Welcome to the itSMF Estonia 9th annual conference - where every presentation is a keynote!
Over the years, we have been lucky to enjoy fantastic presentations delivered by experts from Estonia and abroad. We have explored process-specific areas, looked at how IT Service Management (ITSM) solutions can help to make it all happen, and contemplated what the future might bring for the ITSM industry.
This year, following in the footsteps of previous years' success, we have brought together an incredible bunch of industry leaders from around the world, to share their journeys and thoughts with you.
We have kept the sessions concise, with plenty of time for discussions and networking.
In addition to the 11 well chosen keynotes on Tuesday December 2, we will run two incredibly cool workshops the day before on Monday December 1 - please check our pre-conference workshops page for more details. This is a truly unique opportunity.
We welcome you to take a look at the conference schedule below and register to join us at the biggest international ITSM event in the region.
Official conference Twitter hashtag: #itSMFest
From practitioners, for practitioners.
Schedule for Tuesday, December 2
At Forrester, we believe that we have entered the Age of the Customer in which enterprises will centre on understanding and serving increasingly powerful customers. Technology based business services will be key to commercial success which means your ITSM strategy is critically important. Unfortunately Forrester's research (in conjunction with itSMF USA) finds that we are not improving our approach fast enough to help our business co-workers to stay competitive. This pressure has resulted in lots of discussion in regards to DevOps, Agile, SIAM and BRM; but how do we embrace these approaches holistically to ensure a great service experience? During this session we will discuss:
- The challenges faced by IT in the Age of the Customer
- Forrester's research showing organisation's ITSM strategy is not adapting fast enough
- Describing a holistic approach to Business Technology Management that focuses on:
- Aligning DevOps, Cloud and Agile to deliver services faster with less risk
- Creating "Service Experience Centres" to pro-actively monitor services from a customer perspective
- How this forms part of an overall strategic monitoring strategy that provides the foundation for ITSM improvement
Companies of all sizes and backgrounds are having to deal with the transition to a world where software development is central to their existence and competitiveness. To deliver software products at high velocity requires four things. First, a culture of innovation that can see and respond to opportunities. Second, the data and analytics to evaluate alternatives. Third, a culture that can make decisions and assign resources quickly. Fourth, agile development and self service deployment. A fine grain loosely coupled architecture scales as the team size grows, a freedom and responsibility culture provides autonomy for innovation and fast decision making, unstructured "big data" analytics gets answers quickly, cloud removes the latency of resource allocation, and devops removes the coordination latency that slows down deployment. These ideas have made Netflix very successful, and Adrian is now taking them to a broader audience in his new role at Battery Ventures.
Organizations spend huge amounts of money and/or effort on assessments of their IT processes. And too often all they get in return is a report stating "You've been weighted and found immature. Please get more maturity." Too often people apply measurement tools they have instead of measuring and assessing what is important and indicative. Too often they trust assessment models blindly.
In our session we will show how to build a holistic and valuable process assessment system for your organization and how to protect your processes from incorrect assessment. In 30 minutes we are going to disprove several legends, while discussing ...
- IT process assessment: who are the stakeholders and what do they need?
- Capability/maturity models: what are they for? Do they meet stakeholders' expectations?
- How do we measure key practices of ITSM processes. The final score - what does it actually mean?
- Why do we not draw fashionable "To Be" spider diagrams?
- Process metrics and KPI's: is there a universal KPI set? How do we develop KPIs for the ITSM processes?
- Measurement and assessment tools: safety instructions and the most popular ways to make your IT assessment totally useless.
With IT groups changing their Service Desk tools every 5-7 years, the average ITSM professional uses different ITSM software solutions, and experiences a few tool selection processes over the course of their career. In contrast, the average ITSM vendor is exposed to hundreds, or even thousands of selection processes and implementation projects.
In this session, Patrick will confess all from the vendor's perspective; explaining the most common mistakes that IT groups make when selecting and implementing a new ITSM tool. His "warts and all" experiences will open your eyes on what to look for, what to avoid, and what you can do to maximise your ability to select the right tool, the right vendor, and the right fit for your organisation.
Despite the massive investments in ITSM best practice training and certification ABC (Attitude, Behavior, Culture) issues still seem to be the biggest barrier to success. Organizations are not only seeking more cost effective ways of training their staff in these difficult financial times, but are looking for ways to create more buy-in, overcome resistance and achieve a demonstrated change in behavior and performance... But how?
In this session we will show you how one organization effectively used three instruments to make significant, sustainable improvements. One was the 8-step approach to ensuring maximum return on their training investments, the second was ABC of ICT to capture and explore "undesirable behavior" and "desirable behavior", the third was using experiential learning interventions to help translate theory into practice, test desirable behaviour and capture and agree concrete improvement actions.
In this case we will also show the measurable performance improvements gained and will finish with concrete, pragmatic tips to take away.
Portfolio Management of services is a methodically standardised approach in describing services, which in turn is a precondition for developing services. If institutions that are responsible for services (service owners) describe information about the provision of public services in a uniform manner and in the agreed language, it can lead to various benefits over time. For instance: services are developed in a more balanced way because this enables to better assess the impact of developments; the number of overlapping services is decreased because they can be identified; service development is better coordinated and organised because one effort benefits several institutions; finally, developing services by portfolio management helps to make their functioning more cost-effective and more transparent.
To enable portfolio management, the following components were developed in the course of the study: single principles and methods on how to describe public services (glossary of public services or meta-database, its data model and technical architecture); framework based on a single glossary (benchmark model) for creating an integrated dynamic portfolio of public services; the concept of the catalogue and architectural alternatives, comparable assessment about their IT, organisational and legal implementability.
The Estonian Public Service Description Model was developed on the basis of Core Public Services Vocabulary (CPSV), the semantic asset of the ISA programme, European Commission.
How come that people are always more interested in solutions than problems? Why do we look at problems with despise? What does that do for an organisation that is trying to improve itself?
Albert Einstein supposedly said "If I had one hour to save the world, I would spend fifty-five minutes defining the problem and only five minutes finding the solution". With some useful tools and techniques and a slightly changed mindset towards a more positive relation to problems, many can be more effective when changing things.
This presentation will address the essence of problems and show why the views of problems are important to all organisations and professionals. It will also give the attendees hands on advice based on how we have worked with this simple but effective method to improve change and development in my organisation.
The presentation isn't core IT Service Management but the method we have used to define problems for better solutions is applicable for most change efforts within any ITSM organisation. It's basic and no rocket science but at the same time sometimes the most obvious things are also the ones we most easily forget or ignore.
I wish the audience to leave the presentation with a new view of problems and a different perspective on the value of problems. They will also learn how to use problems as something positive to set goals and drive change that's effective and efficient.
The consumerization of IT has been with us since the mid-2000s, but for many enterprise IT organizations means just one thing: BYOD, bring your own device, a kneejerk and probably suboptimal response based on IT's inability to match employees' consumer experience in terms of devices, mobile apps, and cloud services.
However, while employees may have better IT outside of work, the challenge of consumerization is larger than the IT itself; employees are also enjoying a better service experience in their personal lives, including a focus on ease of use, self-service through service request catalogs or portals, anytime, anywhere access, social or collaborative capabilities, and customer-centric support.
Thus, the real challenge for enterprise IT is not the consumerization of IT, it's the consumerization of service. And the enterprise IT organization is not alone in failing to meet these employee expectations on service experience. Other corporate service providers, such as HR and facilities, are also subject to the same consumer-experience-driven pressures.
Thus the Consumerization of IT is a red herring, it's the Consumerization of Service that will change corporate IT forever. So attend this session to learn:
- Why consumer service experiences are raising the bar for corporate IT organizations
- How the enterprise IT organization can improve its service experience to better meet employee expectations
- That the IT organization can also help other corporate service providers to raise their game
Continual service improvement sounds like a good idea but many people think it would take a lot of effort to get started and they are not sure that they will really get any benefits. In fact CSI can be very simple and practical, and it can deliver benefits very quickly.
If you don't already have a culture of continual improvement then getting started with CSI can seem very hard. You know you should do it, but it's much easier to just carry on working the way you currently do. This presentation will give you practical help on how to get started with CSI, there will be lots of tips that will help you gradually embed CSI into your IT organization. This is not CSI from the book, the ideas come from many years of practical experience helping customers improve their IT services.
People who attend this session will learn how to create a CSI register and how to identify and manage improvement opportunities. There will be lots of examples and practical suggestions of things you can do, based on Stuart's many years' experience of helping customers make improvements to their IT services.
This session will be particularly suitable for people who have been thinking of implementing CSI and need some help to get started, it will also benefit people who haven't even considered implementing CSI yet and are looking for ideas on how to engage with their customers better, or how to improve the efficiency and effectiveness of their IT service management practices.
It happens that great ITSM ideas are not well received or accepted by individuals. It happens that individuals try to make ITSM initiatives fail. They are extremely effective and efficient. How do they succeed?
Worst practices of ITSM are worth discussing. They become the best practices for how to fail.
This presentation will cover the most popular practices in this area. 3 areas of failures, 7 practices in each of them will be discussed. Useful to those who need to fail. Useful to those who want to prevent failing.