good morning everybody and welcome to our webinar we don't know what we don't know my name's Bria Coke and I'll be one of your hosts today but before we get into introductions we want to take just a quick minute to jump over to the safe harbor slide in case there's any forward-looking statements that are made during the webinar today um but we have a lot to cover today so let's go ahead and get into the introductions now um again like I said my name's Bria Koke I've been in the service now ecosystem since around 2007 when I was a customer and I was actually in charge of resetting service now at our environment because we kind of had a a botched implementation and I'm happy to say that that uh customer is still using service now um but in 2009 I joined service now as an engagement manager and spent about 10 years out in the field with customers like yourselves implementing service now in your environments and then I came to some internal roles most recently this role as a senior marketing manager where I concentrate on providing content to help customers on board and adopt our products and I'm here today not only because of my experience but also because I'm really passionate about customers and making you successful and also at the approximately 150 kickoffs that I did with customers almost every time one of them came up to me and said you have to tell us we don't know what we don't know and with that I'll turn it over to our next presenter hi everyone My Name is Earl du uh I actually am one of the I'm out of the three of us I'm the newest person at service now but that also means that I'm the most recently with customers uh my background was originally in student affairs and contract management but then I learned service now as a facilities worker working for EMF uh in 2017 and then transitioned into a sis admin role and then climbed that uh developer ladder and became a senior developer and engineer lead within the University of California but and I ended in UC San Diego before joining service now as a developer Advocate and I'm now currently a senior developer Advocate with service now uh but the things that drive me the things that I'm passionate about student developers Community programs I host a lot of the community developer programs and uh anything hacking related like hackathons and our we're running October Fest right now for our developers just all the fun stuff for our developer program and I'll keep get over to Andrew well thanks Earl happy day everybody I'm Andrew Barnes uh I have uh a long career in uh working in the Enterprise application space so I worked in higher ed for about 20 years um uh teaching computer science and running Enterprise application systems which is how I got involved in in service now area is uh we decided to you know bring service now on uh and that was back in 2014 uh and since then I've been a platform owner at a couple of customers um I was at an implementation partner uh for a while and I've been here at service now for five years my last role was actually the same role as erl has so I was a developer Advocate uh in our uh developer relations team uh and now I'm a product success director and I work with our largest customers helping them understand uh how to use all of the platform products uh that they're licensed for um and so I focus in on things like citizen devb programs distributive Deb programs uh managing your service now development uh at scale uh and those things are super excited to me and I'm delighted to be here with you today right thanks Andrew because we like to try to keep these sessions a little bit interactive as much as we can being a webinar we've got a poll question for you here so how confident do you feel that your service now journey is following best practice and standards um weigh in please we have looks like somewhat confident is sort of leading the way at the moment but it's confidence pretty close um we'll let that run for a little bit longer to make sure everybody has a chance to put in their answer there and our goal with this webinar is by the end hope hoping that you'll feel confident that you know how to follow best practices um even if you you aren't necessarily perhaps all right looks like we got about 64% of people responding so I'm going to go ahead here whoops we still got a couple more coming in I don't want to cut you off but actually I have a question for Earl Earl what's your answer to this question when you were at a customer when I was at a customer as a developer uh probably when I first started I was not confident at all and that's the honest truth and then eventually as I started interacting more with the resources that were all over the place and finding things on the community that got better but a lot of it was just finding time to talk to people that have done it before and then I became more confident over time which is why we have the session so thanks for sharing all right I'm going to go ahead and end the poll here so we can keep moving um next before we get into the actual content I wanted to talk to you a little bit about our Live Events um we have a QR code here that you can scan or you can go to the community to find the live on service now under the events tab um you don't want to miss out on our other webinars we have other webinars in this welcome series that include deeper dive topics such as customization versus configuration that we did last month and more to come on citizen development and other topics that we hope are top of mind for you um so we want to make sure you know about that and then also just want to make a plug here right now we will be doing a survey at the end of the event and we really appreciate it if you take a couple minutes to fill that out because that helps us make sure that our webinars are hitting the mark our content is good our format is good Etc um so please take a few minutes to give us some feedback we really appreciate that and now I'm going to hand it back to Earl who's gonna give us an outline of where we're going today awesome thanks Brea so today's goal is uh pretty straightforward it's to get enough General topics into your minds with like first thoughts and first steps for each of them a common thing that you're going to be seeing throughout these slides will be the idea that for every hour that you're putting in work right now uh early on to your journey and service now it'll save you weeks of work later uh like I said I've been with multiple customers so I know that journey and I know that there's so many times where I looked back and like oh I wish we did this a lot earlier and we would have saved so much more time and we're going to be covering a lot of those things today at a very rapid Pace because it's a lot of topics but remember we're we are only trying to get uh these topic conversations started so that when you go back to your teams you can start following the breadcrumb trails that we're going to be setting up for you uh that you might not have known about at all and you can follow those to your heart's content uh this isn't prescriptive guidance this is just starters we have a Rec slide at the end for you to to take home in case you want to have a easy way to uh screenshot something so you can take to your team later uh but we want you to focus on paying attention to the conversation so that you can kind of gather in the kind of things we're going to be talking about and so let's Jump Right In we have a lot of things to talk about we'll have Andrew start off um with his first topic oh thank you Earl I I get to go first it's exciting and and this journey is exciting so the first topic is about that you know we're talking about the new service now instance getting a new service now instance so you've got a brand new service now instance in database and what kind of opportunity that is for you so the first thing that you could do is make it exactly like your old tool so service now is a development uh platform and you can change it nearly any way you want but uh we want to encourage you to think about it in a different way so what you've received in that new service now instance is a whole Suite of software products and those products reflect the processes that they're trying to build towards and they have been built and cated over time uh to showcase the leading practices for those processes that's reflected in those products and that's an opportunity uh for you to take a step back from what you're currently doing and evaluate um the new process in products versus what you already have so this is an opportunity for you to compare and contrast and figure out how to best leverage this new product and product Suites in this new database um within your organization so we like to think of it as start with that you know assume that what's built in service now already that's provided for you is a good starting point and so don't try and change everything all at once the other thing to think about is these software aren't built in isolation so when you have one of these product Suites like itsm has got incident and problem and change and those products in this brand new instance that you've got that are following the leading practices for those product areas and processes they are built in service now to take advantage of the best ways that service now works and to work with each other so they aren't built in isolation there's coordination between those and so you want to when you're looking at your processes and how to fit into service now uh take that into account that you have the opportunity to uh make those changes um and optimize your processes and take the best advantage of service now's best you know capabilities in that new opportunity space so with that I'm gonna hand it over back to Earl and before we move on to the next one I just want to I just want to point out that um if you ever are going through service Nows any one of the products and you're wondering I wonder why they set it up this way uh one of the things that I thought was cute when I first started was that I noticed that one of the base roles was iil for all the users and that's kind of like an indication that hey a lot of these things that were set up in service now they set up according to what was the current standards the according to iil according to what best practices were so if you ever run into that like Well Service now is set up in a different way than we were doing it before well that's a good point that's a good starting point to ask oh I wonder why so that's a a fun thing that I noticed when I was a customer too excellent point and um thank you Andrew for handing it off to me mine's similar so the data itself so you are moving from one system to another and that's a huge data migration for a lot of people and I've been through datab migrations within service now with outside of service now in past um jobs and everything and uh one of the things that I know about service now was the best practice that I learned when I was learning about migrating data in service now was similar to how I migrated data in other systems and a lot of that follows along the idea of essential data only so it's actually standard practice to avoid migrating all your old data and you're going to have a lot of people that are going to be saying we need to have all this data because we have that data and it's important and we move it forward but there's a reason you're moving systems there's a reason why you're starting fresh you're starting you're recreating your processes and streamlining things and so it's actually standard to not bring all over this everything over and only bring over what you need in fact we uh it's not in my speaker notes but one of the things that we always joke about is show me the person that is actually going to be wanting to look at all that old data and if you can find them and they can give a good justification of what why they need that data then maybe have that conversation but a lot of people will realize we don't need all that new data in our new system and so moving forward just know that moving all that data is time consuming and it's often unnecessary uh it moving all that data will trap you in your old processes um it's the idea that uh if you are trying to move all that old data that means you have to find a place for all that new data in the new system in service now and you're going to have to make processes around those all that old data on processes uh to accommodate all that old data and Reporting and analytics all the different stuff that is a part of that so as you're thinking about your previous um on the previous slide that Andrew was talking about about being in a new system and streamlining think about what's the important stuff to move forward and only aim for that stuff uh we have a Blog um by by um Mary vanata one of our data experts about uh customer onboarding and how and how to handle big data and stuff like that and that link is in the chat and it'll also be in the resources slide at the end of this presentation but it's something to think about only move the right data over think it's such a headache to deal with data that no one uses but we have to keep maintaining even though nobody's actually doing anything with it uh and I know that from experience so just consider as you start beginning moving that data over and then it gets confusing too when you have all that data or some people will be like oh we're going to go back and clean it up and rationalize it later and we all know that never happens right end up with gigabytes terabytes whatever bytes of storage oh that's that's exactly right all right and I'll hand it over to breida next yeah thanks Earl um so I'm going to talk a little bit about iterative implementation methodology or or thought process um obviously this is near and dear to my heart as a former project manager um and so one of the things that I would find with a lot of customers particularly in the beginning you know we were new we were in the cloud and agile wasn't as well known a lot of people kind of push back on the agile approach or were kind of afraid of it but what we found over time is that the agile approach is really perfect for service now because our platform is so easy to customize and configure but you can get results really quickly and so you can have some quick wins by converting you know some spreadsheet into service now to something that's easier to use or an email process something like that um and then you have these quick wins and there's a lot of advantages to Quick wins you keep your project team motivated because when you're doing the big bang approach and you don't turn on all the bells and whistles to the very end sometimes you really feel like you're slogging through dayto day um and is this really going to work um whereas the iterative implementation kind of keeps everybody motivated and the other thing about it is you're going to have detractors right you're moving to a new platform there's always somebody that's like you're going to take X out of my cold stiff hands um and by showing some wins to these detractors oftentimes you can turn them into Champions and those detractors will become your most Ardent champions for your platform so that's another great reason or uh output that I've seen of using the iterative approach um and it also allows you to adjust quickly to when changes occur um any of you if who've run uh software implementation projects or any projects you know a change something's going to happen you're going to have to Swerve somewhere in the project you know somebody leaves the team you get new leadership um the date moves your company gets bought whatever um there's a lot of things that can happen and when you're taking an iterative approach it's e easier to adjust to those changes because you're not as locked into a pathway now I'm not saying you don't need to have a project plan um we kind of call it vagile some people call it scrum fall um you want to have a project plan that has your major Milestones your key steps that you need to accomplish but what I've seen a lot of customers get really down into the Leeds about work breakdown structures and dependencies and they want to have everything all mapped out and not saying that's a bad thing necessarily but most of that is going to change throughout the project and you can get mired down and all that planning and never get off the ground and that's another reason why the iter approach is really helpful um we have some tools to help you with that as well so we have our now create um tool that has a process guides in there to help you understand how the platform Works they have templates in there and there's success poxs that help you navigate and implementation um so we do try to provide some tools to support you on your um agile wagal iterative implementation and also um check out my blogs on the uh new customer onboarding site in the community as Earl alluded to the one interview I did with Mary bonata I have some other blogs out there about how to get started with projects uh planning resources Etc and that sort of thing um so that's my my Spiel on iterative implementation and so I'll throw it over to Andrew thank you for that um and and when you're doing that iterative implementation one thing to think about is yes we are all humans but when you're thinking about designing uh processes and how people are going to use your products and interact with your system um an important step to do that uh you know constantly needs to be reminded to yourself is that think about this and how the enduser is going to experience it so have that human Centric approach to how your endusers are going to interact with your system and optimize for them because the the better that you craft this process and products towards reaching those users in the way that they want to be interacted with the better the overall adoption and interactions and happiness with your system will be so you know when you're adopting a big new software suite or something large like a new platform like service now um you're GNA have folks that are going to be resistant to change because change is going to happen um but one of the things that that I'll suggest and will suggest is that you think about those users but don't just think about them in isolation actually tell them that you're thinking about them let them know do Outreach to your users have you know user you know user groups established to collect feedback and let them know that you're thinking about them and let them know how you're trying to meet them uh where they're at because that will open up the opportunity for them to be more accepting um and some of them will either even become like champions for change for your process and product and when you're doing those organizational change management activities like you will be in a big project like bringing on something like service now you need those change Champions out in the field um and so communicate with those users that you are thinking about them collect their feedback let them know that since we're doing an iterative approach we won't be able to necessarily do everything that they gave us feedback on immediately because we need to you know release things uh over time and do that continuous improvement over time but if you overc communicate and let them know that you're thinking about them and then actually think about them and take their feedback and incorporate that into your plans and road maps um you'll have a much happier community space um and adoption will be easier um and you'll have an easier time uh you know getting future changes in because they know that you're looking out for them um and with that I'll hand it back to you braa yeah thanks Andrew and to add on to that um one of the reasons I had to reset service now at my previous employer was because they didn't take the human Centric approach they had the manager of the networks uh run the program so you know he had the EQ of a snail and you know did not interact with people and um you know he just designed the system without talking to the users or the stakeholders and that's why it didn't go well um so I can't emphasize that enough which also leads into my topic of building the right team um and where I start with building their eight team is right at the top with your executive sponsor I've seen um projects try to run without one and it doesn't go well because you're going to need that executive sponsor because they help you if you need more budget if you have a change to the timeline um you know if there's two people that are at a peer level that can't come to a decision you need somebody at a higher level to be a decision maker so your project can move along without the executive sponsor championing this through the organization you're going to struggle and that has to be an active involved and um strong person to lead this to help you get to the through the implementation the next thing I'd uh emphasize is the right people for the right roles so what I saw happen fairly often and maybe Earl and Andrew you saw this too in uh projects you were on they'll go like oh well Andrew isn't that busy we'll make him the project manager but Andrew doesn't have project management skills and maybe another company will say oh well we'll get Earl to do it I mean he's an incident process manager but he's a great project manager he can just do this on the side that doesn't work either because either the first scenario you have the person that who doesn't have their right skills and in the second scenario you have the person who doesn't have the right time what you need is ability and availability with the people that you put in these roles without the both two of those combined you know somebody like an Earl who gets tapped to be a project manager will be really burned out by the end of the project or maybe even before the end of the project which you don't want um and the Andrew Persona you know maybe he doesn't have the uh abilities to run a project or those skill sets um but if you really want to use him then make sure he gets training so he's just not thrown to the wind to try to be in a role that he's not prepared for um you know he could still be successful but he need needs that training um which gets down to training which I can't overemphasize but investing in your people as well as in the platform because if you put all your investment into the platform and think it's just going to run by itself that's not going to happen you know you have to invest in the people to get them the right training um and again you know if you throw somebody into developing in service now maybe they're a great developer in another platform but they don't know our platform they don't know our table structure they don't know our taxonomy um they need that training before they get in there because if they don't you're going to have them doing rework or you're going to get somewhere down the line and you're like oh if I had known this I wouldn't have done it this way um so avoid that because to Earl's point at the very beginning of our session we're trying to help you know what the gchas are the things you need to know about but you spend that extra hour of time you know I use that in air quotes So You Save hours of time later um so that's my my preaching about building their right team which I'm really passionate about um and I'll turn it over to Earl next he's going to talk about governance which is pretty closely related to this topic actually I feel like this these three slides have been our one two three punch for it so the idea of Being Human Centric building the right team and now governance they all kind of feed into each other in a way uh because just as Breo was talking about you can um uh you have to make sure you're picking the right people people for the right roles and right for your team to build on these things and you can find those people you just have to uh focus on humans you have to um and start governance early which is what I'll talk about right now uh because and my experience whenever we uh had good governance across our service now instances uh that revealed across our organization who would be the right people for our roles because people would we brought people to the table basically and so governments is this idea that um you are setting up proper uh roles uh and input and feedback and vision across everybody that would be potentially using service now and my background is in higher ed so if anybody else is higher ed in uh watching our webinar right now you'll know that it's not just a service now instance with um a single organization like your it Organization no um I've been in in a service now instance where we had 22 self autonom autonomous organizations all operating within our instance they were all tenants within our instance all with their own organization all with their own uh hierarchy with um with who reports to who and we all were in the same instance and so governance was very important and uh if you begin governance practices early it Maks for much smoother transitions um one of the very important things to do with governance is establish a communication strategy very early both for intake so things like feedback mechanisms and for outtake so uh whenever what Andrew mentioned earlier like communicating to your people um about releases about new changes about those kind of things having a communication strategy established early and everybody knows what that strategy is it benefits everybody the idea of setting up change management early on so that we know who to communicate with whom whenever something changes and that we know when things are being done within it and being able to say what that management is with inside of our governance structure uh but one thing that I know u a lot of people don't remember to do when they start establishing governance early is this idea of finding a vision and purpose so if you can clearly articulate the purpose of your service now software and of your platform uh and how the governance will ensure it's optimal and strategic use you will basically be setting the foundation for all subsequent decisions so establishing that kind of vision together as a instance as all the people that might be tenants within your instance is very helpful because uh when different especially when in my experience with higher ed when one or wants to do something in a certain way and this or would do it another way we would basically look at that vision and purpose and say well which way fits that more um and we can make decisions based off of that uh within the governance make sure you establish all the roles and responsibilities clearly um who are considered your system administrators who are your tenants um who are your tenant administrators what what do you consider end users what do you who are your stakeholders who are your decision makers um make sure you specify the respective duties and rights um concerning service now and establish it for each organization that's inside your governance so that uh one thing that always helped us was we knew if we needed to have a question for this tenant within our organization within service now we go to this person to ask them um and they figure out who to talk to within their group it just makes it a lot more easy to communicate to we do have a uh section With It about governance within our within our customer success Center um and we'll provide that link too in the chat and in our resource Notes too so that's a lot about governance I higher ed is filled with it so I I have a lot of um uh love and pain from um establishing governance throughout uh but it's really important to get done early because it really helps with that decision- making down the line it it's not one of those Superstar areas where you get a lot of accolades and people are like Yay Earl did governance but it's really important because without it you know things don't go well sometimes sorry and so one one extra thing I'll add on the governance topic is uh it's not static so none of these things are static so make sure that you build into your governance process that checking it making sure that it's working and serving its need and adjusting it as you need and talking about adjusting and and and you know moving forward driving desired behaviors is the next topic which is preparing for the future so uh when you are are crafting something like a platform like service now and bringing it in um you know you're going to want to adjust things over time you're GNA want to drive continuous Improvement throughout the life and use of these products on a platform and in order to do that the best way is to have data to help you drive decisions and drive the behaviors that you want currently so establishing what you are measuring what you're measuring against and what your goals are are important steps for any process so in the context of service now that means crafting the measurements the slas the the metric definitions the performance Analytics you know all of the nuts and bolts of how we measure things in an instance crafting those as you're rolling out that process allows you to collect data starting from the beginning so what you want to avoid doing is oh uh you know 18 months in yeah maybe we should go look at this process and see uh you know how we can improve it and then start collecting information at that point let's too late then you need to wait more time uh to collect more information in order to to build that body of information and you wouldn't be necessarily driving the behaviors that you wanted along the way because no one knew what they were trying to work towards so establish those early and use them to drive decisions so whenever I'm measuring something whenever I'm doing a report in something like service now anything that I'm measuring has to be able to drive change with the what the measurement showed me so I'll give you an example of something that's not a good one uh the number of incidents that came in in a month if that number changes I don't know whether that's a good thing or a bad thing so I could have gone from 6,000 to 10,000 and that could have been a good thing because now we're actually capturing uh you know more of reality and uh that that was good or it could have been a bad thing that oh our services are worse and we are now you know receiving bad changes and that's producing lots of incidents but the number itself didn't I can't drive any change with that metric and that number so things like that are interesting numbers to know but they can't themselves Drive change so those aren't good ones to drive the desired Behavior so craft those measurements that work towards the ability to make decisions based off that information um and with that I'm gonna hand it back to Earl thank you Andrew development oh development is so fun for me because that was my background and that's what I um I I try to represent the developers out there now uh so this um these few slides are a little bit more about the development side of things uh and the administration side of things but uh I know from rising from CIS admin to a develop Junior Dev to developer to senior developer uh there's a lot of pain points that can happen um if you don't have certain processes established early within your development Pipeline and so some of the things that you want to think about uh we're going to be talking about now um documentation is we every developer will joke about de documentation in some way but it's very very important to maintain documentation uh for the sole purpose of understanding past decisions and for that to be a reality for you able to be able to look at documentation and understand past decisions you have to do two things one be consistent about your documentation and then two build your documentation process into your all your other processes and so what that looks like is whenever you create a new feature or you fix a bug or you do anything related to your instance that is changing in a way uh you're not simply pushing those changes to production to live that you're also required to document what you did uh why you did it and when you did it and what you actually did and putting that somewhere in a knowledge base or in a release note somewhere that people people can refer to to know what was the decisions um being made for that and that usually Blends into what your actual development process is whether that be agile or some other process but having somewhere that shows uh the story of why um you made a change or you made a development decision is very important and to be consistent about doing that across the board and so you want to build that into your processes so that your developers know that they need to do those things as they're making things uh one of the things that we another practice that we see a lot of people run into when they are launching service now for the first time is that you we we recommend that you use the actual development pipeline that you will be using post launch for your launch and so some of these words um uh if you don't you might be running into this soon if you're just starting up your service now instance but to explain a little bit uh a often times we'll see developers and uh new instance owners they'll try to build everything in production and then clone downward uh into their sub production instances when they're ready to launch uh because it's like oh let just build in live and then nobody's using it right so then we can just clone it downwards and when we go live but that doesn't reflect how your actual processes are going to be and the moment you launch you're going to be wanting to be practice in how you release during your actual development Pipeline and so we recommend that you build in your sub production instances even before launch and promote them to production instances so you can get used to that development Pipeline and so you can iron out all the processes that you might have not thought of during development uh so that you can be ready for Post Live put something in the chat too ear I'll sorry to jump in but you know you were saying how important documentation is and in my experience nobody really wants to write it but everybody wants it yeah exactly that's a great way to put it um and one of the things that helps to it's not it's kind of documentation but also just another step within your pipeline we really recommend that you have code reviews um for for your development pipeline uh it really helps um for two things one just to make sure you're catching anything that might be um incorrect or have bugs but code reviews are really good because it helps with um make sure that people are being consistent with the with following that development pipeline making sure that people have proper documentation um I I mentioned earlier like it's it's all about consistency so wherever whatever method you want to do for documentation uh choose pick one and just have everybody be consistent about it whether that be for developers good inline code um documentation versus like a knowledge based documentation whichever method that you think is best for your instance just be consistent with it so that all of your code reviews and all of your processes everybody knows what everyone's doing which is part of good governance strategy yes the GW again and I'll kick it over to Andrew to talk more about development so more development uh this is an exciting topic so service now is a development platform so you can uh all of the products that we ship for the most part uh could be roughly uh replicated by customers building it themselves so we use service now internally to build on service now um and so when someone asks me should I build this versus buy it uh and you have the opportunity space like you do in service now to build things um and you look at my history and you go well he's a computer science person he's been a developer he's going to lean towards build it isn't he um and and I'm not because um you know we you have to make decisions in the best interest of your organization um for how much a thing is going to cost you so you need to do that value proposition and so the rule of thumb that I give my customers when they ask me this question um because this this is actually a thing that I work with customers on consistently is you know should I build it versus buy it and the rule of thumb I use is look to see what's available already in service now or in other systems like this is a general rule of thumb is look to see what's available and how it will fit into your organization if it's 80% match or better buy it assuming you know that it's not an outrageous call cost um you know that it that it fits within the parameters of reasonable buy it is a better decision then because you're going to be able to focus uh your developers because we never have enough developers we have never enough development time um on more high value opportunities because there already is something that's roughly what you need uh so you buy it in that scenario conversely if you do that evaluation and you see your 60% or less alignment with something that you could buy build it so that's a ripe opportunity space for you to craft uh and and start that roughly from scratch application to service that need um because it really isn't close enough to anything that you can purchase off the shelf out there where it gets a little fuzzy is in between that 60 to 80% line and that'll depend on you know which parts aren't aligned and you need to evaluate how long it will take to do that and most importantly when you're in that fuzzy space is talking to the you know that that vendor about the direction that they're going and does that align with the direction that you see your needs going in the future because if they're moving closer towards you and you know you were at 70% but over the next year you're going to be at 80% that becomes an easier decision to say oh I'm gonna buy it then but that's not necessarily going to be the case they could be moving in another Direction than you're trying to go um and learning that upfront will help you make that decision oh well we're going to be moving towards 60% or less alignment over time and that means I'll have to add add more custom development on top of this over time and that now makes it that we should just go ahead and build this ourselves um and with that uh I'm gonna hand it back to brda thanks Andrew and of course my topic is pretty closely related to that it's it's almost like we planned this um first and foremost about the configuration versus customization question uh it's always been a Hot Topic ever since I've been in with service now um the first thing that I recommend is go to our YouTube channel and check out the recorded session that I did with Chuck tamasi last month we had a really great session uh where he covered uh this in depth and U you'll find some really great um guidance and thoughts around this topic there um secondly if you were hoping that I was going to give you a link to a list to show you what's a customization versus what's a configuration you're going to be really disappointed what I have to say or maybe you'll be relieved um depends um because what this topic really breaks down to you is how much Tech debt do you want to carry in your organization right because customizations are going to happen um and and we actually encourage it you know with custom apps right um we we're giving customers the opportunity to build their own apps um but when you do that there's a responsibility that comes with it right and it gets to the dword the documentation which we talked about earlier you know everybody wants it nobody wants to do it um also goes back to the GW governance you got to have a reason you don't just do customization for the sake of doing customization and you know I know there's probably some developers on the line and um they love our product um they have a lot of fun with it but um you can get carried away and you want to make sure that it whatever customizations you're doing um you are well do documented and you have a business reason for it and you document that business reason because three years from now somebody may be saying you know that development team they a bunch of Crocs you know why did they do this um but if you have the business justification you'll know the context for why they did it and you know what's changed in the environment since this was implemented and how do you need to adapt for that and what's your path forward to um you know how this customization continues to work in the environment or it been superseded by a product that we now offer out of the box um because a lot of times in the early days you know before we had say customer service management our customers would go build that or field service management well now they don't have to um but you know there were business justifications for doing these things at the time and you need to be aware of that and keep that available um and most importantly is you own it and I say that in all caps you own it it if you have a partner come in and do your configuration you know set up your service now for you you still own it because when that partner leaves you have to you know you have the care and feeding of your instance and you need to know what's in there why they did it how it was stuned Etc or you know upgrade time comes around and it's going to be a disaster you know everybody's going to be wondering well what what is this what is this breaking why are we getting this exception here uh you know you have to own it and I can't emphasize that enough um so again just a plug to um oh one other thing I wanted to say we have changed our guidance on um customization so when I was out in the field still we would recommend to customers you know copy the outof the box code um deactivate the out-of box code and do your customizations in the copy we have since reversed on that we want you to make the change in the code um and document the change because then when you are checking code at upgrade time you're actually seeing if your code is um compatible or not with the next upgrade and Chuck covers that in a lot more depth in the webinar so I I do point you back to the webinar for some you know deeper dive on this topic because it's not black and white and um I only have three to four minutes to talk about it right here so I'm gonna hand it back to Earl who's going to take us to a recap so again like I said earlier we we were going to cover a lot of topics and we covered basically 10 broad topics and try to drill into them as much as we could within a few minutes each of them but for those of you that um want a recap uh screen I like to provide these at the end just so you can screenshot it take it home with you talk to it um with your teams um it's a lot of stuff uh and it's a lot of different topics like but like I said we the topic of we don't know what we don't know is difficult because the moment we open Pandora's Box then you realize there's dozens of new conversations that you have to have with your team but that's all good things because if you're having that conversation now you're going to be saving many headaches later uh down the line you're going to save a lot of time um from what do you do when you migrate a system for the first time what do you do with data uh how do you hand um your new processes uh customizations versus configurations how do you follow iil and outof box processes how do you set up metrics for Behavior how do you um create new standards for your team how do you follow path standards uh what does it look like to communicate within your team within um outside of your team to your end users to everybody using your instance to governance to all the just these different things there's so many things that we could talk about um and we just wanted to provide these little breadcrumbs for you all so that you can go down the line and start exploring oh we didn't even think about this and we didn't think about setting up this process we didn't think about what it would look like to set up govern governance um hey there are people across our governance that might be good fits for helping be citizen developers a lot of topics that you might have not even thought about until you heard someone say it and that's kind of the beauty of having a large service now Community is that the more you invest in hearing what other people are doing um and watching webinars like this the more you'll know um and the more you will not be caught off guard so here's the recap and Andrew go ahead yeah and and the thing I we we were chatting a little bit right before this session and mentioned that these topics are the same ones that uh have come up for new customers for more than 10 years years so uh they the the topic categories haven't changed that much uh so there's lots of resources out there for these but uh as Earl said we just wanted to let you know that these are the kinds of topics that you should explore when you're going through these new implementations 100% um because a lot of these topics came from my experience of being in the field and I've been out of the field for what four years now um so next up we've got a poll question for you um around um what are the topics You' like us to see a deeper dive in the future I see everybody's jumping in there right away that's awesome um we want to um make sure that we're trying to get these topics to fit your needs it's pretty evenly spread it is I like the comment from peg in the uh chat hindsight is gold oh so true and I just want to you mention that uh we did put in the uh Community post for this and we'll be answering any of the questions that we didn't get to I put it in the chat but some of the questions require a little more time uh especially the ones that were asking for resources that we don't have you know handy uh that we'll we'll get those answered there and I'm sorry we got unanswered questions here we'll uh take those and um I post to blog after the end every session to put the answers into any of the unanswered questions really appreciate everybody's attendance and participation today we've enjoyed having you um and hope this uh was really helpful to you and you know come back to some of our additional webinars and thanks for coming again and have a great rest of your day