South Florida HDI Event Fusion 12 Sneak Peek September 20, 2012


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The Analyst of the Year and Desktop Support Technician of the Year awards are an amazing opportunity and honor for our chapter and for the eventual winner who will represent the South Florida HDI chapter. The winners will also compete at the HDI Southeast regional level.

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South Florida HDI Event Fusion 12 Sneak Peek September 20, 2012

  1. 1. Fusion 12 Sneak Peek South Florida HDI Chapter September 20, 2012
  2. 2. Agenda1:00 PM Registration and Networking1:30 PM Welcome and Event Overview1:45 PM Keynote 1 – Mike Kublin2:30 PM Break2:45 PM Keynote 2 - Doug Tyre3:45 PM Closing Announcements, Survey’s & Raffle prizes4:00 PM Happy Hour at Carolina Ale House 8669 NW 36 Street, Doral, Florida 33166
  3. 3. HDI Team Certified• New level of recognition for support teams with at least 80% of staff certified by HDI• Yearly award includes recognition in HDI publications and a crystal award to display on-site• Application fee of $150 collected after team qualification has been verified• Registration available at Contact your account manager or the Customer Care Center for assistance • Watch for more information in upcoming mail, newsletters, and emails
  4. 4. Customer Service Week October 3, 2012 | 11 a.m. – 3 p.m. EDT• Join us for some motivating, rewarding, and fun-filled activities to boost morale, motivation, and teamwork!• This is a complimentary online event for HDI members, guests, and the industry at large• Register at
  5. 5. FUSION 12 Conference & Expo• itSMF USA and HDI’s annual event kicks off this year in Dallas, TX, from October 29–31!• FUSION 12 features fantastic pre-conference workshops, incredible keynote speakers, spectacular networking opportunities, and super informational sessions• As HDI members, you save $200 on your FUSION 12 registrations, and an additional $300 if you’re conference alumni• Register at
  6. 6. The HDI Buyer’s Guide Is Now Open!• HDI is thrilled to announce the launch of the brand-new HDI Buyer’s Guide, aimed at helping guide products and services to the people who need them• Enter comments, provide feedback, and rate the featured products• Visit
  7. 7. $100+ $1000+ $79 Conferences, events and Online resources, webinars, Research Corner, whitepapers… Training discounts $240 Value $75Focus Book Series and AnnualPractice and Salary Report Local Chapter Membership $165 $100 (only for today)
  8. 8. Thank you to our Sponsors!
  9. 9. Rock Stars!!!• How do you recognize and show appreciation to your employees?• What makes an employee go above and beyond?
  10. 10. South Florida HDIThanks go to the following• Lynn Johnson – VP of Programs• Yleana Franco – VP of Sponsorship• Tony Di Perna – VP of Membership• Eddy Fuente – VP of Finance• Albert Noa – Strategic Advisor• Tony Alvarez – VP of Communication
  11. 11. Volunteer?
  12. 12. Mike KublinMichael W. Kublin is the founder and President of PeopleTek,Inc, aleadership coaching and development company specializing inhelping leaders, teams, and organizations thrive by having thecourage and commitment to lead, plan, and communicate withconfidence.PeopleTek specializes in enabling technicians, professionals, andtheir teams to examine their behaviors and determine what is / isnot effective and to identify what may be inhibiting desiredresults. By examining behaviors, leveraging preferred styles, andby removing fear from leadership, organizational growth occursand results improve..
  13. 13. Becoming a Transformational IT Leader Taking leadership to new levels . . . Michael W. Kublin President, PeopleTek Presented to HDI South Florida Chapter
  14. 14. Session Objectives . . .Learn why the mindset of IT professionals must bechanged from transactional to transformational; learnthe essential 5 P’s and why everyone is a leaderUnderstand the importance of self reflection,customer needs, and thinking strategicallyIdentify at least one action item you’ll immediatelyimplement to transform your leadership style andbehaviors
  15. 15. ICE BREAKER – I’m A Rare FindI am the (circle one: first, middle, youngest) sibling in myfamily.To pass the time I like to:I think most people are:Other people describe me as:Our world would be a better place if only people would:I work because:A true friend is:My 2nd job/career would be:I wish I could change:When I am not working, I like to:
  17. 17. Please Stand If You’re A Leader
  18. 18. Transforming IT; it’s a Process Not an Event!Start by answering:What business are you in?Who are your customers?What services do you or could you provide?What do you want your department to be known for?What strategic alliances do you want?Where do you want to take you, or your organization in the next 3-5 years?
  19. 19. Rate your organization: score 1-5, 5 = “always”1.We are equally concerned about long term planning and day to day problems and annoyances.2.We invest in new technology, processes, training, and tools rather than save the budget for next year.3.We have clearly defined vision, mission, goals and roles.4.We hold ourselves and others accountable to high performance standards.
  20. 20. Rate your organization: score 1-5, 5 = “always”5. We facilitate teams and develop a trusting atmosphere in our organization.6. We are not afraid of conflict and deal with difficult conversations with customers, staff and peers rather than avoiding the situation.7. We foster the culture to be a learning organization that admits mistakes freely.8. We train and reward our staff based on meeting the vision, mission and goals of our organization, and for driving business innovation and profitable outcome.
  21. 21. Which Is More Important? 1.Technical skills 2.Leadership skills
  22. 22. Moving towards Transformational LeadershipChanging The IT Leaders Mindset- R Chatham and Brian Sutton Deliver competitive advantage Member of elite which transforms business thinking License to decide Deliver New Needs: getting collaborative to deliver program License to thrive Deliver Business Benefit enabling a partnership and contributes to business thinking License to influence Deliver Day to day needs this is transactional License to exist
  23. 23. Which Level Are You At? 1. License to decide 2. License to thrive 3. License to influence 4. License to exist (What about your organization?)
  24. 24. LEADERSHIP IS LIKE ARTWORK Pollack vs. Michelangelo
  25. 25. 5 P’s For Leadership Success: 1. Passion 2. Planning 3. Persistence 4. Profit 5. People
  26. 26. PASSION . . .Love what you doKnow what you excel atWhere do you feel you add the most value?Market your strengths and minimize anddevelop your weaknessesEstablish steps and a timeline
  27. 27. PLANNING . . . Vision Mission Goals Measures Σ Behaviors
  28. 28. DOCUMENT YOUR PLAN . . . “People who have goals achieve far more than those who don’t, and those who have written goals achieve the most of all”. --Robert McGarvey Make a commitment!
  29. 29. Written Plans Are CriticalDo you have a documented (in writing!)plan that will take you, and your ITorganization to a higher level? 1. Yes 2. No
  30. 30. PeopleTek’s 7 Step Strategic Action PlanStep 1: Set the mission/objective for your strategic planStep 2 : Determine the focus areas (Streams)that are key for achieving your missionStep 3 : Identify the TO BEs for each STREAMStep 4 : Identify the CRITICAL SUCCESSFACTORS (CSFs) to sanity check the Streams -there is a problem if CSF is not covered by a stream
  31. 31. PeopleTek’s 7 Step Strategic Action PlanStep 5 : Identify the ‘AS IS for each Stream - anhonest evaluation is neededStep 6 : Determine the HOW TOs for each of thestreams Step 7 : Ensure accountability. An owner must beassigned for each stream and for each “HOW TO”step.
  32. 32. 1.GOAL Of Strategic Action Plan mm/dd/yy 2. STREAM 5. AS IS 6. HOW TO’s 3. TO BECustomer needs: Unsure Identify key Clear customers understanding of7. Owner: key customer needs 7/01/2012Quality: No clear goal Identify goal Define Celebrate Rated 98%+ by for each measures successes customer7. Owner: deliverable and process 12/1/2012 and functionTechnical skills: Good; need to Identify skills Create Reward based Completed by be excellent needed to be development on skills 6/1/20127. Owner: leading edge plan process4. Critical Budget CIO support Staff willing to learnSuccess Factors(CFS)
  33. 33. PERSISTENCE . . .Defined as:The quality of continuingsteadily despite problems ordifficulties
  34. 34. Learn from set-backs – Turn everything into a smileNot everything goes as planned . . .Review what was done and thendetermine what could be done differently LISTEN. What are you hearing and feeling? Think in terms of “could” versus “should”
  35. 35. PROFIT . . .• There must be financial gains• There must be emotional gains
  36. 36. Profit is linked with strongleadership . . . and promotesgrowth and customer andshareholder satisfaction!
  37. 37. PEOPLE . . .Understand and appreciate differencesDon’t limit it to thinking in terms of minoritylinesRecognize and understand differing styles
  38. 38. Most Important Leadership Trait? 1. Trust 2. Communication and listening 3. Accountability and fairness 4. Motivational and inspirational
  39. 39. Self Reflection . . . I is required!
  40. 40. You Need To Know:What are my strengths?What am I good at?What comes easy to me?What makes me happy?What motivates and excites me?What are my values and beliefs?How do I apply them in my job?
  41. 41. Know Your Strengths!Which of the 5Ps do you view as yourstrength? 1. Passion 2. Planning 3. Persistence 4. Profit 5. People
  42. 42. THERE IS NO RIGHT OR WRONG STYLE!Be authenticKnow what makes you “tick”Know your hot buttonsCommit to continuing your development Get on the starting block; do it now! It’s time to transform your leadership and that of the organization!
  43. 43. My Personal Commitment: I commit to transform and strengthen my leadership by taking the following action(s): __________________ __________________
  44. 44. " You dont have to be g reat toget started, but you have to get started to be g reat." ~ Les Brown
  45. 45. Appendix 46
  46. 46. For Your Improvement 4 th editionsuggests:1. Learn to speak strategically using up to date vocabulary2. Accept strategy as a way of life3. Be curious4. Widen your perspective5. Get out of day to day business6. Learn to think strategically7. Have a desire and ramp up8. Be able to prove ideas and concepts9. Create a strategic plan10. Be able to define the implications of your daily work11. Understand how the short term impacts the long term
  47. 47. Step Process Harvard Business Press1. See the big picture2. Articulate strategic objectives and use SMART Goals3. Identify relationships, patterns & trends4. Get creative5. Analyze information6. Prioritize your actions7. Make trade-offs
  48. 48. Resources Used: Harvard Business Press ISBN: 13:978-1-4221-5559-2 Changing the IT Leader’s Mindset by Robina Chatham and Brian Sutton ISBN: 978-1-84928-065-512 Steps For Courageous LeadershipBy Michael Kublin with Jan Mayer-RodriguezISBN: 978-1-4567-1937-1 49
  49. 49. Michael W. Kublin is the President of PeopleTek, an executive and professional development company specializing in helping leaders, teams and organizations maximize their potential. Mike is author of 12 Steps For Courageous Leadership, is on the Graduate School Advisory Board Michael W. Kublin for Keiser University, on the Board of Directors for Catch 81 (a non 888.565.9555 ext 711 profit), is ITIL v 3 certified, and is a member of SHRM and ICF.
  50. 50. 15
  51. 51. Doug TyreDoug Tyre is an IT Service Managementpractitioner and trainer at the University ofMiami. He received his BS in Economics fromthe University of Alabama and his MS in theManagement of Technology from the Universityof Miami. He is an ITIL Expert and holdsteaching certifications in Linux, UNIX andVMware.
  52. 52. Session 201: Is ITIL Really Worth the Effort
  53. 53. Calculating ITIL ROI is Difficult• Benefits of ITIL span the entire organization – All departments depend on IT – External facing services – Business strategy• Costs can be more narrow• Some things cannot be quantified
  54. 54. Where Do We Start?• Forecast costs• Forecast benefits• What can be translated into $$?• Are any models available?• Benchmark – What have others done
  55. 55. ITIL Isn’t CheapAdopting ITIL best practices can be costly – Technology purchase/configuration – Training – Consultants – Process Design – Culture Change – Time requiredHow do we justify all this time and effort?
  56. 56. Measuring the BenefitsQuantifying benefits can be difficult – Which processes are to be attempted – What is the starting point (baseline) – Can your cost accounting capture cost of: • IT and business downtime? • Customer dissatisfaction? • Unplanned work? • Failed/delayed changes? • Missed business opportunities?
  57. 57. What are the Benefits? According to Gartner after a 2-3 year “serious” commitment:  50% - 75% reduction in unplanned work  10% - 25% labor productivity benefits  20% improvement in customer satisfaction surveysSource: Gartner (June 2011)
  58. 58. Big Picture Financial Benefits• Reduce IT service cost• Improve IT-supported sales• Reduce time to market• Business staff productivity
  59. 59. Other Benefits• IT reputation = trust = business confidence in IT• Increased Consistency/Predictability• Reduced rework/increase reuse• Improved capacity utilization• More accurate budget forecasts• Compliance• Business agility
  60. 60. Divide and Conquer• One process at a time• Estimate avoided costs and benefits• Modify accounts to capture more service-based costing in IT• Share business financial information• Danger: All processes have interdependencies
  61. 61. Incident ManagementBenefits Metrics• Reduction of Incident • Cost per incident Volume • Cost of downtime of IT• Reduction of elapsed services incident handling time • Labor cost of incident• Increased customer satisfaction handling time at 1st and 2nd level• Increased visibility and communication of incidents • Customer satisfaction to business and IT staff survey results/cost of• Increased business customer dissatisfaction confidence in IT capabilities • Incident handle time
  62. 62. Incident and Downtime Cost• Lost productivity in IT AND the Business – Highly variable – Depends on groups affected – IT labor costs at all levels• Cost to implement and use workarounds
  63. 63. Cost of Customer Dissatisfaction• “Home-grown” solutions – Lack of economy of scale • Hardware including maintenance contracts • Software licenses – Bypass security policy – Local administration costs• Outsource?
  64. 64. Problem ManagementBenefits Metrics• Increase 1st call resolution • Labor cost of incident• Reduction of Incident Volume handling at 1st and 2nd level• Reduction of downtime • Cost per incident• Reduction of open • Cost of downtime problems/shorter problem • Cost per open problem lifecycle• Reduction of impact to the • Forecast of number of business for incidents that incidents prevented cannot be prevented• Increase business confidence in IT capabilities
  65. 65. Increase 1st call resolution • Communicate known errors and workarounds • Good Knowledge Management is key • 2nd and 3rd level work can cost 4-6 times more
  66. 66. Cost per Open Problem• Workaround costs – Call handling in IT – Business downtime • reporting incidents • Implementing workaround• Problem resolution time
  67. 67. Change Management Benefits Metrics• Less failed/unauthorized • Cost of failed changes changes • Amount attributed to the cost• More changes that meet the of an IT service that is due to customer’s requirements unmet customer requirements (compliance, quality, cost, time)• Increased accuracy of • Budget and costing variance predictions relating to change forecast vs. actual (time, quality, cost, risk) • Cost per incident• Less change related incidents • Cost of unauthorized changes• Increased accuracy of the CMS • Costs resulting from inaccurate• Reduction in downtime asset and configuration data• More changes/quicker to • Cost of non-compliance market
  68. 68. Cost of Failed/Unauthorized Changes• Rework• Defects• Incidents• Downtime – 80% of downtime is spent figuring out what changed• Other failed changes resulting from changes that are not communicated
  69. 69. Unmet Customer Requirements• Time spent using workarounds• Redesign• Retest• Loss of confidence in IT• Impact on external customer• Lost sales
  70. 70. More Changes/Quicker to Market• Business agility• First to market• More business opportunities• Reuse• Lost sales
  71. 71. What to Forecast/Estimate• How many avoided incidents/problems?• How much reduced downtime?• How much improved customer satisfaction?• How many avoided calls?• How much will call handle time decrease?• How much will time to implement a change decrease?• How much will 1st call resolution rate increase?• How many escalations will be eliminated?
  72. 72. How to Forecast*• Case studies• Benchmarking• Forums• Industry groups• SWAG?*Calculating ITIL return on investment is an inexact science. How does yourorganization compare with your peers? Are you starting your effort further along theservice management maturity curve? Are you able to capture all of the avoidedcosts?
  73. 73. Accounting Considerations• Decentralize budgets• Appropriate level of detail• Appropriate Chart of Accounts• Service based costing
  74. 74. Don’t Forget the Business• IT as a strategic partner• Optimum mix of IT service investments• Quicker to market• Business reputation/image
  75. 75. Intangible Costs and Benefits Benefits Costs • More long-term* • Culture Change • Improved relationship • Resistance between IT and the Business • Trust • Communication • Image (IT and the business)* Intangible benefits may be the most significant of all over the long-term
  76. 76. What to do?• ITIL ROI calculation is like ITIL process adoption – Incident and Knowledge Management – Financial Management and ITIL – Chicken and egg scenario• Collect all the avoided costs and additional revenue generated where possible• Estimate other costs and revenue if possible• Make mention of non-quantifiable benefits• Always include business benefits
  77. 77. Thank you for attending this session.Don’t forget to complete the evaluation! Doug Tyre • ITIL Expert ® • ITSM Practitioner and trainer at the University of Miami • IT Director, Miracle League of Miami- Dade County • • • @dougtyre
  78. 78. Volunteer?
  79. 79. Closing & Raffle• Additional Networking Happy Hour Location Carolina Ale House 8669 NW 36 Street, Doral, Florida 33166• Next Meeting November 15 at Carnival Cruise Lines
  80. 80. Thank You• Find us on Facebook•• Find us on Twitter• @HDI_So_Florida• Find us on LinkedIn