Why people resist change, what to do about it.

Case study examples of using better asset data to improve service, reduce cost & mitigate risk.

Smash the silo: make your key asset data available across the organization, at all times. In this section, we’ll talk a bit about how organizations often silo their support/ticketing systems off from other systems containing key asset data, and why this would matter and introduce potential waste and headaches for an organization.

The hidden costs of a long refresh cycle: Here I discuss the relationship between aged assets and the spike this can cause in support traffic. A look at gaps that can be exposed by having things like asset age, supportability, and current maintenance coverage can help with a refresh strategy.

Proper maintenance coverage: a shortcut to eased support overhead.
Here I’ll talk through a handful of real-world examples where a lack of asset oversight led to actual outages or over-payment by customers we’ve worked with.

Pitfalls of popular maintenance platforms: Discussing some of the ways in which gaps that cause support headaches are systemically introduced by popular maintenance programs such as SmartNET.

Using data to reduce Service Request Resolution Time: Lastly, talk about how to gauge and meter the soft and hard benefits of introducing better data during the support process

We look to ITIL processes like Change, Release and Configuration Management to give us more control, insight and improved performance just find massive resistance to change.
Time and again our IT improvementS eludes us because of ‘Resistance to change’.
However ‘Resistance to change’ puts the blame on the ‘Resistor’ and absolves our own ineffective and outdated way we implement change
To gain the benefits of next generation Service Management, we need next generation Organizational Change practices to get us there

Join Paul Vos as he challenges your thinking by presenting proven Organizational Change (OCM) best practices and learn how to prevent false starts and change fatigue.
Change does not have to be a frustrating tug of war, learn how to get change right in one go!

You’re under pressure to get things done
You have resource constraints
People naturally resist change
Making improvements stick and deliver value is not easy.

This session is about how IT Managers can take advantage of proven Lean IT improvement practices to deliver quality to customers, identify waste and eliminate it, improve efficiency and the overall speed of execution.
 In 45 minutes we’ll cover: 
- What’s Lean IT all about
- Why are organization adopting Lean IT
- Principles: voice of the customer, value stream, flow, pull, perfection
- Examples of non-value activities (waste)
- How Lean IT maximizes customer value and minimizes waste
- Lean IT vs. ITIL vs. DevOps vs. Agile vs. Six Sigma vs. Lean CSI
- How to learn more: training/ certifications available
- Tips on how to get started

Learn how to improve your project success rate !

Improve your project success rate by leveraging Organizational Change best practices.

Time and again our projects fall short of intended goals due resistance to change.

Blaming the culture is valid but also a dangerous form of externalization.
When we blame culture we make the problem so big it becomes un-actionable for a mere mortal IT professional. We absolve ourselves from even trying to fix the problem and resign ourselves to our sub-optimal project practices, grit our teeth, hope for the best and dream about other companies where people apparently magically embrace Agile, LEAN DevOps without resisting.

Join this session as Paul challenges your thinking by presenting guidance taken from the ProSci organizational change management (OCM) best practice methodology.

Come away with actionable guidance on how to integrate OCM principles into your projects to maximize adoption.

Since IT is primarily “Knowledge Work” it’s critical we understand our productivity vs. the value we create. Time is the key factor in calculating productivity. It is also important to know what value-added vs. non-value activities consume our time.

Leading organizations are tapping into a new Lean IT measurement model to better understand how to measure throughput, efficiency, effectiveness and quality of ITSM services.

There are three common measurement constraints:
1. What to measure for value creation, alignment and operational excellence.
2. Interpreting results. Many lack the skills and methods required to analyze metrics data to support corrective or preventative action.
3. Getting/trusting data. Underlying data collections systems are not designed to support analytical methods required for management decision making and/or are not trustworthy.

This session is about how savvy IT managers are implementing a new Lean IT monitoring and metrics and ITSM.

In 45 minutes we’ll cover: 
What’s Lean all about
How Lean maximizes customer value by minimizing waste
Critical to quality measurement for ITSM
Value stream mapping technique
Lean ITSM value stream metrics
Interpreting result with examples of non-value activities (waste)
How to get trustworthy data
How to learn more
How to get started for no cost

Monitoring tools have always been there. Other sources also provide useful information to calculate availability and performance of IT Services.
However, not always that data contributes to provide real insight of the health of IT Services and their impact in business.
This session presents new trends in the monitoring, aggregation and automation of service availability, service capacity and service level monitoring, aligned with ISO 20000 requirements and ITIL best practices.

In 45 minutes we’ll cover: 
- Service monitoring needs according to ITIL and ISO 20000
- ITSM vs BSM, aligning IT with the business
- Real-time, historical and predictive monitoring
- Different approaches to service monitoring
- New trends in service monitoring, dashboards and reports
- How to learn more
- Tips on how to get started

How does the role of the process owner evolve when using a lean approach to management?

What are the skills and experiences that a lean process owner should have?
How does the process owner role relate to other roles, such as IT management, process managers and process practitioners?
What are the pitfalls that you might experience in identifying and developing the process owner?

This session looks at the trials and tribulations of an IT organization as it attempts to find its way in making continual improvement part of its culture.

 In 45 minutes we’ll examine these questions, drawing on a case study: 

What are the patterns seen in the “traditional” approach to the process owner role?
How is a lean approach different?
What are the aspects of an organization’s culture that impact the success—or failure— of the role?
How can we motivate the process owner?
What are the measurements of success?

DevOps is the marriage between Agile, Lean and IT Service Management (ITSM). To begin your journey and be successful you need to adopt and adapt from all 3 movements.

DevOps is best defined as the capability to cooperate, collaborate, communicate and continuously improve how an organisation uses and benefits from technology to satisfy the goals of a customer or help them remove a problem.

In the webinar, we will discuss:
•What are these 3 movements?
•How are they different?
•How are they similar?
•How they get you to begin a DevOps journey?
•Tips on the journey of idea to realisation?

If you are thinking of how to benefit further from Agile, looking to remove the complexities of your ITSM processes or want to understand why lean is important to your success; listen to this interactive session.

Why you need to get in control now before it controls your destiny.

What are the cloud technologies and management challenges that they present?
What’s driving cloud adoption?
Who is responsible for managing cloud services?
What are the risks?
What impact will this have on legacy IT service models?
How do you harvest value without killing it?
Where will you get the resources?

This session is about updating your ITSM strategy and best practices to help the business manage cloud technologies. Understand the cloud components, how they fit together, governance mechanisms and underlying foundation required for successful IT Service Management.

In 45 minutes we’ll cover: 
What’s cloud computing all about
Why are organization adopting it
Traditional vs. Cloud (shared) responsibility model
Cloud computing benefits and challenges
Cloud Computing Reference Architecture model and terminology
Why you need to get ready now
How to learn more: training/ certifications available
Tips on how to get started

Learn about Lean ITSM tools used to make improvements quicker with less effort and with better results.

Listen to real-world examples of how Lean ITSM tools were used to make a difference.
- Better IT service delivery by reducing Muda (waste).
- Prevent loss of customer loyalty by reducing Mura (variance).
- Gain executive buy-in and commitment by creating better strategy & tactical plans.
- Increase success using better change controls.
- Reach end-of-job faster, with less resources and with better results.
- Control outcomes by measuring, learning and adapting more quickly.

This session is about how IT Managers used proven Lean ITSM tools to deliver and optimize quality to customers, identify waste and eliminate it, improve efficiency and the overall speed of execution of IT services.

Listen to real-world examples of how Lean IT made a difference.
•Better IT customer service desk by reducing Muda (waste) to improve incident flow.
•IT prevents loss of major business customers by reducing Mura (variance) to improve customer services.
•Service Desk managers develop strategy & tactics to free up executive resources by reducing time spent on major outages.

See how Lean CSI methods, tools and techniques were used to overcome barriers to change.
•Everything is top priority
•Too busy fire-fighting
•That’s never worked here before
•No executive buy-in
•Under time-crunch to get things done
•Resource capacity/skill/knowledge constraints
•People naturally resist change
•Making improvements stick and deliver value is not easy.

This session is to share how IT Managers used proven Lean IT improvement practices to deliver quality to customers, identify waste and eliminate it, improve efficiency and the overall speed of execution.

This session is about updating your ITSM strategy and best practices to help the business manage disruptive technologies. Understand the components, how they fit together, governance mechanisms and underlying foundation required for successful implementation.

This session is about how IT Service Managers can take advantage of proven Lean IT improvement practices to deliver quality to customers, identify waste and eliminate it, improve efficiency and the overall speed of execution.

This session is about how IT Managers can take advantage of proven Lean IT improvement practices to deliver quality to customers, identify waste and eliminate it, improve efficiency and the overall speed of execution.

Somethings broken? Customer’s not happy?

This session is about how Incident Managers can take advantage of proven Lean IT improvement practices to deliver quality to customers, identify waste and eliminate it, improve efficiency and the overall speed of execution of Incident Management.

In 30 minutes we’ll cover:
- What’s Lean all about
- Why are organizations adopting Lean
- How Lean maximizes customer value by minimizing waste
- Examples of Incident Management non-value activities (waste)
- Principles: voice of the customer, value stream, flow, pull, perfection
- The Incident Management value stream
- Lean metrics for Incident Management
- How to learn more

Getting a release that is of value based on configuration items that are known, during the cycle of change, has been the hardest aspect of ITSM since it's foundation. However, there are some simple things you can do to create a flow of work that everyone understands, linked to roles and responsibilities, KPIs, and business strategy.

In part 5 of Daniel Breston's 6 part Lean ITSM series, he explores why IT exists, and how to ensure that what IT creates and delivers is done for good reason and in a value-oriented manner, based on DevOPS, lean, Agile and ITSM.

Metrics and KPIs: always confused, hard to create, hard to align, hard to keep current, hard to report against and rarely ever helpful to use as an improvement tool. Why is this? What if you could create a simple balanced scorecard, or KPI tree, with no more than 15 measures that would keep your staff happy, you business stakeholders happy and your customers happy?

Join Daniel Breston to learn how, in part 4 of his 6 part Lean ITSM series. He will be exploring some dynamic ways to use ITSM metrics in a lean manner.

ITSM actually does have a strategy, but it is very waterfall based. Slow and cumbersome, and by the time it's been accomplished, it can be out of date, costly and frustrating to users, stakeholders and the creators in IT. How do you reverse this cycle and introduce meaningful strategy that is well governed? How do you create simple governance for IT and the business to ensure that technology is an enabler and not a waste of money? How do you make things better, faster, safer?

Join Daniel Breston, in part 3 of his Lean ITSM series, as he explores the concepts of ITIL strategy and blends it with Lean ITSM to show you how changes made today will make you ready for the IT of tomorrow.

DevOPS is all about automation. Lean ITSM says: "wait a minute, don’t automate just yet, automate based on some simple principals." What are you supposed to do?

In part 2 of Daniel Breston's Lean ITSM series, he will explore Lean Service Automation. Blending ITSM and Lean together, Daniel will demonstrate how you can use MoSCoW (Must, Could, Should, Won’t) to allow you to chose when automation should be performed and when it shouldn't. Join Daniel live as he attempts to expel a few myths, in what will be an excellent session.