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PINK16 Day 2 PM & Day 3 – Dead Cats, Football Legends & Batman

Home » External Events, Featured, IT Service Management » PINK16 Day 2 PM & Day 3 – Dead Cats, Football Legends & Batman

Multi-Speed IT Rob England, The IT Skeptic

Kicking off the afternoon on Day 2 was the legend that is Rob England aka The IT Skeptic

Rob opened his session by explaining that for IT to truly deliver value “we must accommodate multiple cadences; your IT cadence must be matched to the speed of your business”.

Rob went on to talk about how in order to stay relevant; we need to change our working culture: “Change Management need to move from Change control to Change facilitation”. The other example he used was avoiding “dead cat syndrome” aka as the Dev guys chucking something over the fence into production and expecting the Ops guys to make it work seamlessly. As a former colleague from Pink would say “that’s taking blind optimism at step too far”

Rob talked about how using the standard case model can add value; talking about having a standard lifecycle aligned to the bespoke requirements of your business. Looking to the future; Rob talked about how Change Managers will build the lifecycle so that Dev can manage production. He talked about the need for culture change stating “we will need a cultural change towards trust and empowerment. We need to stop people from gaming the system”.

On a practical level Rob talked about how faster doesn’t always = riskier explaining “you can automate controls within your pipeline”. Rob went on to talk about practical examples in Release Management “if you package everything into one massive release and chuck it into production, why are we surprised when everything breaks? If you’re releasing every day and something breaks, you know exactly what caused it so you can fix it straight away.”

Rob ended on this final message: “To deliver value, you need a spectrum of speeds that empower the business”. Go Rob”

Success Under Pressure: Gary Bailey, Former Manchester United Soccer Star & Speaker

The final session of the afternoon was with Manchester United legend Gary Bailey. In the interests of honesty, I was born on the United side of Manchester and then moved to Dublin when I was 6 months old. I’ve always been a massive Man Utd fan and always will be so excitement about this session from my side had reached almost Start Wars proportions.

Gary’s session was based on the premise that effective leadership under pressure is critical for achieving success. Gary shared the G.R.E.A.T principles of how to thrive under pressure and become even more successful in business.

Gratitude – or as Gary put it; look for the new in everything; be grateful for the good and for when you’ve avoided the bad stuff. Essentially;

Reframing: stop the inner criticism and reframe them. In other words; so what if that one person at work doesn’t’ like you. Lots of other people do.

Energy; aka exercising and STEPPING AWAY FROM THE SUGAR.

Advancement; keep improving or get left behind.

Teamwork: as Gary put it; say nice things to people as oxytocin is a natural cuddle drug.

Day 3

Morning Keynote – Four Conversations For Success – Stuart Knight

Stuart opened the morning with a session on creating powerful relationships. Stuart had been the MC and facilitator for the entire conference so a big high five to him for doing such a brilliant job.

Collective Genius: The Art & Practice Of Leading Innovation – Troy DuMoulin, VP, Research & Development, Pink Elephant

@troydumoulin ran a session on the principles of innovation, leaders of innovation, creating the environment & willingness for innovation and the 6 leadership paradoxes. As Troy put it; “innovation is a team sport. There is no guarantee that something will last forever, especially if we don’t focus on innovation”

Or, in other words: “get off the hamster wheel of death by organising for innovation”.

The second part of Troy’s session was the 6 paradoxes of collaboration:

Paradox 1; Affirm the individual and the group nn

Paradox 2: support & confrontation; allowing people to ask the hard questions within clear supportive rules

Paradox 3: Experimentation v performance; aka maintaining a sense of urgency

Paradox 4: Promote improvisation & structure ie more jazz ensembles over marching bands

Paradox 5: Show patience and urgency; ie create a leadership within peers

Paradox 6: Encourage initiative from the bottom up and intervene from the top down ie only get involved when people start throwing food at each other.

IT Governance Vs. Compliance : Taking Back The Strategy High Ground – Peter Hubbard, Principal Consultant, Head of Product Portfolio Development – UK, Pink Elephant

The final session we attended starred Pete Hubbard from @pinkelephantuk

Pete’s an ex colleague so there was no way I was going to miss a chance to heckle support him. Pete’s opening note was around governance and red tape explaining to his audience: “if people are complaining about red tape then you’re doing governance and compliance wrong.”

Pet went on to explain how COBIT can be used to support strategy by providing enhanced levels of governance and control.

Pete talked about process overkill asking the audience “put your hands up if you’ve seen an organisation with all 20 odd ITIL processes in place. Keep it up if it’s been a success.” You can imagine the response; as Pete said – it’s magical unicorn time.

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Pete explained how to use COBIT to ensure your ITSM processes map directly back to senior management objectives:

To recap: COBIT is an awesome way to map IT processes to business goals. Just remember; it’s there to enhance strategy alignment not replace it!

His final piece of advice on governance? “I don’t care if you use ITIL, COBIT, DevOps or a ouija board as long as your processes are effective, efficient and transparent.

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Nice work Mr Hubbard –  ex colleague high five!

With that, it was time to find the airport to make the long journey home. Thank you so much to @20yearspinky for having us. It’s been an amazing conference, and we’re already planning a return trip next year.

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Vawns Murphy

Irish mum of 3. ITIL V2 Manager (red badge) and ITIL V3 Expert (purple badge). SDI Managers certificate. Further qualifications in COBIT, ISO 20000, SAM, PRINCE2 and Microsoft. Author of itSMF UK collateral on Service Transition, Software Asset Management, Problem Management & the "How to do CCRM" book. Reviewer for the Service Transition ITIL 3 2011 publication. When not being pelted with brightly coloured balls in name of ITIL, I am a senior ITSM analyst for Enterprise Opinions.

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