good afternoon everyone kerosef technology and servicenow would like to welcome you to our servicenow and insource webinar how to align an agile approach with your outcome at this time i like to turn it over to our first speaker chris the floor is yours thank you very much clarissa good morning good afternoon everybody i see there's a great group of attendees from across the country so no matter where you're calling in from i'm thankful that you're here i'm chris rustic i'm a servicenow solutions specialist supporting the us navy and i'll be moderating today's webinar today we're going to go through a journey of how to road map and plan future work our goal is to provide you some insight so that you can properly fund and execute on your objectives so you may achieve desired outcomes in a project-like manner using the servicenow platform we recognize that many of you on this call would like to do so in an iterative or agile like manner so we'll spend the bulk of our time on the agile and safe principles i'm joined by mike guardias our elite partner from insource and lynette herps servicenow zone advisory solutions consultant for strategic portfolio management who supports the dod thank you both for joining today lynette would you like to introduce yourself and pass the mic to mike guardias when you're done please sure chris thank you very much welcome everyone and thank you for joining us today um as chris said i'm lynette with servicenow a solution consultant focused on strategic portfolio management i spent most of my career as a practitioner in this space so i'm really excited and looking forward to sharing what we have to offer with the spm toolset and with that i will pass it off to mike good afternoon good morning to everybody who's here wherever you are uh my name is mike gardias i am the spm practice director at in source and much like lynette lots of experience as a practitioner i've been within source for over six years and have great experience in various technologies um that do similar things so i think we can talk about pros and cons of servicenow mostly pros of course and then also get into looking forward to getting into some of the methodology discussions and the best practices and how servicenow can facilitate a successful transition and agile implementation for you and your organization so this next slide is just a little bit about in source to get started insource is an elite partner as was alluded to previously and we have professionals that sit on top of many practices today we're going to be focusing on itbm which is actually now spm but we have a a collection of expert expertise and each one of these modules here as you see that offer you know guidance perspective from a practitioner's background as well as experts in the technology as well just real quick here what i want to get into is that we have product line achievements and for those of you who are unaware what a product line achievement is it means that you satisfy sort of the triangle of excellence if you will for service now and that means we have a certain amount of certifications and certified implementers we have completed a certain amount of implementations and we have a certain csat score that has been reached and as you see here with that we have dedicated practices that surround our product line achievements and again spm is right here in in the center of this slide in addition to that we have similar expertise that's just a strong in itom itsm itam and csm so you'll see just a little bit about us what we're very proud of is the fact of our tenure uh we had a lot of our resources are our committed experts that are very uh vastly knowledged within servicenow and have been within source for a collection over four years um with even more servicenow experience and i think our customer satisfaction uh really is encouraging and i last i checked those in the in the top i think two percent or so of all partners in the ecosystem at 4.7 over 5. with that i guess we'll get into a little bit of the strategic portfolio management overview so i'll hand it back over to lynette here thanks mike um so i got i want to walk you guys through just a high level overview that focuses on creating what this environment might look like right so um if in anything that you might or s excuse me if anything please take away the fact that this is giving everyone visibility so across the organization whether your role is leadership your role is development your role is directors or managers whatever it is everybody is looking at everything holistically and has the same set of information want to build out there for a second like okay so at the core we really want to look at our mission objectives right so with those objectives what what are they um it's security it's freedom it's it's protecting our homeland um and we want to stay focused on those objectives i own the prize if you will make sure that we're meeting those objectives so how do we do that the first step is is planning right so understanding our strategies that align to those mission objectives so in in my experience you know annually we would get a powerpoint that aligns all the strategies from leadership all the way down throughout the organization top to bottom we have meeting on meetings on these strategies they likely come in a powerpoint we make sure everyone understood then we would store it away on our hard drive with the sea of other power points and documents right so kind of losing focus on where those strategies are throughout the cycle right so first we want to do is plan and with spm you're able to do that with road maps and create that visibility for everyone from the top down and bottom up the second step is aligning our investments to those strategies so when we talk about what are we going to do for a given fiscal year are we really just looking at the budget we have and trying to jam things in to where they fit or we really making conscious decisions that were aligning what our plan is to those strategies um and then the third is is delivering work so we have that alignment we know as a developer or as a deliverer of that work we know what our strategies are we know our purpose we know why we're doing something and we're able to align that to the work as we deliver out so plan align deliver always focusing your eyes on the objectives and being able to maintain that visibility again for everyone are the best practices that we have here with spm so with the next slide i'm going to get into a little bit more detail at each level so the roadmap strategies right so there's things that we can do tools that we provide roadmaps that are hierarchical and allow you to see all of the strategies and all of the investments that align to those strategies keeping in mind that this is a living breathing document that is very easy to pivot and change and move things around being able to identify what priorities we have but where also where we may have to shift you know we might not be able to continue down the same road that we are but again the importance is that visibility that we're seeing at this level so everyone is playing from the same sheet of music some of the other key solutions when we talk about strategizing is investing so when we make decisions on what we're investing in how do we allocate our budget to those different investments and how do we understand how we're doing with those investments if you will so in the in the bottom screen on the right the strategic expense track tracking being able to see um how we're doing how we're aligning to our strategies and goals and how we're doing financially against those strategies and goals um aligning investments so this is where we ask the question right we're looking here at our demand module and we're asking the question should we do this so this is a request that has come in the very first thing that we asked should we do this does it align to our strategies and goals and then if that is true then we need to answer a second question and that second question is can we do this do we have the right resources do we have the right budget to be able to do this so with the demand tools that intake and being able to vet and keep that alignment to the strategies to the investment plan you're able to see that within the demand module and understand and prioritize everything that you have in your landscape um from there we also have no sorry we also have resource capacity planning from there so as we're vetting this request and demand and we're making decisions on what the schedule is going to be and we're understanding costs we also want to understand our resource needs and make sure that those resource needs are available to us once we make this a live and living breathing project and then with scenario planning we're able to take our entire landscape so whether we're looking at things within our demand pipeline or projects that we're working on we're able to look at those holistically from a financial schedule resource perspective understand where we are from those perspectives and then also being able to see and pivot if we need to so when we talk about scenario planning it's a little bit of what if things can happen in the middle of the year we have to make a change we have to pivot on what our plan is how do we see all that information in one place and make those decisions to move on to a new plan to accommodate the situation excellent thanks lynette i i think the message here is that uh we're doing more with less so we're helping you do more with less and keeping all participants informed with accurate and timely information so we've come to our first poll uh and we'd like your participation if you don't mind we're interested in hearing about your current project management methodology take a moment to read the question and respond and we'll close the poll in about 15 seconds to share the results all right clarissa how are we doing on uh the answers that are coming in we have a couple of people left to answer so i'll give it another 10 seconds all right you want to show the results fantastic so the question being what is the project management methodology you and your teams currently practice uh with a small amount being waterfall most being hybrid that's what i expected and agile and safe and then you know really why are we here and that's a lot of a lot of us are looking to move to an agile and safe safe methodology so mike let's take it away i just want just one last thing here chris from an spm perspective that relates to the to the pole so we know some of you waterfall mostly hybrid some all the way agile but one of the other key benefits of servicenow spm is the ability to work in any any of those methodologies so if you're doing waterfall and you have a plan to move into agile the platform allows you to do that allows you to grow with it so continue to do waterfall start to use the agile applications and being able to make that transition um from a cultural organizational change in steps rather than a big bang all of a sudden we're going to do agile so everybody get used to it right really the idea is step into it if you're waterfall and you want to progress you can do that if you need to stay in waterfall for certain things and agile for others you can do that as well so the importance of that holistic picture of of plan align and deliver any methodology here is is aligned to to those steps right so you don't have to take um or use separate tools for your methodologies in order to keep your strategic portfolio management up and running and with that i will pass it off to mike for some scrum agile fun all right thank you guys very much so um the remainder of this we're going to get into that scrum and agile safe framework and i think some of the based on the poll some of this should hopefully be significant and and impactful just to many of you so you know i'm going to start off with a few slides here that kind of go um a little bit about from the basics right so obviously you know on the left hand side here we have a traditional waterfall pro approach and the agile planning and delivery for those of you who are still on the waterfall side there i think what this is really illustrating is that you you plan and then ultimately you get your value through building running and servicing right and you know where the the gaps are here i'm sure as many of you have experienced is that you know misalignment um real longer time realization of value right and you know traditionally this is the way enterprises and and large um you know organizations in the world worked uh but what's becoming more and more uh commonplace is that agile planning and delivery right and the ability to continuously get the funds planned and build immediately see those results uh as they occur make the modifications and build into a backlog right get measure your outcomes define what success looks like and redefine it to continuously get better and with the pressures and the mounting continued mounting pressures to deliver and deliver now and deliver faster the agile methodology is certainly a way to get there and the safe is certainly a more mature opportunity to take the principles of agile and continue to continue to build on it to maximize your value and to continuously hit your desired results with that you know sort of to what lynette had mentioned earlier servicenow does remain one of the only platform and i think in the industry it's the only platform if i'm not mistaken it allows you to have a unified backlog which can store stories tasks incidents defects all in a centerized centralized backlog that's going to allow organizations the visibility into what one another is working on you have a filter that can view all defects all enhancements or problems you can triage things to the point made this can be a state-of-the-art agile facilitation tool but it also can be a state-of-the-art opportunity for you to leverage a industry best technology to get from a waterfall to an agile place seamlessly using best practices on all frameworks and this again is a just the supplemental iteration of what lynette had shown preview previously which was you know essentially the scrum uh scrum program's big planning board and this is the safe big room planning board for so for those of you who had in the in the poll selected to be agile and and safe or hybrid right you may be familiar with this view and this view allows ultimately teams that are uh disparate in nature right um you have your alpha dogs your uh you know supplemental other teams bay city etc and you have the visibility within servicenow to view what's in the sprint iteration what are my dependencies across other teams and be able to see you know what needs to get done in order for me to work you can see there's a percent complete indicator here as well there is full transparency and when you are in a safe environment having the cross functional skills and the matrix to organizations being able to have this sort of view you can imagine that the ability to prioritize work identify bottlenecks seeing those dependencies really goes a long way and servicenow allows this board to be shared seen and in real time worked on if desired right you do have the opportunity to select features versus stories arts versus program increments it's a pretty powerful opportunity for you to take the most advantage of the work that you need to do to deliver okay but so all of that comes down now to some of the top challenges and an agile transformation right so what i just started there with was hey here's kind of where we were right here's kind of what it looks like and ultimately there's that safe big room planning board but the reality is right to get to this point takes a little bit of change takes a little bit of change management i should say right and commonly the top five challenges are often sort of a little bit of resistance right there could be an existing technology in place there could be you know management that has currently you know maybe multiple tool sets that they're either weighing on or using or you know swivel chairing um as a result there's no ownership right nobody feels like there's a single place of place of record um and ultimately the worst of it is the inconsistent processes and practices that then affects multiple teams um and of course because of that communication deteriorates and collaboration becomes non-existent so although the opportunity to take servicenow and run with it is a phenomenal choice and decision there is three pieces to this right and it's people process tools the tool is going to give you everything you need the people in the process is where a lot of that the challenges and the transformation occur and i think we're going to highlight some of how do we get to overcome some of these obstacles in the coming slides how can insource as a partner leveraging leveraging our practice experience uh help you and how uh we can combine the people process tool triangle to make you successful so here i'll pause for another poll question thank you mike um so for our next poll we're interested in hearing about what obstacles you're currently facing as you transition to an agile or safe project management practice so please take a moment to respond we'll close the poll in about 15 seconds to share the results again all right clarosa how are we doing on responses there we still have a few people left who have not answered so i'll give it another 15 seconds sounds good and correct me if i'm wrong these responses are to help us with the um the continuing education responses is that correct yes that's correct excellent thank you alrighty so it looks like um you know buying into the change process uh and mature seems to be the uh the largest other than you know obviously all of the above we need help everywhere so mike hopefully that helps you tailor the the conversation a little bit more going forward yes absolutely thank you thank you so with those obstacles right this the kind of a perfect uh segway into this you know one of the things that is imperative to do to get started is establishing the common vocabulary it is not uncommon right where we engage with um anybody and there are people who are coming from various backgrounds department of defense commercial it does not matter the point being that there is no definition of what does it mean when we point a story what does it mean to create a task what does what is a story what is a feature and so it may sound elementary and it may sound rudimentary but at the end of the day we need to first establish the common vocabulary the nomenclature and the language that we're going to be using to make sure that everybody is clear and understand exactly what it is we mean when we say let's create a story and break it out what is the threshold right uh the equi the the flexibility right to adopt and and you know con continuous changing business requirements is is just as important that goes with a little bit of the culture uh specifically for those uh work that have voted uh mostly waterfall and potentially considering the move to agile you know really making sure that your organization or your department is in the best position possible to essentially have the right tools in place the right nomenclature to understand when i make a change when i do something i have the ability to see where that stands i understand what the dependencies are and really with that creating the common goals of understanding what agile means i know how to make a change i know what the impact of that change is i know what the impact other teams uh what impact other teams that change is going to make and with that collection and combination of the vocabulary and the nomenclature we have a definition of agile the definition of done right sprint velocity versus capacity right really establishing that um and again it you cannot cannot understate the success of an implementation until you have the foundations uh of what agile really means built out within your departments so how does servicenow help you overcome those obstacles and those hurdles you know servicenow is built upon the scrum scrum frameworks best practices so it's not anything that was made up by a bunch of smart technology guys in the back room this is a time and tested and proven methodology that was built by some of the the most famous folks in the agile world and with that allows you to take what the best practices are and to put your fingerprints on it so that it makes sense within your processes your tools your people your skill sets etc and so when you're moving away from your traditional approach and you're you're starting to leverage more of this you know hybrid sort of opportunity to take advantage of agile the way service now really can help you is by taking advantage of hybrid project management and one of the things that servicenow does extremely well is allow you to still run your sprint iterations right still run your sprint cycles build your backlogs give you the visibility into the capacity of your team and a percentage you know you can get the the ability to see hey how how booked is my team over the next two or three sprints you can see that as you assign stories to your teams but what's great about the hybrid approach is that you will also be able to still get a percent complete right you're still going to be able to set allocations report up to say what that really means in terms of hours because i guarantee when you're going through your transformation if you were ever to say to somebody hey we accomplished 50 points in this sprint that might not mean anything but if you uh if you turn that message around and say hey it took us 120 hours to do this work that means something more and as you transition you can never lose sight of the fact that you know these are these are foundational aspects that you know as everybody's going through the transition needs to understand and how we correlate you know points to hours and at least initially right how do we get you to this journey successfully and continue to stay on the same page about what things uh took versus what they were estimated you know um what the percentage of a release means in terms of a percent complete you have the ability to still tie percent complete to the to a burn down of an epic or or a story or our collection of stories and you can always get your real-time hours to track back to points which again eventually the goal is to sort of be more true agile right and get away from that but again initially to start off it gives you the opportunity there is a roadmap that's prescriptive in the servicenow ecosystem to allow you to be successful following this sort of approach and they work right and they work because as mentioned earlier it is and remains to be one of the only technologies in industry that allows you to have that unified backlog to really allow for teams to become more self organized right one of the definitions of the agile practice is self autonomy you know allowing the team to make the best decisions right and self-empowerment and when you organize you know your your teams and encourage the self-organization they'll be more empowered to do things faster quicker better deliver right take more time and improve the quality of in a self-regulating way which is extremely important and the other reason it works is because um and through some of the slides that we saw earlier in the presentation with the scrum programs it is all too common right where you're going through an agile transformation or our hybrid and you have some departments or units that are practicing agile others that are not so you're hybrid well the scrum programs allows organizations in a transformation to take the best advantage of servicenow in that you can have various teams on various sprint cycles and still see the dependencies and that's where the scrum programs board that lynette had showed earlier really comes into play where you know you've established your foundational concepts you have your agile nomenclature you have your definitions of done collectively you moved past that but now your struggle may be well i have team x doing it in a two weeks two week sprint iteration i have team y working in a four week sprint iteration but guess what there's dependencies that tied to a single release and the visibility that scrum programs provides for release tracking for dependencies for bottlenecks as you move through your transformation and maybe ultimately aspirations into safe is invaluable for organizations to gain the right visibility to make sure you're working on the right things at the right time and be in a position of value to provide value consistently and i'll pause here for another poll question excellent thank you so mike we recognize that servicenow's strategic portfolio management can be used for traditional and non-traditional use cases so for our final poll um we're interested in hearing how you leverage or how you intend to leverage uh the agile or safe methodologies going forward on the servicenow platform so take a moment to respond maybe we'll give about 30 seconds ish for results this time all righty clarissa how are we looking here i'll give it another 10 seconds alrighty excellent thank you very much so it looks like um this is interesting uh business and mission-specific use cases i was expecting more of the technology and software development side of the use um but all of the above quarter of the quarter of the responses are all of the above so very interesting and uh and we'll try and work that in as we go forward mike back to you excellent thank you all right so i think as we as we continue to move forward here all right we're going to get into a little bit of safe and and i think you know based on mission specific uh goals and initiatives that we want to reach or all of the above a little bit about safe is going to be important to know right so this is a time again intestine and proven uh framework where once more safe is actually its own um independent sort of uh arm and servicenow has leveraged uh that safe framework and built those best practices into its own technology now what it does is it builds upon the foundation of the principles that an agile transformation would so what we're doing here is we're essentially maturing your organization we're maturing your practices to take those cross-functional teams and really sort of build a a matrix organization a unit i'll say to allow you to build and hit your mission critical tasks or build your software software or to allow you to execute to a strategy etc um it really does allow you to take advantage of any one of the agile principles so whether it's a scrum framework devops lean xp there's a lot of different ways that you can leverage safe um when you're when you are talking about building software i'll say and that software could be used for multiple reasons right could be used to hit a mission strategy goal it could be used to do a number of things but what's great about safe is that you know i know this is you know department of defense but it is used by over a million uh folks in in the world and over 20 000 extremely large enterprises so it's not something that is uh by any means made up um i think that the visibility and the consistency that you see across the framework and what servicenow offers is very consistent and there are quite a few benefits here right so as we talk about the you know work left to right here and some of the benefits of safe 10 to 50 percent now that's a large number and i think it really depends upon you know where are we talking we talking public or private et cetera but generally right in it you know if we cast an umbrella here you know it's it's a it's a happier engagement of your workforce and and that's really because of the fact that you're leveraging the cross functional um skills you know you're getting the opportunity to work with people that may see things a little bit different but provide you more insight and with that right you're challenging one another you're continuously getting better every day at work you're not just working with the you know the qa team or the testing team or the strategy team right you're getting to work with a collaborative mix of you know really smart professionals on a day-to-day basis um which is important right makes motivated people happier results etc better results i should say and then we have a faster time to market that is by by no means a mistake there right the 30 to 75 percent what you see here is that when you do when you start looking at the the scrum framework or the safe framework and you see that you know it's built upon quality and that quality is based upon those cross-functional teams you know if in the traditional sense you may have you know a in the software world right somebody doing some some configuration and another developer doing the testing but really what the safe environment does and you have your cross-functional teams and that are you know potentially even matrix within a unit or team you're going to be able to have different people step up to the plate review and validate that you know something's working as intended and by doing so right that quality is built into the the initiative right whatever it is that you're working on the framework hones in on quality being imperative and when you focus in on quality you're you're working on fewer defects and those fewer defects allow for a faster time to market and so it's pretty significant there when we talk about improvements to quality as well obviously just throughout some of the numbers there um the improvements quality are based upon much of very similar aspects there in terms of the defects many large organizations have reported as upwards up to 40 to 55 reduction in in defects or missed requirements etc and then you have productivity right 20 to 50 percent organizations including servicenow servicenow has mentioned themselves that they have been become 22 faster to get things to market um you know when i think about this you know and i just kind of something we all can relate to is you know a company like um like apple every you know a lot of uh folks have an apple iphone every year they come out with a release and they don't miss it it's always in september or october right and and when you're able to confidently have your quality time to market motivated employees know that's just one commercial company doing something right but in the real world you know as it relates to dod mission critical strategies it's possible it's possible because of the way the framework is set up and positions employees and what it asks of resources to be able to produce something to be successful so i think you know the benefits of safe are significant um you know and it and it starts with that agile journey of being hybrid uh or or being waterfall transitioning to hybrid taking advantage of that those scrum programs and then moving into you know sort of the safe environment where again you know these these metrics are um pretty impressive right so it's safe to say mike that you're going to save money uh on your projects being able to uh to manage your time to market your productivity and you're going to be able to deliver what is needed uh by your by your service members in the end is that is that what i'm understanding that's 100 correct yes thank you sir yes thank you and this right here is this is the safe right in terms of its its construct now what servicenow is essentially equipped to provide at this point is the essential safe and the portfolio safe and if we read this left to right what you're going to see is you'll have your teams right and i'm going to focus right here on the essential piece beneath this gray line but you'll have your business owners right this is sort of where your vision's coming from and ultimately you have your agile teams and they can work in any fashion right they can work in a xp scrum kanban as we had mentioned before um but the collection of these teams right and and regardless of sort of the the execution technique you're going to be able to have team backlogs right and these backlogs are going to be able to allow you to have visibility and a centralized location for for many departments or units to be able to say what are we working on what are other folks working on what are our dependencies etc and we can have releases on demand right so that means that doesn't necessarily mean hey i have to hit something on september 1st and that's what i'm working towards being able to have supplemental um we'll say minor releases out the door is entirely possible and you can develop arts for those you can have a larger art which is stands for agile release train uh with product features and that's up here actually right this agile release train so you can release on demand amongst within your release train and have continuous deployments continuous exploration continuous delivery um to be successful so you know this is this is sort of your entry-level baseline opportunity to take advantage of the safe enterprise but with this again we cannot understate the importance of the the team environment and the maturity level that's required right we want to make sure we successfully get you here successfully build up the ability to save that time save that money work across functionally and deliver faster but you know this is the entry-level version of the safe and safe solution and then on top of that right you have your portfolio view and what that is it's like a pane of glass over the essential where now you're going to be able to see you know your your lien budgets um some financial data there right you're going to be able to see your portfolio backlog and really start from a bigger picture coordinating at various epics and those dependencies and enablers to make sure that you're hitting your kpis and delivering the appropriate solutions along that part that agile release training and right so what we want to make sure that we kind of point out here is and this is again part of that nomenclature is you know these enablers you know the definition of what that is and what's nice about the safe framework is that yes it's it's um easy to understand but complex to execute to right that we've heard all that we all heard that before but you know the ability to plan out and the time given to plan out that's what those enablers are right prior to getting into the execution of anything let's make sure we have the right coordination and time to really think and plan this thing out we can build our portfolio and program backlogs out maybe some high level stories even understand what that budget impact is are there any strategic themes or visions that we need to attack to right and that's where you start seeing the value of the portfolio okay so the portfolio really gives you that high level glance of who are these owners who are these architects what are we working on at the highest level what what are the costs right these value streams that we're we're going up against and then the essential is really that continuous delivery right being able to make sure that regardless of how we're doing it there's continuous delivery there's continuous integration amongst my teams we have you know sometimes you know multiple releases on demand and we're being able to deliver things securely and a high quality capacity for uh for whoever our consumers might be so this is that that overall slide um it does highlight sort of everything that servicenow is able to do within the tool leveraging the um the safe framework he might kind of throw an audible here for you if you don't mind sir um can you talk to us a little bit about how demands that come in turn into epics and and what that process looks like from somebody evaluating uh those demands that are coming in yeah so that's gonna be a little bit outside of the realm of the agile piece but demand is just a foundational concept to be successful in spm right um the demand management module is gonna allow you to create whatever that uh epic story right in this case i think that question was around epics uh would be and it would go through its process now what's going to happen is as you submit that demand um if you're licensed and able to leverage and we're assuming you are here the safe or agile platform that that is going to be able to uh then be logged under us in service now within servicenow uh as a as a story or an epic etc right and the the scrum owner or the product owner whoever has the right roles in the tool right that's something that's in source is going to be able to help you out with would then be able to take that story or epic and triage it appropriate appropriately to the team potentially place it in a backlog etc but essentially before it even gets there i think is you know that demand management application module is going to allow you to appropriately vet that epic is this mission critical is this an mvp a minimum a part of an mvp something that's minimally viable uh that we have to ensure we hit that you can vet the business case for the justification for place it in the backlog appropriately and then execute to either in an agile safe or or scrum program fashion but essentially you know that demand management application is going to be the point of entry for many stories for many epics and then be vetted by you know demand managers and program managers or whoever you know however it's structured within your org to be placed for execution correctly thank you sir i appreciate you taking the time for that absolutely all right and then so you know why choose you know whether it be agile safe etc you know intelligent process as it simply states means intelligent automation when you're taking industry best practices continuously whether it be from agile 2.0 or literally taking that same that safe framework and taking a technology that's going to allow you to successfully transition from you know one methodology to the next leveraging those best practices you're not only positioning your team uh in in a uh in a position to succeed you're positioning your organization uh to to to to continuously deliver and what i mean by that is you know your the industry best practices are going to essentially force you and your organization to take a closer look at your processes who's doing what you know what are the handoffs so to the point to the question asked earlier if i have a demand and i want to put an epic in who's doing that why are they doing that let's take a closer look at that based upon what the scrum framework and agile methodology are built upon here's who really should be doing that is there a gap is there not a gap how do we make sure that we lead you down the best practices of continual configuration and not customization what does the maintenance of the technology look like and who's doing that so when you're choosing agile 2.0 you're getting an out of the best out-of-the-box best practice platform with a partner that's going to be able to lead you continuously continuously down the road of success to make sure that between the people process tool component you're always taking advantage of you know doing the right things delivering consistently and continuously adding value and then one of the things that i really wanted to hone in on here just quickly is you know we um at servicenow and in source have a really neat tool set that allows for organizations to transition to service now now again when we do an a a transition from a tool set you know i know that this is very sensitive in many organizations and the point being here is that there's a spoke with integration hub you know some of you may have considered that or looked into it and say well hey you know we do a lot of things out of jira and guess what i'm not here to pooh-pooh jared jeer is a great tool right but what i'm here to tell you is that servicenow can do much of the things that jira cannot obviously it's clearly much more mature and i don't think there's even an argument there but so what we have done is we essentially enhanced the spoke that comes out of the box with integration hub to make sure um based upon our industry expertise and implementation we we've taken the voice of the customer right what we've done is we we have a pre-built transform map that is of commonly used data points in jira and we've modified that uh the the the the screen and service now the stories the tasks etc to be able to accept easily accept those data points that are commonly used leveraging our pre-pre-built transfer map from jira so we have a seamless integration and allows service now to be the single point of truth now oftentimes organizations begin with a transformation from you know jira to service now and say well you know we're really used to this i want to use it fine and servicenow becomes that nice clean pane of glass because it's built off those industry best practices the reporting's consistent from team to team from portfolio portfolio the budget the money all the data right that's associated with running a project from budget to kpis to you know sprint burn downs iterations it's all consistent in service now and you can take the inconsistent data that's coming from another platform put an insert service now and then have that and ultimately what we've seen is that organizations just tend to gravitate towards servicenow to the point where hey you know both are kind of doing the same thing but one's giving me a cleaner view of data why don't we just continue to use servicenow i'm happy to continue to have that conversation and work with you and talk about that but it is a it's a lightweight implementation that allows you to take advantage of servicenow's agile 2.0 platform leveraging common data points and again to make modifications to a transform map to be able to accept data points a little bit easier and a service now from jira is very easy right and it's a matter of understanding what that is how that data comes in and how we modify what we've already built uh leveraging the best practices so this is something that you know it has to do with servicenow because it's servicenow scope um spoke right from integration hub but it has to do with insource because we have essentially taken what servicenow has built and we have modified that spoke to ensure that we're in a position to take multiple jira instances with multiple various data points and consistently align that data to provide value and in-service now as a single pane of glass so you have consistency in how you read that data so that's a unique component that we can certainly assist organizations or units uh with as well mike talk to me real quick if you don't mind on that last slide um if some of our customers want to uh let some of their development teams stay with jira but some of the management teams want to stay with service now is that a possibility and how would that look absolutely um it's not uncommon actually where you would have some teams continues to continue to use jira but the management teams maybe views into servicenow and in fact it's common right when you get into agile technologies it's almost like talking religion you know you just don't do it uh people get very close to it get very married to it and again i'm not here to persuade you to to you know go all in on servicenow what i do want to hone in on is the message that by allowing organizations or teams or units whatever they're called to use jira they can absolutely do that but one i want to make sure that it's crystal clear that your management team can then receive that same data keep your teams working the way they're used to working there's no problem with that but your management team can now log into servicenow and view things across an entire you know unit department the entire department of defense if they wanted to and see things consistently it's all going to be read the same way and that's the value of it you don't have to change the way you do things it's just an opportunity to have a single pane of glass to see things report it in a consistent manner uh when oftentimes things are inconsistently reported excellent thank you and last question for you on this slide is if um if some of our customers were facing an end of life for a contract on jira hypothetically uh what would be a a an average time to be able to move maybe one project at a time is there a baseline or or is there obviously you have a standard process to do that but can maybe you talk to how quickly you could do that for us yeah it's it's pretty much it's a quicker implementation right so it would probably be a set of workshops for a few weeks um and traditionally that's that's about a four week process because we have a pre-built transfer map we're probably talking a week and a half to two weeks and then we get into configuration of that which could be an additional maybe two to four weeks at most and then we want to obviously do some testing so it is a quick rapid implementation that basically rather than asking you hey how do you want to see things done we come to you when we're prescriptive and that's and that's the difference right we are we want to understand what your value is and what you need to be successful but based upon our experience and our know-how we're able to also come to the table with to you and show you what you'd want to do to stay within best practices for a quick implementation that's going to give you the value and that's why you know the timeline could vary but look we've done we've done it as quick as six weeks and you know sometimes it takes 12 weeks right it all depends on you know the engagement of the customer um how active they are and how much they work with us because it takes two to be successful fantastic thank you so talk to me about adopting a strategic portfolio management strategy yeah you know and that actually kind of alludes to the the advisory solutions a little bit as well um the strategy is really going to be around you know how are you implementing spm right there's foundational components of svm that you can't walk away from um you know things like demand that were brought up things like resource management right agile 2.0 and safe are critically important but if you we're consider an iceberg it's the topic it's what everybody sees oh you're doing that oh that's so cool that's important but there's so much work and emphasis that needs to be placed upon making sure we have our processes in place with right people in the right place at the right time tracking our money having our budgets in place to be able to execute effectively and one of the things that we do at insource is provide you with industry best practices based upon our ability and practitioner experience to make sure that you're you're doing all of those things right that we're positioning you to take advantage of that right do you need to look at investment funding right how what are the financial metrics that are most important how are you leveraging your resources and on how many teams are they on right versus what's the best practice there uh what sort of sets of technology are you using and how do they integrate within servicenow so you know not to mention all the other things right like projects in a hybrid approach these are the things that when we map about a strategy and an spm execution path building out road map with you these are the things that insource can confidently come out and tell you we've been there we've done it we've been successful and we're eager to work with you to do the same thing right and the road map is going to be dependent upon a few things right and those few things are what i just reiterated so um i know that that's a little bit of an open-ended question but in a broader audience i just wanted to make sure that i i covered all aspects because there's so much to spm and a roadmap to success here that need to be considered excellent thanks mike um yeah i'd just like to take a quick opportunity to talk about how this ties into the overall platform because today we've talked about ideas and demands coming in how they are uh weighed and how they're uh aligned to one another or how are they prioritized and that that often um is a tug between um those new ideas and new innovations coming in and the strategic architecture that the command might have and that fights for money right so that's where the demand pipeline comes into play and the investment planning comes into play so our goal here today was to hopefully help you understand how these ideas coming in and how the the investments that are tied to them um are able to be executed on in an agile like manner or a scaled agile manner using your epics and your stories features enhancements etc now it would be would be remiss to say that you know in in some of these um in some of these projects incidents problems and changes do crop up and that's why it's important to understand that having one platform one data model uh is is very helpful so when the call centers get a phone call saying that something has gone bump in the night that is accounted for uh in your project and you can move forward to remediate that defect in one fell swoop um being able to have workflows that are binding all of that together to make sure that uh nothing goes untouched and those incidence problems and changes do do become managed um so i think that that pretty much wraps everything up here today um clarissa do we have time for some questions thank you chris yes we do at this time we would like to open the floor for questions please use the q a pod on the bottom of your screen to ask any questions you may have i believe there was a question in the chat where it says i didn't quite understand the relationship between the two companies so insource is a third-party training arm that's a great question i apologize um servicenow obviously is the platform we are the product and many of our customers choose to implement their uh the product using uh third-party companies like insource insource is one of our elite partners that does provide the uh the implementation the training the advisory services and really anything else related to uh the success of the product uh in your in your organization mike uh did i miss anything there is there anything you'd like to add to that no that's right we we are partners with servicenow um and and we do a lot of the implementation as chris said so i would just say you know we're uh we come with a lot of um uh practitioners at the helm that have been there done it and are you know a proven track record of success to get you uh up and running in the platform uh leveraging you know examples what uh other organizations or or places have done to help you build your vision and get to where you need to be fantastic thank you mike and by practitioners just so we're all on the same page we mean people that have that have been in the seat uh using our solutions they've been customers um of ours or of of others and have been project managers in this case or have been asset managers if if you're looking at the asset solutions things of that nature are there any other questions i i've got a chat window up uh clarissa did you get any others i have not received any questions at this time i see a raised hand on in the attendees but i'm not sure if that's on purpose looks like it's from my dial-in number any questions on the phone there there's a question about the scenario planning module lynette can you speak a moment about the scenario planning module a little bit i can what's the question there oh just speak about the scenario planning okay so when we talk about scenario planning um think of it as here's my plan for a given time frame so as an example this is what we plan to do for fiscal year 22. that could be projects it could be demands in the pipeline but you're looking at all of that information from a financial resource and schedule perspective here's my plan here's what i'm working towards from the scenario you can get into tracking and and how we're doing from a status perspective um but what it also gives you is kind of what if scenarios so you take that current plan that you have you have to somehow pivot so you're able to create some what what-ifs you know say there's a change in budget or or whatever that you're not able to fulfill the plan that you confirmed right so how do i pivot how do i do some what if to to explain um to folks this is our new plan going forward yeah i'm just trying to find that slide here on specifically for the scenario right nope down one here okay oh here it is yeah on the bottom right here yep okay yeah there you go so this this right here is yeah lynette right what you were just alluding to yeah okay thank you yeah so eleanor what you're looking at there um you know what's our budget based on the plan we have how how much are we into that budget for do we have you can look at resources here do we have enough resources um to complete this plan are we over allocated from a resource perspective a tool really for decision making as well right so how do i ask for more resources or how do i say i can't commit to this list of project projects here because i don't have the right resources or in some cases not the right amount of funding or it's probably safe to say lynette that if funding changes right the project was funded and now you have to do your what-if analysis what if we have to take funding away from this project to fund another one is that fair to say correct yep excellent thank you thank you all right i see we're about a minute over i'm happy to stay on for any other questions but otherwise i'd like to say thank you and turn it back over to clarissa yes i don't see any questions on my side but mentioned earlier if you have any further questions feel free to reach out and contact us offline i want to say thank you to the team and i'd like to thank all of our participants as well as our speakers for being with us today we hope the information you received during this webinar has been helpful