good morning everyone fantastic so if we have understood understood soon correctly now you should only be able to chat with us the pain lists so good morning indeed to everyone and let's pretty much get started here uh what do you say fabian yeah let's jump right into it i mean we have a very tight one-hour session in front of you yeah exactly exactly so i hope that everyone can see my screen and that you have brewed yourself a nice cup of coffee or tea because indeed we are super excited to have so so many attendees here today it makes me very enthusiastic in a matter of fact there's almost 300 of you so that is very nice indeed um now before we get started here um today is the first series of a number of master classes and we're kicking it off with the webinar called boosting item beyond the cmdb and what we're going to show here today it is not only let's say theoretical concepts but it is actually being based upon approximately 40 or so implementations so it is real lessons learned and this is not a let's say repetition of product documentation before i continue fabio on my screen do you see the top page it's perfectly visible like i just see the presentation and the first slide okay fantastic good um all right so i'm quite excited about the year 2021 not only because i think we might have an actual chance to return to normality but also because of aiops and item and we do have an agenda here today so when we're speaking about creating a roadmap because that is the lesson that we're hoping that you can take away with you home today um it's not that there is one roadmap to rule them all so to speak but a matter of fact there are many many ways to construct a road map so we want to give you really the best information in how you can construct your own item roadmap essentially and that constitutes for a number of things that you will learn here today so for example we will be speaking about the cmdb plateau and i will be speaking quite a lot about business versus iit innovation resourcing and efforts you as well fabian will jump a lot around you know all various topics here especially on the technical sides and then of course we will just by the nature of this webinar touch upon some of the servicenow item modules exactly and hopefully next steps and also take some self promotion here for upcoming webinars as well yeah so i don't think i've forgotten anything here in terms of the agenda it is in no particular order uh you will just pick up things as you go really um but before we get started i think it's appropriately that we introduce ourselves first so my name who is speaking right now is alexander youngstrom i am the managing director of all rnn partners and in the past i have worked directly at servicenow in their item team and yeah i am very very passionate about item and especially how it let's say impacts an organization um so that's shortly about me but who are you fabian thank you my name is fabian kunska i'm from germany um the iiops and item lead at the itsm group and i've done several projects with different customers raising ranging from small mobile service providers to uh big industry leaders and i'm really excited about the topic especially when it comes to transforming essentially what i like to call a fire department it operations to a well proactive it operations and i'm super excited to essentially bring that industry forward in that way yeah super nice super nice and maybe we should mention something just regarding the zoom webinar here before we jump in so you have the possibility right now to do two things one is you can write q a which is essentially a question directed to us or you can write in the chat which would be directed to us as well unfortunately i don't think we will have time to answer the questions now live during the webinar but because this is a first of many master classes when you ask questions it means that we can answer them to you personally so pretty much me and fabian here will spend some time after the webinar to direct you individually with your questions and also if you have any feedback we would love to hear that so i just want to mention that straight away here um all right sounds pretty good i think then let's get started yeah exactly so i'll kick off with just kind of setting the stage here a little bit and speaking about the cmdb plateau and why organizations tend to struggle to look further so first of all i know there are many of you here today almost 300 um and you might be in various roles we saw in the participants list that there are quite a lot of consultants of various sorts solution architects technical consultants business process consultants doesn't really matter then of course we have your dear product owners who perhaps are facilitating today an itsm platform such as servicenow or you're working in one capacity or another with iot operations or perhaps you simply are a decision maker anything from the cxo level to vp or a manager of some sort but regardless of which camp you find yourself in the reason you have let's say patched in here today is of course because you are curious about an item roadmap and we will try to address all three different audiences here in our master classes at the same time we hope you're understanding that we have to keep it somewhat high level um but yeah these are the typical roles that find themselves in a cmdb plateau and if we start looking at where organizations find themselves then so this is very very common and i'd say approximately 50 to 60 percent of all customers that i am talking to find themselves somewhere here so it often starts off with just kind of initiating a service now and this is typically the stage where legacy tools go away in favor for service now then and then maybe you pull in a bunch of consultants that starts doing the basic platform installation and almost always the first step in service now is to configure itsm processes so the basic change management incident management and so forth then and hence the reason of the webinar today it is quite popular to get started with discovery in order to build your cmdb so essentially a lot of effort is spent on mapping out your private and public clouds or your on-prem data centers or whatever it is but in the end of the day you end up with a basic cmdb of course you might have other sources than discovery here too but this is a very very common scenario and yes there is a lot of value here already but this is what i like to call the let's say plateau because a lot of people are speaking about where to go from here hence the topic here today um and i think this is a really really valid thing to to ask yourselves because in my experience when we're really speaking about moving beyond just that cmdb there are so so much information out there and if you ask 10 different people you will get 10 different answers so today you will probably get the eleventh answer and and our view and opinion on it but i want to start off here with speaking shortly about business versus iit innovation and what sets them apart and the assumption right now is that you at least at some point have heard a little bit around service now and that you know what the itsm modules are and indeed that you know what the discovery and cmdb does this is not something we will go through today now here comes a little bit of a controversial opinion maybe but i always like to simplify things and when we speak from a purely let's say road map perspective i often find that it's very common that people purely think of a road map as which modules are we going to configure or install or perhaps which licensing model are we going to follow and that determines the road map well in my opinion that is a little bit upside down thinking because if we're looking at the modules or the licensing that should not be the roadmap itself but that is the outcome from a roadmap rather and really if we simplify this the next steps here regardless of you know which path you're taking here in my opinion then it can be split up into two different main categories let's say the first one here which you see um is csdm and mapping i.t services this is also known as application and service portfolio and i like to call this area business innovation just to make it simple then down here we have the more technical parts so things like event management machine learning ai and so forth where we really start consolidating alerts and yet again for the sake of ease i'm just going to call this i.t innovation so when you stand at this crossroads here as an organization looking forward whatever your decisions in are in in 99 of the cases they can be categorized in either business or i.t innovation and that for me is a very simple thing to look at and the reason here is that when we have the i.t layer and let's say the application and service and business layer we can actually start correlating these two worlds closer to each other and of course this has been a discussion for so so many years how do we bring business closer to the i.t but this is the the core and essence of it so business and id innovation then we might apply a layer of automation and by the way it doesn't have to happen in this order this is just to give you a blueprint and through that automation on an i.t perspective we can fix troubleshoot and heal things especially in event management and towards the end users it's very common that we start introducing things like password resets user requests software installations and so forth so that's pretty much like your service portal where people maybe request a new software and it gets automatically installed now here we have another part which is these days called the cloud provisioning and governance for you let's say old schoolers out there you might know this as cloud management but also here um there there is a correlation so when you start doing cloud management then cloud services would tightly be correlated to your application and service portfolio at a similar way towards the end users then you can publish a cloud user portal and that kind of goes more than to the catalog and service portal side of things but i just wanted to set the stage here with this high level functional blueprint and this gives a fairly good oversight over the different modules now what i'm going to speak about starting with here is business innovation then so speaking of business innovation starting from the left top corner here is csdn and there's a lot of talk about csdm today and it stands for the common service data model and it's a very very hot potato especially in the servicenow world and it's almost like a urban legend or a myth like the loch ness monster everyone have heard about it but few people have seen it and in essence the csdm in my opinion is should be considered a data model which can be equipped equipped for really let's say scaling things so regardless of if it is in the it department or for business users or enterprise architects everyone adheres to the same data model in the end of the day i think i would like to add one point there because it's really important to understand with the cstm that it's although it's a blueprint it is not the same across companies right because that's oftentimes a thought process that can hinder a a business to benefit from it a lot by constantly asking how are they doing it how is an msp doing it even though i'm an industry production environment or something like that so it's really key to understand that if we talk about blueprints especially in item they are there to be applied and they are based off of best practices but they are not the law in the west right they are to be uh individualized and and it can change over time and in my opinion if you look at the service landscape that landscape will change for a company over time so in return the csdm itself as a model will be changing over time so it might be that we talk about the csdm right now that looks completely different in five years just a point to add to not get too caught into applying that blueprint with brute force because it can actually hinder uh your business development a bit yeah yeah and i love that you say that and let me expand upon that just in a little bit because what you said there is very important especially around the best practices because when we speak about csdm and if we go here to the right corner then it is very tightly connected to the application and service portfolio which in essence is what do we offer and how do we offer it and this is where you have all the service owners the application owners and the enterprise architects iit department whatever it might be they can all be related to the application and service portfolio um but this is very important part here which is in the right corner with the mindset and when we speak about business innovation it's not always a tangible roi so a return on investment because when we speak about innovation a lot of let's say the win you are doing is not always things you can measure in hard numbers but it is really a cultural mindset when you move towards this direction you also impact the culture you impact the culture towards the end users you impact your internal business culture as well how does employees perceive the i.t department how smooth the company is running and it really is almost philosophical in a certain extent so the mindset is very related to how we define our business operations essentially and for a lot of companies this can be a big threshold to get over actually especially if you are very used to having a certain rigid structures as before um now last but not least are the i.t services in the end of the day at at least the year 2021 um everything in one capacitor another can be derived to it services if we innovate and do good in it services the business will also do good and innovate because they are so so tightly connected today so i really see the the it services here as the beating heart of business innovation but let's speak a little bit around csdm um so a lot of people think that csdm just like you mentioned fabian it's some sort of model that some really clever guy at servicenow came up with for example and although there are real real intelligent people at servicenow it is not one inventor of csdm what actually happened with the csdm was that way back when servicenow weren't as developed as now at servicenow they started noticing patterns patterns in how customers customized and configured their cmdb and based on these patterns they were able to see that like oh eighty percent of our customers create a completely new ci for services we probably want to ship that out of the box and so forth and so on so csdm it is not a standard necessarily defined by servicenow but it is the accumulative standard from the entire industry being made formalized if that makes sense and that is for me very important to understand that when you start applying the csdm it's easy to think that oh now we are following the advice of servicenow well that is truth with modification in matter of fact you are following the common standard of the industry and how they define their business their application portfolio their iot services and a lot of other things essentially i should mention here that a large part of the csdm is actually service mapping and these two topics in particular so csdm and service mapping we're going to have a scheduled webinar about coming up a little bit later so keep an eye out for this um but with that being said i don't know if i forgot anything in this very very high level crash course about csdm and i actually like to hand it over to you here fabian to drill down a little bit more around service mapping on those parts yeah thank you so um oh it's the wrong one okay one second um thank you for letting me know let's switch to this one perfect that's bad are you seeing my presentation now yes okay perfect there was actually an interesting question that i would like to um show the address uh it was the question that in in cloud environments if there is a a a cloud model or a cmdb model that can be found or is documented somewhere and it's a really interesting question that we won't have the time to dive too deep into it but when we are looking at for example sugars now as you said before alex with each release they are also expanding their their database or the the cmdb model adjusting to what is best practice or becoming best practice on the market i think it's an interesting topic that i would like to take with me and answer in a more thorough way because this is a very bland answer just saying that uh there is a tool for it that can give you that um but thank you for answering the for asking the question i will take that or we will take that with us so going into service mapping and this is something really interesting i always like to talk a bit and i will do that now as well about the wisdom pyramid which essentially is data information knowledge and then wisdom wisdom wisdom essentially being well applying knowledge and it's really interesting because the goal of an it operations management should always be to make decision decisions based on knowledge and not based on a gut feeling and the starting off point with that oftentimes is a discovery because the discovery gives you that data layer right what the discovery essentially does this and i like to take that anecdote from a servicenow guy that i once met who said uh the discovery essentially is you walking into a dark room with a shotgun shooting and everything that shouts is now a device that we are excited and that is essentially correct so the discovery scans essentially in network devices and that leads to your technical uh teams to your third level having a database where they can essentially know okay if something is going wrong what device is it essentially related to but the problem is that that has a huge disconnect between the business level and the technical level because although you have that data your business still doesn't really have an information or a a connection to it and service mapping is one way to actually solve that right i had one customer who said that his dream state he was a multi-service provider his stream state of a cmdb would be if he could show his customers what services they are using and the availability of the services the planned outages the plant maintenance and that is something that service mapping allows us to do so class in the classic way what service mapping does is it relates the cis so the data that you already have and builds a service tree essentially top down bottom up so that you know okay this linux server has something to do with my service providers in in some service and it does that not like the discovery does it but in a in a bit of a more precise way so it enters with an application point for example and then via the configuration information goes down from there but the interesting part is you could also do that manually however in the current it landscape we are looking at very dynamic environments for a matter of fact we're looking at environments that are so dynamic that even the service mapping in a classical sense based on the discovery isn't quick enough um in virtualized environments for example and servicenow for introduces what they call a tag based discovery there which essentially means that if you have these cloud-based environments where you're already tagging certain resources in regards to the customer we can now do that backwards in the cmdb use that same tag and build the service tree what that leads us to is a connection between the business layer and our technical layer because that dream that the multi-service provider told me about is actually possible now right we have the ability to show the business okay listen if you have a service up here and you want to increase its availability we have to do something down here and vice versa right and the thing where that comes into play the most essentially moving from a data to an information level is with the event management i i like to take the event management as a next step from there because when utilized correctly it shows the service mapping the service map trees in a bit of a what i call christmas fashion right so if something happens it lights up with event management we get to the point of something that i again the reason why i'm doing this i want to move away from a fire department it operations so if something is on fire we try to extinguish it and be proactive right we have the same move in quality management 20 years ago and now it's time to finally apply that to it operations and event management is one of the ways to get there because now we have information and the question is how do we get one level further how do we get beyond information how do we get to actually have knowledge and to have knowledge we can apply our past experience and knowledge bases for example we connect that with the information that we have now and in event management we have alerts and events that are currently happening in our infrastructure that get connected to the cmdb we have an overall overview we can see what kind of services and how their availability is impacted by this alert and based on the data of these alerts and these events we can well help our service desk for example help the agents to make decisions of what is uh of a high priority and what is of a lower priority now all of these steps are great because they help us to reach a state where some customer might go into the service portal fuming because something isn't working again trying to open an incident and before they open the incident the message pops up with like hey listen we are aware that your service is currently having an issue um we're sorry for that in the next three hours we will fix it right this is a state that if we combine the information that we get through the service mapping which is connecting the technical level with the business level and the alerts and events from an event management to be faster than our customer and this massively aids us in in keeping customers happy but it is still reactive we are still reacting to things happening and this is where aa ops and especially machine learning comes into play so aiopsis ai supported operations and what we can do here is we as humans we react based on past experience and knowledge automatically and we can train machines to do the same basically in two things in two ways one of the ways is if something is out of the ordinary let me give you an example if you have your dishes and you put them into the dishwasher and it goes to a cycle you open it up and you're like hmm i thought i put in five of these plates right now something for you is out of the ordinary and it's not good we can train machines to do the same so essentially we can train through machine learning we can train an algorithm to say okay this is normal yeah and then something just suddenly spikes for no reason still nothing too big but if that spike happens out of the ordinary it could indicate a problem before it actually occurs letting us to reach the point where we can act before something is happening and the other way that we can address or utilize machine learning is maybe more powerful even it is learning from historic events essentially when you're driving a car on a snowy surface and you notice you go too fast you can't brake anymore you know this is going to lead to a crash right you as a human you know that because you might have experienced it or you have learned about it and with machine learning it's the same thing we can make a an algorithm essentially aware of that certain events certain historic events have led to an alert so if these happen again we can now say oh well maybe there's something happening as well allowing us to in the actual operations part to be proactive and then there's one last step right because now we are able to make operational decisions based on knowledge because we have a knowledge base we have historic events maybe a simple reporting telling us what to do but this is in operations this is still on a technical layer how can we get that same knowledge and that same decision making on a business level and this is a step where we go from reactive to predictive basically with analytics which is more intensive repo reporting sorry also something that we will have a webinar about um later down the road so we now have with the service mapping the connection between what happens on a technical layer and what happens on a business layer and through knowledge um essentially knowledge bases uh through maybe asset and integrated asset management we can have a lot of information and knowledge being essentially the part where we say okay based on that information and based on our experience this is what we know to do and based on that we are now wanting to do decisions i'm going to give you some examples of what that may mean one of the questions that you could ask your your techies let's call them that way is if we would swap our top three incident generating models in our infrastructure for newer or better ones how long would it take who do we have to get involved what are the services that may be impacted and what we make our money back in the next five years really interesting question and the the interesting thing for me is the data for that is already there most likely you know how expensive the new models are you know how expensive the old ones are you have a back off of incidents you know how often they went down but most of the time with a lot of customers these data pieces aren't connected they aren't linked together the business layer isn't connected to the technical layer another question for example what i what is now very trade let's call it trendy but also it makes a lot of sense it's moving towards public cloud environments rather to self-hosted environments but sometimes i see project initiatives where they're doing it because it's good to do apparently and someone told them that's good but the question is do we gain anything from it are our services more available do we have a cost saving factor in that or are we just doing it because it's cool in quotes right and i highly encourage you to to just grab a cup of coffee sit together with your colleagues and ask these questions maybe even broader questions ask your colleagues what would happen if we would move from windows to linux in our whole environment not because it indicates you how good or bad your your item is but it indicates and gives you a feeling of where you can go next because if you have that business information to your hand if you have these connections made already then maybe you have to take a different step um from someone who might not have that connection yet right and that's something really interesting and the the way to get there to get from a data level to a wisdom level is with service mapping and utilizing the information connecting it to knowledge bases connecting it to experiences maybe leveraging ai ops and and machine learning to be proactive and no longer be a fire department iq operations management i hope i didn't forget something alex is there is there something that you like and i think you're spot on there um and i'm gonna hijack your screen sharing here just continue on that thought go ahead go ahead uh because you're absolutely spot on that when we speak about machine learning it's a lot of fuss around that these days and there's a lot of hype we hear ai we hear machine learning we hear all of these things all the time and a lot of people question is there really any value in it and for yes there is value because in the past two years um all of these machine learning all of these algorithms everything they have become way way more commercialized so you don't need a team of 10 data scientists to get started with ai ops and machine learning but it is actually a much shorter road there and that is what i want to speak more about right now so all of these things we've spoken about so so far i covered the business innovation a lot um and high level about that and you fabian you have spoken here a lot more on let's say the technical i.t innovation and machine learning but what are the actual resourcing and efforts so how do we build the basis for a roadmap in either of these directions yeah let's talk about it yeah so let's speak some numbers and data and this is just pure this is based on pure experience um i've been working almost soon a decade actually with servicenow and yeah here um yeah i've interacted with so many customers so these are the four factors to consider when you want to make the decision of which direction should we go towards and we have cost variables we have implementation time we have organizational engagement and then a very important part here which is the consultancy dependent because you don't want to end up in a situation where you just throw money on expensive consultancies and then get very little for it we want to avoid that we want to work smart with how we engage consultancies such as a rm partners or itsm group um and this will be divided in a few different areas here um so if we do a quick analysis of the business innovation then i'm actually going to start here um in the bottom about speaking of the effort so when it comes to business innovation and as you remember when i'm saying business innovation i mean primarily service portfolio services and application layers then in the effort perspective there is a lot of internal time spent here so in my opinion if you want to succeed with this csdm and business innovation the determining factor there is coordination and i'm going to repeat that coordination and coordination and coordination very rarely is it a technical issue but is almost always to coordination because when you start with business innovation you are essentially engaging the entire organization through all layers from the end users to the support organization to the business owners to the enterprise architects and so forth and so on it might sound very overwhelming it's not um not if you take it bit by bit in a structured let's say fashion but it is a lot of internal time spent on getting this up to speed and also a lot of effort in politics because everyone has an opinion on how you should define your services everyone has an opinion on a standard which should be followed or whatever it is and that is seriously a factor to consider that all of these different stretching opinions what you might end up with if you're not careful is essentially just a war room of how things should be and no one really wants to get there um from a wind perspective then we do have culture so as i mentioned before a lot of the wind is purely cultural so you get into a service minded mindset and this really happens throughout all the layers of an organization and to give some practical examples what i mean here with culture because it might sound very abstract and what i'm referring to when i'm speaking about culture is something like okay in the past whenever we've had an issue we are used to use a set of categories so when i'm reporting an incident i am reporting it on a certain category and in worst case you leave that responsibility to the end user to know which category or which type of incident should they raise themselves meanwhile if you do business innovation and csdm in servicenow you rely more on a service mindset so that is just one example another example is for example around metadata or metadata in the cmdb so historically seen you might have ci owners or you might have support group on cis or cost centers on ceis or whatever it is and that can be made redundant with using csdm and application and portfolio mapping because rather than than having a lot of metadata to maintain on all of these different ci's then you maintain the primarily metadata um in a in a service oriented way rather and that's that's something which is tangible something that makes things more efficient especially when you do like internal billing and so forth um roi of course um as i said there there might be difficult to find direct business cases with tangible roi because how do we know tangible roi from moving to categorization to a service oriented mindset it might be difficult to measure those kpis but something which is not difficult to measure is the general speed and agility that can be done so let's speak then about organizational engagement when we look at business innovation we do have of course the technical staff which are heavily involved especially when it comes to mapping the i.t services and how they relate to to the business then we have service owners yet again important here to to have various formalized roles of service owners so application owners or enterprise architects whatever it might be is also very common here to engage the support organization because as you start applying the csdm and business innovation they as well will start speaking a new language and in the end of the day the reason why we're all doing this often is for the end users we want to make it simple for them right we don't want to live in a complicated world but we want to automate things so the end users must be kept in the perspective when we're speaking about service oriented mindset so these four pillars they constitutes a service aware organization then some hard numbers and data around implementation time and efforts so this is of course not always true and it's not written in stone but it should give you a fairly accurate indication of what is the actual effort you can expect to be spending so during the build phase of business innovation especially around service mapping and when i say build phase is when you're actually starting to implement it then that typically requires one full-time employee then it's up to you whatever you want to outsource that to a consultant or if you educate and enable someone internally and then what i call during maintenance when it just happens to you need to maintain all of this in the future that is typically a half an fte especially in service mapping and you see here some time stamps we have three to six months six to 12 months and that should say plus 12 months and if we're looking then here at the very shortest path here and i have seen organizations doing this entire business innovation track in roughly half a year the determining factors there are leadership commitment so the leadership teams are on board you have some good business cases to justify the costs there often is already a certain degree of service awareness it might be informalized but at least you are already speaking in terms of services and maybe here the most important part which is the short feedback loops and when i'm saying short feedback loops i mean then between different stakeholders internally in your organization um also if you have formalized roles that is very good and then standardized application stack so you don't have anything very obscure but you know you run fairly standardized things maybe some things in the cloud maybe some things on-prem if you find yourself in that camp already then you can get up to speed um with this business innovation and csdm in roughly six months however most of the people are not there and the reality is the maturity is not always that high so if we're looking somewhere in the middle here we typically see a partial management commitment so it's not the highest priority but it does have some attention there is a low level of service awareness there might be people who know about the concept but it is not being enforced today there is also an average span of the feedback loops when we're speaking in timing maybe you have certain parts of your organization outsourced and because you have them outsourced maybe to ibm or dxc or whoever it might be you obviously rely on a third party if you want like firewall openings or something like that um informalized roles so people might have roles but they are informalized so um could be application owners or it really anything within business innovation service owners and so forth and there is a mixture of application stacks on the plus 12 month side however this is where it starts getting challenging it's not impossible but the effort is more on the organizational side of things so here we often see that there is low or no management commitment there is a fragmented organization there is no formalization of roles there is a high degree of consultancy dependency and that is dangerous because a lot of people think oh the more we spend their own consultancy the quicker we're gonna get results but consultants cannot change the fact that there is poor coordination for example and then last but not least what i like to call obscure application stacks and what does that mean a practical example here um let's say if you want if you have a nuclear power plant and you would like to map the centrifuge from siemens yeah that might be a little bit difficult compared to if you have a domain controller an active directory yeah could you jump in here two minutes from a technical side father what do you um because we're running low on time a bit i'm just gonna focus on three main points for the technical challenges and funnily enough for a service mapping environment the technical challenges mainly are similar to discovery the most important one being credentials then comes credentials and then after that credentials sometimes connectivity and credentials is a big topic because if the credentials aren't available from a technical perspective you're stuck essentially and the big important note that i want to give is if you are a a consultancy company if you are a provider of an implementation essentially train your customer to maintain the credentials do not or tr yeah do not actually maintain the credentials yourself because that can lead to some security of security which is always like it's it's not a good thing what is different to the discovery uh environments is that the stakeholders play a key role in the service mapping success because we need stakeholders to review service trees right we need stakeholders to tell us how some things are interacting with each other so that we don't have to guess based on what we find on the technical level and then it's also important that we can get as much information about where to find certain configuration data that can speed up or if done badly slow down a project massively so the availability of stakeholders on the customer side is key for having a smooth running service mapping operation and then the last thing is twofold it's starting with the right focus on one side so starting with a a service mapping or mapping h3 that one has an actual business impact maybe you're taking the most important one but also using one that has the most reusability at other points right and then one last thing is keeping a storyline it's so important to not fall into that oh we want to use discovery to discover everything part because that can be quite blend rather try to set yourself goals for example finding the last windows xp user in your environment or finding out if you have a load balancer that's overloaded on a service mapping perspective if you have these goals you know that you're actually working for something and it's not just like oh yeah we're not doing service mapping so keeping the excitement going that's a really important one as well yeah i love that like tangible use cases it's so important um when we speak then about i.t innovation and here from a wing perspective obviously when you start speaking about event management and machine learning and these type of things um it's very you know cmdb etc it's very realistic that you also can start phasing out some legacy tools and in general you see more tangible rois in iot innovation than in business innovation you become more data driven um especially then when you start applying machine learning and ai and you can actually become an organization which pride yourself on on using this latest technology and that can be worth a lot and then what i like to call toil reduction and what i mean with toil reduction is essentially killing repetitive tasks the more you automate then yeah the the more time you spend on actually innovating things kind of stuff um from an effort perspective then i always say here it's it's worth to invest in consulting when it comes to i.t innovation and it is worth to to really kind of involve technical stuff and i will speak just a little bit quick here about some success factors of lowering the effort so it's important when you start with iot innovation to have the buy-in from two layers especially the monitoring teams and they should definitely be on boarded and they should be fully committed to the cause as well as the vp and management buy-in so essentially that allows you to prioritize efforts as i said worth to invest a little bit more in consulting because a lot of the things is on configuration so if you can get the configuration up to speed quickly you get that back in the long run then assign process owners and delegate clear process owners and early and coach and educate them and then of course the adaption side of things and what i mean with that is it's really important when you roll out it innovation to actually involve the smes so the subject matter experts in that process so they must be part of building the iit innovation the future they should not have it enforced on them because then um if they have it enforced on them the adaption rate is slightly lower so if you want this to be a well used product then involve smes definitely um quickly about the efforts around it innovation as i said that typically goes faster from a maintenance perspective it usually requires half an fte and if we're looking at around three months timestamp and this is fully realistic then it is fairly you know if you have easy integration possibilities to monitoring tools you have centralized id you have an assigned process owner and you really have the attention of the monitoring team and they are dedicated i have seen event management and machine learning being applied in three months or less a little bit more if you start having a lot of custom integrations maybe you have fragmented monitoring teams or maybe you have a lot of firefighting already that means toil so if you have a lot of firefighting it's difficult to spend time on innovating and as i said and this is not some some you know shameless self-pitching here but if you make the decision of no we're not gonna involve you know experts and consultants we're gonna do this ourselves i upload you and that can be a valid approach but do keep in mind that as most is configuration based it just makes sense to to have that configured by people who have done it before um something you like to add here quickly fabian um just quickly credentials again one thing and uh as you have said already uh highly standardized environments if you're using very market or very readily available monitoring tools you're doing a lot easier with the innovation part on that yeah yeah exactly and worth mentioning here about both business innovation and um and it innovation is it's not always correlated to your organization and the size of your organization like how long time it takes to implement things as a practical example i have implemented and you know ran projects at customer organizations which have been tens of thousands employees and they have done it in a few months meanwhile i have worked with very regional companies who maybe only have one centralized i.t department and it's taken one and a half years so it's all related to these coordination efforts and to wrap up here the last five minutes how could then practically some road maps look well this is just an example and of course you are free to adapt it as you like but if we look here on the monthly timestamps so this is based on a year if you would have a more focus on the business and service side of things it might make sense to have an early stage here in bold yeah involved in the organization to start mapping business layers and the portfolio and then you can add a fairly similar track start mapping the it services once that is done then you can start with event management and automation let's say meanwhile if you have a technical focus then event management and automation maybe comes first after discovery then perhaps you start mapping it services and still you are technically focused you want to say we really want to innovate i.t department before we go to the business and that's why we select here to go with anomaly detection and machine learning as a next step once that is done and we really have that powerful i.t house only then do we start with business layers yes and one thing i like to add is um what we are deliberately not focusing on right now is things like security operations with vulnerability response and for example software asset management and the reason being is simply that those are highly highly used case dependent parts the of itom essentially either you need to do it or you don't right if you want to do it and if you have to they are similar to what an event management does they build greatly upon that data layer that a discovery gives you for a matter of fact vulnerability response even from a process site looks somewhat similar to event management and they are great steps to increase your your technical focus but also maybe your business focus especially when it comes to licensing questions on the software asset management part but the reason why they don't pop up here is simply because you either do it or you don't there isn't really a natural ramp up and it really ties into the storyline of event management it focuses or it goes in the same direction as as with that topic so again if you have if you have that requirement keep in mind that it should be another box added to that event management the same really goes for cloud management right yeah of course yeah exactly and one final thing i'd like to mention a question i often get is say hey alex why can't we do both at the same time why can't we innovate i.t at the same time we're doing all of these business things well you can of course you can um but it is being very ambitious and as i mentioned before remember what i said about coordination so if it already requires a lot of coordination to do one of the things you are pretty brave to entail on a journey where you're doing both at the same yes it's not impossible but it is difficult um well with that being said as you can see here by based on this master class it will take a lot of different tracks moving forward and i would love if all of you attend these and keep on checking the updates from both itsm group and arm partners yes this is just an introduction to many many master classes i see by the way fabian that we have received quite a lot of questions in the q a yes you know as i mentioned before why don't you and me take you know half a day here after the webinar and just reach out to these individuals directly exactly also a question that was popping up in the chat quite often uh regarding the availability of this webinar after we finished today it will be available online um so we will we will make that that information readily available we will also introduce some white papers in regards to the um webinar uh that's right i would say so this is really a kickoff and i'm really excited um alex to do this journey with you it's a kickoff to really lay a foundation and demystify that whole item is a bit of expert and you only can do it if you really know everything it's not like that but what i want to do in this whole journey is truly get rid of that mysterious factor of item and make it more clear and and give you a pipeline and an actual roadmap possibility with the knowledge behind it that will be available in the future so check out the update i love that philosophy and i saw here we we got a final question um if we will share the slide deck yes i have no problem i feel comfortable doing that so um if you have signed up on the linkedin page keep linked in event keep an eye open because we will there um the video recording and then as well the um the slide deck as well you will you will get a notification i think two days after this webinar we will try to squeeze in some more kind of follow-ups there but do stay tuned for more upcoming webinars and master classes right from it yeah and also if you have any topics that you would like to see more details about that we just touched and flew over today feel free to contact us you will find our contact information either over linkedin or on the mail so that we can also design this roadmap to actually aid you guys because we're not doing this so that we have fun every wednesday um yeah so this is for you guys good then thank you all of the attendees super nice that you could be here and yeah a fantastic day moving forward have a nice day yeah