oh there goes mark all right i'm gonna press record and we should be recording now well welcome everyone my name is charles rayburn i am a customer success as well as senior manager customer success for uh our group here in servicenow this is the actual very special office hour uh so in addition to our normal office hours that we have hosts this is the topic that's been heavily asked for by you as customers to either myself or other customer success advocates so we felt the need especially around the timing of road mapping discussions etc and as you're looking to grow your use of the platform using uh the itbm platform um we thought it would be a really great time to kind of have this type of conversation so it's always good to have these and we have our senior subject matter expert here doug page who's going to be here through this topic and the topic is all about how to leverage itbm to manage projects outside of it before we begin i just wanted to kind of make sure that for those this is probably your first time attending an office hour but for those of you who have you could kind of put me on mute if you wanted to but the whole goal of this session is to have the first 20 to 30 minutes of the senior subject matter expert talk to us about the topic from a servicenow best practices perspective anything and everything related to that if there's a demonstration they'll walk us through it things like that it's perfectly fine to ask any questions that you have i just encourage you either to raise your hand within the chat window or just type the question the chat window and i'll ask doug as a part of that so that we can get those questions answered for you then the remaining half is all about you as the customer to be able to just ask any and every questions related to the topic nature on hand while we have the senior subject matter expert so looking forward to this uh special office hour and definitely for those who are just listening to the recording please reach out to your success advocates if you have any questions or comments around some of these items and if you have other topics you want us to kind of host we're more than willing to capture those and get the right subject matter expert and host one to um have some customers and have some good conversations with so with that without further ado doug um if you could go ahead and i guess introduce yourself and then uh the floor is all yours great thank you yeah so my name is doug page i'm a product manager within it business management i've been in this ppm agile space for a long time and also fortunate enough to have on the phone as well rob erickson who is an expert in this field as well and i'm sure is going to help me field the questions as they come along so what i wanted to start with was the product it business management and who it's meant for and and how do we support different personas in the organization i know the title here is you know how we manage projects outside of it but generally from an organizational point of view it goes beyond just the execution themselves of the projects and you can tell i'm canadian by the way i say project go ahead just really quick could you put your powerpoint in presentation mode we see your uh the other side hang on i'm sharing the wrong screen is that better awesome perfect thank you for that uh so we really offer functionality to three different uh levels of the organization the first is the strategic level the organization that is for people who are defining the strategy but also very importantly who are defining what success means against that strategy so it's not simple enough for instance just to say this project uh supports um strategy abc it's when do we know that we're successful with that strategy if you almost think of like a project status reporting but for the strategy itself and that would be c level c level minus one in your organization and the second level that we support directly related to that strategy is once that the strategy is defined there's a group of people within an organization who are responsible for selecting the work that aligns to that strategy and the title of that person depends on the type of organization and where you might be in some type of agile transformation so for a lot of organizations this is traditional project portfolio in which case we're talking about a portfolio manager uh but a lot of organizations that work with us also have the notion of products or services in which case would be product or service owners and then there's also an example here where we have an application owner all those uh individuals would be responsible for deciding what work is going to happen under their responsibility that would help deliver on that strategy and then as i bet you can guess the last level that's associated here is once we've determined the work that we want to do whatever that backlog is we're going to execute that work and that could be done in an agile fashion could be done in just a traditional waterfall fashion or it could be done from a hybrid perspective and if you think about these three if the size of these three boxes was based on the percentage of customers that was using those the hybrid box would be much larger because most of our customers have some notion of agile even if it's just in the execution phase they want to deliver value very quickly uh at the same time a lot of our customers still fund initiatives or projects they haven't gone 100 to product funding um there's could also be the notion of resource management where we don't have dedicated teams and even in the case where we know we're going to execute an agile sometimes we still are executing something that looks like an initiation or planning phase where we want to deliver our determine the high level requirements that are going to be executed on and of course we want to see visibility across these levels they don't happen separately they need to be connected of course and then another important piece here is intake so when we think about the execution of the project that started somewhere it started generally as an idea or a business case we want to be able to um to have one single place to funnel all of that intake into whether it be a portfolio product or service or application owner and then although we can do this entirely on the servicenow platform it's important for us to realize that uh our customers we want to meet them where they are today and with some of the tool sets that they're using if they if they want to stay on those tools so if you look at the bottom right here the team tools there's microsoft project traditional waterfall planning and then from an agile perspective a lot of our clients are using jira and or azure devops and then from a conversational perspective something that's become very important over the last year with the pandemic of course is conversational tools so now that we're much less of us are in offices together how do we still collaborate together and that's through uh solutions like slack or microsoft teams so as that is the uh what i would call the unstructured data around work where people are having conversations uh servicenow would have the structured part of that project meaning what is the work that needs to get done when is it due who's responsible for that work we want to bring those two worlds together to really make those teams uh effective so that in in a in a nutshell is the uh the overall view of um [Music] of what the uh the product does from from a high level perspective i'd also mention there are three big strategic drivers that we have so the first one is digital transformation requires enterprise agility so this is the the thinking that uh many of our clients are doing some type of uh transformation where they're moving just in in basic terms from traditional project management so some type of agile execution and we want to be able to support customers as they go through that transformation the next item here is that digital transformation is enterprise-wide so i saw our understanding that we're we're doing projects outside of it our roadmap includes a lot of things that are very specific around being able to support this epmo type of vision if you'd like and the last piece this digital is the new normal so talking about the the collaboration tools and how we need to connect with those this is that realization that everything needs to be digitized whether it's through workflows or connecting to those tools uh that's that's the way that people are going to work uh from now on going forward so with that let's jump into it business management itself and look at some of these concepts and how they can help us uh execute non-uh non-it projects and one of the things i'll just mention is as i've gone through this content one of the things you'll maybe notice is that i didn't really talk about any it specific functionality so the functionality that we're using at that strategic alignment and execution level is not specifically designed for i.t projects it's really meant to be used to execute any type of initiative that we have so it certainly is meant to support non-iet projects as well so where i'm going to start here is at that strategic level where we see on the left hand side of the screen this is these are just samples of course this would be a fictitious organization that has three strategies total revenue the the customer service score and the employee experience score and i would say outside of public sector these are three very common examples that we see with clients and you'll see here these are actually scored the two first ones the total revenue and the customer service score those are green we're doing fine and how do we know that we're green like why is that that we're green if you look at the right hand side we have the actual metrics so the black line that you see is our target and the green or the blue line are the actual measurements that we have against that uh strategy so in the first two cases the green and the blue line are above the black line we're exceeding target everything is good when we come down to the employee experience score we can see that we're red here and the reason why if we come to the right-hand side is the blue line is dipped below the target and meaning that we're not achieving what we want that's very important for us in the project management world to have this type of visibility and connection because when it comes down to the alignment level if we're not plugged in to the actual performance of the organization and how we're doing today but instead using like some type of uh methodology at the beginning of the year to say oh if a project is aligned to one or more strategies it's going to score like this we get pretty easily disconnected from what executives are experiencing day-to-day and what problems they're trying to solve and again this year is like a cliche example of that being able to understand and be able to adjust to the the strategy of the executives it's really important for uh to kind of deliver on that promise of you know like gartner recommending to clients to turn their their pmo into a strategy realization office we can only help have those conversations if we are plugged into this kind of vision um and then what you can do here as well besides just being able to track this strategy is we have functionality called investment funding so this is taking the strategy and then deciding where do we want to fund the organization in order to deliver on that because very often when customers are doing transformations they their first focus and sometimes their only focus is the actual methodology to get work done uh so we're saying hey we're going to move to agile which is going to be more let's say product focus which is good because that's closer to the customer but if we don't change the funding if we still let's say give funding to silos within the organization we haven't gotten rid of a lot of the problems that we that we that we've had for a long time and as we as we kind of know from doing this for years is trying to optimize within silos as is there's limitations to how much we can improve so this investment funding functionality allows us to really put in from a an organizational perspective to say we used to fund like this and now we're going to fund like this because we realize funding is going to change behaviors within our organization so you can fund through this view and this is also you'll notice this is setting up by quarter about how much i'm funding in this case various strategies and this is quarterly so even if you're giving a given as a lot of us are an annual budget annual number you don't necessarily have to give that out all at once so even if finance is still in a annual funding cycle we can be more adaptive here and more agile by parsing out that funding on a quarterly basis and this you'll see is at the enterprise level but this cascades down so from a strategy we might fund portfolios and then initiatives or we can also fund agile objects as well and there's a tree view here where we can see for these this one is not populated that well but we can see what the what what the strategies are funding so in this case i'm funding a uh portfolio which is hr and then within there i'm funding a specific project but obviously in reality you would be funding many many projects and up one level i might be funding multiple portfolios for this strategy and this functionality also supports the bottom-up funding so we think about the execution of those non-iit projects they have to request funding up through this hierarchy so that we're funding the right work because as we all know it's not just about executing really well if works getting really well on the projects that are not the right ones chances are we're not going to reach the outcomes that we want as an organization so let's move from that strategy layer and actually go into the intake so if we think about the the starting point for a project starts as an idea and where we're going to go to start talking about this is what we call the innovation portal this is a a place within servicenow where you can collect ideas from your entire organization and this is very social and collaborative in that anyone can come in here they can create an idea themselves they can vote on other ideas uh they can comment on other people's ideas so it really allows a team to be able to determine what are the best ideas that we have from our community and those if they if they score really well here then we're going to kind of go to the next stage which is a full business case where we're going to say okay this looks interesting let's do a little bit more research to understand what would it cost us to execute this how many man hours would it take to do that or how many fds would it take to do that and also very importantly what would be the benefits if we wanted to go ahead and do that so let's skip ahead uh just based on the amount of time that we have so these ideas become business cases and then we need a place to be able to do analysis of um of what those uh of how we would make decisions around uh these new business cases that come in and also looking at that at the same time as we look at the projects that we have in flight and to do that we're going to look at our portfolio management functionality and just why this is coming are we getting any questions in the chat while i'm waiting for this to come up so far so good um no questions all right so what you see here is our scenario planning functionality so you can imagine we have a series of in-flight projects we also have new demands that come in and somebody at that alignment level is responsible for saying hey we've had a change in the market uh pandemic new normal new change uh in what our customers need what are the scenarios that we can create to give options to executives on what we might want to execute so you can see these three tabs here grow the business improve the bottom line customer satisfaction those are scenarios that are created that are going to allow us to see these these different examples of how we can have a different mix of projects going forward and for each one of these scenarios we're going to select different investments and by selecting those different investments we're going to see the impact on a couple things we're going to see the impact on our financial constraints to say how much of our budget envelope are we consuming and i can see that from a total perspective as well as capex and opex i can also see the impact on my resources right away and see this in a heat map to see which resources would be over in underutilized if we went ahead with this group of projects what you can also see is how many projects i've selected i can see the total benefit amount so each of these projects as we said is going to provide as part of their business case the amount of benefit that they would deliver we can also see unaligned items these are projects that aren't aligned to either a strategy or goal of the organization and i can see for this scenario how many over-allocated groups or teams that i would have this red line below here this 1.7 million also shows me money that i'm leaving on the table meaning there are in-flight projects that would not be going forward under this scenario and i'm able to see how much of that is doesn't mean it's a bad decision but it certainly uh means that you you want to know about that so that when the question comes up you you're aware of it you can you can answer the questions and then you've got the ability to compare scenarios so you can come in here and look at all the scenarios at the same time to really make a decision about which one would be the best one to go forward with and then you can actually click on the override button at the bottom of the screen here for that scenario that you've decided to to go forward with so let's now switch gears and go into the project management itself right now i'm going into servicenow as a project manager who's going to be managing multiple projects at the same time they have their own workspace where they can come in and see all of their projects at the same time and what they see here are a tile for each project and very easily they can see the color of that project whether it's green yellow red they can see the percent complete they can see where it is in the life cycle they can see dates they can see information about risks issues actions delayed tasks and if they click into this project they're going to be able to come into the details where they're going to manage all the information around this project all the risks the issues the decisions the actions the changes uh the plan itself for this project and let's go in and quickly take a look at that so when we go into the planning you're going to see this would be very similar to what you'd see in other planning tools this is a place where you can come in and create a hierarchy of tasks generally by phase all the deliverables that we're going to have for this for this specific project one of the things that's interesting here that i'll just point out you can see in this dev execution we've got this icon with these two arrows and if i hover over that it tells me that this is agile so one of the things that and i talked about this earlier about that hybrid servicenow does this very well because both of those worlds exist on the same platform so it's very easy for me to identify that i want to do agile work within this one uh project and in this case i'm not creating tasks within that phase i'm actually creating stories within that phase that can go into the backlog of one or more teams and i'll come into the workbench view just to show you what that actually looks like so for instance if i come into the initiation phase what i see here are project tasks and this is a life cycle for a project task but if i come into this dev execution phase that we already know is uh agile we can see just by the names here these are not tasks when i create something in here i'm actually creating a story and as i said these could be for multiple teams that each have their own backlogs and when they progress these stories the project manager is going to see that updated here which is really nice because that's one of the struggles for project managers these days is keeping up with what different teams are doing if those uh if those teams are working in separate agile tools and for us it's transparent to the project manager whether those agile teams are doing their work on the servicenow platform using our agile capabilities or if they're in third-party tools like jira or ado because we have out-of-the-box connections to those tools so everything updates here for the project manager regardless of what's happening down there at the at the team level other things that project managers are concerned about or need to concern themselves with is resource management and financial management so how do we identify and update the resources that are required for these projects so it's very easy for them to be able to identify new groups that are required for this project you could request an individual but in this case we're just going to request a group and then we can say how many hours it is or fts or person days there's flexibility based on how you are actually planning and then this will default to the actual project dates but if you need to say hey these analysts are only going to be for the first couple months of this project that's fine too and then you can go ahead and directly request from here or you can save this if you want to continue contouring this before you actually make a request to a resource manager so what this will do is evenly spread out those hours based on working days per month but it's very easy to come in here and say well this here is actually going to be let's say 30 hours here and then that's going to update for me here and then at that point if i need to go and do that request i can do that what's also nice is that you can see directly from here by going to the resource finder the project manager if they want can get direct access to these teams when they're available when they're not at a team level and even go down to the resource level to see what different resources are working on to understand you know whether i may or may not be able to get a specific resource that i like to work with those resource plans as soon as i create them will automatically translate into the other thing that uh project managers need to concern themselves with which is the financial view of this project so those will automatically create line items for me from a cost perspective and then of course a project manager can add in other cost types that aren't resource based third-party labor hardware software anything else that these non-iit projects are going to have from a spend perspective can be managed in here from both a planning perspective as well as an actual perspective and then of course we need to create status reports to be able to understand how this project is performing some of the information here is going to be provided directly from servicenow because we have dates we have costs about this project but the project manager themselves is going to give us an update that kind of classic status report update on uh what's the executive summary what did we achieve since the last status report what are the key activities that are coming up and then we'll provide these graphical reports on cost and resource information we can see the current status with explanation and then a nice view that shows me historical so i can see are we trending up or down as far as a status report and then information on key milestones risk issues decisions actions and changes for this project so we have all of the functionality that somebody needs to actually manage the project but then what's important in the organization is that we have the ability to roll up all this information so that somebody can see at an aggregated level what starts generally in a one line per project how is my portfolio my group of projects performing so we can go into a view like this where we're providing what we call widgets at the top here that shows you the overall investments for this grouping how many of those are demands however your project so for these 23 projects i can see how they score green yellow red i can also see rolled up budget from those projects and the world hey doug can you hear me okay doug we lost a dog okay hold on one minute okay oh sorry for the technical deal can you still hear me there we go doug he kind of stalled the power yeah the power literally went off in my house so i just switched over to my iphone for internet connection and let me uh start sharing again i'm almost finished with this part and then we can open it up for questions anyways um there was one question uh yeah tim if you wanted to read it out that's fine too but um let's see here yeah go ahead tim i see you unmuted yeah um just wanted to better understand how do we kind of monitor like project performance against overall enterprise strategies and goals so we've set up our enterprise strategies our goals we have our portfolios defined we use the investment portal as you're showing here um and we're now looking to help kind of further i guess share overall performance of all the projects that are lined up with our enterprise strategies and goals to better monitor those to see where obviously we need to give or not give attention to what's the best mechanism to do that um so i would say it depends on whether or not you have a specific approach that you're using or not for some of our customers they're using models like okrs and we've done um we've done uh proof of concepts of how they could support that uh some it's not as formal uh you know there's not necessarily a direct connection between the work that's happening and uh and the the outcome itself they more just want to track the outcome without being able to say you know like if you see we're running five projects to improve our customer service score it may be difficult to attribute which percentage of that is coming from a different project so i would say if you want to have a discussion and a separate call about how you want to do that how you see that then we can kind of provide the best way to do that using out of the box functionality yeah i would certainly appreciate a conversation that's what i'm kind of trying to figure out right now um kind of working my way through it but definitely don't go down the wrong path yeah yeah let's do that um yeah so the as we were saying the investment portal is a great place to kind of understand project performance but i think the question is very valid in that the for the most part the metrics that you will see here are traditional project matches are we on time are we on budget uh it's fairly easy to configure you know the the actual outcomes part of those projects as well but that's a larger discussion whether you're doing that financially or through non-financial metrics so there's many different directions that that could take and then of course the other area that we can go to find out how we're doing is from the pmo dashboard where we can filter by portfolio by business unit and then by uh either portfolio manager or program manager to basically say how are we doing on these projects this summary page is basically going to show us what is the makeup of the projects that we have but certainly we want to be able to go to the project health to see where we have projects that are red status or projects that are overdue projects that are over budget and then those projects with high risk or high change requests or critical issues this is a great place to go to kind of understand where we're not delivering on our projects which is which is a good indication that we're not going to deliver the outcomes uh that are that we're looking for from those projects for all those financials that you show yeah most organizations have interfaces built in to help supply those actuals or is that something that you you see somebody manually entering in uh it could go both ways i think it depends on the size of the organization and the the the um that i would say the will of the finance department finance is very powerful in most organizations and generally finance does not look favorably upon people double entering information from a finance system into other systems and because of that that the integration is kind of the preferred approach to to say you know finance is going to be the system of record for that data we're just going to take a copy of that to provide a project lens on that information but you may see customers do something manual as a stop gap to say well we're not going to do a financial integration phase one of our rollout so let's start with kind of manual or black file loading and then have something that's a little bit more sophisticated down the road yeah go ahead rob i was going to add um that would be for non-labor costs i think for labor costs we do also have the ability to have uh resources enter time time cards uh and then associate rates with those time cards and so that uh if you are using those time cards those those uh specific costs would come through a servicenow platform yeah that's a good point rob very good point and for a lot of uh organizations that's a big part of their project span is the internal cost of those projects just from the the man hours that are being put on them and we use utilize the resource management function with time cards and everything it's more of the non-labor that i was kind of definitely interested in yeah would love to chat the chat more about that as well if that's a that's a possibility sure yeah absolutely does that kind of time entry work whenever you've got um you know agile work streams uh in this so yes it does i think the the the uh the thinking on the agile side the culture is a little bit different so from a functional perspective you can do that uh uh a lot of agile teams are you know like i would say like no one likes time sheets agile organizations tend to be more uh more resistant to to time tracking they don't necessarily see the value they view that as something that comes from the traditional project world uh so if if the teams are okay with it then you can actually do that we have uh several customers that have looked at kind of i would say for lack of a better world automating that process if some science that that the teams and the finance teams can live with you might say like one of the assumptions would be are all uh people on the team working evenly across all stories if everyone could live with that assumption then you can say well this is how much time we had in that sprint let's uh spread that time based on story points and this is how much each individual worked on that uh on that story i know a lot of organizations are trying to go to that type of approach so that people don't have to do time sheets and as long as the finance team think that's going to pass audits that they have to do and that meets all their legal requirements from a capitalization point of view then you can certainly automate some of that as well and just maybe a quick question for the audience is uh where are you in your kind of rollout out of using uh it business management in non-iit projects is that something that groups are thinking about doing are there teams that are doing that today this is tim with dividend health we are in the process already of having our enterprise pmo kind of on board we have portfolios defined um and we're we're learning to work together that's good that's great and there there's a there's uh on on the kind of under um uh safe harbor there are specific pieces of functionality that we're looking at rolling out to help that because we realize as soon as you move into the enterprise there's certain things that clients are generally looking for that we may not do very easily today around kind of enterprise security models so when you have different departments versus just i.t there becomes a greater requirement for segregating data and things like that and then we're also working very aggressively on usability in certain areas like project management because as soon as you move out of i.t there is a more of an expectation is the the work might be simpler in which case we need a simpler ui the project management part should actually be easier uh so there are several pieces like that that our our development teams are working on right now doug does that include does that include visibility into you know kind of the projects that are in flight i mean one of the things that we talk about and this is chris waters at unc greensboro and we're working with um our pmos working with you know our academic affairs unit and our business affairs unit and there's a lot of projects you know across it and those those other units on campus that are in the system the question i get a lot as product owner is hey how can how can people that really don't have work items to do in the system see the the status of work in flight and you know there's a lot of permissions and roles that need to be assigned for people to have visibility for certain uh you know dashboards and views is that is that part of what's being looked at in the future is making that information easier for people to get to um well some of that is there today [Music] hey i think you're having a slow delay in your internet is everyone else not all the customers might have the those um those uh those roles or those license types but there is a yeah sorry um yeah i'm running this off my iphone and it's time i mean my internet connection is on stable doug you still there oh we'll give a minute to get back yeah i wonder if it was just taking up some of that bandwidth as you were showing your slide you kind of broke up halfway through the question and the answer okay can you hear me now yeah now you're clear yeah okay so there's some things that you can day uh do today we have a business stakeholder license um there are some customers to take information out to the uh the service portal we don't have i would say like a silver bullet answer that says anyone on the platform can get access to project data there's a bit of nuance there around people having access to work they're supposed to do and licensing and things like that but that that business stakeholder was something that we wanted to participate in to give people you only accessed information uh so if there's additional questions on that you can certainly follow up with uh rob and i okay great thank you this is dave hegarty from the state of north carolina i just have a quick question when you had mentioned about financial resources doing integrations are they using integration hub are they mostly doing custom apis rob do you want to talk about that one sure yeah we don't have any existing spokes that are basically out of the box for any the financial management systems integrating with uh with project financials it's something that could be built within integration hub as a custom spoke or it could be something that's done is kind of the the the older style of of integration i think i've been involved in a color couple implementations that used sap and that was um before integration hub but i think i think either could be leveraged but like i said there's no there's no existing out-of-the-box spoke okay that helps and then i guess it's a follow-up when the discussion around time card does that need to have organizational hierarchy already built into the system before implementation or an integration with an hr system or record that will be updating i would think i would think it does but i'm just trying to not necessarily i mean i guess what we typically use uh out of the box for for i mean if you did want to roll things up from a reporting perspective you would need that information in-service now associated with the user record how we typically do like approvals is for certain records if it's not project work it would go to the who's identified as the user's manager in the system and if it is project work uh it would typically go to that the project manager to approve time and you know you can and actually could potentially go to both uh if that's how you have it configured within the system but it doesn't for approval there's no there's no concept of the of the organizational hierarchy was there a specific uh use case you were thinking of why why that would be necessary um in my organization there's a lot of turnover at times contractors and and whatnot on projects so just trying to have that alignment and always making sure the resources are available time's been entered appropriately people aren't over over booked in that kind of heat grid so that's why i was trying to understand just you know what do people normally do in terms of rolling it out first yeah with re so that would could be probably more on the lines of resource management in addition to time cards and and resources switching around often within uh within an organization can be a bit of a challenge for resource management just because how capacity is identified so what you may want to do is be a little more generic if there is a lot of movement uh to help manage those resources and make sure groups are not getting getting overwhelmed um but i think it's something you know organization by organization they have to manage it differently based on how they've structured their groups and how they really you know how you need to request resources uh what level of granularity you need to get to so i think that's something that it's not absolutely necessary but it would probably you know some would have to look at your organization specifically to determine what's the best way to break out those groups and does it need to have ties back to your organizational hierarchy great thank you hello this is eddie from memorial i have a sort of a follow-up question on the business stakeholder license that you mentioned and access to vps and leadership we're looking at the customer service management pro license does that allow to do the same thing not only internally but to our external customers because when i saw this presentation i'm thinking outside of it i'm not thinking within my organization but i'm thinking outside of our organization and so that's why i'm asking those questions um so there is some of that with the with the customer service management linked to project portfolio management you can have people outside the organization update tasks so they're kind of given a simplified view of what's going on there so it i think it requires a little bit more investigation on the actual use case and how much collaboration is happening versus like do they just need to see how the project's doing and update some or do they need full access to the project management functionality rob i don't know if you have any other comments on that or so i guess um the first part that doug answered was enough it's they don't need the full-blown access so that that answers my question but then as a follow-up and i'm sorry to interrupt you rob is those dashboards and reports do they also get to view that or do you need that business stakeholder license for that i believe they need the license for that rob i don't know if you can i think so too yeah that's something that we might have to circle back and just confirm all right thank you any other questions from anyone yeah so far i don't see any in the any additional ones within the chat window i think you answered all of those did you have anything more to share doug or is it not you guys are all open-ended questions then okay perfect any additional questions from the team then any customers that have any questions for doug and rob while we're here we've got another one charles um what's your normal i guess implementation timeline when trying to roll this out at an enterprise level i guess what is the i know it's a very open-ended question but i guess what have you seen historically in terms of adoption in terms of implementation of getting the full epmo set up so i'll jump in just i come from our customer outcomes area that does our implementation so that was my previous uh position at servicenow and it really varied wildly based on i think if you try to stay out of the box with just you know with almost all the functionality and just leverage existing functionality not try to to configure or customize too much i think i've seen projects get implemented as quickly as about three months if you decide to do a lot of you know you need to basically configure things to um suit your organization specifically and make a lot of changes within the product uh it can certainly stretch out to like six months to even i've seen your projects be up to up to about a year but i mean it it really you know it drives the the concept that you want to try to stay as out of the box as possible you know as long as you are meeting all of your business goals and expectations but again it can i you know i can't provide any kind of guarantees there because it's just you know something that that can vary based on you know do you want to bring your old data forward do you have a lot of integrations that you need to do to third-party systems you know a lot of different areas that can that can make an implementation a little more complex but like i said if you stay out of the box and and you don't have too many complex integrations or configurations you should you can implement fairly quickly and i think our customer outcomes group has just released a new kind of a a uh accelerated implement yeah rapid implementation plan that is something that uh you know i think that uh if if a customer is really looking to to get going quickly um might be something to look to look into i think like one of the things that's also like you know what rob was alluding to is out of the box is good but one of the reasons out of the box is good there are several is that you get faster time to value everyone likes to get value sooner but one of the other key variables will be whether or not you're going from many different systems or if you're actually doing a rip and replace of an existing ppm system because if you're doing the latter you may have a certain number of things that you're always already doing on that system that you may need to replace out of the box day one when you start on servicenow and that might lead to a little bit longer implementation because you may already be doing resource management financial management on that solution that you need in servicenow day one versus if you're saying well resource management's happening in excel and you know the project planning is done in microsoft project you could kind of pick and choose okay in phase one we're going to tackle this phase two we're gonna tackle this and it allows you to kind of deliver those in smaller chunks and rob there's a question in here that they were using the idea object before the idea portal is there an easy way to convert existing to show in the portal hmm so yeah i saw that scott wallace uh responded with a link oh he did okay yeah but then i think there was follow-up question that maybe there's some issues yeah so there's a script to create many-to-many map okay so yeah that's something that's a bit more of a technical question that we might want to maybe take offline and see if we can uh see if we can get a uh support official support answer to that so uh um charles we have like holly's information so we could follow up uh on that specific question definitely okay you can just say i'll capture that and we'll try to track that for you okay we have about three more minutes left any additional questions for the team okay so far i'm i'm not hearing anything i'll give like two more minutes just to make sure this is a really great conversation i really appreciate doug and bob um are there any kind of like best practices outside of what you've just mentioned that we should all be uh looking forward to and kind of just making sure that it's on the top of the minds of customers as they're thinking about how do we expand the footprint and use itbm to manage projects holistically in the platform all right no other questions oh god has a kind of best practice as we put those together yeah that'd be great rob definitely if you could provide that to me i can send it out um after the call that'd be great well i don't see any other questions here scott did you want to add anything yeah i just want to answer there's a there's a and i'll send this to your child so you can kind of distribute it out but there's a new collection of um enablement assets it's called now create and it's really kind of the path from the very beginning all the way through to adoption and expansion and embedding and you know champion enablement and all there's a whole bunch of assets in there there's like a process models depending on whether it's a work stream for process or work stream for ocm or it's just terrific it's called now create and it's pretty new um i think distributing that out to the group would be fantastic because there's just so much information in there and it's on the main site too right it's not you know something that's unique somewhere but we can certainly share that out perfect definitely any other comments or questions yep david yeah a lot of our customers i've reported several of them to now created not just for ibm there's so much great stuff that's out there so definitely let us know and provide some good feedback that you guys go and now create any other last minute questions or comments [Music] going once going twice all right going three times thank you guys so much thank you thank you rob also too thank you scott i really appreciate this we'll provide a a pdf copy of the powerpoint deck as always after the call as well as i'll send out the recording as soon as zoom creates it thank you guys have a great rest of your day all right thanks so much everyone thank you