don’t miss the event of the year! itservice management … · 2020-06-26 · implementing itil...

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ITService Management Conference & Exhibition


ITService Management Conference & ExhibitionBellagio Hotel • Las Vegas February 12 - 15, 2006

Continuing The ITIL Journey: A Celebration!

Don’t Miss The ITEvent Of The Year!

Tr ack 1Leading Change

Tr ack 2StrategicITPerspectives

Tr ack 3Implementing ITILSupport Processes

Tr ack 4ImplementingITILDelivery Processes

Tr ack 5Implementing Tools & Technology

Tr ack 6Winners’Circle:ITILAwards Alumni

Tr ack 7ITBusiness School

Tr ack 8Beyond ITIL

Tr ack 9Pink University

Tr ack 10ITILClinics

Don’t Miss The ITEvent Of The Year!

Tr ack 1Leading Change

Tr ack 2Strategic ITPerspectives

Tr ack 3Implementing ITILSupport Processes

Tr ack 4Implementing ITILDelivery Processes

Tr ack 5Implementing Tools & Technology

Tr ack 6Winners’ Circle: ITILAwards Alumni

Tr ack 7IT Business School

Tr ack 8Beyond ITIL

Tr ack 9Pink University

Tr ack 10ITIL Clinics

LaughingStock Comedy CompanyWhat’s So Funny About IT?The funniest company in

business today will tell you!

Jim MurphyLeading Flawless ExecutionFeaturing a winning formula for

continuous improvement and business

performance.

Allan PeaseWhy Men Don’t Listen & Women Can’t Read Maps!Back by popular demand!

One of Pink’s most highly rated

keynote speakers ever.

George SpaldingSpalding’s ElevenGain insight into eleven key tips forcreating high performance teams.

10th Anniversary

Celebration

Discounts

Register before December 9, 2005 for

individual and team savings.

See page 31 for details.

10th Anniversary

Celebration

Discounts

Register before December 9, 2005 for

individual and team savings.

See page 31 for details.

Featured SpeakersFeatured Speakers

No other conference you attend offers the same depth and scope of IT ServiceManagement best practices, including ITIL!Attend this leading industry event to understand how to successfully implement a process-oriented andbusiness focused, fully integrated approach to IT Service Management – learn how to apply a true ITbusiness perspective.

Join The ITIL RevolutionAlready tens of thousands of organizations world-wide have benefited from the guidance contained in ITIL(IT Infrastructure Library) – now it’s your turn!

Turn to page 4 to learn more about this revolutionary approach to managing IT services.

Pink Elephant Leads The WayWe’ve trained and certified more people in ITIL than any other organization! Pink Elephant leads the way in ITIL and IT Service Management best practices by offering a series of courses, conferences, and consultingservices to help you make the transition from a technology department to a valued business support function.

Attend This Premier Industry Event!Our annual conference is a not-to-be-missed event for anyone who is serious about learning how to implementbest practices for IT Service Management. ©

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Who Should Attend?Whether you’re new to ITIL or welladvanced – there’s something foreveryone in the ten track program.

• CIO’s, CTO’s

• IT Directors, VP’s

• IT Service & Support Managers

• Help Desk /Service Desk Managers

• IT Infrastructure Managers

• Process Owners

• Senior Support Analysts

• Quality Managers

• Service Level Managers

• Project Managers

• IT Auditors, IT Consultants

• IT Suppliers/Vendors

• Anyone seeking to understand whyand how to implement bestpractices according to ITIL

• And, anyone who is interested inbuilding and managing a businessfocused IT organization

1 0 t h A n n u a l I n t e r n a t i o n a l I T S e r v i c e M a n a g e m e n t C o n f e r e n c e & E x h i b i t i o n

most content rich and comprehensive program ever!

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Attend “the premier IT Service Management event in the industry”. Here are the

Top Ten reasons why you don’t want to miss this extraordinary education experience.

It’s our 10th anniversary celebration! Join us at the stunning Bellagio Hotel – ranked one of the world’stop ten hotels – for our most content rich and comprehensive program ever!

Not the usual IT talking heads! Pink Elephant has an undisputed reputation for providing the “best andmost provocative” speakers in the industry. From university professors to communication and businessexperts – we challenge you to think outside of the technical realm.

Non-stop action! From early morning Breakfast Clubs through to after-five networking forums, there arenon-stop learning opportunities.

Over 100 sessions! From beginner to advanced – there’s something for everyone in the 10 trackprogram; no matter where you are in your ITIL journey.

More advanced case study and expert sessions are featured than ever before that give guidance abouthow to further advance IT Service Management processes beyond Control to an Integrated andOptimized level of maturity.

Re-energize your team! Attending our conference is a great team building experience. Bring yourproject managers, process owners, and executive sponsors and benefit from incredible team discounts(see page 31).

Every session is now specially coded – “General”, “Beginner”, and “Beyond Beginner” – to guide you.

Take your knowledge beyond just theory. More sessions than ever before are included to provideinstructional guidance on “how to implement” ITIL.

Get up close and personal with The ITIL Experts! Bring your issues, questions and challenges to reviewwith Pink Elephant’s expert ITIL consultants, considered by many to be the best in the industry.

And, the number one reason why you don’t want to miss this extraordinary education experience –This is the premier industry event for networking and information exchange! Don’t miss the IT event ofthe year!

C o n t i n u i n g T h e I T I L J o u r n e y : A C e l e b r a t i o n ! w w w. p i n k e l e p h a n t . c o m R e g i s t e r t o d a y ! 1 - 8 8 8 - 2 7 3 - P I N K

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Many people say this is the best event in the industry because it focuses onhow to implement a service oriented, process driven and business alignedapproach to IT.

Learn how eleven key IT service delivery and support disciplines relate to eachother and to wider business issues. Numerous IT organizations have alreadyimproved the credibility and effectiveness of their IT operations by using thisbest practice framework.

Revolutionize Your IT Operation!Use the world’s most popular ITservice management process model –ITIL – as an enabler to improve ITperformance.

Participate in Pink Elephant’sprograms and learn how to turn IT intoa true, value added business partner.You’ll learn a proven approach for:

• Reducing IT costs• Improving alignment between IT and

other business processes• Eliminating “silos” by integrating

key IT processes• Strengthening lines of

communication• Instilling a service and business

culture• Improving bottom line results

Benefits Of ITILITIL provides guidance for:

• Improved quality of serviceprovision

• Improved bottom line• Cost justifiable service quality• Service that meets business,

customer and user demands• Documented roles and

responsibilities• Integrated, centralized processes• Ties to ISO9000, and in 2006 the

new ISO20000 certification will beavailable based on ITIL

The guidance provided in the books isrelevant to all organizations: public orprivate, large or small, centralized ordistributed. Today, ITIL representsmore than just books. It has generatedan entire industry that includestraining, certification, consulting,software tools and trade associations.

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ITIL:The Best Practice Framework


The most comprehensive and content rich program in the industry! We’re proud of the recognition we’ve gained for developing an unsurpassed line up of speakers and meaningful subjects.No other conference you attend offers the same depth and scope of IT management and business best practices.

Track 1:Leading Change Harvard Business School’s Professor JohnKotter introduced an organizational changemodel several years ago that is widelyregarded as the best practice framework forleading major transformations. The sessions inthis track, designed for senior IT managers,will have specific focus on ITILimplementations, providing an in-depth lookat each of Kotter’s eight steps for leadingenterprise wide change successfully.

Track 2:Strategic IT PerspectivesThe sessions in this track will profileprogressive and forward thinking CIOs, seniorIT managers and industry experts who’lldiscuss how to strengthen IT businessalignment using the latest business andindustry trends, and best practices accordingto ITIL.

Track 3:Implementing ITILSupport ProcessesThis track includes numerous case studies andindustry experts who’ll present best practicesfor how to successfully implement an ITILService Desk and the five support processes –Incident, Problem, Change, Configuration and

Release Management.

Track 4:Implementing ITILDelivery ProcessesImplementing ITIL’s five delivery processes – ITService Continuity, Availability, Capacity,Financial and Service Level Management –presents unique challenges and requires aslightly different focus and approach,compared to the five support processes. Manyindustry experts and case studies will presentpractical advice and best practices for how togain successful outcomes.

Track 5:Implementing Tools & TechnologyLearn about the latest trends for ITinfrastructure management, servicemanagement tools, and how others havesuccessfully integrated technology with ITILsupport and delivery processes for successfulresults.

Track 6:Winners’ Circle: ITIL Awards AlumniThis unique track showcases current andformer winners of Pink Elephant’s ITIL Projectof The Year, and ITIL Practitioner of The Yearawards. These seasoned case studies don’thold back; they share everything – the good,the bad and the ugly!

Track 7:IT Business SchoolGo back to school! Participate in a very uniquelearning experience. These sessions arepresented by university professors from someof the world’s leading business schools. Learnhow to speak the CEO’s language, and what ittakes to become strong, effective internalbusiness partners.

Track 8:Beyond ITILImplementing ITIL best practices is notenough! IT Managers need to look beyondITIL’s IT Service Management Process Modelto gain optimum results. Many subjectsaddress how ITIL relates to organizationalculture, people management best practices,ISO, Six Sigma, CMM, CoBIT, Sarbanes-Oxley,IT Governance, and more.

Track 9:Pink UniversityPink Elephant is fully committed to providingyou with the knowledge and support you needto understand and implement ITIL and ITmanagement best practices. In this track, youhave an exclusive opportunity to attend Pink’smost in-demand seminars taught by theabsolute best consultants and communicatorsin the industry.

Track 10:ITIL ClinicsBring your most pressing questions andproblems to our ITIL Clinics! Through focusgroups, panel discussions, presentations androundtable meetings, there will be numerousopportunities to learn from Pink Elephant’sexpert consultants, industry experts andexperienced practitioners.

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Ten Dynamic Tracks


Gain valuable insight into the constantly changing world of IT ServiceManagement focused services and products. Many of the participatingorganizations provide ITIL compatible products and services.

Here is a sample of the organizations that are participating in this year’s exhibition:

Networking Opportunities

Welcome ReceptionSunday, February 12, at 5:00 p.m. Gather in the Exhibition Hall for this special Meet & Greet! Unwind in a fun relaxedsetting and make new friends. This is the perfect way to kick off yourConference experience.

Networking PartyMonday, February 13 at 5:30 p.m. Mix and mingle with your fellow attendees toreflect back on the day’s many excitingsessions. Trade stories, ask questions, shareyour experiences, and exchange ideas abouthow to tackle common issues.

ITIL Jeopardy! SpecialValentine Day EditionTuesday, February 14, at 5:30 p.m.

You think the TV show is great – wait until youplay ITIL Jeopardy with George Spalding! Don’tmiss out on this fun way to learn about ITIL’skey concepts, terminology and theories. Jointhe party! You will definitely not want to missthis great learning experience!

Get Involved - Become AnExhibitor!

To inquire about exhibiting, call Pattie Lanktree

at 1-888-273-PINK, ext. 237.

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Exhibition Showcase


For the most up-to-date listing of Exhibitors, visit www.pinkelephant.com.

LaughingStock

George Spalding

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Featured Speakers


Allan Pease

LaughingStockLaughingStockComedy CompanyWhat’s So Funny About IT?We’re pleased to have LaughingStockComedy Company as the opening act for Pink Elephant’s 10th AnniversaryNetworking Party.

LaughingStock is the funniest company in business today! They’re agroup of very creative and highly talented entertainers whospontaneously create fun and funny scenes based on the work lives oftheir audience. Specializing in bringing out the comedic side of thecorporate world, for Pink’s upcoming conference they’ve customized avery special and funny routine for IT professionals. What’s so funnyabout working in IT? Lots! Join LaughingStock as they run through thejoys and frustrations, foibles and follies, buzzwords and commondenominators that make working in IT a fun-filled experience each day!

Jim MurphyJim MurphyLeading Flawless ExecutionJim Murphy’s organization – Afterburner – is acompany of 50 men and women Fighter Pilotswho train business leaders to use FlawlessExecution tools and techniques. Their goal isto teach managers at all levels of theorganization how to use their tried and true

model for completing successful missions. Fighter Pilots get the job doneusing the Flawless Execution Model. This is a simple, continuousimprovement process designed to help military aviators win in combat.Afterburner’s Fighter Pilots have helped hundreds of companies in allindustries to use this same model to dramatically improve the way theirteams perform.

Based on the ground-breaking new book – Flawless Execution – this highlyinteractive multi-media keynote will help your team develop a winningstrategy that links directly to every day flawless execution on your ownfront lines.

Opening Keynote: Allan PeaseWhy Men Don’t Listen & Women Can’t Read Maps!Back by popular demand! One of Pink’s most highly rated keynote speakers ever, it’s our pleasure to invite Allan Pease back as ouropening keynote for our special 10th anniversary celebration!

Allan is one of the most lively, energetic and humorous presenters today. He has the superb ability to balance humor with a very meaningful message aboutbest practices for effective communication at work and at play. As a communication expert, Allan has been a consultant to politicians, celebrities and businessprofessionals. He is the author of numerous best selling books on the subjects of verbal and written communication and body language. His more recent workwith the scientific community on the differences between male and female communication traits is very controversial – and enlightening!

George SpaldingSpalding’s ElevenIn this general session, George will provide tips for how to bring together a strong, high performing ITIL implementation team. In his roleof Executive Consultant for Pink, George has been all over the world providing guidance to thousands of IT professionals. He is Pink’s

most seasoned and highly respected ITIL expert who’s served as strategic advisor on numerous ITIL implementation projects. With over three decades of ITindustry experience, he has seen it all – the good, bad and even the ugly!

Using the movie Ocean’s Eleven as inspiration, George (Spalding, not Clooney!) provides you with valuable insight from his Consultant’s Case Book on how toget the job done. But, in this session you won’t get tips for how to rob Bellagio’s vault! In the movie, the main character and leader – Danny Ocean – sets out torecruit, train and execute a daring and highly ambitious plan to rob three casinos at once. He eventually brings together a team of eleven highly talented andeffective individuals. Following suit, George will provide Spalding’s eleven tips for how to “get the job done” by bringing together a successful IT team to tacklethe leadership and management challenges of an ITIL implementation.

ITIL IT Service Management Essentials

How To Implement ITIL: Integrating People & Tools With Processes

Establishing A Service Desk According To ITIL Best Practices

Measuring, Reporting & Improving The IT Infrastructure According To ITIL Best Practices

IT Executive Management Certification

ITIL IT Service Management Essentials

Knowledge Management Foundations Workshop: The KCS PrinciplesNot a certification course.

Workshop Name Page Date Fee

Workshop Name Page Date Fee

SESSION CODESTo help in your selection process, each Conference session hasbeen coded. Use the following as your guide to choose the session that best fits your individual situation.

The codes are offered as a guide only. Everyone attending isencouraged to participate in whatever session contains thesubject matter and content with the most relevance.

General:These sessions will be of general interest to everyone regardlessof ITIL knowledge and experience.

Beginner:These sessions are for those who are new to ITIL and likely donot possess the Foundation Certificate in IT ServiceManagement.

Beyond Beginner: These sessions are for those with practical ITIL implementationexperience, and have possibly attained Practitioner orManagement level certification.

COMBINATIONDISCOUNT

After December 9, 2005,

register and pay for the

conference and a pre- or

post-conference workshop and

save 10% off the workshop fee.

Prior to December 9, 10th AnniversarySpecial Discount applies. See page 31.

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Conference Workshops


Feb. 9-10, 2006 $1,395

Feb. 8-10, 2006 $1,695

Feb. 8-10, 2006 $1,695

Feb. 8-10, 2006 $1,695

Feb. 8-10, 2006 $2,695

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28

28

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27 Feb. 16-17, 2006 $1,395

30 Feb. 16-17, 2006 $1,395

Pre-Conference Certification Workshops (All fees in US Funds)

February 8-10, 2006 - Course Descriptions on pages 27-29

Post-Conference Certification Workshops (All fees in US Funds)

February 16-17, 2006 - Course descriptions on pages 27 and 30

Leading Change: Step 1 – Create A Sense Of Urgency

Harpreet Virdee,Managing Consultant & Lisa von Massow, BusinessDevelopment Director, CanadaPink Elephant

Code: General

Top 10 Strategic Benefits Of ITIL

Jack Probst, Executive Consultant, Pink Elephant

Code: General

The Evolution From ProjectManagement To ReleaseManagement

Angela Head, IT Process Management &Optimization, Toronto Dominion Bank

Code: Beyond Beginner

How Bristol-Myers Squibb FoundThe Right Prescription For ServiceLevel Management

Becky Barber, Assoc. Director,Technical Operations IM, ServiceLevel Management, Bristol-MyersSquibb Company


Step-By-Step Approach For AnActionable Service Catalog: BestPractices & Common Pitfalls

Bill Fine, Vice President, Product Strategy, newScale, Inc.

Code: General

Track 1 Track 2 Track 3 Track 4 Track 4

What IT Managers Need To KnowAbout Implementing EnterpriseWide Organizational Change

Harpreet Virdee, Managing Consultant, Pink Elephant

Code: General

ITIL 101: An Introduction To ITIL’s IT Service ManagementProcess Model

Pierre Bernard, Managing Consultant, Pink Elephant

Code: Beginner

Top 10 Most Important Things ITManagers Need To Know AboutImplementing ITIL

Laurie Dolan, Senior Consultant, Pink Elephant

Code: General

What IT Managers Need ToUnderstand About ProcessMaturity

Terry Sherman, Senior Consultant, Pink Elephant


Implementing ITIL: “Where Should We Start”?

Gary Case, Executive Consultant, Pink Elephant

Code: General

Track 9

Implementing & Managing ITILProcesses: Roles &Responsibilities

Graham Price,Managing Consultant, Pink Elephant


Track 10

How To Implement & Manage AFully Integrated Service LevelManagement Process: Q&A Panel Discussion

Facilitated By: Char LaBounty, President, LaBounty & Associates

Track 9 Track 10

5:00 pm - 8:00 pm: Welcome Reception & Exhibition Showcase Open

Track 9 Track 9 Track 9Track 1 Track 9

ITIL 101 – An Introduction To The IT Service ManagementProcess Model

Pierre Bernard,Managing Consultant, Pink Elephant

Code: Beginner

Breakfast Club 7:30 am - 8:30 am

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Schedule-At-A-Glance


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3:30 pm - 5:00 pm: Sunday Primer Sessions

Track 2Strategic IT

Perspectives

Track 3ImplementingITIL SupportProcesses

Track 4ImplementingITIL Delivery

Processes

Track 5Implementing

Tools &Technology

Track 6Winners’ Circle

– ITIL AwardsAlumni

Track 7IT Business

School

Track 8Beyond

ITIL

Track 9Pink

University

Track 10ITIL

Clinics

Track 1Leading Change

7:00 am - 5:30 pm: Registration & Customer Service Desk Open 7:00 am - 8:30 am: Networking Breakfast

8:30 am - 8:45 am: Opening Ceremonies & Introduction

8:45 am - 10:00 am

Opening Keynote Address: Allan Pease - Why Men Don’t Listen & Women Can’t Read Maps!

10:00 am - 3:00 pm: Exhibition Showcase Open 10:00 am - 10:20 am: Morning Break

10:20 am - 11:40 am

Leading Change: Steps 3 & 4 –Develop A Change Vision;Communicate The Change Vision


Code: General

Leading Innovation Using ITIL ForPayment Processing: Part 2

Ben Rewis, Vice President, IT, Visa USA


Challenges In ImplementingConfiguration Management

Antonio Montez, Manager, Managed Desktop Services, Northrop Grumman

Code: Beginner

The Power Of The Core Services Catalog

Michele Morrison, Senior Systems Analyst – Client Support, & Brian Hosier, Manager Of Client Support, British Columbia Institute OfTechnology


Wrapped Up In ITIL: A Year In Review

Eric Carleton, Director, Projects & IT InfrastructureOperations, Domtar Inc.



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Track 1

Leading Change: Step 2 – Build AGuiding Coalition


Code: General

Track 2

Leading Innovation Using ITIL ForPayment Processing: Part 1

Ben Rewis, Vice President, IT, Visa USA


Track 3

Change Management “Light” –Almost All The Vitamins & HalfThe Fat!

Brian Hosier, Manager, ClientSupport & Rob McNulty, SeniorSystems Analyst, BritishColumbia Institute Of Technology


Track 3

The Cost Saving Benefits OfIncident & Change Management

Paulette Tenn, Services Manager, Maple Leaf Foods


Track 5

Top 10 Most Important Things ToConsider For Assessing, Selecting& Implementing Tools

Troy DuMoulin, Executive Consultant, Pink Elephant

Code: Beginner

Track 6

ITIL Problem Management: It'sNot Just About Implementing The Process

Doug Ferguson, Process Owner, Problem Management, Bank Of Montreal Financial Group


Track 7

Designing Organizations ForMaximum Impact

Professor Ann Frost,Richard Ivey School Of Business,University Of Western Ontario


Track 10

Ask The ITIL Experts: GeneralQ&A Panel Discussion

Facilitated by: Char LaBounty, President, LaBounty & Associates

Code: General


Track 6 Track 7 Track 10

2:15 pm - 2:35 pm : Afternoon Break

2:35 pm - 3:50 pm

Track 6

Taking Incident, Problem &Change Management To AMaturity Level Of “Optimization”

Sandy Wills, Intel Support Manager OpenSystem Services & Louise Dandonneau, Service Coordinator Open SystemServices, Bank Of MontrealFinancial Group


Track 7

Leading The Strategic Revolution

Professor Glenn Rowe, Richard Ivey School Of Business,University Of Western Ontario

Code: General

Track 10

Focus Group: Implementing ITIL In GlobalOrganizations

Focus Group: How To Gain Senior Management Buy-In

Focus Group: ITIL In Government



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1:00 pm - 2:15 pm

10:20 am - 11:40 am (continued)

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What Every Business ManagerShould Know AboutOrganizational Culture

Professor Ann Frost,Richard Ivey School Of Business,University Of Western Ontario


Thinking Outside The Box Of "10": Beyond The 10 ITIL Processes

Padma Nunna, IT Director, Processes and Controls, TIAA-CREF


Track 7 Track 8

Focus Group:ITIL In Finance

Focus Group: ITIL In Pharmaceuticals

Focus Group: ITIL In Utilities

Track 10


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Book Review – Top BusinessBooks For IT Professionals

Facilitated by:Kirk Weisler

Code: General

ITIL Is Not For Wimps! ThePeople Side Of The Equation

Brenda Iniguez,Director BusinessDevelopment, Western USPink Elephant

Code: Beginner

New ITIL: The Next Version

Pierre Bernard,Managing Consultant & Isabel Feher-Watters,Manager Enterprise Learning,Pink Elephant


Product Demo: ATLAS

Jennifer Wels,Product Manager – ATLAS, Pink Elephant

Code: General

Communicate Or Fail!

Lou Hunnebeck, ITSM Practice Director, CCN, Inc.

Code: General

Breakfast Club 7:30 am - 8:30 am Breakfast Club 7:30 am - 8:30 am Breakfast Club 7:30 am - 8:30 am Breakfast Club 7:30 am - 8:30 am Breakfast Club 7:30 am - 8:30 am

Leading Change: Step 5:Empower Broad-based Action


Code: General

Service Level Management: A Strategic Perspective

Char LaBounty, President, LaBounty & Associates


Changing Gears

Stephen Abbott, Sr. Manager, Wireless Operations & Collin Affleck, Sr. Manager, Data Centre/Mainframe Operations, Aliant Telecom Inc.


The Processes Behind TheProcesses: What ITIL Didn’t Tell You About

Cathy Kirch, Systems Architect, ServiceManagement COE – InfrastructureServices, Allstate Insurance

Code: Beginner

Ask The Technology Experts: Q&APanel Discussion

Facilitated By: George SpaldingExecutive Consultant, Pink Elephant

Code: General

Driving Business Value ByLeveraging Service LevelManagement

Christine Scott, Service Level ManagementProcess Manager, Bank OfMontreal Financial Group


Track 7

RE-V-ITIL-IZE Your Culture

Kirk Weisler,Chief Morale Officer, Team Dynamics

Code: General

Track 10

The Links Between ITIL & SixSigma, CoBIT & Other QualityFrameworks


Code: General


Track 6 Track 8 Track 8 Track 0

Focus Group: How To Develop & Implement A CMDB

Focus Group: How To Develop & Implement SLA’s & OLA’s

Focus Group: How To Develop & Implement A CAB

Track 10

2:35 pm - 3:50 pm (continued)

4:00 pm - 5:15 pm

Featured General Session: LaughingStock - What’s So Funny About IT?

5:15 pm - 5:30 pm: 2005 ITIL Project Of The Year Awards Presentation

5:30 pm - 8:00 pm: Networking Party

8:40 am - 10:00 am

Featured Keynote Speaker: Jim Murphy - Leading Flawless Execution

10:00 am - 4:00 pm: Exhibition Showcase 10:00 am - 10:20 am: Morning Break

10:20 am - 11:40 am

7:00 am - 5:30 pm: Customer Service Desk Open 7:00 am - 8:30 am: Networking Breakfast

Leading Change: Step 7 –Consolidate Gains & Produce More Change


Code: General

Implementing ITIL: A Strategy Explained

David Wile, Service Process Manager, IT Service Management, Liberty Mutual Group

Code: General

Understanding The Link BetweenCulture, Customer Support & ITService Management

Phil Verghis, President, The Verghis Group

Code: General

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Best Practices For ImplementingITIL Support Processes

Graham Price, Managing Consultant, Pink Elephant

Code: Beginner

What’s The Big Deal About A Service Catalog?

Lorrie Dolan, Senior Consultant &Terry Sherman, Senior Consultant, Pink Elephant


Do’s & Don’ts Of Implementing AFully Integrated FinancialManagement Process



ERP For IT! A CIO's PerspectiveOn ITIL & IT ManagementSoftware

Rod Massey, CIO, Clark County Nevada

Code: General


Track 4 Track 5

Managing Performance Based On User-Experience

Howie Markson,VP Product Marketing, Reflectant Software Inc.

Code: General

Track 5 Trac

Eating The Elephant – ProcessImprovement Over Three Years &Beyond

Anna Shersher, Director, Process ImprovementManagement & Bruce Geddes, Assistant Vice PresidentInfrastructure Quality Management, MetLife

Code: General

Track 8

Scoop Your Poop!

Kirk Weisler, Chief Morale Officer, Team Dynamics

Code: General

Track 8

4:00 pm - 5:15 pm

Featured General Session: George Spalding, Executive Consultant, Pink Elephant - Spalding's Eleven

5:30 pm - 8:00 pm: ITIL Jeopardy! Special Valentine Day Edition - Networking Party

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Leading Change: Step 6 Create – Create Short Term Wins


Code: General

Implementing A Global ChangeManagement Process

Norrie Davidson, CIO, Americas, Travalex Currency Services, Inc.

Code: General

Achieving Measurable & SustainableBusiness Value Improvement ThroughITIL Structured Service Management

Stephen Wrenn, AVP IT Service Management,Liberty Mutual Insurance, ITOperations


Mapping Out SupportManagement Processes UsingSwim Lanes Diagrams

Julie Mohr, Consulting Practice Principle,Agilita-Consulting


Do’s & Don’ts Of ImplementingAvailability & CapacityManagement


Code: Beginner

Knowledge ManagementFoundations: KCS principles

Rick Joslin,Principal Consultant, IHS Support Solutions

Code: General

Track 10

IT Governance, ITAudits & ITIL


Code: General



Focus Group: The Role Of Service Level Manager

Focus Group: The Role Of Project/Program Manager

Focus Group: The Role Of Process Owner

Focus Group: The Role Of Change Manager

Track 10

2:15 pm - 2:35 pm : Afternoon Break

2:35pm - 3:50 pm


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11:40 am - 1:00 pm: Lunch & Networking

1:00 pm - 2:15 pm

Leading Change: Step 8 – Anchor Change


Code: General

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Best Practices For ImplementingITIL’s Service Delivery Processes

Jack Probst, Executive Consultant & Laurie Dolan, Senior Consultant, Pink Elephant


Do’s & Don’ts Of An ITILImplementation Project Plan


Code: Beginner

Advanced ITIL: How To Take ITILProcesses + A Maturity Level Of“Control”



Best Practices For Taking Incident& Problem Management To A“Control” Level Of Maturity

Matthew Bowles, Executive Consultant & Terry Sherman, Senior Consultant, Pink Elephant


Best Practices For Taking ChangeManagement To A “Control” Level Of Maturity





Best Practices For TakingConfiguration Management To A“Control” Level Of Maturity

Pierre Bernard, Managing Consultant & Jennifer Wels, ATLAS Product Manager, Pink Elephant


Track 9

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Converging Security &Governance With Your ServiceManagement Strategy

Travis Greene, Service ManagementEvangelist, NetIQ


Achieving BSM Through ITIL Best Practice Acceleration

Michele Hudnall, Director, Service Management,Managed Objects


Business Support Trends: Q&A Panel Discussion

Facilitated by: Brenda Iniguez, Director BusinessDevelopment, Western US, Pink Elephant

Code: Beginner

Product Demo: ATLAS

Jennifer Wels, Product Manager – ATLAS, Pink Elephant

Code: General

Breakfast Club 7:30 am - 8:30 am Breakfast Club 7:30 am - 8:30 am Breakfast Club 7:30 am - 8:30 am Breakfast Club 7:30 am - 8:30 am

7:00 am - 1:00 pm: Customer Service Desk Open 7:00 am - 8:30 am: Networking Breakfast

10:40 am - 11:00 am: Morning Break

11:00 am - 12:00 pm:

Closing General Session: David Ratcliffe & George Spalding - Top 10 ITIL Quick Wins

12:00 pm - 1:30 pm: Farewell Reception

Preparing To Implement Change& Release Management

Johnnie Woods,Wen Pei, & Harvey Kramer,Southern California Edison


Track 3

Managing Innovation &Motivation In Times OfUncertainty

Professor Ralph Katz,MIT Sloan School Of Business

Code: General

Track 7

SENDA TEAM & SAVE

See page 31 for incredible team

discounts!

Pink Elephant’s IT Service Management Conference & Exhibition, Orlando, 2005

Visit www.pinkelephant.com for the most up-to-date schedule at-a-glance

8:40 am - 10:40 am

Book Review – Top Business Books For IT Professionals

Facilitated by: Kirk Weisler

Code: General

"Think of your brain as kind of a piggy bank, smartpeople fill it up with all they learn until theypossess a formidable wealth of knowledge." Sosays Tim Sanders, author of Love Is The Killer App.In this session, Kirk will review some of the booksthat he highly recommends and currently has onhis "must read" list. These are books that Kirkoffers as aids to help your journey of personal andprofessional development and growth.

ITIL Is Not For Wimps! The People Side Of The Equation

Brenda Iniguez,Director Business Development, Western US, Pink Elephant

Code: Beginner

Choosing the right people for key project roles iscrucial to the overall success of major change andprocess improvement initiatives. Brenda willdiscuss project management in general, and alsoreview specific key ITIL project roles and the traits,including personal attributes and managementskills necessary to lead and champion change.

Converging Security & Governance With YourService Management Strategy

Travis Greene, Service Management Evangelist, NetIQ


According to industry analysts, 70% of companieswent over budget by 50% on SOX section 404-related costs. Embracing and implementing aService Management approach can reduce thesecosts. In this session, Travis will highlight howsecurity and governance controls relate to otherITIL disciplines through Service LevelManagement.

Achieving BSM Through ITILBest Practice Acceleration

Michele Hudnall, Director, Service Management, Managed Objects


IT organizations are maturing at a time technologycontinues to grow in complexity, with increasingdemands on delivery without growing supportingoperational costs. Driving cost efficiency into the ITorganization, while focusing on effectivenessrequires best practices of service delivery andservice support. In this session Michele willdiscuss: Drivers transforming IT organizations –Does IT matter?; Redefining and bridging thetransformation gap; Achieving servicemanagement excellence.

Communicate Or Fail!

Lou Hunnebeck,ITSM Practice Director, CCN, Inc.

Code: General

Everybody says it – one of the major reasons thatIT Service Management / ITIL programs fail isbecause of poor communications. What they don’tsay is how to do it right!

In this practical session attendees will learn how tobuild, refine and improve their own ITSM trainingand communications plan to ensure the ongoingsuccess of their ITSM program.

New ITIL – The Next Version

Pierre Bernard, Managing ConsultantPink Elephant

& Isabel Feher-Watters, Manager, Enterprise Learning, Pink Elephant


Join Pierre and Isabel as they provide a summaryof the work currently underway to update thecontent of the books contained in ITIL. They'llreview the current line up of books, what changesare in progress, and timeframes for printing. Thisincludes details about changes to the IT ServiceManagement Process Model (Service Support andService Delivery books). Pierre and Isabel will alsoprovide a status report on the new PractitionerLevel certification courses.

Product Demo: ATLAS

Jennifer Wels, Product Manager – ATLAS, Pink Elephant

Code: General

ATLAS is a secure web hosted knowledgemanagement tool, which contains ITILimplementation checklists, sample documents,process maps, templates, forms, how-to's, why-to's, when-to's, and more. Join Jennifer as shetakes you through several examples of how to usethis "consultant in a box" to assist with your ITILimplementation projects.

Business Support Trends: Q&A Panel Discussion

Facilitated by: Brenda Iniguez,Director Business Development, Western US, Pink Elephant

Code: General

Join Brenda and her panel of IT experts as shefields questions from early risers! They say that theearly bird catches the worm, and in this case theearly bird catches words of ITIL and businesswisdom from IT industry professionals who areready to provide their analysis of IT and businesstrends, and share their tips for successful ITILimplementations.

What Every IT Manager Needs To Know About Organizational Change


Code: General

Professor John Kotter from Harvard BusinessSchool is considered to be the world’s foremostauthority on how to lead and implement majorchange. He has conducted extensive researchinvolving hundreds of organizations and hasidentified common factors of why organizations

Harvard Business School’s Professor JohnKotter introduced an organizational changemodel several years ago that is widelyregarded as the best practice framework forleading major transformations. The sessionsin this track, designed for senior ITmanagers, will have specific focus on ITILimplementations, providing an in-depth lookat each of Kotter’s eight steps for leadingenterprise wide change successfully.

TRACK 1: Leading Change

Attention early risers! Join our BreakfastClub. Here’s a line up of value addedpresentations and discussion forums thatenable you to get a great head start on your day.

BREAKFAST CLUB

9thAnnual International IT Service Management Conference & Exhibition14

Session Descriptions


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Session Descriptionsstruggle to implement major change – especiallycultural changes. He found many similarities forthe reason why some major projects failed whileothers succeeded.

In this Sunday Primer Session, Harpreet willprovide an overview of Kotter’s Eight-Step ChangeModel. She’ll explain how this model can be usedsequentially during the life cycle of an ITIL project,providing several examples of what senior ITmanagers should know about change and culture,and what to do to ensure successful outcomes.

Leading Change: Step 1 – Create A Sense Of Urgency

Lisa von Massow, Business Development Director, Canada, Pink Elephant

&Harpreet Virdee, Managing Consultant,Pink Elephant

Code: General

Sometimes CIOs and IT managers fail to get ITILimplementation off to a successful start or keep itgoing, because they haven’t lit the needed fire forsufficient momentum. In successful change efforts,the first step is making sure that enough peopleact with sufficient urgency – with the type ofbehavior that energizes, and that beams a sense of“let’s go!” To be an effective IT leader, don’t write amemo to get people going – light a fire! Too oftenleaders launch their change initiatives by calling ameeting, circulating a consultant's report, giving apresentation or writing an email, then expectingpeople to rally to the cause. It doesn't happen thatway. To succeed, you must raise feelings ofurgency so that people start telling each other“let’s go, we must do something”.

According to Kotter, one of the main factors thatstops change and prevents people from takingaction is complacency – people get toocomfortable with the way things are done anddon’t see, or feel, the need to change. Why dopeople become complacent to the point wherethey don’t know or see that there are problemsthat require action? Harpreet and Lisa will explainthe key reasons. They will also describe what canbe done to change what can sometimes be yearsof ingrained habits and attitudes. And, to spurpeople on and to remove complacency, they’llprovide several suggestions for the right way tomotivate action during the initial stages of ITILprojects.

Leading Change: Step 2 – Build A Guiding Coalition


Code: General

Many IT organizations assemble a change team tolead ITIL implementation efforts. It is importantthat this team is made up of managers with theright mix of skills, authority, knowledge andinfluence who can help senior managementcommunicate the sense of urgency and changevision often to the rest of the organization.Harpreet will discuss the right way to form theteam, and what to consider for selecting ITILchampions. It’s important to keep in mind that onestrong leader alone (even a strong CIO) cannotmake change happen, and therefore, it is his/herresponsibility to build a strong composition ofpeople that can lead the change as a team.

For such a team to be successful in leading a majorITIL implementation, it is crucial that its membersshare a sense of problems, opportunities, andcommitment to change. And the team mustpossess significant credibility within theorganization – both in IT and across the business –to be effective. Harpreet will discuss the guidanceand steps offered by Kotter, which are necessary toput together a strong guiding coalition providingmany ITIL specific examples.

Leading Change: Steps 3 & 4 – Develop A Change Vision; Communicate The Change Vision


Code: General

Are you the type of leader that suffers from thetalking-too-much-and-saying-too-little syndrome?According to Kotter, he sights this bad habit as oneof the biggest mistakes leaders make whenimplementing change. According to his research,most leaders under communicate their changevision by a factor of 10 (or even 100 and 1000!).And the efforts they do make to convey theirmessage are of the least convincing variety –emails and one-time-only speeches andpresentations that lack imagination. Of coursethere is also the problem of not having a clear, welldefined vision in the first place!

Major change, like implementation of ITIL’s ITservice management framework, is usuallyimpossible unless most employees are willing tohelp, often to the point of making short term

sacrifices. But employees will not make sacrifices,even if they are unhappy with the status quo,unless they think the potential benefits of changeare attractive and unless they really believe that atransformation is possible. Without crediblecommunication – and lots of it – employees' heartsand minds are never captured. As a leader, thegoal is to communicate for the purpose of buy-inand understanding. There’s a need to send clear,credible, heartfelt messages about the direction ofchange to establish a genuine gut-level buy-in thatshows up in how people behave.

Gary will review the four areas of focus that help toget the vision right, and the seven steps to successfor communicating the change vision, providingseveral ITIL specific examples.

Leading Change: Step 5 – Empower Broad-Based Action


Code: General

When implementing major change there are oftensystems, structures or barriers that seriouslyundermine the vision, creating major obstacles.Effective leaders must work with key stakeholdersand the guiding coalition to remove theseobstacles. Major barriers may include processes orprocedures, lack of needed skills, outdatedinformation systems, rules and policies,organization structures, reward and recognitionsystems, and other HR systems that make itdifficult to taken action and establish new norms.

In this session, Gary will review some of the majorpitfalls of ITIL implementations together with keyareas of IT that leaders should examine to identifypotential major barriers. He’ll also presentrecommendations for how to overcome these toensure successful outcomes.

Leading Change: Step 6 – Create Short-Term Wins


Code: General

Major transformation and continuousimprovement efforts, such as the implementationof ITIL’s IT Service Management best practiceframework, take time – sometimes years! Complexefforts to change strategies, restructureorganizations, and reengineer processes risklosing momentum if there are no short term goalsor quick wins to meet and celebrate. Most people,


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including senior management and the CFO, won'tgo on the long march unless they see compellingevidence within a short time frame that the journeyis worth the effort and cost, and producingexpected results. Without short term wins, toomany employees give up or actively join theresistance.

Gary – a highly seasoned process implementationveteran – has seen numerous ITIL implementationsand he’ll provide many insights into what it reallytakes for IT managers to effectively plan anddeliver quick wins.

Leading Change: Step 7 – Consolidate Gains & Produce More Change

Harpreet Virdee,Managing Consultant, Pink Elephant

Code: General

Professor Kotter advises that once you have a fewshort term wins under your belt, go for the gusto!Make some bigger changes, get more help ifneeded, get more frontline people involved insome projects, and celebrate every major victoryalong the way. Most of all, don’t let up too soon –go all the way!

The challenge is to keep the momentum going.What happens if the executive sponsor leaves?What about if key members of the guidingcoalition get promoted to other areas? What ifbudgets are cut? What if the project loses apassionate champion? It’s sometimes challengingto keep major change efforts going. The secret isto constantly reinvigorate the process of change.Harpreet will explain the factors that cansometimes cause ITIL projects to “lose steam” –how and why this happens – and provide severalbest practices for how to keep the momentumgoing so that the more complex longer term goalsare successfully reached.

Leading Change: Step 8 – Anchor Change


Code: General

One of the most difficult aspects of change is to“freeze” new approaches and processes. Theproblem is that often old cultures are hard toeradicate. However, change isn’t fully implementeduntil you make the new culture “stick”. So, theleadership challenge becomes how to successfullyanchor changes firmly in the corporate culture.

Major transformations, such as theimplementation of ITIL’s IT Service ManagementProcess Model, are sometimes held in place solelyby a project team, a guiding coalition, a changechampion, the initial enthusiasm overimprovement efforts, or even less. It may not seemthat way. You may think that you have built asturdy ITIL house, yet not notice that the walls arebeing held in place only by a construction crew.Eventually, the crew leaves and gravity takes over.Everything starts tumbling down because theculture isn’t there to support the building!

To successfully implement ITIL best practices, it’scritical that senior IT managers and project leaderstake very deliberate steps to firmly cement newService Management attitudes and norms into theorganization’s culture. Harpreet will explain thesignificance of culture, and provide severalexamples of how to firmly anchor ITIL bestpractices to make change stick.

Top 10 Strategic Benefits Of ITIL


Code: Beginner

Many organizations have already reaped very highreturns as a result of implementing best practicesfor IT Service Management according to ITIL. Theoverall performance and reliability of anorganization’s critical systems and services candetermine business success or failure, andeffective implementation of ITIL drivesperformance while enabling innovation, andreducing costs. But, exactly how does ITIL act as abusiness enabler? There are actually manystrategic benefits that can be gained byimplementing ITIL's Service Support and Deliveryprocesses. Jack will draw upon practical real worldexamples to illustrate how implementing this bestpractice framework can lead to improved bottomline results, increased productivity and strongeroverall performance by IT. In his role of ExecutiveConsultant, Jack acts as a strategic advisor to CIOs

and senior IT managers using his vast experience –both professional and practitioner – to help directand guide ITIL implementations. This session isespecially useful to IT professionals who are newto ITIL and need to sell others on its strategicbenefits and value.

Leading Innovation Using ITILFor Payment Processing – Part 1 & 2

Ben Rewis, VP, Visa USA


The reliability and performance of critical businessservices can determine business success or failure,and effective implementation of ITIL drivesperformance while enabling innovation andlowering costs. Visa operates the best paymentsystem in the world, setting exceptional standardsfor reliability, quality, and unit cost, and they areconstantly improving VisaNet. Using ITIL, Visagains efficiencies in processing operations toensure annual operating expenses do not growlinearly with transaction processing volumes. JoinBen Rewis, VP, Visa USA, for an advanced two-partpresentation as he offers a look at business drivenelements of ITIL for Payment Processing at Visa.

In part one, Ben will focus on consolidatedmonitoring and real time Incident Managementacross Network, Security, and SystemsManagement events via world class Service Viewsfor business critical systems. You will view a livedemonstration of one of the most importantinnovations created by Visa Processing Services –the newest VisaNet monitoring tool called "VisaService Views." Visa Service Views translatescomplex technical data and figures into easy-to-understand; real-time graphical displays from theVisaNet system and you will hear where ITIL fits in!

In part two, Ben will focus on shaping anenterprise-wide Configuration Management DataBase (CMDB) strategy to integrate Incident,Change, and Problem Management with VisaService Views in order to ensure data model andproduct interfaces, are maximized. You will walkaway from this two part session with ademonstration of how ITIL helps integrate andrationalize Visa's critical operations processes andinfrastructures to continue improving quality ofservice, while reducing costs, and managinginfrastructure from the customer's point of view.

The sessions in this track will profileprogressive and forward thinking CIOs, senior IT managers and industry experts who’ll discuss how to strengthen IT businessalignment using the latest business andindustry trends and best practices according to ITIL.

TRACK 2: Strategic IT Perspectives



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Service Level Management: A Strategic Perspective

Char LaBounty, President, LaBounty & Associates


Service Level Management (SLM) is essential inany organization so that the level of IT serviceneeded to support the business can bedetermined, and monitoring can be initiated toidentify whether the required services levels arebeing achieved – and if not, why not. Char is one ofNorth America’s most knowledgeable and highlyrespected IT professionals. In this informativesession, she will explain why the use of SLM is apowerful mechanism for providing effectiveprocess and methods for maintaining critical ITbusiness alignment in a complex environment ofongoing business and IT change.

There are many aspects to planning, implementingand managing an effective SLM process. Char’sdiscussion will focus on the roles andresponsibilities of the CIO and senior IT managers.Without involvement and a major contributionfrom this key group, SLM is in jeopardy. She willidentify what they should contribute to determinedirection, establish key objectives, set policy,create corporate standards, and entrench a serviceculture. These are all necessary inputs for creatinga service catalog, developing SLAs and OLAs, andimplementing ongoing metrics and service reviewprocesses.

Implementing A Global Change Management Process

Norrie Davidson, CIO Americas, Travelex Currency Services Inc.

Code: General

Travelex is the world’s largest foreign exchangespecialist, with offices in 35 countries, nearly 700retail branches and 16,000 commercial customers.In this session, Norrie will describe how Travelexhas implemented Change Management processesaround the globe, across many business verticalsand many horizontal service delivery teams. Howeasy was it to do this in a global organization?There were many challenges along the way andNorrie will review how she led her IT organizationthrough this journey including key milestones andlessons learned. When does a ChangeManagement implementation end? The road tosuccess is always under construction! Norrie willaddress continuous improvement and profile what

the future holds for her organization as theycontinue their ITIL process implementationjourney. In addition to her CIO responsibilities,Norrie also sits on her organization's Global ITSenior Management Team ensuring IT globalalignment is delivered.

Achieving Measurable & Sustainable BusinessValue Improvement Through ITIL StructuredService Management

Stephen Wrenn, AVP IT Service Management, Liberty Mutual Insurance


This session will focus on how the Liberty MutualIS organization, which is made up of approx. 3000people, delivered on their mantra of "Faster,Better, and Cheaper" IT services to their clients byre-designing and executing on focused Incident,Problem and Change Management processes.Stephen will highlight how people, process andtechnology were weaved together with Lean Six-Sigma principles to reduce waste and deliver onnew, well defined, metrics.

Implementing ITIL: A Strategy Explained

David Wile, Service Process Manager, IT Service Management, Liberty Mutual Group

Code: Beginner

Attend this session to learn how Liberty MutualI/S, a 3,000 employee division of a 40,000employee, $20B company, used a deliberatestrategy to implement ITIL. Using this approach,they were able to make significant progress withinthe first year, including entrenching key ITIL basics.The focus of David’s session will be twofold. Firstly,rather than building an overall ITIL"infrastructure," he will explain how they beganby jumping into the middle of the system andfixing the most broken processes first – those withthe highest “customer touch”, thus gainingcustomer buy-in, and building out toward anoverall ITIL solution. Secondly, David will explainhow they were rigorous about measuring everyimprovement to demonstrate short term wins andshow value added at a strategic business level.

Understanding The Link Between Culture,Customer Support & IT Service Management

Philip Verghis,President, The Verghis Group

Code: General

Why are some IT organizations able to firmlycultivate and cement a culture of service, qualityand continuous improvement, while others reallystruggle? Phil is a preeminent, highly acclaimedexpert on global service delivery, and the author ofThe Ultimate Customer Support Executive. Duringthis session, he will highlight specific actions ITleaders can take to create a more service drivenculture. Based on his observations and directhands-on experience helping senior managers,he'll discuss the right way and the wrong way forIT leaders to approach and manage organizationalculture, and explain why it's critical for seniormanagers to give the area of culture carefulattention and consideration.

The Evolution From Project Management To Release Management

Angela Head,IT Process Management & Optimization, Toronto Dominion Bank


Release Management is the process within the ITILframework that impacts both the development andoperations organization. It is the most ambiguousprocess within the ITIL framework and the onewith the least information available. TDBFG istransitioning from a project-only basedorganization to a release-based organization. Theevolution to a release-based model requiresTDBFG to define processes that break down thetraditional lines between development andoperations. This session will walk through theapproach, challenges and lessons learned inTDBFG's evolution to Release Management.

The Cost Saving Benefits Of Incident & Change Management

Paulette Tenn,Services Manager, Maple Leaf Foods


In this session Paulette will discuss her ITorganization's implementation journey with

This track includes numerous case studiesand industry experts who’ll present bestpractices for how to successfully implementan ITIL Service Desk and the five supportprocesses – Incident, Problem, Change,Configuration and Release Management.

TRACK 3: Implementing ITILSupport Processes



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Incident and Change Management processes withspecific focus on bottom line benefits. Paulettewas the IS Process Manager for Schneider Foods,which was recently acquired by Maple Leaf Foods,Canada’s largest food processor. It is a widely heldview that on average, about 80% of all incidentsoccur as a result of bad changes! Paulette and hercolleagues have implemented processes tocalculate and track cost savings fromimplementing fully integrated Incident and ChangeManagement processes.

Change Management “LIGHT” – Almost All The Vitamins & Half The Fat!

Brian Hosier, Manager, Client Support,British Columbia Institute Of Technology

&

Rob McNulty, Sr. Systems Analyst, British Columbia Institute Of Technology


Brian will discuss the highs and lows of hisorganization’s journey to implement ChangeManagement according to ITIL best practices. Atfirst, they started off with very ambitious plans toimplement a “Cadillac-version” but wereunfortunately derailed after a year-long effort.Brian will review the reasons why their first goaround with Change Management wasn’tsuccessful. After assessing what had worked, andwhat had not, his organization then decided toimplement a much more simplified “lighter”version, which was done in a fraction of the timeand effort. Brian will present a very candid andhonest look at BCIT’s journey, which includeslessons learned, progress made to date,successes, and future goals.

Challenges In Implementing Configuration Management

Antonio Montez, Manager, Managed Desktop Services, Northrop Grumman

Code: Beginner

The implementation of Configuration Managementcan be a very large and daunting task. Theactivities related to implementation can be fraughtwith challenges at every turn. Performance issues,business alignment and the challenge to do morewith less drive, the need to move to a more clearly

defined Configuration Management strategy. Whilemost IT support groups focus on Change, Problemand Release Management processes, mostdifficulties are actually caused by an inadequateConfiguration Management strategy. UnlikeInventory Tracking, Configuration Management is amore holistic approach to managing ITinfrastructure.

During this session Antonio will focus on thechallenges that can plague the implementationprocess. He will also explore simple solutions tothese challenges that can make the sometimesbumpy Configuration Management journey muchmore enjoyable.

Changing Gears

Stephen Abbott, Sr. Manager, Wireless Operations,Aliant Telecom Inc.

&

Collin Affleck,Sr. Manager, Data Centre/Mainframe Operations, Aliant Telecom Inc.


The rapid change from a monopolistictelecommunications service provider to that of acompetitive ICT Solutions partner presented abroad range of challenges and opportunities. Inthis presentation, Steve and Collin will describe theunique challenges and obstacles that wereovercome through the adoption of the ITILframework and the implementation of ChangeManagement and control practices.

Join Collin and Stephen through an entertainingjourney from chaos to control. From thispresentation you will acquire the basic principalsand approach from sales to implementation of theITIL Change Management (CM) process. They’lldemonstrate the tools and systems that weredeveloped to support CM and discuss thechallenges (network dynamics, national/vendorrelationships, Customer SLAs, stakeholderadherence) that were encountered along the way.Although the implementation journey waschallenging; there is little dispute that this processhas helped to establish their company as apremium telecom service provider throughunsurpassed service reliability and availability.

Mapping Out Support Management Processes Using Swim Lane Diagrams

Julie Mohr, Consulting Practice Principle, Agilita-Consulting


Utilizing a case study implementation of the ITILIncident Management process, this session willillustrate how to map out Incident Managementutilizing swim-lane or cross-functional diagrams.Covered in the process review will be: callhandling, Incident Management, technical supportpartner process, incident dispatch, service levelescalation, status update and incident closure. Allkey technology interfaces will be depicted alongwith the key function of the Service Deskthroughout the Incident Management process. Astrong focus will be placed on developing strongcustomer advocacy throughout the IncidentManagement process to facilitate the rapidrestoration of service and ensure customersatisfaction. Technical support partners’ roles andresponsibilities are also defined.

Best Practices For Implementing ITILSupport Processes


Code: Beginner

There are usually many quick wins to be gained bystarting ITIL implementation projects with theoperational processes. Graham will explain why,and use his vast knowledge of ITIL and IT supportto provide practical advice and general do’s anddon’ts for planning and organizing theimplementation of an ITIL focused Service Desk,and Configuration, Incident, Problem, Change, andRelease Management. The session will include aQ&A period so bring your questions and issues.

Preparing To Implement Change & Release Management

Johnnie Woods,IT Program Manager, Southern California Edison


Johnnie will be joined by her colleagues Wen Peiand Harvey Kramer to discuss highlights of theirorganization's ITIL implementation journey withspecific focus on Change and ReleaseManagement. SCE is undergoing a large and



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complex IT process improvement initiative.Johnnie, Wen and Harvey will provide a generaldiscussion about the lessons learned to-date fromtheir experience. They'll profile their overallprogram management and organizational changemanagement strategy, defining cross functionalteams versus change agents, and much more. SCEis one of the largest electric utilities in the US andthe largest subsidiary of Edison International.

How Bristol-Myers Squibb Found The RightPrescription For Service Level Management

Becky Barber, Assoc. Director, Technical Operations IM, Service Level Management, Bristol-Myers Squibb Company


Managing the unwritten expectations of IT usersand customers, the verbal commitments of ourorganization's heroes versus a perceived lack ofresponsiveness by others, and the untold hours ofinvestigating lost requests, had rendered Becky’steam ineffective and frustrated. As businesspartners – facilitators between the purely technicalIT staff and the ever-demanding business – theystood on the slippery shores every day andattempted to manage a sea of unknowns. EnterService Level Management – a structured approachto managing expectations and establishingagreements that enable improved service delivery,heightened customer satisfaction and a cohesiveteam drawn together by a process with clarity.

Step-By-Step Approach For An Actionable ServiceCatalog: Best Practices & Common Pitfalls

Bill Fine,Vice President, Product Strategy, newScale, Inc.

Code: General

How do you get started with your Service Catalog?In this session, Bill will address both the theory

and the practice of creating and rolling out anactionable IT Service Catalog. Participants willhave the opportunity to see example ServiceCatalogs like those in production and broadlyadopted at leading Fortune 500 corporations. Billwill share some of the best practices – and how toavoid the most common pitfalls – from theseexperiences.

The Power Of The Core Services Catalog

Michele Morrison, Senior Systems Analyst – Client Support,British Columbia Institute Of Technology& Brian Hosier, Manager Of Client Support, British Columbia Institute Of Technology


Often referred to as the "default service levelagreement", the Core Services Catalog is thestarting point for clearly defined service levelsbetween IT services and users/customers. Micheleand Brian will profile how their Core ServicesCatalog has become one of the British ColumbiaInstitute of Technology's most powerful ServiceManagement tools. Their presentation will includetips and tricks for getting a service catalog off theground, lessons learned along the implementationjourney, how they turned this vehicle into apowerful communication and service managementtool, and future goals.

The Processes Behind The Process: What ITIL Didn't Tell You About

Cathy Kirch,Systems Architect, Service Management COE – Infrastructure Services, Allstate Insurance

Code: Beginner

There is more to implementing ITIL than justdesigning, documenting and implementingprocesses. In point of fact, process is easy,changing people and culture is the really hard task.In January 2004, Allstate Insurance Companyestablished a dedicated group of staff called theService Management Center of Expertise (SMCOE)to fully address the people, process andtechnology challenges of implementing IT ServiceManagement at a Fortune 100 company. Thissession will showcase some of the successes ofthe SMCOE in the areas of supporting processimplementation teams through training and

education, process management, project/programmanagement and communications. Cathy’spresentation will focus on the Service Deliveryprocesses, strategic issues and Service LevelManagement.

Do’s & Don’ts Of Implementing Availability & Capacity Management


Code: Beginner

Today’s reality is that if IT stops, then businessstops! The availability and reliability ofapplications, systems and technology directlyimpacts internal and external customer service –as well as the overall reputation of the business.

There are numerous cost and quality benefits tohaving well structured and effective Availabilityand Capacity Management processes in place, andITIL’s IT Service Management Model includesguidance for the best practices needed. Jack, whois a highly experienced IT practitioner as well as avery knowledgeable process consultant, willprovide valuable insight into the right way andwrong way to approach these two complex andmulti-faceted processes. If you’re looking to hearfrom an IT leader who has real life experiencemanaging successful ITIL projects, this is a not-to-be-missed session.

What’s The Big Deal About A Service Catalog?

Lorrie Dolan, Senior Consultant, Pink Elephant

&


Code: Beginner

Many senior IT managers today have a goal to runIT like a business. The Service Catalog is a criticalfirst step for IT organizations to become morebusiness and customer focused, and servicedriven. According to Forrester Research: "ServiceCatalogs are the cornerstone of service deliveryand automation, and the starting point for anycompany interested in saving money and improvingrelationships with the business." As the foundationfor defining services and communicating value,there is now a growing trend toward positioning theService Catalog as the central element in the ITILservice delivery implementation model. Join Laurieand Terry as they explain why.

Implementing ITIL’s five delivery processes –IT Service Continuity, Availability, Capacity,Financial and Service Level Management –presents unique challenges and requires aslightly different focus and approach,compared to the five support processes.Many industry experts and case studies willpresent practical advice and best practicesfor how to gain successful outcomes.

TRACK 4: Implementing ITIL Delivery Processes



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Do’s & Don’ts Of Implementing A Fully Integrated Financial Management Process



Is this the forgotten process in your ITorganization? The Financial Management processenables CIOs and IT managers to take a businessperspective on IT with full visibility and fiscalcontrol. But, many IT management teams still donot give this area the attention it deserves. Troywill review how this key ITIL process canstrengthen IT business alignment. If you’re an ITprofessional tasked with managing and leading aprocess or function, it’s imperative that youunderstand the link between your activities andFinancial Management. But, what exactly is ityou’ve got to do? Troy has specialized in processconsulting at senior levels and he’ll provide youwith valuable insight and proven techniques fromimplementing and managing a value-addedFinancial Management process.

Top 10 Most Important Things To Consider ForAssessing, Selecting & Implementing Tools


Code: Beginner

The use of automated tools in IT ServiceManagement has become critical as therequirements for managing the current and futureprocessing architectures become more complex.It's more important than ever to properly assessproducts that best suit business needs. Join Troy –one of North America's most knowledgeable toolexperts – as he counts down the top ten mostimportant things to consider for assessing,selecting, and implementing software andtechnology that support ITIL's integrated IT ServiceManagement process model.

Ask The Technology Experts: Q&A Panel Discussion

Facilitated By: George Spalding,Executive Consultant,Pink Elephant

Code: General

Bring your questions about how to align tools withpeople and processes.George will gather a team ofIT Service Management tool experts – IT managers,vendors, and Pink's consultants – to help youaddress your biggest challenges, and give youinsight into future trends.

ERP For IT – A CIO's Perspective On ITIL & ITManagement Software

Rod Massey, CIO, Clark County, Nevada

Code: General

Many organizations implement EnterpriseResource Planning (ERP) software to integrate,automate and streamline their business operationsand the associated functions (people, processesand technology). Most IT organizations use avariety of best-of-breed tools (not integrated) tomanage IT service and support. This situationmakes it difficult to automate processes end-to-end and get a comprehensive view of ITperformance. In addition, the diversity of softwareinterfaces impact staff usability and increasetraining needs. In this informative session, Rod willshare with you the issues facing the IT industryand his own organization in trying to leverage ITILwith the IT management software that exists today,and discuss strategies moving forward.

Knowledge Management Foundations: KCS principles

Rick Joslin,Principal Consultant, IHS Support Solutions

Code: General

This session provides an overview of knowledgemanagement best practices known as Knowledge-Centered Support (KCS). Developed by theConsortium for Service Innovation, KCS is aframework that focuses on knowledge as a keyasset of the support organization. KCS augmentsthe ITIL framework by providing a strategy forcapturing, structuring, and reusing knowledgewithin the service desk. Service Managementrequires that knowledge be leveraged within

Incident Management and Problem Management.KCS defines how to integrate KnowledgeManagement into these processes.

Managing Performance Based On User-Experience

Howie Markson, VP Product Marketing, Reflectant Software Inc.

Code: General

This highly interactive session takes an in-depthlook at how organizations are extendingmanagement capabilities to include “end userexperience” monitoring, immediately capturing thecustomer perspective and shifting performancemanagement strategies as a result. Thispresentation will look at existing technologyoptions for managing end-user performance andthe discuss strengths and weaknesses of each.Howie will seek input from the audience to discussto what extent organizations have started to factorthe end-user experience into their performancemanagement strategy and if so, what type oftechnology are they using to do this? Howie willalso examine how this approach fits into IT ServiceManagement disciplines and ITIL.

Taking Incident, Problem & Change ManagementTo A Maturity Level Of “Optimization”

Sandy Wills, Intel Support Manager, Open System Services, Bank Of Montreal Financial Group

&

Louise Dandonneau,Service Coordinator, Open System Services, Bank Of Montreal Financial Group


Bank of Montreal (BMO) was awarded the 2003ITIL Project Of The Year at Pink Elephant’s 8thAnnual IT Service Management Conference &Exhibition in February 2004. BMO’s ITinfrastructure is a large, complex multi-faceted24/7 environment that supports 34,000 bank

This unique track showcases current andformer winners of Pink Elephant’s ITIL Projectof The Year, and ITIL Practitioner of The Yearawards. These seasoned case studies don’thold back; they share everything – the good,the bad and the ugly!

TRACK 6: Winner’s Circle: ITILAwards Alumni

Learn about the latest trends for ITinfrastructure management, servicemanagement tools, and how others havesuccessfully integrated technology with ITIL support and delivery processes forsuccessful results.

TRACK 5: Implementing Tools & Technology



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employees and millions of transactions annuallyfrom retail, corporate and investment customers.

BMO is in its fifth year of ITIL implementation andhas achieved numerous successes. In thispresentation, Sandy and Louise will review thedifferent maturity stages through which they’vetaken ITIL’s Incident, Problem and ChangeManagement processes as they strive to takethese to a level of full IT business alignment.Included will be details about the approach usedto achieve full integration between theseprocesses, and highlights about progress made tolink results directly to bottom line value. Sandyand Louise will also discuss the initiatives thathave been undertaken to strongly cement abusiness and continuous improvement culture.

ITIL Problem Management: It’s Not Just About Implementing The Process

Doug Ferguson,Process Owner, Problem Management ,Bank Of Montreal Financial Group


What’s the secret to establishing and managing asuccessful Problem Management process? Thereare actually a number of critical success factors.Join Doug as he shares his secrets and providesvaluable insight about what it really takes to gaincontrol of this key support process. Bank OfMontreal (BMO) is one of the most advanced ITILorganizations in North America. This ProblemManagement specialist will review BMO’s journeyto-date providing examples of milestones,challenges and how these were overcome, andlessons learned. He'll also provide tips for how tosuccessfully integrate Problem Management withIncident, Change and Configuration Managementprocesses.

Wrapped Up In ITIL: A Year In Review

Eric Carleton Director, Projects & IT Infrastructure,

Operations, Domtar Inc.


Domtar has 12,000 employees and is one of NorthAmerica’s largest paper producers. Domtar wasawarded the 2004 ITIL Project Of The Year at the9th Annual IT Service Management Conference &Exhibition in February 2005. Domtar has alsoobtained the first Canadian banner of the BS15000(worldwide standard specifically aimed at ITService Management).

In this presentation, Eric will present the path that

brought his organization’s IT Infrastructure,Operations and Security Department from a stateof low visibility and credibility, to becoming amodel of performance, recognized and respectedfor their strong contribution. A key factor in thistransformation was ITIL. Eric will review the criticalelements of Domtar’s ITIL implementation project,together with key milestones, successes to date,and lessons learned.

Driving Business Value By Leveraging Service Level Management

Christine Scott, Service Level Management Process Manager, Bank Of Montreal Financial Group


Service Level Management is not just a one timeactivity of developing SLA's. It's an ongoingprocess involving many activities – all of whichshould be aimed at maintaining required servicelevels and tracking, measuring and analyzingresults and trends for continuous improvement.Christine and her colleagues at BMO have beenworking on taking Service Level Managementbeyond a process maturity of Control. During thissession she will describe what “DemandManagement” means to her organization and whythey're looking at it internally to deal with growth.She'll also explain the tie-in to Capacity andFinancial Management and explain action itemsand initiatives underway to further mature theseITIL processes.

Leading The Strategic Revolution

Professor Glenn Rowe,Strategic Leadership,Richard Ivey School Of Business, University Of Western Ontario

Code: General

There are major differences between leadership atstrategic, tactical and operational levels. Justbecause leaders have been highly successful in aline management or functional leadership roledoesn’t ensure their success as senior strategic

leaders. This session is designed for seniormanagers who are aiming to strengthen theirunderstanding of strategic leadership. ProfessorRowe will define strategic leadership anddifferentiate among the concepts of strategic,visionary and managerial leadership, and examinethe differential links between the three types ofleadership.

Successful strategic leaders have an appreciationfor, and an in-depth understanding of, theinterdependencies of people, processes, finances,and technology, and they can see the big pictureand easily link the ways in which change in onearea impacts the others – organization wide.Strategic thinkers strategize about ways to growthe business, gain acceptance of the strategies,and execute them to achieve desired businessresults. If you’re seeking to become a morestrategic thinking IT manager and stronger overallbusiness leader, join Professor Rowe as heprovides insight into what it takes to acquire thesecritical competencies.

Designing Organizations For Maximum Impact

Professor Ann Frost, Richard Ivey School Of Business, University Of Western Ontario


As part of any major IT improvement initiative orproject, senior IT leaders must consider three mainelements – people, processes and technology.While all three are important, the human elementis often overlooked. However, it is absolutelycritical to consider how to successfully organizeemployees to enable new methods and processesto seamlessly function within the organization. Inthis session, Professor Frost will review guidingprinciples for designing organizations (roles,responsibilities, decision making authority, etc.),including the implication of design on controllingresources, and maximizing knowledge learningand knowledge sharing.

What Every Business Manager Should KnowAbout Organizational Culture

Professor Ann Frost,Richard Ivey School Of Business, University Of Western Ontario


To successfully support major businesstransformations, such as the implementation ofbest practices according to ITIL, senior IT leadersmust consider roles, responsibilities, behaviors,attitudes and "norms" that have also changed tosupport new strategy and direction. This involves

Go back to school! Participate in a veryunique learning experience. These sessionsare presented by university professors fromsome of the world’s leading businessschools. Learn how to speak the CEO’slanguage, and what it takes to becomestrong, effective internal business partners.

TRACK 7: IT Business School



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an assessment of "organizational culture". Changewill probably not be successful if new norms arenot formally established and cemented within anew culture. In this insightful session, ProfessorFrost will cover: What is culture and why is itimportant; the impact of control and organizationaldesign on culture; and important considerationsfor creating culture as a source for sustainedcompetitive advantage.

Managing Innovation & Motivation In Times Of Uncertainty

Professor Ralph Katz, MIT Sloan School Of Business

Code: General

Organizations today face increasing pressure toeffectively manage innovation and change. Thevery factors that lead to a firm’s success can alsoplay a significant role in its demise. The leadership,vision, strategic focus, valued competencies,structures, policies, rewards, and corporate culturethat were all so critical in building the company’sgrowth and competitive advantage during oneperiod can become its achilles heel astechnological and market conditions change over time.

In order to overcome this pattern of successfollowed by failure – of innovation followed byinertia – senior executives and managers mustunderstand how innovation, motivation, change,risk, and uncertainty all interrelate so they can leadefficiently in established markets while innovatingeffectively for the future. They need to learn how toreduce uncertainty and manage risks in ways thatwill allow them to introduce and lead innovativechanges more effectively through strongercollaborative cross-functional and structuralrelationships.

For more than 25 years, Professor Katz has beencarrying on extensive management research,education and consulting on technology basedinnovation with a particular interest in themanagement and motivation of technicalprofessionals, and high performing groups andproject teams.

Thinking Outside The Box Of “10”: Beyond The 10 ITIL Processes

Padma Nunna, IT Director, Processes and Controls, TIAA-CREF


Many IT organizations in North America arerecognizing the need to use IT processes asbusiness enablers – and not just technology. ITIL isa globally accepted best practice framework thatsupports this need. While ITIL goes a long way tohelp IT organizations embed a more process andbusiness driven culture, there are otherframeworks that can – and should – work hand inhand with ITIL’s ten service support and deliveryprocesses to achieve optimum results.

In this session, Padma will discuss the journeyTIAA-CREF’s IT organization is embarking on asthey are starting on their Service ManagementProgram. Padma will review the principles that arebeing used to engage the organization to stretchthe thinking on ITIL’s IT Service ManagementModel. She will also profile the other frameworksthat were identified. Many lessons about businessexcellence quality models have been learned fromPadma’s ITSM experience in other organizationsand she will discuss these together with progressto-date at TIAA-CREF.

RE-V-ITIL-IZE Your Culture


Code: General

Re-Engaging, Re-Connecting, Re-Membering, Re-Energizing, Re-Focus, Re-Energizing,Recognition, Re-Commiting, Re-Learning and Re-Newing that sense of passion, purpose and funthat makes leading an inspiring and rewardingmission. So lets Re-Move ourselves from the rut

and routines of management and RE-Fill our minds and buckets with the POWER of “RE”. Let’s RE-V-ITIL-IZE our culture!!

One of the critical success factors for ITILimplementation is building strong teams with acommon sense of purpose, and commitment tochange. Join Kirk – a very dynamic, energeticspeaker and an expert on teambuilding andculture – as he fills you with insights about how tobring out the best in yourself and your teams.

The Links Between ITIL, Six Sigma, CoBIT & Other Quality Frameworks

Troy DuMoulin,Executive Consultant, Pink Elephant

Code: General

Six Sigma, ISO9000, CoBit, Malcolm Baldrige,CMM – the list seems to go on and on. What onearth are they? How do they relate to each other,and where does ITIL fit in? Do these frameworks fittogether, or are they competitive or mutuallyexclusive? Where do they overlap? What are theconsequences of not using them? Or, of usingthem? Questions, questions, questions!

Attend this session to gain a clearer understandingabout the purpose, benefits and relationshipsbetween these frameworks and their dynamicrelationships with IT Service Management.

IT Governance, IT Audits & ITIL


Code: General

Sarbanes-Oxley and IT Governance – we heareveryone talking about it, but what is it and howdoes it link to ITIL? This session will quickly takeaway the mystery and lay out for you the relevanceand implications of the Sarbanes-Oxley Act (and itsequivalent legislation in other countries).

Also, whether you insource or outsource your ITdepartment, how does ITIL enable or facilitate therequirements established by CoBIT? CoBIT is anopen standard control framework for IT governancewith a focus on IT standards and audits. It is basedon over 40 international standards. Join Troy as heexplains how CoBIT provides objective informationon key activities and deliverables required tofacilitate IT process maturity. This is where variousbest practice standards can be applied, such asITIL, project management, CMM, securitymanagement and more.

Implementing ITIL best practices is notenough! IT Managers need to look beyondITIL’s IT Service Management Process Modelto gain optimum results. Many subjectsaddress how ITIL relates to organizationalculture, people management best practices, ISO, Six Sigma, CMM, CoBIT, Sarbanes-Oxley, IT Governance, and more.

TRACK 8: Beyond ITIL



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Troy is a highly experienced and respected ITILconsultant who’ll help you unravel the mysteriesand complexities of IT governance.

Scoop Your Poop!


Code: General

This session is based on Kirk’s best smelling book,“The Dog Poop Initiative”, which is a lesson abouttaking initiative, based on a true story. In this veryunique and entertaining session, Kirk willdemonstrate how to use the lessons in the book toinfluence your IT teams in positive and powerfulways – to be Leaders and Scoopers, not Pointersor Poopers. So, watch where you step – this isgoing to be a mess of fun!

Kirk is a highly respected team building andculture expert. During his presentation he’lldiscuss: How to build the spirit of ownership morepowerfully into your culture; Why Stinky is Stickyand how you can more powerfully influenceculture; How you can create team and selfawareness of non-productive behaviors – in a non-defensive way. And, how to use the PoopStory as a tool to identify what your team’s poopis, and how to create solutions and scoopers toclean it all up!

Eating The Elephant – Process Improvement Over Three Years & Beyond

Anna Shersher, Director, Process Improvement Management, MetLife

&

Bruce Geddes, Assistant Vice President, Infrastructure Quality Management, MetLife

Code: General

Bruce and Anna will provide an overview of MetLifeEnterprise Technology's journey to transform theirorganization's paradigm from managingtechnology to managing services by reengineeringtheir infrastructure processes using the ITILframework. They will explain how they establishedand implemented a formal improvement programthrough defining and executing ProgramGovernance, Marketing & Communications,Training & Education, Measurement, and 3-yearProcess Improvement Plans. They will also discussmethodologies and tools put in place to ensure

that process owners are able improve theirprocesses. Bruce and Anna will candidly talk abouttheir successes, opportunities to improve, andfuture outlook.

ITIL 101: An Introduction To ITIL’s IT ServiceManagement Process Model

Pierre Bernard, Managing Consultant, Pink Elephant

Code: Beginner

Are you new to ITIL? Attend this Sunday PrimerSession to gain an introductory, high leveloverview of ITIL’s IT Service Management ProcessModel, which is specifically designed for thosewho have not attended an ITIL workshop prior tothis event. Or, for those who need a refresher.

This same session is also repeated as a BreakfastClub Session on Monday morning.

Top 10 Most Important Things IT Managers Need To Know About Implementing ITIL


Code: General

Are you an IT professional tasked with managingand leading ITIL implementation, who is lookingfor practical guidance on what it really takes tosuccessfully implement ITIL best practices? Thendon’t miss this exciting opportunity to take away atop 10 list from a seasoned ITIL professional.

Laurie will provide you with valuable insight, do’sand don’ts, and proven techniques to get the jobdone. A highly experienced consultant, she hasworked with many organizations on ITIL projectmanagement and implementation. Laurie has seenmany good projects, and has also witnessed whatIT leaders can do wrong without the right focusand structure. There’s no need to repeat themistakes of others, or reinvent the wheel. Attendthis insightful session and hear directly from one ofthe world’s most knowledgeable ITIL experts.

What IT Managers Need To Understand About Process Maturity



Are you in “control” of your processes? Or, are youfully “optimized”? Do you know what these mean,or why it’s important to know? Attend Terry’sSession and you’ll learn about the key concepts ofprocess maturity. Terry will explain whyunderstanding the maturity level of your IT ServiceManagement processes is a necessary step inimplementing best practices according to ITIL. He’llalso take you through the details, objectives andtypes of questions required to determine the levelof maturity for key ITIL processes. Terry brings withhim a wealth of knowledge and he’ll combine a mixof theory, experience and real life examples toillustrate the methods and techniques used inperforming an effective ITIL process maturityassessment. If you’re just about to start theplanning of your ITIL implementation journey, thisis a must-attend session.

Implementing ITIL: “Where Should We Start”?


Code: General

Where should we start implementing ITIL? This isone of the most popular questions our consultantsare asked. Should we start with ConfigurationManagement? Problem Management? Where doesService Level Management fit in?

The correct answer is that there is no one bestplace to start implementing ITIL – all situations areunique and require a different plan. However, thereis a right way and a wrong way to approach andmanage the decision making process.

During this Sunday Primer Session, Gary – one ofPink’s most senior and experienced consultants –will explain why there are usually many quick winsto be gained by starting ITIL implementationprojects with the operational processes. He’llprovide practical advice and general do’s and don’tsfor planning and organizing the implementation ofan ITIL focused Service Desk, and Configuration,Incident , Problem, Change, and ReleaseManagement. He’ll also explain how and why themore tactical and strategic level delivery processes– Service Level Management, Financial, IT ServiceContinuity, Availability and Capacity Management –require a slightly different focus and approach.

Pink Elephant is fully committed to providingyou with the knowledge and support youneed to understand and implement ITIL andIT management best practices. In this track,you have an exclusive opportunity to attendPink’s most in-demand seminars taught bythe absolute best consultants andcommunicators in the industry.

TRACK 9: Pink University



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Gary will include a Q&A period so bring yourquestions and issues about starting your ITILimplementation.

Implementing & Managing ITIL Processes: Roles & Responsibilities



What are the best practices for performing well asan ITIL project team? One critical success factor isto clearly define project roles, responsibilities andcommunicate levels of authority. To assist with thistask, an ARCI matrix can be a very useful projectmanagement tool. Attend Graham’s session tolearn why this step is a critical part ofimplementing ITIL. He will define and explain eachof the four components of the matrix –Accountable, Responsible, Consulted, andInformed – and give examples of how each shouldbe applied. Taking the time to complete an ARCImatrix at the start of any IT project, will help toeliminate confusion of roles and responsibilitiesthat ultimately results in chaos. And at worst,failure to meet project goals and deliver desiredresults.

An ARCI matrix is also a useful tool beyond projectmanagement. Graham will also review how to useit to identify and communicate roles andresponsibilities in relation to the ongoingmanagement of ITIL processes and activities.

Best Practices For Implementing ITIL’s Service Delivery Processes


&



While many IT organizations start their ITILimplementation journey at the operational levelwith the Service Desk and five ITIL Service Supportprocesses – Incident, Problem, Change, Releaseand Configuration Management – there comes atime when the decision is made to focus on thefive more tactical and strategic level deliveryprocesses. There are unique challenges whentackling this group and the implementation ofthese processes requires a slightly different

approach. Jack and Laurie will draw upon their vastpractical experience and in-depth knowledge toprovide practical advice, and general do’s anddon’ts for planning and organizing theimplementation of Service Level Management,Financial, IT Service Continuity, Availability andCapacity Management. This session will include aQ&A period so bring your questions and issues.

Do’s & Don’ts Of An ITILImplementation Project Plan


Code: Beginner

When implementing or improving any aspects of ITService Management processes, a wide range ofissues need to be taken into consideration – infact, there is a “checklist of do’s and don’ts”!

Planning for the introduction of, or changes to, aprocess implementation, must be carried out in anintegrated fashion. Process implementation asprojects, must progress through different stages ofa project cycle. These stages include defining theproject plan, analysis, and project design,implementation and post-implementation reviews,to name a few. There are many do's and don’ts toITIL Implementation project management, at anystage of the project. Graham has extensiveexperience working with many organizationsimplementing best practices according to ITIL. Thisis a not-to-be-missed session for anyone directlyinvolved in implementing ITIL processes whowants to learn the key success factors forsuccessful implementation projects, and thepitfalls to avoid.

Best Practices For Taking Incident & ProblemManagement To A “Control” Level Of Maturity

Matthew Bowles, Executive Consultant, Pink Elephant

&



Implementing strong links between these two“sister” processes has many advantages. Together,they form a very powerful duo that can providevery high returns for your IT organization, as wellas your business. The issue is that manyorganizations think they have Incident and

Problem Management to a Control Level of processmaturity, when in fact they don’t! Find out exactlywhat it means to be in “control” of Incident andProblem Management, and if you’re not at thisdesired level, you’ll learn what activities andoutputs are necessary to get you there.

(Note: While not necessary, attending TerrySherman’s Sunday Primer Session – What ITManagers Need To Understand About ProcessMaturity – is a worthwhile introduction to this session)

Advanced ITIL: How To Take ITIL ProcessesBeyond A Maturity Level Of “Control”



Many organizations strive to get all ITIL processesto at least a “Control” level of process maturity.This takes time, and for most processes requiresmajor changes to metrics, standards, roles andresponsibilities, documentation, andcommunication and management processes. Troywill walk through each of ITIL’s Service Supportand Delivery processes to provide a high leveloverview of what being at a Control level ofmaturity means for each one. He will then explainwhy it’s important for IT organizations to aim forthe next two levels of process maturity –Integration and Optimization – and what isinvolved. Troy, one of Pink’s most seniorconsultants, has vast experience working withnumerous organizations to assess the maturitylevels of enterprise wide processes. This is a mustattend session if your IT organization is seeking toadvance its ITIL goals to a more advanced stage.


Best Practices For Taking Change Management To A “Control” Level Of Maturity



Change Management sounds great in ITIL theorybut many organizations struggle with it. Everyoneappreciates the value of an effective ChangeManagement process. However, a commoncomplaint voiced by many well intentioned IT



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managers is that Change Management can bedifficult to implement and manage because ofwhat are perceived to be very bureaucraticprocedures and often unfriendly, rigid rules andstandards. These are definitely some of the pitfalls.But these can be overcome and once they are, thebenefits to the bottom line are felt almostimmediately and are well worth the effort.

To achieve desired results, Change Managementrequires careful planning and ongoing attention,not just from IT but organization wide. Gary willreview best practices for effective management ofthis key support process, and he’ll draw upon hisvast experience to provide practical guidance forwhat it takes to get it to Control.


Best Practices For Taking ConfigurationManagement To A “Control” Level Of Maturity

Pierre Bernard, Managing Consultant,Pink Elephant

&

Jennifer Wels, ATLAS Product Manager, Pink Elephant


Configuration Management is one of the mostnecessary but difficult processes to implement insupport of service management initiatives. Thisdiscipline, if implemented correctly, will providecritical information about where assets are andhow they facilitate or impact the delivery of ITservices. However, there are many obstacles tonegotiate and pitfalls to avoid.

Pierre and Jennifer will provide you with guidanceabout how to assess the current maturity level ofthis complex ITIL support process. They’ll alsodiscuss the key requirements for integratingConfiguration Management with other processes,together with details for exactly what is necessaryto have full control of all activities and outputs.You’ll walk away with an understanding of whereyou are now so that you can better determinewhere you need to be, and develop a meaningfulplan for how to get there.


Q&A Panel Discussion: How To Implement &Manage A Fully Integrated Service LevelManagement Process

Facilitated By: Char LaBounty,President, LaBounty & Associates

Code: General

In this Sunday Primer Session, Char – one of the ITsupport industry’s most accomplished specialists –will be joined by a panel of professional expertsand IT practitioners to address your questions andchallenges about this key ITIL process, includingbest practices for developing a Service Catalog,creating and implementing SLA’s and OLA’s, andestablishing an ongoing service review andmeasurement process. Get the best of both worlds– best practice theory and real world experience!

Q&A Panel Discussion: General

Facilitated By: Char LaBounty,President, LaBounty & Associates

Code: General

Expert panel discussions facilitated by Char areconsistently one of the highest rated sessions atPink events all over the world! Once again, Charwill assemble a distinguished group of ITpractitioners and consultants to address your mostpressing challenges. In this session, you’ll hearwhat your peers are struggling with, and thepractical solutions recommended by the panelists.There'll be a wealth of knowledge and experiencein this panel – make the most of it!

Focus Groups:

The objective of Focus Groups is to provideconference attendees who share similar groundwith a forum in which to meet others, network andto ask questions, share experiences andsuccesses, exchange ideas, and discusschallenges.

The format is a general, round table, “birds-of-a-feather” discussion, which is facilitated by a PinkConsultant, industry professional or subject matter expert.

• Implementing ITIL In Global Organizations

• How To Gain Senior Management Buy-In

• ITIL In Government

• ITIL In Finance

• ITIL In Pharmaceuticals

• ITIL In Utilities

• How To Develop & Implement A CMDB

• How To Develop & Implement SLA’s & OLA’s

• How To Develop & Implement A CAB

• The Role Of Service Level Manager

• The Role Of Project/Program Manager

• The Role Of Process Owner

• The Role Of Change Manager

Bring your most pressing questions andproblems to our ITIL Clinics! Through focusgroups, panel discussions, presentationsand roundtable meetings, there will benumerous opportunities to learn from PinkElephant’s expert consultants, industryexperts and experienced practitioners.

TRACK 10: ITIL Clinics



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Certification Path


28

Refer to our

website.

Establishing A Service Desk According

To ITIL Best Practices

The focus is on how to turn a help desk into an ITIL Service Desk.

IT Support Directors/Managers, Service Desk TeamLeaders/Managers, Problem and Change Managers,Process Owners, and Project Managers

Establishing & Managing IT Services According To ITIL

Best Practices

The focus is on how the Service Level Management,Financial Management and IT Service Continuityprocesses relate to each other, and other key processes.

IT Directors/Managers, Project Managers, Quality Managers, Service Level Managers, and Process Owners

28How To Implement ITIL Integrating People & Tools

With Processes

The focus is on how to manage and leadorganizational change, and use processreengineering and continuous improvementprinciples to achieve success.

IT Directors/Managers, Project Managers, Quality Managers, and Service Level Managers

29Measuring, Reporting & Improving The ITInfrastructure According To ITIL Best Practices

The focus in on how to apply an ITIL and businessperspective on IT metrics.

IT Directors/Managers, Service Level Managers,Process Owners, Project Managers, and Quality Managers

Refer to our

website.

ITIL Service Manager The most comprehensive, intensive and in-depth ITILcertification course.

Designed for IT professionals who've obtainedFoundation Level certification and want an all-encom-passing view of IT service management.

29IT Executive Management Certification Learn about what it really means to take a businessperspective on IT. The course provides guidanceabout how to succeed as a senior IT manager.

Designed for IT Vice Presidents, IT Directors and

Senior IT Managers.

Management Level Certification Take your ITIL knowledge to new heights! Go beyond the IT Service Management model to understand how to use

business, leadership and management best practices, and quality improvement tools to achieve success.

Get Certified In IT Service Management!Having technical competence is no longer enough. ITorganizations must focus on service by adopting a businessand systematic approach to managing day-to-dayoperations.

Today’s IT practitioners must have an understanding of thebusiness and service processes needed to succeed.Technical certification alone cannot get IT professionals theperspective needed.

Transform your IT organization into a true, value addedbusiness asset!

Learn what it takes to successfully integrate key ITprocesses. ITIL gives guidance on how to take a holistic,process-based and fully integrated business approach to ITservice management.

Looking for the answer? Look no further!

Use this chart as a handy reference to help you determinewhich courses are best suited for your situation.

Page #Overview Designed ForCourse

Designed as an introductory ITIL qualification for allprofessionals who want to become familiar with bestpractices for IT service management.

27

Refer to our

website.

ITIL IT Service

Management Essentials

The first course in the ITIL certification program,which describes how ten key IT processes relate toeach other and to wider IT business issues.

ITIL Practitioner: Configuration, Change, & Release Management

Foundation Level The Foundation Certificate is a prerequisite for all other levels of ITIL certification.

Practitioner Level CertificationIf you've already obtained Foundation Level certification, you can focus your education on specific “groupings” of processes.

Pink Elephant was the first in the industry to introduce these specialized certification courses, which provide a more focused and in-depth view of how specific groups of highly interdependent processes should work together.

Focus is on applying ITIL best practices when releasingchanges into the IT infrastructure while minimizing theadverse effects of such actions.

Process Managers and Coordinators for Change,Release, and Configuration Management, ITManagers, Supervisors, and Team Leaders who areinvolved in these processes

Dates & Fees on Page 31

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ITIL IT Service Management Essentials is a detailed introduction to the concepts, terms,definitions, goals, benefits and relationships within the core IT service managementprocesses and function, according to the ITIL best practice framework.

Based on principles described in ITIL’s Service Support and Service Delivery books, thiscourse focuses on taking a holistic approach to IT service management through the use ofprocesses, their respective relationships, and workflows. This course also preparesparticipants for the examination leading to the Foundation Certificate In IT ServiceManagement, the prerequisite for the Practitioner and Management levels of ITIL certification.

An independent examination body facilitates and marks the examination, which is scheduledon the last day of the course.

Pink

Elephant

Is A

World

Leader

In ITIL

Certification

ITIL IT Service Management EssentialsFebruary 9-10February 16-17

Who Should AttendAnyone working in IT services requiring more information about the ITILbest practice framework.

PrerequisitesThere are no mandatory prerequisites. Work experience in IT services is recommended.

BenefitsAfter attending, participants will understand how ITIL processes can improveIT operations. In particular, participants will:

Understand ITIL’s five operational processes, single function and five tactical processesComprehend the main activities of each processBe aware of key ITIL definitionsUnderstand the scope and operation of an ITIL compatible Service DeskBe prepared to take the Foundation Certificate in IT Service Managementexamination

Curriculum Introduction to ITIL:

Structure of the libraryITIL’s key concepts and objectivesOverview of ITIL certifications: Foundation, Practitioner and Service ManagerOutline of relationships between the ITIL processes

Detailed descriptions of the goals, benefits, challenges, managementreporting, and interfaces of the five operational processes and the Service Desk function:

Service DeskIncident ManagementProblem ManagementConfiguration ManagementChange ManagementRelease Management

Detailed descriptions of the objectives, benefits, metrics, challenges,management reporting and interfaces of the five tactical processes:

Service Level ManagementFinancial Management For IT ServicesAvailability ManagementCapacity ManagementIT Service Continuity Management

Examination60 minutes; 40 multiple-choice questions; closed book.

Certification CriteriaAn independent examination body awards the Foundation Certificate In ITService Management after participants receive a passing grade of 65% on the examination.

Pre &Post Workshops


Get Certified!

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Pre &Post Workshops


Establishing A Service Desk According To ITIL Best PracticesFebruary 8-10

Who Should AttendIT managers, process owners, project managers, anyone responsible for creating ormanaging a Service Desk.

PrerequisitesParticipants must hold the Foundation Certificate In IT Service Management. Ifyou do not have this certificate, it is attainable through Pink Elephant's ITIL ITService Management Essentials course.

BenefitsAfter attending this workshop, you will understand how to turn a "help desk"into an ITIL Service Desk.

CurriculumBenefits of the Service DeskClarifying roles and responsibilities within the service support organizationdesigning the Service DeskKey activities of the Service Desk in relation to Service Level Management andConfiguration ManagementIncident, Problem and Change Management process models – the relationshipbetween these process models and the Service DeskTool requirements for the Service Desk. How to build a business case forinvesting in tools and Service Desk improvementsSkills required for a Service Desk agent as well as staffing options and modelsMeasurement and reporting activitiesIdentify different Service Desk models and the advantages and disadvantagesof each

CertificationA 40 question, multiple-choice exam is administered on the final day of the course. 90 minutes are allotted for the exam. The certification is awarded by Pink Elephant after achieving a 65% pass rate.

How To Implement ITIL: Integrating People & Tools With ProcessesFebruary 8-10

Who Should AttendProcess owners, project sponsors, project managers, process design teammembers, quality audit and assurance staff, managers, directors or consultantsinvolved in developing IT service management processes.

PrerequisitesParticipants must hold the Foundation Certificate In IT Service Management. Ifyou do not have this certificate, it is attainable through Pink Elephant's ITIL ITService Management Essentials course.

BenefitsAfter attending this program, attendees will understand the steps to take todevelop a process framework – such as ITIL. Participants will have anunderstanding of:

The importance of gaining management commitment for processimplementation or improvement initiatives Concepts for managing organizational changeKey phases of Process DevelopmentThe three main components of process implementation: people, process and technology The importance of continuous process improvement

CurriculumThe case for service management Gaining management commitmentManage IT like a projectManaging organizational change Key phases of process developmentCreating an implementation strategyContinuous Process Improvement

CertificationA 40 question, multiple-choice exam is administered on the final day of thecourse. 90 minutes are allotted for the exam. The certification is awarded by Pink Elephant after achieving a 65% pass rate.

Learn the key steps to developing, re-engineering and improving ITService Management processes in this comprehensive program.This three-day workshop teaches you how to do it, so there will be aconsistent and effective means of developing Service Managementprocesses. Effective processes will increase IT efficiency.

This course also prepares participants for the examination leadingto Pink Elephant’s Practitioner Certificate in How To ImplementITIL: Integrating People & Tools With Processes. Pink Elephantfacilitates and marks the examination, which is scheduled on thelast day of the course.

Learn how to apply ITIL's best practice processes as described inthe Service Support and Service Delivery books. Increasedglobalization and customer demands have led many organizationsto create or migrate to a Service Desk. As a result of this trend, theService Desk plays a more important role in an organization. And isoften integrated with other processes such as ProblemManagement and Change Management.

This course also prepares participants for the examination leadingto Pink Elephant’s Practitioner Certificate in Establishing A ServiceDesk According To ITIL Best Practices. Pink Elephant facilitates and marks the examination, which is scheduled on the last day of the course.

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Measuring, Reporting & Improving The IT Infrastructure According To ITILBest PracticesFebruary 8-10

Who Should AttendIT managers, supervisors, team leaders, as well as project, network, Service Desk,and service level managers.

PrerequisitesParticipants must hold the Foundation Certificate In IT Service Management. If youdo not have this certificate, it is attainable through Pink Elephant's ITIL IT ServiceManagement Essentials course.

BenefitsBe able to use data generated by effective ITIL processes to improve themanagement decision-making quality, in turn, stimulating improvement initiatives.

CurriculumIdentifying the right indicators and measurement thresholds for evaluating ITinfrastructure performance including understanding where ITIL's managementinformation comes from, how it is generated, formatted and interpreted Defining communication methods for circulating, assessing, discussing andacting upon the new informationCritical success factors for ensuring improvement efforts are properly focused,owned, achievable and implemented successfully

CertificationA 40 question, multiple-choice exam is administered on the final day of thecourse. 90 minutes are allotted for the exam. The certification is awarded by Pink Elephant after achieving a 65% pass rate.

IT Executive Management Certification:An IT Business PerspectiveFebruary 8-10

Who Should AttendThe course is designed for senior IT managers.

PrerequisitesParticipants should hold an IT leadership position with a minimum seven yearsmanagement experience.

BenefitsThrough case studies, articles, white papers, homework and group assignments,attendees will understand the specific competencies needed for strategic ITmanagement, and what it really means to run IT like a business.

CurriculumThe Role Of Information Technology In The Organization

Does IT really matter?New roles for the IT division: IT competence from the business viewpointThe senior IT manager: Research findings of competencies required toachieve optimum success in today's new business environment

ITIL Executive Overview Executive overview of ITILHow to use ITIL as a strategy for delivering quality, cost effective, business-driven IT services

IT Business Perspective The building blocks of IT business alignmentProcess of developing IT business strategyProcess of developing and implementing an IT business planMarketing principles for ITMeasuring IT's performance: What to measure and why

IT Business Excellence Framework Business excellence model overviewReview of quality frameworksIT Business Alignment Checklist

Exam60 minutes; multiple choice; closed book

This exclusive workshop is designed to provide participants with theessentials of IT executive management. The course is based on theteachings of the ITIL Business Perspective set of books, togetherwith results of research studies completed by leading universitiesand other bodies on IT and business best practices. In addition,there is valuable insight included from Pink Elephant's ownextensive experiences.

Learn about improving the IT infrastructure's overall performanceusing key activities defined within ITIL as well as methods formeasuring and reporting IT results from a business perspective.

This course also prepares participants for the examination leadingto Pink Elephant’s Practitioner Certificate in Measuring, Reporting& Improving The IT Infrastructure According To ITIL Best Practices.Pink Elephant facilitates and marks the examination, which isscheduled on the last day of the course.

Pre &Post Workshops


Newly Updated Content

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Knowledge Management Foundations Workshop: The KCS PrinciplesFebruary 16-17

Who Should AttendThis course is designed for IT support center professionals who are responsible for service support resources and improving service levels through the use ofknowledge management strategies to improve efficiency and maximize customersatisfaction.

PrerequisitesThere are no mandatory prerequisites. Work experience in IT services isrecommended.

What You'll LearnHow to assess the value of knowledge-centered support as part of Incident and Problem Management

The difference between call-tracking and knowledge management systems

The concept behind the re-use of knowledge and the value of tracking the re-use

How to understand KCS principles and practices

How KCS fits in to the workflow and the structured problem solving process

How to examine the fundamentals of solution management

How to identify key roles and responsibilities:

- Organizational role

- Employees’ role

- Manager’s role

An appreciation for a new way to assess performance and contribution

Considerations for a successful adoption and implementation of the strategy

ExaminationThere is no examination for this workshop.

Certification CriteriaThis is not a certification course.

Knowledge Management is an important part of effective IT ServiceManagement. This is especially true in the service support arena. As aresult, it's not a surprise that Knowledge-Centered Support (KCS) isan emerging set of best practices for knowledge management. Manysupport and service organizations spend thousands of dollars eachyear on technology rollouts and upgrades, with minimal satisfactionon the investment. This course will teach you how to transform mereinformation into knowledge, action and excellence! Find out how toadopt a KCS strategy that will allow you to shift your support centerfrom a call-centric model to a knowledge-oriented model, thusproviding the highest level of service and support to your customers.

Subscribe To PinkLinkSign up for Pink Elephant’s

free monthly e-newsletter.

Stay connected to ITIL best

practices and learn how to

strengthen your IT organization’s

performance with informative articles about:

• IT Service Management Best Practices

• Tips For Implementing ITIL

• IT Leadership Best Practices

To sign up for PinkLink, visit www.pinkelephant.com

or call 1-888-273-PINK.

IT I L AW AR DSSend in your nominations!

There are many ITIL success stories out there, and wewant to hear them.

Pink Elephant is now accepting nominations for ITIL ProjectOf The Year, and ITIL Practitioner Of The Year – both theseawards are presented annually at our conference torecognize individual and corporate commitment to ITIL andIT Service Management best practices.

• ITIL Project Of The Year Recognizes an organization that has demonstratedsignificant commitment to ITIL best practices withinvolvement of certified staff

• ITIL Practitioner Of The Year Recognizes an individual who has showncommitment to ITIL best practices, continuousimprovement and quality principles.

Submissions are due by January 13, 2006 and must besent to Nancy Hinich at [email protected].

Visit www.pinkelephant.com for more details aboutqualifications, and submission criteria.

New Course!

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31C o n t i n u i n g T h e I T I L J o u r n e y : A C e l e b r a t i o n ! w w w. p i n k e l e p h a n t . c o m R e g i s t e r t o d a y ! 1 - 8 8 8 - 2 7 3 - P I N K

Information &RegistrationEvent Name Date Fee

10th Annual International IT Service Management Conference & Exhibition Feb. 12-15, 2006 $1,695

Pre -Conference Workshops: Date Fee

ITIL IT Service Management Essentials Feb. 9-10, 2006 $1,395

Establishing A Service Desk According To ITIL Best Practices Feb. 8-10, 2006 $1,695

How To Implement ITIL: Integrating People & Tools With Processes Feb. 8-10, 2006 $1,695

Measuring, Reporting & Improving The IT Infrastructure According To ITIL Best Practices Feb. 8-10, 2006 $1,695

IT Executive Management Certification Feb. 8-10, 2006 $2,695

Post-Conference Workshops: Date Fee

ITIL IT Service Management Essentials Feb. 16-17, 2006 $1,395

Knowledge Management Foundations Workshop: The KCS Principles Feb. 16-17, 2006 $1,395

Conference Location:Pink Elephant's 2006 conference will be held at the beautiful Bellagio Hotel in Las Vegas – ranked one of the world's top 10 hotels.

A block of rooms is reserved for attendees at a special rate of US $205 per night. To obtain this special rate, attendees must book before January 9, 2006 andmake reference to Pink Elephant. Contact the hotel directly at 1-888-987-8686 and ask for the Hotel Reservation Department. It is strongly recommended thatattendees book early to avoid disappointment because room rate is subject to availability.

10th Anniversary Celebration Discounts

Register before December 9, 2005 to take advantage of thesespecial discounts:

• For individual registrations: Take 10% off the regularconference fee

• For team registrations: Take 20% off the fourth andsubsequent registrations. The first three are at thediscounted individual rate. To qualify all registrations mustbe from the same organization, and all received at the sametime.

Payment must be received with registrations.

Regular FeeThe regular fee is $1695. All fees are in US funds. Discounts and/or special offerscannot be combined.

Combination DiscountsAfter December 9th, register and pay for the conference and a pre or post conference workshop and save 10% off the pre or post conference workshop fee.

Team DiscountsBenefit from the power of teamwork! For multiple registrations from the sameorganization, if you register and pay after December 9, 2005, the first two registrationsare at full fee and every additional registration is 10% off. Before December 9, 2005,the Special Anniversary Discount described above applies.

Fees & PaymentPink Elephant must receive payment with registration. Fees include attendance at the event, conference manual, and meals (continental breakfast, lunch and beverages)each day.

Substitutions & CancellationsYou can substitute an attendee at any time. All substitutions must be submitted inwriting at [email protected].

Pink Elephant must receive a cancellation in writing ([email protected])no later than 15 business days prior to the Conference start date. Cancellationsreceived within 15 days will receive a refund minus an administration fee of $250.Refunds are not available after January 20, 2006. Participants who cancel after thisdate will receive credit towards another Pink Elephant event or workshop, less anadministration fee of $250. Note that all course credits are valid for six months fromcancellation date.

No ShowsNo credit is provided and no refunds are made if notification is not received in writingand acknowledged by Pink Elephant 15 days in advance of the start date.

Questions?Please call us at 1-888-273-PINK from 8:30 a.m. to 7:30 p.m. Eastern Standard Time,Monday through Friday. Or, e-mail us at [email protected].

To RegisterChoose one of the following options:• Phone: 1-888-273-PINK• E-mail: [email protected]• Online: www.pinkelephant.com

A scene from "O", the timeless, aquatic production by Cirque du Soleilonly at Bellagio, Las Vegas.

Pink Elephant5575 North Service Rd.Burlington, ON L7L 6M1CANADATel: (905) 331-5060Fax: (905) 331-5070www.pinkelephant.com Attention mailroom: If undeliverable, please route to the IT Support Director


ITService Management Conference & ExhibitionBellagio Hotel • Las Vegas February 12 - 15, 2006

Continuing The ITIL Journey: A Celebration!

Pink Elephant's 2006conference will be held atthe beautiful BellagioHotel in Las Vegas. Thisenchanting property isranked one of the world'stop 10 hotels, with world-renowned dining, astunning fountain show,and host to themagnificent “O” by Cirque du Soleil.

Join us for our 10thanniversary celebration!We’re planning to take analready great event to newheights!

don’t miss the event of the year! itservice management … · 2020-06-26 · implementing itil...

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