this meeting is being recorded all right well good morning good afternoon good evening everyone the time has finally come welcome to S so modern change life cycle launch and learn my name is Christopher Elliott I will be your host today but you will not be hearing a ton from me I will have a few slides in the beginning but you'll be mostly hearing from our principal product manager Greg Morrison as he walks through our slides and Isaac bks as he will be helping to answer some of your more technical questions in the chat um we're really pressed for time today so I am going to move fairly quickly through my slides Greg can you go to the next slide please so as you can imagine there will likely be forward-looking statements made in this call and calls coming after I do just want to point out that if we do make anything any comments about our road map they are not promises um or guarantees things are likely to change most likely will change so if we are looking if we are talking in forward looking statements just take that with the gr [Music] salt agenda for today gonna do a quick little spiel about who's on the call with you today uh we'll be talking about this program goals expectations the calendar and then I'll be handing it off to Greg who will talk to you more in depth about what modern change and and S so look like with that again my name is Christopher Elliott um I've been a product manager here at service now for about eight months uh my general role is to be the voice of customer lead for itsm what that means is I advocate for the customer uh my goal is to close the product expectation gap between service now and all of you um I essentially eat sleep and breathe customer feedback uh so please be vocal during this call and all subsequent calls we do listen to you and make sure that we're able to close that feedback loop internally as well as externally on the personal note oh sorry sorry Chris sorry you're okay on the personal note I love house plants books and a good Adventure um and a laugh as well I I smile a lot but let's go go to the next one come on Greg Okay cool so I'm gonna do really brief um so I'm the M for Change and I've worked on a couple different products that service now um change management is my primary focus but I've also done some work on service level management site reliability management or metrics um and also I was the original pm on the common Services data model so um today my focus is very much around um delivering the Next Generation change experience and I just want to call out um Cameron Richards on the on the call today with us and he's the engineering manager for change so we're very fortunate to have him here here on the call Isaac you're up Hey Isaac Barts I've been here at service now for five and a half years I'm a a counterpart to Greg and I'm what's called an outbound product manager I focus on devops change management service operation workspace uh primarily among a few other of our core itsm Technologies and I began here as a solution consultant and have been in the product man management since 2021 and a couple of my hobbies there um I like hurting myself trying to learn carpentry and uh we've got some really cool farming going on uh at my place right now so nice to meet everybody uh thank you Greg thank you Isaac um again hopping into what to expect from launch and learn these will there will be bi-weekly sessions there's a week we're skipping um in July we'll get into that that a little bit later but each session will Encompass a walkthrough or demo of some sort followed by Q&A and discussion this call in particular will be a little bit different because it is an intro um there will be a lot of slides because we want to lay the foundation for what change is supposed to look like for you and what subsequent sessions will look like um but at the end of this program you should be a much more mature user of change um the second aspect of this again is customer feedback please be vocal ask the dumb question ask the confusing question if you hate it please let us know we will not be offended I love to hear that if you love it please do the same um and the third aspect is surveys um you will receive a survey after this call uh please fill it out there will also be surveys during this call to the second point we are looking to understand feedback where you're coming from um and so survey is one of the great ways that we're able to do that hey Chris are you asking uh the customers on the call to basically post their questions in the Q&A or do you want them to how would you like to handle that just s just S one oh throw them in chat please um it's okay to to speak out loud um but please throw your questions in chat if you don't feel comfortable speaking either in the chat or speaking up um the survey will also have space for you to ask ask additional questions um in long form so if you have something complicated more technical that would be a good space for that as well but we do want to hear from you are these slides going to be available yes I will be sending out these slides as well as the recording of the session once it's made available to you and this program again trying to get through this so we can get to Greg's portion but essentially we have a number of questions we want answered from you but the way that we look at this is we want to understand how we can enable you to be a more mature user of change um is it the documentation that we're giving you is it that we are not looking at your Solutions correctly do we not have an understanding of your roles in your organizations um that is what we're looking to gain from you from this program you look to gain uh a connection with the product PM Engineers you'll have firsthand communication live demos walkthroughs inside the product we're also going to try to um look out for your support cases that get opened up uh through this program um and try to follow those as well next slide Greg and this is the schedule for the program um one thing I would like to point out is that we will not be having a session on July 19th as a couple of us will be out of office other than that this program will be every two weeks starting from today's date um on Wednesdays at 800 a.m Pacific Standard time we do have seven sessions scheduled here but if there is a great need for additional sessions or there's a new topic that we need to cover extending this program is something that can happen but we won't really be able to make that decision until we understand um how the program is going all right um so again my name is Greg Morrison I'm going to start off with um taking everyone through kind of the look back if you will at change management and how it's evolved over the years and the relationship with iil as well so if you look back into the 80s IBM started with some best practice guidance that was originally uh published as the management system for information business and part of this was IBM was trying to bring some stand standards to the way it operations was running so the situation that was developing inside it excuse me was very much that it leaders were scrambling to put controls in place to reduce the frequency and impact of change related incidents so what we saw happening in this time period was that these Change Control boards started to stand up and we saw this model of Change Control is starting to emerge in the in the Enterprise and but it came at a very high cost in the sense of uh constraining change velocity if you will but the idea was really to protect the production envirment at that particular time so Change Control was very much necessary at that time um in 1989 we saw IBM really shift the or sell the best practice guidance over to the office of government Commerce in the UK which is where Ito originally emerged so when you think about change control and I think we've all or at least older people like me have seen some of this over the years but changes um were reviewed in the weekly change control board meetings um and there was some pretty rigid guidelines around how changes were done in fact sometimes you'd see change managers take stands like you know if you don't have all the right collaterals or you're missing data your change is going to be automatically rejected um then we saw iil continue to emerge on the timeline so we saw B2 come out which was pretty solid guidance and was widely adopted by customers and then in two 2007 iil 3 came out with five Publications um covering 26 processes and five functions um and that's where we started to see the emergence of really the shift from change control to change management so the itm community excuse me published the best practice guidance for itel um it was widely embraced across the industry but it really had one missing piece and that was was it never really addressed the dev elements of what was going on in it or the technology organizations so it change management guidance brought a lot of standardization and Clarity to it operations but it left many it teams um divided and fragmented because it wasn't clear exactly how to handle some of these Dev practices that were really growing alongside of the itel framework so at that time we saw Change Control was starting to be uh go away and we were seen more of change management where we saw change managers really start to say you know our processes aligned to itail you've got to follow it if you don't meet the itel criteria um you need to change the way you work um this was a pretty common theme early on with some of the itel guidance not in the Publications but the way it was implemented in practice so as iil continued to move along we saw a 2011 publication that was really a an update to the 20 2007 release and as a result of that um we saw that there was an iil 4 release that came out in 20120 and um but the difference here in the situation was that product teams now had Advanced tooling and inherent Automation and controls built into their tool sets so um it itm process Automation scalability and extensibility were now considered table Stakes for a lot of the activity around change and manual change approvals in this world of change enablement are really the exception rather than the rule so think about a world of change where it's very much driven by data and we're doing those checks and balances not just in change management but all the way through the life cycle from the point of ideation all the way through to the point that it's um end of life in production if you will and what we're seeing here is that um you know there's remnants of Legacy change control that still live in a lot of organizations and change management practices but it's really important at this particular stage of the change Journey if you will to make sure you're looking at how to deprecate some of those or move to New Modern practices that can displace those and and frankly I think a lot of Legacy change programs that don't make these transitions are likely to be defunded or deprecated in the future and we even hear this from developers um in a lot of cases in fact went to uh uh one of the cloud native functions a few years ago and some of the developers were talking to me of like we'll just go around it if it takes too long um that's the worst case scenario for us in the world of change what we want to do is make sure change is fit for purpose and aligned with the needs of the business so as a result we're seeing change management start to um roll off and what we're seeing emerge as change enablement where we've got change managers that are saying let's partner to ensure the change requests are off automated safe and delivered without delay and the goal is to use data and automation to increase change velocity um so let's let's um I'm going to kick off a slido survey here uh for those of you that haven't used slido and I promise you I only have two survey questions here I just want to get a sense of the audience and kind of where you guys are in your journey but if you can um scan the QR code if you can't scan the QR code you can go to slido.com up here in the upper right hand corner and just key in this meeting ID but it's a very simple question just to ask around what are the biggest challenges you have when you think about moving your organization um from change management to change enablement so I'll give you just a minute to do those if you have questions about how to get there just please ask can you scroll it up just a little on your screen a scroll it up yes so I can get the full I I don't see the full QR code oh yeah I was going to say the same thing the you the QR code is cut off at the bottom okay that should work there we go sorry thanks for letting me know that David and I got it okay okay I'm going to keep moving that you can take take that survey at your own pace um so let's talk about the ever evolving um Dynamic of change so early on we saw service desk emerge it operations and change really served as that final Safeguard of protecting the production environment and when we looked at change management in the 80s and 9s we saw very much a lot of manual approvals cab approvals um things that were relying on human beings to go look at them and then we started to see a lot of other things start to emerge like release management um we saw repositories like GitHub gitlab cicd observability tools like data dog din TR QE test um we saw teams starting to do more agile and cicd pipeline kind of activities automated test Frameworks configuration management and strategic planning tools and what this really did is if you look in the upper right hand corner it started to put a lot of strain on those Legacy change management practices because these manual approvals were starting to cause significant delays in the delivery of these Technologies features and capabilities to the business so the idea here really is to tear down that wall and we as you've probably seen in some of the launch and learn materials that Chris sent out in advance we have several blogs around this around you know breaking the change barrier and really starting to tear down some of these walls that come that really come along with Legacy change man management where we want to be is in a place where you know think of this like a software Factory where you've got all of these pieces that we just looked at are all interconnected through a common set of tissue being the service now platform and capabilities and we're able to take all of these whether it's cicd pipeline it operations breake fix type things and bring them through seamlessly into the production environment and if you notice change management here these changes are mostly automated and there's only a few manual approvals in here and the red lines in here that say centralized poliy management are really signifying that these checks are happening throughout the delivery model they're not just change management is not solely responsible for making sure that all of that happens however I want to comment on that and that is that we do have the tools and capabilities and I'm going to cover some of them today that show how you can still make sure that these the criteria as your Crossing these different compliance checks are satisfied before they get to change all right so let's I have a question if you don't mind yeah yeah for sure I put it in the chat but I didn't get a response okay your concentration in talking about change seems to be focused on software that's a percentage of what I do as a service provider large scale okay more than half of change management has to do with things other than software for sure it looks like what you're doing though is completely focused on it is that your intent that is not my intent I'm glad you called that out that is not the intent at all here um this is just really to show the vision of kind of how this interconnected tissue is allowing us to collect data from all these different sources and use it in decisions that we're making inside change management or so that we can deliver things into the operational environment you could apply this very same model to break fix scenarios or operational or infrastructure changes it's not around software this is just an example of like all of the movie parts that are come along with this emerging landscape that we're working in with change management now okay does that help uh somewhat I'm curious to see how you're going to address this from my customer standpoint because a lot of what you're calling Legacy change management is driven by them not us for sure and I want to be careful here um and I won't get off topic but I'm not suggesting here that everyone scraps anything that they're doing that looks like Legacy change management what I am suggesting is you know from a service now perspective we're very much driving to this model of Next Generation change where we're using datadriven analysis to make decisions around change as opposed to human-driven analysis um and that can be applied whether it's in the operations environment in the dev environments in the SRE environments it's uh it's common and we'll we'll I'm going to go through a few use cases as we move through this so I'll see if I can address that if not we can definitely have a follow-up conversation I'm happy to help you with some of thank you and one of the things that's coming up too Greg just so you know is um a lot of individuals are saying okay great we we see the the automation we see these capabilities um or and we're about to through these presentations but how how do we feel that it's going to be received especially with high regulation Industries um you've got government Regulators uh pharmaceutical companies along those lines and what Greg and I will be doing is we'll be showing you um the features of functions the software but but Greg what what would your response be to say how are these highly regulated Industries going to receive the information and I'm kind of thinking a little bit about that elevator slide you and I talked about um but um what are your thoughts yeah great question Isaac um yeah so keep in mind everything we're doing inside change management we're not compromising anything around governance or controls we're basically just automating things even as we talk about approval policies and things like that there is still an audit trail of says who created that approval rule so we can very much make decisions and maintain that auditability I think the challenge is going to be for a lot of teams is um Auditors internal or external sometimes have a tendency to keep delivering and adding on to compliance criteria but like many of us they don't have the time to retract the old or update the old so I think the burden is going to fall on on change teams in some cases to have that conversation with your Auditors of saying look we're not asking that you change the way you think about auditor the the the guidelines that you're holding us to but I want to show you how we can do it in an automated way without compromizing stability or governance I would add to that and say with a lot of the Next Generation change features we're going to show you uh you have better guard rails because the information is is coming in directly uh as inputs sometimes even from other systems so do you allow the trust of that data right do you allow that information to help be a guardrail and in a lot of cases it's more Improvement the more automation you have so let's see so Jay would like to see service now's perspective and framework okay for intersecting continue continuous delivery change management and release management yes yeah we will be getting to that yeah cool so I'll go through this slide pretty quickly um this slide we've been uh we the change management team at service n so Isaac Cameron myself have really been working on this premise for about two and a half years now to modernize change so what we're hearing from Enterprise change managers around the world is there's growing demands to increase change velocity and handle these high volumes of small incremental changes and in some cases there's exposing weaknesses in the Legacy change management implementation very much uh a representation of the slide I showed you previously where things are getting backed up a little bit um and what change managers are telling us is they need the ability to dynamically scale without compromising stability in governance which I governance which I think we heard today as well so what we're doing here is basically uh acknowledging that change managers are serving a wide range of Enterprise con constituents with VAR needs so um it's very easy for a developer to say hey I want to go fast um but there's a whole kind of three-legged stool that goes along with that of stability compliance and govern or governance and velocity and so the idea of these tiered cues that are highly dependent on manual approvals and one-dimensional change models are causing unnecessary delays and deferred value realization for the business um the modern technology value stream really demands the changes the change process is highly automated scalable data driven and flexible and the desired outcomes here I'm not going to spend a lot of time these are like I think pretty much standard around the world in terms of how change teams are thinking about it um there's a there's a really good book out that um at least from my perspective I think it's called um accelerate that talks about like change management and how developers view change management and there's a lot of really interesting stats in there for example one that jumps to mind is there's really no clear evidence that longer lead times translate to increase change or a decrease in change failures um which means that you know extending these um lead times on changes may or may not have the impact that you're looking for a better solution and what we're really suggesting through some of these launch and learn programs is to think about this in the concept of data driven where I'm doing those checks but it's not really about lead time it's more about you know making sure you're Conflict Free that you've got the right approvals on it that you know that you have the data necessary to do an evaluation of that change request before it hits the production environment so what you what you'll be seeing today through the course of some of this is you know with the things like change approval policies and change models or multimodal change we're really driving more and more automation to to augment those human capabilities that exist um in Legacy change management if you will so let's talk a little bit about um our mission and change and I I'll get to the me of this really quickly I just want to make sure I set the stage for what we're going to be covering throughout the launch and learn here so um you know from our perspective we want to get to a place where change is completely data driven and it's matched with absolute Precision to the use cases U being served while limit artificial change barriers so when you think about the work that we did around multimodal change we very much started to tear down or extend um at least that concept of everything has to fit in three um three defined change types if you will uh we very much were thinking that there's lots of use cases and scenarios that don't snap neatly into there so we want to make sure that we can align the change process or life cycle with those use cases and that was the real thinking behind multimodal change so just real quickly um early on we saw Central it uh really leveraging the now platform and change management they can workflows integration Hub um machine learning AI service graph performance dashboards developer tools and then of course over the last 10 or 15 years we've seen modern practices emerge like Cloud native of observability AIML and as a result we saw the emergence of these distributed teams that were starting to operate and wanting to um do their work inside specific tools like data dog or app Dynamics or whatever the case may be Azure devops and they were working outside of service now to a degree and and that's okay and we really saw change as that digital fabric that's pulling all the pieces together so that those teams could take advantage of these underlying capabilities that come natively with the now platform so AIML capabilities the ability to um you know kick off an incident as a result of something that happened or raise a change request and one of the things that we did just to give you a quick example of this with the SRM solution was we were doing evaluations of the air budget inside change approval policies to see if that team has exceeded or exhausted its air budget so that we could decide if we wanted to take approvals onto it or Auto approve that change if it in fact was low risk so the message here is really this those teams that are working in these distributed environments can benefit by simply connecting them up to the um service now platform some of through some of the techniques like devops change velocity and devops config and the SRM solution and change management is in place today to be able to support those scenarios and really apply the right approvals and drive the right automation under the hood for that so that these team teams don't have to worry about some of the details that exist beyond that all right let's talk real quickly through the themes that we've been working on and then I'm going to jump into some specific features here so first off um about two and a half years ago we started on this theme of velocity and automation so breaking the change barrier if you will we introduced things like multimodal change we had change approval policies in there we introduced change success score which is very much like a FICO score for change teams or assignment groups that says how good or bad is this team at delivering changes into the target environment risk intelligence this is an ml capability that was um incredibly powerful and we did a bunch of analysis and work around this to make sure that we could do a really solid job of predicting change risk again using um ml instead of having humans evaluate the risk intelligence and we brought a couple other capabilities along with that which I'll share with you Dev Ops change and devops conve um several releases back we really rolled this up into the packaging of itm pro so that customers that have an itm PE license can take advantage of bringing these capabilities Into the Now platform very easily through a series of web hooks um SRM integration is another one I mentioned the use case there where we can evaluate air budgets and then lastly Dynamic CI groups where think about being able to group a set of uh CIS that are from different classes and raise the change request to aboutt them around that and then we unpack that list in the affected CI list so that we can see what the impacted services and offerings are that are going to result from this particular change request so I put a v on here this really represents velocity everything you see in the left-and pillar is available today um the next one is really data driven experiences and this is where we are today in the journey with uh the delivery of change so really what we're trying to do is we build a solid foundation around change Automation in the velocity and automation pillar now we're working on really The Experience side of this and adding more capabilities into what we're doing so Dynamic overview pages is really about you know rendering Pages based on jobs to be done rather than having a huge form that has every possible use case scenario described in that change form and the the knowledge worker looks at it and says I'm not sure which Fields I need to fill out here or I don't need to fill out in what level of detail we really want to drive that experience so that your and users have a much better experience and then as they're navigating through the change they're getting a different view of what they're looking at based on the jobs to be done number two is uh new risk methodology I'm going to be talking a little bit about this today but basically this is um really leveraging a deao standard approach to risk evaluations where we're using an input of of impact and uh success probability to evaluate the likelihood that that change is going to be successful again data driven not human driven number four or this cut line right here that you see is kind of where we are in the the work that we're doing right now the next big item that we're going to be targeting is change compliance criteria where we're going to take some of the change specific actions and required fields and roll them up into the models themselves and if if you're not aware of this I just want to point this out really quickly change models is the future for us from a change management perspective because it provides lots of flexibility for customers and extensibility and more importantly you can actually drive automation right inside the change model itself so what we're thinking there is we'll do things like required Fields required actions um potentially What fields are read only in those uh particular use case scenarios standard change certification is something we're going to be working on so think about a CER governance and certification layer over standard changes um change impact visualizations configurable PS and then real quickly where we're headed is this concept of Federated change where we're um at least enabling customers to think about change in a very Federated way where you could allow teams to do have some degree of control over what they're doing in change management with approval policies or with um change models and they would still be bound through these digital contracts back to Central it change management but you'd almost be giving them a set of guardrails as long as you're operating in these guardrails you can self-optimize and do what you're going to do so let's let's spin into a couple of the uh features themselves so change approval policies has been around for um I think since we're on the Madrid time frame and camp for fig to jump in if I've got the the um release wrong but this is a really powerful capability and you can bring in inputs and evaluate them so think about being able to check for active incidents or check for active outages or evaluate test results or config data and then based on that data that's coming in you're making a decision about what approvals need to land on this in addition to the information that's contained in the change record itself so it's really providing you a lot of flexibility to um incorporate other data elements into the decision making around change management so you can Auto approve lowrisk changes you can evaluate a full a full spectrum of change related data you're still satisfying the regulatory requirements because even when you look into change approval policies and there's a related list that says you know which policies were applied you can look in there and see who who actually declared that approval definition and signed off on it so that we know even though it was automated who said that these if it matches these conditions we're okay with moving forward with that um it's agile and responsive I can quickly turn things on and off add inputs I can accelerate time to business or time to value for the business and increase velocity without compromising stability and governance and then lastly and probably most importantly for all of you is the ability to tailor your policies with the organization's appetite for risk so you could look get scenarios and say you know when it's this change model or when it's this change type I want to apply these policy rules around it so incredibly powerful capability um that is available like I said as of I think the Madrid time frame so let's talk a little bit about change success score and some of the extensions we did there so change success score I think we released it in Paris it's very much like a FICO score for changes and um The Way We Built This is super cool for you you guys as customers and partners it it allows you to basically tailor this to meet your need so we built this in a way so that you can um Define what these spans look like in other words what does low medium and High look like for your um success scores you can update your own success metrics you can change the multipliers on the back end so you can very much tailor what change success looks like in your organization and roll it right up into this change success score card um inside service now and if you click through here you'll get some backend analytics that will show you basically a leaderboard of who's doing well in change and who isn't so think about this it runs uh it's an expression of a change group success history excuse me it calculates daily there's a PA job on the back end um the multipliers are adjustable it can be used to evaluate risk but what I'm going to show you on the next slide is probably um a good example of how to use it for risk some customers that I've talked to are using it for approval policies as well which is totally fine there's nothing wrong with doing it like that but we really wanted to incorporate it as an input into risk which I'll show you in just a second what Greg let me uh can I stop your first we have like a of questions in the chat I just wanted to bring up the latest one if you could address it uh Greg tropman ask is chain success scor it to be a credit score for teams or can it be used to show success scores for changes to a specific CI class service Etc good question so right now change success score is very much around teams and assignment groups if you will what I'm going to show you next over here on the right is where you're basically looking across your change environment or your ecosystem if you will and looking at success in the context of change types and change models and we're going to bring both of those together but it is not um you know at this point it's not spanned beyond that particular um set of use cases and we we want to be pretty cautious with this because there's some and I won't get too far in the Leeds with this but you know how you use this um can vary from organization to organization that we've had a few customers ask us about could we do this at um an individual level to see what the success score is for that um potentially we could do something like that down the road but it starts to cross into some areas of like do we really want to put um a number on an individual due to potential HR implications and things like that will we do that at some point in the in the future we may add that as an option um at this point we don't have plans to do that and just so everybody knows there's a lot of questions about this right now this is just telling you that there's going to be a deep dive on change success scores we're only introducing individual Concepts today so awesome questions just know that this um this is going to be discussed further and and deeper in a a session and uh we June 7th is what we have tagged at the top right so the questions are great but uh just know that there's going to be a deeper dive just focusing on this on June 7th do you think you can incorporate some of these questions into that deep dive um absolutely it'll be the same format yeah we're I'm recording all of these questions by the way so they're they're not falling on death here we'll make sure to try to address as many of these as we can yeah I Isaac thanks for calling that out it's really important we're introducing Concepts today around modern change but we're going to do the Deep Dives on these so bear with us if you can and you're saying this only applies to itm Pro no this is Al the standard no these are no no no hold on this is pro both of these are itm pro um the reason being is if you think about this we're using PA on the backend to do the data collection okay you have to have a PA license to do that so both of these features are itm pro but are these available in a service now Dev uh instance just to get a hands on yeah I believe they are Cameron do you know the answer to that I think I think you can pull these up in instance as well yeah again I I mean they are pro licensed but just you can absolutely load them into a Dev environment to run through and test them got awesome okay so I'm going to keep going just because we have a lot of content to cover here excuse me but change success score on the left is all about teams how good or bad are they at delivering changes into production regardless of what change type or model it is on the right we're looking at how good are we as an organization at delivering changes change types and models into our Target environments regardless of what team is doing it and what we're doing is we're taking both of those bringing them together into a success probability capability which is um can be configured and um evaluated by the change teams to decide how they want to look at success or declare success in their environments so the way we're going to use this I'm going to jump into risk next is basically with Legacy risk scoring we had a a single condition Builder that was really looking at risk and impact using risk conditions and um there was some overlap there between risk an impact and it created um at least some confusion and there was there was no way to really evaluate success probability so what we did is we built the success probability module and you can um configure this at an individual Team level and this comes back to kind of that Federated approach to team to uh change but you can configure the way you apply risk profiles to different teams um or different scenarios based on the conditions that are happening so I might say that I want to do for a certain scenario I only want to look at Team success score another one I might say I only want to look at Change Model success to see how good or bad are we as an organization and then we have a third one that basically says you can bring those both together and decide how you want to evaluate them and then we'll evaluate them that way to come up with a success probability for these again you can do them at the team level or use condition Builder to decide exactly how you want these applied the other thing that we did here excuse me was we very much modeled what incident was doing for years around if you think about it you never set the priority of an incident you're specifying urgency and impact and we're deriving priority we used a very similar model with this and change where we're looking at impact and probability to derive risk and again these these tables this lookup table is fully configurable by you as a customer there's no customizations in here you basically just go in and configure how this behaves and we're pulling the impact directly from risk conditions we're pulling probability from the success probability module and then we create an output the other thing that we're bringing alongside this and I think it's the next slide I have but is risk intelligence which is our AIML capability that does a prediction of change risk um to evaluate you know what the likelihood of that uh or what the risk is of that particular one we also have risk assessment and the way we handle these is we basically always derive the highest value as you probably know but we brought along all four of these together so that customers can run one or multiple of these and we'll always derive the highest value that's returned on these so what what we're really recommending to customers specifically me is that you should start to look at more datadriven approaches to risk and start to move away from risk assessments now I'm not saying you abort them because there's some real valid use cases around risk assessments but the danger with risk assessments is they're very subjective in nature depending on how you answer the questions or you can essentially gain the system in some cases based on how you want the outcome to look in terms of risk so what we're suggesting is start to move more to these datadriven approaches using ml using the success probability the Next Generation risk and risk conditions as well um let me pause there were there any questions in the in the chat around that that we need to address we not specifically on that we just had one come up where if there's any Improvement planned around Conflict Management they have many change records with lots of conflicts flagged and it's an area they struggle uh with to evidence that conflicts have been checked and agreed upon yep we we are going to do some more work around conflict I don't have anything concrete to share with you today like in terms of dates or plans but um Cameron and I have had a number of conversations about how do we improve conflict and maybe even look at categorization of conflict to determine which conflicts are critical which ones are just be aware of them that kind of thing could you talk a little bit more about how the impacts are calculated yeah I'll do it really briefly though because we have a lot of slides to cover yet um essentially what we're doing in conditions is allowing you to make decisions around evaluate is it a critical business service is it a um you can basically script it or use condition Builder to determine how you want to evaluate input or impact and then what we're doing is just acting as or we're treating that as an input into the risk evaluation so I'm going to move on to multimodal real quick um if you're searching through our docs this is referred to as change models um they're isn't a tag in there to search on multimodal yet so if you're looking for this um look for change models there's also a Blog out on the communities around U breaking the change barrier that I think is in the launch and learn stuff as well but essentially if you look at itail there's a very rigorous change life cycle that's attached to that and what happens is we end up backlogging a lot of change types and activities going on what we did with multimodal is basically said let's create a scenario where the all of these models are fit for purpose so in this case um and I used this example earlier but for an Sr type change we may want to just check to see if they have air budget available then move them to an implementation and a close stage so notice we declared the state model here but the real power of change models isn't just about declaring the states it's really about driving the automation within this state model so I can set up conditions and rules in here that say if the air budget is ex exhausted then you um can't proceed in this case that might be a scenario and basically what we're doing is going through these different scenarios I put this one in here specifically around unauthorized change because I want to show the power of being able to alter the sequence of the state model on the back end as well so you can see on unauthorized we start with a review state then we move to authorize we have a change receip example or seed data that's in change models and Cloud provisioning you can see there's a number of use cases here and what that does is It ultimately reduces the backlog for your normal changes that are happening in your environment so real quickly on here customer outcomes automated approvals automated State transitions um ability to self-optimize change models is a really powerful capability and here's the beauty of it is that the way we built this thing is if you are a change customer and I know all of you are and you have significant Investments in workflow and you've done a lot of customizations in change management you can basically bring change models up alongside it because under the hood changed types are using workflows changed models are using flow designer so you can basically start to bring up models alongside your existing change types to protect that investment and then start to move your users and change volumes over to change models as you get more and more comfortable with what's happening with with change models incredibly powerful capability all property driven um something you should definitely look at the last thing I want to mention on here is we do have advanced Security Options in here that allow you to control access of who can see these models who can invoke them based on roles or user criteria so a couple things I'm going to go through these slides pretty quickly but when we talk about the digital fabric of change we're really talking about bringing in site reliability engineering use cases devop change velocity and devops config so that they can be evaluated and ultimately Leverage The Power of the now platform so with let's just use a really quick example for change devops change velocity this is part of your itsm pro um packaging so this is something that's really powerful and you should take advantage of it now but basically we can pull data in from these sources and evaluate in with change approval policies to make sure the build's successful it has the right test coverage there's no instance um it's not in a blackout period and then we also have a set of metrics around this or the um um the I'm sorry I'm blanking on the dashboard Isaac which dashboard is this insights insights thank you very much and you can basically get a much more holistic view of everything that's happening in these environments um service operations workplace workspace so what we did with service operations workspace this is a a store release that basically rides on top of your existing change capabilities so we're not asking you to modify your processes or change the things you're doing inside change management however this new workspace is really um a unified workspace where we took our most impactful itsm itom and Sr capabilities and brought them together into a unified workspace and it's all driven based on business outcom so we started to move a a little bit from thinking about processes and just objectives and outputs to business outcomes and what are we trying to do with these new experiences and really helping users um navigate the process so we brought in itsm agent workspace operator workspace and site reliability operations all into this Unified Service operations workspace so this is a store release it released in February uh the change piece released in February s so is a whole released I believe last November so we have the full change life life cycle in s so today minus some things that we will talk about in subsequent meetings but cab workbench is still a legacy experience all right Dynamic overview pages I promise I just have a couple more slides and then we'll wrap this up for today but this is dynamic overview pages and I just want to give you a sense of the power behind this so we talked a little bit about change models remember you can declare the state model that is associated with a different Change Model again these can coexist with your existing types and flow or types and workflows and essentially what we're going to do is when a knowledge worker selects A Change Model we'll do a query against the underlying Change Model that was selected and return everything um that's related to that change model so we'll say in this case there's State ABC and D that you need to adhere to um and then when you move into approvals we're looking at a single pane of glass for approvers where everything they need to make an informed decision is right there in front of them so that it's easy to make an approval decision around a change we're going to continue to advance this to use more and more visualizations to minimize the need for approvers to have to understand csdm and things like that of you know what's an impacted service versus an affected CI those kinds of scenarios we want to start to bring a simplification um experience around that whole scenario and then for implement we want to provide a more operational view of the change and then lastly excuse me when the change moves to a close State we want to make sure that it's an Auditor's view of that change so that when you when your Auditors come to you and say what's can show me these five changes you basically give them the change record numbers and they pull them up and they have everything they need to look and audit that change where we're going with this is the ability to do Federated ch change so think about a scenario where you can apply different Risk rules in different scenarios or you can apply different um change approval policies in different um scenarios whether that's devops or shared services or Cloud infrastructure and these decentralized change pods would be bound back to Central it by these digital contracts where we say look as long as you're operating within the framework that I've described we're good um if you start to have create major incidents as associated with your changes we're likely to pull this back so it just gives teams the ability to do what they're really good at these Dev teams and that is to self-optimize within the constructs of these digital contracts and then lastly um what we see from change is it becoming more of a central kind of um Center of Excellence where change teams if you think about that change enablement Persona that we talked about are really providing guidance and cap capabilities of how to navigate the change process if a developer says Hey I want to go faster great get your change success score up and we'll we'll we'll reduce the number of controls that are on there lastly um this is just the uh modern change checklist if you think about change management these are at a top level the jobs to be done across the entire change life cycle and as you start to look at some of these um some things you can do right now are adopt devops change velocity if you're not M Pro customer this is a plugin you can um turn it on and start to hook up some of your Dev tools directly into the change process Dynamic overview pages with s so look at multimodal change and then when we start to think about schedule and deconfliction simplify deconfliction we've uh reimagined the whole experience around scheduling assistant and Incorporated it into s so you can simplify your change schedules um and take advantage of that s so's change scheduling experience Next Generation risk um risk intelligence and you should be starting to look at downgrading the use of that risk assessment capability due to the subjective nature of it um we really want to help customers get to a place where it's data driven and we're getting to the right answer quickly success scores change success score Change Model success impact use the change impact assessment capability um try and get aligned as best you can with csdm um you'll have to work with your cmdb teams on this but make sure you identified business applications and um services and service offerings and then use those Dynamic CI groups where they make sense for approvals use change approval policies look into Auto approving lowrisk changes and really start to think about cab workbench um what we're going to do with cab workbench in the future is create a much more agile and flexible version of cab um there's just too much structure in it today um it doesn't mean that we're asking customers to Pivot away from the structure we just want to make sure there's flexible options that go along hand inhand with that and then for change notifications is you know or collaboration is basically use the collaboration tools associate outage records use S so for validation post implementation reviews relate incidents caused by change and then lastly you know use close codes and co uh and notes close notes associated with the changes and tailor your s so pages to your need including the auditor's page and then do change task management to make sure that the task are fully closed so last um polling question let me jump over here and just turn this one on bear with me one second okay you should be able to go back to slido and um let me just move that up real quick sorry about that just to make sure everybody can get it um and this is the next question is just uh what next Generation change feature um would you be implementing and I get this is a really abbreviated session so I'm not trying to pin you down on implementing something I'm just of what you've heard today what's interesting and what would you go back to your organizations and kind of think wow I could take advantage of nextg risk or success scores or you know we do have Dev teams it'd be cool to work with them and see if we can start to bring that in those kinds of things so if you can take that survey for me and then um I know we we got a very like one minute left so it's not much time for questions but um questions that we can answer or follow up with you on yeah we've got a we've got a few here so um maybe just one or two Isaac because we're at the top of the hour you got it okay so I would say the one question here um about csdm when you create a projected service outage from a change record is it listed at as a business service or and or Business Service offering so in in in s so we did a bit of a different set of work around outages we brought outages back up onto the main page in terms of the filter on there cam maybe you can help me with this I know you can do CI Services I'm not sure if offerings are rendered up in there or not do you happen to know off the top of your head we might yeah this is something I asked you during knowledge and I meant to follow up with you and I didn't get a chance but it's it's just confusing in the documentation as to what you're supposed to list okay I'll Circle back with you on that eron so okay appreciate it um that being said I do wanna be respectful of everyone's time uh thank you Greg thank you Isaac thank you everyone and all of your comments the chat is very much popping off right now we have a lot of comments in there I promise you I am recording every single thing and we're going to try to address them in upcoming sessions uh that being said I will be emailing uh by tomorrow morning um the recording from this session the uh schedule for future sessions so you can understand where we'll be addressing some of these questions and comments from um and there'll also be a survey so we can understand if you didn't get to say something here today um maybe you got to sit on and think about a little bit more um and give us comments there uh but again thank you all if you have any questions or comments feel free to email me and we will see you on June 7th we'll be discussing success scores thanks everyone look really look forward to showing you the deeper Dives hope this was useful