all right thanks ninten welcome everybody to our april 20th meeting today we're going to go back and we're going to revisit our digital portfolio management something we've been talking about since the since pre-release of it and i want to go into a little bit more depth today just on how we can get started with these and i've been watching how some people some different customers are getting started and i put together some thoughts on how maybe these little tips and tricks will help you get the ball rolling with the digital portfolios before i start we always like to go through and just kind of talk about what the group is doing because we have a lot of people that are new that are coming to the meeting for the first time and also this has been changing a little bit this year we changed it to really focus a lot more on the digital transformation instead of just specifically digital services where instead of looking at those services themselves and building them and structurally we're trying to shift this year to more of how are we getting the value out of these things and how are we using them to better run the business and so we do have these meetings every other week we've been having them since 20 2018 so june of 2018 is when we started and our mission is really to help all the members to drive these digital transformations right to be key players depending on where you are right there's going to be different things you're doing in the digital transformation but we're trying to be have a broader set of information across that that um that group of people so the shared work we have is all kinds of discussions and papers there's videos not muted okay and uh those are available on a google drive we are transitioning to we're trying to get those over to a community because it's a little it's a little bit messy now with how much we've grown trying to keep that all on a google drive so we're looking at a community right now and hopefully in the next few meetings we'll be we'll have our own community on service now so this is hosted it used to be hosted by by myself and a couple of schools that we started together now we're gonna now it's hosted by my team which is the enterprise architect team and our sponsor is jeff lubay so he runs enterprise architecture for the ams region which is the americas in servicenow that's a little bit about our group if you're here for the first time welcome and if you are here for the first time if you can just go ahead and put your name and your company name inside of the chat and let us know who you are and this way we uh we give the opportunity for the other members to welcome you and if they hear from you they they kind of know where you're from so we can go ahead and start some collaboration with you which is a big a big reason why we're here so the group a lot of people get things in this one hour but also there's been a lot of breakouts where people go do their own thing maybe in their industry or maybe cross industries so it's a really good thing to introduce yourselves and just you know let us know why you're here with that let's dive into the agenda today so we are going to go into digital service portfolios and i said this is a area we've been spending a lot of time and it's it's for good reason and we'll talk a little bit about that today and um i'm going to do a couple little demos in between and then we're going to talk a little bit more about some real world examples so i have l from montana and kelly from utah who we're both on and neither one of them are fully deployed with dpm yet but we've been thinking about it and kind of kicking the can around a little bit to see you know where do we we actually dive in with these so with that i'm going to go ahead and get started and the area that i'm going to talk about today all right well what i'm going to do today is um really focus on this one area i don't know why i'm getting the uh backgrounds there this one area i'm going to focus on we're just going to talk about this little piece of the cstm today we're not going to go into other areas i might make mention of the uh the connection back to the other errors but we really want to focus on on this one key space because this is a part where we can start interacting with these the uh the brm's and the customer service manager right the people that are actually getting the service provided to them and that's a good place to start and if you do the crawl walk run fly in the common service data model paper they do give the option of starting here right or starting here with the business apps those are the two suggested starting points for the cstm so what we're going to do is we're going to start here today and take a look at that and uh and actually run through one example so we can get an idea of what it looks like john i can't see anything i just see you i am not hitting too many buttons today been there myself how about now great that's better great okay so what we're going to do is uh like i said focus on this one area with these these four key components that we're gonna tie together and it looks a little bit different so this may be first time for some of you seeing it who aren't on san diego yet we're going to use the service builder today to do some of that right and i think somebody's admitting people in the lobby for me yeah looks like everybody's in all right let's jump over and um i think that takes us in to our first little mini demo and we're going to go ahead and use the the central instance so any of this work that i do we'll be able to come back to the central instance those of you that haven't been in here that's a little bit different right we have our workspaces now and um we have the the san diego view and also we have uh the polaris view so you can go to dark theme on this too right so when i go into my digital portfolio management there's the option of changing it to light or dark and i have it on the dark mode right now okay so what we're going to do first is go ahead and let me leave that guy open and we're going to come back here and go into the underneath service portfolio management there's now a service builder and that service builder we now have two main builders so some of you have been in building application services this is going to be the service builder we use for the business services all right so when you come into this one right it's going to give you this is a workbench for building out all your services so these are going to see that show the services i've already built out and i'm going to go ahead and be able to create a new business service so what i'll do here is i'll go ahead and create a business service that and we're gonna go ahead and view this in the um i'll just call it a hr i'm going to call the services um i'm going to say this is our human resources right so it's going to be our hr services it's an internal service i'm not going to worry about the portfolio right now as a minimum starting point right we're not going to worry about that today but we are going to be able to view it in a way that we're giving going to give the owner a nice view of it this service is in the pipeline right now because i'm just building it hr services for employees and down here you can express the business case right what what you're actually doing with it so the business need is um basically they keep employees or to give employees access to their info i'll just put that on there for now okay now as you go through this wizard it's gonna now ask you okay who's the team around this service okay and that's what we want to do at a minimum we want to go ahead and define the team so if the delivery manager um i could say it's bill and the brm right because somebody's building this service out or somebody's responsible for picking in the ongoing requirements right so you usually have a brm that's responsible and then the business contact that's that person i showed you in the picture before right we want to get that business contact that is sitting right here that that person that manages that service we want to get them inside here as well because that's the person you want to be able to give this view to in the beginning so i'll just pick somebody out of here as our business contact sometimes you may have a vendor and then other times you have other stakeholders that want visibility into this as well so here we can go name the stakeholders now in conversations as you're doing this and this is one of the things i heard a cto say the other day we don't have our services defined in a really in an organized way where we can start to say you know what types of things are we measuring or what type of policies do we have against it now for now i'm going to say this service performance we don't really need this in the beginning because the service performance is more when it becomes operational and what we're going to try to do is say is the minimum product that we can use the minimum view on these services can we do it without before operations can we give people views of it before operations and have it be useful and now in hr we need to come down and start to say what are the individual offerings underneath this so what it does now can i take a take a step back for a second the uh the team so you know we have the roles in that um you know that visual you you showed right but it doesn't seem like the necessarily the the teams that are represented in this uh wizard are the same teams or people represented in that in that chart so is it really just a matter of the organization to decide servicenow calls it this but our organization is going to call it this yeah we do have the brm right that one yeah but the cus i'm thinking the customer service manager as the business contact i feel they're two different people okay so so would it be the owner that would be there maybe the um service desk manager some sort of customer service liaison for that particular maybe it's a shared service desk or something like that the manager director of that i'm just spitballing but i just don't feel like they're the same yeah we had some debates on that too like who owns this particular place so i'm thinking it's the owned by usually would be that person between different organizations you have to kind of figure out how to map it there's no way to have one universe representation that's going to fit all all orgs yeah i i agree with that so it becomes a sort of a policy decision in governance like what are we going to call these people who are they going to actually be right you know yeah sure maybe maybe a mapping function between what what the the terms are in service now to what your organization calls them so you can get those lined up we do that with the the csdm or we do that with the cmdb so those roles that are in service now versus what the roles are in the organization so absolutely i usually see this one is the business service owner and then this is the technical service owner that's the way right or the the delivery manager they're calling them here which i think makes more sense because we have the technical services so we don't want to confuse that with the technical right this is more the the person responsible for the the technology pieces versus the the what we're doing for the business hey john this is rachel one of yours and for those of you on the phone that don't know me i'm one of john's peers i spend a lot of time in the federal space doing this because they have even a different taxonomy than what we have in the commercial space john i'd be happy to put 30 minutes on your calendar and let's walk through what we've heard some of the different things called so that we can start to share what that translation is because i think that's going to be huge to bringing the value out of our common data model so mapping these to those specific roles yes yeah and then the other mapping the other mapping here okay rachel i have a starting point of about like 30 different things all the way up with the portfolio at the organization level and then you break it down to the business level the technical level who's supported by because i agree with what jeff was saying the customer service manager that's really your support desk your l1 l2 so i'll find time in our calendar that way we have it that we can share before like usually here i think on a business service the way that i usually see it is this is l1 this is l2 and then this is l3 is usually you're walking through the services so i don't really see an l1 and l2 on the service offering usually um in the conversations that we've had it's just that main support group and then they're passing it down the line for something else you'd be interested if especially when you're looking at the full life cycle because not only do you have the incident management of it you need to make sure you route enhancements and defects through those people and this is used in spm now yeah which should land here right on the vrm we're going to go into more more details as she as rachel gets into that but at a high level did i hear it because we're right in the middle of this right now did i hear uh because i was under the i was under the concept that the service owner would be on the top the the technical side are we saying it's on the business side that they actually own that service yeah for a bus because we're defining a business service here so it's going to be a business owner but i thought a business service is something that was delivered by the technology to the directly to the business and that's the delivery manager okay so only and only the owner and the delegate should be able to edit the business service so um okay so only so that would be someone on the business side actually owns that service yes so the consumer owns the service the person that's consuming it no not the consumer because it's the one that's because they might have like we're defining hr right now and there's going to be different consumers there's going to be employees consuming the service but this is like the hr service manager that's the owner or if you look at for example your erp your supply chain would be your business leader someone in there and then you have your it team that's accountable for it and if one of your components from your erp goes down you want to be able to or you want to make enhancements maybe they want a new module to it you want to be able to route that work to the right people so it's true that a business service is something that's delivered by toss consumed by the business but then the business actually would own that someone on the business side would own that service that's right yeah okay all right thank you and then um they'd basically be agreeing to all the terms right so let me go through an offering real quick because this is the ones that's gonna kind of tie back into the um someone just do onboarding right because hr is our service and onboarding is going to be one of the offerings within there now if i go back into onboarding they have these consumer types right the business service is going to be what it's classified as because we're offering at that again on the business side uh we can do some criticality there's different phases for that just like the um the parent has you can have them in pipeline and then we're going to be able to push these in as we go through so those are the new life cycles that are in there and then um here on board new employees i want to just get through this once we get it now the team here is the same uh where you can have it the individual offering level it could be different teams that own this uh the delivery manager it inherits the parent when you're defining it like this but you can change that if you want to there could be somebody specifically in the business that's responsible for onboarding but you have that hierarchy where the there's somebody that's responsible for all the hr services or owns all the hr services and then there's somebody that owns the individual offerings so it's up to you how that works now this is again your tier one support group right so you can define your groups here and then the different stakeholders the same thing that the parent has you can override that at the individual offering level uh for operations uh we can go ahead this is where we actually define those other people in here and it's not explicitly stated either like who's consuming this right so now we have to define that consumer so you can have groups consume it you can have individual people consume it or actually whole companies if you're providing these as external services can consume these so if you're doing things for outside your organization external services instead of internal services you can start using that company structure so i'll do a group here i'll just say they're consuming it and then we can go into the financials if you're charging for this so uh i i was looking at some things on the utel website and we're gonna i'm gonna ask kelly some questions in a little bit but there's a charge for doing things like hosting right so if there's a charge for that you can put a price on there and then describe the unit here so that when it goes in your in your catalog you have all that expressed and then there's the performance so this is a big piece that the business is really interested in because it's like what are you actually providing for them as that delivery manager right so here is where i can start to get into the the specific uh information that i'm defining uh and really put that on now what i'm going to do for offering performance just like i did for service performance we're going to delay that and we're not going to give it any performance metrics today because we're going to say look this is before this thing hits i want to start using dpm before it hits production so i'm going to do is i'm going to save that right now and we're going to go ahead and what you have to do when you're in this wizard right you have to save all your offerings and then you have to go ahead in the end and on here come in and submit this so you're basically creating the service itself good question and i don't want to sidetrack this too far but i always thought i i thought i'd understood offerings not to be like a sub because the way you define it looks like the the business reverse was a grouping of of of sub services which you you use is declining the onboarding as an offering as opposed to another service i thought offerings were differentiated by a region or differentiated by maybe service level not not by individual sub-services i'm wondering in the maybe it's a better offline conversation so now this is a good conversation so this it could be all of the above these offerings if you're offering that that onboarding service is what you're offering you can have an onboarding service new york and onboarding so your you can have onboarding as the service and then you can have as the offerings onboarding new york on boarding los angeles onboarding denver i get that part but i would have thought it would have been like a hr services would have been a grouping and then there would be individual business services for onboarding or other those sub services would actually be a business service not an offering itself yeah it's all the above right like if you need to break down onboarding as a service and offer specific things in onboarding then onboarding can be the service if you're going to package up onboarding and provide everything in onboarding in one package then you can make it the offering that and then that would mean that the hr would be up into the taxonomy of the portfolio is that how that would work if you had to you wouldn't have hr service then yeah hr is part of the what i'm doing is defining hr here but you could move hr here at the portfolio level right and that's why when a lot of people ask for examples it's tough yeah because it's it's all right you you still have a lot of ways to define your business here and how you're providing it like if you're saying hey you can come in and onboard a new employee but when you come in you could ask for you can register a new employee so now you have to do onboarding as the business service and registered new employee but if you just offer onboarding as you just come to me and i'm going to do all the onboarding for you then then it's an offering in itself i do everything for you because it's packaged there's another example of your mileage may vary figure out what works best for your organization and and just define those rules though so you get consistency exactly yeah and what we found is as you run out of space then you have to adjust so maybe we thought hr was a service and you had you know different regions but then you go you know what onboarding is actually a service because we deliver onboarding in different ways to different departments or to different regions and or we're structured that way then then you have to shift everything up you've ran out of room so you have to move your business service up into the portfolio and then your boarding becomes a service so as you run out of room you have to readjust yeah yeah what about servicenow as a service would that be the service and the offerings would be incidents requests knowledge yes some questions that we're having so service now is it depends on what you're actually giving people now you're not just saying people hey you can have access to service now and you just give them a login that would be a service now service but that's usually not what you're doing right you're like okay you can come to service now and i could provide your team incident management right so your team that's managing incidents today on a spreadsheet we can go ahead and give you access then you would be offering incident management as a service to other departments right so there's all different ways you can package that it's just like think what amazon would do if i went and i said i want to start stop doing um change management in my organization on a spreadsheet so but central it has service now can they give me change management in a package right so i don't have to negotiate with servicenow i just get change management right so you have to think about how that packaging is to the business so that you're removing because of service right as you're removing all those complexities and giving them just what they need and we're just having this conversation the other day about a computer like we don't want to say if i come in there for a computer i have i come in here for support or i come here for a new computer i come here to get software installed it's all the same group right i just have computer service and i know who to call if i have a problem with it or i need something new so it's it's all packaged together for them so they don't have to know all those separate pieces but we can offer our customers just knowledge yeah it's knowledge or just catalog at that level yeah yeah you can define the offering at that level so you can say it's um it's uh knowledge management might be the service and create new knowledge article might be the offering or retire knowledge article might be another offering right if that's what you want to let them do is put their own articles in or retire their articles you can define it like that as well that starts getting pretty deep yeah john i'm sorry this i gotta enjoy i'd be careful about calling those specific transactional um type of things services we tend to look at more as requestable items you know transaction against those services like adding new or not require knowledge article yeah but that is management yeah when you're here though right this is where you're actually attaching to those catalog items so if you have a catalog item that lets you put in a new article right so that's these these um uh where is it in the details right but you're on boarding with your your service offering could be knowledge management that links to catalog items for you know requesting requesting the creation of knowledge or a catalog item that that asks you to retire a knowledge article or to provide feedback for knowledge but the offering itself would be knowledge management now you wouldn't have an offering that that said request a knowledge article or request creation of a knowledge article right so then you would put all those catalog items on one offering yeah and as long as it's the same team you can do that if it's it's a different team that would delete articles or retire articles and a different team that would create them i would probably break those out into two services because a lot of the or two service offerings because a lot of the offerings are about the structure of the team that's supporting them right but if it's one like you said if it's anything to do with knowledge and that could be the offering but the idea of services is is that you can you can be matrixed right that's the whole concept of a service service offering is it can have matrix support yeah but the user doesn't care they just request it and [Music] we know how to route it the right way in the back end and that's the same thing with the catalog item so what you'd have to make sure is that they don't have different um slas with with what they respond back right because the sla would be at the offering level or service or if you're using this team structure here right to route it then you wouldn't break them out but you yes you could do that or you could just route i had a catalog item level and not worry about it yeah it gets down to the same thing right it kind of depends how you're going to do it right it's what works for your organization yeah is there an opportunity for a question sure yeah so uh why am i getting there that's uh mark uh mark bodman had mentioned that uh you know for those who've come from quebec you know we have a taxonomy that's based on the old one table that hosts all the services businesses technical and i know they split them up so i know he had mentioned that there would be an offering i mean they would provide a wizard capability to to convert those uh you know now that we're in rome uh and now with the so you know that's that's my first question and the second question is does the offering performance does that supersede the the csat and the portfolio metric you know in the old service portfolio management like you know the the where you could you could specify at a at a node level or a taxonomy level the different it doesn't um it's that still holds okay right so it's still going to go ahead and um i don't know why i'm not able to save this um you'll still have those surveys i think that's what you're talking about the cset surveys right i'm going to take a look at those really quick right so let me go let me go back to this um i was going to show i'm going to use one example instead because i want to move on here so what we want to do is we want to get that one service defined right and then what i can do is i have a choice here we've been talking about enterprise portfolios and building that out now let's say i don't have that build out yet i'm just getting started what i can do here is i can come up in a personal portfolio and i and this could be just to get started this service portfolio i could just put the hr stuff in there right that could be what i use for my node right now so i'm not using an enterprise portfolio here i'm using a personal portfolio right so i can come in here and i could just say um new services that i'm doing for hr and then what i can do with this service is i can use this temporarily right just to give people views into these things that i'm building for them before i get into that big structure that we've been talking about for taxonomies and now this is a way i don't know if l came on but like in montana we can use this temporarily because we're doing 14 services for this one area right so we can use these personal portfolios until we get to that point now if i if i want to add things here right what i can do is i can add them directly in and i made a backup service just in case mine went so what i do is i have the the test is my business service i can also put my individual offerings into that personal portfolio and then what it does is it's going to give you a direct view i always do that so i can tell you and show you all what i miss here on this one you have to make sure when you do this you go ahead and add them here and that's what i so click those add those selected items into that portfolio then i go next and now what i have i i attached my catalog item i created a new service offering i created a new service and then basically what i have is i have a little portfolio with that service and or the offerings in there right so when i say create this it's going to give me the opportunity to go ahead and share it with somebody so i have this personal portfolio so let's say before they're even live or before i want them to enter that big enterprise portfolio i can now share this portfolio with somebody on the list right so kelly jones i can and i could send an invite to kelly to start participating in this service now what's nice about this is they they're able to come in and see that individual service uh called test and they'll have that info in there right so they'll know who am i supporting on the teams what's the description i have the owner information so already this is providing value because it's pulling a lot of that data together it's what you're agreeing on before you actually build the service right so before the the ideas come in or the demands come in what is the definition for this and um and that's you know everything from the end users that are coming in to to um to all the individual offerings that would actually go into that service right so you can do that at that level at the test level i can come back and i can also go down and drill into my individual offering and see where my offering is so i think there's a lot of people that are in this we're going to ask for comments from al and from kelly in a minute here um when we go into these what is that minimum level that we need before this becomes useful like do i have to get all of my stuff attached and have my incident workers labeling things by service offering or can i start here john that's another question so is the the wizard you ran us through with certain attributes that we could define right out of the gate do we have to actually go to the ci record then that's created to add our own attributes because when we build out a service catalog we generally have a bunch of stuff that we we include about the service that may not be included in the wizard yeah yeah so if you want to come in and you'd have to go back to that one if i want to come back in now and say uh for that offering i want to go look at that offering i just built like the test one i'm working on and i want to go ahead and edit that um that test off that i'm doing now because my hr one didn't work for some reason you can go back into that individual ci and edit that and have it show up so one of the things that i'm asking them to put in there on test offering that's not in there is what's in scope and what's out of scope so you'd have to come into the individual ci to change something like that or or some other things so you still can't do everything in the wizard do you see new stuff being added to the wizard as as requirements and new features are requested yeah i would think so i would even a jump out to the record would be nice okay thanks yeah one of the things that i would add in here is the [Music] there's the uh in scope and other scope related lists that are that show up on the offering here so when i drill into that offering um that's one of the parts inside of the uh info is what's you know what did we say was in scope and what was that a scope so web is in scope mobile's out of scope so but you'd have to go into the individual records to add that on the info tab so i think building this info tab is a really good contract with the business right that's why i think it's useful coming out of the gate right let me go through this uh good conversation thanks everybody um i want to go in a little bit now and look at one of the things we've been doing is these are all the different types of records that now attach right so once you build this in dpm one of the use cases in dpm is to bring all this stuff we're doing on behalf of that service together right so it could be an idea it could be a demand it could be an epic any of those things that get labeled with that service and service offering that i just created any of those things that get labeled can now be attached to that item including right incidents from the past so if i go in and um i'm gonna do a quick demo on here but if i go in now let's just take this test offering because my hr one didn't work out uh but if i go and i create that list right all those tasks that i bring in the service offering and the business service have been moved down to the task table so that goes all the way down to that level so if i if i go down and i do task.list you'll be able to see business service and service offering on all those tasks right so i can see that i have all the changes that are coming in here um i should see if we see some ideas right because i'll just i'll just attach an idea to that new offering and and you could start doing this right away because that's that's how these things are going to get attached in the plan and build phase so if i want to go into task type here uh created but i had a new one for idea i know what went to my filter real quick right so so this if you want to go into my favorites that's the filter i did create on here and i think what happens here is this idea is we have a couple of them in there because what's going to happen is once you run the the the collection here it's going to if a lot of people are in here once i run the collection it would it would actually get it out so i'm going to go into the uh the idea table directly oh man i am having some trouble on my instance okay scrap that little demo what basically what i was going to show you is that when you come back on the um is anybody else attached to the instance right now interesting that that all right let me wrap up here and yes kelly so so basically what you could do is what i was supposed to do there is be able to take and link some of those things um right so i can link the offerings a couple of different ways i went into that list and i can go into that list and i could just click on the business service and put our new business service name in there so i can do hr and onboarding if there's ways i can find incidents that are related to that onboarding service i can go back after the incidents were done re-label them and i there's a job that you can run that would actually bring those incidents and attach it to that offering so that i have the metrics for it the same thing with an idea if i come and add an idea what will happen is that idea will be now be attached so that that business owner can go to the plan phase and see there's ideas and there's demands in there and that's the main thing behind mapping so if you're mapping those static ones um like the ideas and demands you don't have to run a job to have those linked but on the incidents you do have to have a job now this is a script that i wrote with lou what we're trying to do here is lou was already with his incidents he already had he was using the service offering in the ci field so what we did is we created this little script and we said go through all of the incidents um and go back 90 days i just had two in here for my testing but go back and get all of those incidents that were on that time period and then what we're going to do is we're going to say if the ci class is a service offering the one in the ci field in the incident then what i'm going to do is i'm going to take that service offering and i'm going to update the service offering and the incident and i'm going to update the parent as the service offerings parent which is the ser the business service itself so you can get creative here and even though you don't have a history for that service because you just built it you can go back in time and take all of these tasks that were done against this service in so one of the ways you can do it is this case we knew the service offering was in the ci field but a lot of times you can say hey that support group is the one that always fixes or always takes those onboarding requests right so you can go back and any correlation you can do to pass history to bring those incidents and attach them to that new business service will give you a good historical perspective without doing a lot a little bit of a warning here when we did run this it sent emails to everybody on those incidents i think this is what fixes it but i haven't tested it yet right so there's a solution i think if you just go incidents set workflow false it will suppress the emails so you probably want to sorry so that worked yeah i believe that's what we did and i'll i'll bring it up on 17 you can look at it well this is a very short call and uh if you're talking john we don't hear you i think somebody muted me instead of the person that was not the noise so when you um can you hear me now though yes sir all right so with the with the surveys there are still surveys this is the default survey that gets sent out when you define a service so what they'll do is they'll there's parameters for those surveys and this is a good way to start getting some data into the operation piece is anybody who subscribes to that that offering and uses it gets surveyed every so often so there's some rules in there and this is the default that gets sent and this is a way to get some data in for the business right away that qualitative data about how that offering is doing so it's not a question about how well did we do supporting that offering it's about how well is the offering um right the way it's being asked your experience with the offering is what they're asking about not your experience with the support person like most of the surveys are so if you do nothing you just set that up that should be enabled out of the box the send surveys feature is anybody getting these today anybody using these okay so if we did like that part of the c-set uh in dpm in other words when you set those up are these the same or they differ yeah this is the csat that comes into that csat metric on the uh the run tab of the service offering and this is the same how is that different than the out of the box surveys for like service deaths or incident you know as part of itsm incident management where you have certain surveys that go out when the incident is resolved and they get a survey it's out of the box is it the same yeah it's using the same mechanism but this one is built specifically for services so in the service it's gonna in the service offering you have a survey frequency field in there um and that's what you have to fill out in order to get that going yeah but that should be a good way to get metrics in right away even if people aren't like i said classifying incidents yet or classifying changes against the incident right so that's uh good question john yeah how much of what you've demoed here is san diego specific versus some maybe available previous to san diego the dpm i showed you i don't know how much different it would be prior to san diego because there is two different releases on rome and san diego yep uh but everything you have to be at least realm or above for any of this stuff it wasn't services builders in specific service builder i think comes in in um and comes in rome in the later versions of rome though late okay i didn't know there was a later version of rome okay cool rowan patch five or above or else you can't get dpm and service builder to work got it thank you now and it says that in the store when you go to the store and get that it'll say that in there but yeah the service builder is still a little tricky like i had problems today with it if you if you name it i think what happened is i named it the same as something else and that's what's conflicting but i'll have to go back and check why that doesn't work but usually i went through it a bunch of times before this and it was pretty smooth all right so ella are you one i sure am hi john hi it's wondering i know you're looking at this and um you have some some views on dpm today um what do you guys what's your thinking in terms of when you would be close enough to share it with somebody right like the minimum viable service offering definition i think um it sounds like there's some mature folks in terms of dpm use in this audience or this user group and i'm a relatively new member so i just want to say right off the bat that thank you so much for the discussion and the questions and this just the suggestions for those of us who are new and getting started it's so nice to hear from others who've kind of blazed the trail or been through similar challenges so that being said um i'm not a presenter and if you want to make me a presenter john i'm happy to share my screen i've kind kind of fumbled my way through this a little bit with your help john and um what we've basically done is we we started at what i would consider the lowest level of project management so we started with project tasks and user stories and we're using hybrid project management um i realize i'm leaving out some context that i'll go back and fill in but basically we started with project tasks user stories aggregated those up to project phases and then aggregated that up into an investment dashboard and related all of the levels of information to services and service offerings now looking at it i don't think it's perfect i definitely think we're going to want to adapt before we go to production with this but i've learned a lot about what my leadership needs to make critical decisions about issues time frames resources so the things that we typically struggle getting visibility on or escalating with the correct visibility this tool has really helped us with so the context that i feel like is missing is my name is elle arredondo i'm with the montana department of transportation and i'm managing uh one of our governor's initiatives to go to take one of our agencies in the enterprise 100 digital so i'm a project manager for department of transportation but i'm actually managing a project for the state of montana enterprise to deliver 100 digital transformation for our department of commerce so basically what that means is we have a bunch of staff from a variety of agencies working on this enterprise project for our governor and as you can i'm sure imagine like there's a lot of attention we need there are correct reactions um to get engaged involved you should share now okay one i don't know so just to do a quick overview of some of the things i mentioned and i apologize for those of you who have kind of been there done that because i feel like you're gonna this might be a boring part of the presentation but where we started with we started with ideas we converted those ideas to demands we prioritized the demands and converted those to projects and we chose to do hybrid project execution so that we could and i know i'm flipping fast but the idea was we wanted to be able to track the project life cycle as well as the development life cycle we use the scrum framework for the development life cycle and our scrum masters wanted to be able to track certain scrum events and activities and then we wanted to be able because i'm in one agency doing work for another agency we wanted to offer transparency into the service that we were delivering so the short story is we configured the project management stuff to act a certain way so because we knew what metrics we wanted and then we fed we connected that or we're trying i guess i'm in the process of connecting that data to [Music] a digital portfolio yeah please jump in john i i never remember where to click i want to show them that click on portfolio now instead of doing a personal portfolio we did a little mini demo we did a little mini i click on that one yeah and then click on portfolio and i think you should have one in there we defined a couple of them but we defined one just for that one so we tried a couple of different things um john and i have had lots of conversations about taxonomy and what montana is fundamentally trying to do for its citizens and constituents is build a platform that allows our customer to come in any door and it's not going to be the wrong door and what that translates to is they don't need to know that department of administration administers or owns that service they just need to know that if they want to know what our road conditions are to access this door and then we get them to our road condition map so that's that's kind of the driving vision behind this um view details because i think commerce is your service right i think yeah i think the way we've got this structured right now is commerce is our service offering because we're taking them 100 digital um but then as you get into deeper levels of information you see that we have 11 approved demands it started out as like 25 and we were able to consolidate those and then getting to the build portion of this you can see that we have 14 active projects um full transparency i have not had a chance to do my status report so these numbers are actually two weeks behind but you can see what's really great about this and i i'm gonna nerd out for a second you can see if you're trending on schedule so it shows you your schedule performance and that's been a huge missing detail for our sponsors because that's one of the most critical reasons projects don't end on time is we don't get their involvement in removing obstacles as soon as we should um [Music] anyway lots of really cool stuff happening and then we're not in the run portion yet none of these are actually in production yet um and we're still in the process of defining some of these elements but we've already gotten a lot of value out of configuring this a certain way um and just as kind of a shameless plug we started with the end in mind i asked all of my sponsors and the governor like what critical data do you need from me to know that i understood the assignment and i'm going to get an a plus and we basically configured the system to demonstrate that data it's all work in progress and we're still in dev but we're basically proving the concepts that we're trying to prove yeah any questions i know i've covered this really fast sorry john yeah i love i love the roll up for it right it's finally a place to roll up so you don't have to say hey here's your project views for the service owner here's your incident views here's your change views right there and we've started that from a project perspective and this is we just haven't transformed this or translated it to the service part yet but we've been able to roll these up at a really high level we're not tracking budget we're not tracking uh finances at this point we're just tracking red amber green we want to know are we on track for schedule are we on track for scope that'd be cool maybe we have a filtered jump out to here if you want the details on the projects or of those status reports well i think what they care about really is this stuff they want to know if we've missed key milestones if there's critical issues like this is really what my sponsors care about right here yeah yep anyway all right if there's no questions for me kelly i think you guys were looking at this too right um and like the initial what the initial look is going to be did you have some thoughts on this i know you guys are doing this in different places like where where did you see it coming together in here like yeah i think um sorry can you hear me just make sure okay no so uh we were looking at it as we're building out so as you showed kind of the the data model there and how we're building up our cmdb kind of looking for forward-looking what is our evolution what is our next step now admittedly we were thinking service mapping and apm and i think it was kind of through your suggestion of you know apm could be a much bigger endeavor do you want to take a look at dpm and see if this is something that can kind of help you get started on that journey so we're right now i would say only in the evaluation stages someone else says hey we're we're still in deb i'm like oh we're still talking about it so take a step back even further um a little bit of context i work for the state of utah we are the division of i.t services so our consolidated it services my customers are either the the agencies the other state agencies that we serve or dts sorry acronyms terrible um the division of i.t uh consumers are employees so basically for us our way forward is would be twofold it would be what's worked really well for us is always to find a champion someone who can kind of understand the services that they provide and has enough structure in place in order to build out a meaningful overview so that you could see a service that has a plan around it can show a build can show the rent can show all of that in a meaningful way because we aren't always mature enough in that area and i can explain why that we wouldn't be able as an organization to just dive in and i think it speaks to some of the conversation that even we had early in this meeting of terminology right so we've got to all kind of come to a consensus about what it means to provide a service and what it means to have a title so when you're building out that service what is your service and who are the people that are appropriate to list here so that um has always been a bit of a roadblock for us especially when you look at apm so what is an application service versus an application as you're building out your data model and an area that can immediately paralyze us is you know you can't even fill out that form because you can't come to a consensus on what each of those fields are or who the appropriate person is so i just we've learned a little bit of how that can be paralyzing but also to lean on you know there's a there's a method to the madness as to why service now named a field a certain way and how it works in conjunction when you think about csdm and service mapping and apm and how it should each each should support the other and for keeping that in mind it's not that we're going to try and shove our business and our terminology into service now and expect it to work we have to find that balance of maybe where we're a little unique but also leaning on the fact that we need to understand the the reasons why a field is that you know named that way or why a role has this expectation or this function in service now and so just being able to sometimes as a business disagree but commit right so commit that model yeah that's what i'm hoping that form that info form on the business service could be that's the start of that agreement right it's something standard instead of it being in 10 places it's in one uh so that's one advantage but hopefully we can make those other fields work for it yeah absolutely cool all right thanks um the the other thing i just threw in here real quick guys because what we're talking about is really this delivery we've been kind of referring back to this uh so we talked we looked at some of l's ideas and demands and we're attaching them to the services that we're building the business services um so we've been talking about this chain of things a lot there's a really good update from uh from rob who is one of the big um evangelists in the it for it space right so a lot of what we're doing we're aligning and you'll see that in the digital portfolio right there's there's plan there's build and then there's uh there's run which basically is is broken down into these two value streams in it4it so you can see the service down in a different couple of different parts and you can kind of visualize how we're tying some of these things in uh the different stages so somebody asked me is there a new updated version of you know how what servicenow products mapped to which i t for i t areas uh mark's going to update that when v3 comes out but this is i thought this is a really good graphic that rob had that that would share and i just circled the service now once so um just as next steps i put these two things out there so there's there is training on this uh and hopefully to do a lot better than i did on my demo today i'm sure they will but this will let you get started with dpm and last time we talked this wasn't out so it's brand new and um i didn't take it yet but i will uh i will be sure to go through it if you guys want to try it out so i got that linked and then also rob's comments on kind of the landscape for the vendors in that i thought that was a really good article and it's relevant to what we've been talking about because we are talking about bringing new services to market and this is the tooling landscape of you know all that's out there that we have to work with so a lot of the discussions i've been having on this thing is interoperability like we're not using service now for this section we're using jira or we're using these tools over here right so we have to kind of make accommodations for those things and not just assume everybody is going to be on the platform for everything uh so that's a good way to think about it if you are being brought into discussions with your leadership this uh i thought this infographic might help you here and that's it i will post these two things just so you have them i'll post links to those but i'll also put the deck up so that everybody will be able to use that that's it for today we're a little bit over apologies for that uh thank you kelly and thank you al for for chiming in today sorry we cut a little short but the discussion went a little broader than we thought thank you everybody we'll talk in a few weeks thank you john you