The document outlines the agenda for the Fusion 12 event, which includes keynote speakers, registration details, and an award for certified support teams. It also discusses customer service week activities and the upcoming Fusion 12 conference that features workshops and networking opportunities. Additionally, the document emphasizes the importance of transformational leadership and provides insights on measuring the ROI of ITIL implementation.

1. Fusion 12 Sneak Peek
South Florida HDI Chapter
September 20, 2012

2. Agenda
1:00 PM Registration and Networking
1:30 PM Welcome and Event Overview
1:45 PM Keynote 1 – Mike Kublin
2:30 PM Break
2:45 PM Keynote 2 - Doug Tyre
3:45 PM Closing Announcements, Survey’s & Raffle prizes
4:00 PM Happy Hour at Carolina Ale House
8669 NW 36 Street, Doral, Florida 33166

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 ThinkHDI.com/HDITC. Contact your
account manager or the Customer Care Center for assistance
• Watch for more information in upcoming mail,
newsletters, and emails

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 www.ThinkHDI.com/2012CSWeek

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 www.ServiceManagementFUSION.com

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 www.HDIConnect.com/buyers-guide

7. $100+
$1000+
$79 Conferences, events and
Online resources, webinars,
Research Corner, whitepapers… Training discounts
$240 Value $75
Focus Book Series and Annual
Practice and Salary Report Local Chapter Membership
$165
$100 (only for today)

8. Thank you to our Sponsors!

9. Rock Stars!!!
• How do you recognize and show
appreciation to your employees?
• What makes an employee go above
and beyond?

10. South Florida HDI
Thanks 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. Volunteer?

12. Mike Kublin
Michael W. Kublin is the founder and President of PeopleTek,Inc, a
leadership coaching and development company specializing in
helping leaders, teams, and organizations thrive by having the
courage and commitment to lead, plan, and communicate with
confidence.
PeopleTek specializes in enabling technicians, professionals, and
their teams to examine their behaviors and determine what is / is
not effective and to identify what may be inhibiting desired
results. By examining behaviors, leveraging preferred styles, and
by removing fear from leadership, organizational growth occurs
and results improve..

13. Becoming a Transformational
IT Leader
Taking leadership to new levels . . .
Michael W. Kublin
President, PeopleTek
Presented to HDI South Florida Chapter

14. Session Objectives . . .
Learn why the mindset of IT professionals must be
changed from transactional to transformational; learn
the 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 immediately
implement to transform your leadership style and
behaviors

15. ICE BREAKER – I’m A Rare Find
I am the (circle one: first, middle, youngest) sibling in my
family.
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:

16. JOHARI WINDOW
KNOWN TO SELF NOT KNOWN TO SELF
KNOWN TO OTHERS
OPEN BLIND
NOT KNOWN TO OTHERS HIDDEN UNKNOWN

17. Please Stand If You’re A Leader

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. 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. 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. Which Is More Important?
1.Technical skills
2.Leadership skills

22. Moving towards Transformational Leadership
Changing 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. 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. LEADERSHIP IS LIKE ARTWORK
Pollack vs. Michelangelo

25. 5 P’s For Leadership Success:
1. Passion
2. Planning
3. Persistence
4. Profit
5. People

26. PASSION . . .
Love what you do
Know what you excel at
Where do you feel you add the most value?
Market your strengths and minimize and
develop your weaknesses
Establish steps and a timeline

27. PLANNING . . .
Vision
Mission
Goals
Measures
Σ Behaviors

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. Written Plans Are Critical
Do you have a documented (in writing!)
plan that will take you, and your IT
organization to a higher level?
1. Yes
2. No

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 BE's for each STREAM
Step 4 : Identify the CRITICAL SUCCESS
FACTORS (CSF's) to sanity check the Streams -
there is a problem if CSF is not covered by a stream

31. PeopleTek’s 7 Step Strategic Action Plan
Step 5 : Identify the ‘AS IS' for each Stream - an
honest evaluation is needed
Step 6 : Determine the HOW TO's for each of the
streams
 Step 7 : Ensure accountability. An owner must be
assigned for each stream and for each “HOW TO”
step.

32. 1.GOAL Of Strategic Action Plan mm/dd/yy
2. STREAM 5. AS IS 6. HOW TO’s 3. TO BE
Customer needs: Unsure Identify key Clear
customers understanding of
7. Owner: key customer
needs
7/01/2012
Quality: No clear goal Identify goal Define Celebrate Rated 98%+ by
for each measures successes customer
7. Owner: deliverable and process 12/1/2012
and function
Technical skills: Good; need to Identify skills Create Reward based Completed by
be excellent needed to be development on skills 6/1/2012
7. Owner: leading edge plan process
4. Critical Budget CIO support Staff willing to learn
Success Factors
(CFS)

33. PERSISTENCE . . .
Defined as:
The quality of continuing
steadily despite problems or
difficulties

34. Learn from set-backs –
Turn everything into a smile
Not everything goes as planned . . .
Review what was done and then
determine what could be done differently
LISTEN. What are you hearing and feeling?
Think in terms of “could” versus “should”

35. PROFIT . . .
• There must be financial gains
• There must be emotional gains

36. Profit is linked with strong
leadership . . . and promotes
growth and customer and
shareholder satisfaction!

38. PEOPLE . . .
Understand and appreciate differences
Don’t limit it to thinking in terms of minority
lines
Recognize and understand differing styles

39. Most Important Leadership Trait?
1. Trust
2. Communication and listening
3. Accountability and fairness
4. Motivational and inspirational

40. Self Reflection . . .
I is
required!

41. 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?

42. Know Your Strengths!
Which of the 5Ps do you view as your
strength?
1. Passion
2. Planning
3. Persistence
4. Profit
5. People

43. 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!

44. My Personal Commitment:
I commit to transform and strengthen
my leadership by taking the
following action(s):
__________________
__________________

45. " You don't have to be g reat to
get started, but you have to get
started to be g reat."
~ Les Brown

46. Appendix
46

47. For Your Improvement 4 th edition
suggests:
1. Learn to speak strategically using up to date vocabulary
2. Accept strategy as a way of life
3. Be curious
4. Widen your perspective
5. Get out of day to day business
6. Learn to think strategically
7. Have a desire and ramp up
8. Be able to prove ideas and concepts
9. Create a strategic plan
10. Be able to define the implications of your daily work
11. Understand how the short term impacts the long term

48. Step Process
Harvard Business Press
1. See the big picture
2. Articulate strategic objectives and use
SMART Goals
3. Identify relationships, patterns & trends
4. Get creative
5. Analyze information
6. Prioritize your actions
7. Make trade-offs

49. 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: 978-1-84928-065-5
12 Steps For Courageous Leadership
By Michael Kublin with Jan Mayer-Rodriguez
ISBN: 978-1-4567-1937-1
49

50. 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
www.peopletekcoaching.com
mkublin@peopletekcoaching.com 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.

51. 15

52. Doug Tyre
Doug Tyre is an IT Service Management
practitioner and trainer at the University of
Miami. He received his BS in Economics from
the University of Alabama and his MS in the
Management of Technology from the University
of Miami. He is an ITIL Expert and holds
teaching certifications in Linux, UNIX and
VMware.

53. Session 201: Is ITIL Really Worth the Effort

54. 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

55. Where Do We Start?
• Forecast costs
• Forecast benefits
• What can be translated into $$?
• Are any models available?
• Benchmark
– What have others done

56. ITIL Isn’t Cheap
Adopting ITIL best practices can be costly
– Technology purchase/configuration
– Training
– Consultants
– Process Design
– Culture Change
– Time required
How do we justify all this time and effort?

57. Measuring the Benefits
Quantifying 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?

58. 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 surveys
Source: Gartner (June 2011)

59. Big Picture Financial Benefits
• Reduce IT service cost
• Improve IT-supported sales
• Reduce time to market
• Business staff productivity

60. 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

61. 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

62. Incident Management
Benefits 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

63. 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

64. 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?

65. Problem Management
Benefits 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

66. 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

67. Cost per Open Problem
• Workaround costs
– Call handling in IT
– Business downtime
• reporting incidents
• Implementing workaround
• Problem resolution time

68. 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

69. 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

70. Unmet Customer Requirements
• Time spent using workarounds
• Redesign
• Retest
• Loss of confidence in IT
• Impact on external customer
• Lost sales

71. More Changes/Quicker to Market
• Business agility
• First to market
• More business opportunities
• Reuse
• Lost sales

72. 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?

73. How to Forecast*
• Case studies
• Benchmarking
• Forums
• Industry groups
• SWAG?
*Calculating ITIL return on investment is an inexact science. How does your
organization compare with your peers? Are you starting your effort further along the
service management maturity curve? Are you able to capture all of the avoided
costs?

74. Accounting Considerations
• Decentralize budgets
• Appropriate level of detail
• Appropriate Chart of Accounts
• Service based costing

75. Don’t Forget the Business
• IT as a strategic partner
• Optimum mix of IT service investments
• Quicker to market
• Business reputation/image

76. 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

77. 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

78. 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
• dtyre@miami.edu
• dougtyre@gmail.com
• @dougtyre

79. Volunteer?

80. 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

81. Thank You
• Find us on Facebook
• https://www.facebook.com/soflahdi
• Find us on Twitter
• @HDI_So_Florida
• Find us on LinkedIn