Destination ISO/IEC 20000: Industry News and Updates

Hosted by the Minnesota LIG, DevOps Decoded

Making DevOps work in a IT Service Management framework can be challenging. How can we Ensure people see the value in ITSM rather than see it as a bureaucratic slow down to the business? Dale Shafer, Senior Consultant at a Service Management Global Consulting Practice and a member of itSMF USA’s Board of Directors, and will discuss how automating ITSM is an important element in ensuring collaboration with Devops and Agile.

In our sessions we will:

Explore what processes can be easily automated

Discuss what automation tools are now available

Dale is a Senior Consultant at a Service Management Global Consulting Practice. He is a proven leader with 10+ years of experience assessing, designing and implementing large scale Global Outsourcing Delivery engagements focusing on IT Infrastructure Operations, Service Management and Service Integration. His sector experience includes Agribusiness, Banking & Financial Services, Legal, Government, Healthcare, Manufacturing and Retail. Education includes MBA and IT degrees. ITIL and Microsoft Certified.

The Centers for Disease Control and Prevention achieved a milestone when its mid-tier data center in Atlanta earned its Service Management & Information Security Management Systems Certifications, becoming the first federal data center to do so. In this case study, the speakers explore the entire process from the initial discussions about certification through scoping and planning, prepping for certification and the audit process and how the CDC gained buy-in in the organization.

From the agency perspective, we will hear what the process is like from first-hand experience. If you are considering ISO/IEC ISO/IEC 20000-1:2011 & IT Information Security ("ISO 27001:2013") certification this will be an insightful and useful session.

ITIL will be re-written. So how would you do it? What would you want to be simpler or more easy to understand, yet without loosing so much high-quality essential best practices? 

The President of the Kansas City LIG has a way forward. In an article published in The Source last April he outlined how to re-group the 26 processes in ITIL into three or four sets. In it, the Service Lifecycle takes a back seat to practical organizational functions. 

Once you have change management and incident management working well, then the rest is simple. You logically expand the base from there. All process still apply while none stand alone.

This is also a chance to ask an expert. What does your organization look like? What should it be aligned to good practices? Here's how to go forward from there.

Soooo… where do you turn to when you want to better align your resources and capabilities with your service strategies and the business goals and objectives? With what’s the least mature? Maybe. Maybe not! What steps would you take to understand on what to improve?

All IT services, processes, organizational structure and technology are “vulnerable” and hence should be open to the positive impact of CSI.

This presentation focuses on CSI and the positive impact it can have on the business. CSI's focus is on identifying, prioritizing and choosing improvement opportunities in the Service Organization that will best benefit the business.

Everyone is so busy working on projects and on normal daily activities to keep the lights on, there hardly seems time to spend on continual improvement efforts. Any what about the funding? It’s easy to explain to the business why funds should be found for new systems or exciting new features, but how do we get them excited about improving processes or other methods? In our session, we will: •Explore the benefits that continual improvement efforts can provide to the business •Discuss methods of marketing these benefits to gain support and funding Whether improving services themselves, or our associated processes and work methods, returning value to the business is the mission.

Don’t be the next news headline!

Recent theft of business critical information occurred because a Service Desk provided information to a cyber-crook that allowed access to internal business critical servers. The information stolen could impact national security interests.  Why did that happen?  How could it happen? Expensive technology did not stop this breach. How could the Service Desk have been better prepared?

Security breaches and the theft of intellectual property and personal and financial information are too common. The service desk is KEY to ensuring the early detection of security events and providing the first-line response. So what role should the service desk play in early identification of security events, and how can the service desk best be prepared to respond?

Are there best practices to provide guidance to develop robust cyber-protection? This session explores cyber-resilience best practices and the impact the service desk plays in response and cyber-resilience.

This presentation will offer guidance on using the ISO/IEC 15504/33000 Assessment Methodology to conduct a maturity assessment of your Problem Management Process as part of your Continual Service Improvement (CSI) initiative.

With the goal of achieving continuous improvement of the Problem Management Process, ISO/IEC 15504/33000 offers a structured methodology for process baseline and follow-on assessments. As a flexible assessment solution, which can be adapted to a company of any size, an assessment using the ISO/IEC 15504/33000 methodology provides the first step in a Continual Service Improvement initiative.

In this webinar, Brian will introduce the Standard+Case approach and discuss benefits for both IT and non-IT service providers.

Description: Service Management best practice describes many different situations that a provider must deal with. Incidents, Problems, Requests, Events, Changes – all with best practice processes of their own, but while these distinct classifications provide clarity of measurements they can also get very confusing for first line resources handling the majority of customer contacts. The Standard+Case approach can complement best practices while leading to a more efficient adoption and understanding by service provider staff.

Brian Newcomb is the Director of Technology, Process, and Data Solutions within the Office of Human Resources at The Ohio State University. His team is responsible for aligning HR information systems and related technology with business processes while delivering the data required to drive business decisions. Brian has worked in technical, leadership, and consultancy positions over the last 20 years and has led numerous IT Service Management initiatives and organizational transformation efforts. Today, Brian uses this experience along with industry certifications in ITIL, CobIT, and LeanIT to promote process improvement, maximize value, and foster a customer centric culture.

As the world of connected devices continues to grow, organizations must be aware of and have the capability of managing all devices that are on their networks.  Now more than ever this includes devices that aren’t owned or operated by IT.  Operational Technology (OT) present on your network can contain serious vulnerabilities and increase the risk to your organization.  ITSM teams play a critical role in bridging the conversations between IT Operations, Information Security, Risk Management, and the business teams that own operational technologies that help to secure their organizations. 
 
The presentation today will focus on the issues facing Security and Risk Management teams and how ITSM teams can provide solutions.

Jenny Geisler is a Senior Consultant and Security Capability Leader with Aeritae Consulting Group, Ltd. She has her ITILv3 Master’s certification and has more than 20-years’ experience working on projects focused on governance, process, controls and compliance for many of the Minnesota-based Fortune 500 companies.
 

In ITIL, Reactive Problem Management is instinctively easier to understand and perform. Proactive Problem Management is murkier. David Banghart presents a concrete example of a successful Proactive Problem Management initiative focusing on server and network devices monitoring alerts. Using collaboration, facilitation, persistence, and data this initiative resulted in a significant decrease in alerts, server / device P1/P2 incidents, and support email / ticket noise.

Too Much Process: How to Do ITIL Wrong.

Enjoy a fascinating topic over lunch on a Friday.

Surveying the process diagrams in ITIL reveals seventeen processes with flowcharts, unlike the other nine. What's unique about them? This presentation puts it all together into a process reference model of what really works across the Service Lifecycle. It also organizes them into four logical sets and functional groups so you can flexibly grow process maturity in any direction under simplified leadership

Surveying the process diagrams in ITIL reveals seventeen processes with flowcharts, unlike the other nine. What's unique about them? This presentation puts it all together into a process reference model of what really works across the Service Lifecycle. It also organizes them into four logical sets and functional groups so you can flexibly grow process maturity in any direction under simplified leadership

An IT support professional’s perspective on change.

Ever wonder why change is so hard. Join us as Mary Therese Durr, Director of Computing Support and Service Management at Boston College shares her experience with change and the dragon that impedes acceptance.

Mary Therese Durr is the Director of Computing Support and Information Technology Service Management at Boston College. Mary entered the technology field over twenty-five years ago as a computer programmer. She has moved from software development to computer lab management to networking to systems management and lastly to directing those who do all the real work. Her specialty is discovering people’s strengths. Mary has her Master's in Education, Research, Measurement, and Evaluation from the Boston College Lynch School of Education.

The best way to engage all employees is through their managers. Therefore Mary includes in her responsibilities partnering with Information Technology Services (ITS)-Human Resources to build and support a management training program for ITS as well as consulting with management as needed.