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22nd Annual International
IT Service Management
Conference & Exhibition
February 18-21, 2018
JW Marriott Orlando, Grande Lakes
REGISTER NOW
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Better & Faster – The Proven Path To Unstoppable Ideas

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Moving To Great

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The Trust Edge: How Top Leaders & Organizations Drive Business Results Through Trust

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The 4 Biggest Challenges Facing IT Today & What You MUST Do About Them

David Ratcliffe
David Ratcliffe,
President, Pink Elephant
Code: Beyond Beginner

As a Senior Executive in a global IT services organization, David has a great deal of experience and is very well positioned to clearly describe the risks and opportunities for IT today.

In this highly interactive session, David will present and discuss with you the most urgent and far reaching issues of the day for corporate IT. These challenges are relevant and impactful for all organizations and it is YOUR responsibility to gain control and influence over them. So where do you start?

Agreeing and understanding these four primary challenges is not even half the battle. We must follow-up with actions to ensure our respective businesses are protected from risks, and well positioned to exploit the opportunities.

Attend this session to hear valuable perspectives and strong advice for how to:

  • Enable positive and valuable business results
  • Raise awareness of important social and industry trends that will surely impact your business
  • Understand and deploy new tools and practices
  • Empower people and teams to deliver successful project outcomes
  • Improve your project prioritization and decision-making
  • Build better relationships and positive working cultures between teams

The session ends with David’s famous checklist of “Here’s What You Need To Start Doing Tomorrow Morning!”

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Is IT A Microcosm Of The Business? No – But It’s Pretty Close!

David Ratcliffe
David Ratcliffe,
President, Pink Elephant
Code: Beyond Beginner

“Run IT like a business” is a phrase often heard in social IT circles. But what does it mean? Is it relevant? And if so, how is it done?

In this session, David will list the various components that exist in a generic business environment and compare and contrast them to a generic IT organization:

  • Vision, strategy and objectives
  • Tools and other resources
  • People and structures
  • Leadership, values and culture
  • Processes and results

There are many parallels, but it’s not a perfect match. Nevertheless, there’s a lot we can learn and David will show how you can return to your workplace with an approach for understanding and improving the essential requirements for an effective IT function.

The session will close by reviewing a system for measuring the results of your efforts and continually improving.

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The 7 Habits Of Highly Effective People & Leaders - Through A Lean Lens

Troy DuMoulin
Troy DuMoulin,
VP, Research & Development, Pink Elephant

Simply put, Lean and Agile both share a core philosophy of continuous improvement focused on enhancing the customer value of your products and services. This includes the way you design and build them, how you develop effective teams and how you lead your organization based on a long-term view. Both Lean and Agile are focused on the quest for fast flow, which includes the practice of Kaizen to eliminate waste and shorten customer lead times. For Lean and Agile principles to be executed successfully, leaders must change culture and often their own management behaviors, in support of the continuous improvement culture needed.

That’s where Steven Covey’s “The 7 Habits of Highly Effective People” comes in. This best-selling book is an all-time leadership classic that has sold millions of copies. Covey’s model for personal and team effectiveness has changed the lives of countless professionals for the better and has had a lasting business impact that is undeniable.

In this informative and inspirational session, Troy will look at these time-tested habits through a Lean leadership lens to explicitly highlight how each of the 7 Habits (Be Proactive, Begin With The End In Mind, First Things First, Create A Win/Win, Seek First To Understand, Synergize, Sharpen The Saw) relate to and support Lean principles.

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Nick Carr Was WRONG! IT Does Matter! More Today Than Ever Before!

George Spalding
George Spalding,
Executive Vice President, Pink Elephant
Code: General

IT has been muddling along for the last decade or so complaining about the rising costs of simply keeping the lights on. No time, resources or energy left to even think about innovation and enabling new business services. IT has become a utility, even a commodity. Sad, but true! Is it any wonder why the business is starting to look elsewhere for new innovative solutions to real-world business problems? They can cut a deal directly with a SaaS vendor with little more than a few clicks and a credit card.

A decade ago, Nicholas Carr wrote an article in HBR (Harvard Business Review) and later a book stating that IT, like many disruptive technologies before it, had peaked in its ability to provide real strategic advantage to the business. A decade ago, he was right. But not today. Move over Nick Carr, cuz the DevOps train is leaving utility-based IT in the dust and generating REAL business results simply by doing IT better, faster, and cheaper while focusing on delivering EXACTLY what the customer wants when they want it. Come learn the NEW facts of life from George. His presentation focuses mainly on DevOps and Agile, and how these approaches when used effectively can help IT to be a stronger internal business partner.

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Great Balls Of Fire! How To Stay Motivated No Matter What!

Denise Ryan
Denise Ryan,
Motivational Pyromaniac, Firestar Speaking
Code: General

Do you live your life with fire and enthusiasm? Denise offers you a series of questions and a six step process to determine if you BURN, which includes how to get and stay motivated. What are the steps? First, you have to really want to be motivated and fired up. What? You think this stuff is easy? If it were easy, we’d all be happy and living our lives to the fullest. Staying motivated is sometimes hard, but when you want something badly enough, move to step two, which is about waking up. Denise believes most of us get so caught up in our busy routines we miss our lives. Years fly by us. Think of your next major birthday – maybe you will be 30 or 65. Think about what it will be like to be that age if you continue on your current path. Are you good with that? What do you want for yourself? Better health? Children? More friends? Better work? Wake up now and start working on it – or go back to sleep and miss your own life. It’s up to you. What are the other steps? Attend Denise’s very electric session to learn more, and then…start burning!

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How Senior Leaders Build Agreement Around Strategy

Niel Nickolaisen
Niel Nickolaisen,
Chief Technology Officer, OC Tanner
Code: Beyond Beginner

From the front lines of transformation many senior leaders can relate to the fact that it is one thing to establish direction and strategy but it is another thing altogether to gain agreement and establish shared urgency that leads to execution.

In this engaging senior level case study, Niel, winner of the 2016 IT Excellence Award: Case Study Of The Year, will share how to be successful at the three primary roles of senior leadership:

  1. Setting strategy and direction
  2. Improving delivery through agreement and shared urgency
  3. Creating a great culture focused on execution and accountability

How does a leader achieve these goals at any level in the organization and build influential authority at the same time? Niel will share his stories of success, ups and downs at OC Tanner, together with tips and tools of successful IT transformations, which he has used during his career. Join Niel as he walks you through the thought process used to create a business, rather than a technology, architecture that is centered on how the organization can create a competitive advantage.

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Staying On Course In A Turbulent Sea Of Change

David Mainville
David Mainville,
CEO & Co-Founder, Navvia
Code: Beyond Beginner

Today, many IT organizations are facing significant pressure to adapt and evolve, while simultaneously providing robust, secure and highly available environments. This pressure to change comes from many sources, be that technology, society, competition or even the economy.

So how does a leader balance these somewhat conflicting challenges while staying on course to deliver business value?

David has gleaned invaluable insights from his own personal trials, tribulations and leadership tips from leading a successful IT business and is a member of this year’s Pink Think Tank! Join David as he discusses his views and experiences on how to deliver business value through a process of prioritizing initiatives and lead teams by embracing a culture of Lean and Agile.

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The Pressures Of Digital Transformation – Is It Time To Create A Digital Backbone?

Gustav Toppenberg
Gustav Toppenberg,
Vice President Enterprise Architecture & Chief Architect, Catalina, USA
Code: Beyond Beginner

Are you being challenged with intense pressure to increase speed to market, enable greater agility while at the same time providing rock solid availability at lower cost? Do these goals seem mutually exclusive and conflicting? Not so if you have the courage to standardize and automate the practices of your continuous delivery pipeline. However, to achieve these ambitious goals, you’ll have to develop a back bone – specifically, you’ll need to create a common ‘Digital Backbone’.

During this strategic session, Gustav will share his personal experiences in leading the digital transformation of several multinational global technology organizations over the past 10 years. Specifically, Gustav will share the practical steps for conceptualizing, defining and implementing what is referred to as the ‘Digital Backbone’.

Join Gustav as he discusses the following:

  • The concept of a common and shared ‘Digital Backbone’ to enable digital transformation to take place across the enterprise
  • How to ensure the resources are aligned and available in key areas of the business
  • Establishing business processes, infrastructure and data models aligned to the efforts
  • Advocating sustainable approaches, practices and talent management
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Essential Knowledge: The Purpose & Value of Adopting ITSM & ITIL

Charlie Miles
Charlie Miles,
Management Consultant, Pink Elephant
Code: Beyond Beginner

This overview is an ideal way to learn about ITIL’s ITSM framework and Service Lifecycle approach. Designed for those new to ITIL or needing a refresh, the agenda includes an overview of ITIL’s five books – Service Strategy, Service Design, Service Transition, Service Operation, Continual Service Improvement – and their main concepts and best practices. Charlie will also provide a high level look at the 26 processes, 4 functions and ITSM process model.

To maximize participation, this session is scheduled more than once throughout the conference – it is presented on Sunday afternoon as a Conference Optimizer, and Monday as an Early Riser session.

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Essential Knowledge: How Everything Needs To Be Designed & Re-Designed With Lean Thinking

Beverly Parker
Beverly Parker,
Management Consultant, Pink Elephant
Code: Beginner

In this overview, Beverly will explain Lean’s origins and major guiding principles. You’ll walk away with an understanding of what Lean Management is, and an awareness of its business and IT value.

Simply put, Lean is focused on getting the right things to the right place at the right time in the right quantity to achieve perfect work flow, while minimizing waste and being flexible and able to change. To accomplish this, Lean thinking changes the focus of management from optimizing separate technologies, assets, and vertical departments to optimizing the flow of products and services through entire value streams that flow horizontally across technologies, assets, and departments to customers. Eliminating waste along entire value streams, instead of at isolated points, creates processes that need less human effort, less space, less capital, and less time to make products and services at far less costs and with much fewer defects, compared with traditional business systems. Organizations are able to respond to changing customer desires with high variety, high quality, low cost, and with very fast throughput times. Also, information management becomes much simpler and more accurate.

To maximize participation, this session is scheduled more than once throughout the conference – it is presented on Sunday afternoon as a Conference Optimizer, and Monday as an Early Riser session.

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Essential Knowledge: Governance For IT Is A Must-Have, Not A Nice-To-Have

Jennifer Wels
Jennifer Wels,
Management Consultant, Pink Elephant
Code: Beginner

COBIT® is a management and control framework often described as an “umbrella framework” as it assists organizations in aligning multiple frameworks and methodologies while establishing a true governance entity. COBIT consists of 5 Principles and encompasses 37 processes organized within 5 domains. Its Goals Cascade, Implementation Framework, and Process Assessment Model all provide users of this framework with the ability to make inroads with Governance quickly and effectively.

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Essential Knowledge: Using CMMi To Understand & Improve The Value Of Your Processes

Tami Church
Tami Church,
Management Consultant, Pink Elephant
Code: Beginner

Are your ITSM processes “defined?” Are they fully “optimized?” Do you know what these mean, and why it’s important for you to know?

Attend this session and you’ll learn about the key concepts and guiding principles of “process maturity”. The session includes an overview of the CMM (Capability Maturity Model) and the 6 different process maturity stages: 0 – Not Performed; 1 – Initial; 2 – Repeatable; 3 – Defined; 4 – Managed; 5 – Optimized. What do each of these mean? And, why should every IT manager need to know? Attend this session for an explanation of each stage and why understanding a maturity level is necessary to overall successful project management, and implementing ITIL and ITSM best practices.

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Essential Knowledge: Understanding & Applying The Change Management Body Of Knowledge (CMBoK) From The Change Management Institute

Robin Hysick
Robin Hysick,
Organizational Development Advisor, Pink Elephant
Code: General

We have all heard it said that “the only constant in life is change”, however most organizations rely on tribal knowledge and ad-hoc strategies to manage the complicated issues triggered by change initiatives. Many of us have been part of failed projects which were flawed due to unforeseen cultural issues or simply lacking the resources to make it to the journey’s end. One thing we can all agree on is that “Change. Is. Hard.” The GOOD NEWS is this that Organizational Change Management is a growing discipline. And there is a plethora of research, academic papers, books, methodologies, models and tools that support the profession. So where do you begin?

The answer to this perplexing question is found in the form of the Change Management Body of Knowledge (CMBoK) developed by the Change Management Institute. This emerging body of knowledge provides clear guidance and structure on how to practically apply the best elements of the various organizational change models found in the industry.

In this informative thought leadership session, Robin will provide you with an overview of the CMBoK’s 13 critical knowledge areas and the related professional certification levels.

Join Robin again at a Tuesday Early Riser session to learn how to navigate the people side of change and manage successful projects and transformation initiatives.

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Essential Knowledge: DevOps Explained (Really!)

Graham Furnis
Graham Furnis,
Management Consultant, Pink Elephant
Code: General

No doubt about it – DevOps is a growing movement! But, what exactly does it mean?

Join Graham for this very revealing session as he debunks many myths and misconceptions surrounding DevOps.

Graham will highlight how DevOps has become a very strong cultural and professional movement, which stresses communication, collaboration, integration and automation to improve workflows and efficiencies between Software Development, IT Operations and ITSM professionals.

Graham will also profile a very exciting new DevOps certification program – that’s right! Learn how to instill a culture of collaboration and increased communication across the enterprise.

To maximize participation, this session is scheduled more than once throughout the conference – it is presented on Sunday afternoon as a Conference Optimizer, and Monday as an Early Riser session.

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Essential Knowledge: Agile Scrum Explained

Matthew Bowles
Matthew Bowles,
Director Of Professional Services, Pink Elephant
Code: General

In today’s business climate it is more critical than ever to remain flexible, keep costs low and shorten delivery cycle times. These growing pressures demand a new approach to development activities, project management methodologies and business in general.

Agile product development practices provide an iterative and adaptive approach to accelerating business value generation through the collaboration of cross-functional teams focused on continuous improvement, scope flexibility and delivering essential product quality. Scrum, the most popular Agile methodology, is a framework for developing and sustaining complex products, while productively and creatively delivering products of the highest possible value.

Matthew will provide an overview of key best practices associated with Agile and Scrum, and profile very exciting details about three new related certifications.

To maximize participation, this session is scheduled more than once throughout the conference – it is presented on Sunday afternoon as a Conference Optimizer, and Monday as an Early Riser session.

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The Lean CIO

Troy DuMoulin
Troy DuMoulin,
VP, Research & Development, Pink Elephant
Code: Beyond Beginner

Are you a senior IT manager or aspiring to become one? Then you need to know the answer to: what is a Lean CIO?

A Lean CIO is someone who knows how to model and continually improve the Enterprise IT value system. Lean IT organizations enjoy a culture that celebrates excellence, teamwork, and innovation. Lean CIOs promote a mantra of continuous improvement through Leadership methods that instil within teams and individuals a Kaizen mindset and a shared passion to create value, increased speed and reduced costs.

To achieve these goals, Lean CIOs are able to examine how well work flows through the whole organization, irrespective of boundaries such as functional silos. Using Lean principles, CIOs can look at the IT processes, policies, workflows, and data in order to identify sources of waste and impediments to the overall value flow. This effort requires systems thinking and the holistic ability to review the relationships between people, process and technology factors contributing to each value stream.

How is this all accomplished? Can it really be done? Yes! Troy, one of the world’s leading Lean IT authorities, will tell you how.

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"Platinum Pass" Ask-The-Expert

Jack Probst Gary Case
Jack Probst,
Principal Consultant, Pink Elephant
Gary Case,
Principal Consultant, Pink Elephant
Code: General

These exclusive sessions are for attendees who purchase a Platinum Pass. Spend quality “Q&A” discussion time with one of the best senior ITSM consultants in the industry – Jack Probst and Gary Case. Ask them anything you want – they will have the answer!

Do you have a good idea but can’t convince your peers of its merit, or have you crafted a ground-breaking strategy but the team trudges on in the same old way? The problem is probably not the quality of what you have to offer, but may be how you connect (or not!) with people to create the results you desire. Jack and Gary, highly experienced Management Consultants, will also provide tips based on real life examples that will help you communicate your IT plans.

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How Leaders Enable Service Excellence By Developing Their People

Jennifer Brumbaugh
Jennifer Brumbaugh,
Strategist, Pinnacle Productivity
Code: Beginner

A key theme of ITSM is that technology is a means to an end and that customer value is enabled through services designed, delivered and supported by people. However the quality and effectiveness of your services is dependent on teams and individuals who possess the right mix and level of skills, knowledge and attitude.

Good leaders understand that team effectiveness requires a culture that counteracts the negative consequences of fear, uncertainty, and mistrust and that encourages learning and growth aligned with the organization’s strategic direction.

During this informative session, Jennifer will discuss practical leadership tactics to achieve goals such as:

  • Establishing effective bi-directional communication and engagement
  • Simple practices and workflows to realign people, their behaviors and the organization’s objectives
  • How to recognize the break-down points between end-state goals and what people are expected to achieve

Leaders who create an environment of trust and take proactive steps to develop their teams in these areas can and will succeed.

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ITSM’s Cultural Impact Through A Small Scale Lens

Andy Atencio
Andy Atencio,
CTO, City Of Greenwood Village
Code: Beginner

When an organization begins the journey of applying ITSM principles and practices to their support processes, they quickly learn it is less about defining processes and implementing new tools and actually a fundamental exercise in organizational change. The organizational change necessary to agreeing on standard and shared processes that cross-organizational silos brought about by the ITSM journey, will directly impact your IT and business cultures. It will most definitely change your IT organization’s personality if it is done correctly. When a large organization travels the ITSM journey there are usually committees and budgets, project plans and supporting consultants. How does a small technology support organization do ITIL? In many cases, it is done without a budget, without dedicated project staff, and no committee to be found anywhere. In this case study session Andy will share his hands-on experience of implementing ITIL in a small organization and share lessons learned to help guide those who lead small organizations through this journey.

Join Andy as he helps small organization IT Leaders understand:

  • Small-Scale ITSM does not directly relate to the number of IT professionals in your organization
  • How to define and change the organizational personality to acknowledge that shared processes on common tools is actually valuable
  • How to position ITSM as a culture shift instead of a technology shift in order to change the paradigm of how to successfully adopt ITSM
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The Global Nature Of Leadership!

Andy Atencio
Andrew Scher,
Former VP, Corporate IT, Fresh Del Monte
Code: Beyond Beginner

In keeping with the saying “the proof is in the pudding”, true and lasting business achievements are most often seen as the product of highly engaged teams, enabled by effective leadership. However, how would you define effective leadership? Is the recipe for effective leadership about style, personality, communication techniques, empathy, collaboration, and cooperation? Is one set of leadership characteristics more important than another?

In this revealing case study, Andrew will share his personal leadership experience with a major ERP implementation in Kenya. He’ll discuss how the financial project team was initially lacking motivation and the ability to execute, and how switching from a directive to a team-driven (“local” and “imported,”) leadership approach drove the timely, on budget execution of a major systems integration project.

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Do You Lead “I” Shaped Or “T” Shaped Professionals?

David Ratcliffe
David Ratcliffe,
President, Pink Elephant
Code: General

David’s session will cover two main perspectives. He’ll discuss what true “leadership” is – meaning that leadership is “influencing others to do the right things”, and you need to get the best out of everyone, regardless of whether they report to you, or someone else; and secondly, David will explain the need to understand if individuals you lead in projects are “T-shaped” or “I-shaped”, and how understanding this concept helps leaders more effectively roll out Lean Service Management implementation projects. David’s session includes:

  • What we mean by “culture”, especially with regard to IT project teams, which may consist of many different people from across the organization
  • Why and how leaders need to evaluate and understand team culture
  • An “I” compared to a “T” individual; what do these mean, and why leaders need to understand the impact on team culture
  • The importance of shared values; what is meant by “value” and its link to defining success for the project

The session ends with a check-list of practical steps you can take to evaluate the level of collaboration and mutual support between your teams, and how to identify and action improvement opportunities.

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Technology Process People System: The Maturing Of The IT Industry

Rob England
Rob England,
The IT Skeptic
Code: Beyond Beginner

Over the decades, the IT industry has evolved from being technology-centric to process-centric (e.g. the blossoming of ITIL), to lately being people-centric (culture, leadership, teaming, roles, skills, empowerment, etc.). Methodologies like Lean and DevOps point us to the emerging next (final?) level: systems thinking. Rob explains what this latest thinking means to IT leadership.

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Values Based Leadership & Tangible Outcomes

Raymond Lefebvre
Raymond Lefebvre,
VP Of Information Technology & CIO, Bridgewater State University
Code: Beyond Beginner

Newton’s first law teaches us that an object in motion moves in the same direction unless acted upon by an external force. The reality for any IT organization is that it is constantly under pressure from various forces conspiring to pull it in multiple directions at the same time. Faced with this fact, a critical leadership success factor is the ability to build team alignment and culture through shared vision, values and outcome-focused priorities. In this engaging case study session, Ray will share how the Bridgewater State University senior leadership team led the organization through a journey of discovery to establish a clear set of shared values and a culture of accountability, innovation and excellence. This has allowed them to make an impact to both the school and their community through innovation initiatives and volunteerism – a story you have to hear about!

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Transformational Leadership – How To Build A Dream Team From The Ground Up

Jonathan Hinkle
Jonathan Hinkle,
Vice President, Director Of Information Technology, First Fidelity Bank
Code: General

Behind every successful organization there is one or more successful teams. Groups of people who trust each other hold themselves accountable and produce collective results that help the business win. How does this happen? Great teams do not materialize on their own but are the deliberate result of hard work and good leadership. The good news is YOU can be that leader.

Join Jonathan, Pink Elephant’s 2017 Case Study Of The Year award winner, as he uses his personal experiences to take you on the journey of inheriting ‘hard luck’ groups and how those groups turned into high-performing dream teams. He will discuss the key techniques and approaches you can use to take your team to the next level.

During this session, Jonathan will elaborate on the following;

  • The practical steps you can take to build your own dream team
  • How to assess the current ‘hard luck’ state of your team
  • The dangers and pitfalls to avoid
  • How to intentionally build a team culture
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Power Through Relationships

Jack Probst
Jack Probst,
Principal Consultant, Pink Elephant
Code: General

Understanding and managing relationships has always been important when working with individuals and groups across an organization. But in the context of ITSM there’s even more to relationships than person to person. And as we hear that our business partners view communications with IT as bordering on a state of crisis – it’s important we re-evaluate the concept of relationships across the 4Ps – People, Process, Product and Partner. Jack will explore basic principles about relationships that provide a guide to understanding, developing, improving and managing relationships between ITSM, its partners and the business.

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IT Strategy – Is There A Model That Helps Make Sense Of The Fog Of Strategy

Jack Probst
Jack Probst,
Principal Consultant, Pink Elephant
Code: General

IT strategy, in many cases, seems to be an afterthought in an organization. In other words, the business establishes the forecast for the future and IT discerns how they might fit into the larger picture. But is there an approach and a model that IT leadership can apply in understanding the factors that are influential today and in the future, that when considered as a collective, provides direction for the future direction of IT? Jack will lead you through a 6-step process to developing your strategy and explore a model that provides guidance on what needs to be considered and how. The presentation will culminate in how the IT strategy can influence the IT operating model that will be critical in your transformation from today to tomorrow.

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Driving Strategic Alignment With Best Practices

Tammy Whited
Tammy Whited,
Head Of Service Management, Office Of The CIO, Fermi National Accelerator Laboratories
Code: General

Does your IT organization have a strategic and trusted relationship with your business partners? Does your leadership team have the right capabilities, competencies and skills to deliver on what the business needs? Fermilab is America’s premier particle physics and accelerator laboratory and with this distinction comes the requirement to be efficient and effective in every facet of the business.

In this case study, Tammy will describe how her organization uses best practice frameworks and standards such as ITSM, Enterprise Architecture and ISO to enable a strategic approach to IT management. Tammy will share details about Fermilab’s Service Strategy and Service Design roadmap and how they achieved success in their strategic alignment with the business of science.

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Cisco IT Services Transformation Journey – Running IT As A Business

Tim Pietro
Tim Pietro,
Senior Manager, Cisco Advanced Services
Code: General

Transforming from an IT organization to a services organization is not an easy task. It takes time, patience, courage and strategic leadership. Cisco IT developed and successfully executed a three-year plan to do just that. The transformation required changes in the IT mindset, operations and organization structure; all while these components were being impacted by the global economy and the many different emerging business models. It was a critical step in Cisco’s evolution to being “architecturally led”.

During this session, Tim will share the key components of Cisco IT’s successful transformation and the approaches taken to address their challenges and key pain points. He will walk you through the journey by providing examples of Cisco’s successes that demonstrate the relevance of IT in business today.

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Rebuilding A Higher Education IT Strategy With Lean Principles

Danna Gianforte
Danna Gianforte,
CIO, University Of California, Riverside
Code: Beyond Beginner

Is your organization trying to do more with less? Trying to reset customer engagement and alignment with better Demand & Portfolio Management? Trying to improve the customer delivery and support experience? Do you feel like you are juggling competing priorities at the same time? Join Danna Gianforte, the CIO at University of California, Riverside as she describes her team’s journey towards service excellence!

During this session, Danna will elaborate on the approach taken by the University to build a new organizational strategy. She will share how she applies Lean principles and practices towards a renewed service delivery model, the centralization of several campus technology support services and renewed approach to shared governance and portfolio management.

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Enabling BRM & Unleashing Your Secret Weapon For Great Outcomes

Joseph Hayes
Joseph Hayes,
VP & CIO, Prudential Group Insurance
Code: Beyond Beginner

Can a strong Business Relationship Management (BRM) function benefit your organization? Is it possible for an IT department to transform from an order-taking function to become a trusted advisor and strategic partner? Absolutely!

Join Joe, Pink Elephant’s 2014 Case Study Of The Year winner, in this informative session where he will describe his team’s journey to deploy a strategic BRM function to enable their business partners to enter a growth strategy and to deepen market penetration. During this practical session, Joe will demonstrate several techniques and examples of BRM-led collaboration, such as ‘discovery-sessions’, demystifying architecture and demand shaping that continue to result in successful business outcomes. Joe will elaborate on how IT leaders are facing the need to satisfy the insatiable demand for technology innovation and speed to market facing the industry today.

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The Lean CIO

Troy DuMoulin
Troy DuMoulin,
VP, Research & Development, Pink Elephant
Code: Beyond Beginner

Are you a senior IT manager or aspiring to become one? Then, you need to know: What is a Lean CIO?

A Lean CIO is someone who knows how to model and continually improve the Enterprise IT value system. Lean IT organizations enjoy a culture that celebrates excellence, teamwork, and innovation. Lean CIOs promote a mantra of continuous improvement through Leadership methods that instill within teams and individuals a Kaizen mindset and a shared passion to create value, increased speed and reduced costs.

To achieve these goals Lean CIOs are able to examine how well work flows through the whole organization, irrespective of boundaries such as functional silos. Using Lean principles CIOs can look at the IT processes, policies, workflows, and data in order to identify sources of waste and impediments to the overall value flow. This effort requires systems thinking and the holistic ability to review the relationships between people, process and technology factors contributing to each value stream.

How is this all accomplished? Can it really be done? Yes! Troy, one of the world’s leading Lean IT authorities, will tell you how.

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The Agile Manifesto: 21st Century Project Management

George Spalding
George Spalding,
Executive Vice President, Pink Elephant
Code: General

Sounds almost subversive, doesn’t it? And in a way, it is. In early 2001, seventeen creative and forward thinking developers got together at a ski resort in Utah and created what we now know as the Agile Manifesto. Comprised of four basic tenets and 12 guiding principles, it clearly describes the concept of Agile Development and Project Management in just a few pages. Using a number of Lean principles, concepts and tools, Agile flew directly in the face of the generally accepted development and project management methodologies. It was, indeed, subversive. Challenged the status quo. Made lots of people very uncomfortable. And it made a lot of sense. It was truly a paradigm shift in terms of delivering value. It still is. No more one and done. No more waterfall. Agile is an iterative and flexible approach that embraces last-minute changes, downplays detailed documentation, encourages customer involvement and shrinks the project release cycle to a matter of weeks. Time for you to learn what all the fuss is about.

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ITSM Service Owner & Agile Product Owner – Two Sides Of The Same Coin

Troy DuMoulin
Troy DuMoulin,
VP, Research & Development, Pink Elephant
Code: Beyond Beginner

The IT Service Owner has for many years been understood as a critical role to support the Service Management lifecycle and continual improvement. However, how does this role connect to, contrast with or contradict the role of an Agile Product Owner representing the business requirements to a Scrum Team? Are they different people, alter egos or two sides of the same coin?

Join Troy in this informative session as he compares and contrasts the duties of each role and provides practical guidance on how IT organizations can integrate both perspectives to maximize business value.

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Lean IT Service Management: Getting To “Good Enough”

Robin Hysick
Robin Hysick,
Organizational Development Advisor, Pink Elephant
Code: General

Every organization, for-profit, non-profit, public, is in a constant state of change due to both internal and external pressures. Increased competition and constant influx of disruptive technologies all increase the need to quickly develop new business product and service capabilities. IT organizations feel the pressure of developing software and technology to meet the business demands for speed and innovation and yet need to continue to be the gatekeepers for maintaining a secure and stable production environment. Service Management processes are crucial to these seemingly conflicting goals: speed and stability. Therefore, the question is not, “Do we need Service Management processes?”, it is “How robust do our processes really need to be to meet our compliance and effectiveness needs?”. Let’s look at our existing processes and see if we can use some of the concepts from Lean IT to get to “Good Enough”.

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Using Servant Leadership Principles To Transform Release Management

Michelle Slabbert
Michelle Slabbert,
Head of ITSM, Standard Bank of South Africa
Code: Beyond Beginner

What does Release Management mean in the Agile world? Is there even a need for Release Management anymore? Feature teams are now autonomous and don’t need to be governed, right?

During this session, Michelle will take you on the Release Management journey within Standard Bank of South Africa. In 2015, the bank started moving from a waterfall delivery methodology to a more agile one, and adopted the Scaled Agile Framework early in 2016. As they embarked on this journey, there was heavy criticism of the Release & Change Management approach and how it was perceived as over-governance of delivery teams. The Service Management team used the concept of ‘guilds’ to involve the IT community in crafting the Release Management practice and exploring the difference between Release Management and Release Engineering. Separate release teams evolved to one team that services the whole enterprise across 17 countries and three large lines of business.

Join Michelle as she shares the lessons they learned along the way, including:

  • How the ‘guild’ concept was used to involve the community in co-creating the service management practice
  • How Standard Bank invited honest feedback which led to continual evolution
  • How to move away from command-and-control and shift autonomy to the feature teams
  • How they used automation to enable self-service for the delivery teams in simplifying the Release process while maintaining visibility of all changes
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Improving Instruction & Learning With Enterprise Capacity Management

James Alther
James Alther,
Senior IT Director, Los Angeles Unified School District
Code: General

The Los Angeles Unified School District’s (LAUSD) technical infrastructure supports over 1 million students, teachers and other users at over 1,000 schools, distributed across 710 square miles. LAUSD’s vision is to differentiate and personalize instruction, increase academic rigor, and build student ownership of learning powered by technology and automation. To achieve this objective, the District implemented a program to provide a wireless mobile device (e.g., tablet) for every student and teacher at over 100 K-12 schools. As a result, they were faced with the daunting challenge of providing adequate capacity to accommodate an additional 165,000 wireless devices, increasing their capacity requirements by 80 percent in less than two years.

Consequently, the Information Technology Division (ITD) launched a project to implement an Enterprise Capacity Management (ECM) program to improve operational structures, processes, and resources to deliver the high quality of service necessary in the most cost-efficient manner.

LAUSD is the recipient of Pink Elephant’s 2016 IT Excellence Project Of The Year Gold Award. Attend James’ session to hear how his organization used ITSM frameworks and Lean best practices successfully to conduct an ECM program directly impacting the instruction and learning necessary to meet the worthy goal of increasing student graduation rates.

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Creating A Culture Of Continual Improvement Using LEAN Principles

Alyson Briscoe
Alyson Briscoe,
IT Process & Quality Manager, ReAssure
Code: Beginner

As the newly appointed IT Process & Quality Manager for ReAssure, Alyson was given the objective to establish an effective and sustainable continual improvement practice. Building on her past success within the business and retail sectors she was all too familiar with the challenges that IT leaders face in delivering customer value with more simplicity, greater speed, agility, and accuracy in a constantly changing environment.

However, what she did not expect was the tribal/silo nature of the IT culture which spoke their own language primarily focused on their own specific technology areas. Initially attempting to drive change based on her own expertise, she quickly realized that success would only come from creating a culture of collaboration, with involvement focused on customer value.

Join Alyson in this engaging case study session where she describes how they used Lean principles and tools to gain agreement between teams on common objectives. Drawing from her own experiences, she will share lessons learned in turning Lean best practices from book learning to genuine value-add.

During this session Alyson will discuss;

  • How to make the cultural shift from Just Do It (JDI) to Crime Scene Investigation (CSI) by encouraging and promoting a positive and empowering environment
  • How to demonstrate customer value through defined and understood deliverables
  • How to use Lean IT to promote CSI activities
  • Demonstrate how IT leaders can use Lean to build a Continual Service Improvement model, identify problems and have a repeatable problem-solving approach
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Moving The Needle: How To Develop Strategic Goals Utilizing Voice Of The Customer & Lean Six Sigma

Christine Lamm
Christine Lamm,
Continuous Improvement Manager, Amerisource Bergen
Code: Beyond Beginner

Some organizations go through the motions of developing strategic goals simply because common sense says every good organization must have a plan. Just like everything else in life, you get out of a plan exactly what you put in it. If an organization is going to take the time to create strategic goals, it should be done right. Listening to your customers should be first and foremost on your list of strategic plans. A well-informed customer survey will provide the data needed to see how well the IT department is serving its customers.

During this session, Christine will show how Amerisource Bergen used Voice Of The Customer (VOC) to build effective surveys. She will discuss how they applied Lean Six Sigma tools to their customer survey data to reveal the highly dependent relationships that align IT goals to the customer goals thus creating Strategic Goals that cascaded through the IT organization, helping “move the needle” for the customers. Strategic goals need to be effective – doing the right things to take the company to the next level.

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Improving Innovation: Solutions At The Speed Of Design Thinking

Duane Fisher
Duane Fisher,
Senior Director, Continuous Improvement & Process Governance, Amerisource Bergen
Code: Beyond Beginner

Developing a design thinking capability within IT can help your business partners solve complex problems and find desirable solutions for clients by building better products, services, and business processes quickly. Design thinking draws upon logic, imagination, intuition, and systemic reasoning to explore possibilities of what could be and to create desired outcomes that create a superior experience for customers.

During this session, Duane will highlight how Amerisource Bergen has used common Lean and Agile techniques and combined them to create an end-to-end design thinking lifecycle. These techniques were used to quickly understand, explore and materialize innovative solutions so that IT was seen as a truly innovative partner to their business.

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Hand-In-Glove: Our Continuing Journey Into Service Management & ITIL

Christopher Beck
Christopher Beck,
Director, Governance & Provider Performance, Coach, Inc.
Code: Beginner

Over the past three years, the IT infrastructure department at Coach has been undergoing a major transformation. Coach has adopted a new tool to manage their service delivery, implemented ITIL, and engaged a service provider to deliver infrastructure support. In order to support these changes they have worked to implement many of the processes within the ITIL framework. It would be challenging enough to implement any of these individual items within the time frame they originally undertook (5 months), so implementing all three initiatives at the same time was demanding but according to Christopher, “Exciting to say the least!” The team has lovingly referred to it as "changing the wings on a plane mid-flight". Now three years into the journey, relationships are evolving and they are much better at managing a service provider, as well as internal teams. IT is now attempting to be hand-in-glove with business and application partners and provide value to the company as a whole.

Join Christopher as he shares his tale of their transformation, and the ongoing lessons that have developed as part of their maturity.

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Top 3 Mistakes To Avoid In A Service Management Program Or Project

Jennifer Wels
Jennifer Wels,
Management Consultant, Pink Elephant
Code: Beginner

How do you learn from past mistakes? A “lessons learned” exercise is often a task to be completed at the end of a project and then forgotten about. This is a tremendous lost opportunity; learning from past mistakes can be the source of inspiration, creativity and innovation. During this session Jennifer will provide her view on the top three mistakes made during a Service Management Program or Project along with key strategies to avoid making similar mistakes in the future.

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The CSI Manager: A.K.A. IT Crime Scene Investigator

Graham Price
Graham Price,
Principal Consultant, Pink Elephant
Code: General

ITIL processes are in place for one reason only – to enable IT to provide the levels of service the customer requires. Your customer is frustrated that levels of service are not what is needed. Too many outages, too long to get them fixed, new product roll-outs that don’t work as advertised, lengthy project delays. Sound familiar? Process managers are busy just keeping up to the demands of day -to-day business requirements, they don’t have time to carefully analyze the data to determine how best to resolve issues with service quality and performance. Enter the CSI Manager, the one person who can gather all the information, find the clues and through exhaustive analysis uncover the real crimes that are occurring that are robbing your customers of the service levels they need. Join Graham to see how some companies have addressed the need to constantly improve service levels by focusing on the underlying process improvements needed to succeed.

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Back To The Basics: Why Do We Struggle With Problem Management

Gary Case
Gary Case,
Principal Consultant, Pink Elephant
Code: Beginner

Do you want to improve availability, reliability, stability, increase customer satisfaction and reduce the cost to delivering services? Of course the answer for every organization is YES! Great – then please explain why Problem Management which is one of the most value added processes that any organization can have in place, seems to be one of the most challenging and difficult to implement within organizations. This session will look at the value of Problem Management and an approach to implementing the process as part of ITIL and/or Lean philosophy.

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How To Become A Millionaire; First…Get A Million Bucks

Gary Case
Charlie Miles,
Management Consultant, Pink Elephant
Code: General

Charlie, one of Pink’s most experienced consultants, says he is often reminded of this old Steve Martin punch line when he reads white papers and even some best practice guidance around Service Management. He believes many IT Leaders look at Service Management as a set of processes to be achieved quickly and then move on to the next project. Charlie admits that he is even guilty at times of talking about the importance and value of existing in some future-world where everything that glitters is gold without much thought to actually getting there. Becoming a millionaire takes a lot of hard work, years of effort and sweat-equity, trial and error and even some flat-out failure; you become a millionaire one penny at a time. Service Management is a long and often painful journey of setbacks and accomplishments; it is not, nor can be, a 6-month project for some manager to check off his or her to-do list.

This session explores and celebrates the journey and the failures that can lead to service management success.

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Change Management Is Dead. Long Live Change Management

Gary Case
Charlie Miles,
Management Consultant, Pink Elephant
Code: General

Change Management is often viewed as being too archaic to support today’s speed of change where release cycles are measured in terms of days, or even hours if not minutes. Is it possible that Change Management is no longer needed? The easy answer to this is ‘yes, now let’s move on’. But before you answer that question consider that IT management and staff as well as business customers complained that Change Management was not responsive enough when releases moved as slow as glaciers. So is it possible that Change Management was never really needed, or as Charlie believes, Change Management is misunderstood, not applied appropriately and mismanaged? The increasing rate of speed of change screams for Change Management; speed is of no use if you consistently introduce poor service changes and negatively impact operations that increase over-reliance on support.

This session explores ways in which Change Management can become more efficient and agile, yet still deliver on its core mission to enable beneficial changes with minimal disruption to service.

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The Roadmap Of Darden Restaurants – “Serving Up” ITSM

Gary Case
Jeff Imber,
Manager, Darden Service Management
Code: General

What happened when Darden, a Fortune 500 company and parent company of Olive Garden, tried to implement Change Management? It failed! The program took a hiatus for a year to allow the management team to regroup. To serve its restaurants and guests better, Darden invested heavily in its IT system. With innovative systems came downtime and incidents that needed to be managed, hence the birth of ITSM at Darden. During this session, Jeff will discuss how the whole IT department had to come together to create a new recipe for success in the ITSM project. Everyone from restaurant managers, to Service Desk employees joined forces to turn this banquet into a finely tuned dish that has enabled Darden to grow faster and service its restaurants better.

Join Jeff as he talks about the following:

  • The key success factors and risks to avoid during implementation
  • The strategies used to change the culture of the business and IT
  • The value of going from three legacy applications to one tool and one source of information
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How To Make Change Management Work In The Real World

Peter Hubbard
Peter Hubbard,
Principal Consultant, Pink Elephant
Code: General

Change Management is one of the most critical ITSM processes for any organization, but it's worryingly easy to get it wrong! All too many organizations try to deploy or improve in this key area and struggle to gain adoption from those it's designed to support.

ITIL is a great starting point but where is a poor Change Manager to turn when confronted with these questions that aren’t covered in the books: “Do Incidents really require changes to resolve them?”; “How do I make sure a CAB does not turn into a technical torture chamber?”; “What happens when Change Management goes home in the evening?”; “How do I stop people abusing my emergency change process?”; and of course “Just what is a change anyway?!”

Join Peter as he shares practical solutions and tips gathered in his almost 20 years’ experience working within ITSM across all industry sectors.

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Service Management In The Cloud

Peter Hubbard
Peter Hubbard,
Principal Consultant, Pink Elephant
Code: General

The cloud offers an exciting and potentially game changing trend in how IT services are supported. Even though the players may change from internal IT support teams working directly for a business to external services being offered by third parties through the cloud, the requirement to manage those services remains. How do you approach changing from working in a manner designed to control internal operations (such as ITIL), to influencing and managing defined services offered by third parties?

Join Peter as he discusses the importance of having a strategic approach to cloud services and how ITSM can help ensure that you control the cloud, not the other way around!

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Problem Management – The Essential Work That Everyone Loves To Hate

Robert Nessler
Robert Nessler,
ITSM Manager, State of Colorado
Code: General

Problem Management is nobody's favorite process. In fact, few people really understand what it is. Many IT workers see this as extra work; taking time and resources they simply don't have. When it’s done right, it will completely transform an IT organization.

The State of Colorado had the rare opportunity to glimpse at the before and after of a successful Problem Management initiative. Developing the process and working with stakeholders throughout 2016, the process saw its first major wins within only three months of application, making a major recognizable difference for the citizens of Colorado. With experience in doing it right and very wrong, the State of Colorado’s Service Management team was able to create a process that was accepted and successful across multiple state agencies.

Join Robert as he walks through the process of implementing Problem Management, and answers a variety of questions including:

  • What is it and why does it matter?
  • How do I sell it when nobody wants it?
  • What are the realistic expectations for the process? The people?
  • How to spot the trouble before disaster strikes
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The ITSM Iron Triangle – Making Change, Incident & Problem Management The Culture

Keith Rudder
Keith Rudder,
ITSM Analyst, State of Colorado
Code: General

At the very core of Service Management and Continual Service Improvement lies the Iron Triangle of Change, Incident, and Problem Management. The State of Colorado had the unique opportunity of co-creating processes for all three of these principles. The ITSM team resolved to navigate the muddy waters of changing “the way we have always done it” to “the way we could be doing it”, to vastly improve service management customer satisfaction across 17 state agencies. Join Keith as he provides insight into how the State of Colorado changed the way the organization’s world turned through crisis management and the introduction of proactive problem management under well documented and regulated controls.

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Going From Zero To 100 In ITSM Without A Seat Belt

Peter Hubbard
Ahmed Issawi,
IT Service Management System Architect, Michigan State University
Code: Beginner

ITSM leaders today must deal with many hurdles to successfully implement an ITSM plan. The Service Management team at Michigan State University was no different. For years, they struggled with starting and stalling ITSM implementations due to very little senior leadership support until they got a major boost from a new ITSM-believing CIO, which led to big changes.

During this session, Ahmed will discuss how the culture changed from using pen and paper to using Request, Incident and Problem Management, while at the same time breaking the barriers of resistance with second level support teams who want more of the same and less responsibility. Join Ahmed as he elaborates the following:

  • You are not the only team struggling with ITSM and that’s okay
  • How to overcome senior leadership barriers and sell them on how ITSM will help
  • Understanding that sometimes using old processes does not work and how toxic the phrase “we have always done it that way” really is
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Allison Transmission & ITIL – Kicking A 15-Year ITSM Journey Into High Gear

Alan Dresser
Alan Dresser,
Manager, Global IT Operations, Allison Transmission
Code: General

Allison Transmission has leveraged ITIL as a key IT process and delivery ingredient for their Service Management approach for more than 15 years. As is the case for many organizations, the focus and interest in the ITIL framework has waxed and waned over the years due to corporate changes and organizational restructuring. However, through all of the changes ITIL has been a constant ingredient for success. While there have been a few setbacks and pauses, recent dramatic service delivery improvements with supplier integration in Major Incident Management have kicked the interest up to the next level!

During this revealing case study session, Alan will share how executive sponsorship focused on a “one team” policy has enabled improved supplier integration and adoption of major incident strategies that have produced amazing results.

Over the past 36 months, Allison has seen an overall reduction in Priority 1 incidents by 65%. From 102 in 2014 to 34 in 2016 and only 5 (YTD in 2017 through April), this party is JUST GETTING STARTED!

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10+ Years Of Service Transition – You Say DevOps & I Say Release Management

Cathy Kirch
Cathy Kirch,
ITSM Governance Manager, Allstate Insurance Company, itSMF USA President
Code: Beyond Beginner

Is DevOps new or is this Release Management returning to its roots? DevOps is all about moving from requirements to value quickly through culture, process and automation. Major DevOps themes include good practice related to code management, process standardization and the use of virtualized environments to supercharge release orchestration, provisioning and deployment! However, this is starting to sound a lot like the Release Practices IT organizations used on a daily basis with mainframe environments! What is old is new again?

Is Release Management an old process with a new name, how well do you remember Release Management 10+ years ago leveraging centralized computing? Take a walk down memory lane with Cathy during this session as she discusses how Allstate, more than 10 years ago, laid the foundation for DevOps when they started Release Management. She will recap Release Management 10 years ago and where they are with DevOps today. Join Cathy as she talks about how Allstate is continuing with a magical 10 plus year journey of improvement.

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From Brick & Mortar To Virtual ITSM

Dave Whyte
Dave Whyte,
Operations Engineering Lead, AutoTrader UK
Code: Beyond Beginner

In 2007, the IT department of AutoTrader was at the lowest of the low, untrusted and not seen as a true partner to the business. As the organization transitioned from a brick and mortar printing organization to an online digital organization, they needed their IT department to step up and deliver more reliable and better aligned IT services, while the rate of change would double and then double again. During this session, Dave will translate theory into practice and show how the IT department moved from a traditional ITSM implementation based on traditional ITIL to one that blends DevOps, Lean IT and ITIL together. He will discuss the bumps encountered along the way and how they were overcome. The IT department is now seen as a trusted business partner and has been invited to assist in major business improvement initiatives as the organization hopes to replicate their internal successes for the business as a whole.

Join Dave as he discusses:

  • The importance of a solid foundation and how ITIL gave them that foundation to accelerate improvement
  • How to listen to the voice of the customer, using LEAN to steer the direction of the IT organization
  • How to handle Change and Release Management in a DevOps environment
  • Why shared monitoring with Operational and Development teams is critical to the success of DevOps
  • How they have embedded ITSM within the culture of the organization itself
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Beyond Oz: 15 Years Of Living, Learning, & Relearning ITSM At Nationwide

Jeff Gorby
Jeff Gorby,
Enterprise Process Architect, Nationwide
Code: Beyond Beginner

Nationwide began its ITSM journey in 2001 with an effort to implement consistent Change and Incident Management processes. This initiated a multi-year journey down the Yellow-Brick Road to achieve higher and higher ITSM process Maturity. Since then, we have seen significant change in our organization, our business goals, and in the industry. Our dependence upon ITSM has never been greater – keeping an ITSM function running for over 15 years is no easy task.

During this session, Jeff will explore how Nationwide has grown its ITSM Enterprise Governance from 2 to 11 active ITIL processes, exceeding their vision of what would lie at the end of that Yellow-Brick Road. He will also discuss what it takes to maintain such a focus for so long, the benefits Nationwide has obtained as a result of ITSM, and the challenges they have encountered and solved along the way.

Join Jeff to get an insight on the following:

  • How to keep ITSM a focus throughout frequent and significant reorgs and leadership changes
  • How continual, incremental improvement adds up over time
  • Invest in ITSM where you have a business need, not just for the sake of ITSM processes
  • Having the right ITSM governance in place simplifies audits and regulatory compliance
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10+ Years Of ITSM At The Ohio State University

Tracey Richardson
Tracey Richardson,
Senior Director, Service Management Office, Ohio State University
Code: General

ITSM is more than just training or fancy names for processes – it must be a lifestyle. It also has to be about a mindset of change and understanding – it’s a journey! Starting out on this “journey” can be overwhelming and scary to say the least – especially if you have to rework decades of “this is how it has always been done”. The good news? Ohio State has done it and are still doing it and they want to share their story! During this session, Tracey will share Ohio State’s story from the beginning and elaborate on the following:

  • Why ITSM and the reasons for Ohio State’s decision to implement
  • Where they started and where they are today in the implementation, sharing three examples of maturity: CMDB, Change Management, and our ITSM tool
  • The lessons learned along the way
  • What’s next?
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Managing Change In A Virtual World: How To Convince Your Co-Worker To Become A Change Manager

Graham Price
Graham Price,
Principal Consultant, Pink Elephant
Code: Beyond Beginner

With innovations such as virtual environments, Agile and DevOps, managing changes has become increasingly more challenging. Ensuring that changes are assessed thoroughly, that risks are managed, that stakeholder needs are met and that it is all done in a timely manner with no surprises has never been more difficult. And being a Change Manager has never been more complicated or more stressful. Approving changes, participating in CAB meetings, ensuring that the process is being executed successfully and meeting the needs of all stakeholders as well as making sure the day-to-day chores get done can be overwhelming. Join Graham to see how some organizations have successfully tackled this challenge and made their Change Management process work effectively and efficiently.

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DevOps & ITIL: A Happy Marriage?

Stephen Ley
Stephen Ley,
Partner, Joost IT Tooling & Service Management, Netherlands
Code: General

Initially you may think that leading a DevOps transformation in a traditional ITIL process-based government agency would be like mixing oil and water. However, the reality may surprise you! In this unusual case study session, Stephen will share with you the approach a Dutch government agency has taken to adopt the best aspects of both DevOps and ITIL to support and accelerate their service delivery practices. He will discuss:

  • How the Change Management process has been redeveloped and has now taken on a 2-week priority sprint approach
  • The creation of cross-functional product delivery teams that are responsible for incident handling, problem solving and delivering changes

Stephen will share the steps taken and the lessons learned. He will also share the changes which occurred within the agency to organizational structure, culture and behavior and like many relationships how the changes required to work out the inevitable differences are not always an easy road to take.

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DevSecOps - The Team Needs More Players For A REAL Home Run!

George Spalding
George Spalding,
Executive Vice President, Pink Elephant
Code: General

Whew! We finally have Dev and Ops on the same team. Literally, on the same team. Quite an achievement. Not without pain but definitely worth it. We are ready for frequent releases and rapid deployments. No more roadblocks from Ops. Yay! Mission Accomplished, right? Well, that is until we discover that our juggernaut is stopped in its tracks by our friends from Security. The old hoops are still there and they don’t seem to be moving anytime soon. The only way to get back on track is to add some new players to our team. Enter DevSecOps. Security will have to learn to play a whole new ball game!

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Stranger In A Strange Land: Speaking ITIL In A DevOps World

David Mainville
David Mainville,
CEO & Co-Founder, Navvia
Code: Beyond Beginner

ITIL has been around for nearly 30 years and many of us have grown up speaking its familiar lingo. We take comfort in knowing an Incident is not a Problem. The world is changing – the conversation has turned to Agile, DevOps and Digital Transformation. We are being challenged – are the lessons of ITSM still relevant in today’s world? Of course! Technology may have changed but the mission has always remained the same – deliver business value. As a practitioner, you need to be able to translate valuable ITSM knowledge and experience into 21st century terms.

Join David as he powers-up the universal translator and provides you with practical advice on breaking down the language barrier between today’s leading best practice frameworks.

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Enterprise Continuous Deployment – Is It Feasible? Is It Desirable?

Matt Beaney
Matt Beaney,
Service Transition Lead, AutoTrader UK
Code: Beyond Beginner

A lot of organizations are attracted to the idea of DevOps and Continuous Deployment but have concerns about proliferation of micro services and auditors. There are also worries about downtime and change restrictions. These are all valid concerns, but should not be obstacles. During this session, Matt will define Continuous Deployment, explain why it’s a good thing and why it’s right for your organization. He will discuss how AutoTrader has increased their Release rate more than 200% in a 3-year period, while at the same time delivering a Success rate of more than 99%, with a steady achievement of 99.9% availability. Join Matt as he discusses:

  • What Continuous Deployment is compared to Continuous Integration and Continuous Delivery
  • Whether Continuous Deployment is achievable in your organization and if it’s worth it or not
  • Good practices for those bold enough to follow in the footsteps of Google, Amazon and others
  • Why you can’t simply copy a start-up – the rules are different for an Enterprise
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The Impact Of DevOps On Governance & Controls

Rob England
Rob England,
The IT Skeptic
Code: Beyond Beginner

DevOps and Agile practices change the basic operating model for IT in several ways. Some examples include the move toward product-oriented, self-managed cross-functional teams and the increased use of automated controls in respect to testing and deployment. As a result of these changes, many organizations have identified the need to shift current leadership styles, culture and the way IT participates in organizational processes.

In this informative session, Rob explains how these emerging trends impact traditional IT practices and capabilities such as Portfolio Management, Funding Models, Project Management, Service (Design, Delivery, & Support), compliance and audit. Come to this session to understand why the IT organization of the near future will use a completely different approach to governance and controls.

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Messing With Your Head: How DevOps Changes Everything

Rob England
Rob England,
The IT Skeptic
Code: General

Rob’s presentation looks at how DevOps turns some fundamental principles of IT and ITSM on their heads, with new concepts such as high velocity change, fail fast, infrastructure as code, people over process, servers as cattle, and empowered developers. Rob’s vies is that DevOps is a strong leading indicator of our IT future ̶ sooner or later we will all need to make the lateral shift in mindset required by these challenging concepts. Your IT fundamental axioms will be challenged!

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Reinventing IT: The Changing Roles

Rob England
Rob England,
The IT Skeptic
Code: General

Rob believes that as DevOps becomes business as usual over the coming years, the function of IT Operations moves from building and managing Prod to building and managing the automation tools so that others (Build teams) can build and manage Prod. Rob explains that the operating model moves from project-based to product-based, and how this creates several career directions for IT whether you are Business Analysts, Developers, Testers, Project Managers, or Systems Engineers.

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Elevate The Control: Getting Controls Out Of The Way Of Flow

Rob England
Rob England,
The IT Skeptic
Code: Beyond Beginner

One of the principles of DevOps is "get out of the way": if you are a supporting function ("necessary non-value work") then make sure you are not a constraint to flow of value. Controls are a particular issue; we have to have them in order to minimize risk and ensure compliance. But, they often accrete unnecessary ceremony over time, and optimize to the governor not the value worker. Rob presents a dozen tactics for minimizing the impact on flow of value from Require to Deploy.

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The Yellow Brick Road & The Effective Organizational Change Manager

Christopher Beck
Robin Hysick,
Organizational Development Advisor, Pink Elephant
Code: General

We have all heard it said that “the only constant in life is change”. In today’s complex environment, waves of change come fast and crash down on people in all aspects of their lives. So, how will you help people navigate through your specific change initiatives, make sure they don’t lose their way to the Emerald City, get carried off by the flying monkeys of unforeseen cultural issues and make it to the journey’s end?

The key is to understand to plan beyond the change to the unique transition every individual needs to make. As Dorothy found out, everyone is different: the Scarecrow needed a brain, the Lion – courage and the Tin Man – a heart. Every one of your change stakeholders will have a different perception of your change initiative, what it means to them personally and what will motivate them to want to make the transition.

In this informative thought leadership session, Robin will walk you through the people side of change and give you techniques and tips that can help you manage your successful projects and transformation initiatives.

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Practical Approach To Continual Service Improvement

Christopher Beck
Gary Case,
Principal Consultant, Pink Elephant
Code: Beginner

Too often organizations make CSI too difficult and time consuming instead of looking at it from an incremental approach. CSI doesn’t have to be complex or drawn out. It’s not about a process, it’s about identifying improvements and having a desire to do something about it. This session will address a common sense and practical approach to improving the capability of delivering continual and increasing value to your customers.

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IT Organizational Structure – Breaking From That Which Bonds Us

Jack Probst
Jack Probst,
Principal Consultant, Pink Elephant
Code: Beyond Beginner

IT organizations have historically been organized by the shape and manner of our technologies. This structural alignment creates silos within the organization that make it difficult to deliver service value to our customers. There is an emerging approach, typically witnessed through the DevOps culture, to reshaping the IT organization. In this session, Jack will provide guidance about what is new and different about IT organizational structures and how leaders can leverage a new way of thinking about structuring IT roles, capabilities and processes that will deliver higher levels of business value, performance and competitive advantage. Be prepared to analyze your own organization and begin to think differently about what makes sense for your IT shop.

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ITSM – It’s Not A Project! It’s A Lifestyle

Johnny Rivera
Johnny Rivera,
Service Management Office Manager, Tacoma Public Utilities
Code: Beginner

In 2014, a young utility technology services organization in Tacoma Public Utilities decided to embark on the path of implementing ITSM with a focus on the ITIL framework. ITSM and ITIL were fairly new concepts for the organization with the team having little to no experience.

During this session, Johnny will walk you through their journey, beginning with their initial assessment and attempt to drive ITSM as a project, through their mistakes over the past two years and to the progress that has been made. Learn how the ITSM team at Tacoma Public Utilities leveraged the voice of external and internal expertise to change the mindset of senior management and establish a new direction; a direction that led to the development of a dedicated Service Management Office that has been able to drive ITSM along with IT Asset Management as a new organizational strategic initiative and a change from a project mindset to a lifestyle mindset.

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9 Guiding Principles Of Successful ITSM Implementations

Beverly Parker
Beverly Parker,
Management Consultant, Pink Elephant
Code: Beginner

Taken from the ITIL Practitioner certification course, Beverly will provide details of the important 9 Guiding Principles needed to achieve successful outcomes. The journey to adopt a service-oriented approach to IT involves a major cultural shift from focusing on technology to focusing on services and must also include a full understanding of business value.

Join Beverly for this very educational look at how and why to consider the following as part of your overall approach to continual improvement: Focus On Value, Design For Experience, Start Where You Are, Work Holistically, Progress Iteratively, Observe Directly, Be Transparent, Collaborate, Keep It Simple.

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Leading Change: Kotter's 8-Step Model

Gary Case
Gary Case,
Principal Consultant, Pink Elephant
Code: General

A conference main-stay, and favorite from Harvard Business School. Every IT leader should know about Kotter’s 8-step model for implementing change!

Leading Change is recognized as one of the all-time best business books and the definitive work on the subject. Harvard Business School Professor, John P. Kotter, methodically and carefully explains his 8-step process for leading and managing major organizational change in an easy to understand fashion. Leading Change captures his wealth of knowledge and experience working with major companies all over the world. Professor Kotter takes concepts like leadership, urgency, vision, strategy, quick wins, and communication and puts them in well-explained, practical terms that anyone can follow.

If you're a manager at any level of your IT organization who is currently leading any aspect of a change (and today, it’s an ongoing occurrence!), understanding Kotter’s 8-step change process is a must-know, and this is a not-to-be-missed session. Plus, learn how to apply the best practices from this book from one of the world's leading ITSM consultants – Gary Case. You'll gain huge benefits from Gary's extensive ITIL implementation and IT project management experience as he walks you through several real-world examples for each of the 8 steps.

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Scaled Process Governance: The Struggle Is Real!

Heather Marzano
Heather Marzano,
Process Governance Manager, Amerisource Bergen
Code: Beyond Beginner

Understanding ITIL and knowing that you need a governing body to support the processes are known facts. The challenge is creating a tiered and scaled governance framework to get the ‘right fit’ for an organization. One common struggle is having the right amount of governance without creating over-engineered Enterprise wide processes. The key is to pair the ITIL best practice and ITSM methodology with a Lean approach, to develop these four pillars:

  1. Develop and communicate a clear rollout strategy based on process importance to the organization
  2. Measure the processes’ maturity and adoption with regularly scheduled Process Health Assessments
  3. Use a consistent Process Implementation framework that feeds into the Continual Service Improvement lifecycle
  4. Govern the Enterprise processes through a core group of process, service and ITSM tool teams

During this session, Heather will discuss how she set up the four pillars at Amerisource Bergen, including lessons learned along the way, best practices and process tools that were used and can be utilized within your organization. By building a stable but Lean foundation, you can ensure consistent and repeatable results while achieving the organizational adoption that most organizations struggle to realize.

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Service Management & The Internet Of Things

Charlie Miles
Charlie Miles,
Principal Consultant, Pink Elephant
Code: General

If you think it’s a challenge today to manage server inventories and software licenses and subscription audits, including a multitude of cloud services and cloud service providers, just wait until that chair you’re sitting in becomes an IT Asset. The Internet of Things (IoT) is not new, but it is only recently that IT leaders and managers have begun to understand the impact and implications that IoT will have on managing assets and services within their organization, from a risk and compliance perspective.

Charlie will provide you with this completely serious tongue-in-cheek session that explores the real-world of IoT, to drive the conversation and raise the alarm for IT managers to begin taking this seriously and to explore some practical approaches, in order to be prepared.

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How Do You Create A CMDB In The Real World?

Peter Hubbard
Peter Hubbard,
Principal Consultant, Pink Elephant
Code: General

A CMDB implementation is one of the trickiest undertakings any ITSM program can undertake. The difficulties in creating a toolset capable of linking literally hundreds of thousands of interconnected bits of data together in a meaningful manner, while supporting a highly fluid environment with dozens of changes each week, are formidable indeed.

Join Peter as he discusses the approach Pink Elephant has mapped out to create a CMDB in the real world. He will show the critical importance of the scoping session, knowing what you want the CMDB to achieve and how to turn that into concrete actions to map and create your CMDB.

At the end of the session you should know the importance of being able to ask your ITSM organization, “For our CMDB, do we need a battle tank or body armor?”

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ITIL & Cloud – Surviving The “Perfect Storm”

Miechelle Krueger
Miechelle Krueger,
Director Of ITSM CoE & Software Asset Management, Depository Trust & Clearing Corporation (DTCC)
Code: General

A "perfect storm" is an expression that describes an event where a rare combination of circumstances will aggravate a situation drastically. This is typically used to describe meteorological events that are "worst-case scenario", though it flawlessly describes the situations many companies face in trying to forecast their path with the Cloud, DevOps, ITIL, Agile and Organizational Change Management. During this session, Miechelle will take you through DTCC’s “perfect storm”! She will identify what to watch out for and how to improve your chances of survival with the Cloud.

During this session Miechelle will also discuss the following:

  • How DTCC improved the inadequacies in their forecasting conditions
  • How the team managed the realization that they had an insufficient number of observation sites and sensors to assess rapid changes
  • How understanding the independent events both separately and collectively helped immensely
  • How planning, early warning and clear communication are keys to success
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Configuration Management, CMDB – Is It Doomed To Fail?

Michael Reece
Michael Reece,
Change & Configuration Manager, Tokio Marine
Code: Beginner

Creating a CMDB can be a daunting task and is often seen as a failure as companies try to encompass too much at the same time, rather than taking one step at a time and reflecting on success and then building on that success. It can also be hard to decide the ‘best’ way that a CMDB should be maintained and updated to ensure that it is used and that you are getting value from the investment. Phrases such as “CMDB Unicorn” or “All Encompassing” are regularly used, but it’s important to understand that the CMDB is only valuable when it provides information that your organization needs.

Michael will share real life experiences of the problems regularly faced when implementing a CMDB. He will discuss how he gained the support of his colleagues and peers and convinced them to get rid of their spreadsheets!

Join Michael as he discusses:

  • Where he started with the CMDB at Tokio Marine
  • How and who he got buy-in from
  • How Tokia Marine has benefited from the implementation
  • How the CMDB can be better and how to update and maintain it
  • Next steps
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Driving Decisions Through Data, Anyone Can Do IT!

J.C. Grooms
J.C. Grooms,
Knowledge Systems Architect, Minnesota State University, Mankato
Code: General

"You can’t manage what you can't measure" is a well-known quote from Peter Drucker. Many organizations measure something, but what do you do with the data? Where do you even start? ITIL provides many examples of Critical Success Factors (CSFs), Key Performance Indicators (KPIs), and metrics, but how do we know what works for our organization? How do we show that IT is providing value to the organization? And, also very important – what are the best measurement tools? These are all important questions J.C. and his colleagues asked.

In this session, J.C. will discuss how Minnesota State University, Mankato has begun to tackle these challenges to clearly show the value and make data driven decisions. J.C. also addresses how they have begun to use business intelligence and data science practices to learn from their past and perform predictive analysis on the future through the use of tools like the Balanced Scorecard and management reports. Specifically, his presentation includes:

  • Creating a Balanced Scorecard, and why this was chosen as a measurement tool
  • Making data visible to all stakeholders through meaningful reporting
  • Identifying achievable KPIs (and actually measuring them)
  • Making strategic decisions and data-driven recommendations
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Odd Couple Or The Perfect Pair: Security & ITSM?

Kevin J. Smith
Kevin J. Smith,
SVP, Strategic Initiatives, Ivanti
Code: General

There is no doubt that big changes are coming to IT. Since its inception, we’ve taken on the fundamental mission to protect and secure the IT estate and deliver services to the organization. However, in most cases, these efforts are done with a singular focus and with little synergies between both functions. As we look to the future of IT and to the evolution of both Security and ITSM, we find a quantum leap possible in the most unlikely place; bringing Security and Service Management together with new proactive business processes, metrics, and automation. During this session, Kevin will explore the new synergies of these IT stalwarts, discuss what to expect in the future, and how you can begin to prepare now for the transformation that lies ahead.

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The Disruption Gap: The New Threat For IT Leaders

Matt Fisher
Matt Fisher,
Senior Vice President, Product Strategy, Snow Software
Code: General

We are all inundated with stories of new trends and technology that will forever change either our personal or professional lives. But it’s the ones you don’t hear about that could be the real killer. One already exists and is growing rapidly in your organization today, the Disruption Gap between the Business and IT. It is Matt’s view that the Disruption Gap is quickly expanding and every day it marginalizes your role more and more. It’s challenging IT’s ability to effectively deliver secure and reliable computing platforms. It’s also creating huge risks that IT cannot mitigate but will ultimately be held accountable for.

During this session, Matt will define and break down the Disruption Gap, discuss the dynamics that are driving it as well as the risks it represents. He will elaborate on how leading organizations are closing the gap through disciplined Software Asset Management tools and practices. If your idea of Software Asset Management is nothing more than how to mitigate audits, the Disruption Gap will swallow you!

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Leading A Successful ITSM Tool Implementation

David Mainville
David Mainville,
CEO & Co-Founder, Navvia
Code: General

Anyone can implement an ITSM tool but it takes leadership to do it right!

The biggest single fallacy when it comes to implementing ITSM tools is the current trend towards out-of-the-box. It sounds great on the surface – no fuss, no muss – but it seldom works in practice. It's like buying a suit off the rack – one size DOES NOT fit all. There is an opportunity cost to a failed implementation. Missed deadlines, application rework, increased costs, reduced customer satisfaction and not to mention the hit to your department's reputation.

During this session, David will share his experience from a 37 year career spanning ITSM practitioner to Executive Management, providing you with practical advice for a successful ITSM tool implementation.

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Manual Incident Response Costs Organizations A Fortune & Ruins People’s Lives!

Vincent Geffray
Vincent Geffray,
Senior Director Of Product Marketing, IT Alerting, Everbridge
Code: General

In today’s world, a majority of support center organizations still rely on spreadsheets and spray-and-pray emails to entire teams to communicate major incidents. During this session, Vincent will share the eye-opening results from various surveys on the state of incident management and how the lack of response automation hurts business and negatively impacts employees’ work-life balance.

Join Vincent, and:

  • Learn how your organization compares to industry benchmarks as it relates to cost of IT downtime per minute, time to respond, number of major incidents
  • Understand why quickly engaging the right team of IT experts is a hard thing to do
  • Understand the mechanisms which lead to a call storm and learn how to prevent it
  • Learn how you can improve your incident process and streamline the communication between the Service Desk, your IT teams and impacted business users

Every session attendee will receive a free copy of Everbridge’s State of Incident Management eBook highlighting all the results.

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Who Has A Seat In The CIO Boardroom?

Rajesh Ganesan
Rajesh Ganesan,
Director, Product Management, ManageEngine
Code: General

Over the years, we’ve seen how the CIO has made it from the back room to the boardroom. While IT’s influence on business practices has significantly increased, there are still quite a few areas in business that don’t relate to IT. Every business has tools for office productivity, business collaboration and process management, the question is whether these tools and, consequently, the business stakeholders that use them contribute to and benefit from an effective IT service delivery function or are they left behind, adding to silos.

During this session, Rajesh will use real time case studies to show how business practices within an organization can actively integrate with the ITSM process and potentially benefit from the relationship. More importantly, Rajesh will discuss how to bring business partners into certainty, offer your CIO a seat in the boardroom and provide answers for the business issues.

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Managing SLAs & SLA Breaches For Improved Service Delivery

Anthony Orr
Anthony Orr,
ITSM Best Practice Director, Samanage, Author, ITIL 2011
Code: General

Service Level Agreements (SLAs) are an important part of the ITIL framework. They define service parameters, establish metrics and specific service descriptions, to hold teams accountable and to lay the foundation for smooth service delivery. However, when best practices aren’t followed around establishing and managing SLAs, they become ineffective. Issues have arisen when tickets are escalated after SLAs have already been breached. During this session, Anthony will discuss how to establish and manage SLAs and how to respond when SLA breaches become a trend.

Join Anthony for:

  • A better understanding of how to set up SLAs
  • Best practice recommendations for managing SLA breaches
  • Helpful tips taken from real-world SLA management issues
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Using Artificial Intelligence To Take User Experience To The Next Level

Justin Roux
Justin Roux,
Director, Product Marketing & Program Management, EasyVista
Code: General

We are being inundated with news articles and industry buzz that tell us we should be thinking about Artificial Intelligence. Bots and Virtual Agents sound great but many of us are still wondering how to best take advantage of them. What is the level of effort required by ITSM practitioners to implement them? Now, more than ever, practitioners are being charged with doing more with less and are feeling the pressure from end users to modernize their user experience.

During this session, Justin will use real-time case studies to show how Artificial Intelligence, Bots and Virtual Agents fit into the new ITSM paradigm.

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Five Self-Service Building Blocks To Increase Adoption & Prepare For The Future

Justin Roux
Justin Roux,
Director, Product Marketing & Program Management, EasyVista
Code: General

Many organizations have a Self-Service portal in place but struggle with adoption and proving ROI. In today’s world, you need a modern user experience, responsive design and more advanced capabilities to get the interest of users that are more accustomed to attainable service in their daily lives.

During this session, Justin will cover five foundational building blocks for an exceptional Self-Service experience and will discuss how to prioritize these blocks. He will elaborate the quickest way to address a new Self-Service project or refresh your current one.

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ITIL Implementations & Employee Needs In The Real World

Arvind Parthiban
Arvind Parthiban,
Director Of Marketing, Freshservice
Code: General

What happens in the real world rarely matches what you read about in a book or manual. The same holds true for ITIL – what the books say about implementation isn’t necessarily what will happen. Organizations have different needs based on several factors, and one important factor is employee needs. While ITIL provides a deep and extensive set of best practices, it doesn’t necessarily provide businesses with one approach to implementation.

During this session, Arvind will discuss how three different organizations right-sized their ITSM implementation to best address their employees’ needs. He will provide examples of how each organization used an ITIL approach and focused on maximizing the user experience while minimizing the disruption to their work environment, at the same time keeping this main objective in mind – get things done quickly and effectively with as little friction as possible.

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Telling The Story – A Necessary Skill

Jack Probst
Jack Probst,
Principal Consultant, Pink Elephant
Code: General

Everyone remembers the stories we have heard growing up and the lessons we associated with them. Whether it was at the feet of our parents or grandparents, from a teacher or a fable, stories were a means to leverage what was learned or experienced in the past to become a guide to deal with the future. Telling stories in the corporate setting is a valuable communication and influence tool and skill for organizational change managers, leaders and those wanting to make a difference in the organization. Adults learn through experience, and stories that relate situations of the past and provide anecdotal guidance for the future are invaluable. Jack Probst will provide concrete examples and guidance from his consultant toolbox for what makes a good story, what the benefits and uses of corporate stories are and how you can develop into a corporate storyteller. Be prepared to engage and begin developing your skills as a storyteller.

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Communicate To The Power Of 10!

Robin Hysick
Robin Hysick,
Organizational Development Advisor, Pink Elephant
Code: Beyond Beginner

John Kotter's 8 Steps For Leading Change, remains a viable model for senior leaders to guide a change effort. It has not lost its value with time and is still considered the most popular change model in the world today.

In this session, Robin focuses on Kotter's fourth step – Communicate The Change Vision. In his book, Kotter states, "communicate to the power of 10!"

One of the biggest mistakes leaders make during major transformations is that they do not do enough to communicate all key aspects of the change – in fact, Kotter’s research shows that most leaders under-communicate. But, what does it take to communicate the change vision effectively? Robin will discuss the need to: communicate the change vision frequently and in many different ways, present details of the change simply without jargon and buzz words, make it easy to understand; deliver the message in person and not just through email, make communication two-way, use many stories, metaphors, analogies, visuals and examples to paint a compelling picture of the future, use both large meetings and smaller group meetings; walk the talk, and keep it ongoing. What have other IT leaders done to effectively communicate? Robin will dig into her many consultant case stories and present real world examples based on her many ITSM consulting engagements with IT organizations.

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Motivation By Chocolate

Denise Ryan
Denise Ryan,
Motivational Pyromaniac, Firestar Speaking
Code: General

One of Pink17's most popular sessions! Attend this presentation to learn about the communication styles of the world's best chocolate makers and determine your own style too. You can use this insight to better relate to others – and hey, all that and chocolate too!

This session not only features chocolate, there is also focus on communication and motivation. Denise reviews nine key concepts to help participants get more out of work and life. They'll learn about persistence, passion, effective allocation of resources, the law of diminishing returns, and much more. And, here’s the best part – the session includes a chocolate tasting to demonstrate not only how to appreciate chocolate, but also life itself. Give them chocolate and bring down the house!

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Communication Delivered – But Is Your Message Being Understood?

Joe Foster
Joe Foster,
Client Services Manager, Sempra Energy
Code: General

Each of us has our own personality type and preferred communication style which impacts how we relay and respond to information. Effective communication begins with the realization that our messages are always colored by individual bias, experience and context in both the sender and receiver.

With this degree of variability, the question then becomes how do you ensure that you are connecting with all personalities and perspectives that you are conversing with? Any time you want to expand your reach beyond your personal inner circle and connect with people who think and feel differently than you do, your communication skills will be the key factor that determine your results.

During this interactive session, Joe will use his real-world experiences from Sempra Energy combined with a neuroscience based approach to demonstrate how to improve the effectiveness of your meetings and conversations on both a personal and professional level. He will use his own personal stories combined with audience participation to show you how to approach all conversations with confidence and to ensure that your message is received and understood.

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“I Said Thank You! What More Do They Want?” The 5 Languages Of Appreciation That Will Transform Your Workplace Culture

Joe Foster
Karen Tierney,
ITSM Senior Analyst, Corning; Certified Facilitator, The 5 Languages of Appreciation in the Workplace
Code: General

Do YOU feel overworked and overwhelmed? It’s no secret that most employees feel this way as they run on empty trying to keep up with the constant demands placed upon them. 70% of people in the US say they never receive recognition in the workplace and more than 50% of managers are missing the mark when it comes to showing appreciation. Showing and receiving genuine appreciation can help one handle and manage the stress of constant change.

During this session, Karen, a certified facilitator for The 5 Languages of Appreciation in the Workplace, will help you understand the languages and how she has used her certification to apply them at Corning. She will use her hands-on experience to help you gain a deeper understanding of your own appreciation needs and the needs of others. You will also learn:

  • How genuine appreciation helps people handle the stress of constant change
  • The secrets of valuing yourself and your colleagues
  • Practical methods to boost engagement and commitment in employees

Learn the language, hit the mark, and change your workplace!

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Essentials Of Business Relationship Management

Graham Furnis
Graham Furnis,
Management Consultant, Pink Elephant
Code: Beyond Beginner

Not sure about whether you want to invest in the full three-day certification course? Here’s an excellent opportunity to get a “taste” of Pink’s Business Relationship Management program! Graham provides you with a few major elements of the full certification course including the “house of BRM”. You’ll walk away with a high level overview of some of the key principles and increased knowledge of why BRM skills are must-haves for today’s successful IT professional.

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De-Mystifying Agile, Scrum & DevOps

Robin Hysick
Robin Hysick,
Organizational Development Advisor, Pink Elephant
Code: General

In today’s ever-changing and highly competitive business world, organizations need to be agile – to move quickly and easily; to be able to adapt and quickly respond to change. Robin explains what Agile, Scrum and DevOps really are; how they are linked and how to apply key concepts in your IT organization.

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How To Implement Problem, Change & Release Management

Jennifer Wels
Jennifer Wels,
Management Consultant, Pink Elephant
Code: Beyond Beginner

Easy in theory, but not always easy to implement! Join Jennifer as she digs deep into her vast implementation experience and takes you beyond the theory in the ITIL certification courses. It’s like getting free consulting!

Jennifer will start by identifying the biggest issues that most organizations have applying the theory of ITIL for these three key and interrelated processes, then provide you with practical how-tos for how to overcome the most common barriers to success. This is a not to be missed session if you want to learn not just “what to do” but “how to” get it right!

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Lean Leadership – Establishing A Culture Of Engagement, Accountability & Execution

Troy DuMoulin
Troy DuMoulin,
VP, Research & Development, Pink Elephant
Code: Beyond Beginner

In this half day workshop, Troy will present excerpts from Pink’s Lean IT Leadership Certification Course – quickly becoming one of the highest rated education programs. Troy’s overview includes:

  • The importance of establishing True North (aligned principles and priorities)
  • The role of Governance vs. Compliance
  • Cascading IT Strategy to Operations (Hoshin Kanri)
  • Establishing structure and performance management systems that enable vs. disable collaboration
  • Leading from the Gemba (how leaders lead and coach by example at the shop floor)
  • Building a culture of personal accountability and ownership
  • Establishing employee engagement strategies to mentor and develop potential
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Leading Organizational Change

Beverly Parker
Beverly Parker,
Management Consultant, Pink Elephant
Code: General

Beverly will provide you with an overview of Pink's 2-day course by the same name, which is a highly rated and very practical program based on Harvard Business School's Professor Kotter's 8-Step Model for implementing change. Kotter’s world famous book, Leading Change is recognized as one of the all-time best business books and the definitive work on the subject. Harvard Business School Professor, John P. Kotter, methodically and carefully explains his 8-step process for leading and managing major organizational change in an easy to understand fashion. If you're a manager at any level of your IT organization, who is currently leading any aspect of a major change (and today, it's an ongoing occurrence!), understanding Kotter's 8-step change process is a must-know, and this is a not-to-be-missed session. Beverly will also provide several real-world examples for each of the 8 steps.

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Agile Service Management: What You Need To Know & DO To Make More Money For Your Business!

George Spalding
George Spalding,
Executive Vice President, Pink Elephant
Code: Beyond Beginner

The interconnectivity of several new and long standing methodologies and best practices supporting ITSM is the key to driving real value for your internal business partners. But what are these practices and how do they work together to help IT deliver services better, faster and cheaper?

This half-day workshop (a shortened version of Pink’s 1-day Agile Service Management Primer) shows how proven ITSM capabilities and Lean, Agile and DevOps practices can work together to enable digital transformation, accelerate IT processes, remove waste, lower cost and increase value to your customers.

You will learn the essential knowledge needed to adopt new practices and adapt service management processes to deliver business value throughout the organization.

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Are You A Learning Organization & Why Should You Be One?

Jack Probst
Jack Probst,
Principal Consultant, Pink Elephant
Code: Beyond Beginner

The complexity and dynamics of today's global business environment continually drives organizations to re-evaluate, reflect upon and potentially change who and what they are. These dynamics will require organizations, teams and individuals to adapt or learn new ways of thinking and working. In his book, The Fifth Discipline, Peter Senge proposes the concept of a "learning organization" that promotes organizations to develop a capacity to constantly learn and apply those learnings to adapt in order to meet new challenges. In this half-day day workshop, Jack will guide you through the nuances of what it means to be a learning organization including Senge's five disciplines and 10 archetypes, the impact on leadership and the influence of teams. Learn the steps to becoming a learning organization, why this is important, and also what to avoid.

Tracks, Speakers & Sessions

To help in your selection process, each session has been described as General, Beginner, and Beyond Beginner. Use the following chart as your guide to choose the session that best fits your individual situation.

CODE DESCRIPTION
General These sessions are of general interest to everyone regardless of level of knowledge, experience or industry certification.
Beginner These sessions are aimed at those who are new to the subjects presented, and who likely do not possess industry certification or have just started project implementation.
Beyond Beginner These sessions are for those with practical implementation experience, and have attained knowledge of the subject beyond the foundation level.

The world is filled with truly courageous and inspirational people who make a difference, and each year we bring you the best!

Jeremy Gutsche
Better & Faster – The Proven Path To Unstoppable Ideas
Jeremy Gutsche,
Innovation Keynote Speaker, CEO & Award-Winning Author
Read More
Eric-Boles-keynote
Moving To Great
Eric Boles,
Game Changers Inc.
Read More
David Horsager-keynote
The Trust Edge: How Top Leaders & Organizations Drive Business Results Through Trust
David Horsager,
CEO & Best-Selling Author
Read More
Power Hour

Take a look at this line-up of heavy duty hitters! The Power Hour includes an awesome line-up of high profile speakers, who we are featuring in a very special way. Instead of scheduling only one keynote general session in this time slot, there are four very powerful sessions to choose from! Choose the one that’s right for you and your areas of interest.

David Ratcliffe
The 4 Biggest Challenges Facing IT Today & What You MUST Do About Them
David Ratcliffe,
President, Pink Elephant
Business Relationship Management | Culture | Leadership | Value
Read More
Troy DuMoulin
The 7 Habits Of Highly Effective People & Leaders - Through A Lean Lens
Troy DuMoulin,
VP, Research & Development, Pink Elephant
Agile | Continuous Improvement | Leadership | Lean
Read More
David Ratcliffe
Is IT A Microcosm Of The Business? No – But It’s Pretty Close!
David Ratcliffe,
President, Pink Elephant
Business Relationship Management | Continual Improvement | Culture | Leadership | Strategy | Vision
Read More
George Spalding
Nick Carr Was WRONG! IT Does Matter! More Today Than Ever Before!
George Spalding,
Executive Vice President, Pink Elephant
Agile | Business Relationship Management | DevOps
Read More
Denise Ryan
Great Balls Of Fire! How To Stay Motivated No Matter What!
Denise Ryan,
Motivational Pyromaniac, Firestar Speaking
Communication | Goals | Motivation
Read More
Niel Nickolaisen
How Senior Leaders Build Agreement Around Strategy
Niel Nickolaisen,
Chief Technology Officer, OC Tanner
Culture | Leadership | Strategy
Read More
David Mainville
Staying On Course In A Turbulent Sea Of Change
David Mainville,
CEO & Co-Founder, Navvia
Agile | Business Relationship Management | Culture | Leadership | Lean
Read More
Gustav Toppenberg
The Pressures Of Digital Transformation – Is It Time To Create A Digital Backbone?
Gustav Toppenberg,
Vice President Enterprise Architecture & Chief Architect, Catalina, USA
Automation | Leadership | Lean | Strategy
Read More
Sunday Pre-Conference Optimizers

Maximize your learning! Start your Pink18 conference experience on Sunday afternoon with one of these value-add breakout sessions.

Charlie Miles
Essential Knowledge: The Purpose & Value of Adopting ITSM & ITIL
Charlie Miles,
Management Consultant, Pink Elephant
ITIL | ITSM
Read More
Beverly Parker
Essential Knowledge: How Everything Needs To Be Designed & Re-Designed With Lean Thinking
Beverly Parker,
Management Consultant, Pink Elephant
ITSM | Lean | Value
Read More
Jennifer Wels
Essential Knowledge: Governance For IT Is A Must-Have, Not A Nice-To-Have
Jennifer Wels,
Management Consultant, Pink Elephant
COBIT | Goals | IT Governance
Read More
Tami Church
Essential Knowledge: Using CMMi To Understand & Improve The Value Of Your Processes
Tami Church,
Management Consultant, Pink Elephant
Continual Improvement | ITSM
Read More
Robin Hysick
Essential Knowledge: Understanding & Applying The Change Management Body Of Knowledge (CMbok) From The Change Management Institute
Robin Hysick,
Organizational Development Advisor, Pink Elephant
Culture | Leadership | Organizational Change
Read More
Graham Furnis
Essential Knowledge: DevOps Explained (Really!)
Graham Furnis,
Management Consultant, Pink Elephant
DevOps | ITSM
Read More
Matthew Bowles
Essential Knowledge: Agile Scrum Explained
Matthew Bowles,
Director Of Professional Services, Pink Elephant
Agile | Scrum | Value
Read More
Troy DuMoulin
The Lean CIO
Troy DuMoulin,
VP, Research & Development, Pink Elephant
Leadership | Lean | Value
Read More
"Platinum Pass" Ask-The-Expert
Jack Probst, Principal Consultant, Pink Elephant
Gary Case, Principal Consultant, Pink Elephant
Communication | Leadership | Strategy | Vision
Read More
Track 1: IT Leadership

Seasoned IT leaders and business experts will provide best practices, and proven and practical how-tos for effectively managing and leading people through the process of organizational and cultural change. Learn how to effectively plan for and manage through the many communication processes needed to achieve success. Many speakers are on hand to show you how to get it right.

Jennifer Brumbaug
How Leaders Enable Service Excellence By Developing Their People
Jennifer Brumbaugh,
Strategist, Pinnacle Productivity
ITSM | Leadership | Strategy
Read More
Andy Atencio
ITSM’s Cultural Impact Through A Small Scale Lens
Andy Atencio,
CTO, City Of Greenwood Village
ITSM | Leadership
Read More
Andrew Scher
The Global Nature Of Leadership!
Andrew Scher,
Former VP, Corporate IT, Fresh Del Monte
Leadership
Read More
David Ratcliffe
Do You Lead “I” Shaped Or “T” Shaped Professionals?
David Ratcliffe,
President, Pink Elephant
Continuous Improvement | Culture | ITSM | Leadership | Lean | Value
Read More
Rob England
Technology Process People System: The Maturing Of The IT Industry
Rob England,
The IT Skeptic
Culture | DevOps | Leadership | Lean
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Raymond Lefebvre
Values Based Leadership & Tangible Outcomes
Raymond Lefebvre,
VP Of Information Technology & CIO, Bridgewater State University
Culture | Leadership | Value
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Jonathan Hinkle
Transformational Leadership – How To Build A Dream Team From The Ground Up
Jonathan Hinkle,
Vice President, Director Of Information Technology, First Fidelity Bank
Business Relationship Management | Continual Improvement | Culture | Leadership
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Track 2: IT Strategic Management

Find out how to apply a strong IT business strategic perspective from pioneering and innovative CIOs, senior IT leaders and leading industry experts.

Jack Probst
Power Through Relationships
Jack Probst,
Principal Consultant, Pink Elephant
Culture | ITSM | Strategy
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Jack Probst
IT Strategy – Is There A Model That Helps Make Sense Of The Fog Of Strategy
Jack Probst,
Principal Consultant, Pink Elephant
Leadership | Strategy
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Tammy Whited
Driving Strategic Alignment With Best Practices
Tammy Whited,
Head of Service Management, Office of the CIO, Fermi National Accelerator Laboratories
ITSM | Leadership | Strategy
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Tim Pietro
Cisco IT Services Transformation Journey – Running IT As A Business
Tim Pietro,
Senior Manager, Cisco Advanced Services
Change Management | Leadership | Strategy
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Danna Gianforte
Rebuilding A Higher Education IT Strategy With Lean Principles
Danna Gianforte,
CIO, University Of California, Riverside
Lean | Organizational Change | Strategy
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Joseph Hayes
Enabling BRM & Unleashing Your Secret Weapon For Great Outcomes
Joseph Hayes,
VP & CIO, Prudential Group Insurance
Business Relationship Management | Leadership | Strategy
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Track 3: Lean IT & Agile

Fast becoming “must-have” tools, senior IT leaders are embracing the principles of Lean and Agile to gain improved efficiency and productivity.

Troy DuMoulin
The Lean CIO
Troy DuMoulin,
VP, Research & Development, Pink Elephant
Leadership | Lean | Value
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George Spalding
The Agile Manifesto: 21st Century Project Management
George Spalding,
Executive Vice President, Pink Elephant
Agile | Lean
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Troy DuMoulin
ITSM Service Owner & Agile Product Owner – Two Sides Of The Same Coin
Troy DuMoulin,
VP, Research & Development, Pink Elephant
Agile | ITSM | Lean | Scrum
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Robin Hysick
Lean IT Service Management: Getting To “Good Enough”
Robin Hysick,
Organizational Development Advisor, Pink Elephant
Agile | ITSM | Lean
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Michelle Slabbert
Using Servant Leadership Principles To Transform Release Management
Michelle Slabbert,
Head of ITSM, Standard Bank of South Africa
Agile | Change Management | ITSM | Lean | Release Management
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James Alther
Improving Instruction & Learning With Enterprise Capacity Management
James Alther,
Senior IT Director, Los Angeles Unified School District
Agile | ITSM | Lean
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Alyson Briscoe
Creating A Culture Of Continual Improvement Using LEAN Principles
Alyson Briscoe,
IT Process & Quality Manager, ReAssure
Continual Improvement | Lean
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Christine Lamm
Moving The Needle: How To Develop Strategic Goals Utilizing Voice Of The Customer & Lean Six Sigma
Christine Lamm,
Continuous Improvement Manager, Amerisource Bergen
Agile | Continual Improvement | Lean | Strategy
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Duane Fisher
Improving Innovation: Solutions At The Speed Of Design Thinking
Duane Fisher,
Senior Director, Continuous Improvement & Process Governance, Amerisource Bergen
Agile | Continual Improvement | Lean
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Track 4: ITIL & IT Service Management

The Service Desk, and closely related operational processes, continue to be major focus areas for many of today’s IT organizations. What do IT support managers need to know to achieve operational excellence? Find out from leading support industry experts and case study practitioners featured in this track.

Jim Clemmer
Hand-In-Glove:
Our Continuing Journey Into
Service Management & ITIL

Christopher Beck,
Director, Governance & Provider Performance, Coach, Inc.
ITIL | ITSM
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Jennifer Wels
Top 3 Mistakes To Avoid In A Service Management Program Or Project
Jennifer Wels,
Management Consultant, Pink Elephant
ITSM | Project Management | Strategy
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Graham Price
The CSI Manager: A.K.A. IT Crime Scene Investigator
Graham Price,
Principal Consultant, Pink Elephant
Continual Improvement | ITIL | Service Level Management
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Charlie Miles
How To Become A Millionaire; First…Get A Million Bucks
Charlie Miles,
Management Consultant, Pink Elephant
ITIL
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Gary Case
Back To The Basics: Why Do We Struggle With Problem Management
Gary Case,
Principal Consultant, Pink Elephant
ITIL | Lean | Problem Management
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Charlie Miles
Change Management Is Dead. Long Live Change Management
Charlie Miles,
Management Consultant, Pink Elephant
Change Management | ITIL
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Jeff Imber
The Roadmap Of Darden Restaurants – “Serving Up” ITSM
Jeff Imber,
Manager, Darden Service Management
ITIL | ITSM
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Peter Hubbard
How To Make Change Management Work In The Real World
Peter Hubbard,
Principal Consultant, Pink Elephant
ITIL | ITSM | Change Management
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Robert Nessler
Problem Management – The Essential Work That Everyone Loves To Hate
Robert Nessler,
ITSM Manager, State of Colorado
ITIL | Problem Management | Service Level Management
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Peter Hubbard
Service Management In The Cloud
Peter Hubbard,
Principal Consultant, Pink Elephant
Cloud | ITIL | ITSM
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Keith Rudder
The ITSM Iron Triangle – Making Change, Incident & Problem Management The Culture
Keith Rudder,
ITSM Analyst, State of Colorado
Continual Improvement | Incident Management | ITSM | Problem Management
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Track 5: ITIL – Ten Years Later

The ITIL framework was introduced in England over two decades ago, and today it is the most universally adopted IT management approach of all time. In North America, there are many organizations who have been successfully using ITIL principles for over ten years – we’re bringing them to you! Don’t miss this unique opportunity to hear what they have to say about the right way, versus the wrong way to adopt, adapt and apply ITIL best practices.

Graham Price
Going From Zero To 100 In ITSM Without A Seat Belt
Ahmed Issawi,
IT Service Management System Architect, Michigan State University
ITIL | ITSM
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Alan Dresser
Allison Transmission & ITIL – Kicking A 15-Year ITSM Journey Into High Gear
Alan Dresser,
Global IT Operations, Allison Transmission
Incident Management | ITIL | ITSM
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Cathy Kirch
10+ Years Of Service Transition – You Say DevOps & I Say Release Management
Cathy Kirch,
ITSM Governance Manager, Allstate Insurance Company, itSMF USA President
DevOps | ITIL | ITSM | Release Management
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Dave Whyte
From Brick & Mortar To Virtual ITSM
Dave Whyte,
Operations Engineering Lead, AutoTrader UK
Change Management | DevOps | ITSM | Lean | Release Management
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Jeff Gorby
Beyond Oz: 15 Years Of Living, Learning, & Relearning ITSM At Nationwide
Jeff Gorby,
Enterprise Process Architect, Nationwide
Change Management | Incident Management | ITSM
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Tracey Richardson
10+ Years Of ITSM At The Ohio State University
Tracey Richardson,
Senior Director, Service Management Office, Ohio State University
Change Management | ITIL | ITSM
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Track 6: DevOps

There are many misconceptions today about what DevOps is and what it is not! Speakers in this track discuss the ins and outs and profile how to gain real business benefits from DevOps. Learn why it is essential for any business aspiring to be lean, agile and able to respond rapidly to changing customer and marketplace demands.

Rob England
The Impact Of DevOps On Governance & Controls
Rob England,
The IT Skeptic
Agile | Culture | DevOps | Leadership
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Graham Price
Managing Change In A Virtual World: How To Convince Your Co-Worker To Become A Change Manager
Graham Price,
Principal Consultant, Pink Elephant
Agile | Change Management | DevOps
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Rob England
Messing With Your Head: How DevOps Changes Everything
Rob England,
The IT Skeptic
DevOps | ITSM
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Stephen Ley
DevOps & ITIL: A Happy Marriage?
Stephen Ley,
Partner, Joost IT Tooling & Service Management, Netherlands
Change Management | DevOps | ITIL
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Rob England
Reinventing IT: The Changing Roles
Rob England,
The IT Skeptic
Change Management | DevOps
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George Spalding
DevSecOps - The Team Needs More Players For A REAL Home Run!
George Spalding,
Executive Vice President, Pink Elephant
Culture | DevOps | Leadership
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Rob England
Elevate The Control: Getting Controls Out Of The Way Of Flow
Rob England,
The IT Skeptic
ITIL | ITSM | Change Management
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David Mainville
Stranger In A Strange Land: Speaking ITIL In A DevOps World
David Mainville,
CEO & Co-Founder, Navvia
Agile | DevOps | ITIL | ITSM
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Matt Beaney
Enterprise Continuous Deployment – Is It Feasible? Is It Desirable?
Matt Beaney,
Service Transition Lead, AutoTrader UK
Continual Improvement | DevOps
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Track 7: Organizational Change Management

Organizational Change Management is the approach for transitioning individuals and teams to a desired future state. It involves managing the effect of new business processes, changes in organizational structure or cultural changes within an enterprise. Simply put, Organizational Change Management addresses the people side of change.

Jim Clemmer
The Yellow Brick Road & The Effective Organizational Change Manager
Robin Hysick,
Organizational Development Advisor, Pink Elephant
Culture | Leadership | Organizational Change
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Gary Case
Practical Approach To Continual Service Improvement
Gary Case,
Principal Consultant, Pink Elephant
Continual Improvement | Organizational Change Management
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Jack Probst
IT Organizational Structure – Breaking From That Which Bonds Us
Jack Probst,
Principal Consultant, Pink Elephant
DevOps | Organizational Change
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Keith Rudder
ITSM – It’s Not A Project! It’s A Lifestyle
Johnny Rivera,
Service Management Office Manager, Tacoma Public Utilities
Asset Management | ITIL | ITSM | Strategy
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Jim Clemmer
9 Guiding Principles Of Successful ITSM Implementations
Beverly Parker,
Management Consultant, Pink Elephant
Culture | ITSM | Organizational Change
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Gary Case
Leading Change: Kotter’s 8-Step Model
Gary Case,
Principal Consultant, Pink Elephant
Change Management | Leadership | Organizational Change
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Heather Marzano
Scaled Process Governance: The Struggle Is Real!
Heather Marzano,
Process Governance Manager, Amerisource Bergen
ITIL | ITSM | Lean | Organizational Change
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Track 8: Pink Think Tank

Each year we gather the brightest minds to explore today's most pressing issues and trends. The Pink Think Tank (PTT) team gathers for a full day during the weekend before the conference to debate and discuss a specific topic. During the conference, their findings are presented and white papers are also made available.

Topic: Leadership, Structure & Cultural Transformation For The Digital Age

The mainstream adoption of Cloud Services, Consumer Technology and the emergence of Artificial Intelligence are having a major disruptive effect on traditional business models. Many have called the impact of these emerging technologies, "The Third Industrial Revolution", and with any period of major change, companies need to learn new skills and ways of doing business to remain competitive.

This new reality and competitive environment is without a doubt driving major changes in leadership, organizational structures, culture, process and automation. To address these challenges, this year’s PTT will focus on what IT leaders need to understand and do in the short and medium term to support the necessary transformative actions required to remain viable and competitive in the new digital age.

Key areas that require consideration and discussion include:

Join us to hear what this year's PTT team of senior leaders have to share based on their personal and collective experience.

Joe Hayes,
VP & CIO, Prudential Group Insurance

Gustav Toppenberg,
Vice President Enterprise Architecture
& Chief Architect,
Catalina USA

Niel Nickolaisen,
Chief Technology Officer,
OC Tanner

Cary Westmark,
VP Of IT, Cable One

Troy DuMoulin,
VP, Research & Development,
Pink Elephant

Jack Probst,
Principal Consultant,
Pink Elephant

Robert Medearis,
SVP, Bank Of America

David Mainville,
CEO & Co-Founder, Navvia

Track 9: Tools & Technology

Case studies, suppliers, and industry experts show you what it really takes for successful process implementation and integration, for enabling better decision-making, and for monitoring service performance to identify continual improvement opportunities.

Charlie Miles
Service Management & The Internet Of Things
Charlie Miles,
Management Consultant, Pink Elephant
Asset Management | Cloud | ITSM
Read More
Peter Hubbard
How Do You Create A CMDB In The Real World?
Peter Hubbard,
Principal Consultant, Pink Elephant
ITSM | Service Desk
Read More
Miechelle Krueger
ITIL & Cloud – Surviving The “Perfect Storm”
Miechelle Krueger,
Director Of ITSM CoE & Software Asset Management, Depository Trust & Clearing Corporation (DTCC)
Agile | Cloud | DevOps | ITIL | Organizational Change
Read More
Michael Reece
Configuration Management, CMDB – Is It Doomed To Fail?
Michael Reece,
Change & Configuration Manager, Tokio Marine
Configuration Management | Organizational Change
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J.C. Grooms
Driving Decisions Through Data, Anyone Can Do IT!
J.C. Grooms,
Knowledge Systems Architect, Minnesota State University, Mankato
ITIL | Metrics | Strategy
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Kevin J. Smith
Odd Couple Or The Perfect Pair: Security & ITSM?
Kevin J. Smith,
SVP, Strategic Initiatives, Ivanti
ITSM | Metrics | Security
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Matt Fisher
The Disruption Gap: The New Threat For IT Leaders
Matt Fisher,
Senior Vice President, Product Strategy, Snow Software
Asset Management | Business Relationship Management
Read More
David Mainville
Leading A Successful ITSM Tool Implementation
David Mainville,
CEO & Co-Founder, Navvia
ITSM | Leadership
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Vincent Geffray
Manual Incident Response Costs Organizations A Fortune & Ruins People’s Lives!
Vincent Geffray,
Senior Director Of Product Marketing, IT Alerting, Everbridge
Incident Management | Service Desk
Read More
Rajesh Ganesan
Who Has A Seat In The CIO Boardroom?
Rajesh Ganesan,
Director, Product Management, ManageEngine
Business Relationship Management | ITSM
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Justin Roux
Using Artificial Intelligence To Take User Experience To The Next Level
Justin Roux,
Director, Product Marketing & Program Management, EasyVista
Automation | ITSM
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Anthony Orr
Managing SLAs & SLA Breaches For Improved Service Delivery
Anthony Orr,
ITSM Best Practice Director, Samanage, Author, ITIL 2011
ITIL | Metrics | Service Level Management
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Justin Roux
Five Self-Service Building Blocks To Increase Adoption & Prepare For The Future
Justin Roux,
Director, Product Marketing & Program Management, EasyVista
Automation | Service Desk
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Arvind Parthiban
ITIL Implementations & Employee Needs In The Real World
Arvind Parthiban,
Director Of Marketing, Freshservice
Culture | ITIL | ITSM
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Track 10: Communication

Knowing how to communicate effectively is a must-have competency for managers at all levels – in fact, it is a building block of successful organizations. Speakers in this track will profile best practices and techniques to build and promote strong team spirit, and effectively lead and inspire others, especially during change initiatives.

Jack Probst
Telling The Story – A Necessary Skill
Jack Probst,
Principal Consultant, Pink Elephant
Communication | Leadership | Organizational Change
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Robin Hysick
Communicate To The Power Of 10!
Robin Hysick,
Organizational Development Advisor, Pink Elephant
Communication | ITSM | Organizational Change
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Denise Ryan
Motivation By Chocolate
Denise Ryan,
Motivational Pyromaniac, Firestar Speaking
Communication | Culture | Motivation
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Joe Foster
Communication Delivered – But Is Your Message Being Understood?
Joe Foster,
Client Services Manager, Sempra Energy
Communication | Culture
Read More
Joe Foster
“I Said Thank You! What More Do They Want?” The 5 Languages Of Appreciation That Will Transform Your Workplace Culture
Karen Tierney,
ITSM Senior Analyst, Corning; Certified Facilitator, The 5 Languages of Appreciation in the Workplace
Communication | Culture
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Track 11: Half-Day Workshops

Only at Pink’s conference! No one else provides a half-day free educational session. Choose from one of many workshops ranging from operational to strategic in focus.

Graham Furnis
Essentials Of Business Relationship Management
Graham Furnis,
Management Consultant, Pink Elephant
Business Relationship Management
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Robin Hysick
De-Mystifying Agile, Scrum & DevOps
Robin Hysick,
Organizational Development Advisor, Pink Elephant
Agile | DevOps | Scrum
Read More
Jennifer Wels
How To Implement Problem, Change & Release Management
Jennifer Wels,
Management Consultant, Pink Elephant
Change Management | ITSM | Problem Management | Release Management
Read More
Troy DuMoulin
Lean Leadership – Establishing A Culture Of Engagement, Accountability & Execution
Troy DuMoulin,
VP, Research & Development, Pink Elephant
Culture | IT Governance| Leadership | Lean | Strategy
Read More
Jim Clemmer
Leading Organizational Change
Beverly Parker,
Management Consultant, Pink Elephant
Leadership | Organizational Change Management
Read More
George Spalding
Agile Service Management: What You Need To Know & DO To Make More Money For Your Business!
George Spalding,
Executive Vice President, Pink Elephant
Agile | ITSM | DevOps
Read More
Jack Probst
Are You A Learning Organization & Why Should You Be One?
Jack Probst,
Principal Consultant, Pink Elephant
Leadership | Organizational Change
Read More