tower

Chris Fowles | Principal Consultant, Vibrato

Modern applications and platforms provide torrents of metric and logging feedback to operational teams. Sorting the information from all this data to uncover the insights into the running state of these workloads can be challenging. Vibrato will share some of the unique strategies we use to help teams make sense of the signals by presenting the right information to the right audience at the best time.

Implementing a comprehensive visibility platform can help reduce Mean Time To Resolve, mitigate customer frustration, and improve business’ operational awareness outside of just the operations team.

Top ↑

Making all your people your cyber heroes: the challenges and the opportunities

Lawrie Kirk | Business Development Manager – Australia and New Zealand, APMG International

Many organizations continue to invest in multiple layers of ‘intelligent’ technical controls to protect themselves from cyber attackers. However, security breaches continue to grow in their scale and impact. There’s something missing in our organisational response to the cyber risks we all face. Hard won corporate reputations, competitive advantage and operational capabilities are all at risk.

The stark reality is that most successful cyber-attacks succeed because of human error – the unwitting actions of anyone in the organization, regardless of their role or responsibility. We need to understand that effective cyber resilience has always been as much about our people and their behaviours as it is about technology or compliance with the latest regulations.

Our people and their behaviours need to sit at the heart of an effective cyber resilience strategy. It requires a balanced and collaborative approach across the entire organisation – embedding the simple, practical and relevant guidance we all need to enable us to make the right decisions at the right time in keeping our most valuable and precious information and systems safe.

A missing key in the creation and growth of a truly cyber-resilient organizational culture lies in building a vigilant and resilient workforce through effective cyber awareness training for all. In this vital area of staff training and development, dry ‘tick-box’ annual compliance training, with a ‘one size doesn’t fit all’ approach that so many organizations continue to rely on has demonstrably failed to embed the long-term behavioural changes required to operate securely and responsibly in the digital age. At best, it reminds us of some essentials; at worst, it’s treated as a necessary evil, a distraction, and something to be completed, and forgotten, as quickly as possible.

We need to take a different approach. One that moves beyond ‘tick-box’ tedium and which combines easy to understand best practice guidance with innovative training techniques that acknowledge the different ways we all learn. This presentation outlines what good can look like by:

  1. Illustrating, through case studies, how some UK organisations are creating and sustaining a vigilant and resilient culture across their workforce;
  2. Showing how new training techniques, like gamification and real-time training, can help engage your people
  3. Questioning just how much security awareness training is enough
  4. Talking about the role your board/leadership teams and champions across your organization should be playing
  5. Emphasising the importance of providing training to protect information at home as well as at work
  6. Presenting the power of stories to build active learning and sustained behaviour change

Those attending will learn where they can begin their cyber awareness training journey, where they can enhance their existing programme and provide ideas for innovative new approaches to training all your people. The presentation is aimed at business leaders, those responsible for information security and/or security awareness and anyone interested to know more about their role in protecting their organizations reputation in the face of rapidly evolving and changing cyber threats.

NB: This is being presented by Lawrie Kirk on behalf of Nick Wilding, General Manager, Cyber Resilience for AXELOS Global Best Practice.

Top ↑

Making sense of ITSM with cynefin

Akshay Anand | Product Ambassador, ITSM, AXELOS Global Best Practice

“The Cynefin framework … allows executives to see things from new viewpoints, assimilate complex concepts, and address real-world problems and opportunities” – A Leader’s Framework for Decision Making, David Snowden & Mary Boone, Harvard Business Review, November 2007.

Cynefin is a sense making framework that provides guidance on understanding the type of environments and situations, each of which require a different approach to making decisions. The Cynefin framework has been enthusiastically picked up by the software development community, but it can be applied successfully to IT Service Management. Many mistakes in ITSM (or more generically, in IT Management) can be often be traced back to a misunderstanding of the type of environment or situation, leading to incorrect approaches being used to make decisions. The Cynefin framework provides a explanation of the different types of environments and situations, as well as practical methods to apply in each environment.

Top ↑

Meet the panellists

Featuring: Akshay Anand, Karen Ferris, Simon Dorst, Michelle Major-Goldsmith

This session allows all delegates to ask follow-on questions from the keynote panellists from Wednesday’s morning session.

Top ↑

Navigating the pitfalls of people change whilst transitioning to agile at scale

Adam Murray | Agile Transformation Lead, Dimension Data

In today’s modern world the pace of change from traditional waterfall project methodologies into an Agile way of working is becoming ever more popular. Kanban, Scrum, DevOps and Lean dominate the team based approaches of ‘getting to value’ faster. Increasingly organisations are wanting to take their Agile skunkworks programs and scale them across the enterprise. This is where frameworks like SAFe, DAD and Nexus appear in the organisation. As per any company wide organisational change initiative, the people impacted by the scaling efforts need to be considered alongside the other obvious benefits expected by the management team. Such as improvements to the bottom line, cost reduction and increased revenue’s.

In this presentation the speaker will walk through a short introduction to the various agile methods and frameworks, concentrating on the most popular today – Scrum and SAFe. Followed by some real life examples where the people change impact was not considered fully and had both an impact on the organisational change and the people themselves, thus reducing motivation and morale. The intent is not to describe an existing methodology for people change in a new way, rather pulling on true stories and actual situations. Finally, the speaker will describe how these situations could have been avoided by tackling it in a different way. The intention is to help other agile transformation initiatives to avoid common people change challenges through the use of practical, real life experiences explained in a teaching, learning way.

Top ↑

Panel: DevOps and the people challenge

Chair: Dave Favelle | CEO, ValueFlow

We don’t have 10 years to get DevOps done.  How can we get it done in 3 years in a large Enterprise?

Will there be casualties? What are the new roles we need?

These questions and many more!

More info to come !

Top ↑

People, culture and data

Christine McNamara | Managing Director, Optimus Australia

It takes belief and courage to embark on Service Management transformation. A critical success factor is establishing a change culture to underpin it’s success. If transformation is too much of a risk then incremental change through a Continual Service Improvement program may be the way to go.

People:

Identifying a leader is the crucial first step. A leader communicates the vision and a clear picture of what the end game looks and feels like. A clear vision statement will be the motivator when resistance to change arises and will provide the guiding principles for all decision-making.

Creating a clear vision statement starts with an understanding of the current state and this can often be blurred by the quality of the data. Undertaking a capability assessment is a method used to establish the baseline and it provides a framework and guidance for each capability maturity level, confirms you have arrived at the target level before moving on to the next level.

Culture:

Creating a change culture is the foundation for transformation and Organisational Change Management (OCM) takes into consideration the people aspect.

Developing a change culture is about creating new habits and supporting the people in the organisation to embed these habits into ‘the way we do things’.

What differentiates one organisation from another is not technology, not process, not quality but the culture. It is what you stand for daily and if you live it then customers will notice.

Data:

Data is created by people, therefore analysing data provides enormous insights into the culture and capability of an organisation and can validate what is ‘anecdotally’ known to be true.

Equally important to analyzing data is to go and see how the data is created. More often than not the person creating the data, keying text into field, selecting from dropdown options or the auto-population based on business rules, does not know how this data will appear on reports or drive business decisions.

Not everyone understands analytics (data and reporting) or how to look for meaningful patterns however I have seen data quality improve when there is an understanding of the basic meaning of the data, where it will appear and how it will be interpreted.

Measuring, monitoring and improving performance based on solid data foundations is key to the success of People and Culture.

Top ↑

Performance reviews suck. What to do instead

David O’Reardon | CEO, Silversix

Adobe, Dell, Microsoft, IBM, Deloitte, Accenture, PwC and GE have all dropped the annual performance review. Why? Because annual performance reviews suck!

According to one study, 73% of HR professionals believe annual performance reviews are a waste of time and resources. Performance reviews, designed to increase performance, have even been shown to have the opposite effect.

Continual feedback is the answer. To be a great leader, you have to know how to coach. Quality, timely feedback has been shown to increase engagement, productivity and customer service levels.

In this session, David will share the latest research on performance reviews (warning – you’ll want to drop them like a hot potato!), explain why continual feedback is the answer, and share some tips (and help you avoid the pitfalls) for becoming a great coach and a better leader.

Let’s face it, “Yay, it’s time for my annual performance review!” said no-one ever.

Top ↑

Power-up your team for service management

Peter McKenzie | Principal Consultant, Sintegral

So here we are at the Service Management 2018 conference. So what is a service, a service model? Does your organisation truly understand services and what that means? Do they grok?

Moving to service based management implies a implementing service based accountability – this can represent a change to how people think about their roles and how they behave in response. Even when people say they understand “services” the implications may not be understood. This can be a significant cultural challenge.

Agenda:

  • An accountability based approach to service modeling and the relatively simple rules to support it;
  • An exploration how those rules can challenge the status quo and real life reactions; and
  • What can be done to smooth the path.

The goals of the session are to present the organisational change experiences from some real (but anonomised) organisations including:

  • how moving to true service based accountability was far more of a cultural challenge than anticipated;
  • showing that once the change is accomplished, it empowers staff; and
  • how this change allows management of complexity and also its reduction.

*’Grok’ means to understand so thoroughly that the observer becomes a part of the observed – Robert Heinlein, “Stranger in a Strange Land”.

Top ↑

Problem management — easy to do, hard to start

Michael Hall | Problem Management Expert, Real-World IT

This presentation sets out to explain why problem management should be easy, but many organisations find it hard to do well and realise the benefits that result. I talk about why it should be easy, but why people find it hard, or hard to get going. I then draw on ten years’ experience doing, implementing, thinking and writing about problem management, to go into practical steps to make it easier to both do and get results, then lead people through some arguments they can use to encourage teams to get involved effectively.

Why do I say problem management is easy?

You only need to do two or three things to be successful:

  • Find the problem – the high impact but easy way – have a service interruption (incident) – or the low impact but slightly more difficult way – analyse your data, service outputs and expert’s knowledge to find problems before they can interrupt service
  • Find the cause – technical or triggering cause, root causes or underlying situation, contributing factors (things that make it worse or more complicated)
  • Fix it – implement a permanent solution that eliminates the underlying causes and prevents future incidents being triggered

That doesn’t seem so hard, but people still find managing problems effectively challenging to implement and maintain.

Why is it so hard to get happening?

I hear lots of reasons why people are either not doing it or doing it but not realizing the benefits. Things I hear include:

  • They don’t know how to do it
  • They don’t know how or where to start
  • Management can’t see the value dividend from solving problems effectively
  • People think they are doing it already but really aren’t
  • We are too busy doing our day jobs to add more work or another layer of administrative overhead

How do you make it easy/easier?

There are a few things we can do to make problem management easier:

  • Use a structured approach – have a method and make sure everyone does it the same way – this is not the same as announcing a ‘process’ and asking everyone to follow it!
  • Have or acquire problem solving skills – learn how to solve problems effectively and teach your peers
  • Problem management is something you do, not something you administrate or govern. Get directly involved in problems and learn to be an effective facilitator of the expert teams collaborating on solving the problem

How do we overcome the reluctance of people to get on board?

  • First, address the reluctance by setting out six bottom-line values that problem management brings. These include freeing up resources from fire-fighting and speeding up error free delivery, as well as improving customer net promoter scores
  • Then, how to get going – start small and show positive results – just one type of problem or one area or priority
  • Finally, win support by celebrating and publicising successes – not yours: recognise the efforts of the experts who were involved back to their management and customers

Top ↑

Rain, rain, go away – how problem management must adapt in a world of integrated cloud services

Shane Chagpar |  Global Technical Lead, Kepner-Tregoe

You’ve committed to moving your key business services to the cloud and so far your integrations are holding. No turning back now! To prepare for potential rainy days that lie ahead what premortems can you and your teams conduct? What are the right tools most effective for today’s next-gen environments? It’s not all bad, right? You moved to the cloud to take advantage of security, reliability, and peace of mind. However, you are now part of a new frontier which brings uncharted terrain and problems hard to identify till you arrive.

In this session, Shane Chagpar of Kepner-Tregoe will teach you how to prepare for a potential cyclone in this environment as he asks, “what color is your umbrella?” and covers the spectrum of how best to prepare yourself for the challenges ahead. He’ll discuss how service and deployment models will require a different approach to setting expectations with your customers. How you’ve got to redefine team troubleshooting so you can manage and take control of incidents that are now outside of your control. It’s a shift from being reactive to being proactive. You must monitor critical infrastructure, applications and metrics that reflect customer experience and most important (and the silver lining) are to leverage resource advantages your team gains from moving to the cloud. The Boy and Girl Scouts motto is “to be prepared”, and through good knowledge management, much work can be done to protect your organization by carefully planning your process architecture, saving your team from brutal hours of work handling cascading effects due to unauthorized changes. It’s all simpler than you think, and Shane will walk you through how.

Top ↑

Robot magic – hacking and defending learning machines

Brad Busch |  Chairman, itSMF

The explosion of Machine Learning technology, materials technology and advanced controls systems has seen robots enter our lives in meaningful ways. Whether it is chatbots for customer services, robot vacuums, self-driving cars or autonomous drones; robots are in our hands, our lives and flying over our heads.

In this presentation we will cover the explosion of robotic technology, a quick understanding of machine learning and then dive deep into Magic to understand how we hack the human mind and our robot servants. It isn’t all bad news though, we will also explore ways of protecting robots from hackers.

Without accessing the command line and with no hoodies in sight, you will learn about how to attack and defend robots though stories you will take away to share with your colleagues and friends.

Top ↑

Service management in Suncorp’s agile chief data and transformation office

Stijn De Lathouwers, Julie Burke | Executive Manager, Chief Data and Transformation office / Service Management Platform Manager, Suncorp

Suncorp’s technology division is well known for its Australian leading agile practices and technology delivery. Its Chief Data and Transformation Office embarked on introducing a Service Management practice in a hyper agile organisation. A clash of worlds was predicted yet we have a harmonious biosphere with improved services, agile practices, customer experience, reduced organisational risk and improved data and analytics operations.

This session will take you through their journey, its challenges and successes and will give you a glimpse on how an agile team of aligned data and analytics professionals succeeded in embedding basic practices and improved maturity over the course of a single year.

Top ↑

Startup to scale up: Becoming PCI compliant

Carmen Nunez | Customer Success Manager, Haventec

Haventec is an Australian owned and operated Cyber Security technology company with a suite of security solutions that protect identity and personal information transactions in the modern open digital economy. We are a start up with less than 20 people that entered the market two years ago and we are moving fast to establish a scalable business.

Last year Haventec participated in the Start Up Lane. This year we look back at how far we’ve come in a relatively short period of time. We share how we’re building and running compliant services, how a small team invested and took a strategic approach to become PCI DSS compliant and how we’ve used PCI and other frameworks to our competitive advantage.

PCI leverages key ITIL processes such as incident and problem management, change management and continual improvement. It meets the requirements of other frameworks such as ISO27001:2013. Frameworks are powerful business enablers, they demonstrate the confidence of your people, and the maturity of your processes and systems so that they can be independently verified. They gain the trust of customers and the marketplace.

We share the techniques that can be used in organisations large and small to Integrate PCI into business-as-usual and show how PCI is now part of who we are and how it has changed the way we work. More importantly we share how frameworks can have a real impact on business outcomes and your ability to scale.

Top ↑

Transforming Flinders University

Kerrie Campbell | CIO, Flinders University

Agile was once considered a fad and popular in the realms of crazy start-ups with cowboy coders, but now agile methodologies and working in an agile way are being adopted across all industry sectors. Agile has drawn its fair share of advocates and opponents and both are as passionate about their views as each other. Agile will not help you with disengaged people, poor culture or low levels of capability – it’s not a silver bullet.  But it will improve your teams work quality, timeliness and your customer’s satisfaction.

Agility in delivery and agile customer focus need to be adapted to the changing context of the new enterprise, this means that stuff will break.  Agile will break your people, your processes and your org structures – but that’s ok.

Top ↑

VeriSM™ – The new kid in town!

Michelle Major-Goldsmith, Simon Dorst| Service Management, Kinetic IT

As the great rock band the Eagles said: “There’s talk on the street; it sounds so familiar. Great expectations, everybody’s watching you”.

As the IT industry shifts towards digital transformation, the evolution of new management practices and the ‘commoditisation of IT’, there is so much to watch in the service management space!  There seems to be a constant chatter about new management models, best practices and frameworks.  It seems there is often ‘a new kid in town’.  This presentation will consider the latest: VeriSM, and focus on where it has come from and where it sits within the field of service management.

We will present the VeriSM service management approach from the organisational level, looking at the end-to-end view rather than focusing on a single department, like IT.  VeriSM allows for a tailored approach depending upon the type of business, its priorities and culture.  We will explain how organisations can adopt a range of management practices in a flexible way to deliver the right product or service, at the right time to their consumers.  We will outline how VeriSM sits alongside other best and enabling practices, and how we think it will fit with the next version of ITIL.

Within this presentation the key elements of the VeriSM approach will be explained together with some of our favourite attributes.

Top ↑

What happens when you apply AI techniques to service management?

Greg Baker | CTO, Daisee

ITSMF 2023 will be filled with stories and talks about transcription of phone calls, summarising text, automated topic modelling, chatbot auto-learning, solution inference, optimal assignment and effort prediction. In this profoundly optimistic talk, Greg will discuss what these all mean for the modern service desk and how they will transform service desks over the next few years.

Service management software will change: from the peak complexity we see today, and the difficulties in set-up and reporting, we will see a radical shift to a future where staff will be freed up to do what humans do best, leaving call annotations to the machines. Technologies available today and in the near future will give us software that listens and learns and acts.

Everyone wants to record caller satisfaction, wants to improve their CSAT scores and to bring the best out in their service desk staff. Real-time sentiment and emotion analysis of spoken voice will make this feedback and insight very fast, and may even obsolete the traditional need for CSAT scoring.

While chatbots today have been only moderately successful, chatbots that can learn without programming will accelerate the process of service desk off-loading, obsoleting many knowledge management systems by replacing them with fast-learning systems that don’t need to be updated by hand.

As the CTO of Daisee (Australia’s best technology company, fastest-growing and hottest AI company), Greg can provide a guided tour around today’s and tomorrow’s most interesting technologies in the ITSMF space.

Top ↑

Why people change has to be everyone’s business – game on!

Karen Ferris | Director, Macanta Consulting

When change is volatile, uncertain, complex and ambiguous –
When constant change is the new black –
We cannot rely on a select few to manage the people side of change.
This keynote presentation describes the brave new world we are now in or are about to be faced with.

When change is fast and iterative and subject to alteration in outcomes, how do you manage the people side of change.
How do you communicate and engage when the outcomes are not yet known. You can’t!
We have to stop talking about resistance to change and start talking about resilience.
The presentation describes how we need to simplify the roles involved in the people side of change and how change has
to be everyone’s business.
Our workforce is a team and has to behave like a field sports team. Every game is different. Ground, pitch, opposition,
tactics, position etc.
The team says ‘Game On!’ There is no resistance to change! They have managers and coaches that make it happen.
So how do we move our workforce to a position of ‘Game On?’
This presentation shows you how.

Top ↑