book

ServiceNow for Architects and Project Leaders

Name: ServiceNow for Architects and Project Leaders
ISBN: 9781803245294

by Roy Justus, David Zhao

December 2022

Beginner

252 pages

8h 7m

English

Packt Publishing

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ServiceNow for Architects and Project Leaders
ContributorsAbout the authorsAbout the reviewer
Preface
Who this book is forWhat this book coversTo get the most out of this bookDownload the color imagesConventions usedGet in touchShare Your ThoughtsDownload a free PDF copy of this book
Part 1 – Pursuit of Value
Chapter 1: Understanding the Value of ServiceNow
Managing for valueWhat is value?Why is managing ServiceNow’s value important?Who is responsible for value?How do we define value?Types of valueService qualityDefining a service scopeService quality metricsPlanning for service qualityIdentifying opportunities in the current stateAligning the implementation scope with the opportunityCost optimizationProcess efficiencyProcess efficiency metricsAsset optimizationCustomer experienceTools for customer experience Scoping customer experience value – portalsScoping customer experience value – Virtual AgentMeasuring customer experience Innovation enablementIdeation Project management Summary
Chapter 2: Recognizing and Avoiding Value Traps
Replicating the current stateThe tool replacement approachArguments in favor of replicating the current stateIssues with replicating the current stateStrategy 1 – Adopting the out-of-the-box processStrategy 2 – Developing an MVP processIgnoring the current stateFocusing on the futureFailing to learn from the pastStrategy 1 – Process shadowingTips for conducting process shadowingThe time investment of process shadowingThe expected benefits of process shadowingStrategy 2 – Data analysisTargeting data analysisConducting exploratory analysisIntegrating value and analysisThe importance of intentional time allocationChasing the long tailThe appeal of aiming for 100% coverageThe distribution of valueRisks of completenessStrategy 1 – Top N selectionThe recommended approach for rankingStrategy 2 – Minimal implementation for long-tail itemsNot managing changeThe first cut – OCMRisks of reducing the OCM effortOptimizing value from OCMResponding to insufficient management of changeApplying high-impact OCM activitiesTarget state work instructionsTransition support serviceThe science experimentProjects extending ServiceNowRisks of the science experimentRecognizing a science experimentHandling a science experimentSummary
Chapter 3: Capturing Value from your Implementation
Lowering the process cycle timeCauses of long cycle timesConfusion in how and where to engage a processHow to measure process cycle times and see your issuesDelays in response to requests for serviceInability to find the right expertise to fulfil the requestLost updates and poor transitions between service fulfillment partiesHow your ServiceNow transformation can reduce process cycle timesHow to prepare for an implementation with a focus on reducing the cycle timeOptimizing asset utilizationCauses of poor asset utilizationHow your ServiceNow transformation can improve asset utilizationHow to prepare for an implementation with a focus on optimizing asset utilizationAutomating toilSources of toilWhere ServiceNow can automate toilHow to prepare for an implementation with a focus on automating toilImproving customer experienceWhere customer experience can improveWhere ServiceNow can help improve customer experienceHow to prepare for an implementation to improve customer experienceSummary
Chapter 4: Planning an Implementation Program for Success
Defining the scope of the projectImportant components of the project scopeAdding details to the scopePlanning the release and release activitiesReleasing often (minimizing impacts)Considering external dependenciesPlanning for data migration and validationConsidering testing and trainingStructuring the implementation teamExamining major project functionsExamining team leads and their skill setsCan’t I just hire a consultant for all this?GovernanceAccelerating decision-making with a good governance modelReducing the overhead of governanceValue managementSummary
Part 2 – The Checklist
Chapter 5: Securing Your ServiceNow Instances
The case for investment in securityWhat is at risk?Securing leadership support for securityPlanning for instance hardeningImplementation security measuresPlanning for secure platform operationsImproving instance security postureInstance Security CenterEncryptionHow to approach encryptionEncryption typesIntegration securitySource and target system securitySecuring endpointsAuthentication and service accounts in ServiceNowRole of the ServiceNow MID ServerSummary
Chapter 6: Managing Multiple ServiceNow Instances
What are ServiceNow instances?Instance administration operationszBoot – a full reset of your instanceSystem clone – copying the configuration and data from another instanceCode promotion and data flowDesigning your ServiceNow landscapeSummary

Chapter 7: Designing Effective Processes at Scale
ServiceNow’s process automation capabilities and archetypesTechnical components of the platform that deal with event intake or user inputTechnical components of the platform that manage workflowsTechnical components of the platform that deal with tasking and the execution of automated actionsTechnical components of the platform that deal with shared and foundational dataDesigning process automation by utilizing platform building blocks and dataCreating repeatable and reusable patterns to ease implementation complexitySummary
Chapter 8: Platform Team Processes, Standards, and Techniques
Platform management and technical standardsSetting standards to manage platform maintenance and riskStandards and tips to manage platform changesOperational processes and techniques of technical developmentTeams should manage the accuracy of their estimations and the consistency of their throughputTeams should use version control whenever possible and use it as a way of managing code review and quality control processesSummary
Part 3 – From Success to Innovation
Chapter 9: Effectively Operating ServiceNow
The differences between operations and project workEstablishing a platform strategy Who will be the platform’s customers?How will the platform fit within the broader technology landscape?Establishing a platform operating model Platform operating model rolesWho will manage the direction of the platform and how? Who will manage the intake of platform demands and how?Who will manage how changes are implemented on the platform and how?Who will manage the funding of changes on the platform and how?Operating the platform Executive sponsor and operating committee Platform ownerBusiness analyst/product ownerDemand managersPlatform architectSummary
Chapter 10: Artificial Intelligence in ServiceNow
Understanding AI and ML What is AI? The AI/ML capabilities of the ServiceNow platformPredictive intelligence Practical example – automating an incident routing ruleClassification frameworkAssessing the applicability of the classification framework Getting started with the classification framework Regression frameworkMetrics for regressionInput data qualityImproving data qualitySimilarity frameworkAssessing the similarity framework’s performanceClustering frameworkCreating a clustering solutionSummary
Chapter 11: Designing Exceptional Experiences
Types of ServiceNow user interfaces Jelly Service PortalNext ExperiencePortalsTypes of portalsThe journey from department to enterprise portalsEmployee Center ProContent taxonomyCustom app portals and portal customizationsApplication portalsWorkspaces Determining which workspaces to useOptimizing experiences with user-facing AIAI SearchAI Search configurabilityConversational interfacesIncorporating Virtual Agent into your user experienceAdvantages of Virtual Agent as a user interfaceDisadvantages of conversational interfacesRecommendations for Virtual AgentServiceNow NLUSummary
Index
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Content preview from ServiceNow for Architects and Project Leaders

9 Effectively Operating ServiceNow

So far, you have deployed ServiceNow in your organization, and if you have followed the advice of the previous chapters, it went exceptionally well. The scope was well controlled, the stakeholders were supportive and aware of the decisions they needed to make, and the overall direction of the implementation was smoothly steered by a clear overall strategy and guiding principles: congratulations!

At this point, the project is over, the consultants (if any) have left, and the current users of the platform are starting to ask for changes and reporting little issues they are finding here and there as they become increasingly familiar with their new world. In addition, leaders from other departments have heard of ...

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