Welcome to our service now uh demand management session and in this session we are going to learn about how you can start your demand management Journey uh which is part of the SPM before we kick off a quick housekeeping rule please make use of a Q&A window to ask your question and you can see uh bottom of your screen so during the session any questions feel free to put uh in the Q&A we have several experts available along with me uh and I will introduce shortly uh to answer your questions there this session is going to be recorded and we will also let you know the location normally it is going to be available on the Community page but to have the access to the exact location we will share as part of uh the chat which is going to happen uh so please uh anytime if you feel like you are not going to have something no you will have all the content which we are going to share along with the recording and then finally we hope you are able to take a short survey at the end of the today's presentation today's session is part of our uh live on service now which is a curated event series to connect you with all the service now experts we have uh who can help you deploy your products and achieve the value faster so we hope you join us again at another webinar or Meetup uh you can see the schedule by scanning the QR code or using the link in the chat which again we will be sharing uh during the session itself as with uh the presentation we will go ahead we need to inform our audience of the uh Safe Harbor notice for all the forward looking statement this presentation may contain the forward-looking statements that are based on our beliefs and the assumptions and on information which is currently available to us only as on the day of this presentation with that let me quickly introduce uh myself and my colleague I'm Shian agrawal part of a product success team with service now one and a half year overall having uh 16 plus years of experience uh and based out of Bangalore I also have Mark and EML where they're also going to introduce quickly Mark please yeah hi everybody Mark Casto um uh I'm up here to Shan and I cover uh many of the US companies uh been here service now that going on six years hey guys uh my name is AML Shakra I'm on the product management for SPM and I'm based out in San Diego and uh with service now for 12 years thanks for being here thank you thanks Mark thanks ml with that uh before we get into the Devils detail I would say let's have a quick poll just to understand where you guys are in your demand management Journey let me quickly launch a poll for you and I request you to please participate participation is quite low at moment but I hope it is going to increase good numbers are increasing which is good I see around 14144 folks as an audience okay halfway through create I'll give 10 more seconds before we end the poll [Music] okay good great participation thank you for answering let me quickly uh share the details just to let you know where we are or what uh people in the meeting uh uh what is the state so I think most of the folks are around the process with the multiple tools and the low maturity so for sure this session we are expecting to help you a lot to get started with your journey and good to see the 29% who are already making use of the remand management so I think good number where we feel it is going to be really helpful perfect let's move on Mark I think people here are interested to know how the overall demand management looks like how it fits in in the overall SPM or in the end to end life cycle would you like to walk us through with that absolutely thank you schan so from the product name I think you get we're all about strategic planning and one of the key areas of strategic planning is intake of Investments and works uh so uh next if you click again is animated so part of our strategic planning flow is the establishment of okrs we call them goals and targets but it's really objectives and key results and defining your road map from a goal and objective point of view then using um different means of feeds into a centralized demand you can understand what aligns what doesn't align what has more value for the company as far as investment cost resourcing and Alignment to your strategic objectives it almost sounds simple it's it's not simple in action but that's the point of it is anything that you do should be aligned to the the goals and the and the targets of of your Enterprise once you've approved the demand execution occurs execution can happen however you want it we support execution agile traditional project hybrid project in agile scaled agile Etc so there's a lot of different options when it comes to it next slide please so what are we doing we're delivering all of us all of us at our respective companies we're delivering value to customers how do we do that so this is this is what we call the endtoend visibility um keep clicking if you would so as we mentioned while you know on the previous slide we establish our strategic road map and there's different mechanisms that feed into it the but ideally the executive staff the leaders of the company they establish what our goals our okrs are we Define our funding and all of this ends up in demand next click there's a lot of different ways into demand you see one is Enterprise architecture one of the things that we could say is Enterprise architecture is effectively its's conduit strategically into the work and the things that we want to do in EA we create a business case to do upgrades to improve capabilities those kinds of things but we also have General ideation from customers and and employees we have if you are a product oriented company we actually have a formal system for doing product feedback that's a very important variant on what you might call ideation It all becomes a demand so that you can see and understand across the breadth of all work and investment that's being requested you can understand how it all aligns and how you achieving and working towards your end goals demand feeds into prioritization continuous delivery and then here you see on the right hand side you see execution how do you execute once we deliver and it's running we have two runs so it's it's the plan build run um Continuum if you will so instant problem devot release all of these things in it service management and operations run it and then finally next click we get feedback we find out things we learn things we have the next version of our product the next version of our release and the Machine goes round and round what we're talking about today is this concept of demand a business case to make an investment could be great or small depends upon the processes of your company and that's one of the things we want you to understand today is you may run everything through demand or maybe you only run the big stuff through demand your degree of visibility is is really governed by how much you put through that pipeline so you can understand what's happening who wants to do it how does it align to what we're doing next please so why a demand process visibility if is probably the best way to term it you want to understand what are we doing where are we spending our money where are we spending our efforts are all of those efforts pulling in the same direction to make the company better and better serve our customers it delivers guard rails and standards you can make good decisions because you got you understand everything else that is going on alignment we' talked about alignment to business objectives and to goals but also alignment across maybe products or across teams um ensure that the team teams have the capacity and also as you start this machine think of it as as as as a machine that's processing the work and the Investments you want to make you develop efficiencies and velocity so the point is really comes back to visibility I see what's going on I know what we're planning now and out into the future maybe even three or four years and I understand understand where we need to invest where we need to maybe hire contractors or hire new people we need to expand or we need to contract I have visibility I can make good decisions that's what it's all about next so demand as I mentioned think of it as building a business case for Planned work now unplanned work happens all the time we recognize that in fact the biggest facility in service now is itsm instant and change and all these things keeping the lights on if you will that is that is still there and even that could feed through demand it's not common but the possibility is there if you needed to make a decision and said no this is not an investment this is something that needs to go to change so there are there are some possibilities again we're a Swiss army knife we try to make it flexible to accommodate how you work how your company works but what we're doing here the key things we're understanding the requirements we're understanding timelines it's all rough order magnitude because this is just a business case we're understanding rough order magnitude financials resources and most importantly strategic alignment we can then analyze and compare prioritize and understand where we're going with this stuff so we're doing the right things now and in the future next summary it's just this is one place again it's about visibility if you have things distributed all over the place you have no idea what's going on the left hand doesn't know what the right hand is doing so working together that's what this thing is all about Ure teams are align funding is line capacity agility is one of the benef benefits you shift from funding and resource to running and growing the business and you can scale next so some of the challenges that we see are disperate disconnected sources I think everybody can get that if you're doing a little bit over here and you're doing a little bit over there and nobody's talking you don't have a big picture you don't understand who's doing what you may duplicate efforts you're going to waste time and money money um demand not aligned to strategy go and goals in fact all work this is this is something that's just crucial to the whole product Suite if you're not aligning to your business strategies and goals you're quite likely wasting your time you you may be doing something valuable for one little constituency but it's not valuable to the overall you want to be able to see that I know it so you want again here's visibility again and then finally the businesses we're all under pressure to deliver value visibility is crucial next now uh Shan could you talk about the process and the key functionality of how we do this thing we call demand sure thank you thank you so much Mark for setting up the stage I would say and giving the overview of the demand process so let's first before we get into more on the demand I think the key point to understand who are the people who can be benefited out of it and where do they sit what are all the things they do so here uh we are going to focus more on identifying the key roles and the personas within the demand management process understanding these roles uh is crucial uh for ensuring that the process runs smoothly and efficiently so uh starting with the process owner these are this is a group of people responsible for the demand process itself and provides guidance and maintains the Integrity of the process demand manager responsible for marshalling their assigned demands and ensures that demands are accurately assessed and prioritized when we talk about the business user all the request it can be anyone who identifies and describes the need and provides a detailed information about it so the demand manager can take it forward then we also have the stakeholders or the smmes who uh provides the insight and the feedback on the demand and we will also see how they help us in prioritizing the demand because the feedback is something which is pretty much important for the prioritization as the brm the business relationship managers they act as a life between the business and the service provider moving on the key thing it is the very high level life cycle of a demand and understanding this life cycle is crucial for managing demands uh effectively from intake to execution because a well- defined demand intake life cycle ensures that demands are managed efficiently and effectively it provides a structured approach to evaluating prioritizing and executing the demands the process begins with the completion of the demand intake uh for uh what we capture as the essential details about the demand followed by uh the demand manager when it a person gets assigned basically in the submitted place and once the form is complete a demanded manager is going to be assigned to over see the demand and responsible for uh looking into the details as throughout the process by making sure the right set of information is being made available next step uh involves assessing that scope the resources the viability of the demand and then getting them assessed by the stakeholders to ensure that the demand is feasible and aligns with the organizational goals the demand is then reviewed in the regular committee meetings uh involving the key stakeholders who evaluate and prioritize the demand once all these things gets complete then finally they decide if they want to go ahead with the investment or no go or no go decision go means they are going to approve no good they are going to reject once approved the demand moves to the execution phase resources are updated and the demand is converted into the execution record when I make a make use of a word word execution it can be a project enhancement story basically anything it all depends what is our process for which we are making use of the demand moving on so this is how the uh different phases of the demands what we have the five key phases the draft submitted screening qualified and approved we also call the in a different form sometimes we make use of the word drafting a demand then the demand intake as part of a screening in general word screening is nothing how we are going to enhance the demand demand where we are going to collect more information assessing the demand which is nothing what we call as a qualifying the demand and then the approving of the demand I'm not focusing on this slide much because we do have the detailed uh slide on each of the states uh of the demand so this is how the overall process looks like the whole end to end process and if I quickly open my loser here you go so it starts with the requester any requester who has some kind of need some kind of requirement they are expected to create a demand once demand is in place we uh assume the right set of information which is required to process the demand further that is where the demand manager is going to get assigned and demand manager is going to enhance the demand enhance the demand means nothing it's more of making sure the right set of information is available to take it further if not they can have the back and forth communication with the request to together more detail once everything is available they take it forward with the stakeholders where they are going to assist the demand when we talk about the assessment is more okay what kind of requirements we have what kind of value it is going to generate versus the Investments we are going to make the kind of Roi we can expect out of it or the benefits depending on all these key factors they decide either they want to go ahead or again the go and the no go if they uh say approve depending on what kind of execution process it is going to follow we have the change request the agile one where you can have your epics features or the safe one you want to convert it to a defect or the enhancement or you want to run as a full project which is nothing more going to be a bigger piece to be deployed let's move to the different phases of the demand life cycle and I will start with the draft one so when we talk about drafting a demand basically we are focusing on how best we can intake so to get the demand there are many options idea is one of the options you can have the catalog items you have the product feedback which is a new feature available in the strategic planning workspace you can make use of that as well uh to take the demand one thing as a best practice whenever you are deciding on the intake process please consider the kind of audience you have in your organization the kind of folks you actually want to so you can control the intake process uh from your audience otherwise if you keep multiple options not a best practice in the market so always have one or two different options might be it can be a catalog it can be the idea portal it can be a product feedback or it can be a direct creation of a demand just follow the best practice by limiting it by understanding the kind of audience you have in your organization if I talk little bit more about the product feedback because it's a new feature within the spw so feedback think it in a way you are running your products or the business application from where you are getting regular feedback so product feedback enables you to uh take the feedback from different places from different sources combining them and putting them as a product idea please do not uh get confus with the product idea and the idea portal these are two different things product idea can be a combination of multiple feedbacks right once you have the product idea you go through it you like it you see okay at a very high level it seems to be a good idea let's take it forward then you do have an option from the strategic planning workspace to convert it to uh the demand I'm only focusing on the demand because this is what we are talking today moving on as assuming I got the request I have the information very high level from the requester and when the demand is in the submitted state that is where the demand manager uh is going to be assigned to the demand so in the submitted State at a high level demand manager makes sure if the demand is accurate what it means when I say accurate uh it means do we have the right business case the information about performing the demand not performing the demand benefits out of it what we can get or not if the information is not available as I mentioned earlier they may have the back and forth uh communication with the requester to gather the required information which helps them taking the demand forward then the stakeholders stakeholders are something as out of the box functionality once you know the demand is part of which portfolio the group of stakeholders were already part of the portfolio it can be automated and automatically populates the stakeholder uh related list is what we call or the section uh which later is going to be useful at the time of assessing the demand resources and the costing so demand manager once he's clear with the requirement he uh goes ahead and understand what kind of resources at a high level I need the kind of cost it may occur in the future depending on the requirements depending on the scope again very high level we are not seeing it's going to be too detailed if the information is available to that level yes it can be the detailed one but at least we should have the high level and that is where we will understand how much money this specific piece is going to cost us versus we can do uh the assessment in terms of the value what we will be getting out of it moving on the screening once we have all the information it moves to the uh screening phase out of the box we do have the option where when the demand is moved to the screen meaning there is a assessment which is going to be triggered to all the stakeholders and those stakeholders are going to do the assessments as part of their assessment we have the different ways to do the things we can understand the risk uh the value the score the sizing how how big the demand is so two ways you can make use of the automated way of doing the thing if no you we do still have the option to put the manual value sometimes it happens or some of our customers they would like to have the open discussion not dependent on the assessment and as part of a a room discussion they would like to pick up the things okay how much it is going to cost what kind of a score the risk the value and all this stuff so in the screening this is what we highlight and why it is important it actually helps our stakeholders to make sure once we have the right weightage to demand as part of the scoring as part of the assessment it helps them prioritizing the demand because in one system you may not have one or two demands you might be having number of Demands right and to do that that is where the qualified State comes into play clear understanding of our internal and the external customers uh need is uh critical to invest our resources in the right work uh in today's word intake of business request is generally dispersed across email pings Excel worksheets and the various web forms of the surface created by the teams for the specific purpose without consolidating these demands decision maker cannot confidently prioritize what matters a lot and that is where the assessments come into play because from there you will generate some extra set of information and that is where SPM is going to help you create a single front door for all the demands creating the shared visibility and allowing teams to evaluate and compare the competing needs to prioritize what matters the most and all these circles what you were seeing these uh the size of the demand the risk the value score all this stuff which will help you at the end prioritizing it last but not the least as we talk about once we have all the information what we are going to do the go and the no-o decision once know it's a go then it gets into more in the execution form uh all the risks issues decisions resources costing whatever you have identified youing the demand phase don't worry it is not going to be uh the loss for you it is going to actually migrate it to the next entity so for example if you are selecting the next execution phase as a project all these things are going to be moved to the project from the demand with that I think time to experience the real screens the real demo and Mark I hope you are ready for that yeah thank you sh share sure okay you should see my screen hopefully I'm going to refresh here so we have it clean I'm going to start from just one of the many possibilities for intake this is just a standard uh old ui6 form uh but there's when we work with customers we see catalog items we see we mention product feedback so there's all kinds of avenues to demand this is just one of them and it's simple it'll help us get through so I'm going to do a new HR portal and I want to you know I want to I'm in a hurry I want to start now so I'm going to pick a date so I want to get started you know first of next month um I wanted to run out I think it's probably going to take us about a year to get it built so I'm going to set this up um you'll see similar demands what this is this is using a simple uh machine machine learning capability if you have the pro version of SPM it can look for cases where somebody's asked for the same thing and perhaps suggest that this has already been requested it uses the name and the description to do that so in this case I'm going to leave it like it is um details I'm going to add a portfolio since it's HR I'm going to pick the HR I don't have a program but if you use programs in your practice programs being a grouping of projects and demands I could add it to a program in this case I'm not going to I have various other metadata such as investment class run or change investment type cost reduction end user experience legal and and and Regulatory here I'm going to pick end user experience by the way up here in the categories when I pick project that's kind of the default but with SPN Pro I have all kinds of outcomes including nothing um this is often used for customers that will take the demand and move execution into something like jira or Azure devops um so there's all kinds of possibilities here um as you see agile Etc um under operational here's that change a defect so we're going to leave it at strategic and project so I can assign the department that is building this or the business unit I have a choice business unit departments are children of business units so these two are slaved together since I'm going to Target a project I could go ahead and specify who is going to be my project manager if there are other impacted business units cuz quite often you're going to build something but it impacts others capabilities impacted business applications again this is about what is this for what are we working on and here I'm going to make Paul the uh demand manager as well and is this Opex or capex so I'm going to say this is capex we're spending new money to make our lives better I could add collaborators now I can specify the business case I'm not going to go very far in this but this is where in a rich text format I can specify what it is we want to do so I can show the business case risk of Performing risk of not enablers barriers scope out of scope pretty important when it comes to projects and assumptions that I'm making so and then remember we talked about our goals so here I can pick a primary goal which would then in turn align to um our strategic priorities so now I have alignment of what we're doing with this so at this point I don't know the financials I hav it's not time for an assessment if you remember from the process this is just I'm the requestor right now I've got the requestor Hat on so now what I'm going to do is save this now we have new capabilities here that are going to show up all kinds of things uh remember we mentioned stakeholders so because I picked the HR portfolio I get three standard stakeholders some are recipient uh assessment recipients others uh at least one of them is not are they approvers what is their role in function I have requirements risk issues decisions actions I can manage this thing just like front end of you the as you would in a project cost plans I can Define costs so a couple of places that costs come in is if I Define a resource for example I do a resource assignment I'm going to say you know what I need some Architects so I'm going to pick the group Architects and I need I'm going to do it in hours I think I need about 200 hours of architect help and it's spanning across the whole um the whole project remember this is not really a project this is just me asking for it but this in this case I'm wearing a brm or maybe a demand manager hat uh working with the requester but now we're doing planning we're we're filling out the demands so now I've got some resource that I've asked for um if I generate I'm going to generate my labor cost based off that resource request and while it's doing that there we go took a moment for it to do that we will see some cost plans show up here in a moment um we've talked about this so now financials and see now we have the cost plans I have to refresh so we see it down here but we have cost $40,000 we said that this was capex so it's Capital expense I could add other cost plans estimates maybe I need new material new software new license Etc I can capture that I can also do monetary and non-monetary benefits this is what am I going to get out of it this is important to understand so that I can say you know what we want to invest this amount but in the end we think we're going to get that much out of it um in the end so that that's the kind of things that we want to do so now we have our our benefits so I'll throw a monetary benefit in here and it could be all set so think of it you might get your benefit during the project probably not maybe it's after the project you can you can determine so after the end date offset is let's say one month soon as we deliver duration is 12 months so now see it determined how long we're going to get our benefits and the benefits I'm going to say is 250k so I'm building out my my benefits um I can assign budgets other sorts of things as I've built this out I assign resources I do requirements I address risks I can use demand tasks this is a very cap uh powerful capability here I can assign tasks to other SNES to go do something for me like do the resourcing that sort of thing we have customers that do quite a few different things here there's some some basic things initial review resource estimate cost estimate benefit what we will see is quite often they'll expand upon this uh requirements development that sort of thing so as you built out that demand it's now time to submit I've submitted the demand and basically basally I was doing all that in draft I actually should have been in submitted I kind of skipped the process U but now I've got the demand built out where it's ready for our stakeholders and ourmes to take a look so now I'm going to screen so what has happened I actually now have assessments that have been assigned to these stakeholders so both G and Gracie um have been asked to do an assessment I'm going to impersonate real quick so now I'm I'm impersonating Garf I'll come in here and I will go to assessments and surveys and I see I have a demand assessment so this is just asking for a range of values is this related to corporate initiative so I could say five will it increase job efficiencies eight it's a new portal for employees does it increase process uh consistency in optimization yes I believe it will will we gain a competitive Advantage yeah a little bit what about risk so um is there time delays yeah that one's kind of bad there might be a time delay we're always competing for resources does it fulfill compliance in regulatory not really uh does it require additional infrastructure yes I believe so does it contain significant dependencies not that much so now I've done this I've completed the assessment I'm now going to go and uh impersonate Gracie same thing I'm just going to keep it simp thighs all the way so what has happened is those two assessments are averaged together to generate a risk and business value score other things are included um the T-shirt size the cost so it's not just what we filled in in the assessment hand excuse me you see that we moveed to qualified now I completed the assessments screening is done I automatically went into qualified this is the point in time where the demand manager as the uh Governor or the the um nursea for this demand it's their job to take it to the executive committee to make a decision do we go do we approve what do we do with this um you see the assessment data was was completed here at this point we can use other tools in demand such as the demand workbench where we can see demands in a bubble chart so now now we see how these demands stack up so if I filter on the list down here I I liit what we're what we're doing here so here's my new HR portal it's not really stacking up against the other ones I you know I guess I should have been more aggressive with it um but if I if I decide I could go ahead and create a project I can go back to it and and defend it and and once it's agreed that we're approve we approve it I can go ahead and approve it and create a project and we're off and running so that is by no means everything but hopefully you get a feel for a quick overview uh one other thing I do want to show because there was a question asked how do you collaborate we have collaboration built in here work notes watch list work notes list this is kind of the old school old school collaboration but now with sis there's also other mechanisms that allow you to collaborate on this record with with members of your team so that's it for my demo uh Amel can you share with us uh resources that we have to help our customers succeed in their demand efforts thank you Mark uh I absolutely can let me go ahead and let me know are you seeing what slide or nothing yet nothing yet all right how about now we got it thank you perfect all right guys so uh thanks for that demo uh Mark uh I I'm really excited to talk to you guys today about how we can set your teams up for Success during your implementation and deployment I know these phases might feel like a lot to navigate and uh sometimes it helps by focusing on some of the leading practices and it really helps to endure that en ensure that successful Journey some of the key areas uh one being process ownership uh this is one of the most important things to consider is having a clear process with a dedicated owner so it helps if everyone if we have this person um you know to help us stay aligned and focus on the right outcomes uh and really having uh someone guiding that way and making sure everything is smooth um the next uh key area is how we work right ways of working and one of the recommendations is use outof thebox functionality as much as possible it's often the most simplest and effective way to meet your goals and of of course if you do need to uh customize think about it carefully uh we want to ensure that any changes are are truly valuable and worth the investment uh and really this is uh to help with any of the upgrades right so the more customizations that you do have it's harder to sort of upgrade um so uh not to say we can't uh but think about that right so as much as possible stay out of the box uh functionality and then uh the last is really keeping things simple right our state model optimization so using the default State model is a great way to start and it really helps to reduce costs and complexity so we can focus on the things that matter and so the at the very least the start simple um you know start small and manageable uh a single project schedule and focusing on one resource type at first might make it easier to track progress uh then as as more teams get comfortable and see success you'll be able to gradually expand and scale which is going to allow for a much smoother transition and now that we've covered the foundations of the uh implementation let's talk a little bit about how we can ensure the path to success and that it's backed up by the right expertise and strong Network um we're fortunate to have an incredible expert services team that brings exclusive insights and best practices to guide you with the experience from hundreds of successful implementation we ensure your approach is always aligned with your business goals and it keeps things value driven every step of the way but we also have uh a benefit of a Global Network of Business and Technology experts through our trusted partner ecosystem and these Partnerships bring industry experience pre solutions that really help accelerate your journey and ensure that your platform evolves as your business grows and with our code delivery strategy you'll have the best of both worlds so that deep platform knowledge combined with our partners expertise which helps ensure a seamless execution and uh that technical Excellence ultimately realizing that business value and as we continue to explore how how to ensure that success I want to highlight something important and and that's really building the capabilities of your own team right and so if your organization is looking to scale up uh the implementation team we've got a wealth of resources designed to empower them and I highly recommend leveraging our now learning portal uh we have a great content it's a fantastic tool to help your teams uh build their skills learn how to use and configure our Solutions and get up to speed quickly um next with our now create methodology uh your teams are able to deliver the SPM Solutions just like our own experts do and uh we have this methodology that provides structure to everyone um and make sure make sure that there's alignment and working in the same manner which is driving that consistent and successful results and of course there's our vibrant SPM Community uh we have a product Hub page on our community this is where we can connect you can connect with others we can share experiences and find creative ways and different solutions uh that are fully supported by our SPM capabilities be sure to check out our snugs and yes I'm putting air quotes up there there so if you haven't heard our snugs that stands for service now user groups and we are in a city near you and uh we encourage you to take part in our user groups we have uh great events that help you meet other folks uh in the industry and uh our experts as well as um uh key key partners and then uh last but not least don't forget to subscribe to the SPM product Hub page p uh for the latest updates so now just as important as having uh sort of a properly configured solution and knowing where to go for some of the resource uh I want to sort of talk a little bit about ensuring that your organization is prepared for change in ways of working and to support this uh we offer valuable guidance in building your organizational change management plan so ocm um and and really helping you craft a business case that's value driven and and helps uh to position uh that executive alignment and support um we also provide a uh templates to efficiently communicate those changes through your organization and this really helps make the transition smoother and to ensure you're always on track we have our now value methodology and this is a way to help you measure progress and be able to align uh your efforts to the goals and helping you stay focused on on what's matters um and so you know thinking in that uh breath is is you know preparing for the change right A Change uh uh can be hard it's it can be challenging but again uh keeping it simple and helping to uh structure those those right communication plans and and ensuring the organization is prepared for the change and with that said I know this is probably a lot but you're you know for those wondering well how do I build an ocm communication plan um you know I want to touch briefly on how service now recommends building one uh primarily this plan should um you know Define what it is and its role in driving the change what it should include to make sure that it's clear and it's consistent in its messaging um identify who needs to be involved to make sure the right people are aligned and of course what good looks like right so that you can measure the impact and success of of your Communications and as you think about and develop your plan you know we have to just be mindful of our audience different personas are going to be affected in different ways by the change so ensuring the messaging speaks directly to their purpose and highlights how important their role is in the success of of transformation and now that we're uh sort of covered uh with organizational change I want to highlight that we highly recommend taking the next steps to prepare your journey um through our SPM Solutions and so we've listed here and again we'll share this deck we will have the recording on our community Hub page uh so so that's where that's where you'll find this information in a couple days um but you can surely check them out now be sure to uh you know look at all the helpful resources and links that we're provided including the SPM Community our Learning Materials all of the tools to really help guide your journey uh and really help uh fully equip you with with that smooth successful uh implementation uh I have more I'm excited to also share uh which last but not least at all um we have and I don't want you to miss out our the product team spm's product team's by annual uh Vision series and it's your chance uh to dive into some of valuable insights that we have to share Innovation as well as success stories after the impact of our last one um we're bringing even more exciting experience this time around and so we have a keynote by our VP yav Boaz and we also are sharing our product vision and roadmap with our uh Karina Hatfield our senior director of product management um and we also learn from other organizations on how they've achieved strategic outcomes as well as engaging with the uh panel discussion so you won't want to miss it and I do realize that I don't have my QR codes up here um but I'm not sure why they disappeared but we will be sure to put those out there um otherwise we do have the SPM Vision series on our community uh it's an events Tab and so be sure to check it out everything on that Community um and with that I want to open it up for uh questions um any questions that you might have I think we do have uh in the chat box so maybe it would be good if we take it live I think one is a repeat one so it's more on the ocm and I think the question is coming from the sashan and he's saying how do we get material on the ocm or how do we engage with service not team for ocm yeah so on our Resource page um we'll have uh links to help you uh understand uh how to get service uh information on here we also have a course on ocm on now learning as well to help guide you um so again be sure to check out the resources that we have on our community page and then if you need more information reach out uh one of us will will Surly help you or with your service now rep