Digital Transformation is the latest Industry buzzword bingo phrase. Nobody knows what it is but everybody wants it! One thing is a fact. We are all faced with Digital disruption. This disruption well mean that IT organizations and ITSM professionals will need to transform? But transform from what to what? In this session Paul will reveal 12 areas that need to transform, based on observations and feedback from more than 400 organizations faced with ‘Transformation’. You will gain insights and tips into what YOU need to do differently starting tomorrow!

Digital disruption is sweeping through the Industry. Changing business models and spawning a host of new or amended best practices to help us transform ITSM capabilities. ITIL4 is one such new development. But ITIL4 represents a significant mindset and behavior change for the majority of organizations. In this dynamic business simulation delegates play the mission control teams of the MarsLander mission. The Mission Director is already suspicious of ‘ITSM’ – feeling it is more a barrier than an enabler. Come to this simulation and demonstrate YOU can translate ITIL4 theory practice …if you dare. At the end of the session we will capture concrete actions YOU can take back to YOUR organization. Digital disruption IS a fact. Failure is NOT an option!

While agile approach has proven to be extremely successful for some organizations, many have managed to implement a caricature of it and later claim that agility is nonsense. It has led to numerous myths and misunderstandings about agility as such, not to mention claims about business loses caused by going agile. This provocative presentation shows how agility might be misunderstood and how organizations often take it completely wrong. It’s all about using the right concepts in an absurd way. At the same time, you will receive several practical hints on doing it right. All tested on humans and organizations. It will make you laugh and cry at the same time as all examples will be real life case studies from real organizations. Maybe even yours…

Projects and work environments are becoming increasingly complex, with more stakeholders, dispersed teams and an unprecedented rate of technological change. In order to adapt to this complexity and find new opportunities to innovate and build a high performing team, project managers must shift their mindset to one of project leadership.

In this thought-provoking talk, Susanne will discuss the differences between management and leadership and show the audience how to engage and inspire the team to participate at the highest level.

As an experienced project manager of large change programs, Susanne has first hand experience of how stressful project management can be. As a result of working in a high-pressure environment for several years, Susanne’s body became infested with stress to the point where she could barely walk. She was forced to slow down and make some important changes in her work and life. She learnt to set boundaries and leave work behind when she left the office. She also got better at delegating, asking for help and began to focus on activities outside of work that fuelled her energy.

Susanne’s story is not unusual. Almost all project managers have experienced stress on their projects and far too many suffer from ill health as a result. Whereas short bursts of stress can have a positive effect on performance, prolonged stress is harmful and can cause burnout. Chronic stress can affect memory, concentration, mathematical ability, language processing and our immune response.

In this two-hour workshop we explore a range of tips and insights that can help you stay clear of negative stress and work within your zone of peak performance. The workshop will help you to:
• Understand the psychology behind stress
• Develop skills that lead to more productive thoughts and habits
• Recognise the warning signs of negative stress
• Respond appropriately to situations as opposed to over-reacting
• Set boundaries that help you stay emotionally, mentally and physically healthy
• Increase your wellbeing as a project manager

Some organizations manage to implement Agile in a successful manner but it seems that many also struggle, especially where expectations on agile has been very different from management and agile teams respectively. Among other things, management expects predictability. It is required by customers, owners and the market, but in reality it is seldom achieved or possible.

Implementing agile sometimes leads to a total lack of predictability, with agile teams that can not say what will be delivered when. This can lead to a lot of frustration and loss of trust, which is critical for creating an agile organization with not only agile teams but also business agility.

An organization must implement agility at the business level and tools and techniques which build transparency and trust with the executive level, on the team level. The presentation will discuss some ways to create trust between agile teams and the management level, with the overall aim to create business agility and more predictable outcomes.

Digitally enabled organizations place higher demands on IT. This is not only about Agile development teams – it spans the whole IT function, including IT service management. This talk is about the thinking behind the new ITIL 4 High Velocity IT module, that addresses these challenging circumstances.

Digital organizations often work with complex systems. These systems are intrinsically unpredictable and therefore do not respond well to predetermined processes and project plans. A more experimental approach is needed. This is illustrated by the Cynefin sense-making framework, which will also be explored.

Digital disruption is sweeping through the Industry. Changing business models and spawning a host of new or amended best practices to help us transform ITSM capabilities. ITIL4 is one such new development. But ITIL4 represents a significant mindset and behavior change for the majority of organizations. In this dynamic business simulation delegates play the mission control teams of the MarsLander mission. The Mission Director is already suspicious of ‘ITSM’ – feeling it is more a barrier than an enabler. Come to this simulation and demonstrate YOU can translate ITIL4 theory practice …if you dare. At the end of the session we will capture concrete actions YOU can take back to YOUR organization. Digital disruption IS a fact. Failure is NOT an option!

In today’s world where competition is global, certification as a proof of professional competence is becoming more and more important. Some companies require it, some customers require it and according to PMI® the salary of certified project managers is higher compared to non-certified.

No wonder there are (according to PMI Today® December 2019 – statistics through September 2019) already 960.491 certified PMP® Project Management Professionals around the globe.

If you would like to advance your career and you are not sure which certification is right for you or what you need to do, you should join us on 100% free presentation by PMI® Chapter Slovenia.

We are not going to talk just about PMP® Project Management Professional but also CAPM® Certified Associate in Project Management and PMI-ACP® PMI Agile Certified Practitioner credential examination.
All you need to know to select, apply and tips how to prepare to get certified.

Conducted by ITSM CENTER d.o.o. (Europe’s Top 10 ITSM consulting/services company)

ITIL advocates that IT services are aligned to the needs of the business and support its core processes. It provides guidance to organizations and individuals on how to use IT as a tool to facilitate business change, transformation and growth.

Learn about the international standard for IT Service Management (ITSM) as well as being guided about how to implement what you’ve learned. This workshop is specifically designed for anyone working in IT wanting to gain knowledge in IT Service Management best practice. Our ITIL® training teaches essentials of IT Infrastructure Library (ITIL®) and helps you to understand how your organization can benefit significantly by applying the ITIL principles to your work environment.

What ITIL is and what it is not. Who is the owner and other general information.
What are the drivers for better IT Management, useful guidance and what are best practices. Definition of Service, Service Management and IT Service Management.
Functions, Roles and Processes.

Introduction to guiding principles:

• Focus on value.
• Start where you are.
• Progress iteratively with feedback.
• Collaborate and promote visibility.
• Think and work holistically.
• Keep it simple and practical.
• Optimize and automate.

Ready to tackle challenges in your complex hybrid cloud environments? Explore how ITSM is evolving to Cloud Service Management and Operations (CSMO). Lean about the CSMO reference architecture and its solutions for Incident and Problem Management. Understand the impact of cloud on processes and the organization and new concepts like DevOps and SRE.

With the evolving landscape towards cloud, IT Service Management (ITSM) has to change as well to stay relevant. This session will highlight work done by the Cloud Garage and Solution Engineering (GSE) workstream on Cloud Service Management and Operations (CSMO). CSMO refers to the entirety of activities – organized in persona, processes, and tools – that are performed by an organization to plan, design, deliver, operate and control IT and Cloud services offered to customers. We will show the tool chain implemented by CASE using relevant IBM, open-source and 3rd party capabilities. In addition to the tools, we will further present the impact of Cloud on processes and the organization. Site Reliability Engineering (SRE) is an emerging construct to operate the cloud in a scalable way. In closing, the recent addition to the Cloud Garage offering for Service Management is presented, supporting clients in this transformation.

One of the myths about agile is that in agile there is no planning. This myth probably stems from comparison with waterfall approaches, where detailed up-front planning is the norm. In agile, there is still a need to plan over a long period of time, commit to a completion date, plan resources, and align the product to a strategic vision. But instead of detailed planning at the beginning, agile planning is spread throughout the entire development process, and it involves all team members, not just one individual who is the designated project manager. Agile planning and estimation breaks down development into small units which can deliver value to a customer. Teams plan for what they can accomplish to satisfy a customer in a short period of time. Some examples of agile planning are during daily standups, during sprint planning meetings and during release planning.

In this workshop, we will cover topics related to agile planning including

• What are the levels of agile planning?
• How do we create the initial product backlog?
• How do we estimate user stories?
• What is the initial team velocity?
• How do we create a product release plan?
• What is the estimated product budget and target completion date?

Each topic will be discussed with examples and exercises which will allow the workshop participants to experience agile planning in practice.

One of the myths about agile is that in agile there is no planning. This myth probably stems from comparison with waterfall approaches, where detailed up-front planning is the norm. In agile, there is still a need to plan over a long period of time, commit to a completion date, plan resources, and align the product to a strategic vision. But instead of detailed planning at the beginning, agile planning is spread throughout the entire development process, and it involves all team members, not just one individual who is the designated project manager. Agile planning and estimation breaks down development into small units which can deliver value to a customer. Teams plan for what they can accomplish to satisfy a customer in a short period of time. Some examples of agile planning are during daily standups, during sprint planning meetings and during release planning.

In this workshop, we will cover topics related to agile planning including

• What are the levels of agile planning?
• How do we create the initial product backlog?
• How do we estimate user stories?
• What is the initial team velocity?
• How do we create a product release plan?
• What is the estimated product budget and target completion date?

Each topic will be discussed with examples and exercises which will allow the workshop participants to experience agile planning in practice.