Events – Agenda View

In this presentation I describe a variety of visu­a­li­za­tion types that could be very useful for managing services but are rarely seen.

In this presentation I describe a variety of visu­a­li­za­tion types that could be very useful for managing services but are rarely seen. You may view the video here.

One of the main effects of Kanban is to help smooth the flow of work, which brings, in turn, many benefits. So, we want to have an idea of how good a job we are doing in improving flow. The metric “flow efficiency” is one of the major ways of measuring flow. But it can be very difficult and effort-intensive to measure.

What does Isaac Asimov have to do with virtual collaboration, COVID-19 and continual improvement?

What are the principal metrics that make kanban a continual improvement method? How are they visualized? Examples will be provided using the online tool Kanbanize using historical data from a fictional marketing department.

Continual improvement is a key practice in both implementing and maintaining the management of your services. But it is not realistic to jump from no continual improvement to an excellent continual improvement discipline. An continual improvement maturity model helps you achieve these goals.

ITIL 4 has consecrated the use of many modern management methods for managing services. Should we continue to use the same old data visualizations for service management or is it time to take a new look at how to visualize information?

Organizational structure is fundamental to the effectiveness and efficiency of our work. But improving that structure is very complex and fraught with risk.

Why is Kanban a particularly good method for working agilely

Going from no improvements to continual improvements is not an on/off switch. How can an organization continually improve the capabilities required to continually improve its services?

Continual improvement is a key practice in both implementing and maintaining the management of your services. But it is not realistic to jump from no continual improvement to an excellent continual improvement discipline. You may view the recorded presentation here.

Sur l’agenda : le Kanban Pizza Game. Apprendre et peaufiner la méthode Kanban tout en fabriquant des pizzas. Miam-miam !

Apprendre les principes de Kanban en jouant le jeu Kanban Pizza

How do you continually improve your continual improvement? Based on cases in other organizations, I have developed a maturity model to help motivate, direct and affirm the value of continual improvement.

What does agility mean in the context of managing services? How is it different from agility in the development of software?

Sur l’agenda : 3 jeux pour apprendre des principes de base de Kanban. Venez avec vos esprits d’ouverture et imaginatifs ! Nous allons partager et apprendre ensemble.

Using AI is becoming increasingly common for the delivery and the management of services. Most discussions talk about the technology behind AI and the role of data scientists and application developers in creating and managing AIs for services. But what is the role of the service manager? You may view the presentation here.

Sur l’agenda : 3 jeux pour apprendre des principes de base de Kanban. Venez avec vos esprits d’ouverture et imaginatifs ! Nous allons partager et apprendre ensemble.

Robots, their intelligence and how they learn are all the rage today. But what do they mean when it comes to managing services?

Sur l’agenda : 3 jeux pour apprendre des principes de base de Kanban. Venez avec vos esprits d’ouverture et imaginatifs ! Nous allons partager et apprendre ensemble.

Learn the basic practices of kanban in a gamified context

Continual Improvement is a low risk, high performance, agile strategy for aligning services and goods with customer expectations. But every team has different experiences, skills, needs and motivations. The Continual Improvement Maturity Model helps adapt your improvement initiatives to your distinct needs, motivating team members, improving working conditions and yielding proactive, pragmatic management information.

Many people, when hearing the word “agile”, think it is a method for developing software. But agility is much more basic to the work we do in organizations and can be applied to any domain. A manifesto for managing services with agility describes the six foundations of agility in managing services.

The continual improvement maturity model provides a framework for addressing the issues specific to each team, for motivating team members and for providing management with an objective assessment of the progress being made by the organization.

Apprendre les pratiques de kanban dans un atelier ludique

In the context of this Meetup I will be presenting my model for Continual Improvement Maturity. Register for this event. Read my article on the subject

Apprendre les pratiques de kanban dans un atelier ludique

Apprendre les pratiques de kanban dans un atelier ludique

Apprendre les pratiques de kanban dans un atelier ludique

Apprendre les pratiques de kanban dans un atelier ludique

What should be taken into consideration when services are delivered and managed using robots

What should be taken into consideration when services are delivered and managed using robots

What should be taken into consideration when services are delivered and managed using robots

What should be taken into consideration when services are delivered and managed using robots

What should be taken into consideration when services are delivered and managed using robots? You may view the video here.

Organizations frequently have difficulty in releasing new services and applications.

By making process improvement part of business as usual activities, risk is lowered and value is increased more rapidly and more frequently.

What role, if any, does a process owner have in a lean context?

A workshop for itSMF Slovakia conference participants

What are the principal axes along which an team may develop its capabilities to improve continually

A proposal for ITSM tools that radically improves performance.

Do we deliver and manage services based on what we think our customers need?

Les défis auxquels est confronté le gestionnaire d’un projet « agile » sont souvent évoqués.

How Kanban can help service providers break out of the vicious cycle of slowness and control.

Every organization has faced the complex issue of organizing its personnel to design new or changed services.

While many organizations manage a Project Portfolio, they have difficulty understanding how it relates to a Service Portfolio.

Kanban provides solutions for issues that traditional frameworks either cause or do not help to mitigate.

How to improve continually the management of services using the kanban method

Integrate development and transition activities using Kanban

Greg Sanker, Gerben van Kesteren and Robert Falkowitz discuss change, release and configuration management.

What does it means for a service to succeed or to fail?

The future of service management must go beyond the “traditional” frameworks in use today, such as ITIL®.

A solution to significant problems in today’s ITSM tool landscape as faced by the second and third lines of support.

A solution to significant problems in today’s ITSM tool landscape as faced by the second and third lines of support.

Keynote address at the itSMF Denmark annual conference. A view of the evolution of best practices, past and future, from an anthropological perspective.

How does the service portfolio relate to the other portfolios, such as project portfolios or application portfolios, that are managed in an IT organization?

A discussion of techniques that allow organizations to go beyond the purely reactive aspects of incident management

An analysis of the various methods used to select ITSM tools shows that

An analysis of the various methods used to select ITSM tools shows that only the most mature organizations

An analysis of the various methods used to select ITSM tools shows that only the most mature organizations

Choosing the right tools to deliver the right value in supporting IT Service Management

Selecting an IT tool is often a one-off decision made in isolation and with little thought to an overall tooling strategy.

Presentation of how the selection and implementation process of ITSM tools should be based on ITSM architectural principles.

Presentation of how the selection and implementation process of ITSM tools should be based on ITSM architectural principles.

A description of how to move from spaghetti-like end to end processes to modular processes that are maintainable, easy to understand and to use

A discussion of building business cases for ITSM improvement initiatives based on the Cost of Quality method

A description of how to move from spaghetti-like end to end processes to modular processes that are maintainable, easy to understand and to use

A discussion of common issues in poorly managed projects that lead to expense, delay and low quality services.

Many of the weaknesses in implementations of ITSM processes, such as in configuration, availability, capacity, incident and problem management, have robust solutions in the aviation industry.

A discussion of building business cases for ITSM improvement initiatives based on the Cost of Quality method

A discussion of building business cases for ITSM improvement initiatives based on the Cost of Quality method

An overview of what is entailed in certifying an organization as conforming to ISO/IEC 20000

An overview of the state of ITSM tool support for the processes described in ITIL® V2.

The IT Infrastructure Library (ITIL) is a framework for best practices for IT Service Management.

A challenge to the ITSM industry to find organizational methods for improving availability