Fusion 12 Sneak Peek

South Florida HDI Chapter September 20, 2012

Agenda

1:00 PM Registration and Networking

1:30 PM Welcome and Event Overview

1:45 PM Keynote 1 – Mike Kublin

2:30 PM Break

2:45 PM Keynote 2 - Doug Tyre

3:45 PM Closing Announcements, Survey’s & Raffle prizes

4:00 PM Happy Hour at Carolina Ale House

8669 NW 36 Street, Doral, Florida 33166

HDI Team Certified • New level of recognition for support teams with at least 80%

of staff certified by HDI • Yearly award includes recognition in HDI publications and a

crystal award to display on-site • Application fee of $150 collected after team qualification has

been verified • Registration available at ThinkHDI.com/HDITC. Contact your

account manager or the Customer Care Center for assistance • Watch for more information in upcoming mail,

newsletters, and emails

Customer Service Week

• Join us for some motivating, rewarding, and fun-filled activities to boost morale, motivation, and teamwork!

• This is a complimentary online event for HDI members, guests, and the industry at large

• Register at www.ThinkHDI.com/2012CSWeek

October 3, 2012 | 11 a.m. – 3 p.m. EDT

FUSION 12 Conference & Expo • itSMF USA and HDI’s annual event kicks off this year in Dallas,

TX, from October 29–31! • FUSION 12 features fantastic pre-conference workshops,

incredible keynote speakers, spectacular networking opportunities, and super informational sessions

• As HDI members, you save $200 on your FUSION 12 registrations, and an additional $300 if you’re conference alumni

• Register at www.ServiceManagementFUSION.com

The HDI Buyer’s Guide Is Now Open!

• HDI is thrilled to announce the launch of the brand-new HDI Buyer’s Guide, aimed at helping guide products and services to the people who need them

• Enter comments, provide feedback, and rate the featured products

• Visit www.HDIConnect.com/buyers-guide

Local Chapter Membership

Focus Book Series and Annual Practice and Salary Report

$75 $240 Value

$79 $1000+ Online resources, webinars, Research Corner, whitepapers…

Conferences, events and Training discounts

$100+

$165 $100 (only for today)

Thank you to our Sponsors!

Rock Stars!!!

• How do you recognize and show appreciation to your employees?

• What makes an employee go above and beyond?

South Florida HDI

Thanks go to the following • Lynn Johnson – VP of Programs • Yleana Franco – VP of Sponsorship • Tony Di Perna – VP of Membership • Eddy Fuente – VP of Finance • Albert Noa – Strategic Advisor • Tony Alvarez – VP of Communication

Volunteer?

Mike Kublin Michael W. Kublin is the founder and President of PeopleTek,Inc, a leadership coaching and development company specializing in helping leaders, teams, and organizations thrive by having the courage and commitment to lead, plan, and communicate with confidence.

PeopleTek specializes in enabling technicians, professionals, and their teams to examine their behaviors and determine what is / is not effective and to identify what may be inhibiting desired results. By examining behaviors, leveraging preferred styles, and by removing fear from leadership, organizational growth occurs and results improve..

Becoming a Transformational IT Leader

Taking leadership to new levels . . .

Michael W. Kublin

President, PeopleTek Presented to HDI South Florida Chapter

Session Objectives . . . Learn why the mindset of IT professionals must be changed from transactional to transformational; learn the essential 5 P’s and why everyone is a leader

Understand the importance of self reflection, customer needs, and thinking strategically Identify at least one action item you’ll immediately implement to transform your leadership style and behaviors

ICE BREAKER – I’m A Rare Find

I am the (circle one: first, middle, youngest) sibling in my family. To pass the time I like to: I think most people are: Other people describe me as: Our world would be a better place if only people would: I work because: A true friend is: My 2nd job/career would be: I wish I could change: When I am not working, I like to:

JOHARI WINDOW

KNOWN TO SELF NOT KNOWN TO SELF

KNOWN TO OTHERS

OPEN

BLIND

NOT KNOWN TO OTHERS

HIDDEN

UNKNOWN

Please Stand If You’re A Leader

Transforming IT; it’s a Process Not an Event!

Start by answering:

What business are you in? Who are your customers? What services do you or could you provide? What do you want your department to be known for? What strategic alliances do you want? Where do you want to take you, or your organization in the next 3-5 years?

Rate your organization: score 1-5, 5 = “always”

1.We are equally concerned about long term planning and day to day problems and annoyances. 2.We invest in new technology, processes, training, and tools rather than save the budget for next year. 3.We have clearly defined vision, mission, goals and roles. 4.We hold ourselves and others accountable to high

performance standards.

Rate your organization: score 1-5, 5 = “always”

5. We facilitate teams and develop a trusting atmosphere in our organization. 6. We are not afraid of conflict and deal with difficult

conversations with customers, staff and peers rather than avoiding the situation.

7. We foster the culture to be a learning organization that admits mistakes freely.

8. We train and reward our staff based on meeting the vision, mission and goals of our organization, and for driving business innovation and profitable outcome.

Which Is More Important?

1.Technical skills 2.Leadership skills

Moving towards Transformational Leadership Changing The IT Leaders Mindset- R Chatham and Brian Sutton

Deliver competitive advantage Member of elite which transforms business thinking

License to decide

Deliver New Needs: getting collaborative to deliver program

License to thrive

Deliver Business Benefit enabling a partnership and contributes to business thinking

License to influence

Deliver Day to day needs this is transactional

License to exist

Which Level Are You At?

1. License to decide 2. License to thrive 3. License to influence 4. License to exist

(What about your organization?)

LEADERSHIP IS LIKE ARTWORK

Pollack vs. Michelangelo

5 P’s For Leadership Success:

1. Passion 2. Planning 3. Persistence 4. Profit 5. People

PASSION . . . Love what you do Know what you excel at Where do you feel you add the most value? Market your strengths and minimize and develop your weaknesses Establish steps and a timeline

PLANNING . . . Vision Mission Goals Measures Σ Behaviors

DOCUMENT YOUR PLAN . . .

“People who have goals achieve far more than those who don’t,

and those who have written goals achieve the most of all”.

--Robert McGarvey

Make a commitment!

Written Plans Are Critical

Do you have a documented (in writing!) plan that will take you, and your IT organization to a higher level?

1. Yes 2. No

PeopleTek’s 7 Step Strategic Action Plan

Step 1: Set the mission/objective for your strategic plan Step 2 : Determine the focus areas (Streams) that are key for achieving your mission

Step 3 : Identify the 'TO BE's for each STREAM

Step 4 : Identify the CRITICAL SUCCESS FACTORS (CSF's) to sanity check the Streams - there is a problem if CSF is not covered by a stream

PeopleTek’s 7 Step Strategic Action Plan

Step 5 : Identify the ‘AS IS' for each Stream - an honest evaluation is needed

Step 6 : Determine the HOW TO's for each of the streams Step 7 : Ensure accountability. An owner must be assigned for each stream and for each “HOW TO” step.

1.GOAL Of Strategic Action Plan mm/dd/yy

2. STREAM 5. AS IS 6. HOW TO’s 3. TO BE

Customer needs: 7. Owner:

Unsure Identify key customers

Clear understanding of key customer needs 7/01/2012

Quality: 7. Owner:

No clear goal Identify goal for each deliverable and function

Define measures and process

Celebrate successes

Rated 98%+ by customer 12/1/2012

Technical skills: 7. Owner:

Good; need to be excellent

Identify skills needed to be leading edge

Create development plan process

Reward based on skills

Completed by 6/1/2012

4. Critical Success Factors (CFS)

Budget CIO support Staff willing to learn

PERSISTENCE . . . Defined as:

The quality of continuing steadily despite problems or difficulties

Learn from set-backs – Turn everything into a smile

Not everything goes as planned . . . Review what was done and then determine what could be done differently LISTEN. What are you hearing and feeling? Think in terms of “could” versus “should”

PROFIT . . . • There must be financial gains

• There must be emotional gains

Profit is linked with strong leadership . . . and promotes

growth and customer and shareholder satisfaction!

PEOPLE . . . Understand and appreciate differences Don’t limit it to thinking in terms of minority lines

Recognize and understand differing styles

Most Important Leadership Trait?

1. Trust 2. Communication and listening 3. Accountability and fairness 4. Motivational and inspirational

Self Reflection . . .

I is required!

You Need To Know: What are my strengths? What am I good at? What comes easy to me? What makes me happy? What motivates and excites me? What are my values and beliefs? How do I apply them in my job?

Know Your Strengths! Which of the 5Ps do you view as your strength?

1. Passion 2. Planning 3. Persistence 4. Profit 5. People

THERE IS NO RIGHT OR WRONG STYLE! Be authentic Know what makes you “tick” Know your hot buttons Commit to continuing your development

Get on the starting block; do it now! It’s time to transform your leadership

and that of the organization!

My Personal Commitment:

I commit to transform and strengthen

my leadership by taking the following action(s):

__________________ __________________

" You don' t have to be great to get started, but you have to get

started to be great." ~ Les Brown

Appendix

46

For Your Improvement 4th edition

suggests: 1. Learn to speak strategically using up to date vocabulary 2. Accept strategy as a way of life 3. Be curious 4. Widen your perspective 5. Get out of day to day business 6. Learn to think strategically 7. Have a desire and ramp up 8. Be able to prove ideas and concepts 9. Create a strategic plan 10.Be able to define the implications of your daily work 11.Understand how the short term impacts the long term

Step Process Harvard Business Press

1. See the big picture 2. Articulate strategic objectives and use

SMART Goals 3. Identify relationships, patterns & trends 4. Get creative 5. Analyze information 6. Prioritize your actions 7. Make trade-offs

Resources Used: Harvard Business Press ISBN: 13:978-1-4221-5559-2

Changing the IT Leader’s Mindset by Robina Chatham and Brian Sutton ISBN: 978-1-84928-065-5

12 Steps For Courageous Leadership By Michael Kublin with Jan Mayer-Rodriguez

ISBN: 978-1-4567-1937-1

49

Michael W. Kublin www.peopletekcoaching.com

mkublin@peopletekcoaching.com 888.565.9555 ext 711

Michael W. Kublin is the President of PeopleTek, an executive and professional development company specializing in helping leaders, teams and organizations maximize their potential. Mike is author of 12 Steps For Courageous Leadership, is on the Graduate School Advisory Board for Keiser University, on the Board of Directors for Catch 81 (a non profit), is ITIL v 3 certified, and is a member of SHRM and ICF.

15

Doug Tyre

Doug Tyre is an IT Service Management practitioner and trainer at the University of Miami. He received his BS in Economics from the University of Alabama and his MS in the Management of Technology from the University of Miami. He is an ITIL Expert and holds teaching certifications in Linux, UNIX and VMware.

Session 201: Is ITIL Really Worth the Effort

Calculating ITIL ROI is Difficult

• Benefits of ITIL span the entire organization – All departments depend on IT – External facing services – Business strategy

• Costs can be more narrow • Some things cannot be quantified

Where Do We Start?

• Forecast costs • Forecast benefits • What can be translated into $$? • Are any models available? • Benchmark

– What have others done

ITIL Isn’t Cheap

Adopting ITIL best practices can be costly – Technology purchase/configuration – Training – Consultants – Process Design – Culture Change – Time required

How do we justify all this time and effort?

Measuring the Benefits

Quantifying benefits can be difficult – Which processes are to be attempted – What is the starting point (baseline) – Can your cost accounting capture cost of:

• IT and business downtime? • Customer dissatisfaction? • Unplanned work? • Failed/delayed changes? • Missed business opportunities?

What are the Benefits?

According to Gartner after a 2-3 year “serious” commitment:

Source: Gartner (June 2011)

50% - 75% reduction in unplanned work

10% - 25% labor productivity benefits 20% improvement in customer

satisfaction surveys

Big Picture Financial Benefits

• Reduce IT service cost

• Improve IT-supported sales

• Reduce time to market

• Business staff productivity

Other Benefits

• IT reputation = trust = business confidence in IT • Increased Consistency/Predictability • Reduced rework/increase reuse • Improved capacity utilization • More accurate budget forecasts • Compliance • Business agility

Divide and Conquer

• One process at a time

• Estimate avoided costs and benefits

• Modify accounts to capture more service-based

costing in IT

• Share business financial information

• Danger: All processes have interdependencies

Incident Management Benefits • Reduction of Incident

Volume • Reduction of elapsed

incident handling time • Increased customer

satisfaction • Increased visibility and

communication of incidents to business and IT staff

• Increased business confidence in IT capabilities

Metrics • Cost per incident • Cost of downtime of IT

services • Labor cost of incident

handling time at 1st and 2nd level

• Customer satisfaction survey results/cost of customer dissatisfaction

• Incident handle time

Incident and Downtime Cost

• Lost productivity in IT AND the Business

– Highly variable

– Depends on groups affected

– IT labor costs at all levels

• Cost to implement and use workarounds

Cost of Customer Dissatisfaction • “Home-grown” solutions

– Lack of economy of scale

• Hardware including maintenance contracts

• Software licenses

– Bypass security policy

– Local administration costs

• Outsource?

Problem Management Benefits • Increase 1st call resolution • Reduction of Incident Volume • Reduction of downtime • Reduction of open

problems/shorter problem lifecycle

• Reduction of impact to the business for incidents that cannot be prevented

• Increase business confidence in IT capabilities

Metrics • Labor cost of incident

handling at 1st and 2nd level • Cost per incident • Cost of downtime • Cost per open problem • Forecast of number of

incidents prevented

Increase 1st call resolution

• Communicate known errors and

workarounds

• Good Knowledge Management

is key

• 2nd and 3rd level work can cost

4-6 times more

Cost per Open Problem

• Workaround costs

– Call handling in IT

– Business downtime

• reporting incidents

• Implementing workaround

• Problem resolution time

Change Management Benefits

• Less failed/unauthorized changes

• More changes that meet the customer’s requirements (compliance, quality, cost, time)

• Increased accuracy of predictions relating to change (time, quality, cost, risk)

• Less change related incidents • Increased accuracy of the CMS • Reduction in downtime • More changes/quicker to

market

Metrics

• Cost of failed changes • Amount attributed to the cost

of an IT service that is due to unmet customer requirements

• Budget and costing variance forecast vs. actual

• Cost per incident • Cost of unauthorized changes • Costs resulting from inaccurate

asset and configuration data • Cost of non-compliance

Cost of Failed/Unauthorized Changes

• Rework • Defects • Incidents • Downtime

– 80% of downtime is spent figuring out what changed

• Other failed changes resulting from changes that are not communicated

Unmet Customer Requirements

• Time spent using workarounds

• Redesign

• Retest

• Loss of confidence in IT

• Impact on external customer

• Lost sales

More Changes/Quicker to Market

• Business agility

• First to market

• More business opportunities

• Reuse

• Lost sales

What to Forecast/Estimate

• How many avoided incidents/problems? • How much reduced downtime? • How much improved customer satisfaction? • How many avoided calls? • How much will call handle time decrease? • How much will time to implement a change

decrease? • How much will 1st call resolution rate increase? • How many escalations will be eliminated?

How to Forecast*

• Case studies • Benchmarking • Forums • Industry groups • SWAG?

*Calculating ITIL return on investment is an inexact science. How does your organization compare with your peers? Are you starting your effort further along the service management maturity curve? Are you able to capture all of the avoided costs?

Accounting Considerations

• Decentralize budgets

• Appropriate level of detail

• Appropriate Chart of Accounts

• Service based costing

Don’t Forget the Business

• IT as a strategic partner

• Optimum mix of IT service investments

• Quicker to market

• Business reputation/image

Intangible Costs and Benefits

Costs • Culture Change • Resistance

Benefits • More long-term* • Improved relationship

between IT and the Business

• Trust • Communication • Image (IT and the business)

* Intangible benefits may be the most significant of all over the long-term

What to do?

• ITIL ROI calculation is like ITIL process adoption – Incident and Knowledge Management – Financial Management and ITIL – Chicken and egg scenario

• Collect all the avoided costs and additional revenue generated where possible

• Estimate other costs and revenue if possible • Make mention of non-quantifiable benefits • Always include business benefits

Thank you for attending this session. Don’t forget to complete the evaluation!

Doug Tyre • ITIL Expert ®

• ITSM Practitioner and trainer at the University of Miami

• IT Director, Miracle League of Miami-Dade County

• dtyre@miami.edu • dougtyre@gmail.com • @dougtyre

Volunteer?

Closing & Raffle

• Additional Networking Happy Hour Location Carolina Ale House 8669 NW 36 Street, Doral, Florida 33166

• Next Meeting November 15 at Carnival Cruise Lines

Thank You

• Find us on Facebook • https://www.facebook.com/soflahdi • Find us on Twitter • @HDI_So_Florida • Find us on LinkedIn