[Music] time is now 10:00 here in Luxembourg where I am calling in from so um I think it's due time that we slowly but securely start kicking this off so I'm going to go ahead and Sh my screen to jump into it so it's so nice to see so many people having shown interest in this and it's really yeah it's really incredible actually so I think um we're all excited from M and partners today um but uh with that being said we have a lot to cover today guys don't we so um maybe you know let's uh jump into it so first of all um a very welcome to all of you who checking the time to join our csdm Master Class um as I mentioned it's now 10:00 here in the morning in Luxembourg where I'm calling from and then for my colleagues over in Amsterdam then um the time is the same so um let's dive in um first of all as I said warm welcome um it really means a lot to us with having all of you being so um invested in showing up to these master classes and engaging with their content for those of you who are joining today and maybe don't know who ANM partners are or haven't heard about us before I just want to take a few minutes to speak about who we are so um it's an easy sales pitch in that I'm partners we do one thing and well thing really well that's strategy in itom and AI Ops um and for us csdm very much falls under the scope of it operations and Beyond um we work with service now as our primary platform and as indicated by the name um we have a very partner focused strategy so it's nice to see some of our friends out there from other partners who are joining um but in general we are all very passionate about data models service operations cmdb CDM and everything that comes with it um and I'd like to to say that we've now started to gather quite some experience in this area so I'm super happy today to be able to sit here together with my colleagues and with all here in the audience um to share some of these experiences but perhaps more importantly share some of the research we've done here the past year um now just uh some uh housekeeping for the session today um you should be able to have a Q&A box so at any time you can always ask questions um the session will also be recorded and distributed so it will be uploaded to our YouTube channel um so if there is areas here which um maybe you don't feel um uh that you're that you're up to speed with you can always go back and have a look at them again with that being said then what are we going to cover here today well as mentioned um we've done quite some research over the past year which my uh colleague Aki will tell more about soon um but first of all we're going to look at what are the scoping trends for csdm where is the industrial heading and how is the landscape developing we're also going to look into some use cases and values around csds and this is not the high level sort of things that you find in product descriptions and so forth but this is actual realized use cases um of organizations out there and the value they perceive from csdm um not only based on the research but also based on our own experiences having implemented and and advised on csdm a lot we're also going to share some best practices and governance tips um especially me and Fabian and based on this you will also learn about some lessons learned from both our research but also from our own experiences so we only have one hour to cover a lot of material um but um with that being said maybe we can first um introduce ourselves so um starting with myself me who speaking right now my name is Alexander youngstrom I am the managing director at Anan partners and I always like to call myself um a very Avid Enthusiast and very passionate when it comes to it operations and csdm not just from a technical perspective but what really drives me is more actually the governance and people aspect behind it because for me csdm is essentially a testament to organizational psychology more than anything else so I'm very excited to be able to pitch in some of my directing experiences and knowledge today but I'm not alone so I have my dear friends with me so Fabian maybe you can go ahead and introduce yourself who are you and by the way it's super nice to be doing a lot of Master Class with you thank you uh likewise so my name is far kka I've been doing iton projects for almost 10 years now and for me first time I I went in touch let's say with with csdm it was really amazing to see the structure that it brings into a very chaotic topic sometimes and and getting the kind of transparency that's needed and connecting the dots behind it and and since then I've been yeah very excited and passionate about bringing csdm into uh operations teams and organizations from a more bottom up approach which is super interesting to see because it it kind of moves into the the strategy from a whole different direction instead of going from management level downwards you're going from hey this happens in the real world and we're trying to apply that so that also management gets transparency about it and this is where I'm I'm super eager to to share some insights on on my end from from my experience with csdm projects from the past to see how that aligns with the general approach towards csdm love it love it super cool that you're here Fabian um and then we also have AK so AK why don't you tell a few words about yourself the the brain behind our research thanks Alex good morning everyone my name is AI I'm the uh R&D lead of the Research Unit driving this cscm research and benchmarking survey for the past uh nine months and my primary role uh here at the Research Unit is to really know the unknown within iton aops and cmdb csdm we investigate the iton market and um try to really get in Benchmark industry leading best practices gather really data around uh key metrics and kpis related to uh how to make an ultimate CSM project so we can provide insights to our Consultants partners and customers the key insights so they can do a great uh item project that's very briefly about me and what we do at the research in italic thank you a yes very excited to to unveil the results here today together with you um so I think most of the people who have joined they are here to really get straight into it so let's do that um and I want to start off here with just setting the stage a little bit so what we see when we go out to organizations is that obviously right now csdm is a huge topic on a lot of road maps out there it's hard to miss and virtually the entire service now platform is very much dependent on csdm but at the same time what we see are a couple of characteristics so first of all we notice that many clients they have a cmvb but there's a plateau which has been reached so the cmdbs tend to be heavily infrastructure oriented not very service oriented in general it tends to be too much data with too little context what is things actually used for and then when it comes to starting to scope csdm then we find that a lot of organizations find it overwhelming of where to start and in which end to to Really approach it from um also use cases and explaining value that most of the people probably joining the call here today may you be an architect or or you know maybe a platform owner or something like that you probably can um identify with the use cases but we often see that explaining the value Beyond it is a challenge and that things tends to become too focused a little bit on the data model but when it comes to how it's actually used and making the use cases tangible that's where organizations are struggling and then finally on the governance and people aspect one of the main reasons to do csdm is around ownership and responsibility so what does it mean to own certain data essentially and this is another thing which we would be speaking about today and also that organizations they want to strive for more and more simple governance things needs to be user friendly not boring big documents um but all of these factors combined is you know often the starting point where organization starts looking into csdm or when they're going to expand it and that is exactly what we have benchmarked and measured right AR so maybe you can tell a little bit what have we actually been doing the past year in the Research Unit you uh to show a little bit uh the process behind uh the uh the insights we will present today uh for the past 9 months we surveyed uh 35 Global Enterprises worldwide and then with Worldwide I mean really like from uh different regions around the world so we we captured kind of that global perspective on csdm implementations uh around the world and measured 25 plus uh data point to um key factors and metrics related to uh the objects and csdm objects and scoping value and use cases and uh sentiment we really benchmarked that and try to find patterns and insights um uh and then we made sense together with uh our iton thought leaders at in forers we made sense of these key metrics and kpis provide you a benchmarked industry leading best practices um there's a lot of great insights and uh we will um present that uh in this um webinar but all in all it was an exciting Journey um and I'm very happy that we are here to present you these findings definitely yes same same so it's been a lot of Blood Sweat and Tears that has gone into this um so let's um start approaching a bit of the content then and by the way I forgot to say before we will have like a Q&A session in the end but at any point in time just feel free to pitch in um questions in the Q&A box um so okay let's then go through this data a little bit and then after that we will look at some best practices some tips and Lessons Learned and we actually want to start off with the csdm scoping and road map Trends so where is the market really heading to and today when I'm going to speak about csdm I will make um a bold assumption which is that you guys guys who are here in the master class today you are already somewhat familiarized with the data model so in front of you you see the data model csdm 4.0 um it has been uh made a little bit more user friendly by us at an and partners but you can probably recognize some of these objects like business applications Business Services Etc today I will not go through the definitions of what all of these means so if someone is here here today in this master class wondering what is one of these objects when we're referring to them then put a pin on it and then you can always go to our YouTube channel um we have plenty of videos and material where we go through the more technical parts of the data model so I just wanted to mention that um but the research is covering these objects that you see here in front of you um so starting then with the General Industry Trends and then maybe explaining how we actually measured this um so first of all what you're seeing here in front of you is the Cs the most common csdm objects that we chose to measure in our research and you see here two data points one is where organizations used to be when we started or just slightly before the research um and then where is the current maturity so essentially you see where people used to be versus where they are today and now what what can we make out of this data then well if we interpret the data then we see a couple of things really popping out um the first one is it's a huge push right now for application services and what we see is that in the past roughly half of of organizations they were busy with application services but these days it's almost reaching 90% so it's a big big investment going into application Services right now also interestingly enough we see that technical Services um is also experiencing a very big jump this has always been a bit blurry for organizations in my opinion like what is really a technical service have we really used that concept before but now we see that the industry is really starting to take it seriously and that almost 80% um is actively working on Technical Services currently um also very interesting Insight here is that the bus services they remain fairly static so slightly over 50% they are working with business services but very few if any organizations right now at least during our research they are not choosing to like add it newly to their road map um and finally for those of you who know a little bit more about csdm what what I at least found quite interesting is that finally the later stages of the model meaning the business capabilities we also see quite an unexpected increase in to almost 40 present being busy on working on it so this is a general trend of how things are moving across all Industries um we're not going to show it today but we also have data like this for finance and Manufacturing where actually slightly different um but I thought this could be interesting to start off with at least um now if we put these objects then into the maturity stag as of csdm so for those of you who have been working a little bit with it or been doing some some reading about it you might recognize the classic service now sort of crawl walk run and fly State um and here we also observe a couple of interesting things so almost 90% of organizations are now actively working or have at least fairly completed let's say completed within quotes um the cross stage now of course there's always a continuous Improvement of things so you never really complete a certain area as such but it's still interesting to see that virtually like almost all of organizations are really touching now upon the crawl stage um of csdm the Walk stage so that aligns quite well to the technical services um that we see a big jump right now in moving from roughly half of the correspondence almost up to 80% is now busy with the walk stage and then just like mentioned the Run state so more like business services and so forth it sees less development so that correlates quite well to the data we showed before interesting neck on this is that um 40% or almost half of organizations in some capacity is approaching the latest um or the last stage of the maturity model which is the fly stage so for me this is quite interesting because it shows that the basic maturity um to a large degree is starting to get reached across the landscape and that people now really are expanding beyond that basic maturity I'm going to speak about that soon a little bit as well yeah Alex can I jump in there yeah yeah for sure because we've got an interesting question uh about not developing on the business services as as much um and I think we're going to touch on that later as well but I think what what is important to highlight here is that Within These surveys we also looked at uh Industries we have internal teams that that are part of a bigger organization that are are looking at themselves as the it organization of a larger scale and there is kind of a natural behavior that we see a focus shifting more towards the technical service definitions instead of the business service definitions because these it teams or it organizations within a bigger organization try to start off by identifying themselves first and defining their pi picture first and that's usually shifting onto the technical side so we are going to touch on that later in depth a bit more but I think it's interesting to keep that in mind that what we see a kind of non increase in the business service side that doesn't necessarily mean that we are not taking steps forward it more or less just reflects the fact that a a lot of the customers that we are looking at and a lot of the industries we're looking at we're looking at internal it organizations that don't see themselves as kind of a business service provider which is an interesting thought aspect that we are going to look at later on because it might not be the the actual truth that csdm reflects so that's an interesting thought process and and we are going to look at that later on for sure that's where where it part of it comes from yeah thanks Fabian and just to add to that very briefly um there was actually a a friend of a colleague of mine Miko um at quatrix who wrot about it yesterday I also think and he's right I also think that uh Business Services has historically been a bit misused it has been the slash packet everyone has put things into business services and now we see that people are more starting to use the correct objects and they start understanding the definitions more um so very nice um now the question is then um we also looked that which areas are people keep on reinvesting in um so let's say you start with business services or application Services what areas do people continue reinvesting in year after year to improve it versus what areas are added completely new to the road map um so we're going to break down a couple of these um objects here and what we see is that application Services almost half of the organizations have continuous work with application services and roughly a third is now adding them to their road map or expand the road map with application Services um Technical Services we see that roughly a third keeps on reinvesting in their Technical Services and build out that data quality and then finally that onethird there as well is adding Technical Services completely new to their road maps and then if we look at Business Services then and I think this highlights a little bit to point we discussed Fabian that it you know just because there isn't a huge expansion in it then there is still a lot of companies who either historically have created it may it be right or wrong but it's there and they continue to reinvest in it so roughly half of of The Correspondents they are continuously improving their business services but indeed like mentioned very few are actually adding it completely new to their road map so maybe it's saturated maybe you know um it can be various factors here and I think it depends a bit on the organization and finally um looking at the business application where a lot of csdm projects tend to start then same there that more than half keeps on reinvesting in their business application portfolio and really improving that quality and less than a third is now adding it to the road map completely so why is this interesting then well you now seen some of the data broken down and we have way more data than this but um let's apply some analysis on this data so looking then at some of the key insights related to these road maps what can we determine well first of all a basic maturity appears to have been widely reached so most organizations they are actively working or have achieved this crawl phase of csdm so that is application services and business applications so if your organizations haven't yet then it can be a good time to catch up um but like like said reinvestment in application services and business applications is still very relevant so it shows that a basic maturity has been reached but not necessarily fully completed because people keep on reinvesting in it but interestingly enough and I think here um this is something that we also saw in a research is this model from service now of crawl walk run and fly is rarely followed um in some cases it are and it often starts with a crawl phase but then after that we see actually that most organizations they rather work with targeted areas of the csdm model based on their needs rather than the fully recommended pathway by by service now let's say so we see that depending on the industry and depending on management priorities Etc how things look after the crawl phase may be very individual based on the organization or company I'm not sure faan is this something you've experienced too I guess working with csdm a little bit that it can be approached from various angles right and and this goes hand in hand back to the question of the business uh service definition site being underutilized which we definitely see it it is always a question of where do I come from when addressing the csdm Sol thing so we we we're working or I'm working with a customer right now in uh in Industry sector where they have a large scale scope with just on uh scope on uh Enterprise architecture so they are actually defining this CDM model from the business capability standpoint and starting with that which means that they have a great definition in business applications business capability and they lack application service definitions and we have other companies um from the manufacturing industry for example that are moving from a purely operational side so they are starting with application service definitions they have the cmtp groups for example and this usually doesn't strictly align to the crawl or run and fly phases what we see more and more is that companies invest their time defining a service catalog either on the technical service side or on the business service side they very rarely do both at the same time which again reflect in the research that we are doing that where not a lot is invested into the business service side because there's usually a focus on either of the two sides which again doesn't clearly line up with the faces and it really comes down to where the business focus lies right now where is the maturity need at and what we see with Dora what we see with operationalized focused environments is that the focus is more or less on application service structure right now and Define what kind of offerings I have from the inside out so from the technical service side it's less on the focus around what do I offer as a company and how do I how do I offer that which would be the business service and the Business Service offering side and this is where we kind of have this this disalignment I would say the maturity faes where it's just less of hey how complete is our overall csdm model and more use case specific exactly and this leads us to a point where some parts of the csdm model are just criminally underutilized where other parts are getting overwhelm you and this is this is I think something very interesting that especially from a consultancy perspective we have to address uh in in a certain way without pushing the topic too much because when you push it too much you again risk that all the focus now shifts on the things that you're pushing which which out the other part as well but in in general the the way when when we work with customers that what I noticed helps a lot is using the crawl walk run and fly phases kind of a template kind of a starting point but then adapting that to the focus of the customer yeah basically you know you should still have a stepped approach it might not just followed 100% what what service now suggests and I think this can be a good key takeaway here as as well that if you are on a pathway where you you yeah you approach it more targetedly don't feel bad about it but that it can sometimes be valid as well um okay so then also in the research what we saw is that unexpectedly enough a lot of people are busy with creating Technical Services um or business services but not everyone is busy with creating offerings and this really stood out for us so the the data suggests that offerings tends to be neglected in some organizations and maybe fundamentally misunderstood sometimes what really is an offering why is it necessary and so forth so you know we we believe that sooner or later this might um you know you're going to have to pay for it and not in a good way um so yeah I'm going to get back to that later a little bit but I believe you know in general that what we see is people who don't utilize offerings they end up basically recreating the functionality in other ways which then is not out of the box compliant and I think you're going to touch up some of these best practices later Fabian as well yes yeah um okay and then finally um some other uh insights related to the road map Trends is organizations tends to blow up the scope so you know the primary feedback during our research was that people Tred to do too much too fast and that is better to work with a small part and do it well and really be disciplined on that scope um so this is around the scoping and where the industry is heading them a little bit we also started measuring some of the use cases and why people essentially you know choose to invest in csdm and go on this journey um so I think here a if you also had some interesting insights but we see here in front of us two graphs on the left side it's basically what service now platform values did the project aim to enable or achieve um right and how should we interpret that data on the left side exactly so why do people Implement CSM and uh I mean what do they get uh from a CSM implementation and um one of the main um patterns observations we saw uh from the from our survey and the correspondences enables new functionalities and Futures and they go more out of the BS and optimize costs like these were the primary kind of uh values they have realized and drivers uh of doing a CSM uh project and of course um we also asked what uh culture benefits for example it brought to your organization yeah um and we saw U it's well majority of them only few did not um indicated that they haven't uh gained some cultural benefits but 85% of The Correspondents saw cultural uh benefit and with cultural benefits we mean like a improved sense of ownership and uh you know improving the service mindset in Del and improved governance and especially the these uh points um uh are very interesting because um when we also look into the use cases um that we have benchmarked um say next maybe we can go there so what how did we look at the use cases here because this is more like specific and it it should be mentioned here that these are realized use cases so not just what people intended to do but what they achieved to do so here we see that correlates quite well to especially governance and control right AR on the the right side here we see that almost 50% achieved improved governance for example ownerships accountability so that ties in pretty well to what you said about the cultural benefits correct yeah you need you need also improv reporting to optimize cost that uh CM has been used for that a lot uh too and uh of course uh itm process and and volunteering but um when we look at the um governance transparency aspect um there we see um a lot the organizations have achieved a lot uh realize benefits and outcomes in that area a lot and which is U yeah very interesting actually and it might not be surprising but again we were able to really capture this uh uh you know a little bit double check if that's really true because this is what you know one of the things that CSM brings uh as a value and benefit and now we we are able to also uh as uh actually organizations and able to uh double check kind of Benchmark it and see that they really achiev it and um yeah that's really nice to see um no absolutely absolutely and of course um you know I I saw we received here a a question about uh you know there there might have been values um which we didn't measure um which you know we maybe should have measured and so forth so this is a starting point and we also intend to iterate upon you know monitoring and our benchmarking to add more of these sort of values um but I what I think is interesting here again is that these are realized use cases so it's not just we want to do this but we we achieved the followings and what we see especially around the transparency across Services governance that for me the primary key takeaway is that it is almost more of a cultural Journey than a technical exercise so yeah um very interesting indeed um okay so this is some of the the data that we have been crunching and we are going we have already launched our first uh report where we um Deep dive a little bit more into this data but we're also going to launch two more which we'll speak about later on where you can all sort of dig into this more in depth um but with that being said um I think one of the aspects then is okay no knowing these things um having you know we've literally sat down and held like in-depth interviews and multiple meetings and so forth with over 20 of these organizations and it should be added here that this is not the client product from an and partners but this is like independent from the projects we working on because we want to have that neutral and independent data um what are some of the key best practices that we can distill from this then what is the research telling us um so jacking into that governance topic and cultural values one of the big key factors um is how do we really govern csdm um there are different models here but what we saw quite reoccurring and also what we've experienced in our own projects is how do we govern csdm and there are essentially here two um common models one is to have a quite centralized approach so what that means is that the organization creates a csdm team and that csdm team really is the tip of the spear but they require the rest of the organization quite heavily for input so often we see that those organizations they create something like a central sakam team or csdm team or whatever you want to call them um but that team is the one who is responsible for creating the modelings or actually mapping the services um so there is a lot of responsibility on that team and the service owner involvement is more limited is more used for verifying results and verifying data but it is the team that publishes maintains and retires the services um then we have a more decentralized approach you may still have a csdm team in the background who dictate certain governance principles but in the decentralized approach what we see there is that there's a broader involvement from The Wider organization um so you actually have service owners who themselves build Services they maintain the data they care about the life cycles and they also come with feedback and requirements maybe to the cmdb or csdm team so these models they stand in quite stark contrast to each other in the way that it impacts a company um and what we looked on these sort of models here is how does this then uh correlate to things like organizational involvement the responsibility of service owners timeline costs trainings Etc so in a centralized model what we see is that again the organization involvement is to mainly have a strong core team in csdm the service owners are still involved but mostly to validate services and come with input the timeline tends to to generate faster results because you don't really need to embed that entire service mindset in all the application teams in all the service owners um and the costs they are primarily on the service now team and or external Consultants but basically it's very oriented towards training that core team and they go out there chasing people in the organization on the flip side the decentralized model it tends to require like broader understanding of csdm not only in the service now team but also in service owners um and they are then expected to also build their own Services either using service Builder catalog items or something similar and this tends to have longer timelines because yeah you rely much more heavily on service owners understanding the concepts um but you gain a lot of cultural benefit from it of course so there's more internal cost and efforts that is allocated to the application and service teams um and it typically requires a more extensive support network so why are we mentioning this well because one of the things when you plan a csdm journey it doesn't matter how small or big is to really um understand where in these camps do you fall um so the main conclusion here on a centralized fashion is that it might be a suitable option if the internal time is constrained um or when you really are want fast data quality but you don't really care how if it's by service owners if it's by your own team Etc so it requires less organizational involvement and then on the decentralized model that's the more long-term approach which enables that deeper sense of ownership for the service owners to really describe and model what's in their shop um and of course sometimes we see that there exist hybrid versions here but if you're in involved in a csdm project then this can be really valuable to um yeah to to really think about intentionally of how do you design the governance around the csdm um project basically um so um with that said then looking at another use case we speak a lot about ownerships in service owners and so forth we'd like to share with you a blueprint um for an ownership model and this might not always be true but it's just to give you an idea of how organizations are uh creating ownerships and governance so in front of you I made it simplified I just call it service and service offerings we don't really care if it's a technical or business service right now but then here we have an application service with infrastructure so let's split this up in two um Dimensions one is the more service layer and the second is the more operational layer what we see when people Define ownerships in csdm is then that there tends to be an owner who can really speak on behalf of the entire technology stack in the application service so how is it configured how is it set up what is the the critical um components and infrastructure so a contact person we also see here that there tends to be owner or owners for service and offerings but they are more maybe on the business and sort of the the service side of things um but interestingly enough here we are speaking about a vertical ownership so either down here in the stack or up here in the service and service offering hierarchy but we also then see that organizations tend to Define horizontal ownerships so here we can see examples of for example you might have technical service and offerings for hosting and these two servers here they belong to hosting services aure and these here they belong to hosting Services Docker and maybe database services for Oracle so this is an interesting mixture that I wanted to mention here because a lot of organizations are actually struggling with how should we distribute the ownerships and it might look different depending on the industry and use cases but this can be um a valuable blueprint to take inspiration from and that we've seen that a lot of other clients are striving for both in our research but also in our own projects um yeah faan would was there something you like to add there or I think this is something that you've also encountered probably yeah it's uh it's a good Baseline model uh and I I like it I think it's important to understand that when we talk about ownership one of the biggest topics that I tend to encounter with companies is that ownership is most of the time not clearly defined so what really helps in addition to this ownership blueprint is making sure that if you have some kind of owner like a technical service owner that you have a one pager of what are you expecting this technical service owner to do what is it tasks like what does it do on a day-to-day basis so that they have an orientation for it I think that can help us love that addition to it's super important to be clear about what does it mean to own something what comes with that responsibility super nice um okay but then Fabian irrespective of the ownerships then when we're going to work with those service owners you work with a lot of service owners what are some of your tips for like really getting the stakeholders involved so when we talk about getting stakeholders involved the key understanding is first identifying of course who those St stakeholders are and you will notice that a lot of these St holders tend to already have a full day right and we need to get them excited about the topic and this is where the storytelling comes in so for example we have one customer that did a POC with uh with csdm and through their mapping of of the different Services they managed for a business unit to essentially allow them to reprioritize proactive tasks because they were now able to give CI is a contextualization they understood that this server is now more important than another server because they had the csdm model in price they understood that a certain application service is all of the sudden more important because it provides a service towards a uh critical Business Service offering and that contextualization allowed them to get rid of any P1 in incidents because they could reprioritize proactive measurements into their day-to-day work so they were able to say hey this proactive measurement that's more important than our incident that we have right now and we are now doing workshops with that uh with that customer csdm workshops with their service owners and we're just running with that story line we're just getting service owners on board to csdm because we are able to prove to them hey this was an internal success so getting a impactful and measurable uh success story going helps you get these uh owners on board because if you just go in and show them the csdr model for them it's just a blueprint it's just a foundation it's just a framework and if you can get them on board with a story behind it with hey this could be you right it could be your business unit that now no longer has P1 incidents it could be your business unit that isn't getting called in the middle of the night because something breaks down then then that gets gets people on board that get people going because you cannot underestimate or you shouldn't underestimate that with introducing CDM the first step definition of objects will always come with work sh and you have to give a reason why that work is worth it and this is actually a second Point um the keeping it straight part if you look at csdm there is a reason why certain things are named that way and you're not going to make it easier for yourself if you start renaming things you're not going to make it easier if you rename relationship types and this is true because at some point in your maturity Journey you are going to move to different parts of your company and you will have sections of your company that name things different and that's okay but it's your csdm right it's your definition of the world so maybe have a glar ready have a translation level ready right uh approaching teams and saying hey your application service is this and that I've had done workshops with uh Automotive manufacturers and I went out to the manufactur ing plans and we had workshops and it was just thing of explaining hey your application service is literally this production line where at the end you have a a metal pressed sheet that's your application service that's it and getting that thought process in really helped out and this also is true to like when you're trying to connect Business Services or technical service really having that clear definition in mind is important and then lastly what helps with these workshops is an applying concrete system right not just showing the csdr model and explaining it but really take an hour of a workshop and go to a whiteboard model the services of that team on a whiteboard start off with one and then apply that model in service now so they can see it they can now open up an incident against it and show them how to do that in service now you want to hand over that knowledge of maintaining that model usually because otherwise you are going to spend your whole day modeling services for other teams and this really is uh important to have that three steps in there to start off with a great story keep the csdm definition straight and and as structured as possible and then applying that in the same Workshop so people go out of that workshop and are kind of ignited about that okay we need to do csdm and hey here we already modeled it we somewhat easy so now we can do it as well in the next five hours and that's uh that's really really one of the points yeah I love it and this is what I mentioned in the beginning when I said that for me it's like an exercise of organizational psychology almost so it ties very well into that um so some can I add one thing Alex I may be also asking this will be more in the uh the report upcoming report but we also even ask for which stakeholders that the CSM project aim to resolve pay points and improve their way of working so for when you do storytelling uh we now like uh we ask organizations that for example their Enterprise Architects and users and it operations engineers and El desk at CSM Sol uh some certain uh their way of working and pain points and we have asked it's it will be in our report and we have you know majority more than half of the correspondent said it's Sol uh um uh their pain points and improve their way of working with this CCM project in addition to you sorry Fabian you can also use these kind of Statistics to back up um your story why um why you should do AC yeah absolutely absolutely thanks a um so guys then with roughly 12 minutes left um Fabian some food for thought here then um again tying into what you has mentioned uh you know being tangible being very crisp about CSD what does that mean and I think here you've split it up in a couple of of different areas kpis govern Etc could you expand briefly on this yeah so generally speaking what I encounter with a lot of companies that do cscm they they reach a point where they are in airports done and try to find out what is the next steps do we now Define business service or Business Service offerings usually three points get a bit overlooked one is measuring the actual impact that your redefinition has just through process kpis like getting uh kpis about maintime to resolve reassignment counts for example in uh for your itm processes to really show and highlight and get to the point that you have success stories uh and and just measure that success as well and this will help you again going back to the storytelling it helps you to just show hey what we are doing brings value right it helps you to approve your processes it's actually something that we can measure here so really defining kpis sometimes in csdm projects is really important and that isn't just cmtb kpis it's process kpis around that cmdp the next topic that we touched on already is the governance topic really making sure that once you've started with csdm you are not like letting go for a year and then you have to restart in a year again so really keeping that data quality up to date using the the data manager within service now to shoot out emails or notifications of hey is this owner still the right owner for a business application for example really the maintaining part behind it and then using the maturity that you gain through csdm to really involve it into other processes to improve their as well Philip has has voiced a great question of hey um usually one of the huge values we're missing is that csdm really is a catalyst for different lenses and bringing different lenses together and that's so true because what we usually have is csdm getting started on an operational level and then it never leaves the operational side it never gets to GRC it never gets to itbm even though it could because in itbm we can check if we have capabilities that we can reuse that we have business applications that we can reuse because they provide the capability that we need right in GRC we know and understand how business applications work so why don't we connect GRC with business applications and evaluate the business applications that we have and this really is a step that's sometimes missing that we understand that yes we might have started out with csdm from an operational side but now we can Branch out into the other processes we can use the added maturity the added uh data quality the added transparency on an operational and organizational level that we have to really improve outside of itsm item in BCM in GRC and this is a value that's kind of underestimated when we look at csdm everyone is trying to just kind of have this side quest of getting all of the objects into the C it's kind of underestimated that hey we now Define business capabilities and business applications let's utilize that let's evolve that into the itbm process and those are really important key steps before you choose to Branch out into another portion of cstm think about okay how can I use what I have now to gain maturity in other processes yeah I it it sounds obvious but I think it's so true because um you know being really outcome based like you mentioned that it's it's too easy that csdm falls into the Trap of becoming a data model project down in the basement somewhere but you really like um you know be more outcome based like you said of how can we leverage this in in other pockets in other processes very very important indeed um okay so this was just some food for thought and some sort of best practices that we wanted to show around special like governance ownerships um how do you work with service owners what have we seen in the research what have we seen in our own projects we could speak for hours about all sorts of best practices and Lessons Learned um but to draft it up then a little bit then we also measured aive the perception of csdm and here um I think is interesting that you know despite there there of course um comes with challenges of csdm either be it use cases or you know Concepts and definitions people seem to be quite pleased with it could you expand a little bit here what did we ask despite having a strong opinion about CSM uh but the um the opinion like let's say the strong opinion or the challenges are um I mean we ask uh the correspondent um what uh would she do uh differently if he would start a CSM project on scratch and uh also we asked which you recommend cscm to others was the effort uh and was the effort um worth at the end of the day so yeah what we have seen uh what the responses were um well uh the correspondence will still uh the people will still recommend CSM it's appr to play and also uh was it worth the the effort and it's eight out of 10 which means they um kind of I mean what does it mean because um despite all these uh uh challenges uh I guess um you will still see the value and in CSM in a high level but maybe it might relate to um other factors uh and not really the CSM framework because uh we asked what would be your uh uh what would you recommend others and so uh in the um the next slide we have summarized the factors actually um uh in these recommendations and in the in our report you can find more extensive analysis around this um but what we have um what 60% of the correspondence said it's uh the challenge lies more in uh Concepts CSM Concepts and really understanding cstm concepts use cases uh trying to prove uh uh the use case and value of CSM also not making it tangible at all and because of that um we see also like 40% of the correspondent said uh some investment and time um uh factors like um uh you know uh proving the value to the management or um when drafting the scope of cscm um it's in Neverending project uh so you know these are the you know have in our report we will do a more extensive analysis I I want to be mindful of the time we have six minutes left like saw lots of questions um but again despite all these uh challenges and factors impacting uh we see at the end of the day uh people will still recommend CSM to others and they think it's worth the effort uh um to do yeah you think faan and Alex about it no but I think it's quite accurate that um you know ultimately what we see is that it do brings values and also looking at and it's not just something we say as consultants or something like that but really looking at otherwise people wouldn't keep on expanding csdm otherwise they wouldn't reinvesting in all of these things we would see road map stagnating we would see the concept not taking off so clearly there is um there there is a value in in investing time and effort but you know um for people who might be a bit more curious about this and how you can avoid to repeat certain mistakes that others have done then I would really urge you to actually go into our report which we launched recently um and they'll also have a lookout for the two upcoming reports where we will really break down some of these key lessons and sort of what are those mistakes maybe that people wish they would have done differently if they would restart the CDM initiative um so with all of this being said um it's been you know a an explosion of information here today of data of benchmarks and so forth um so I hope that those of you who have been here in our Master Class have found it useful um I'd like to spend the final here um four or five minutes on some questions but one of the questions here we see is often it is confusing what is the purpose of a technical service is one question that we received um as as previously said in the webinar I won't um embarrass myself with trying to give a one minute definition of it today um but in general what we see is that it's not always a straight answer we see that some companies they they Define it as their backend Services other companies they Define it as well this is our hosting platforms or manufacturing companies they Define it as what we buy from the vendors like um MSP service providers Etc so it can really vary and I think that's also one of the key lessons that the definitions and Concepts and also what you spoke about Fabian to really nail down you know a glossary on what what do the definitions mean can be very valuable right I I think adding on that uh what helped me in in uh defining Technical Services is a service should always be the definition of purpose or value Val that something brings to the company so an application service is the definition of purpose or value that a stack or it infrastructure brings to the company so technical service in a very simplified uh version of this is the purpose and value then a a group of people bring to a company right yes um this doesn't always apply but it gives us A good rule of thumb on how we can describe the technical service yes absolutely also a very interesting question from Rome which is csdm 5 is expected to bring quite a few changes um indeed it will especially like to the labels and definitions uh so the question is would you suggest investing much time into the adoption of 4.0 or rather wait for the version five I would say absolutely invest time um then as long as you're being mindful because labels will always change and yeah things iterate things will improve Etc as long as you find labels and sort of definitions which the organization can agree upon then I think it will be a quite small bridge to get them to to learn maybe an updated label or something like that it's more around as long as it's conceptually agreed upon then what we see is people don't really mind calling it application service or a service instance for example like in the csdm 5 model so I would say that um yeah then um you know absolutely invest in it um yeah so there was a great set of questions from Philip and I don't know if I could answer them all but it's just one point that I like to highlight is uh it is true that one of the most important points at least from my view is try to Branch out csdm beyond the operations part because that's where a lot of uh a lot of value lies outside of just the the operations part m it's a really good point yes and also I I saw that we answer another question to finalize it with don't we find it extremely disappointing that we're not developing Business Services more um and I think that's a little bit there is some truth to it are we treating things like a pure technology exercise and not a business value exercise I think it's coming more and more we see more people mapping things like their value chains in service now we're seeing people mapping business capabilities Etc I think it's more a matter of that it has been misused in the past and now we're seeing a correction in the market to actually use the right object so it's not necessarily that people are ignoring Business Services it's more just that people are more disciplined on when to use it in my opinion just one more thing to add uh in addition to that uh one of the main recommendations from the correspondence when we asked was uh to get the business more involved of course and get it out yes yes absolutely closer alignment to the business was a key factor actually in the lessons learned so again everyone um I just want to say that it really means a lot for for us here that you keep on showing up to these sort of master classes that you're engag in with our research and content we wouldn't be able to do anything of this without you in the community um so if you want to like stay in the loop then for sure keep an eye out for our reports you can already download download the first version now I'm not going to pitch it more now as I've already said it a couple of times but do follow us on LinkedIn uh because we're very active there and also our YouTube channel where this will be recorded and uploaded as well so with all of this being said I think we succeeded Fabian and Lui we delivering what we should um and again and I hope that um everyone has a great day and um that you keep on showing up to our events in the future so thank you everyone [Music]