Become one of 24 speakers from around the world at the second ground-breaking conference 'Tomorrow's IT Service Future Today'. Please make your submission following the instructions below i.e. presentation title, synopsis, biography, preferred time zone (EMEA, Australasia, US) and web link. Speakers for the event will be chosen according to their popularity so please vote for on who you'd like to hear speak. For updates on TFT13 follow @FutureITService
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In response to Aale Roos’ ‘unlearn ITIL’ movement, I had a new idea – let’s relearn ITIL.
In the last 5 years, ITIL has changed, grown, evolved and added a lot of complexity (and a lot of words!). There’s been a lot of grumbling but it’s still the most widely adopted approach to ITSM across the world, and 20,000+ people get Foundation certified each month.
I’m going to make a back to basics appeal to remind everyone why we do this stuff. This presentation is going to be a simple, practical look at service management best practice that works…with some hints on where to start for your organisation.
Useful for newbies and experienced practitioners, you’ll get a fresh look at ITSM based on the real world.
An Introduction to Outside-In Thinking
“Outside-in” thinking is a philosophy and management approach that places the interests of customers ahead of the organization’s capabilities.
Organizations that adopt an “outside-in” approach focus on satisfying their customers by efficiently and consistently delivering a combination of superior service experience and successful customer outcomes.
In economically stressful times, management teams may focus almost entirely on internal processes—improving productivity, downsizing and so forth. Decisions are made based on internal knowledge and instincts. This is “inside-out” thinking, and it can cause you to lose touch with your customers.
This is particularly true for enterprise IT organizations.
Outside-in thinking, on the other hand, emphasizes the need to look at everything you do from the customer’s perspective, and to manage your organization’s performance as a service provider or business based upon customer satisfaction levels. An explicit customer-based justification is sought for every decision. The what and how of process engagement and activity performance are driven by the why.
In this session Ian will help you understand how simple and powerful outside-in thinking is, and how it has been successfully applied both in service businesses like healthcare, and IT organizations being performance managed as an information service provider.
Go with the flow – an introduction to OBASHI
Could OBASHI be the answer to any of IT’s problems? This methodology is slowly gaining ground and being adopted by businesses concerned with many hot topics – business alignment, value management, sustainability, the service portfolio, data management, risk management…
In this presentation, I’m going to introduce OBASHI – the what, where, when, why and how. I’ll also take a look at how OBASHI integrates with other best practices that could already be in place in your organisation.
OBASHI will give you a framework to map dataflows through your organisation, from the business perspective. Once you’ve joined the dots, better decision making follows on naturally.
This is an attmept to think about the question: Is there a right sequence to ITSM?
At this time, there are several large enterprises that are trying to upgrade/migrate their ITSM solutions, and in the process also (re)define their processes. Most of them get stuck with the age-old question of chicken and the egg - Which comes first? For instance can you do problem management without incident management, or can you do change management without configuration management.
In the theory of ITIL, there are 5 lifecycles, 26/28 processes (depending on what is defined as a process), several functions, and many more roles. In some places, it clearly mentions what comes first, but in others - the practical understanding is far from reach.
In my 9 years of experience working with clients who have asked this question again and again, I have realized that there is no perfect answer to these questions.
But there is an approach that makes a little more sense than others.
Join me as I share this sequential approach to ITSM, how I formulated it during my journey with the clients, and how it still continues to evolve.
Follow my thoughts on http://saurabhdubey.org/theProfessional/?cat=4 and @dubeysaurabh
Title: Welcome to the Post-ITSM era
ITSM remains the dominant IT service worldview right now, but as was the case with other once-dominant paradigms – for example Ptolemaic astronomy (the earth at the centre of the universe) – it may be superseded by another, better view.
Using my other area of knowledge (work psychology) I'm going to describe the structural flaws in the philosophies that underlie ITSM. Then, knitting together strands of psychology, philosophy, complexity science and the history of personal computing technology, I will propose a new and futuristic approach to IT service, which combines the best of the old with new learnings from various fields..
Why is this important? Well, many in "the business" see the old way of doing corporate IT service as increasingly outdated in the face of rapid technology-led change such as XaaS, BYOD, Social IT etc. Thinking about new paradigms is extremely important at this time.
The IT Survival Handbook
How to successfully deliver and support the customers of an IT department with just pen, paper, yellow stickies, no special knowledge, no spare resources, and no funding..... but a whole tablespoon of common sense - yes Agile IT for pragmatists and HOW NOT TO DO ITSM.
Includes top 10 things you have been told you need - that you don't, including - CDMB, Incident Management, Service Catalog, and a Service Portfolio...
The concept of IT as customer service is useful and valuable. At the time it was introduced it was also revolutionary. The current ITSM framework is solidly based on the customer service concept. Some people have even suggested that we should take the IT away from ITSM and concentrate on just Service Management.
I have been considering the opposite direction, taking the S out of ITSM. The customer service concept is based on three things. There is a customer, a service provider and a service. The customer wants something to happen and the service provider is willing and able to do it. The final step is defining the work as a service by setting limitations to it. For example if you hire somebody to clean your house, you have a cleaner, if you hire somebody to cook your meals, you have a cook and if you hire somebody to sleep with you, you have a prostitute. (If you have a person who does all three things, you have a spouse and that is not customer service.)
The Service is the boundary between IT and the Business and the SLA governs it.
There are important developments which are breaking the customer service concept. One is the partnership model. In it IT and the business work together for common goals. IT does not provide a service but does whatever is needed to reach the goal. IT may take on business roles and business can do IT work.
Culture Eats Process for Lunch
Want to avoid your process improvement project from becoming a disaster? Don’t start with process. Of course process is important, but only in the context of your organization’s culture. This session will demonstrate how the culture of your organization is vitally important to the strategy you use for any Service Management changes. You must have a thorough understanding of your culture before you begin any transformation project. This session will explore simple techniques for evaluating your organizational culture, as well as steps you can take to improve it. You will learn time-tested principles that when introduced to your organization will minimize the need for drastic process changes.
Chris York has spent the last 20 years working in over 75 different IT Organizations around the globe. Throughout his career he has experienced a vast variety of company cultures and work styles. This experience has created a foundation of knowledge that Chris is continually building upon and anxious to share with others. He is currently President of York Services; a consulting firm that specializes in IT Organizational Improvement. As a student of improvement methodologies, Chris has learned how to blend various methodologies and technologies to create custom learning programs for his clients that always result in leaner, more efficient, and overall better IT organizations. Chris is passionate about sharing and collaborating. As such he is an active member and contributor to the exciting shared community of IT Service Management.
Mike Messina - Platinum Rule of IT Service Management
We have all heard of the Golden Rule "Do to others as you would have them do to you." This is a great start, but it misses the mark.
The platinum rule says "Treat others the way they want to be treated."
This rule is applicable to the way we take care of our customers, our employees, partners and the business.
This session will be informative. The goal of this session is to share some practical ways that IT can improve our ability to listen more effectively.
Matthew Neigh - Social Collaboration in ITSM - The Next Big Thing or the Next Time-Waster?
According to Gartner "the vast majority of social collaboration initiatives fail." According to their press release, although 70% of organizations employ social collaboration, there is only a 10% success rate. Why is that?
Even more disconcerting are the number of organizations that, in light of the statistics, consider social collaboration to be a big time waster.
Is social collaboration a waste of time? Will organizations continue to see a dismal success rate? Can anything be done to change?
Perhaps. Perhaps the reason is the approach organizations are taking to social collaboration. They are using new concepts along with new technology and trying to apply to old formulas of how software is to be implemented. Are they trying to place a round peg into a square hole? I believe so.
Perhaps a new paradigm shift is what will be critical to see social collaboration take off. Join me and, collaboratively, let's look at what the current state is and what can be done.
In this interactive session together we discuss and explore:
•The difference between collaboration and teamwork
•How we define "social collaboration"
•Destructive habits of failed collaboration
•Building blocks of a successful collaboration
Social collaboration is the next big thing in ITSM. When we align the people, process and social technology correctly in the culture of an organization, social collaboration will have an impact. Let's figure out how!