Implementing the ServiceNow application is the most critical step for every business. By implementing ServiceNow, organizations are changing how people work generally. In this blog, you will go through three different stages of implementation, which are discussed in detail. Based on the business results you visualize by implementing the Now platform, some best practices and tools help you find the correct sequence and planning.
For suggested approaches to critical decisions and how-to advice, proceed to the following stages:
More than just technology deployment is needed for your ServiceNow implementation to succeed. To get the most out of your ServiceNow investment, you must align people, processes, and technologies from the beginning. Get an overview of the underlying management tools that ServiceNow suggests its customers develop and consistently improve during their ServiceNow lifecycle before beginning the Now Platform implementation. The underlying management capabilities as seen in Figure 1.
Invest in developing skills that are important to the implementation level. Begin by creating a customized, step-by-step action plan focused on effective ServiceNow customers' implementation activities as described below.
The development of these areas is a continuous process. Certain practices are required. You can work on other projects when implementing the Now Platform, and they'll improve as the platform's usage grows. We suggest separating management tasks and priorities into three phases: a prerequisite process, an actual implementation phase, and a development and extension phase for the Now Platform.
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Begin by describing the Now Platform's position and importance as a strategic partner in driving digital transformation through workflow optimization, automation, and forecasting. A visioning activity with key IT and business partners who can recognize and express business value prospects is recommended.
The visioning exercise can ideally express a clear picture of your:
To maintain focus and consistent connective reasoning between your vision and your success steps, write the responses on a single page. As an example, see Figure 2.
This isn't the case with all corporations. Organizations who see the Now Platform as a "rip-and-replace, lift-and-shift" replacement for their existing ticketing system are limiting their ability to see the full value of their ServiceNow implementation. And in these circumstances, you can always establish your vision-to-value direction and find ways to get more out of the Now Platform.
Go through the interview series below with the main company stakeholders to generate a simple, measurable definition of business goals—and to recognize potential challenges in achieving those goals. As part of the ServiceNow business case, these goals should be adequately documented and maintained.
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Do not jump right to execution, even though the vision, expected market goals, established challenges, and performance criteria are all apparent. Instead, determine the next step in the ServiceNow journey based on the following criteria:
Assess and prioritize ServiceNow skills for deployment depending on the most important IT and business-level deficiencies for the company with the help of your process operators, program administrators, functional management, and executive sponsor. The steps to take are shown below:
With a change management and communications campaign, you will make your new skills clear. Consider the following in a well-structured organizational change improvement campaign:
Rather than concentrating on a single result, start with a small set of capabilities and then expand the Now Platform to various use cases or functions over time. Consider the following questions:
If you've decided on a phased deployment of capabilities that aligns with your intended business results, use a small set of decision rules to sequence your deployments during the initial implementation phase:
The mapping of the "as-is" and "to-be" processes or workflows should be the first step towards every ServiceNow capability deployment. Process mapping is used to find differences in as-is and to-be processes, which can then be turned into specifications and/or user stories for Now Platform implementation.
The as-is condition serves as a starting point for finding opportunities for change and preventing a "lift and shift" of bad (or incomplete) systems to the Now Platform.
Begin by asking a clear series of questions to process owners and managers.
Improvement prospects also cover several steps that must be achieved to realize a certain market value/outcome. Figure 3 depicts a breakdown of the main steps involved in crisis management, as well as a success definition.
To better identify the to-be procedures, ServiceNow advises doing a process analysis exercise with process owners. Simple tabletop exercises or workshops (preferably using historical data) should be used by teams responsible for a process or collection of workflows to address key questions before implementing the Now Platform:
The completed process analysis exercise will help you learn how to configure the Now Platform as a centralized system of record that has much more value than your existing process or system.
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The CMDB is the most important base, regardless of how you execute it. This is so if you're using an installed framework or the Now Platform's CMDB capability.
It's important to schedule CMDB modeling and population correctly if you want the Now Platform deployment to stay on track. Two short questions will assist you in determining the timing:
When you try to be all-encompassing, particularly in the absence of reliable exploration resources, you're likely to incur high maintenance costs and fall short of providing consistent insight and value. Instead, use the market results articulated in Stage 1 and the knowledge required to help the to-be processes you mapped in Stage 2 to direct the population and management of your CMDB.
Your expected business results and the intended deployment sequence of your necessary skills and to-be processes can drive the limits of the CMDB data model (for Now Platform support). To determine the best CMDB model, ask the following questions:
A documented configuration management (CM) or facility asset and configuration management (SACM) strategy will aid the CMDB implementation. The following acts should be included in a successful plan:
A reference framework will help you incorporate the Now Platform by defining technical requirements and policies that will protect you from future risk. A simple reference architecture should contain at a minimum:
The construction and activation of the reference architecture should be overseen by an architectural review board (ARB). The ARB can be divided into two main membership categories, according to ServiceNow. The first group should be in charge of the above-mentioned tasks, as well as the development of separate working groups. Membership should ideally be cross-functional (including customer representatives, architects, and other technical experts). The ARB-Extended team is the second group, which is a resource pool of subject matter expertise and professional tools that can be organized into working groups if required.
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Governance is critical for ensuring that the execution meets your market goals and continues to provide value over time. To use the Now Platform to generate value with minimum technological risk, you'll need governance at the very least. The right governance model at a higher level can:
Three levels of governance are recommended by ServiceNow:
Assign a finite, core group of people to oversee the process of developing governance, and begin with a simple strategy and technological governance to ensure the platform's secure and timely distribution of value. After that, define portfolio governance. Do not focus on one aspect of governance before moving forward with development in all areas (technical, strategy, and portfolio governance) — Your company must co-create and adapt them over time so that they can effectively communicate with one another.
Establish and communicate mechanisms for instance management, similar to architecture instructions, to aid Now Platform execution.
Do not implement new capabilities without first determining their relevance to your business goals. Instead, create an execution strategy that prioritizes addressing the most pressing business needs, achieving fast wins, and laying a solid base (for process, data, and technology) for potential growth.
Thus you have now learned the effective management skills, design adoptions, and objectives of various implementation activities that drive the business objectives. You have also understood how to plan,implement the possible outcomes, and apply performance metrics to determine the business process. The concepts such as change management, decision rules for deployment, configuring the CMDB model, planning the CMDB checklist, and instance management are also comprehended.
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