ITIL 4 In Action

Program & Session Descriptions

All keynote and breakout sessions include a Q&A during the last ten to fifteen minutes. There is also Q&A time during the end of day Ask-The-Expert Panel discussions. Send in your questions through the Chat feature or tweet using #PinkInAction.

The program below is in Central Time.




Day One Welcome & Introduction
  • 9:00 AM - 9:15 AM
  • 9:15 AM - 10:15 AM
  • Understanding ITIL 4’s Value System, Value Chain and Value Stream – In The Real World!

    Troy DuMoulin, Vice President, Research and Development, Pink Elephant

    In ITIL 4, the highest level concept is the service value system. The service value chain refers to activities that lie at the heart of the service value system. Value streams offer more detailed descriptions of the activities needed to respond to specific types of business demand and business opportunities. Sounds pretty good, right? Everyone buys into the concept of value, but how do you actually differentiate between all these value components and, is it really necessary to do so in the real world? Do you really have to bother? The answer is, yes! To be a highly effective IT organization and a true business contributor, you really need to consider all these areas.

    Troy is here to tell you how to go about it. He’ll explain that although some aspects of value are similar in all organizations, specific details are likely to vary, which is why ITIL 4 avoids being prescriptive. All organizations are different, and people involved in creating value think about what they’re doing from very different perspectives, depending on their specific roles and organizational contexts. But there is a right way versus a wrong way that leaders can engage their teams in value discussions and Troy’s session includes guidance on how to go about answering these very important questions:

    • What exactly is “systems thinking”?
    • How do you get all your staff to start being more system thinkers?
    • Why is this important?
    • What does “value” mean in your organization and is there an effective way to approach these discussions?
    • What is the difference between a value stream, and a process or practice?
    • Why is it important for everyone to understand the distinctions?
    • How do you link value to the skills and competencies your organization needs and how do you ensure that they’re in place?
  • 10:15 AM - 10:30 AM
  • 10:30 AM - 11:15 AM
  • Business Relationship Management in Practice: The Role of the Business Relationship Manager

    George Spalding, Vice President & Executive Consultant, Pink Elephant

    Business Relationship Management (BRM) is a fairly new concept for many IT organizations. One of the major reasons why this practice needs to be implemented is because of the “silo thinking” that still exists across the many roles, departments and partners related to IT. BRM aims to bridge the divides that exist between the business and IT by creating a highly collaborative culture that is free of silo-thinking. Within the BRM practice, the role of Business Relationship Manager exists to help integrate IT with other business units by fostering inter-department communication and team work/partnerships in pursuit of common strategic business goals. In this session, George will take you through the very specific critical success factors for establishing and managing the overall practice, as well as key considerations for what makes an effective, multi-faceted Business Relationship Manager role.

  • Problem Management in Practice: How To Use AI To Move From Reactive To Proactive

    Jack Probst, Principal IT Management Consultant, Pink Elephant
    speaker profile

    As organizations undergo digital transformation, they are exploring new ways to deliver IT service management. The traditional model is changing, and a new way of thinking and working has arrived with cognitive service management and AI. One such area of IT service management that lends itself well to, and can be enabled by digital automation, AI, and cognitive learning, is Problem Management (PM). Jack will start this session with an enlightening overview of the very important difference between reactive and proactive PM and then profile how organizations can achieve new levels of advancement including increased productivity and efficiency using the latest AI technologies.

  • 11:15 AM - 11:30 AM
  • 11:30 AM - 12:15 PM
  • ITIL 4’s Magic Formula For Defining, Creating & Delivering Business Value

    Jack Probst, Principal IT Management Consultant, Pink Elephant

    If you’ve had challenges understanding and defining value for IT services, you’re not alone. Many IT organizations have struggled with this. ITIL 4 challenges you to define and create business value, but there is no specific formula or prescription in the books or certification scheme for how to do it.

    Enter Jack. He has many practical examples and personal ah-ha moments to share with you. Jack will explain that In order to be an effective and fully collaborative strategic partner, IT organizations must think in business terms about how decisions and improvements will impact service delivery and thus increase overall business value. Jack will share a very specific business value formula and explain each of its main components. He will demonstrate how the simple equation together with a good grasp and understanding of strategic partnerships, will enable your IT organization to more clearly see how ITIL 4’s service value system, specifically the Guiding Principles and the four dimensions, are all critical to overall business success.

  • 12:15 PM - 1:00 PM
  • 1:00 PM - 1:45 PM
  • Leverage Organizational Change Management Principles To Lead Successful Transformations

    Robin Hysick, Senior IT Management Consultant, Pink Elephant

    It is a recognized fact that many change efforts fail because leaders do not follow an effective overall approach for leading and managing major organizational change, including how to address all-important components of communication, people and culture.

    If you're a manager at any level of your IT organization who is currently leading any aspect of a change (and today, it’s an ongoing occurrence!), understanding a formal change model is a must-know and not a nice-to-know. Robin takes you through Pink’s 20/20 change model – your formula for success which includes something old, something new, something borrowed, and something…Pink!

    The 20/20 model includes guidance based on Pink’s own vast implementation experience, together with inputs from “old and borrowed” and more traditional academic teachings (old, but still very relevant!). Not only will you understand the theory behind how to lead change, Robin will also review how to apply the best practices. You'll gain huge benefits from Robin's extensive ITIL implementation and IT project management experience as she walks you through several real-world examples and dos and don’ts for each of the steps involved.

  • 1:45 PM - 2:00 PM
  • 2:00 PM - 2:45 PM
  • ITIL 4 Clinic: Service Portfolio Management

    Facilitated by Troy DuMoulin, Vice President, Research and Development, Pink Elephant

    Troy will discuss and advise on:

    • How to build sanity into our demand management practices without always saying “no”
    • Defining services is fine, but isn’t it really about managing technology?
    • Delivering services is fine, but isn’t it really about managing technology?
    • When planning and estimating a service portfolio, how do we ensure there are enough people resources to deal with the demand?
    • Who should own the service catalog?
    • How do we resolve all the conflicting service priorities? Are there any secrets to this?
    • I keep hearing we should reduce technical debt. How do we do that?
  • 2:45 PM - 3:00 PM
  • 3:00 PM - 3:45 PM
  • ITIL 4 Clinic: How to Address Resistance to Change Enablement

    Facilitated by Robin Hysick, Senior IT Management Consultant, Pink Elephant
    speaker profile

    Robin will discuss and advise on:

    • I don’t see the Change Advisory Board (CAB) in ITIL 4 – why not? How do changes get approved?
    • This was called Change Management in earlier ITIL versions. Why is it called Change Enablement now? What should I do about my company’s Change Management practice?
    • How does this new “Agile” change practice work for controlled environments when we have legislation and other external governance regulations to follow?
    • How do we align Change Release and Deployment activities?
    • How do we fix the tension between “rules for Change” and Agile working?
    • How do we organize and manage Changes in a DevOps environment?
  • 3:45 PM - 4:00 PM
  • 4:00 PM - 4:45 PM