Implementation Journey

Where to start the implementation journey with ServiceNow Knowing where to start is the most critical step in your ServiceNow journey. Our best practice resources can help you identify the right sequence and planning approach, based on the business outcomes you envision from your Now Platform implementation. What’s in this Success Playbook Key takeaways ® ServiceNow can help you improve your IT and enterprise service management with a powerful range of capabilities. This Success Playbook will show you how to: • Correctly approach the implementation roadmap • Build adoption momentum and capture early ROI • Sustain and grow value by implementing the right reference architecture and prerequisites Knowing how to start will help you avoid common missteps that can keep you from expanding capability and usage. The most important things to know • Clearly define and prioritize your short- and long-term ROI goals and match them to your implementation priorities. 1 © 2021 ServiceNow, Inc. All rights reserved. ServiceNow, the ServiceNow logo, Now, Now Platform, and other ServiceNow marks are trademarks and/or registered trademarks of ServiceNow, Inc. in the United States and/or other countries. Other company and product names may be trademarks of the respective companies with which they are associated.

• Make sure you have a foundational configuration management database (CMDB), as well as processes for CMDB development and maintenance. • Identify and capture quick win opportunities to drive early adoption momentum. • Don’t wait to build effective governance, training, and organizational change management. • Revisit the service strategy frequently and avoid repeating patterns that limit future opportunity. The payoff of getting this right With the right implementation plan, you’ll ensure that your implementation activities deliver on your business case objectives, maximize value realized from overall ServiceNow implementation, and avoid pitfalls or unnecessary detours that don’t contribute to your success. Playbook overview Follow these stages for recommended approaches on key decisions and how-to guidance: Stage 1 3 Understand the management capabilities for success Stage 2 3 Connect vision and strategy to implementation Stage 3 3 Set Process, Data, and Technology foundations 2 © 2021 ServiceNow, Inc. All rights reserved. ServiceNow, the ServiceNow logo, Now, Now Platform, and other ServiceNow marks are trademarks and/or registered trademarks of ServiceNow, Inc. in the United States and/or other countries. Other company and product names may be trademarks of the respective companies with which they are associated.

Stage 14Understand the management capabilities for success KEY INSIGHT • Ensure your implementation roadmap includes developing management capabilities that helps you get the most from your Now Platform implementation. Start by identifying them first. The success of your ServiceNow implementation depends on more than just technology deployment. You must align people, process, and technology, from the start, to maximize the value you get from your ServiceNow investment. Before starting the Now Platform implementation, get an overview of the underlying management capabilities that ServiceNow recommends its customers to build and continuously mature throughout their ServiceNow lifecycle. See Figure 1 for underlying management capabilities. Figure 1: ServiceNow implementation management capabilities 3 © 2021 ServiceNow, Inc. All rights reserved. ServiceNow, the ServiceNow logo, Now, Now Platform, and other ServiceNow marks are trademarks and/or registered trademarks of ServiceNow, Inc. in the United States and/or other countries. Other company and product names may be trademarks of the respective companies with which they are associated.

Invest in building relevant capabilities as applicable to your implementation stage. Get started by building a personalized, step-by-step action plan that’s based on implementation practices of successful ServiceNow customers. State and measure your business goals Define your vision for digital transformation, create your business case and roadmap, and measure your progress. This vision should be tied to a clear statement of enterprise value and articulated to stakeholders with an outline of actions and milestones. How to state and measure your business goals upfront 1. State the transformation vision and outcomes that are aligned with the organization’s strategic and operational aspirations and cascade your vision to documented, measurable, business capabilities. 2. Build a business case that provides ServiceNow implementation recommendations, which solve for current key issues and business improvement opportunities. 3. Build a phased program plan and identify quick wins. Then prioritize the right Now Platform capabilities to deliver on short-term goals as you build a robust foundation for capabilities that drive future growth. 4. Baseline and track performance, usage KPIs, and metrics that measure how the solutions implemented on ServiceNow are delivering value and how they enable expected business outcomes. Actively lead your business transformation Take the lead on simple workflow redesign, digitizing business services, and building strong partnerships to accelerate your ServiceNow transformation. 4 © 2021 ServiceNow, Inc. All rights reserved. ServiceNow, the ServiceNow logo, Now, Now Platform, and other ServiceNow marks are trademarks and/or registered trademarks of ServiceNow, Inc. in the United States and/or other countries. Other company and product names may be trademarks of the respective companies with which they are associated.

How to develop leadership of your business transformation upfront 1. Engage executive sponsors to drive change and remove roadblocks. Clearly define executive sponsor responsibilities and develop an action plan to help your executive sponsors remove roadblocks and drive change. 2. Find, manage, and coordinate capable, certified partners with a partner strategy that defines, upfront, what you need from an implementation partner. 3. Build a dedicated, dynamic governance process, policies, and team with clearly defined roles and responsibilities. Look beyond technical governance, establishing decision-making authorities for strategy governance and defining strategy governance activities. 4. Reimagine how you want work processes to flow and identify process improvement opportunities based on the desired outcomes of your ServiceNow implementation. 5. Define and map out your business services4a means of delivering value to consumers4with an owner for each business service. Begin with a handful of pilot business services. 6. Manage platform demand with a demand intake model to create visibility and a plan to take control by enhancing, prioritizing, and approving demands. Get your ServiceNow technology foundations right Put a solid technical foundation in place for your ServiceNow implementation. How to build your ServiceNow technology foundations upfront 1. Manage to out of the box with strong, ongoing, stakeholder education on ServiceNow capabilities and functionality. 2. Discover and map your service assets, focusing on the most important business outcomes first. 3. Plan your architecture, instances, integrations, and data flows with a clear view into your transformation objectives for the Now Platform and how these should shape key architecture decisions. 4. Prepare for upgrades at least once a year with a comprehensive plan that accounts for resource requirements, potential upgrade issues, and in-depth test plans. 5 © 2021 ServiceNow, Inc. All rights reserved. ServiceNow, the ServiceNow logo, Now, Now Platform, and other ServiceNow marks are trademarks and/or registered trademarks of ServiceNow, Inc. in the United States and/or other countries. Other company and product names may be trademarks of the respective companies with which they are associated.

Create user excitement, drive adoption Quicken adoption throughout your organization by making the user experience for service consumers, developers, and process users central to your service strategy and Now Platform implementation. How to create user excitement and drive adoption upfront 1. Design an engaging self-service employee and customer experience with a standard method for defining user experience requirements for service consumers, developers, and process users. Prioritize improving the end-user experience in implementation. 2. Design an optimal agent and rep experience to improve the satisfaction and productivity of customer support reps and service desk agents. 3. Create an organizational change management plan based on an analysis of the change impact that implementation will have on service consumers, developers, and process users. 4. Build an internal team of ServiceNow experts and train users on an ongoing basis, continuing post implementation. 5. Build a community of champions with dedicated resources and training. Maturing these areas is an ongoing activity. Some activities are prerequisites. You can develop others in parallel with your Now Platform implementation and mature as platform use increases. We recommend separating management activities and goals into a prerequisite phase, a phase that should run in parallel with the initial implementation, and a phase that runs in parallel with Now Platform growth and expansion. 6 © 2021 ServiceNow, Inc. All rights reserved. ServiceNow, the ServiceNow logo, Now, Now Platform, and other ServiceNow marks are trademarks and/or registered trademarks of ServiceNow, Inc. in the United States and/or other countries. Other company and product names may be trademarks of the respective companies with which they are associated.

Stage 24Connect vision and strategy to implementation KEY INSIGHTS • Start your journey by defining your vision, drivers, desired outcomes, and measures of success. • Run a gap analysis between current and needed IT business capabilities. • Build a plan that includes your baseline, future-state requirements, and actions to reach your goals. Connect vision with value definition Start your Now Platform implementation by clearly defining its role and value as a strategic partner in driving digital transformation through workflow optimization, automation, and predictions. We recommend a visioning exercise with key IT and business stakeholders who can identify and articulate opportunities for business value. Ideally, the visioning exercise should articulate a clear view of your: • Vision 3 What’s the ideal future state for our customers and team? • Strategic drivers 3 What actions are necessary to achieve this vision? • Desired business outcomes 3 What business value will we realize? • Key measures of success 3 How will we know when we’ve realized our targeted value? Frame the answers on a single page to ensure focus and clear connective logic between your vision to your measures of success. See Figure 2 for an example. For additional guidance, refer to our Success Checklist: State your transformation vision and outcomes. 7 © 2021 ServiceNow, Inc. All rights reserved. ServiceNow, the ServiceNow logo, Now, Now Platform, and other ServiceNow marks are trademarks and/or registered trademarks of ServiceNow, Inc. in the United States and/or other countries. Other company and product names may be trademarks of the respective companies with which they are associated.

Figure 2: Sample definition of vision to measures of success Not all organizations start with this view. Organizations that approach the Now Platform as a

Use the questions in this table as the starting point for interviews to help you arrive at a measurable definition of your business objectives. You may need to analyze your stakeholders’ responses to the questions. Keep in mind that the root causes behind their problems or obstacles could be complex. So, when you discuss the implementation’s future state, you’ll probably also need to build consensus among stakeholders. Build an implementation plan based on desired business outcomes Even when your vision, desired business outcomes, known obstacles, and success criteria are clear, don’t move directly to implementation. Instead, define your next step on the ServiceNow journey based on: • An explicit analysis of business and IT capabilities to see where ServiceNow can deliver the earliest, greatest value to the organization • A clear, phased understanding of the steps required to implement or optimize those capabilities Work with your process owners, service managers, functional leaders, and executive sponsor to assess and prioritize ServiceNow capabilities for implementation based on the most critical IT and business-level gaps for your organization. Below are the steps to follow: 1. Identify critical IT and business gaps to resolve Start with a clear understanding of the business objectives you want to achieve and the business capabilities you would need to build over time to achieve your objectives. For example: Company A wants to reduce4and ideally eliminate4service outages on critical systems. To do so, it must: • Build capabilities for effective outage management and resolution • Reduce the impact of outages and improve resolution speed • Innovate to eliminate service outages 2. Map and assess ServiceNow capabilities that help resolve your business or IT gaps Next, you need to map ServiceNow capabilities that align with the business capabilities you want to build. For example: The company A must identify, and assess, ServiceNow capabilities that are essential for effective outage management and resolution. These include: • IT Service Management 3 Problem, change, and configuration (CMDB) management • IT Operations Management 3 Discovery, service mapping • Analytics 3 Reporting 9 © 2021 ServiceNow, Inc. All rights reserved. ServiceNow, the ServiceNow logo, Now, Now Platform, and other ServiceNow marks are trademarks and/or registered trademarks of ServiceNow, Inc. in the United States and/or other countries. Other company and product names may be trademarks of the respective companies with which they are associated.

• Team 3 Knowledge, collaboration, notification, on-call, and workflow management • Integrations and Systems of Record 3 MID Server As capabilities in these areas improve, Company A must begin a second phase of assessment that focuses on ServiceNow capabilities that speed resolution and reduce the impact of outages. They are as below: • IT Operations Management 3 Event management • Analytics 3 Performance analytics • User engagement and experience 3 Mobile, service portal Company A may also need to map a third phase of capabilities to further improve and innovate on the organization’s ability to eliminate service outages. See the Appendix for a full list of potential business and IT objectives, the ServiceNow capabilities that address those objectives, and suggested phases for implementation. 3. Build a phased program plan for the ServiceNow implementation The analysis done in step 2 above will provide provides the starting point for a logical implementation sequence of your Now Platform modules. Actual sequencing may have substantial overlaps, be limited by resource availability, or be dependent on organizational readiness (such as the extent to which mature process frameworks and data modeling and management capabilities are in place). We recommend building a disciplined, step-by-step program plan that: • Establishes baseline definitions, standards, and inventories (as needed) • Defines specific and clear requirements for the future state (such as critical applications to be prioritized in service mapping) • Spells out a specific list of the build activities required to stand up a new capability To get started, refer to our Success Checklist: Build a phased program plan, identify quick wins. 4. Capture high-visibility, low dependency quick wins Progress in implementation and value realization can stumble if you don’t have early and strong adoption among service consumers, process users, and developers. Across each phase of your ServiceNow implementation, consider making room for the early implementation of capabilities that: • Promote the broadest organizational exposure to the Now Platform interface 10 © 2021 ServiceNow, Inc. All rights reserved. ServiceNow, the ServiceNow logo, Now, Now Platform, and other ServiceNow marks are trademarks and/or registered trademarks of ServiceNow, Inc. in the United States and/or other countries. Other company and product names may be trademarks of the respective companies with which they are associated.

• Result in highly visible service experience improvements These capabilities should not overpromise, nor require significant dependencies. For example, effectively implementing service mapping requires strong discovery, event management, and configuration management capabilities, and you also need appropriate scoping and data modeling for your CMDB. Figure 3 shows how you can differentiate quick win capabilities: Figure 3: Framework to identify quick-wins llustrative—does not include all capabilities or products Using ServiceNow Incident Management and Request Management provides the most common high-visibility, low-dependency wins. They combine the elements of self-service and transparency into individual incidents and requests, which exposes service consumers to a modern, automated experience, improves speed of response, and reduces service delivery costs because they reduce manual steps and inefficiencies. However, it’s important that implementing incident and request management is kept simple: If the number of workflows that require assessment, consolidation, and streamlining is substantial, you may want to look elsewhere for a quick win. 11 © 2021 ServiceNow, Inc. All rights reserved. ServiceNow, the ServiceNow logo, Now, Now Platform, and other ServiceNow marks are trademarks and/or registered trademarks of ServiceNow, Inc. in the United States and/or other countries. Other company and product names may be trademarks of the respective companies with which they are associated.

Invest in organizational change management Make your new capabilities visible with an organizational change management and communications campaign. For a well-structured organizational change management campaign, be sure to include: • A change impact analysis to identify the groups most likely to champion or resist implementation • Targeted communications campaigns to address concerns and overcome adoption obstacles • Training and skill development for the most impacted user populations • Identification of adoption champions to evangelize and influence adoption among user populations For additional guidance, refer to our Success Playbook: Build an organizational change management plan. Keep your options open4don’t focus your initial Now Platform implementation on a single outcome Instead of focusing your implementation on a single outcome, deploy your initial capabilities with the flexibility to extend the Now Platform to different use cases or functions over time. Ask yourself these questions: a. Does the data model we’ve established limit flexibility, or does it support extension beyond our original use case? b. Do the security protocols we’ve established support other potential use cases with more stringent security requirements? c. Do the standards we’ve put in place for group access, naming, or metadata limit our ability to extend the platform to other use cases or functions? d. Are we deploying the architecture in a way that can support delegated development outside the original function? 12 © 2021 ServiceNow, Inc. All rights reserved. ServiceNow, the ServiceNow logo, Now, Now Platform, and other ServiceNow marks are trademarks and/or registered trademarks of ServiceNow, Inc. in the United States and/or other countries. Other company and product names may be trademarks of the respective companies with which they are associated.

Decision rules to sequence deployment in initial implementation phase Once you’ve determined a phased deployment of capabilities and aligned it with your desired business outcomes, base your deployment sequencing within the initial implementation phase on a small set of decision rules: 1. Have we developed process or workflow maps to help guide implementation of the capability (such as incident management)? Prioritize the capabilities you have process or workflow maps for. Avoid prioritizing capabilities not supported by process mapping. See Stage 2 for more information. 2. Do we have the necessary data model(s) in place to support the capability? Many capabilities are dependent on the CMDB for effective implementation. Prioritize early CMDB development to resolve this dependency. See Stage 3 for more information. 3. How long will it take us to realize value from this capability? The value of some capabilities is more dependent on your ability to mature associated management activities and skills. Capabilities such as orchestration may have less initial impact on consumers than others, such as a service catalog. Prioritize capabilities with fewer dependencies and broader impact. See Steps 4 and 5 for more information. 13 © 2021 ServiceNow, Inc. All rights reserved. ServiceNow, the ServiceNow logo, Now, Now Platform, and other ServiceNow marks are trademarks and/or registered trademarks of ServiceNow, Inc. in the United States and/or other countries. Other company and product names may be trademarks of the respective companies with which they are associated.

Stage 34Set Process, Data, and Technology Foundations KEY INSIGHTS • Run a review to define

ServiceNow recommends running a process review exercise with process owners, to help define the to-be processes. Teams responsible for a process or set of workflows can use simple tabletop exercises or workshops (ideally using historical data) to answer key questions prior to their Now Platform implementation: • What’s our current baseline? This should include a definition and mapping of the process as it’s currently understood and practiced by teams, including any gaps, potential redundancies, and definition(s) of terms. • Where can we consolidate and streamline handoffs between teams, individuals, and systems? Any process review should include a thorough review of handoffs to identify points4most typically for approvals4where handoffs have created unnecessary bottlenecks in a process. • Where are we collecting unnecessary data? Focus on forms and data associated with a process to ensure that requirements for unnecessary data are eliminated. • Where are we seeing the longest cycle times? Why? Process or workflow steps with consistently long cycle times are likely steps requiring the most manual effort. These present opportunities for automation. • Where do we have gaps in standards adherence? Tabletop walk-throughs can also highlight process or workflow steps that do not consistently adhere to standards. ITIL for service management is one example. These present opportunities to improve standardization through automation. The completed process review exercise can help you understand how the Now Platform should be configured as a single system of record that provides far greater value than your current process or system. For additional guidance on process review, refer to our Success Playbook: Reimagine how you want work processes to flow. Put your desired CMDB model in place Irrespective of your implementation sequence, the most critical foundation is the CMDB. This is true whether you’re using an existing system or the CMDB capabilities in the Now Platform. When should we focus on the CMDB? Correctly timing CMDB modeling and population is critical to sustaining the momentum of your Now Platform implementation. Two quick questions can help guide your timing: • Do we need to move quickly and demonstrate early wins? When speed and visibility are more important, implement capabilities that are not dependent on the CMDB to deliver initial value. See Stage 4 for additional information. 15 © 2021 ServiceNow, Inc. All rights reserved. ServiceNow, the ServiceNow logo, Now, Now Platform, and other ServiceNow marks are trademarks and/or registered trademarks of ServiceNow, Inc. in the United States and/or other countries. Other company and product names may be trademarks of the respective companies with which they are associated.

• Do we need to build maturity in our existing capabilities or build maturity to support new capabilities? Focus on the CMDB when you need to improve your existing capabilities. How comprehensive should we be when populating the CMDB? When you aim to be comprehensive, particularly in the absence of robust discovery tools, your efforts are likely to result in excessive maintenance costs4and fail to deliver clear insight and value. Instead, guide your CMDB population and management by the business outcomes articulated in Stage 1 and the information needed to support the to-be processes you mapped in Stage 2. How should we populate the CMDB? The boundaries of the CMDB data model (for the purposes of Now Platform support) should be guided by your desired business outcomes and the planned implementation sequence of your required capabilities and to-be processes. Ask the following questions to define the right CMDB model: 1. What is the (limited) set of relevant configuration items we need to define and track to enable our business outcomes and the processes that support them? Configuration items should be scoped to the asset types (such as servers, storage devices, endpoint devices, and software) and environments (production versus test and development) that are most relevant in enabling a capability and process targeted for implementation. Examples of configuration item scoping: • Application servers and storage only4to support basic service mapping • Full-stack scoping around a specific or critical platform or system4to support change or problem management • Assets related to employees (such as office location)4to support HR workflow management 2. What information about configuration items will provide the greatest practical use? Configuration item data can reflect: • Core asset identifiers • Contextual information for ad hoc value and ease of use • Controls required for audit purposes • Capability information that directly supports decision-making Ideally, you should focus on identifying capability data, with minimally sufficient data for core identifiers, context, and controls. 16 © 2021 ServiceNow, Inc. All rights reserved. ServiceNow, the ServiceNow logo, Now, Now Platform, and other ServiceNow marks are trademarks and/or registered trademarks of ServiceNow, Inc. in the United States and/or other countries. Other company and product names may be trademarks of the respective companies with which they are associated.

A checklist for successful CMDB planning Support your CMDB implementation with a documented configuration management (CM) or service asset and configuration management (SACM) plan. A successful plan should include the following actions: • Define a desired CMDB end state based on decision-making use cases, such as evaluating the risk of changes in a production environment. Socialize use cases with stakeholders to ensure they align with your goals and priorities. • Charter a configuration control board to define governance roles and responsibilities, and ensure they align with your goals and priorities. • Decide what configuration items, associated data, and dependencies you need to fulfill these use cases. • Identify and apply consistent naming standards for configuration items. • Define policies and procedures for integration with change management, verification and audit, status accounting, interface control, and supplier/ subcontractor management. For additional guidance, refer to Success Playbook: Populate and maintain your CMDB with Discovery. Define a clear reference architecture Support your Now Platform implementation with a reference architecture that defines technology standards and policies that guard against future risk. At a minimum, a clear reference architecture should include: • Explicit mapping of ServiceNow capabilities to IT and your business goals • Guidelines and standards for partner integration (such as LDAP, REST/SOAP web services, and MID Server) • Guidelines and standards for customization and configuration (such as scoped applications and application inheritance) • Data models and standards • Standards for security controls • Standards for performance An architectural review board (ARB) should oversee the reference architecture development and activation. ServiceNow generally recommends dividing the ARB into two primary membership groups. The first group should be accountable for the responsibilities 17 © 2021 ServiceNow, Inc. All rights reserved. ServiceNow, the ServiceNow logo, Now, Now Platform, and other ServiceNow marks are trademarks and/or registered trademarks of ServiceNow, Inc. in the United States and/or other countries. Other company and product names may be trademarks of the respective companies with which they are associated.

outlined above, as well as the formation of specific working groups. Ideally, membership should be cross-functional (including customer representatives, architects, and other technical experts). The second group is the ARB-Extended team, which is a resource pool of subject matter experts and technical resources that can be formed into specific working groups as needed. The ARB organization ensures that you consider a complete range of inputs, and it promotes cross-functional accountability. Table 3 outlines a recommended membership structure for an ARB for IT service management. ORGANIZATION ITSM ARB ROLE/REPRESENTATION VOTING SEAT Service management ITSM ARB chairperson Yes Service management Process architects Yes Enterprise architecture Enterprise architects Yes Application/development Application development Yes Customer success Voice of customer Yes Enterprise technology Enterprise technology Yes services Security operations Security operations Yes EXTENDED TEAM/TECHNICAL VOTING ADVISORY COMMITTEE SEAT Service management ITIL expert (provisionary No member) Service management IT4IT expert (provisionary No member) Table 3: Recommended membership structure for an ITSM ARB 18 © 2021 ServiceNow, Inc. All rights reserved. ServiceNow, the ServiceNow logo, Now, Now Platform, and other ServiceNow marks are trademarks and/or registered trademarks of ServiceNow, Inc. in the United States and/or other countries. Other company and product names may be trademarks of the respective companies with which they are associated.

Looking beyond the ARB 3 A strategy governance board for ServiceNow Governance is essential for ensuring that your implementation continues to deliver value over time against your business objectives. At a baseline level, you need governance to use the Now Platform to deliver value with minimal technical risk. At more advanced levels, the right governance model can: • Make sure that your ServiceNow roadmap rapidly identifies and supports changes in business priorities • Accelerate your ability to deliver value by providing front-line teams with the tools to self-govern development and service delivery ServiceNow recommends establishing three levels of governance: 1. Strategy governance, which defines how strategy roadmap decisions are made to align ServiceNow functionality to business outcomes 2. Technical governance, which governs the management and stability of the ServiceNow support model 3. Portfolio governance, which articulates how ServiceNow portfolio decisions are made and captured in policy Assign a small, core group of people to coordinate establishing governance and start with basic strategy and technical governance to enable safe, quick value delivery with the platform. Then proceed to establishing portfolio governance. Do not refine any one area of governance before initiating development across all areas (strategy, technical, and portfolio governance)4your organization must co-develop and refine them over time so they can appropriately inform one another. For details on how to establish the governance boards, refer to our best practice guidance on how to build a dedicated, dynamic governance process, policies, and team. Define standards for instance management Similar to architectural guidelines, support Now Platform implementation by developing and communicating processes for instance management, including: • Managing security controls such as access management • Managing performance and operations to include guidance for IT infrastructure and help desk staff • Defining and overseeing SLAs and OLAs with business stakeholders 19 © 2021 ServiceNow, Inc. All rights reserved. ServiceNow, the ServiceNow logo, Now, Now Platform, and other ServiceNow marks are trademarks and/or registered trademarks of ServiceNow, Inc. in the United States and/or other countries. Other company and product names may be trademarks of the respective companies with which they are associated.

As with the CMDB, guide your investment in the right resources for instance management by an explicit set of objectives (and the value you want to see) for implementation and by the level of oversight and effort required to support those objectives. Investing in the right foundations 3 Two examples Company A is attempting to pursue service mapping to improve incident resolution without establishing the right technology and data foundations. Top-down service mapping, without appropriate investments in CMDB and discovery can result in service mapping that does not necessarily improve resolution. Additional investment in these areas might be costly, so decision-makers should take care to ensure that the ROI potential is worth the investment (relative to investment in other capabilities). Company B has a goal of cost reduction, which it hopes to pursue through continued automation of service desk activities. But it’s underinvested in CMDB capabilities, which has caused the return on additional automation investments to be limited in terms of reducing outages or improving its mean time to resolve incidents, many of which require L2 or L3 support staff. After additional analysis, decision-makers determine that the company needs to upgrade its CMDB to improve cost efficiencies4this requires reducing the amount of support needed from L2 and L3 support staff. 20 © 2021 ServiceNow, Inc. All rights reserved. ServiceNow, the ServiceNow logo, Now, Now Platform, and other ServiceNow marks are trademarks and/or registered trademarks of ServiceNow, Inc. in the United States and/or other countries. Other company and product names may be trademarks of the respective companies with which they are associated.

The takeaway Successful ServiceNow implementations are supported with a clear articulation of the expected business value and business objectives they help realize. They are built on strong process, data, and technology foundations that enable future expansions and adoption of the Now Platform. What does

Appendix The tables below provide additional phase paths that cascade from specific business outcomes to Now Platform capabilities. Business Outcome: Modernize IT service management IMPLEMENTATION PLAN ACTIONS TO REALIZE VALUE SERVICENOW Value Metrics CAPABILITIES BY PHASE OF IMPLEMENTATION Phase 1 3 Modernize • Incident management • Reduction in 1. Simplify your current approach: • Change management incidents caused • Define your current baseline and expected outcomes • Configuration (CMDB) by changes for IT service management. management • Reduction in • Roadmap your migration strategy from your current • SLA management number of touch process and toolset(s) to the Now Platform. • Reporting points to manage • Assess the quality and scope of your current • Knowledge incidents or configuration data. management requests • Determine your operational reporting requirements. • Notification • Improved delivery • Identify your highest-value and most common ITSM management of requests requests. • Business rule • Identify the

Business Outcome: Take control of applications, projects, and financials IMPLEMENTATION PLAN ACTIONS TO REALIZE VALUE SERVICENOW Value Metrics CAPABILITIES BY PHASE OF IMPLEMENTATION Phase 1 3 Modernize • Incident management • Reduction/ 1. Collect and inventory all applications, demand, and • Change management rationalization of projects: • Configuration (CMDB) applications under • Define attributes related to cost, ROI, and relevance to management management business capabilities and/or objectives. • SLA management • Reduction in • Categorize inventories in business-relevant terms. • Reporting demand cycle 2. Align with the voice of the customer through ideation and • Performance analytics time price models: • Request fulfillment • Reduced cycle • Use price models to determine cost/value breakeven • Service portal time for across applications and projects. • Demand management budget/project • Use voice of customer exercises to understand demand • Financial management portfolio planning in terms of

Business Outcome: Eliminate service outages IMPLEMENTATION PLAN ACTIONS TO REALIZE VALUE SERVICENOW CAPABILITIES Value Metrics BY PHASE OF IMPLEMENTATION Phase 1 3 Modernize • Problem management • Reduction in 1. Define critical services: • Change management incidents related • Define your current service portfolio/taxonomy. • Configuration (CMDB) to changes • Define SLA commitments for top applications. management • Reduction in • Define the current scope of your CMDB. • Discovery change planning • Prioritize critical applications for service mapping. • Service mapping time 2. Discover data availability: • Reporting • Decrease in • Populate CMDB as needed to include reconciliation • Knowledge incidents and normalization of configuration items. management • Decrease in • Define processes and controls to update the CMDB. • Collaboration outage MTTR • Map critical services in the CMDB • Notification Decrease in major management outages • On-call management • Workflow management Phase 2 3 Transform • Event management 1. Consume service monitoring data: • Service portal • Create connections to third-party monitoring tools. • Mobile • Ingest metrics and events and map them to • Performance analytics configuration items and services. 2. Measure service health and react: • Build service health dashboards, using

Business Outcome: Resolve real security threats fast IMPLEMENTATION PLAN ACTIONS TO SERVICENOW CAPABILITIES BY PHASE Value Metrics REALIZE VALUE OF IMPLEMENTATION Phase 1 3 Modernize • SLA management • Decrease in time to 1. Build the inventory: • Configuration (CMDB) management prioritize and resolve • Inventory authorized devices and • Event management incidents software. • Knowledge management • Reduction in backlog of • Identify services needing protection. • Workflow management security incidents and • Inventory security controls, • Business rules management vulnerabilities enforcement technologies, response • Security incident response • Reduction of business risk playbooks, and orchestration • Vulnerability response through visibility into endpoints. • Service portal critical services 2. Connect security workflows: • Request management • Reduced time spent on • Connect security alert sources. enrichment tasks through • Connect vulnerability scanner automation and threat information. intelligence • Connect asset discovery mechanisms. • Connect email distributions and notifications. • Connect additional threat information sources, scanners, and feeds. • Connect orchestration endpoints. Phase 2 3 Transform • Incident management 1. Configure security operations: • Problem management • Define role-based access. • Change management • Configure security incident and • Performance analytics vulnerability workflows. • Threat intelligence • Configure threat intelligence sources. • Discovery • Develop business criticality and risk • Service mapping calculators. • Collaboration • Build SLAs, dashboards, and reports. • Notification management 2. Launch new security workflows: • Publish security request catalog. • Develop standard post-incident assessments. • Standardize threat intelligence collection. • Establish automated security incident and vulnerability responses. 25 © 2021 ServiceNow, Inc. All rights reserved. ServiceNow, the ServiceNow logo, Now, Now Platform, and other ServiceNow marks are trademarks and/or registered trademarks of ServiceNow, Inc. in the United States and/or other countries. Other company and product names may be trademarks of the respective companies with which they are associated.

Business Outcome: Consumerize the employee service experience IMPLEMENTATION PLAN ACTIONS TO SERVICENOW CAPABILITIES BY PHASE Value Metrics REALIZE VALUE OF IMPLEMENTATION Phase 1 3 Modernize • HR management • Decrease in case resolution 1. Develop and design the service to be • Reporting times provided: • Knowledge management • Improvements in employee • Identify the new service to be • Workflow management satisfaction provided. • Service portal • Decreased cycle time in • Identify the manager and consumer request process personas involved in the process to • Request management • Increased adoption of administer the service. self-service • Identify required approvals. • Identify desired user experience. 2. Identify HR services: • Identify relevant existing HR services. • Develop supporting HR life event services as needed. • Assign user criteria to services. • Develop appropriate security models. Phase 2 3 Transform • Collaboration 1. Identify other services outside of HR: • Notification management • Identify IT, facilities, legal, finance, • Performance analytics and other services needed to make • Service catalog the new service work. • Mobile • Define cross-departmental SLAs. • Assign a knowledge base manager and content subject matter experts. 2. Create lifecycle service: • Create your new HR service, pulling in relevant HR and other services as needed. • Assign tasks and cases as appropriate. • Define escalations. 26 © 2021 ServiceNow, Inc. All rights reserved. ServiceNow, the ServiceNow logo, Now, Now Platform, and other ServiceNow marks are trademarks and/or registered trademarks of ServiceNow, Inc. in the United States and/or other countries. Other company and product names may be trademarks of the respective companies with which they are associated.

Business Outcome: Resolve customer issues fast IMPLEMENTATION PLAN ACTIONS TO REALIZE VALUE SERVICENOW Value Metrics CAPABILITIES BY PHASE OF IMPLEMENTATION Phase 1 3 Modernize • Customer service • Increase in cases 1. Engage customers: management deflected through • Define expected customer outcomes and your current • SLA management knowledge baseline. • Knowledge • Reduced time • Offer customers self-service via service portal. management spent resolving • Build a customer knowledge base. • Workflow management cases • Develop a migration strategy for your current tools and • Collaboration • Improved first call process. • Service portal resolution • Design a case management process flow. • Reporting • Reduced average 2. Streamline customer interactions: case handling time • Consolidate systems. • Improved • Develop a master data management and integration customer and strategy. agent satisfaction • Develop case management workflow/skill-based • Improved NPS routing to customer service agents. • Improved • Build an agent knowledge base. customer retention • Develop survey capabilities for customer feedback • Reduction in and/or NPS. customer effort • Migrate or integrate case history. Phase 2 3 Transform • Incident management 1. Connect Customer Service Capabilities. • Change management • Deploy additional support channels. • Problem management • Expand the service catalog. • Configuration (CMDB) • Understand management analytics requirements and management build management/executive dashboards. • Field services • Review and develop health checks for your system management configuration. • Performance analytics 2. Build collaboration across customer service: • Service catalog • Identify process touch points with IT and other parts of • Mobile the enterprise. • Request management • Extend customer support through field service. • Notification • Use incident, problem, and change management to management resolve customer issues permanently. • Open frame • Optimize knowledge bases and expand to communities. 27 © 2021 ServiceNow, Inc. All rights reserved. ServiceNow, the ServiceNow logo, Now, Now Platform, and other ServiceNow marks are trademarks and/or registered trademarks of ServiceNow, Inc. in the United States and/or other countries. Other company and product names may be trademarks of the respective companies with which they are associated.

Business Outcome: Optimize performance with real-time analytics IMPLEMENTATION PLAN ACTIONS TO REALIZE VALUE SERVICENOW Value Metrics CAPABILITIES BY PHASE OF IMPLEMENTATION Phase 1 3 Modernize • Incident management • Reduction in 1. Define the analytics roadmap: • Problem management number of • Define data quality standards. • Change management reporting tools • Assess reporting process integrity. • Configuration (CMDB) • Improvements in • Assess stakeholder confidence in current reporting. management data accuracy • Assess stakeholder cultural acceptance of analytics- • Release management • Improvements in driven decision-making. • Asset management employee • SLA management productivity • Service portal • Improvements in 2. Establish a baseline for analytics-driven improvement: • Request management operational • Define current state of service performance. • Reporting efficiency for • Visualize metrics. • Performance analytics services • Incorporate and run meetings around performance • Knowledge analytics. management • Prioritize work based on analytics. • Workflow management • Business Rules Management • Collaboration • Notification management • On-call management • Time tracking management • Open frame Phase 2 3 Transform • HR management 1. Improve performance with analytics: • Facilities management • Review service performance and set optimization • Customer service targets. management • Define plans to address performance gaps. • Discovery • Use analytics to align stakeholders and report on • Event management progress towards optimization targets. • Service mapping 2. Refine analytics: • Orchestration • Assess effectiveness of KPIs in guiding optimization. • Cloud management • Adjust metrics and visualizations. • Vendor management • Calibrate optimization targets based on assessment. • Security incident response • Vulnerability response • Threat intelligence • Service catalog 28 © 2021 ServiceNow, Inc. All rights reserved. ServiceNow, the ServiceNow logo, Now, Now Platform, and other ServiceNow marks are trademarks and/or registered trademarks of ServiceNow, Inc. in the United States and/or other countries. Other company and product names may be trademarks of the respective companies with which they are associated.

Five implementation success factors The below five success factors can increase your implementation success: Success Factor 1 3 Clearly define and prioritize your short- and long-term ROI goals and match them with your implementation priorities. Before implementation, use the business case and capability roadmaps to define and rank ® the business value you expect from your Now Platform implementation. Be sure to look at both initial deployment and growth opportunities. Success Factor 2 3 Make sure you have a foundational configuration management database (CMDB) model, as well as processes for CMDB development and maintenance. To achieve the potential of the Now Platform capabilities, you need effective configuration management. Put baseline capabilities in place for CMDB modeling and maintenance. Start with a simple or bounded set of configuration items (CIs), and expand these as capabilities mature. Success Factor 3 3 Identify and capture quick win opportunities to drive early adoption momentum. For example, request fulfillment, incident management, and a service catalog provide high- visibility, low-cost opportunities to quickly engage a large base of users in requirements development, acceptance testing, and usage. Successful engagement will help you build momentum for the rollout and consumption of additional capabilities. Success Factor 4 3 Don’t wait to build effective governance, training, and organizational change management. Implementation efforts often prioritize technical activities over management activities that can actually provide greater value. Ideally, the start of a ServiceNow journey should include resources and executive support for developing a governance operating model, training and skill development, and organizational change management. Success Factor 5 3 Revisit the service strategy frequently and avoid repeating patterns that limit future opportunity. Don’t limit ROI potential assessment to the initial Now Platform deployment. Adoption growth will likely uncover new opportunities and priorities, especially beyond IT. Avoid making pervasive decisions based on individual focus areas in the initial implementation, and you’ll have more opportunities to extend the Now Platform to new functions and use cases. Now Platform leads and sponsors should regularly engage with business stakeholders to identify new opportunities to improve enterprise service value. 29 © 2021 ServiceNow, Inc. All rights reserved. ServiceNow, the ServiceNow logo, Now, Now Platform, and other ServiceNow marks are trademarks and/or registered trademarks of ServiceNow, Inc. in the United States and/or other countries. Other company and product names may be trademarks of the respective companies with which they are associated.