hey everyone this is Isaac Barts and my counterpart Caitlyn mores we're going to be talking to argon National Labs very excited to have them agree to do this this is a continuation of their presentation at knowledge and with that we're going to talk about how they were able to use DPM to enhance their it processes and service management so with that said I'm going to hand it over to Jack and Mike over to you Jack thank you I'm Jack Schmidt I work at argon National Lab with Mike I've been here since 2013 in the service Management Department I'm responsible for all the itel processes working together and currently I'm the process owner for change config and asset while we get through some projects I'm also the chair of the National Lab doe service now community of practice doe National Lab reps get together and we discuss issues and solutions using service now hello I am the process own and manager for service level management and Incident Management in the service Management Department of argon it I am certified as an iil V3 expert and V4 managing professional since joining Aron in 2016 I have worked closely with Jack on itel processes a funny note is that Jack and I actually met through process many years before I started at the lab before we get into our presentation a little bit about where Mike and and I work argon National Lab was actually created back in 1946 with a primary focus to develop peaceful uses for nuclear power today argon's a premier multi-purpose doe lab with initiatives ranging from clean energy to hard x-ray Sciences hosted at our many on-site research facilities in 2013 the lab operations it division selected service now as our itm platform to ensure it aligned with the needs of argon's research now with more than 34 400 employees and 1400 scientists lab operations uses a service now platform to deliver offerings that range from it to HR to facilities and even to finance one of our early goals was to provide our customers with a service based Amazon like experience originally we tracked incidents and changes our original user web interface had two items I want something and something is broken by the way we call our user portal Vector in 2021 we focused on standing up service now service portal and to build our catalog items and how-to guides to help our scientists and employees get their job done we updated our process for requesting new catalog items and we work with the development team to get them built out and added to the catalog we even created a survey around the vector experience so users could give us feedback on our port P since we started this effort we created our update numerous catalog items but something was missing are we delivering what our customers want and need it's an age-old question that service management tries to solve to address this question we created a service delivery governance board with Representatives across lab operations to help manage their services we even made it a role requiring training in our HR System we then took advantage of the with army knife tools provided by service now service portfolio management module to help us Define services and offerings we implemented performance analytics and reporting to build dashboards but nothing out of the box gets you started with services so we had to build customer reports surveys for measuring customer satisfaction but again the examples lean to how well a Service Des tack is helping you and not really if the service is meeting the customer needs to better track work on Services we updated our incident form so service providers could associate services and offerings and we customized our itm and SE task forms to help build a custom relationship between catalog items and Services I trip down to Rabbit Hole started by initiating our goal to implement and develop our service level management process but we felt late for a very important date a number of years ago we were traditional it organization with an undefined service portfolio and ad hoc organization unique reporting we felt mad as a Hatter since that time in the smaller early stages we have focused on defining our service and service offerings along with Gathering data through populating service information on tickets this is a phase has been at for quite some time we now look to DPM to take us taller states where we manage our kpis and slas based on services and service offerings and common format reporting then on to continual Improvement and process maturity it is important to note that our growth will be an ongoing iterative process at this time our service portfolio spans across nine of the lab's business focus departments which can also be stated as the non-scientific organization we have 996 Services of which 38 are from the it organization of the 354 service offerings of which 73 are from it we followed standard definition for these items with Services being those actions which provide value to our customers otherwise known as business services our services which support the business service are known as Technical Services service offerings provide a lower level of detail which defines the related service and is the lowest level we report Services too the mechanism to request these services are through service requests of which we currently have 287 and they are executed through Vector but note we currently have more service offerings than service requests and in some cases we have multiple requests for a given service offering you will see reference in our presentation on the need to focus on our request catalog items I constantly ask our service owners how do you have customers request your service below to service related numbers is an example of how our av service structure exists from being a service to the service request remember that of these 287 requests 53 are called record producers remember that term for the future and its impact on DPM I love that you have this example of actually like what the servic is how you've broken that service out into offerings and then how those offerings actually translate then into like the actual request items we get this question all the time around how to define your services and offerings and I personally don't know how to answer that because I always sort of use the saying it's Art and Science so do you guys have any tips or suggestions on how you went through this process to identify what services you have how those are broken down into offerings and then how those map to request items we started down the path of defining services in the it organization first because we knew it the best and we actually used it so that we went out to the other business areas uh we could have some level of experience with that so really the important thing that we had to keep driving was the fact that we used business terms we took great concern in regards to not using system names which is a traditional it type thought process so we really looked at and and asked the question of what do we provide what do what do we give our customers and we actually went through a what I call a Post-It note exercise we wrote down all the things that a organization provides and then we sat there and Consolidated those down until we got to a point where we had our services and where we felt there was a need for the additional detail looked at and created service offerings so that way then we could sit there and say okay and then the next step based on those service offerings what are the service requests what we should mention Caitlyn is is this was not a oneone as you can see we have have way more than we probably should so now that we're starting to measure the services people are seeing it in DPM Mike's reporting on how well the services are doing some of the service owners have come back to us and said I can I redo what I have can I change the names uh because because customers are using them right so now they're getting feedback it's not just for them they don't always know how to use the naming convention that they put in place so Mike's done a really good job of visiting revisiting this with service owners and saying okay now that you're making the service desk put this in on every ticket how do they select this how do we help them pick it so it's I think Mike's done a really good job it's been iterative we started with he started with the sticky notes um and it was sort of Pie in the Sky yeah this is how we group stuff then as we started relating service requests and tying it to the incident form and having stuff reported in DPM it became real and then they started revisiting it again with with what's more user friendly with with how to do this or what's a name that makes more sense when you're a service provider trying to categorize a ticket yeah to Jack's point we emphasize the fact that the service portfolio is not cast in concrete and that it can change as we mature our it should change people should not be afraid right you're going to do your first pass and then go ahead and start to measure it and start to use it you'll probably change it again I mean I wouldn't spend forever trying to make it perfect this has been just a sample of down the rabbit hole with DPM presented by argon National Labs join us August 13th for a live presentation where you'll see the remainder of argon's content plus followed by live Q&A with Mike and Jack go to our events p page on the DPM community site and you'll see the registration link there we'll be posting that soon within the next week or two we look forward to seeing you on the 13th of August where you'll speak with argon National Labs we'll see you then