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Esiintyjät ja esitykset
Päivä 1
8.10.2009
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Paul Wilkinson has been working in the IT Industry for more than 25 years fulfilling a wide variety of roles from Computer Operator, to Systems manager to IT Services manager. Paul has been actively involved in ITSM for more than 15 years as Senior consultant, Service development manager and as ITIL developer. He was a project team leader for the original BITE (Business IT Excellence) ITIL process-modeling initiative instigated by the CCTA (now known as the OGC). Paul was co-author of the ITIL publication "Planning to Implement IT Service Management". He was a member of the ITIL advisory group for ITIL Version 3. Paul is also co-director and owner of GamingWorks, the company that developed the internationally renowned ‘Apollo 13 - an ITSM case experience´ ITIL simulation game. He was also co-author and cartoonist for the itSMF ‘Worst practice´ publication "IT Service management from Hell", and most recently co-author of the serious book "ABC of ICT - An Introduction". ABC of ICT - Governance
IT Governance is suddenly a hot topic. The need to demonstrate both ‘compliance´ (control and risk mitigation) and ‘performance´, (added value of IT, and ITSM) to the business. ITSM processes are seen as a vital instrument to help realise governance over IT and the IT Service manager an important role in helping to make IT governance happen. However we have promised for more than 10 years that we will bring IT under control, and that ITSM initiatives will add value and have failed miserably. In this presentation I will be looking back at some real examples of the ‘Attitude, Behaviour and Culture´ that underpin our poor performance, looking back at 10 years of worst practice and giving one best practice tip to help finally break through the cycle of worst practices. I will stress the need for Leadership. It is leadership of IT managers that will have to change the ‘Attitude´, ‘Behaviour´ and ‘Culture´ that are very often the barriers to successful ITSM improvement programs. The presentation is based upon an article published in the itSMF - Best practice yearbook in the Netherlands, I will also focus on how organizations should adopt ‘compliance´ frameworks such as ISO20000 to demonstrate ‘control´ and ‘Performance´ frameworks such as ‘Balanced scorecard´ to steer ITSM. |
ABC of ICT Round table workshop
Paul Wilkinson
"ABC is like an iceberg, much of it hidden beneath the surface and yet capable of inflicting enormous damage....." to your IT organization, or more importantly, your business!
ABC stands for the ‘Attitude´, ‘Behaviour´ and ‘Culture´ of IT organizations. It is the ABC issues that are preventing many IT organizations from realizing the benefits of ITSM improvement projects. A recent Forrestor report revealed 52% of such initiatives fail because of resistance. Frameworks alone, such as ITIL, ISO, CobiT are not enough. Unless the ABC issues are addressed there is a strong possibility that deploying such a framework will fail.
This is an interactive session in which a number of small teams will be given a number of exercises to perform using the ABC of ICT worst practice card set. This card set contains 57 industry recognized worst practices. This session is intended to stimulate dialogue and discussion amongst participants , the aim is to identify the most common ABC worst practices and the consequences, impact and risk to your organization. Delegates will gain an insight into the hidden ABC issues within their organization and can also discuss experiences in dealing with these worst practices. The results and findings will be captured and shared with all itSMF members.
 Dalibor Petrovic |
Dalibor Petrovic is a Senior Manager in Deloitte Canada. Dalibor leads Deloitte Canada´s ITSM Center of Excellence. He is a certified ITIL V3 Expert, ITIL V2 Service Manager, ISO 20000 Internal Auditor and Consultant, certified Project Management Professional (PMP) and certified in CobiT and Lean Six Sigma. Dalibor´s expertise in ITIL framework earned him a prestigious status of an international exam marker for ITIL Service Manager Certifications (ITIL Master), and a role of an editor of the official ITIL V3 Library. |
IT Strategy: The Key to Winning Executive Support
Dalibor Petrovic
Lack of sustained executive support is often identified as the key cause of failure for IT Service Management initiatives. Winning and sustaining this support is therefore essential!
Developing an IT Strategic Plan is not just an excellent way to lay out a roadmap for your IT Service Management initiative, it is also a proven method to gain and sustain executive support for such initiatives.
Good IT Strategic plan is beneficial at many levels: it fosters communication between IT and business, facilitates alignment and integration of business and technology, it clarifies vision, mission, goals, objectives; identifies key investment areas and lays them in an actionable roadmap. It is a wonderful tool at IT management's disposal to secure long-term, sustained commitment for their IT Service Management initiatives.
This session will outline a practical, step-by-step approach to IT strategic planning, and share some examples of what constitutes a successful Strategic Plan: the Vision, Current State Assessments, Gap Analysis, Recommendations, and Roadmap. We will then address how IT Strategic planning process can be a useful tool to secure the necessary support of senior executives for introduction of IT Service Management initiatives.
The key learning objectives of this session are:
1. Understand the criticality of Strategic Planning
2. Understand the process of developing an effective IT Strategic Plan;
3. Understand the common conerns of business executives that relate to IT;
4. Learn how an effective IT Strategic plan helps address those concerns and validates the need for IT Service Management in an organization
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Matti Nurmi |
Matti Nurmi työskentelee Fortumin CIO Officessa IT-kehitysjohtajana, vastuullaan mm. IT-strategian ja -governancen kehittäminen. Hän raportoi tehtävässään Fortumin tietohallintojohtajalle. Ennen Fortumille siirtymistään hän johti Yleisradion tietohallintoa useiden vuosien ajan ja on lisäksi työskennellyt järjestelmien ja toimintaprosessien kehittämistehtävissä mm. Nokia Research Centerissä. |
CASE Fortum:
Hyvän IT-hallintotavan jatkuva kehittäminen Fortum-konsernissa
Matti Nurmi
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Christian F. Nissen has Twenty years of experience within the area of IT Service Management and IT Governance from system programming to management of larger IT Service Management organizations. Today he is one of the owners of CFN People Ltd. CFN People provides consultancy, facilitation, training and courseware for customers in the fields of IT Service Management and IT Governance. |
IT Governance in real life - with a little help from ITIL and COBIT
Christian F. Nissen
Everybody talk about IT Governance and business driven IT these days but very few do something about it. During this presentation you will get practical advice on how to approach IT Governance initiatives in your own organization based on a case from Denmark and best practices from COBIT, VAL IT, ITIL and Weill & Ross.
- What do we mean by IT Governance, and why is it interesting?
- How do you set up appropriate organizational governance structures and roles to facilitate business driven decision making?
- How do you prioritize and manage the investments and resources allocated to the portfolio of services, projects and customers?
- How do you set up goals, measurements and controls to manage the performance of the IT enabled services and investments?
- How do you support the IT Governance framework with agreements, models, processes and tools?
* How do you approach the necessary organizational changes?
Sari Antila
Nokia IT
Sari Antila is working as Product Manager for the new ITSM Platform and other ITSM area tools in Nokia IT.
She has been actively involved with different types of ITSM related tools and processes and their management/development in Nokia for several years.
Within that time the organization's interests and targets have evolved from first experiments with excels to homegrown systems, to 'customized to perfection' standalone systems & processes, to profound ITIL adoption, and finally to an integrated, commercial off-the-shelf system with ITILv3 compliant processes with ultimate target of reaching ISO 20000 compatibility.
CASE Nokia IT & ITSM
Sari Antila
Lauri Uotila
Sampo Pankki
Sampo Pankin pääekonomisti Lauri Uotila on toiminut ekonomistin tehtävissä vuodesta 1982 alkaen.
Ajankohtaiset näkymät suhdanteissa ja rahoitusmarkkinoilla
Lauri Uotila
Vuoden HelpDesk 2009
Sanna Pekari, Wärtsilä
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Jean-Luc Gérardy received his Master Degree in Electrical Engineering in 1981 at the University of Liège (Belgium), a post-graduate degree in Business Administration at the University of Louvain n 1982 and a post-graduate degree in Telematics and Organisation at the University of Brussels in 1992. In 1982, Jean-Luc joined the National Bank of Belgium as engineer in the Premises department. In 1990, he was appointed Senior System Engineer in the EDP research Division. In 1993, he became responsible for the Support of the Front Office Division in the Financial Market Department. In 1997, he was seconded to the European Monetary Institute in Frankfurt (Germany) and he was transferred to the European Central Bank (ECB) in 1998. He is currently the Head of the IT Operations and Support Division of the ECB being responsible for the operations and support of all ECB and ESCB (European Systems of Central Banks) applications. In 2008, he successfully introduced all ITIL service management processes and obtained the ISO/IEC 20000 certification. During the last itSMF UK conference, Jean-Luc's project received the prestigious itSMF UK project of the year 2008 award. Jean-Luc is chairing the ESCB IT Service Management task force having for goal to harmonise the Service Management processes across the ESCB. |
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Danièle Krebs received her Master Degree in Business Administration in 1995 from the Institut Supérieur de Gestion in Paris. In 1995, Danièle started her professional career as Financial Controller at the Commerzbank in Frankfurt. In 1997, Danièle joined the Dresdner Bank in Frankfurt as Senior Risk Controller. In 1999, she became Budget Expert at the European Central Bank (ECB). Since 2005, Danièle is leading the Service Delivery Section of the IT Operations and Support Division of the ECB. Being responsible for the ISO/IEC 20000 Programme Office, Danièle played a key role in the project to successfully implement all ITIL processes and to achieve the ISO/IEC 20000 certification. The success of the project was recognised in the Central Banking community as the ECB is the first central bank worldwide having achieved that certification. Danièle is a member of the ESCB IT Service Management task force having for goal to harmonise the service management processes across the ESCB. |
Excellence in IT Service Management - How to successfully achieve ISO/IEC 20000 certification
Jean-Luc Gérardy
Danièle Krebs
The literature describing the Service Management processes and the ISO/IEC 20000 certification scheme is rather rich. Unfortunately, nearly nothing is said about HOW to implement the processes and to achieve the ISO/IEC 20000 certification.
A project manager will be confronted with many questions. Without being exhaustive, here are a few examples of issues that will have to be addressed. How shall I justify the business case of my project? What is the starting point of my project? In which order shall I implement the processes? How can I test my processes? How can I introduce the processes in production? Do I need external help? What shall I do with legacy systems to manage them under the ISO/IEC 20000 framework? Who should be the process owners and managers? Should the IT department be organized per business services? What should my management system cover? How do I measure the maturity of my processes? Which level of training is required for my staff? How do I measure the risks of my project and the risks linked to the Service Management function? How shall I prepare the audit?
The orators will cover all difficulties (challenges) faced during a successful ISO/IEC 20000 project. They will provide answers or hints to all questions a project manager will be confronted with.
Linh C. Ho
Product Marketing Manager
Compuware Corporation
Knowledge Management Fusion: Uniting CMDBs, CMS and SKMS
The more you know, the harder it is to make decisions. Yes. But! Having the right information at the right time helps you make the right decisions faster. ITIL's Service Knowledge Management System (SKMS) is your answer to this. Learn from one of the early SKMS adopters story, a large service provider´s internal IT operations, who support over 50 000 employees and partners globally. This presentation will give you insight into the journey from the CMDB to CMS to SKMS and how to create business value from the CMDBs.
 Tomi Dahlberg |
Tomi Dahlberg on IT:n johtamiseen erikoistuneen konsultointiyrityksen IT Governance Partners, IGP Oy:n partneri ja hallituksen puheenjohtaja. Hän toimii tietojärjestelmätieteen professorina Helsingin kauppakorkeakoulussa (visiting professor). |
Tomi Dahlberg
Puheenvuoro kertoo, mitä mittareita suomalaiset IT palvelutuotannon ammattilaiset pitävät käyttökelpoisimpina IT palvelutuotannon johtamisessa kun he johtavat keskeisimpiä ITIL prosesseja ja Service Desk funktiota.
Seppo Tapola
Ratkaisuarkkitehti
HP Software & Solutions
ITIL Expert, CGEIT
Case HP
Näin varmistettiin onnistunut palveluhallinnan kehityspolku - Kerromme case esimerkkien avulla, miten yritykset ovat:
- saavuttaneet mahdollisimman korkean käyttöasteen investoinneille
- minimoineet toteutusprojektien riskit
- toimineet kustannustehokkaasti
Mato Valtonen
Luovuuden Asiamies
Sleepy Sleepers ja Leningrad Cowboys -yhtyeiden ex-keulahahmo, yrittäjä, taiteilija, kirjailija...
Mato on ehtinyt elämänsä aikana saavuttaa menestystä ja kunniaa. Mikä vimma on vienyt eteenpäin, sen kuulet nyt Madon huumorillakin höystetyllä luennolla.
Kiekko kulmaan ja kaikki perään, toimiiko?
Mato Valtonen
Työmaailmassa kehitys tapahtuu ainoastaan uuden ja odottamattoman kautta. Itsenäinen ajattelu ja luovuus ovat keinot kehitykseen. Ilman uudistumista jäädään poteroihin makaamaan ja taistelu on hetkessä ohi. Rohkeilla ratkaisuilla ja ideoilla saavutetaan menestystarinoita kuten Mato on tehnyt, vaikka ensimmäisenä oleminen ei aina ole helppoa. Joskus tulee takapakkiakin. Kuinka silloin noustaan pohjamudista? Jokaisessa meissä on luovuutta mutta miten se saadaan kaivettua esille?
- Uskallanko olla erilainen?
- Ideoiden roiskiminen, työskentely ryhmässä?
- Riskeeraanko vai riittääkö tuttu ja turvallinen?
- Tuleeko se itku pitkästä ilosta?
- Luova hulluus?
"Salliva ilmapiiri on luovuuden edellytys. On yhtä tärkeää uskaltaa esittää ideoitaan kuin kuunnella muita näiden ajatuksia tyrmäämättä. Parempi sata ideaa, joista kaksi hyvää, kuin ei yhtään ideaa."
Luovuuden lisäämiseksi työpaikkojen ilmapiirin tulisi muuttua radikaalisti, jotta siellä voisi räiskiä ja roiskia ja ajatuksilla olisi tilaa ja aikaa kehittyä. Myös kyseenalaistaminen on tärkeää", Valtonen sanoo.
Vaikka luovuus on usein sidoksissa mietiskelyyn ja avoimeen kiinnostukseen asioita kohtaan, Valtonen painottaa myös rohkeuden ja tekemisen merkitystä. Hänen mielestään on kahdenlaisia ihmisiä: niitä jotka tekevät ja niitä, jotka puhuvat siitä mitä muut ovat tehneet..
"Parempi olisi kuulua ensimmäiseen ryhmään. Hihat ylös vaan. Muuten ei synny mitään", hän kehottaa.
Päivä 2
9.10.2009
Lataa päivän 2 ohjelma PDF-muodossa
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Robert Stroud is the Vice President of Service Management Strategy and IT Service Management and Governance Evangelist at CA, Inc. Robert serves as an International vice president of ISACA and the IT Governance Institute (ITGI), is the chair of ITGI´s COBIT Steering Committee and also a member of the IT Governance committee. Additionally he is a Board member of the IT Service Management Forum (itSMF) USA and is part of the itSMF International Executive Board serving in the role of Director of Audit, Standards and Compliance. As CA´s global evangelist for IT service management and governance, Robert is dedicated to the development and communication of industry best practices and acts as a strong advocate for the customer - working closely with users, industry organizations, government agencies, and IT luminaries to identify and communicate IT best practices. He is a mentor to many organizations, advising them on their implementations to ensure they drive maximum business value throughout the process. His role includes ensuring that CA´s solutions adhere to industry best practices. A 27-year IT veteran, Stroud has significant practical industry experience and is a recognized industry speaker and leader. He is considered a global authority on governance leading the ITGI COBIT Steering Committee and setting the product strategy and direction. He has contributed to multiple publications including Guidance for Basel II, COSO ERM and COBIT versions 4.0 and 4.1. As an IT service management expert, he also has contributed to several titles on ITIL and was a member of the ITIL refresh process in the roles of mentor, reviewer and on the Advisory Group. Stroud spent more than 15 years in the finance industry successfully managing multiple initiatives in both the IT and retail banking sectors related to IT service management and process governance. |
Can I have cheese with my Burger please - (the Service Catalog made easy!)
Robert Stroud
Have you been hearing all the noise about the Service Catalog, defined in ITIL? Is your business looking for a menu of the services that IT can deliver to enable and empower the business or are they simply looking for a menu or shopping cart environment that they can select from Or do you want to give them a catalogue of services with service metrics and costs to educate them on the value you provide and to assist with demand management?
This session, will introduce you the Service Catalogue and will provide you with practical tips and tricks and samples to allow you to return back to the office and start on this journey for yourself and enhance your reputation with the business.
Juha Punnonen
Director ICT
Alma Media Oyj
Case Alma Media Oyj, ICT service indicators, worth measuring?
Juha Punnonen
Maarit Heikkilä
Director, Services
Nice-business Solutions
Tommi Rinnemaa
Palvelukehityspäällikkö
Fujitsu
Case Fujitsu & Nice
Kokemuksia it-palvelunhallinnan parhaiden käytäntöjen soveltamisesta
Fujitsun visio, Riittäisikö puoletkin?, viittaa ajatukseen organisaatioiden käyttämän tieto- ja viestintätekniikan hajanaisuudesta ja kustannustehottomuudesta.
Fujitsun visiota voidaan soveltaa it-johtamisen ja hallinnan periaatteisiin kysymällä Riittäisikö puoletkin it-ongelmista?
Fujitsu hyödyntää parhaita käytäntöjä varmistamaan toiminnan kyvykkyyden ja asiakastyytyväisyyden kehittymisen. Keskeisimpiä viitekehyksiä ovat Lean-filosofia, ITIL-malli, ISO-standardit, EFQM-malli, PMBOK-projektimalli ja Spice-kyvykkyysmalli.
Fujitsu on ISO20000-sertifioitu IT-palvelutoimittaja ensimmäisenä ja toistaiseksi ainoana Suomessa.
Sertifikaatti on myönnetty sekä Patja- että Sohva-asiakkuuksille.
ISO20000-sertifikaatti on luotettava ja riippumaton vakuutus asiakkaalle prosessien tehokkaasta ja yhtenäisestä käytöstä.
Kaisa Selkokari
Palvelupäällikkö
Logica
Palvelupäällikön urapolkuja
Kaisa Selkokari
Millä eväillä palvelupäällikkö selviää muuttuvasta ja kasvavasta kompleksisuudesta ja mitä hän erityisesti tarvitsee?
Pohdinnassa on nyös modernin palvelunhallinnan ja antiikin filosofien välinen yhteys - tai onko sitä?
Markku Kuula
Professori
Helsingin kauppakorkeakoulu
CASE Aalto-Yliopisto
IT-toimintojen yhdistäminen ennen Aalto-Yliopiston toiminnan aloittamista
Markku Kuula
Esityksessä kuvataan, mitä oikeasti on tapahtunut. Miten johdetaan muutosta, kun "kaikki" muuttuu. Miksi IT-palvelutuotantoa on kehitetty ITIL-viitekehyksen puitteissa? Miksi tietohallintoa on ryhdytty kehittämään Cobit-viitekehyksen mukaan?
Ian Robertson
Tieto
Change Management, Army Style
How change management and ITIL is done in the UK Military
Ian Robertson
Ken Goff
Senior Consultant
itSMF UK Board
His clients include high profile organizations WORLDWIDE. Previous to this, his corporate career was built in the IT industry (for major organizations) over nearly 30 years, where he was an experienced Senior Executive, as well as on the Board of Directors (Vice-Chairman) of the IT Service Management Forum UK (itSMF). One of the most enthusiastic/passionate people in the game.
Implementing Problem Management delivers
Ken Goff
This is a real-life story of a major organization that received amazing benefits following the implementation of Problem Management. The session covers the approach taken to delivering problem Management, as well as explaining the before and after position of the organization (focusing on the benefits that were gained).
Interactive presentation for anyone responsible for Problem Management (session provides tips of how to make it work) and management and staff who would like to see Problem Management take off within their organisations. No previous ITIL experience is necessary.
Saku Airosmaa
Marketvisio, Gartner Finland
Putting People First - Organizing and Staffing IT Infrastructure and Operations
Saku Airosmaa
In difficult times, IT Infrastructure and Operations leaders are caught in the squeeze of delivering better service quality with reduced cost under a constant change. This presentation addresses the following issues that IT leaders face under growing economic pressure:
2. What strategies and methods can be used to effectively justify staffing size?
3. What skill set implications are there in moving to a business-driven process and service-centric operations group?
 KEY NOTE: |
David Cannon is internationally recognized as a leader in IT Service Management. He has more than 19 years experience in IT Service Management and is a Fellow of the Institute of Service Management. |
It´s all about you! - ITSM and Professionalism
ITSM has been a major driver in the IT industry for a number of years. Organizations have used ITSM to improve services, save money, increase value. But behind every organization´s success, are a number of dedicated and experienced individuals. How can the industry recognize these individual achievements? Is ITSM a series of individual achievements, or is there a career path? How will it benefit me to be viewed as a Professional, not just a Practitioner? What´s in ITSM for me?
WORKSHOP
The "hidden" aspects of Service Operation - feedback loops, metrics, the real meaning of Event Management, etc.Metrics and Measurement
This workshop focuses on an approach to defining metrics that support successful IT Service Management projects and processes. It starts by exploring some unsuccessful approaches to metrics, and why they don´t work. It then goes on to explore what it takes to define a "successful" metric, and how to use it. The workshop will also cover reporting requirements and techniques. This workshop is not about coming up with a comprehensive list of metrics. It´s about understanding how metrics are used, and how they work. Most of all, it´s about helping delegates define how to be successful, and prove it!Sponsoreiden puheenvuorot | Klondyke
Torstaina 8.10.2009
klo 10:15 - 10:40
Fujitsu
Riittäisikö puoletkin?
Ratkaisujohtaja Mikko Lampinen, Fujitsu
klo 10:40 - 10:05
IBM
Maailma on älykäs - Onko IT-infrastruktuurisi?
Susanne Nygård, IBM Nordic Tivoli Automation Sales Leader
klo 11:15 - 11:40
Tieturi
Prosessin kypsyystason mittaaminen - kokemuksia pikatyökalusta
Prosessin kypsyysmittaus voi "oikeaoppisesti" tehtynä olla kallista ja pitkäkestoista. Toimiiko Quick-and-Dirty-työkalu yhtä hyvin? Onko hyötyä 15 minuutin pika-arviosta? Keskustelua ja kokemuksia pikatyökaluista.
Ben Kalland, johtava konsultti, Tieturi
klo 11:40 - 12:05
WAKARU
Liiketoimintaprosessien mittaaminen - CASE: päivittäistavarakauppa
Petri Kultaranta, Senior Consultant, Partner, Wakaru Partners
klo 12:45 - 13:10
Sysart
Miten liiketoimintalähtöinen IT-hallintajärjestelmä tehostaa tietohallinnon toimintaa
Juhani Palosaari, Director, Requeste, Sysart
klo 13:10 - 13:35
HP
Tule rakentamaan yrityksesi palveluhallinnan kehityspolkua - Transformation Experience Workshop:
- Visuaalinen ja interaktiivinen
- Ainutlaatuinen ja kokonaisvaltainen
Seppo Tapola, Ratkaisuarkkitehti, HP Software & Solutions, ITIL Expert, CGEIT
klo 13:45 - 14:10
Noval Networks
Palvelutasonhallinta käytännössä case-esimerkkien kautta.
Erkki Tuomi, toimitusjohtaja, Noval Networks
klo 14.10 - 14.35
Infotool
Cost savings and licensing
Klaus Dettmer, Director of Product Management, iET Solutions
