Meeting - January 2007
Wednesday, January 10, 2007
Speaker
Scott Rosenberg, Founder and CEO of Miro Consulting
Scott D. Rosenberg founded Miro Consulting after nearly two decades in engineering, operations and information technology. Immediately prior to founding Miro, he was a co-principal and driving force behind a highly successful Oracle consulting company. Mr. Rosenberg is a frequent guest speaker at industry conferences and forums and is an active member of both SoundBoard and Society for Information Management (SIM). He earned a B.S. Industrial Engineering degree from the University of Pittsburgh, Pittsburgh, PA. Mr. Rosenberg was selected as a finalist in the Ernst & Young Entrepreneur Of The Year® (EOY) 2006 New Jersey Awards Program.
Topic
The Effective discipline and practice of IT software asset management
Companies that choose to forgo the continuous discipline and practice of IT Software Asset Management - regardless of the size of their investment - typically overspend approximately 25% annually on IT software and annual support. That's partly because they may not be adjusting to changes in users, applications, platforms, etc.; partly because they may fail to successfully leverage their IT software assets, resulting in over purchasing and the wrong selection of license types they don't need; and partly because as software vendors change their license compliance rules, they may inadvertently fall out of compliance. Effective procurement of Oracle and Microsoft licensing includes but goes well beyond just getting the most aggressive discount available. Understanding what you need to procure requires comprehensive and proper interpretation of your licensing compliance status in the context of the vendors’ complex rules and regulations. Business changes happen throughout the year. You add users and take them away, consolidate platforms, create new applications, merge with and acquire other companies, etc. Any and all of these activities directly affects your company's compliance with Oracle and Microsoft, as well as the value of those assets. This interactive discussion focuses on Oracle and Microsoft asset management, cost containment and how the customer can become a lot smarter about managing their software license environment including their databases, applications (ERP, Peoplesoft, JD Edwards, Retek, Siebel) and development tools. The topics discussed includes best practices in: lowering the cost of software ownership and support; obtaining the best price, terms and conditions when negotiating software licenses; mitigating the cost of a vendor’s software license review; and achieving license compliance and staying compliant even when the vendor is continuously making rule changes.
Meeting - February 2007
Wednesday, February 7th, 2007
Speakers
Scot Berkey, 2002 RLF graduate and Vice President of Information Technology for Career Education Corporation
Phil Zwieg, Principal Z-Sharp, LLC
Scot Berkey
Scot is a 2002 RLF graduate and currently serves as the Vice President of Information Technology for Career Education Corporation in Hoffman Estates, IL. His responsibilities include corporate application strategy, software development and delivery, process improvement and portfolio management. Scot has held senior level positions in the Insurance Brokerage, Software Vending, and Technology Consulting industries, and his past professional experience includes global operations and application development roles, client services and contract negotiation, and applied business technology. Scot is a member of the Chicago SIM chapter and holds a B.S. in Computer Science from Northwestern University, and an MBA in Finance and Entrepreneurship from the University of Chicago.
Phil Zwieg
Phil is currently a principal with Z-Sharp, LLC. He recently retired as a Vice President in the Information Systems department at Northwestern Mutual, where he was responsible for all infrastructure and IT operations activities. Previous responsibilities at NM included heading up applications development and support activities for all home office business functions. Prior to joining the Northwestern, he was head of the Information Systems organization at WE Energies. He received his bachelor’s degree in business administration from the University of Wisconsin-Milwaukee and his MBA from Marquette University. He has completed work towards his PhD at the University of Wisconsin-Milwaukee. He is on the adjunct faculty of the graduate business school at Marquette
Topic
An RLF Sampler
Join us as we spend a bit of time sampling just a few components of the Regional Leadership Forum program sponsored by SIM. You’ll have the opportunity to get a quick glimpse of one of SIM’s most successful offerings. Over 1300 individuals from across the US and representing hundreds of SIM member companies have gone through the Leadership Forum. The vast majority of graduates will tell you it is not just an opportunity to improve their personal leadership styles, but results in a true life changing experience. This is going to be a participative session, so bring your thinking caps and your vocal cords as we very briefly look at the topic of leadership and share in an abbreviated RLF experience. Yes, there will be an opportunity for questions about the program as follow-on. And yes, there will be RLF graduates who can share their personal feelings about the program. And yes, there will be sponsors who have sent their employees through the program. They can answer the questions about why they chose to do so, and continue to do so. There is no way we can truly communicate the Leadership Forum experience in a little over an hour. Hopefully, it will stimulate your thought processes and pique your interest. Remember, this is the only leadership program that is truly focused on information technology and draws its participants primarily from our field. The session will be facilitated by Scot Berkey and Phil Zwieg. Scot and Phil serve as facilitators for the RLF program, and are looking forward to giving you a sense of what the Leadership Forum is all about.
Meeting - March 2007
Wednesday, March 7th, 2007
Speaker
Jeanne Ross, MIT CISR
Jeanne Ross lectures, conducts research and directs executive education courses on IT management practices. Much of her work involves development of case studies that examine how firms generate value from IT-enabled business initiatives. Her current research focuses on business agility, the structure of the IT organization, enterprise architecture and IT governance. Jeanne has served on the faculty of customized courses for firms such as McKinsey, Johnson & Johnson, General Electric, TRW, Pfizer, Nomura, and Credit Suisse. She regularly appears as a speaker for Gartner, Microsoft, the Society for Information Management, and a variety of IT research centers at universities in this country and abroad. Her work has appeared in Sloan Management Review, Harvard Business Review, MISQ Executive, and IBM Systems Journal among others. She has coauthored two books: IT Governance: How Top Performers Manage IT Decision Rights for Superior Results and Enterprise Architecture as Strategy: Creating a Foundation for Business Execution. Both books were published by Harvard Business School Press. Jeanne earned a B.A. at the University of Illinois, an MBA from The Wharton School at the University of Pennsylvania, and a Ph.D. in Management Information Systems from the University of Wisconsin-Milwaukee. She has served on the faculty at Worcester Polytechnic Institute and St. Norbert College. She is a former associate editor of MIS Quarterly and serves as editor in chief of the recently created MISQ Executive.
Topic
Stop Aligning IT with Business Strategy
Adhering to both instinct and professional advice, executives ususally try to maximize the value of their IT investments by aligning IT with business strategy. Sadly, most IT alignment efforts prove counter-productive. By consistently aligning IT with strategy, a company creates a messy patchwork of systems, data, and technology. Individually, these systems all had a purpose. Together they inhibit business agility.
Instead of business strategy, top performing companies rely on an operating model (a targeted level of business process integration and standardization) to guide development of IT capabilities. Research conducted by MIT's Center for Information Systems Research has found that such a conciously developed approach to building IT capabilities enhances business agility, improves strategy execution, and maximizes payback from IT investments. This talk will review how companies like Toyota Europe, UPS, ING Direct, MetLife, and Merrill Lynch have applied the operating model concept to increase business value from IT.
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Meeting - April 2007
Wednesday, April 4th, 2007
Speaker
Jeff Jinnett, Managing Partner - Swingtide
Jeff Jinnett is Managing Director of the Compliance Practice for Swingtide, Inc. and consults with clients on the implementation of a “unified perspective” approach to compliance with the Sarbanes-Oxley Act, HIPAA, the Gramm-Leach-Bliley Act, SEC Rules and other regulatory mandates involving information management. Jeff Jinnett is a former Partner of an international law firm, with over 20 years experience in representing regulated industry companies. Jeff is a Certified Information Systems Security Professional (CISSP) and a Microsoft Certified Professional. He has published and spoken widely on the intersection of technology and regulatory compliance and has testified three times before the U.S. Senate.
Topic
Developing and Implementing a "Unified Perspective" Approach to Information Management
As regulatory demands increase, companies need to be able to predictably manage not only compliance with known regulations, but also develop an information management approach that is agile enough to respond to future regulatory demands. This session will offer attendees a methodology for creating a new culture and process mentality for information management planning in the future. This “unified perspective” approach includes the development and use of data dictionaries and enterprise process models
Meeting - May 2007
Wednesday, May 9th, 2007
Speaker
Nick Vitalari, Concours Group
Nick is Chief Executive Officer and co-founder of Énergant Corporation, a technology management consultancy headquartered in Herndon, Virginia. He is responsible for strategic direction and execution of Énergant’s global practice areas, business development activities, including IT governance, IT architecture, and strategic competitive sourcing. As a member of the firm’s executive committee he helps formulate practice strategy, total client care services, and new business diagnostic technologies. With over 20 years of experience in academia and consulting, he has significant experience with the Fortune 500 and major agencies in the U.S. Federal Government. He has developed business technologies strategies, new venture business models, and has redesigned operational business processes for IT organizations. In addition he has delivered hundreds of senior executive education programs, and has coached a number of the nations’ top executive teams. Among his roster of clients is Cargill, Exxon, Federal Express, Fidelity Investments, the Internal Revenue Service, Johnson and Johnson, Oracle, Pfizer, and Thomson. He is a sought-after public speaker and has spoken at conference venues globally. As Executive Vice President, co-founder and director of the Concours Group he was responsible for developing the company’s business strategy, practice areas, and research programs. He was also the U.S. managing director for Concours European Operations. Before departing in 2002, he helped grow the company’s revenues to over $40 million. While serving as Senior Vice President at Computer Sciences Corporation, he was CSC Index’s Global IT Practice Leader, and Executive Director of CSC’s research and advisory services. While there, he led CSC’s taskforce on object-oriented development and served on the company’s Global Technology Steering Committee. In addition, he consulted with many of CSC’s key accounts in the areas of rapid application development, technology strategy and IT outsourcing. Since 1981, he also held associate professor and associate dean positions at the Graduate School of Management at the University of California, Irvine. He has Ph.D. and MBA degrees from the University of Minnesota, and an undergraduate degree from Marquette University.
Topic
Making Innovation Last: Regenerative Power in Business
The ability of a corporation to innovate repeatedly catapults CAGR and stockholder returns. It also drives corporate survivial rates and determines who will operate in the rare air of industry leadership . Single hits or episodic innovations rarely impress contemporary corporate constituencies. Rather it is consistent and sustainable innovation that drives market performance and shareholder satisfaction. Nick Vitalari will share his research on methods and approaches, such as experimentation and collective intelligence, from leading corporations that achieve sustainable innovation. He will also discuss the discipline of regenerative power and the use of a regenerative index to evaluate the promise of corporate initiatives that support sustainable innovation and lead to cumulative earnings growth.
Meeting - September 2007
Tuesday, September 11, 2007
Speaker
Chris Rohrs, CBCP, Manager, Business Continuity, Robert W. Baird & Co, Inc.
* Over 30 years working in information technology with past 11 years working in Business Continuity * Bank of America 1996-1997 Y2K project leader * Federal Reserve Bank of San Francisco 1997-2001 Y2K project leader and business continuity coordinator * Charles Schwab & Co., 2002-2003 as Business Continuity Consultant * MGIC 2003-2006 Business Continuity Coordinator * Robert W. Baird 2006-present Business Continuity Manager
Topic
How do you continue your business? Do you have management support, funding, trouble getting and maintaining employee awareness? What will you do if another 9/11 hits your community? Will you be ready to carry on your business. The threat of terrorism, pandemic illness, and international problems are very real. Are you prepared to deal with the fallout relating to these threats? To help you with these questions, is the Disaster Recovery Institute International and Business Continuity Institute. Why is pandemic illness a threat? Do you have plans to deal with a high mortality rate and the risk on contagiousy? Sources of information to help you deal with a pandemic illness will be discussed
CIO Summit 2007
Wednesday, September 26, 2007
Topic
Determine how to metric, improve and market gains for the business
Summary There continues to be more focus on alignment with the Business, defining and monitoring Business Services end-to-end, IT Governance and Dashboards. The new ITIL 3 has expanded to include these areas, providing methodologies for integration of IT Processes, People and Tools with Business Strategy and Outcomes. Please join your peers in a facilitated roundtable discussion on the following:
The challenge IT organizations face is measuring their impact on business growth. Business executives continue to see IT as cost center rather than a partner in value creation.
Approaches such as tying IT to a percentage of revenue when contrasted to comparable businesses is common. While this might be an effective macro economic measure and control it can result in missed opportunities to innovate and transform the business. The emerging need is to metric and measure IT efficiency and effectiveness in delivering business outcomes, helping analyze business needs and leveraging IT resources to remove barriers to growth.
Effective partnership is more than just metrics and measures it’s about building true business relationships and ensuring that you understand the business opportunities, needs and constraints. This understanding enables IT to map metrics and measures to desired business outcomes.
Jan-Maarten van Dongen
Chief Technology Officer Software Business Unit Hewlett-Packard Cupertino, USA
Jan-Maarten van Dongen, a Hewlett-Packard distinguished technologist, is an internationally recognized leader and expert in Management Software. As Chief Technology Officer for the OpenView Software Business Unit (OVBU), Jan-Maarten is responsible for the Hewlett- Packard “Management for the Adaptive Enterprise” strategy, architecture and future directions. He drives HP’s Software solution and portfolio development, partner and strategic alliance programs. Jan-Maarten van Dongen joined HP in 1985. Prior to his CTO role he was the worldwide OpenView chief architect, leading the overall HP enterprise management solution’s architecture and integration. Before that he was the specialist in Benchmarking, Performance Analysis/Modeling and Architecting Mpe, UNIX, Windows and Network based computer solutions in HP’s consulting organization. Jan-Maarten van Dongen is a Distinguished Technologist within the Hewlett Packard Company and holds an Engineering degree in Electronics from the Technical University in Delft, The Netherlands
David Cannon
World Wide IT Service Management Practice Principal, HP Education Services, Cofounder itSMF, Lead ITIL v3 Author, Hewlett-Packard Company
David Cannon is an internationally recognized leader in IT Service Management with over 15 years experience in ITSM, and he is a Fellow of the Institute of Service Management – the highest level of professional achievement in this field. He has provided training and consulting services to virtually every industry sector and every level of management. He was a key figure in establishing the ITSM industry in South Africa and the U.S., both by establishing successful businesses and through his involvement in the itSMF. He founded itSMF South Africa, and is a founder and director of itSMF International. He is currently on the itSMF USA Board. David has also participated in the ongoing development of the IT Infrastructure Library (ITIL) and the Microsoft Operations Framework (MOF) and recently coauthored the Service Operation book for ITIL v3. In his current role of ITSM Practice Principal at H-P, he is responsible for establishing, building and supporting ITSM practices in Asia, the U.S. and Latin America