Efm Events

Scrambled Eggs with Chives, Cinnamon Swirl French Toast, Bacon, Sausage, Lyonnaise Potatoes, Assorted Fresh Bakery, Fruit Cocktail, Coffee, Assorted Juices, Tea, Milk

John Hillmer
Director of IT Operations & Infrastructure
Northwestern Mutual

Robert Tipton
Author and CEO
R S Tipton, Incorporated

The “Status Quo Bias” is a deadly condition... Do you or your organization suffer from it? No question today’s business and IT-related climates are fraught with peril, and the status quo is infecting groups in epidemic proportions. Worse yet, fear is rampant and judgment is skewed — is an event a crisis or an opportunity? Answering this question depends completely on your point of view and state of mind — after all, we see what we’re ready to see... Based upon Robert Tipton’s new book, JUMP! - Get Unstuck, this timely and powerful presentation unlocks the extraordinary power of innovative change. He’ll give you immediate takeaways related to driving higher levels of relevance and sustainability for you and your organization, and will arm you with the details of the JUMP! Innovative Change Model™ toolkit so you’ll be ready to begin creating your own breakthroughs and accelerated performance. Thrive, don’t just survive! For more information about JUMP!, visit http://www.OurJUMP.com and http://www.Facebook.com/OurJUMP

LEARNING POINTS:

1. Understand the Vital Role of Innovation and Creative Process In Business and IT Management Today
2. Detailed Knowledge Related to JUMP! and The Four Stages of Innovative Change:
   1. Get Ready
   2. Incubate
   3. Aha!
   4. Make it Real
3. Specific Tools and Behaviors Needed to Remain Highly Relevant and Marketable
4. An Entirely New Approach to the Status Quo

John Hillmer
Director of IT Operations & Infrastructure
Northwestern Mutual

We establish budgets, set goals, measure progress, manage, reward and recognize our human resources; we also prioritize, manage, and track our application portfolios and projects according to budgets and dates and quality. But, what do we do to prioritize, manage, and set goals, track progress, with the hundreds of IT suppliers and vendors that we spend millions with? John Hillmer will provide an overview of what Northwestern Mutual put in place a few years ago to do just that with their IT vendors. NM’s Vendor Management Office and their processes have yielded millions in direct savings and cost avoidance. The presentation will encourage audience interaction to help us all leverage the processes and practices that have worked well for our companies.

Jim Herzfeld
Former CIO
Journal Sentinel

Some area companies are reducing datacenter repair costs by partnering with non-OEM 3rd party repair service providers. This session will provide some of the results and experiences associated with using this method to reduce costs. Tips will be offered on where to find your opportunities, whether your company fits with this model, selecting a partner and avoiding the pitfalls. Get cost savings without sacrificing any of your control, flexibility or service levels.

Adam Moy
Chief Technology Officer
SilkRoute Global, Inc.

Traditional approaches to solving the IT challenges of today are dated. Old methodologies are not equipped to grasp the demand of technology or rapid changes needed in IT, let alone scale with market or business fluctuations. Couple that with dynamic and evolving global business models, and profits start shrinking fast. At best, this end-is-always-near method is a survival tactic.

The agility to adapt to new techniques, the willingness to redefine risk, the proper sizing of your technology and technology providers, and the appropriate empowerment of your staff are crucial to success. Leveraging technology and process to advance architecture, and to transform the state of IT, become attainable goals. Instead of trying to survive, IT can lead, while things like taking risks, being aggressive, and redefining problems transform from liabilities to competitive advantage.

The following case outlines the approaches, techniques and partners used in the retirement of a MF system, while reducing support costs of the infrastructure, in a consolidated timeline.

Philip Loftus
CIO and VP of Information Services
Aurora Health Care

Aurora was a pioneer in the use of an Electronic Healthcare Record (EHR), beginning in 1995. Currently, Aurora is in the process of adopting a new EHR based on the use of Epic's software. This will allow us to integrate a patients information from our 15 hospitals and over 170 clinics along with our Home Health and Hospice and make it available in real time to caregivers throughout the Aurora system. It also allows patients to make appointments on line, view their lab results and medical record and pay bills. The system is key to Aurora's vision of providing fully integrated care and enhances patient safety by automatically performing a wide range of safety checks such as drug-drug and drug-allergy interactions.

Jim Moretti
Business Process Analyst
We Energies

In 2005, We Energies collaborated with the community to design a program to provide a comprehensive, long-term approach to assisting very low income households better manage energy consumption and bill payment. In 2009, using a business process management (BPM) software suite, the process was redesigned and integrated with external users. The same platform now executes the process and provides real-time, web-based access to information for both internal program managers and community agency partners. This workshop will discuss BPM as a management strategy assisted by technology, how to build BPM competency starting with a small process and how to further BPM as a discipline in the organization

John Meyer
Director of IT Operations
Wisconsin Lutheran College

Matt Grulke
Database and Systems Administrator
Wisconsin Lutheran College

Wisconsin Lutheran College was challenged by out of control printing costs and reams of paper that were wasted daily. The diverse user group provided its own unique challenges. How do you control student usage while providing adequate access to the faculty and staff? What added benefit can we provide to make sure we get adequate buy-in from the faculty? How do you convince students to accept the restricted printing and not believe that they are getting less for their money. Learn how WLC lowered its printing costs and established a partnership to provide a solution that reduced waste, controlled costs, and provided enhanced features to the user's printing experience.

Scott Miller
COO/CIO
ExactShip

How ExactShip’s sister company, the nation’s largest water sourced heat pump copper coil producer, went from a virus infected Windows 95/ 98 network, failing Unix server farm, and dueling MRP/ERP systems to a state of the art lights-out virtual infrastructure in less than one year.

Martin Merck
IceCube Data & Computing Manager
University of Wisconsin, Madison

IceCube is the largest Neutrino Observatory installed in the deep ice beneath the South Pole. An array of over 5000 sensors records light flashes from charged particles in the Ice to enable the detection of secondary products of neutrino interactions. To record the data and to reduce the amount of data to allow satellite transmission a cluster of servers is installed and operated at the South Pole. To complement the detector a dedicated datacenter located in Madison, Wisconsin collects and stores all data for worldwide access by 250 scientists from over 36 institutions on 4 continents.

Lemon Pepper Chicken, Tenderloin Tips, Chef's Selection of Potato, Pasta or Rice, Hot Vegetable Selection, Seasonal Fresh Deli Salads, Crisp Field Greens with a Variety of Dressings and Salad Accompaniments, Fresh Rolls and Butter, Coffee, Tea or Milk

Rick Warczak
Director of Business Technology
Manpower North America Information Services

Cliff Higbee
Director of Member & Statistical Records Division
LDS Church

Leadership and thinking, what do they have in common? What does thinking have to do with leadership? What you think about is important, but how you think about things is critical. Let’s put our heads together and explore HOW we think about WHAT we think about. In this session, we will discuss how integrating this mindset increases personal growth and leadership potential; and the positive impact that can result. Together, we can build a team of thinkers, not just problem solvers.

Blaine Krentz
Senior IT Manager
CUNA Mutual Group

CUNA Mutual Group has a 75 year history of providing financial products and services to credit unions and credit union members. Changing market conditions and a renewed focus on customer intimacy is leading CUNA Mutual to re-evaluate the manner in which consumer information is managed and utilized throughout the organization. With a desire to understand our customers more deeply, and a desire to provide a consistent customer experience across delivery channels, CUNA Mutual’s challenge is similar to that faced by many organizations.

The path from information creation to consumption crosses products, business processes, systems, and organizations. The organizational, process, and technology challenges required for consumer information management can be daunting. While the need for a holistic approach to consumer information is desired and needed, the business will not, and can not wait for a “perfect” solution to be implemented. This session will discuss the consumer information management challenges facing CUNA Mutual Group, and how we plan to move from admiring the problem, to gaining traction towards a consumer information management vision of complete, clean, consistent and current consumer information.

Michael Biagioli
IT Manager / CIO
Waukesha County

Waukesha County was facing a pressing issue when it came to their approach to Enterprise Content Management. While searching for a solution to their email archiving and retrieval requirements, the county had a policy of complete user control of their own email retention. This resulted in large email boxes, with some users retaining over 40,000 emails, plus all the associated attachments. While the county has a solid retention and destruction policy, when it comes to their paper document retention, this was not the case when it came to electronic documents. We determined that a single "Open Records" request could cost in the neighborhood of $35,000, with an eDiscovery figure that approximated $375,000. This dictated that a solution had to be found for both email management as well as electronic document management.

This case study session will present an overview of the problems facing Waukesha County, the business drivers associated with Enterprise Content Management, the fiscal realities that the county had to deal with while addressing this issue, and the solution recommended to us. An overview of the factors, that were critical, while evaluating the recommended solution will be presented. Also discussed, will be the factors that will demonstrate how the solution will allow the county to enable that solution with minimal third party software and will result in an overall positive return on investment in under three years.

Bill Caraher
CIO
von Briesen & Roper, s.c.

Are you looking to spice up your Intranet with something new, different, exciting and engaging? Would you like to link easily to external RSS feeds, have end users outside of IT edit content easily without knowing any HTML? Would you like to pay almost nothing for the software license that enables this possibility? Welcome to the new Intranet made possible by Open Source software.

When you ask peers and vendors about Intranets, the most common response is to use SharePoint, Drupal or another platform. But SharePoint is not easily customizable and with the new licensing model, can be very expensive to license. Drupal, RubyRails and other platforms require explicit and ongoing expert knowledge to edit and maintain. One law firm set out to prove there is a way to design a user friendly, user customizable, portal-like Intranet without using SharePoint.

A Milwaukee based law firm recently redesigned their Intranet with an iGoogle like end-user experience. Users can customize their interface, move gadgets around, add gadgets, delete gadgets, add RSS feeds, participate in discussion boards and keep an eye on real-time firm related and external content updates. And, because it is Open Source, the possibilities are endless! Administration is a breeze and editing the site is so easy that non-technical staff can manage the content without any knowledge of HTML\XML or coding. To keep content fresh, each department within the organization can manage their own gadgets, landing pages and RSS feeds with ease!

We'll cover the decision points, the implementation and take a deep dive into the great looking and easy to use Intranet that was implemented without paying expensive license fees and offers easy to edit content management without complex coding.

Luc Trudel
Sr. Director, Global IT Infrastructure and Operations
Brocade

Brocade was selected as a finalist of the prestigious 2011 Green Enterprise IT (GEIT) Awards presented by Uptime Institute. Brocade was recognized in the “Data Center Design” category for its data center consolidation and energy-efficiency project at the San Jose HQ facilities. The GEIT Awards showcase organizations that are pioneering energy-efficiency improvements in their IT and data center operations. Less than 1 year ago Brocade opened this new San Jose headquarters campus, along with its next generation data center. Utilizing green techniques and taking advantage of the latest technology, Brocade’s IT department consolidated 3 overflowing Silicon Valley data centers into 20% less space while providing for 40% growth capacity, based in part on a 70% server virtualization ratio. Come hear about the project and the lessons learned that can help you successfully execute your next data center consolidation, new build or relocation project.

Bruce Maas
CIO
University of Wisconsin, Milwaukee

When we think of major enterprise software systems, most often we think about the project to build and deploy the new system. But one of the most important aspects relates to the ability of the organization to actually deliver high quality services after go-live. This presentation will give you a peek behind the curtain about the significant level of planning that went into the creation of a new organization to deliver services to the University of Wisconsin-Systems 27 campuses as we replaced a 40 year old legacy system with a new Oracle/Peoplesoft human resources system. Having just been live for a few weeks at the time of the presentation, you will get up to the minute information about what we are learning about our planning, as well as our recommendations for other projects.

Joe Shepley
Vice President and Practice Leader
Doculabs

Are you experiencing increased pressure to effectively manage the retention and disposition, preservation, collection, and review of multiple content types? Then you won’t want to miss this session, featuring noted expert on e-discovery, Joe Shepley, Vice President and Compliance Practice Leader of Doculabs. You’ll walk away with critical information, including:

• How early case assessment programs support risk management and compliance audits
• Compliance risks of collaborative applications and social networking sites
• The records management and e-discovery process options for your organization
• Insight into the cost/benefit analysis of proper e-discovery

Dan Smith
Deputy CIO IT Services
Marquette University

Marquette’s legacy PBX (Siemens’ telephone system) infrastructure is near end of life and must undergo a substantial upgrade or replacement. In addition Marquette has two new buildings under construction that have been designated for VoIP. IT Services was funded this year for moving four legacy buildings to VoIP. Since the inception of the VoIP project Unified Communications (UC) has come to the fore; specifically with the release of Office Communicator (Lync 2010) with the capability to use enterprise voice to fulfill the voice and other UC needs.

Marquette’s UC Project includes the technical implementation of Lync 2010 with integration to Exchange 2010 for voicemail, Cisco Call Manager (IP PBX), and Siemens’ legacy PBX. The project also includes analysis of specific call scenarios of each of the user groups moving to UC/VoIP and determination how, and if, Lync 2010 can best fulfill the needs. In addition the project team developed a plan to communicate the additional functionality and helped manage the cultural changes that must occur for organizations to accept moving to UC.

Unified Communications is the convergence and integration of communication methods and technologies with each other and with other applications. Unified Communication is perceived as a large change for the way people do one of their most basic work skills, using the telephone. However Unified Communications is transformational in its positive impact on university processes while reducing costs. At Marquette Unified Communications consists of; Presence, Voice, Messaging, and Conferencing. Representatives of Marquette University will describe their project to upgrade the infrastructure to VoIP and implement Unified Communications.

As with most projects of this nature a successful project it is less dependent on the technical components and more dependent on managing the cultural changes. This presentation will review the approach to this project and the lessons learned along the way.

Phil Zwieg
Director of Operations
Whyte, Hirschboeck, Dudek, S.C.

Steve Jaeger
VP of IS & Infrastructure
Quad/Graphics, Inc.

Scott Ranson
Vice President & CIO
Brookdale Senior Living

Bill Caraher
CIO
von Briesen & Roper, s.c.