all right again apologies folks um little bit of a technical difficulty um rerio are we good yes we're good all right terrific thanks everybody I appreciate you joining today um good morning good afternoon good evening depending on where you are globally um we are going to talk a bit about why service now believe that governance is so very important on our platform and especially as you leverage the the the the value and the tools associated with impact um governance becomes kind of this overlay that we want to kind of impress upon our customers depending on what you need to get done this needs to be part of your practice so um today my name is Denise Caldwell I am your success architect Tech that's going to be presenting and along with me is rerio um he will also be joining us he's he's on the video right now first we have to do a little bit of housekeeping so um every time we uh we present around our materials sometimes we talk about things that aren't necessarily um part of the the existing practice and the existing product Suite so we put our our Safe Harbor notice out out there um in addition we have you know the the links and the whole event series the value for this webinar series is supposed to help you and your teams kind of um Advance the maturity of your practice and get as much value as possible from your impact product Suite so um the whole intent here is just to help you with you know kind of highlights where we think that teams can get additional value um there's going to be a Q&A at the end of our presentation so feel free to pop any questions into the Q&A section and we'll get there um we are going we are recording the session so if you want to forward the link later and have someone else actually you know kind of learn a bit more about how we view governance that's going to be available and then there's going to be a survey cuz we want to make sure that we're providing value in these webinars and that um we can get some feedback from you on what else we may want to focus on when we we host these sessions um again my name is Denise calwell I am a success architect with our customer outcomes organization and I focus on helping customers ensure value from the platform there's investment made by our customers customers in service now and we want to make sure as a success organization that we're facilitating the value from that investment I've been with service now for three years and then uh prior to this I worked in Enterprises large Enterprises as a platform owner and um supporting you know just a different you know host of communication services and network services companies rerio you want to do a quick intro hi there good morning a pleasure talking to all of you welcome everybody in us and around the globe and uh as theise I'm also a success architect we're targeted on helping you to achieve success with serviceing now and uh governance is key to success success is derived from several factors and if one of them uh runs behind fails you may not be as much succeeded so we are here to share some information about around governance so that uh not only today but later on if you are one of the impact customers we can engage with you and uh help you achieving the success that you want I will be talking to you later on thank you thanks rerio all right so areas of focus for this webinar what service now governance what do how do we look at governance and why do you invest time and and and resources in it um the types of governance that that we focus on um what are the steps involved in establishing a governance practice and then um again we'll wrap up and we'll do a Q&A session at the end so let's get started what is service now's perspective on governance it's all about decision-making the the governance practices and the how we help customers establish governance is very much focused on the decisions that need to be made within the platform whether they're core foundational architecture tal decisions or whether there are sequencing decisions about what part of the applications need to be implemented to support your business needs what decisions need to be made Who's involved in making those decisions and has the authority and the enablement to make them and how those decisions are going to be made all those different factors go into how you define governance from a service now perspective um why do we really stress us that our impact customers and our customers as a whole honestly at invest time and resources in governance Frameworks when you're looking at this platform and what it can do for your business you're moving towards a goal you're you're moving towards a vision you're moving towards the the value proposition of service now being in your organization so you're driving transformation you're aligning your resources you're trying to get workflows more efficient this is one of the key factors that you know that governance delivers on right ensuring that you're meeting your vision do you deliver the right the right capabilities at the right time um can you remove roadblocks can you get decisions made quickly so that you are not you know kind of stuck in in this is decision paralysis um and another thing that is a a huge benefit to a really mature or even you know a a good governance framework is you want to make sure you're maintaining the Integrity of your implementation there are paths to go down where you know that the platform can do a lot of things it can do kind of you know with with its capabilities you can you can have the platform do a lot of business transformation um activ activities but but is it aligning with the strategy of the product is it aligning with the strategy of your platform you know team and and the resources and and their training and their capabilities and always is it aligning with your business strategy is it aligning with your transformational strategy and is it and are you using the recommended best practices on the platform quite often the if those answers are no we're not doing we're not getting that value we're not getting you know we're we're out of alignment on from a technical perspective we're out of alignment with a business objective perspect from a business objective perspective a lot of times I can tie that back to a need for a firmer government governance framework in the in the uh in the organization so um why again why is it so important right when you don't know how these activities how this demand how this ask from the business ties into the strategy when you do not have a good adoption from your from your user base when your stakeholders are not getting the right throughput when they ask for something and the development team is you know struggles with it um if you have a large project that's related to compliance or delivery or something something you're trying to do to support your operations team if it's not working well a lot of times you can tie that back to a a a governance framework that maybe isn't as effective as you need it to be and rerio will talk a lot more about what little what aspects of governance really go into those Frameworks but if you can't get decisions made and you're not having the right people in meetings and you do not have the appropriate resources on the project with the with the level of expertise necessary to deliver we can normally tie that back to kind of a a governance framework and and making sure that that improves over time it's all a maturity um process when you put governance in place the questions get answered maybe not perfectly but they get answered and you have a mechanism to get questions answered we talk a lot about maturity um there are people that have been working in service Nows platforms for for 10 15 years of their lives from their career perspective and and they they have a huge amount of depth of knowledge on how this platform is structured and and what are the areas where you really want to focus your attention that's a maturity process right a lot of our customers are are in the crawl or the walk phase right they are very much you know kind of ad hoc delivering based on these based on the demand of the business but they don't really have a strategy that they're tying it to we call that more of the crawl kind of phase of their maturity when you're starting to walk from our perspective you really can start to tie you know these initiatives back to the business to the strategies the objectives of your business you're you've got you know the right resources in line and you started to you started to measure the value of this platform and measuring value and being able to report on value is a is one of the key facets of impact right being able to actually determine how well you're doing when it comes to tying back to those strategic objectives or the business objectives or the operational objectives that's your maturity of practice and ultimately you get to you know hopefully we get to the fly stage right where we're talking about Innovation right you've Incorporated an innovation you know arm of your business in and it's going to truly you know get you out in front when it comes to um operationalizing and creation creating efficiencies across your your whole Enterprise there are three types of governance and ultimately these three types can be like the layers of your framework right you look at strategy Define strategy towards your business outcomes your your your strategic plans you're going to create an environment where your employees and your customers are are having the best experience possible that can be a strategic objective right um when it comes to technical we're always talking about whether or not the technology is meeting the need of the business and is the technology being deployed in the way that our product Suite was designed are we doing it the right way portfolio governance or or quite often it's called demand demand governance is the business or the platform team or the product team or whatever you know whatever stakeholder team they're coming and asking the core platform team or the development organization or the product owners for new capabilities or augmented capabilities so demand governance is you know how much is needed from the platform and how we manage that I am going to hand off to rerio and he's going to step through the different layers right strategy Technical and demand yes please confirm you can see my screen yes okay so related to those three governance Ty that Denise just spoke about we suggest three best steps for setting up service and ALG governs first prepare to set up your service and all governance then Define and Implement your governance process and finally continuously improve governance the same way every process needs to be tracked and monitored and improved this is a process governance so you always need to do continuous Improvement first of all it's highly important important to start by designating someone to design and Implement your governance approach we've found that the platform owner is best position to define the scope and goals to create a plan and to identify the right stakeholders this preparation is crucial to setting up effective governance after assigning someone to design your governance program and coordinating this implementation you need to build a project plan for how you implement service and all governance at at your organization you need to gain executive sponsorship for governance and you need to engage stakeholders who should be involved in implementing governance including to create a stakeholders map so as you see in the slide the platform owner will Define the scope directions and goals we'll plan on how to set up governance and we'll identify who needs to be involved how can we talking still about preparation help you to get prepared on your journey to set up service and all governance first uh leverage the impact accelerators and all other uh customer success resources we're going to share this uh presentation and the links will be there there is plenty of materials around uh service and all governance workbook and several impact accelerators the linkage to Vancouver will keep updating that for every release if you are already uh in impact or total or Advanced customer reach out to your impact Squad I've seen people here from us from UK Poland Germany from Mexico Brazil my original country from India from several countries and you have squads if you are already advanced or total customer so engage with them to discuss how impact governance uh leading practices can be implemented within your organization we can work with you on many initiatives vision and Str stry championing sponsor center of excellence and so many others okay all of that correlated to governance as well if you're not sure where you are you are with your governance maturity and if you are a total customer you are lucky to have an accelerator named governance maturity assessment so make sure if you are a total customer to run it with your impact Squad and uh for everyone focus on very value during your preparations prepare to measure how well your governance processes are working by capturing key matrics and planning on reviewing processes after preparing to set up your service now now governance as we just saw let's move on to Define and Implement your governance process here's an overview of what the governance process should look like to the left you see questions that you need to answer to implement the manage service now we've included a very small subset of potential questions such as how do we secure data what modules do we Implement how do we do upgrades can we change the services we deliver and so on so these questions they will come from different stakeholders and are related to different topics the strategy portfolio and Technical the main point of a governance is to bring structure and clarification to these questions and so we recommend a governance model with three boards each with the authority and expertise to address these different types of questions an executive steering board composed by senior It Business Leaders addressing strategy questions uh will decide on a strategic Vision will oversee budget and resources will prioritize Investments a demand board composed by platform and process owners addressing portfolio or demand questions this group will decide how to scope work how to create an implementation sequence that aligns with the vision and road map that have been set by your executive steering board and a third technical governance board composed by it leaders and Architects addressing technical questions setting standards and guard RS for development for maintenance on the all platform minimizing technical debt and Technical risk very important to be effective these groups can't act in silos while the model assigns accountability for certain outcomes to specific groups the combined outcomes should form one cohesive set of guidance this requires the groups to work together and to share information so that they aren't making decisions in isolation that's why we are showing there on the slide with the bidirectional arrows between each of the decision makers in the middle column of the slide okay these governance bodies can't work in isolation so let's go deeper onto the executive steering board composed by the senior it and Business Leaders in order to address the strategy questions this group again decides on a strategic Vision overseas budget and resources and makes final decisions on the service and now road map first recruit your executive sponsor to chair the executive steam board we've seen many cases uh in which this executive steaming board leadership is delegated but talking about the executive steering board it's not a good best practice to delegate that uh leadership that share position level up the level of involvement of your leaders so that you have the authority the hierarchy that comes with that role and from that you can have more conditions to provide guidance into your teams and you have more penetration with other Business Leaders set up a shorter for your exec stream board as you see in the First Column uh suggestions should drive success of the service in our program by aligning and prioritizing investment Investments with business goals and available delivery capabilities to Monitor and direct programs to protect benefits and mitigate program risks and to be accountable for the service and our program projects and road map work with the leader the executive sponsor to recruit other stakeholders to the board you can see there a few examples business unit Executives platform owner CIO key partners and so on then Define what decisions and responsibilities need to be managed by the executive steering board for example some questions that and decisions that this board will need to respond to does the current service our road map align with your business objectives how will we revisit and update the Ser of vision and road map over time and we have the right partners and partner Management in place all of those are very important questions and they will be up to this board to decide set up a Cadence for the executive team board meetings at least once a quarter given that they are mainly Executives right and because they are Executives busy Executives PL to support your Executives team boards decision making bring an agenda Consolidated agenda and provide relevant information as input so that the board can be more effective and can make informed decisions for example bring the strategy and demand review bring the alignment prioritization of platform strategy and projects the release schedule approval and so on and finally captured outcomes remember you've involved a lot of Executives take notes to record outcomes made by the board so that they can evolve into policies that your organization can follow a practitioner in Insight ensur that the strategy governance decisions are captured as I said and cascaded down to the organization so that it's not an effort that is wasted talking about the demand board or portfolio right talking about portfolio uh with platform and process owners to address the demand question s uh we'll talk about how to scope work we'll create an implementation sequence that aligns with the vision road map so we start by recruiting somebody to share and we recommend the share to be the demand manager if not possible we've seen I've seen as well some cases that the platform owner would be that leader assess the platform demand against your strategic road map right create the charter including the assessment of the platform demand uh against your strategical road map and against your guiding principles uh assess the effort estimation design options in order to approve only the viable demands that provide value to the customer to the user to the stakeholder when you have a good scale of service andal at your organization it's natural to exist too many demands and to have a bottleneck you can't take care of everything so uh you need to prioritize one demand against the other that's the main role of the demand board it will tell the company which CER to prioritize the demands ones against the others those will involve effort estimation risks and inputs from the design review board that you will involve at the right time um work with your chair we suggest theend manager right if not the platform owner to recruit other stakeholders platform owner platform architect business domain representatives and so on Define what decision and responsibility need to be managed by the demand board some decisions how do we determine the prioritization criteria for demands for new capabilities for functionality for configuration for customization how do we use those criteria to govern the demand intake and how do we delegate a approvals for low risk changes you don't want to make everything too much bureaucratic right right set up a Cadence for the demand board meetings minimum of one large meeting per quarter plus smaller daily or weekly meetings plan how to support your demand board's decision making by bringing agenda and providing relevant information such as the project plans for the ongoing work The List of Demands needing prioritization the serves now Vision road map because use that as a decision maker right and captur outcomes uh so that they can evolve into policies for example the decisions on all demands and Associate components and the customization assessment required by the design review board the last and final board is the technical governance board with the it leaders and The Architects addressing technical questions uh note if you've started your governance Journey with the technical governance there is nothing wrong with that but please don't stop only there okay we've seen many cases that we start with the technal governance but we stop there and then you miss the benefits from the demand governance and from the strategical governance and the cooperation between them you'll be too much technical oriented okay and by that you won't achieve the maximum value the techn governance board sets standards and guards for development for maintenance on the now platform start by recruiting the share as we did for the other and we recommend the platform AR the customers platform Arch to be the share okay set up a charter uh to be the decision body and gatekeeper on platform related technical aspects assess the techn design options and approaches and uh this group we use development standards best fit fit users UI standards data governance strategy as part of uh the the tools right work with the share to recruit other members such as the platform owner the solution archtics the platform administrator uh QA lead ux lead very vast uh components you can bring on to the governance and we can help you setting up the right participation when we get engaged with you define what decisions uh need to be managed by the technal governance board for example how should we manage the technical aspects of implementation and upgrades uh how to maintain the technical de register uh what technical standards should we adhere to you need to adhere to several but you can't adhere to all possible and there are a technical standards for engineering for development for integration so we need to decide on those set up a Cadence uh would suggest weekly or monthly depending on the pace of change at your organization plan to support your board by bringing agenda and providing relevant information as input so that we can make informed decisions for example the uh list of uh demands needing technical review the most up to-date service and out performance dashboard reports and notes from past board meetings and finally takeing notes again as we suggested for the other boards so that you can uh evolve into policies into guidelines into standards not only taking decisions at do okay and the technical governance is so wide that it covers also four domains domains environment data platform and development Management on service and Al environment management takes care of their architecture and processes uh needed to establish their operating environment uh we'll talk about instance structure instance management application management data management is so uh important that uh not long ago but already mature we created an initiative under their impact focus on data management governance it talks about setting the foundational standards and controls needed to maintain high quality data high quality and uh data that can be reliably and securely assessed by the service now implementation and Community right PL uh it involves data ownership and stewardship integration data standards data quality standards and others that you can see there platform management defines the activities and processes needed to maintain CU configurations on the platform we involve upgrade management very important right platforming Integrity performance maint maintenance and administration group management and finally develop management setting the process and processes and the foundational standards to support the development and configuration of high quality applications right do development configuration is easy but doing that and achieving high quality application is the the tricky part right and it will involve development standards the custom ization requirements the configuration guidelines and so on on these four domains you have people taking decisions and creating standards and policies related to them again technical governance is very important but don't forget the other three types uh two types as well and let's see how the service and all governance boards should work together governance at those technical strategy and portfolio levels they are interrelated and you should inform each other okay for example you are talking about road map decisions at a strategic level that should go down to uh the demand board in terms of uh uh why upgrades are planed and the sequence of doing that and that in turn would inform priorities for the upgrade management at a technical level uh these decisions are taken as at separate groups to avoid overlapping responsibilities and to ensure that you have the right people involved on each decision but they are coordinated to guarantee a cohesive approach right not allowing for uh bump uh bumping heads and neither living room for gaps and Define how your governance boards will interact clearly articulate when they need to work together and how the decisions of one board will impact the actions of one another we recommend mapping this visually as you see here start with this map and modify as you need note that you can also include other groups in your map we we pasted there the development and platform operations team right to show that your governance boards will work with other boards within your large organization and also to show that you should illustrate the flow of information decisions between all the boards now I'll hand over to Denise and she'll talk about Golden ruls and more right Denise one moment and you are on mute uh Denise your own mute I apologize all right so there we go again um let me let me go ahead and just um transfer this over to my here one second all right um defining your golden rules right so when rerio walked through the different layers of governance each area of governance kind of has a framework that you you want to be absolute rules when you look at your strategic layer you want to ensure that you're not you know you're you're not going um out of the lane when it comes to those really big strategic drivers right um when you're talking about the technical governance quite often your golden rules will revolve around ensuring that you're staying in alignment with the product road map or you are ensuring that your instance is upgraded in a in a timely manner and that you're staying up to date with patching you're staying up todate with you know the the capabilities of the platform getting behind adds technical debt and assuring that you're you know keeping an eye on technical debt as one of the one of the areas of your technical governance practice um outof the-box capabilities is one of probably the biggest you know conversation points between the Technical Resources right um capabilities that come out of our platform are really revolving around leading practices within the areas of of service management operations management Facilities Management where we you know exhaustively have have created kind of The Guiding principles of our product Suite to ensure that they're in alignment with the way that our customers do business um and and keeping awareness of those golden rules out of the bot capabilities when it comes to workflows and and just you know kind of the the best way of doing these things um those are what we consider to be the divining rules The Guiding rules of these platforms um let's move on to to the next let's see thank you how to escalate decision making needs so when we talk about these decisions right we're not always going to have everyone in agreement you've got your technical governance board that they're they're really aware of what the capabilities of the platform are now and what the road map is but there may not be the ones that are really aware of what the the problem is that we're trying to solve within the business business right or how it aligns with kind of the bigger picture um you know that some a lot of times that's said Enterprise architecture or it's at the it's at the you know the sea Suite or you know not necessarily apparent to the folks that are making technical decisions so sometimes you need to escalate right you need to clear the path you need to you need to provide a synopsis of a challenge and you've got you know some you know some folks kind of arguing a little bit about prioritization or the true technical path that would require an escalation right escalations aren't bad uh they're just another way to make a decision they're they're they're like let's bring more people in who might have more input as to how these things should be prioritized or how we should go about leveraging capabilities of the platform so when you talk about you know competing needs U sometimes you need to really develop kind of a standard process to say let's take it out of the governance board that's maybe it's sitting in technical governance and and you need to you need to bring it up a layer maybe you need to go out to your Coe and you need to talk about how those experts kind of you know bring bring that in the the solutions forward or quite often it's going back up to the executive steering board and it's saying okay we have competing priorities you as the executives that understand the the biggest drivers of our business we need your input on how to you know kind of rationalize these discussions and make sure that we're not going out of alignment with our Executives when it comes to the capabilities of the platform so escalation paths you just Define them you define the process and you define you know when you need to escalate if it's defined in a parent there's there's really no um you know kind of no question of of the roles the participants need to play You're escalating because of a a you know challenge that your technical governance board that can't resolve or you're escalating up to steering because your demand board has competing priorities and you really need their input on you know clearing the path so that's an escalation discussion and let's talk next about why it is that we want to always measure right let's talk about um continuous Improvement we talk a lot about you know in in business we talk about you know agility and lean and and and really ensuring that we're measuring how well we do things um when it comes to governance you're measuring the throughput on the governance process right how quickly can you get things resolved how often do you have to escalate are you getting the right amount of Engagement from your participants do you have a lot of people not showing up to meetings they're maybe they're not seeing the value of attending or they're not seeing an agenda or they're not feeling like they're prepared right so measure to make sure your governance practice is really valuable maybe it's too heavy and and you're not getting enough through throughput you know how can you possibly push those decision ISS to your team members maybe additional training maybe you get you know more folks certified in that area of the practice so that they feel confident in making decisions without having to go you know through the technical governance board they they basically are confident and they can sell their Solutions so that's all a maturity of process and in order to understand how mature your process is you need to measure it um next here rerio what do we talk about um again governance I don't care what name you put on it it's how you make decisions it's the what the when The Who and and how you get things done in your practice right so always ensuring that you're aligning with the the drivers around why it is that service now is your platform right what it's doing for the business and what you want to do for the business in the future measuring those capabilities is part of the value of impact and you as the platform owners and and you have your ecosystem that you're managing governance is your visibility into how well you're doing that right delivering the right work at the right time customers love that and you have customers that you're supporting in your business governance is the framework to help support those customers and ensure that you're delivering at the right time with the right resources and with the right capabilities and you're also ensuring that that platform is delivering value all the time for everybody right that's they're foundational are we on track to ensure that you know technically and operationally this platform is delivering um so that's kind of the the net of all of this right governance is decisionmaking if you don't want to call it governance you don't have to but effectively that's what you're doing you're establishing areas of your or Frameworks within your practice that ensure that you can measure how well you're doing how well you're staying on track towards your strategy your business objectives your technical capabilities and your road mapping and how well your platform is performing how healthy it is and is it you know is it taking a taking a hit from a from a I don't know a legacy you know we're not getting off these Legacy platforms enough and and we need to we need to make things more digital and more efficient more valuable the governance framework is the is the tool you use to measure all of that well I think we need to move on to the last Slide the needs right you want to c one yeah we're running out of time here okay so we have other questions and we will write out the answers and we will attach stray will help us with ensuring that we get the answers typed out and and uh added into this webinar um ultimately though go if you have if you have additional questions there are avenues for getting them resolved um the impact Community is one of the one of the greatest places to to get questions answered we have moderators we have people invested in ensuring that our customers that are impact customers get responses so if you have a question about how to do any of this um you can always reach out to your community right we obviously have a huge investment from our perspective in in getting our customers trained getting them access to um easily aable training materials is is a major goal for service now so ultimately right now you know I I would say that training and certification plans um there's there's a ton there there's a ton of available re resources um expert Services also is available um when it comes right down to it expert services from service now is uh a whole you know kind of different avenue we've got a popup here rerio um sorry about that um any additional help that you need from from a Services perspective or in additional resources expert Services is always there right service now has some of the you know obviously some of the best experts in our in our realm um and a and a huge partner ecosystem that can be leveraged um uh we are at the tail end guys and we we we went through our our full hour apologize for the uh technical difficulties I'm having a little challenge today but thank you very much for your attendance and thank you rerio and S for for hosting here we will wrap up the webinar it will be you know it will be available on demand and um again when it comes to governance it's it's not anybody's real favorite thing um a lot of people don't like talking about it but I will tell you that the value is there if you can focus on it and get folks engaged because um there's a there's a cost to not having governance effect effectively and there is a ton of value left on the table if you if you you know don't spend some time thinking about how these decision need to be made across your Enterprise really appreciate everyone's attendance today thank you very much and um I think there's a survey that follows we are we are very open to any feedback that you have and if there's any other topics that you guys would like to see in our webinar series we would love your input appreciate it very much thank you very much thank you bye thank you