itSMF Bulletin—August 2016

2016 AUGUST EDITION

Bulletin

itSMF Bulletin—August 2016

Alan Hollensen

CEO, itSMF Australia

Hello everyone

I write this column on what is almost the eve of our

National Conference and as things stand at present,

everything is looking great. We have 350+ Delegates

attending with every prospect that this number will

continue to climb. We have what some people have told

me is the best line-up of quality speakers we have ever

been able to assemble, and the pre-Conference

workshops will be very well attended too.

Speaking personally, I look forward to Conference for

several reasons and one of these, perhaps the most

important, is a chance to meet with you personally, the

Members of itSMF Australia. We are a national

organisation, but the reality of residing in this vast land is

that we seldom get the opportunity to actually catch up.

At its most simple, I know many more of you by our

contact over the phone or e-mail than by sight. Our

Conference is a chance to change that; a chance I deeply

appreciate.

Of course for most of you, the Conference commences

on Wednesday, but our Chairman and the Executive have

structured the day prior to Conference as a separate

event where the Board of Directors can sit down with the

State Branch Chairs and work through some of the

challenges facing us, or that we anticipate will likely arise,

over the next 12 months.

The financial constraints of running the Forum is merely

one of these challenges, but there are others as well. In

this we will be drawing on the collective wisdom of your

Board and as mentioned the State Branch Chairs and

we’ll apply our collective intelligence to refining our

Strategic Plan and also to devising a workable roadmap

for our actions over this coming year. We do this with the

interests of your Australian Forum firmly in mind.

It is my sincere hope that I will get a chance to see you

next week at the Conference and please feel free to

speak to me about whatever your thoughts are on how

we might improve itSMFA. It belongs to you, it’s yours as

the rightful owners and my job is to make happen those

things it is decided will improve our actions, outcomes

and general good standing in the wider IT community.

3 A Word from the Chairman

4 itSMF Feature:

Agile Service Management

Lee Pinchbeck

7 itSMF Feature:

Gender Diversity—Mentoring Women in IT

Kathryn Howard

8 itSMFA Q3 2016 Seminar Dates 10 itSMF Feature:

Shake-up Problem Management

Brad Schimmel

12 Meet the 2016 itSMF Board

16 2016 Conference Speakers & Sponsors

24 2016 Conference Program

24 Join your Peers at the 2016 Conference

30 itSMF Corporate Member Directory

2

3 itSMF Bulletin—August 2016

A Word from the Chairman Dear Members, You may well be reading this during our 19th National

Conference and the prospect of seeing you there and

hearing our great line-up of speakers is very exciting.

One of my most important roles at Conference is to act

as a ‘sounding board’ for all of your ideas. Your task, if

you want to think of it in this manner, is to make sure you

convey these to me.

We are a ‘community’ and it is this collective sense of

ownership that sets us apart.

Another of the very important aspects of your Forum is

that among IT groups it is quite possibly the most

gender equal. I notice that this edition of the Bulletin

carries an article from our Vice Chair, Kathryn Howard,

addressing this point. This is something of which we can

be justly proud in my view.

On a lighter note, of course Conference isn’t ALL about

gaining valuable insights into our professional practise.

The more social, and sociable activities are important too.

With that in mind, please feel free to engage me, or any of

the Board, in conversation about your Forum whenever

you get the opportunity – over a coffee or something

else. I’ll be happy to hear from you.

Enjoy your conference, and remember to say ‘Hello”.

4 itSMF Bulletin—August 2016

Within Service Management our end goal is to achieve Service

Levels. In Incident Management we achieve this by completing

each ticket within its SLA target. The active tickets are the

product backlog.

Tickets are already prioritised as P1s, P2s, etc. and we work from

the highest priority to the lowest. There is another way to

prioritise the backlog. We can simply view the tickets by their

proximity to their SLA. Those that are closest to the SLA should

be completed first as they are the most likely to fail.

Whilst a development team can focus on a 2 to 4 week

timeframe to complete their tasks Service Management cannot.

We simply don’t know what tickets will be raised tomorrow. I

recommend that we simply focus on what we need to achieve

today and therefore we will have Daily Sprints.

We can create the Daily Backlog by identifying the tickets that

will breach SLA in the next 24 hours (or rather from the start of

business today until the next start of business day). The aim is

to resolve each case before they breach SLA.

What is Agile?

Agile has become a de facto standard for Software Development due

to its ability to deliver results early and its focus on customer

engagement. A key point in its history was the establishment of the

Agile Manifesto in 2001. Agile Software Development however has

been around from the 1980s. Its roots go much further back,

growing out of the Lean Manufacturing process pioneered at Toyota.

Scrum is a popular Agile methodology and was also established in

the early 2000s. I will focus on the Scrum process and how this can

be applied to Incident Management.

The Scrum process

The Scrum processes are all about taking the customers’

requirements (Product Backlog) and breaking them down into

manageable chunks (Sprint Backlog) that can be delivered in a short

time-frame (the Sprint). After each sprint the process starts again.

The goal is to deliver a workable solution as soon as possible and

then continue to build on it until the final end product is achieved.

Agile Service

Management

In this article I will be exploring the use of principles in Agile Software Development and how

they can apply to IT Service Management. I have used the principles outlined here to turn

around a team who were not achieving SLAs to a team that were exceeding SLAs within a few

weeks. With these principles in place they were able to continue exceeding SLAs day to day,

week to week and month to month. I will use the Incident Management process as the basis for

the examples however the principles could be applied to any ITIL process.

By Lee Pinchbeck

5 itSMF Bulletin—August 2016

The Daily Stand Up and Visual Reminders

Every day the Agile team meet together to discuss the status of the

current Sprint. It’s a short meeting in which they identify the tasks

completed and what roadblocks they have. It keeps everyone up

to date on progress, it fosters team work and coordination. This

meeting is called the Daily Stand Up or Scrum. It’s normally held

around a whiteboard that has a visual representation of the Sprint

Backlog. This is known as a Kanban board.

The Kanban board is divided into the columns that depict the

workflow used to create the end product. It can be as simple as

Backlog, In Progress, Testing and Done. Each task is represented

by a (Kanban) card which has a summary of the task details. The

Kanban card is moved between each column as the task moves

through the process. At any point in time the Kanban board will

show where each task is at.

We can use the same principles with Service Management. The

Kanban board would be divided into four columns, Backlog, In

Progress, Resolved Success and Resolved Failed. As part of Daily

Planning the Kanban cards are created for each identified ticket.

The information on the card should contain the ticket number, a

brief summary, SLA target time (when it will fail) and a space for

the assigned engineer. All of the cards are placed in the backlog

column in time order (earliest first).

In the Daily Stand Up meeting each ticket will be assigned out to

an engineer and moved to the In Progress column. It may be that

an engineer is already working on the ticket but the process is

useful to identify if they need help or when the engineer is away

and the ticket needs to be re-allocated. When the engineer has

resolved the issue it is moved to the appropriate Resolved column.

At any point in the day you can see what has been completed and

what is still outstanding.

In some instances the ticket cannot be progressed, it may be that

the end user is away. In this case the Kanban card should remain

in the backlog column with a note on it detailing why. It should

still be reviewed every day so that it is never lost.

My first Kanban board was much simpler. We just wrote the ticket

details on the white board and rubbed them off as they were

resolved. Do whatever works for you and your team. You can use

different coloured cards to represent different items such as

Incidents, Service Requests, Software Installs, Relocations, etc. Or

the colours could represent different teams or working groups.

The goal here is to achieve something that, at a glance, will show

what and where the outstanding tickets are.

Also consider having a running total for the SLA achievement(s)

somewhere on the board. It’s a good way of reminding everyone

on what the end game is.

Failed Tickets

You can never recover a failed ticket, if it breaches the SLA there is

nothing that can be done to get it to pass. It may sound harsh but

you need to move on. Focus on the tickets that can still achieve

their SLA. This is not to say that the ticket should be ignored but it

should no longer be part of the Daily Backlog.

The contents of the Daily Backlog are not the only tickets that

should be worked on, however they are the ones that must be

done first. The Daily Backlog represents the minimum work that

we need to do. After that any other ticket can be worked on,

including the SLA failures. Teams will often switch their focus to

the tickets that will appear on the backlog for the next day.

Getting them resolved before they ever get listed.

Assumptions

There are a couple of assumptions that I have made. First of all you

must be able to identify the SLA state of a ticket at any time. If

6 itSMF Bulletin—August 2016

your SLA reporting is only available at the end of the month then you

can’t identify what tickets will be on the Daily Backlog. (I’ve had this

problem and wrote my own reports to get around the problem.)

The second assumption is that the team can handle the workload. A

simple indicator is work in (tickets assigned to the queue) versus work

out (tickets resolved or assigned out of the queue). If the volume of

work in exceeds the work out then there may not be enough

resources to complete the workload. Of course there may be other

reasons why this is occurring such as team structure, skills and

motivation but it’s certainly an indicator of an underlying problem.

Summary

I find that the Kanban board is full of cards for the first few days or

couple of weeks. As the team come to terms with the process they

become much better at focusing on the tickets that are the priority

and the number of tickets that are on the Daily Backlog begin to drop.

Applying Agile to Service Management is simple. It doesn’t take any

more resources than the ones you already have to hand. You don’t

need an executive to endorse it or spend money on it.

The benefits are more than just Service Level achievement. I find it

brings the team closer together. We know what our goal is and the

minimum work we need to do today to achieve the goal. As a

manager I feel much closer to the team. They have a forum (the

Daily Stand Up) to tell me what roadblocks they have and what I

need to do to help them.

Most of what I have outlined above is much closer aligned to

Kanban rather than Scrum. The key difference is that Scrum is an

iterative process whilst Kanban is continuous flow. Continuous flow

is a better representation of the workflow within Service Delivery

and in particular Service Operations.

Further information on Agile:

The Agile Movement http://agilemethodology.org/

Scrum Alliance https://www.Scrumalliance.org/

Further information on Lean Manufacturing:

The Toyota Way by Jeffrey Liker

Lean Thinking by James P. Womack and Daniel T. Jones

7 itSMF Bulletin—August 2016

They now have a landing position but where is their career map to

achieve their potential? Where are the female role models?

Support

It’s very difficult to shape a career in a vacuum. Mentoring is a proven

mechanism to aid people in their professional development journey.

The FITT Mentoring program focuses on young women in IT to

nurture self-worth, personal development, and supports the non-

acceptance of boundaries based on gender.

I’m not a young person anymore and never had a formal mentor.

Such programs never used to exist. Being a mentor for FITT,

however, has helped me hone my skills in communication and

leadership. It has also provided me a mechanism to remain

connected to young people and to engage with them in a world of

ever evolving attitudes and culture.

Different careers will continue to disappear and appear over the

coming years in increasing velocity. The new emergent careers are in

fields we can only dream of and many will be in technology.

Empowerment to be ready when the opportunity presents itself is

key and I’m proud to say I’ve helped some young women on this

journey.

My mother would be proud to see me speaking on behalf of gender

diversity. It is a term she would not recognise, although she would

recognise the impact of its absence.

My late mother rejected the role she was allotted over 70 years ago –

the role of “stay at home daughter-housekeeper”. She demanded of

her father “I want a job”. Her father held control of her destiny so

there was no alternate avenue for such a request.

The future workforce of blended diversity will enable us all to fulfil

our individual and collective potential. The good work of

organisations such as FITT empowers our young women to the next

step of self development and to demand of our working communities

……“I want a career”.

Boundaries

What are the boundaries of which I speak? It’s within living

memory that women were required to resign from the public

service when they married. And what about women’s access to

education? My mother never went to high school. The only

children in my family to go to university were boys. Due to limited

education and gender bias my initial career options were few and

could be best described as having been shaped by serendipity. I

am, however, very fortunate due to a little thing called the

“technology revolution”. I found myself in a field I liked and had

some aptitude for.

But others were not so lucky and it is incumbent on every one of us,

male or female, to remain vigilant to defend the continuance of

boundary removal to gender diversity.

In Australia, our fortunate country, no one can argue against the

right of today’s girls and young women to an education. But we

still have some way to go to enable those same girls and women to

develop to their best potential. Why are rewards and recognition

different for men on the journey to a fulfilling career? Where is the

affordable childcare and equal pay (the gender pay gap was 17.2%

in 2015)? Plus where is the flexibility in the workplace in working

hours and parental leave? Some organisations get it and reap

rewards – but not yet all.

Encouragement

Everyone needs encouragement but young people particularly

need encouragement to optimise their educational opportunities.

IT roles have long been considered the domain of the geeky male.

Of course girls can achieve in technology just as well as their male

counterparts. And we are finally seeing a generation of strong

young women identifying with these roles – pioneers if you like.

In an era where innovation and differentiation of product and service are key to remaining viable and relevant, women can, and do, bring unique perspectives to the workplace. Developing the potential of women is imperative for our organisations, communities and society as a whole to grow. In short, we need to focus on gender diversification.

I have mentored for FITT (Females in Information Technology & Telecommunications) for several years. Initially I viewed it as a way to give back to the community at a time when I found a little space in my life. As my life got busy again I made sure I found t ime for FITT as I became profoundly aware of the benefits being realised by the program plus the benefit to myself.

What does gender diversity look like and how do we blend women into the fabric of our corporate world? We need to pursue the removal of boundaries and continue to encourage with ongoing support and access to role models.

By Kathryn Howard

Deputy Chair— itSMFA

8 itSMF Bulletin—August 2016

WA Q3 Seminar

Tues 6 Sept

VIC Q3 Seminar

Wed 7 Sept

TAS Q3 Seminar

Wed 7 Sept

NT Q3 Seminar

Thurs 15 Sept

ACT Q3 Seminar

Thurs 15 Sept

QLD Q3 Seminar

Wed 21 Sept

SA Q3 Seminar

Thurs 22 Sept

NSW Q3 Seminar

Thurs 27 Oct

2016 itSMF Q3 Seminar Series

itSMF Strategic Partners

THE SMILE MANAGEMENT FORUM

9 itSMF Bulletin—August 2016

10 itSMF Bulletin—August 2016

Stop and Find the mission

Part of what I do is work with clients to build, run and hand over improved Service

Management practices. That includes the usual suspects of Incident, Problem & Change

Management, as well as Continuous Service Improvement (CSI).

I also run Special Interest Groups (SIGs) in these fields under the IT Service Management

Forum, Australia (itSMF-A). Think of a SIG as a support group for like-minded people.

I ran my first Problem Management SIG in 2010. Not much has changed in 6 years. While

new(er) concepts like Cloud, DevOps and Agile are now part of our language, the agenda

and discussion points remain all too familiar: How do we drive change from the bottom

up? How do we tell the Business we need to invest to fix or we’ll repeat the same major

outages? How do we get people to work on improvements when they’re already 150%

dedicated to fire-fighting? And how do we prioritise what to improve next?

After many years of leading purposeful problem management and CSI, I offer the

following home truths:

Even with the best people, process and technology, the practices that lead

business improvement will always be second to those that keep the lights on and

put the fires out

It’s very rare to find a CSI practice that implements planned improvements, that

are not interrupted by BAU fire-fighting and other more important things

Everyone’s just surviving and treading water

The good manners, intent and professionalism of problem and CSI Managers isn’t

enough to get above the water line

Many problem management and CSI practices are

struggling to make a real difference. Some have become

secretariat functions delivering reports instead of real

improvements

These practices can however deliver real improvements

when they address a mission the organisation cares for,

for example, a reduction in customer satisfaction from

the Service Desk

Solution – apply your problem management and

Continual Service Improvement skills to an existing

mission to make a real difference

11 itSMF Bulletin—August 2016

After just a few months from implementing problem and

CSI practices, we get subdued with these realities – instead

of leading change we flick on the auto-pilot and send out

management reports to managers who don’t read them

I’d like to describe two examples where I’ve had success in

leading problem management and CSI:

1. At an automobile association: A major project to rebuild

their Single Customer View software in six months.

Needed to fix the process errors and bugs in release

one so they wouldn’t be migrated to release two.

What we did: we listed and prioritised the

problems that led to major service degradation.

Worked with teams and vendors, established the

‘What’s In It For Me’ (WIIFM) for everyone.

Used both problem management techniques and CSI

planning to fix problems and drive improvements.

Outcome: We implemented all fixes and improvements

across people, process and technology in the 6-month

time frame.

2. At a private health insurer: preparation for “Crunch”

which is the 6 weeks leading to the end of the financial

year, when 70% of health insurance is written. The

client demanded system stability, performance and

availability.

What we did: 6 months prior to Crunch, implemented

structured problem management, related new and

historic major incidents to problems, determined root

causes, worked with internal teams and vendors to fix.

Outcome: Crunch period ran with a major

reduction in major incidents and almost no outages.

My role with that organisation remains redundant.

(This particular case study was published in the itSMF

Bulletin in 2015, which I co-wrote with Michael Hall.

E-mail me if you wish to see the case study).

Clearly, these examples (and there are many more) all have

one thing in common – they have a mission that the

organisation cares about, with a clear target and time frame!

Shakeup problem management and CSI

For those of us who have been relegated to performing a sec-

retariat function in problem management and CSI, I encour-

age you to stop. Think. Breathe. Watch some day time TV. I

did last week. I didn’t realise how good MASH* actually was.

If you’re not delivering real value from leading these practices,

I suggest we take a fresh look at what we’re trying the

achieve.

Stop and find your mission: Find your purpose and the big,

obvious thing that needs to be fixed in your organisation

that’s fixable and one which your execs care about. Be part

of that solution. Show how problem management / CSI can

be applied to manage the problem and fix it. With urgency.

Show a 12-week program and that you’re the one to lead it

and drive the change/improvement/solution. Show the

benefits and report on it. Uplift yourself from secretariat to

hero.

In my next article – Customer Driven CSI – Drive real

benefits to your customers by using your customer survey

data to build, lead and measure your Continual Service

Improvement.

By Brad Schimmel

Brad specializes in IT service management

and delivery from a career spanning

nearly 20 years. He is a committee member of the itSMF

Victoria, where he manages the Forum’s Special Interest

Groups. He also regularly presents to these Groups, talking

on topics such as Incident, Problem and Multi-Partnership

Management. Brad is a regular speaker to RMIT Bachelor

of Business students of which he is an alumnus.

Director and Principal Consultant for Service Pioneers, a

boutique-consulting group that specializes in service

integration, business enablement and staff augmentation.

brads@servicepioneers.com.au

www.servicepioneers.com.au

Mobile: 0429 015 733

12 itSMF Bulletin—August 2016

Meet the 2016 itSMF Board

Bradley Busch - Chair and Strategy

Bradley has been involved with the

itSMFA since 2002 and has

contributed to the NSW Committee

as a committee member, Special

Interest Group co-ordinator and now

represents NSW on the Board of

Management in the role of Chair.

Kathryn Howard -Deputy Chair

Kathryn is an independent

consultant with over 20 years

experience in ICT service delivery and

service management. She has been a

member of the itSMF since 2005

contributing in recent years as a NSW

Committee member, co-ordinating

Special Interest Group meetings and

was elected NSW State Branch

Chairperson in 2010.

Garry Long- Treasurer and Industry Awards

Currently ITSM Solution Architect

at Optus, Garry is a highly

proficient IT professional.

Garry manages two itSMF

portfolios: Treasurer and Awards

Director. As Treasurer, he is

responsible for the overall financial

management of the Australian

Forum.

Harry Powell - Board Secretary

Harry has been an individual

member of itSMF Australia since

October 2007 and was a founding

member of the South Australian

Branch. He has been an itSMF Board

Director since 2005 as well as Deputy

Chair and a regular attendee of State

Branch Seminars and

National

Conferences.

13 itSMF Bulletin—August 2016

Brian Jennings - Director

Brian Jennings has been an active member of itSMF Australia

since 2000. He has rejoined the Board after an absence of 8

years, during which period he has continued to attend Forum

events and now looks forward to again playing a more active

role.

Aprill Allen - Knowledge Repository

Aprill is a knowledge management consultant and specialist IT

writer. With 13 years’ experience in IT support, she has a passion

for bringing better knowledge management practices to IT teams,

everywhere. Since winning the national White Paper of the Year

award from itSMF Australia in 2011 for her paper, A Simple Guide to Creating a Knowledge Base, she has become a committed

advocate for the friendship and community the itSMF can offer.

Candice Walker - Director

A skilled professional with a proven track record of successfully

delivering IT Service Management process and projects in

complex environments. Certified ITIL V3 Expert, coupled with an

in-depth knowledge of Agile frameworks like Scrum and SAFe, I

am experienced at implementing best practice frameworks that

deliver tangible business benefits.

Justin Gasparre - Director

Over 15 years of IT experience ranging from helpdesk, field

support, systems administration and culminating with IT

Governance, Board of Management Representation and Director

of a large directorate delivering enterprise solutions.

Brendan Cullen - Director

Seasoned ICT professional with more than 20 years’ experience.

An accomplished Consultant, Service Desk Manager, Project

Manager and Incident / Problem Manager with a solid track rec-

ord of delivering customer centric and business outcomes in mis-

sion critical ICT environments.

14 itSMF Bulletin—August 2016

15 itSMF Bulletin—August 2016

16 itSMF Bulletin—August 2016

Service Management Conference 2016

17th & 18th August SHAKE—IT—UP

Catch up with your peers at the 2016 Service Management Conference to be held this year in Brisbane Queensland. Join us for

some thought provoking workshops and sessions, and of course the fun of the Gala Dinner. Put the dates in your calendar this is an event not to be missed.

Charles Betz has been called “one of the world’s foremost experts in the practice of IT management.” He is the author of Architecture and Patterns for IT Management, and is currently on the steering committee of the IT4IT Forum, leading a new IT management standard launched under The Open Group. Charlie provides training, advisory, and consulting focused on new approaches to managing the “business of IT.” He has held product management, analyst, and architect positions for Wells Fargo, AT&T, Best Buy, Target, EMA, and Accenture. Charlie is adjunct faculty at the University of St. Thomas, and is currently writing the first agile-oriented Management Information Systems text, Agile IT Management: From Startup to Enterprise. He lives in Minneapolis, Minnesota with wife Sue and son Keane. SESSION: Introducing the IT4IT standard | State of the ITSM Nation Panel

IT Strategist, Architect and Advisor

Charlies Betz

Dez Blanchfield

Head of Technology and Cloud Platforms,

Vault Systems

Dez Blanchfield is a strategic leader in business and digital transformation, with 25 years experience in the Information Technology and Telecommunications industry, developing strategy and implementing business initiatives.

17 itSMF Bulletin—August 2016

Dr Amantha Imber is an innovation psychologist, best-selling author, and founder of Australia’s leading innovation consultancy Inventium. Inventium has been recognised as one of Australia’s fastest growing companies in the BRW Fast 100 list, and was also awarded the BRW Client Choice Award for Best Management Consultancy in Australia. With a PhD in organisational psychology, Amantha has helped companies such as Google, Coca-Cola, Disney, LEGO, Red Bull, American Express, McDonalds, Virgin Australia, Commonwealth Bank and many others innovate more successfully. Amantha was a finalist in the Telstra Business Women of the Year awards. Amantha is the co-creator of the BRW Most Innovative Companies list, an annual list that Inventium compiles, ranking Australia’s top innovators. She has written for publications including The Australian Financial Review, BRW, Australian Business Solutions and Smart Company and is the author of the best-selling book “The Creativity Formula: 50 scientifically proven creativity boosters for work and for life”. Amantha had an international record deal for her debut album Like Samantha without the S, prays to the God of Kevin Spacey and claims to have once been freakishly good at table tennis. SESSION: Innovation Accelerator: How to turbo-charge and lead innovation

Leading Creativity and Innovation Psychologist,

Best-selling Author and Founder,

Inventium

Dr Amantha Imber

CIO, Queensland Government

Andrew Mills

Andrew Mills was appointed Queensland Government Chief Information Officer on 6 January 2014 to provide strategic advice to the ICT Minister and agencies on the best way for the government to use information and communication technology (ICT) to deliver improved services to Queenslanders and drive efficiencies through ICT-as-a-service. Before this role, Andrew was Chief Information Officer for the South Australian Government where he led development and implementation of cross-government ICT strategy and policy and improvement initiatives to build online service capability. Andrew has a Bachelor of Science from the University of NSW and a Masters of Science (Electronic Systems) from the Cranfield University in the UK.

18 itSMF Bulletin—August 2016

As Chief Technology Officer (CTO), Oliver Bendig is responsible for product strategy and roadmap for the Matrix42 product portfolio. Aside from head-ing up the product management and development teams at Matrix42, Oli-ver spends a lot of time consulting with customers regarding their service management, mobility, cloud, and virtualisation strategies. He has 15 years’ experience in building and managing products in the digital work-space management space in European and US-based companies. He is very passionate about the power of Agile methodologies and lean organisation structures, which he has implemented several times in different organisa-tions. Oliver holds a BA and a Master of Science in computer science from the University of Applied Sciences in Karlsruhe, Germany. SESSION: (IT) Service management in the era of living services CTO, Matrix42

Oliver Bendig

Shane Chagpar

Senior IT Project Management Consultant

Kepner-Tregoe North America

Manager, Education & Learning

Kinetic IT

Simon Dorst

Shane Chagpar is an experienced IT Project Management consultant for Kepner-Tregoe North America, with more than 20 years’ experience in the IT industry and having worked on global projects across six continents. Shane holds a Master’s in Business, Entrepreneurship and Technology, a certified Six Sigma Black Belt, and holds certifications in ITIL, Cisco, CCNA, CCDA and CCNP, Microsoft MCP and MVP, Comp TIA A+, Network+ SESSION: Increasing IT stability through Problem Management and Root-Cause-Analysis

Simon Dorst is Kinetic IT’s Manager for Education and Learning. ITIL trained in 1992, he has spent most of his career educating and advising people and organisations of its benefits and application, across the Netherlands, Singa-pore and Australia. To him, ITIL is nothing more (or less) than common sense, written down, and as such, it is undeniable, but also easily combined with other frameworks such as COBIT, MOF, DevOps, Agile, PRINCE2, OBA-SHI or in this case SIAM. Simon is a State Branch Chair for and frequent contributor to itSMF Australia. He goes by the pseudonym of the ITIL Zeal-ot. SESSION: ITIL vs. SIAM, a fight over 10 rounds!

To view our full speaker list click here

19 itSMF Bulletin—August 2016

As an avid technology and management advocate, David Favelle thrives on his role as an IT Management advisor. As a founder of two leading IT management consulting businesses, David has enjoyed breaking new ground in how IT can best serve the business. As an advisor, David has worked with many of Australia’s Tier 1 companies and Government agencies. In recent times he has been working on IT Operating Model Design, Service Management Office and SIAM, DevOps and most recently IT4IT (ValueStream mapping and lifecycle tools reference architecture) has become his passion as the driver of IT value for the Enterprise.

CEO

ValueFlow IT

David Favelle

Renee McSherry

Knowledge Manager

QUT

Chief Idea Generator

Agil attide

Michi Tyson

Renee McSherry has been involved in service management and improvement roles in the higher education sector for over 10 years. Playing the role of Knowledge Manager for QUT’s Learning Environments and Technology Services department, Renee was instrumental in the development of their self-service IT support strategy including the underpinning knowledge centred support practices. Renee is currently spreading this great work around other QLD government agencies including Public Safety Business Agency, ICT Service Centre and has recently joined the Information and Technology Partners Service Desk team in the Department of Agriculture and Fisheries. SESSION: Knowledge is the key to service delivery

Michi Tyson is a business agility coach and change facilitator with a background in project, program and portfolio management. With almost a decade of business transformation experience in Europe and Australia, Michi is passionate about taking agile beyond IT and combining it with lean management, design thinking and behavioural economics to help leaders and their teams in becoming leaner, meaner and more competitive while creating a culture open to learning and ongoing improvement. SESSION: Get better at getting better – experience-based learning for process improvement

For a list of Keynotes and Invited speakers click here

20 itSMF Bulletin—August 2016

Platinum Sponsor

Matrix42 is a leading provider of intelligent workspace management software. In keeping with our motto, “Smarter Workspace – Better Life”, our mission is to continuously make workspaces smarter, so that working life becomes easier. More than 3,000 customers, including CBA, Mirvac and Scentre Group (part of Westfield Group), use Matrix42’s future-proof workspace management solutions to maximise employee productivity on more than three million workstations. Matrix42, which was founded in 1992 and is headquartered in Frankfurt, Germany, currently operates in seven national markets: Germany, Austria, Switzerland, the Netherlands, the UK, Sweden, and Australia. Our products and solutions aim to make any modern working environment, whether physical, virtual, or mobile, simple and efficient to create and manage. That’s why the value of Matrix42 solutions is not limited to individual industries, but can be applied to virtually any sector and organisational structure that wants to deploy future-proof workspaces on any device, via efficient and cutting-edge workspace management solutions. The fact that we have our own Australian based sales, product development and product support teams ensures that Matrix42 solutions are of superior quality, can be tailored to specific customer needs, and we are ready to provide sound pre-sales advice and professional after-sales support.

Our Service Management 2016 Sponsors

21 itSMF Bulletin—August 2016

Alemba is a provider of Enterprise Service Management software, specializing in functionally robust Service Management solutions designed to manage complex processes with ease. Backed by a quarter of a century of heritage, Alemba’s vFire IT Service Management software is trusted by a large number of Enterprise-scale organizations for its out-of-the-box deeply rich workflows, user-focused design philosophy and absolute reliability.

Gold Sponsors

Since 1988 Axios Systems has been committed to delivering innovative Service Management solutions that help customers improve IT infra-structure & operations. With many thousands of successful on premise and SaaS deployments globally, Axios is a worldwide leader with a 100% focus on Service Management and Business Transformation. assyst is purpose-built to transform departments across your organisa-tion into profitable business-focused customer service teams. In 2014, assystTM was accredited for all fifteen PinkVERIFY™ ITIL® processes, and was the first technology vendor to do so within a single solution. For more information visit www.axiossystems.com

Marval Australia is a specialist in the design and implementation of Service Management solutions to support IT Governance. Our solutions ensure best of fit to the ever-changing demands of IT functions and resources. We achieve this through advanced, feature rich, and process based integrated software. No matter what the size or maturity of your organisation, Marval Australia can help reduce costs, do more with less, standardise and optimise the way services are delivered, drive ICT efficiency and effectiveness, keep customers better informed and satisfied, improve quality, control and accountability of your ICT support services and infrastructure.

At LogMeIn our mission is to simplify how people connect to each other and the world around them. For technical support, we do this via our powerful, cloud-based applica-tion – LogMeIn Rescue – that empowers customer service agents to offer premium levels of remote support to people and the devices they use, no matter where they are. Now with Rescue Lens visual support, IT can literally see issues, speeding resolution, increasing efficiency, and reducing technician field calls.

Freshservice is a cloud-based service desk and IT service management (ITSM) solution that currently serves more than 7500 SMB, mid-market, and enterprise customers worldwide. Freshservice is designed, using ITIL best practice, to help IT organizations to focus on what’s most important – exceptional service delivery and customer satisfaction. In addition to supporting their service desk and ITSM needs, these customers choose Freshservice based on ease to use, speed of setup, customer service, and affordability. Freshservice has an intuitive UI, is effortlessly configurable and customis-able to meet customers’ exact requirements, and is easily integrated with other business and IT systems.

22 itSMF Bulletin—August 2016

CA Technologies helps customers succeed in a future where every business—from apparel to energy—is being rewritten by software. From planning to development to management to security, at CA we create software that fuels transformation for companies in the application economy.

Kepner-Tregoe (KT) Tech Support Services focus on improving troubleshooting, reducing costs, restoring service--all while increasing customer satisfaction. The Kepner-Tregoe troubleshooting methods and strategic approach to service management are used globally by major support organizations. Kepner-Tregoe’s process approach decreases recurring incidents, helping your business increase IT stability by optimizing complete processes.

The heart of IT is about empowering people—and being able to serve and secure all types of users, on all the devices they use, wherever they are. With an end-to-end Service Management solution, only LANDESK unifies and automates the delivery of all the assets and services users need across mobile, cloud, and personal computing environments. By making users happy, we make IT more strategic and business more productive.

Gold Sponsor Cont…

Silver Sponsors

For the 19th year running, UXC is sponsoring and exhibiting at the annual itSMF conference – and this year is special! UXC has joined forces with CSC to help you power forward on your journey to the digital enterprise. Together, we provide you with unsurpassed global IT capabilities and deep industry expertise covering a wide range of technologies including SAP, Oracle, ServiceNow, Microsoft Dynamics and more. Come and talk to us to find out how you can benefit from our global service management practice that combines the capability of UXC Consulting, UXC Keystone and Fruition Partners.

BMC Digital Enterprise Management is a set of innovative IT solutions designed to make digital business fast, seamless, and optimized from mainframe to mobile to cloud and beyond. It enables continuous innovation and improvement by managing & optimising technology, processes, and policy in real time.

23 itSMF Bulletin—August 2016

Bronze Sponsors

HEAT Software is leading the unification of Cloud Service Management (CSM) and Unified Endpoint Management (UEM). We empower IT, HR, Facilities, Customer Service and other enterprise functions to simplify and automate their business processes to improve service quality, while managing and secur-ing endpoints to proactively detect and protect against threats to business continuity.

HPE help customers use technology to slash the time it takes to turn ideas into value. In turn, they transform industries, markets and lives. Some of our customers run traditional IT environments. Most are transitioning to a secure, cloud-enabled, mobile-friendly infrastructure. Many rely on a combination of both. Wherever they are in that journey, we provide the technology and solutions to help them succeed.

Today, more than 6,000 organizations around the world rely on Snow Software's on-premise and cloud-based SAM platforms to manage software licensing across more than eleven million devices, from mobile to desktop, data center to the cloud. Headquartered in Stockholm, Sweden, Snow Software is the largest dedicated developer of Software Asset Management solutions, with more local offices and regional support centers than any other vendor.

Other Sponsors

ServiceNow is changing the way people work. By placing a service oriented lens on the activities, tasks and processes that make up day to day work life, we help the modern enterprise operate faster and be more scalable than ever before. As the enterprise cloud company, ServiceNow provides a service model that defines, structures and automates the flow of work, removing email and spreadsheets from the process to streamline the delivery of services.

Fujitsu is a committed leader in the I.T service management market. As one of the largest companies in the ANZ marketplace, we design, build, operate and provide support for business solutions in consultation with our customers. From strategic consulting to application and infrastructure solutions and services, Fujitsu has earned a reputation as the supplier of choice for I.T Service Management in Australia.

SUMMIT is an ITIL 2011 certified cloud-based, Enterprise class IT Operations and Services Management suite that ensures higher service availability, customer satisfaction and lower TCO. The platform is easy to implement, easy to use & provides tight integration across key ITOM solutions delivering higher efficiency in the form of increased productivity, reduced downtime and optimum asset utilization.

Hagrid digitally transforms IT Service Operations and Delivery into a stronger source of competitive advantage for the business by underpinning and aligning with business agenda. Hagrid transforms IT into a stronger source of competitive advantage while also moving the costs of running IT to the left. That is away from keeping the lights on and perennial fire fighting activities and towards accelerating and enabling the delivery of the business agenda.

Silver Sponsors Cont…

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25 itSMF Bulletin—August 2016

Phillip Palmer has been educating, entertaining and and advising organisations for over 15 years. A self-described ‘Service Management Evangelist and Process and Quality Purist’, Phillip has garnered praise and awards for his infectious enthusiasm and practical application of best practice guidance. In his travels he has gathered many nicknames by his clients and peers, such as ‘The EnterTrainer’, ‘The Robin Williams of ITSM’ and ‘That guy who actually makes boring topics fun’ (OK…maybe only two of those are true). Phillip’s specialities include assessing, establishing, educating and advising organisations in getting tangible results from the process-led approaches described within best practice frameworks (ITIL) and international standards (ISO 2000, 9001). Phillip has a broad range of industry experience, having held many specialist ITSM and senior management roles in his career, in Enterprise software, public utilities, government, finance, private banking, and management consulting. SESSION: Imaginary friends: understanding your relationship with service and processes

Phillip Palmer

Managing Director – Practise Group

twitter@palmerph

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27 itSMF Bulletin—August 2016

Mangesh Khunte has more than 19 years of experience in the field of IT, providing solutions for large IT infrastructure deals and delivery management across multiple industries, business domains, technologies and geographies. Mangesh has played a key role in incubating the strategically important CFS Service Line. Mangesh has authored and presented various papers on topics related to IT service delivery, process design, and boosting portfolio value at numerous conferences such as itSMF New Zealand, PNSQC (Pacific Northwest Software Quality Conference), and Project Management Leadership Conference (PML). Prior to Cognizant, he was associated with Tata Consultancy Services. Mangesh holds a Bachelor’s degree in Electronics and Telecommunications and a Master’s degree in Marketing. He also holds the PMP and PMI-ACP SM (Agile Certified Practitioner) from PMI and ITIL V3 Expert Certifications. SESSION: CounSell – Consultative Solution Selling – a service designer’s (presales)

Mangesh Khunte

Director – Business Development,

Cognizant Infrastructure Services

28 itSMF Bulletin—August 2016

Last chance to Register -Join your peers in 2016

29 itSMF Bulletin—August 2016

CitiPower & Powercor

City of Melbourne

City of Sydney

ClearCost Consulting Pty Limited

Cochlear

Commonwealth Bank of Australia

Corrs Support Services Trust

Courts Administration Authority

CPT Global

CrimTrac

Cubic Transportation Systems Australia

Curtin University of Technology

D

Data#3 Ltd

Datacom Systems Victoria

DBP (Dampier Bunbury Pipeline)

DCSI

Deakin University

Defence CIOG ACT

Department for Education & Child Development

Department of Agriculture; Fisheries & Forestry

(DAFF)

Department of Attorney General & Justice

Department of Education & Training (Vic)

Department of Education & Training (Qld)

Department of Education & Training (NSW)

Department of Finance & Deregulation

Department of Fire & Emergency Services

Department of Health and Human Services

Department of Immigration & Border Protection

Department of Industry

Department of Justice & Attorney-General - ICJ

Service Management

7-Eleven Stores Pty Ltd

A

Accenture Australia Pty Ltd

ACSO

ActewAGL

Ajilon

ALC Education & Consulting Pty Ltd

Alphawest Pty Ltd - (Optus)

Ambulance Victoria

ANZ Banking Group

AON Services Pty Ltd

Arrow Energy Pty Ltd

Atlassian

Attorney-General's Department

Australia Post

Australian Federal Police

Australian Nuclear Science & Technology

Organisation

Australian Taxation Of- fice

Axios Systems Pty Ltd

B

Bankwest

BMC Software

BOQ

Boral Shared Business Services

Bravuro Pty Ltd

Brisbane City Council (Information Services)

BVN Architecture

C

Caltex Australia

CenITex

CGI

CITEC

Corporate & Schools Member Directory

30 itSMF Bulletin—August 2016

I

Information Services, Department of

Communities

JK

Kepner-Tregoe

Kinetic IT

Korowa Anglicans Girls’ School

KPMG Australia

LM

Macquarie Group Services Australia Pty Ltd

Main Roads WA

Marval Australia / ASG Group

Matrix42

Melbourne Polytechnic

MMG Australia Ltd

Monash University

Motorola Solutions Australia Pty Ltd

MyState Bank Limited

N

National Australia Bank

NEC Australia Pty Ltd

NSW Police Force

O

Origin Energy

P

Penguin Random House

Power and Water Corporation

Precision Administration Services Pty Ltd

Public Safety Business Agency

Public Transport Authority of WA

Q

QBE Insurance

QSuper

Department of Justice & Attorney-General (Qld)

Department of Justice & Regulation

Department of Parliamentary Services

Department of State Development

Department of the Premier and Cabinet

Department of Science, Information Technology

and Innovation (DSITIA)

Department of Transport & Main Roads

Dimension Data Australia

DST Group

E

Edith Cowan University

ElectraNet Pty Limited

Empired

F

Federal Group - Technology Services Group

(TSG)

Flinders University

Fortescue Metals Group Ltd

Foxtel

Fujitsu Australia Ltd

Fusion 5

G

Glenorchy City Council

GR8 Service Management

Griffith University

H

Hagrid Solutions

Harbour IT Pty Ltd

HBF Health Funds Inc.

HEAT Software Asia Pacific Pty Ltd

Henley High School

Hewlett Packard

31 itSMF Bulletin—August 2016

Toll Group

Transport for NSW

U

Uecomm

Unisys Australia Pty Ltd

Uniting Care Queensland

University of Melbourne

University of South Australia

University of Southern Queensland

University of Sydney

University of Tasmania

University of the Sunshine Coast

UXC Consulting

V

ValueFlowIT

Vic Track

Vix Technology (Aust) Pty Ltd

W

WA Police Service

Water Corporation

Western Power

William Hill Australia

Woolworths Limited

WorkCover SA (ReturnToWorkSA)

X

YZ

Zurich Financial Services

*Current at time of publication

itSMF Strategic Partners

Queensland Health

Queensland University of Technology

R

RACQ

RACWA

Redcore Pty Ltd

RMIT University

Roads & Maritime Services

RSLCare & RDNS

S

SA Health

SA Power Networks

Safety Return to Work and Support

ServiceNow Australia Pty Ltd

Shared Services ICT

SMS Management & Technology

South32

St John of God Healthcare

State Library of Queensland

Summit Software Inc

T

Tabcorp

TAFE SA

TAL Services Ltd

TASNetworks

Telstra Corporation Ltd

Terra Firma

Thales Australia

The BPAY Group

The Treasury

The University of Adelaide

The University of Queensland

The University of Western Australia

2016 Conference Sponsors

itSMF State Seminar Sponsors