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August 20-22, 2017 • Scottsdale, AZ


The focus of this 3-day education event is on how to build your roadmap for implementing best practices according to Lean IT, ITIL®, DevOps and Agile. Also covered are Organizational Change Management and many other subjects related to how to successfully lead others through process and cultural change.

Sunday, August 20, 2017
3:30 p.m. - 5:30 p.m.
Café Arizona!

Café Arizona is Pink’s adaptation of the established “World Café” format for conversation and problem solving, please visit to see how this session is structured and managed.

We aim to begin our 2-3 days together by highlighting a number of related issues which must form part of your “Lean Thinking”.

We’ve identified four important topics relating directly to the challenges of preparing for, developing and rolling out your own Lean Service Management Roadmap:

  1. Moving from a technology to a services mindset. What are the critical success factors for this change?
  2. Making sense of emerging trends and new best practices. Which new trends will have the most impact in the next 2-3 years?
  3. Establishing effective IT governance. What does enterprise IT governance look like in a Lean/DevOps environment? Think particularly of the impact on new roles and teams.
  4. Understanding your current culture. What initiatives or activities are needed to enable a change in culture?

Don’t worry – Pink Elephant Consultants will set-up, coordinate and lead the proceedings; just be there, come with an open mind and bring your wealth of experience to share with your peers!

5:30 p.m. - 7:00 p.m.
Welcome Reception

Start your PinkROADMAP experience at the Welcome Reception for a meet and greet. Get to know your fellow attendees, speakers, exhibitors, and spend quality time with our highly respected Pink consultants!

Monday, August 21, 2017
7:15 a.m. - 8:45 a.m.
Networking Breakfast
9:00 a.m. - 10:30 a.m.
General Session – What Is The Opportunity?
Integrating Lean, Agile, DevOps & ITSM
Robin Hysick & Troy DuMoulin

Many organizations are being challenged to complete everyday tasks “better, faster, cheaper”. But how can this be accomplished?

As organizations shift gears to accommodate the business need for speed and agility, there is a growing interest in models and practical methods to accelerate business value generation. However, at the same time there is growing confusion on how different models such as Lean, Agile Project Management and DevOps relate, and how they are connected to the principles and practices of IT Service Management (ITSM).

Join Robin and Troy as they describe how Agile, Lean and DevOps work together to help your IT organization deliver value to the business.

10:30 a.m. - 11:00 a.m.
Refreshment Break
11:00 a.m. - 12:00 p.m.
Pink University Session
Identifying & Deploying Quick Wins Through Lean Kaizen Events
Gary Case

The desire to make a difference and improve the environment is very real and urgent in today’s business world, but it is often hindered by limited access to valuable resources (time, people, funds, etc.). A Lean Improvement Kaizen Event is designed to enable a team to be quickly assembled and to effect real and positive change in a rapid, incremental and structured manner.

In this practical session you will be provided with an overview of the structure and flow of a Kaizen Improvement Event using the Six Sigma DMAIC improvement model and other Lean tools and techniques to rapidly and effectively solve and improve real world business problems.

Pink University Session
Requirements Generation & Voice Of Customer Analysis Techniques
Jack Probst

A core Lean and Agile principle is that value as defined by the customer is the primary driver for how products and processes are designed, implemented and managed. However, many organizations are challenged with the question of how to capture and classify Voice of Customer requirements.

In this session you will be introduced to:

  • Lean and Agile techniques such as customer segmentation
  • Value-based product backlog prioritization and critical to quality analysis
  • How to rank the importance of product requirements from a customer perspective
Practitioner Case Study Session
Accelerating The Pace @ Retirement
Michael Freker

Retirement is a business unit of Prudential Financial, which recently began a multi-phased journey to accelerate and improve the value of their business processes. Their journey began in operations where they tackled their 15-year-old home-grown demand management system to transition to ServiceNow in order to manage their Incident, Demand, Change and Service Requests. Using Lean and Agile-like iterations they broke down their project into manageable steps and delivered their first service management phase in five months. The result achieved improved transparency and accountability with their ticket backlog and allowed their business insight into the work being requested ensuring a focus on the right priorities and enabling them to delight their customers.

The second phase included a focus on leaning out their initiative and enhancement processes and implementing a Configuration Management Database in order to improve estimates, reduce defects released into production, reduce infrastructure attestation time and quickly diagnose down time through visual infrastructure modeling.

Join Michael in this case study session has he describes how they are looking forward to phase three of their Lean ITSM journey and learn how within a little more than a year they have accelerated their ability to service customers by driving operations from a reactive/order taking organization to one striving to be predictive and anticipating where future issues will arise.

12:00 p.m. - 1:00 p.m.
1:00 p.m. - 2:00 p.m.
General Session – Who Is Involved?
Key Stakeholders, Structures, Teams, Roles & Performance Models
Jack Probst & Gary Case

Agile and DevOps highlight that traditional organizational structures and performance systems often create silo thinking, and barriers to effective and rapid value creation. To address these issues, and to improve collaboration, many organizations are establishing service-oriented cross-functional teams, representing the complete service delivery life-cycle.

In this session you will be introduced to the key Agile roles and responsibilities of:

  • Product Owner
  • Scrum Master
  • Development Team

These newer roles will be compared and contrasted to traditional Project Manager, Service Owner and Process Owner roles, as well as changes to traditional functional manager roles. In addition, we will discuss the differences between an Agile and DevOps team; how ITSM processes are now managed and improved; and changes to team performance models when the service is managed by a cross functional team.

2:00 p.m. - 2:15 p.m.
Comfort Break
2:15 p.m. - 3:15 p.m.
Pink University Session
Lean Leadership Enabling A Culture Of Continuous Improvement
Troy DuMoulin

Establishing a Lean organization focused on creating customer value via the most effective and efficient way possible requires effective leadership! However the ultimate role of a Lean Leader is not to create followers but to nurture a culture of continual improvement by nurturing leadership characteristics throughout and at every level of your organization. To accomplish this critical goal Lean Leaders follow and commit to the Leadership Development Model described by Dr. Jeffery Liker based on decades of research with Toyota and other successful Lean case studies.

The development model itself describes four key steps:

  1. Commit to self-development
  2. Coach and develop others
  3. Support daily Kaizen
  4. Create vision and align goals

In this session Troy will provide an overview of the key components of these four steps including; establishing True North Principles, Cascading Vision, The Leadership Kata, Establishing a Kaizen Mindset and Structured Problem Solving. Troy will also share why Dr. Liker's book has been chosen as the basis of the new Lean IT Leadership certification developed by the Lean IT Association.

Pink University Session
Enabling, ITSM, Agile & DevOps Flow With Kanban & Visual Management
Jack Probst

The Lean principle "Jidoka" is defined as: to truly understand something you need to make the invisible, visible. This principle is brought to life by the use of Visual Management tools like Kanban Boards, Day Boards, Improvement Boards, Performance Dashboards and others. These Visual Management tools work together as a collective and integrated system to allow all staff to understand the flow of work and how it can be improved.

At the end of this session you will understand how to use these boards as critical management tools to support the flow of work, provide focus continual improvement efforts and how teams improve collaboration.

Industry Thought Leadership Session
Kanban: What It Means For IT & Why It's Important
Jon Terry

More and more IT organizations are changing the way they manage their work. It’s a minor change yet one that is improving productivity, removing roadblocks, and enabling teams to continuously evolve their processes. What does it mean when you hear the terms Visual Work Management System or Kanban/Whiteboards? How does this concept and ideology help with managing your IT projects, unplanned work and change requests? Join Jon for an overview of these topics and learn how your IT organization can benefit from visualizing your work.

3:15 p.m. - 3:45 p.m.
Refreshment Break
3:45 p.m. - 5:15 p.m.
General Session – How Is This Done?
Accelerating ITSM Planning & Process Improvement Iterations Using Agile Scrum
Robin Hysick & Troy DuMoulin

Many application development organizations have embraced the "Agile" development methodologies in recent years. Software developers find that using an iterative, incremental and continuous approach to development empowers collaboration between team members who make decisions faster and deliver products quicker.

The question is: "Can Agile development methods and principles be applied to process development?" What is the advantage of using "agile-like" improvement methods compared to the traditional "water-fall" approach? Robin will give you an understanding of the basic tenets of Agile development, including Agile project management and how those principles can be applied to your process improvement/development project. Robin will also explore the conditions under which Agile works best versus when you should stick to the tried-and-true waterfall approach.

5:15 p.m. - 6:30 p.m.
Networking Reception

Engage in stimulating discussion with like-minded IT professionals! Take this opportunity to snack on some light appetizers and recap the day’s sessions and subjects with fellow attendees, speakers and Pinkers.

Tuesday, August 22, 2017
7:15 a.m. - 8:45 a.m.
Networking Breakfast
9:00 a.m. - 10:30 a.m.
General Session – Why Measurements Change
Enabling Practical CSI With Lean & Agile Metrics & Tools
Gary Case & Jack Probst

Traditional ITSM metrics focus on the quality and achievement of process objectives (such as the successful implementation of a Change or meeting Service Level Agreement targets). While these metrics are important they do not tell the full story of value delivery from a Lean perspective. Lean and Agile metrics include a focus on speed, work in progress, waste and defects. In fact gaining a Lean and Agile perspective on process improvement brings to light a number of new critical measures such as:

  • Lead time
  • Cycle time
  • Velocity
  • Burn down
  • Escaped defects

In this session you will be introduced to a new set of critical measures which expand your perspective when it comes to continual improvement.

10:30 a.m. - 11:00 a.m.
Refreshment Break
11:00 a.m. - 12:00 p.m.
Pink University Session
Process Optimization Through Lean Value Stream Mapping & Analysis
Robin Hysick

Understanding the "What" and "Who" of process design is only one step in ensuring that a process is fit-for-purpose and optimally designed to achieve its objective. A critical step that most organizations miss is the evaluation of their processes for waste and speed of delivery. Value Stream Mapping is a Lean technique for assessing the efficiency and effectiveness of any process to ensure that it contains only the necessary amount of action required to deliver the outcomes required.

At the end of this session you will have a greater understanding of the key activities for defining and value stream mapping of your existing, or newly designed, ITSM processes–with a focus on removing unnecessary steps, cost and waste.

Pink University Session
Process Development Isn’t What It Used To Be
Jack Probst

These days software development captures all the press because of the evolution of DevOps, Agile programming and so on. But is it possible to use the same principles and practices associated with DevOps and apply them to process development? Yes!

This session breaks the bonds of waterfall process mania and introduces you to a practical and proven approach for process development based on agile principles and practices. Jack will take you through the cycle – beginning with understanding the importance of a process vision and strategy and the ensuing Roadmap – to lay the stage for Agile process development. Attendees will also learn about:

  • The importance and role of the Product Owner
  • Value Stream Mapping
  • Minimum Viable Product
  • Story development
  • Sprints
  • Lean based continual improvement

If you are embarking on new process development or improving the old, this session is for you.

Practitioner Case Study Session
Using The Fiery Sword Of Lean With Agile Thinking To Turbocharge Service Management
Jonathan Hinkle

Effective Service Management can take an IT group, and the whole organization, to the next level. But tackling improvements around Incident, Problem, Change, etc., often seem overwhelming and downright daunting–especially if you are a new manager. The good news is it doesn't have to be!

This session will take you on the journey taken by the American Fidelity Service Desk – how they went from a low performing "helpless desk" that couldn’t seem to catch a break, to a high performing and valued team on the forefront of organizational change.

Learn how they used Lean to improve the Service Desk – catapulting them down a path of continuous improvement – and how they applied "Agile Operations" through Knowledge Management, Knowledge Center Support (KCS) and the application of Agile Operations.

You too can learn how to effect positive change in both IT and beyond! The main learning objectives from this session are to:

  • Develop a practical understanding of Lean in IT
  • Understand how Lean, Kanban, KCS, and Agile intersect to improve Service Management
  • Identify and highlight the roadblocks and pitfalls to avoid
  • Provide you with a walk-away approach to turbocharge your team on the road to Continuous Improvement
12:00 p.m. - 1:00 p.m.
1:00 p.m. - 2:00 p.m.
General Session – When To Start?
Lean ITSM Roadmap Examples: Phased Agile Releases & Sprints
Troy DuMoulin & Robin Hysick

As you consider designing and deploying ITIL based processes you are left with a choice to either manage these initiatives as a large scale transformation where each process is fully designed, automated and deployed as a major initiative – typically taking several months to complete, or you can choose to break these improvements down into smaller packages of work focusing on shorter and more rapid iterations of improvement.

In this session you will be provided with an example "Agile Release and Sprint Roadmap" to deploy the most frequently implemented ITSM processes in the context of several releases comprised of four week Sprints.

2:00 p.m. - 2:15 p.m.
Comfort Break
2:15 p.m. - 3:15 p.m.
Pink University Session
Accelerating Service Transition & Lowering Risk To Production With Agile XP & DevOps Practices
Troy DuMoulin

Traditionally processes such as Testing, Quality Assurance and Change Management were designed to create an inspection step before any changes are introduced to production that may cause risk and service outage. The entire focus of these practices is to slow down a release in order to ensure that it minimizes the potential of poor quality. This approach is exactly what Dr. Deming warned against when he said that quality must be built in rather than inspected at the end of a value creation process.

In this session we will look at how to reduce risk by using the Agile practices of:

  • Test Driven Development
  • Pair Programming
  • Refactoring
  • Continuous Integration

In addition we will discuss strategies to accelerate ITSM Change Management and Release Management to collectively optimize your organization's Service Transition processes without increasing the risk to production.

Pink University Session
Do You Lead “I” Shaped Or “T” Shaped Professionals?
David Ratcliffe

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.

Practitioner Case Study Session
Transforming To A Service Management Mindset – One Rapid Iteration At A Time
Stuart James

A Service Management transformation focused on changing people, process and technology practices can be a daunting task when tackled as one large monolithic project. However, while the benefits are real the risks of doing nothing may also seem compelling – so the key question then becomes how to get started with the right stakeholders and high value activities.

In this informative case study session Sutter Health will take you through the series of rapid 90-day improvement cycles that made major change possible in one year. The main learning objectives are:

  • How to approach your service management partnerships, maturity and roadmap
  • How 90-day release cycles be the catalyst to continuous improvement and transformation
  • How education for your leadership team can kick-start your transformation
  • How to structurally realign to support the success of service management mindset
  • How to use voice of customer and business relationship manager roles to build your coalition
3:15 p.m. - 3:45 p.m.
Refreshment Break
3:45 p.m. - 4:30 p.m.
General Session – What’s Next?
Lean Service Management Takeaways – An Overview Of Your "Lean Service Management Tool-Kit"
Facilitator: David Ratcliffe
Participants: Robin Hysick, Troy DuMoulin, Jack Probst & Gary Case

To close out our Roadmap Implementation Learning we will review the landscape and overall picture of Lean Service Management, with particular focus on next step strategies for how to build buy-in for Lean Service Management. Additionally we will review key activities you should kick-start immediately on your return to the workplace.