What is the iQ7 conference?
It’s the annuel Qualiti7 conference, regrouping IT professionnals that wants to adopt and apply IT management best practices
Conference theme : SERVICES AGILITY – Integrated and applied
Agility is a big word when it comes to management in the digital era… But how to truly apply it in a business? We’ll dedicate the 2019 iQ7 conference to this question.
An exceptional program !
The conference program offers a series of presentations, discussion panels, occasions to share between colleagues in IT,and will let you participate in a unique EXPERIENCE.
*Please note that all events will take place in French.
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The Agile and DevOps practices are certainly the ones that are most interesting in organizational transformations. The stakes of such transformations for operational support teams are not the least. How do organizations manage to set up or reorganize their support teams or departments by taking inspiration from the DevOps movement and Agile practices for greater speed and productivity? Through some examples, I propose to present a look and a perspective on organizational approaches and artifacts that can be set up in a framework of adoption of Agile practices and DevOps.
All organizations seek to maximize their productivity and do more with less. So how to set up productive processes through inter-team collaboration?
In this presentation, we will detail the best practices surrounding the implementation of DevOps, agile and ITSM principles.
Delivering and delivering services that meet customer expectations in a multi-vendor context can seem like a difficult task, if not impossible, according to many.
By adopting an integrated service management and governance model, it is possible to put in place the processes, roles and controls needed for end-to-end delivery of services and better meet customers’ service quality expectations.
The SIAM model fits in between service management practices (ITILs) and supplier and procurement management practices.
Come discover one of the new industry practices recognized and integrated into the ITIL4 Framework.
The path to corporate adoption of DevOps is complex for many, and often leads to failure. IT professionals face a number of challenges when trying to adopt DevOps practices. We will focus on better understanding these challenges and failures in order to place DevOps at the heart of the success of tomorrow’s digital innovation leaders, as a driver of value creation.
Through two real-life cases, we will examine during the conference how the service management model according to the ITIL Terms of Reference can be applied to other domains in organizations such as the management of resource services. material or the management of the building. We will present their operationalization through the deployment of processes and the use of an open source software solution.
Presentation of the “computer pyramid”, a tool for understanding computer science in a business context to facilitate decision-making by structuring, organizing and standardizing a computer park
Collectively learn how to think and act Agile, its 4 values and 12 principles and its application in a context of IT operations, using a few liberating structures to include and promote the participation of all.
ITIL is still perceived today as a reference framework for the implementation of processes when they represent only one of the four dimensions of the management of IT services. For a long time, IT departments focused on technology (product dimension) in their services. Today, in a context where technology becomes a strategic lever for organizations, expectations and needs are increasingly important. The IT department becomes a strategic partner. I therefore propose to share my service delivery approach, which consists of defining and integrating the components of an IT service in project mode by balancing the 4 P’s of the MITS. For the process dimension I will focus on an implementation methodology that ensures a real operationalization of processes through the application of Lean principles.
Many people are learning about agile methods through SCRUM and are confused by mistakenly associating SCRUM with AGILE.
However, they serve different purposes and tasks, and that’s why it’s important to understand each one of them.
So what are the differences?
LEAN and AGILE are not exactly methodologies. The LEAN and AGILE principles form a basis that can be applied to different methods (SCRUM and Kanban, for example). It would be wiser to call them philosophies.
Agility certainly takes more and more space in the market. But when it comes to making the whole organization agile, do we know all the implications? Do we know that in fact this profound transformation requires a review of the functioning of all parts of the organization? Because when you want to achieve an agile organizational transformation, everything goes!