morning everyone we'll give everyone just a minute to settle in we got some house cleaning in the chat if you could go ahead and take a chance to read that just while everybody gets settled in my name is Isaac Barts and my counterpart is Caitlyn moris we are the inbound and outbound product manager for the DPM and service Builder solution so we'll be hosting the session today we'll let argon introduce themselves in just a minute but if you could during the presentation if you have questions please use the question and answer box we'll be monitor in that and then you can use the uh the chat for more of a generic chat during the session so again my name is Isaac Barts I'm dialing in from Northwest Arkansas Caitlyn hi I just put in the chat U thought I'd helped get that K kicked off I'm coming to you from Pennsylvania very close to uh Hershey if you're familiar with Hershey chocolate and Hershey Park awesome again please use the question and answer box we'll go ahead and hand things over to Jack and Mike from argon National Laboratory cool thanks good morning everybody uh I'm Jack Schmidt I've been with argon since 2013 in the service Management Department I'm responsible for making sure all of our itail processes work together together and I'm also the process owner currently for change configuration management Asset Management um and a couple other things why we get through some projects I also chair the National Lab doe service now Community uh practice where the doe National Lab reps get together and we discuss uh issues and building out Solutions using service now Mike yeah yes I'm Mike KLA uh I work with Jack at argon National Labs um my primary focus is process owner and manager for service level management incident manager at argon uh I'm also an IO V3 expert and itol V4 managing professional um been at the lab since 2016 and uh kind of in a humorous way uh Jack and I met years before we worked at argon um as part of iil process meetings um so you know processes brought us back together as friends so before we get into our talk Mike and I thought uh it'd be good to give you a little history of where we work so argon National Lab was one of the first doe Labs it was formed in 1946 and it was primary focus was to develop peaceful uses for nuclear power today argon is a premier multi-purpose 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 that it aligned with the needs of the business now with more than 3,400 employees and 1400 scientists lab operations uses a service now platform to deliver offerings that range from HR to facilities 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 like most uh it organizations um and our us our user interface really had two items I want something and something's broken by the way we call our user portal Vector in 20121 we focused on standing up service now service portal and to build our catalog items and howto guides to help our scientists and employees get their job done we updated our process by requesting new catalog items and we worked with the development teams 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 portal since we started this effort we created or updated numerous catalog items but something was missing are we delivering what our customers want and need it's an age-old question service management tries to solve to address this question we created a service delivery governance board with representatives from across lab operations to help manage the service we even made it a roll requiring training in our HR System we then took advantage of the Swiss army knife set of tools from service now service portfolio management to Define services and offerings performance Analytics and reports for building dashboards but sadly there's nothing that gets you started out of the box around um service management and then there surveys for measuring customer satisfaction but those examples lean more toward how did the service dust technician help you versus are you really delivering on the service to better track the work we were doing we updated our incident form so service providers could Associate services and offerings to incidents and we customized our itms SE task forms to help build a customer relationship between catalog items and services because at the time they didn't exist Mike our trip down to Rabbit Hole started by initiating our goal to implement what we call an IT call service level management but we felt very late for an important date a number of years ago we were traditional it organization with undefined service portfolio and ad hoc organization reunique reporting we felt mad as Hatters since that time in the smaller early stage we had focused on defining our services and service offerings along with Gathering data through populating service information on tickets this is a phase that has we had been at for quite some time we now look to DPM to take us to that taller state where we manage our kpis and slas based on services and common format reporting then on to continual 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 nine of the lab's business focus departments which can be stated as the non-scientific part of our organization we have 96 Services of which 38 are from the it organization of the 354 service offerings 73 are from it we also followed a standard definition for these items with Services being those actions which provide value to our customers otherwise known as business services or Services which support the business service known as Technical Services service offerings provide a lower level of detail which Define 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 our service portal known as 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 can I constantly ask our service owners service managers how do your customers request your services below the service related item numbers is an example of one of our service structures existing today for our av organization remember that of these 287 requests 53 are called record producers remember that ter term for the future and its impact on DPM Mike argon has certainly done a lot of work in this space so while you continue I'm going to launch a poll for the audience just to kind of get an idea of where everybody else is in their Journey back to you Mike and and actually before we get too much further I was wondering I've actually gotten this question a couple of times recently around getting buyin across an organization around what a service is and what goes into that definition along with the offerings how did you guys get buying and also how did you come to the framework that you were using to capture some of that key information could you talk a little bit about your experience with that yes um well one of the things we did was we actually made the service and service offering uh Fields required on an incident uh this helped us in our in our run operations reporting um because you know it in traditional it the concept of a service is a challenge um because we typically think in what is can be termed as configuration items or system names um so we really made it a major effort and and we've actually gone through M multiple iterations of our service portfolio of what a service is what our service offerings are so that's where that iterative process comes in um and then the other part uh with the implementation of service Builder uh we were able to link our service offerings to uh to our catalog items which is helping us a lot uh so it's kind of you know getting Buy in through through mandate so and it's it's starting to change the mindset uh because it's it's in the IT world it's more of a challenge in the other parts of our lab operations or business functions uh I think think they understand that concept better because that's how they talk um on a daily basis right to add on to what Mike said we we did get buyin so we do have that Service delivery governance board um so before we made the fields required we talked to them too about the services um and then it probably impacts it the most because we have the service desk and they have to go into the forms and fill in the field so Mike spends a lot of time with them if anybody comes up with a new service in the offerings making sure they're aware of what they are and what they represent um so it's it's not like like Mike said you can't just create it and walk away from it and we've we've evolved our services numerous times the tool is really flexible so you can change that kind of stuff and that you know impact old data um so don't be afraid of the change I guess and it and it was fun that when we were starting to Define our services we wouldn't let them put application or software names in the services or service offerings and that created quite a challenge uh but they're getting it so cool so as as Mike pointed out we've been on a Ser several year journey to move to True Service delivery um and to Caitlyn's point we struggled with cultural change managing through Services instead of organizational silos I think everybody faces that and then how do we display our service grouping so in other words what's our taxonomy um that was something we struggled with a lot we couldn't get service owners to use service portfolio management they found the module clunky and very confusing and then to get data from catalog items we had to ask service owners to um manually add service information to catalog items they weren't really thrilled with that extra step and then the custom reports of d dashboards we built the service owners stopped using them they said that it was hard to understand the data and from Mike and my standpoint uh it was really hard to maintain and then we wind up exporting data into Excel spreadsheets and when you're trying to display that you couldn't show the backend data and then when we're showing the information to scientists they want to see the backend data so they weren't really happy we didn't have a way to drill into the things um and our service owners complained that we gave them a Swiss army knife set of tools they didn't like trying to remember where they had to bounce around inside a service now to see the thing they needed to see so all of these issues drove us to investing in DPM and and service Builder to provide an easy to use interface for managing Service delivery information and so service owners had one view to see how well their services were doing there um Jack and Mike there are a couple of questions that are in the Q&A do you want to just take a peek um or I could read a couple off um and we could answer them sort of as we go since it's in context to some of your content yeah if you can read them off to us uh I'm not really a zoom expert I'm more of a teams person sorry about absolutely okay so this one is a pretty quick one so there was a question around um are you using service offering in the change requests as well as incident I'll grab that because I'm the change process owner um at the moment we aren't using service offering and that's more of a working with our development team because we require configuration item service offering and service um in in our forms um it's a custom change to the way change works right now so we want to do that it's in the development queue uh but it but it's not there yet uh but but the service the service owners are actually asking for for that capability besides just having a good fig item okay great and then the next question is um it's kind of more of a comment around you know requiring a service or offering in the incident form itself um is bold you know because there has to be a lot of confidence that you have your services defined enough to cover every type of incident could you talk a little bit about that like maybe maybe explain when you felt confident in requiring that on the form um and if there are still you know ways that you're evolving your you know Services as well you and I think this goes back to that iterative uh process on defining those services and service offerings um we really it was probably through the second major rehaul of our service portfolio um in the it space um that we decided to make that change and actually one of the things that that brought to us was the ability to um mature our service portfolio because now they weren't we weren't just talking about Services they were requiring the use of it and we're probably on our third uh generation of our service portfolio in it uh with some major uh review and overhaul um so you know one of the things that's important is that the the service portfolio isn't a oneandone it's one that that keeps maturing and we kind of did it as a you know we wanted to drive the fact that we need to start thinking in terms of services uh for the fact of reporting um and it was actually kind of interesting um outside of the it space in the um what we call lab operation space one of the C uh the delivery managers there made the point that they went through a reorg and by the fact that they were talking in services not system names or unique characteristic names um for CIS uh they were able to make that transition with reporting easier well and and to that point um we knew the services weren't probably completely in detail but Mike went with the service owners so we're going to have these on incident tickets are you confident with your services and your offerings when they said yes at least in the it organization uh then we flip the switch and we Mike meets regularly with the service owners and the the service desk to make sure that we have the classifications correctly if people know how to use the services and things what we found is by forcing the service and the service offering instead of making them an optional then you have to make a choice so then we can discuss is it the right choice when it's blank then you spend all your time going who should it you know which service should it have been now we can actually look at the services and say what do we make the right decision here you know do we got to clean things up do we got to make more choices and stuff so we found it uh it pushed us forward by make making it required another question here what about the reporting so one of the attendees says they export almost everything for reporting to work with clicks sense or powerbi for their reports so with argon how how well is the service now reporting interface accepted and I think you know Jack alluded to that on a previous slide we were creating multiple dashboards um and we still have a number of them today um which are built off of service now and we found those meet the vast majority of our our requirements um what DPM is bringing and we'll talk to it even more uh through the presentation is us to set a standard set of values that if somebody asks you know where did this value come from at least all the organizations are dealing with the with a common report um the the biggest problem we had and that you know I've seen even elsewhere is when you're talking about the same information in the same meeting and people are showing different numbers uh as an example you run into a lot of issues so that's why we're driving you know DPM as the managerial Tool uh for that kind of level of reporting um and as I'll talk to it's it's not an operational tool um at least we don't use it that way um it's it's a managerial tool and we've been using service now since 2013 we stood up performance analytics when it first came out we use it the main areas we use performance analytics is checking the processes uh we have a set of dashboards built out to manage our MSP that provides desk top and Service Test support and then DPM is you know and and if you get into APM and SPM you'll be using performance analytics to try to pull that out stick it in powerbi and build all of that information again um good good luck uh but um the tool makes it really easy to use in those areas I think also building off that what you just mentioned about MSP so there is another question around how much of it is outsourced that um this person says we struggle to align slas and Olas through the company borders and harmonization of slas as a challenge have you experienced something similar you want to take that Jack or you want me to you're the service level manager you can okay yeah our uh our service task is is outsourced in our uh endpoint uh Field Services uh the other part of it is internal um and the service level the slas are as part of the contract uh with the MSP uh so they know what we're measuring to the the key there I think though is and I know you know it's challenges we we do typically think in kpis versus slas um and that's that's something as part of our maturing uh to be start becoming more SLA oriented um but right now we basically made that part of our contract um and it it aligns there's not a differentiation between the MSP requirements and what we do internally I'm going to put something in the chat here too maybe a little bit of direction for the individual who asked that question so we do have SLO coming out as our sour source to pay offering it's a going to be launching a supplier Performance Management portal in November so um just adding a little bit of extra solution that might help you there cool are you guys using APM as well is argon using APM yes we even I'll talk about it a little bit but we even build our own custom APM module because nobody had it originally and then we moved to the service now one when it came out and we're still fighting some of the customizations we did initially as APM and SPM mature and then two quick questions here what level of management written personas has DPM been targeted to what well the target is to and the lab doesn't have as many levels of structure that you typically find in a uh in a uh private Enterprise I would say uh but it's it's targeted to what we would consider extended leadership as well as leadership um so you know it's it's like I said it's not an operational tool so it's not meant for the you know the support team um but it's anybody who is doing reporting based on service yeah but we we specifically uh like we said we created a service delivery governance board so each one of the lab operations areas that participate HR facilities Finance um they have a representative and we Define that specific role and underneath them are the service owners and the service providers and you know if you're interested we could share our documentation on how we put that together and presented it to management but that having those roles defined and and them knowing that there's a service delivery manager that's looking at how well their services are doing and then those people get together monthly with us to see make sure that the services are delivering correctly I think that I think that helped to to define those roles perfect we've got a couple more questions we'll get them as as we continue I know we've got some slides coming up that address the the existing questions so we're caught up for now okay great so really you know we actually started first by defining our services and service offerings um and actually we didn't know uh in one of the implementations what uh what this portfolio and taxonomy field was on our service definition form um which caused us some initial issue but we resolved that so what we've actually done is um you know we put some major Focus Jack and I worked on this and made some decisions to not over complicate uh what we called our taxonomy um this is not our user portal taxonomy this is our internal uh service reporting taxonomy and we defined basically separating uh our DPM reporting aspects based on portfolio which is lab operations and I've I may have made reference before as kind of our business functionality and a and a to align with more corporate functions like you're seeing here with human resources and Communications and it in there and um Quality uh so forth and so on and then we also are moving into the programmatic uh service areas um and those will be defined uh more based off of Lab terminology uh because we are dealing with scientists and uh you know to do appropriate level reporting we need to be thinking at that level um but that's how we built out our taxonomy um and actually separated our portfolio reporting um but right now we don't feel a separate portfolio is appropriate at the scientific level for each area of of the lab even though we do uh science uh for multiple different types of science okay one of our earlier challenges that we were we were defining our services through what would be considered an impossible process um we had service owners and managers defining Services putting them into Excel forms which Caitlyn made reference to in a previous webinar um then sending them to me at at the lab as a service level manager to man manually enter into service now this was a slow process which really had multiple bottlenecks at multiple points um so our one of our early implementations was the use of service Builder um which provided us that ability to have a logical and organized Manner and simple way of building out our services and service offerings and maintaining those services and service offerings in a distributed method um and we B basically use the roles um standard roles within service now um to control that as a note during and after implementation uh evidence showed that the service owners and the delegates embraced the use of the Tool uh they did not like the previous method uh because it was slow and cumbersome uh service owners and managers could now see their updates immediately uh after making their service definition changes I want to give a plug here now that I strongly recommend if you see any related office hours or webinars related to service Builder or DPM uh that you attend those uh because they're great discussion points and presentation points uh for using the tool especially as it matures so Jack nice Mike um and why did we move to DP M understand we were one of the early adopters of DPM but but again we wanted something that gave us a taxonomy based on our services uh it provided a standard set of reports and kpis for managing our service portfolio instead of our custom reports uh provides the capability for managing a service or element of a service not just at the Run state but through demand and and project to retirement it's all across the life cycle and it's in one cool and then the ability to use the Enterprise portfolio to allow service owners through our c-level Executives access to service performance is a game changer and our move our move to Service delivery organization and then we spent some time using personal portfolios especially when they first came out because we have service owners that are also business application owners in APM and instead of going to two different dashboards we can give them a view um all in one spot Mike as with all good stories there's often challenges uh ours primarily came as the result that DPM was new uh when we implemented at both argon as well as service now it important to note that DPM is not just a plug-and playay solution you need to understand you know how DPM works and you get and what gives you the results for examp example reporting areas are aligned to a thing known as KP groups and the kpi groups depend on use of performance analytics next we started with Rome back in the Rome instance which was its first release of the tool that introduced challenges that we do not feel are there today uh especially in the areas of documentation um as well as there were you know with any implementation some bugs in the Tool uh that Caitlyn and her team have addressed um the biggest challenge with minimal document ation was configuring the solution so we did not realize a true relationship uh between the service offerings and kpi groups and performance analytics and all those type of things uh and that caused some confusion uh in our initial results and in regards to bugs like I said Caitlyn and her team have have definitely addressed that and then along with the Tool uh being ready we had some internal challenges some of which have already been mentioned uh we had to EMP emphasize that DPM is a managerial tool and that will allow for managing based on Services traditional it thinking in argon was to only communicate in regards to organization and Technical configuration items also you need to make sure you understand your environment and if you are an early adopter of service now that you understood any customizations that may have come along for example we found that changes made to our ticket States um impacted what was actually being reported in our performance analytics despite these challenges we feel we made the right decision to go to DPM when we did that being said we did not resolve all these issues ourselves we did get help yeah to Mike's Point uh after we stood up DPM in Rome we realized it was a little more complicated than we thought uh so we part we use some end ofe Monies to bring in a Consulting partner for short-term engagement was about two months um and we brought in third era they they did bring a working knowledge of DPM at the level it was when it first came out and they also could test in there clean instances and compare it to our instance to help find out where customizations we have built um were causing problems so that was extremely helpful getting started and then they were a good sounding board they were still still learning about DPM we were still learning about DPM so they fed stuff back to service now we fed stuff back to service now so was it was kind of a mutual partnership and we both grew together there are a couple of outstanding issues that that uh we ran into with DPM so you can't link record producers to service offerings that's still kind of a a thing we're hoping for um and then initially when we related a service offering to a catalog item they started to disappear from the portal and we didn't know that but then somebody you know one of the service providers had call and say where did my catalog item go and Mike Mike and I scratched our heads and early on and it depends on what version of service now you're running but you either had to set the subscribers on an offering or you had to set the available for on a catalog item if both of them were blank then the catalog item disappeared um in service Builder every time you go into service Builder even if you're just looking something up be careful because you'll wind up with a draft version so you got to watch over those draft versions and keep them clean and then in DPM um and there's been a lot of work around this but the numbers by default are averages or specific date range you can set this but whatever you pick make sure you let your service owners know the way you're going um and what they're seeing and then some of the original um kpi reports had not configured yet and there was no content and we were confused by that because we thought we had everything running right well it turns out another customization bit us uh we had gone through a security audit with service now and they came back and said oh you should change the job that all your the the account that all your jobs run under to Something Different by default comes assist admin change it to something else like job admin so we had done that well our developers had done that not everybody that was was a uh like a business owner and the tool knew that so um once we set the right permissions on the jobs that were running we actually started seeing data but but that confused us for a little bit about what was going on there so and then also remember when you make changes in DPM like Mike said it's not an operational instant data tool uh so the jobs have to run overnight a lot of times for data to to appear and there's more documentation uh from Caitlyn's team on what's an instant change versus what has to take overnight next slide and then this is to the question on csdm um we started with csdm 2 and and trying to line to that but the common service data model has evolved a lot over the last year so along with DPM and using APM and and maturing our configuration database we've been growing along with the common service data model so like we said started in 2013 we made a bunch of customizations we initially built our own APM versions so we could track end of life tools so initially APM was owned by our developers not by Enterprise architecture our what are we calling it now APM APM reboot 2 that we're going through this year is moving it out of the developers hands into the Enterprise architecture hands um and trying to align with with CSD M4 because we found out across the board not just in DPM but in like SPM that if we didn't align with this we're not seeing data so we have to make sure that that our our cmdb is set up correctly we're defining our application Services correctly we're defining our capab ilities correctly and we're building the right linkage between the the different elements couple questions here so did your reassignment count increase when you introduced service offerings yes because it wasn't so much service offerings they were in conjunction and Mike can jump in on this too we started using the support group on the cmdb so so on configurations item you can set a support group you can set a change group and you can set an approval group you set the support group then any ticket form like your incident form when you put that CI in it'll set the support group it'll default who that support group should go to um so we had to build logic that if you filled in a CI and you filled in a service offering or you filled in a service which one of those drove the support group routing and we didn't get it right the first time uh we played with that a few times and and we have to keep telling the service desk that's a recommendation you still have to read the ticket don't just put in your service service offering configuration item and then hit deliver you you're tier one read the ticket make sure it's right um You might want to change it those are recommendations so we did initially see some reassignment counts where it went out and then people get mad and send it tier two had sent it back to the service desk going hey this isn't our ticket you could do this so thank we got a question from Mike did you drop measuring availability of applications and move to availability of tech and business services what it it's interesting you bring that up because that's one of the more recent uh you implemented requests uh actually from our chief operating officer at the lab uh we're reporting uh availability based off of service uh which is tied to outages uh which we're tying to our major Incident Management uh functionality from uh from service now so yeah we are doing that shift um you know even though it is still tied to the CI uh we're not reporting in DPM at least on that we have that information uh because the the CI helps Drive uh what service it's related to uh as the csdm shows but uh yes outage availability is um based off of you know service and that's how we report it as part of DPM anything else what's your experience been with the DPM workspace has that been um openly accepted has it been um easy to navigate there's a question out there from the audience what your experience has been like with the DPM workspace itself I think we cover that in slides or Mike you can you could cheat tell them aead of time yeah we can save that I'll save it we'll save it and if we don't answer it at the end we'll yeah emphasize that point okay so initially uh in the service out you know there was a tool called uh service owner workspace um which was fine for what we were what we initially were looking at which is primarily in the Run space uh it's kind of like which processes you initially Implement when you look at Ito um you know so we were looking at incident requests and problems but uh one of the key things you know service now started talking about in webinars about this tool called DPM back in you know the early early days uh before 2013 um and not 2013 20 yeah not that old not that that old I'm sorry yeah back when we implemented but was like in college then so so so anyhow we uh back you know we were looking at implementing service owner workspace uh and then looking at the uh deployment we then decided that you know what DPM brought us um the ability to work in the uh plan and build environment but our initial implementation was and I will tell you was focused um in the operational run type environment um but as with itel 4 uh we wanted to make sure we matured into that plan and build space whoops sorry click uh and that's uh where we're doing a lot of Focus right now uh is how we uh look at implementing in those areas our primary focus right now is still in that run space um but managing across the service activity life cycle uh is a key contributor to why uh we chose DPM uh rather than staying with the direction of going to service owner workspace uh which may even be decommissioned at this time so to emphasize our need for DPM we feel we needed to restate our points across history and tell you briefly about our our future um all required the need for DPM a road to service reporting started as early as part of the service level management maturity we started by defining services on Excel forms and passing them to me as the uh service level manager and I would then update service now um reports were being generated using tools like Excel and there was no control of report data filtering or presentation format information control was really limited uh it was in September of 2021 that through and this is where correction of my uh my dates here uh 2021 that through input from multiple webinars uh that Caitlyn you may have been I believe were part of um we agreed to use DPM um over our current Solutions and even uh those provided by service now the ability to manage across the life cycle of the service was key in that decision we started development of DPM service builder in July of 2022 in the Rome instance and DPM was new to us as well as service now with some assistance we deployed service builder in January of 2023 and DPM in March of that year this was after our upgrade to Tokyo and the end of year holidays The Logical flow of service Builder made training a simple task uh for our service owners and service managers while releasing the tools outside of it took place uh later in 2023 we now look to expanding the use of DPM as part of our continual Improvement DPM will be key in our major overhaul of what we originally deployed as DPM and catalog Builder employee Center and service operations workspace are next on our radar with strategic portfolio management and Enterprise architecture workspace after that we see the newer capabilities and service now as a method to align to what Jack previously stated was the csdm model DPM will be our tool for measurement and alignment with these deployments and are you planning on introducing digital products as well that's the Enterprise architecture team is looking at that to see if they want to add that to the mix or not right now we have a lot of custom apps at argon that have been built over the years and we're trying to clean that up so they're not sure do you want me to uh I can't help but look over at the chat and uh Lewis was aing asking about how we have the required fields on our incident form I could hit that one really quick absolutely so so uh Lewis asked do we do uh business service service offering in Ci or do we do CI like business service service offering we do CI first we we had configuration item on our form long before we had the services added so we just left it there because um a lot of the stuff had a configuration item and then where we can map out the business service and the service offering like our application Services we can Auto we can Auto populate those if it's around like a endpoint device we know it's an endpoint service so you know we're trying to make some Intelligent Decisions based on what we know around the configuration item to to autop populate the other fields right now it's not perfect but we're doing some of it and it's important to note that our non-it folks really don't have incidents they primarily work in requests so they don't work incidents right yeah they don't work incidents yeah so it it's not a challenge outside of it uh like you would find into business functions uh like HR and finance great cool all right so we did want to give a shout out um if you're doing DPM there's some resources out there that are really useful this knowledge based article that Caitlyn's team put together actually um a couple years ago is extremely helpful there's getting started guides and videos no matter where you're at this is It's Worth looking at um I like the getting started guide it helps you decide if you're going to try to manage services or business applications or application Services where do you want to start at do you want to do all of it um which data should you use it's really helpful for that then there's the data source spreadsheet that tells you where the kpi data should be pulled from that's also helpful for troubleshooting and then customer satisfaction in DPM again it's not how well did the technician deliver but is my service delivering what you asked for so that'll show you how to set that up put in your stakeholders make sure that they're pulled on a regular basis so you can make decisions around the service and then the Run Services guide is really nice because it helps you getting started with the Run tab a lot of us a lot of the labs we talk to at least internally the other doe labs are at that run State and then they're trying to move backwards to demand and and project and that run Services guide will help you with you know what's out there right now and see how well you're doing um and then one of my favorites and and again it's a little bit dated but the digital portfolio management csdm overview that was done by Mark bodman and and Caitlyn mors is a really good uh video to give you an overview of how this is all being put together and where it's going yeah in the early stages of DPM development we realized that in some of the content would introduce confusion unfortunately at that time the only answer was to use UI Builder which is not an easy Tool uh for those of us that have tried um and uh but service now provided us some configuration tools after our upgrade to Tokyo then Vancouver we were excited to discover an Administration function in DPM which allows us to update the view of our managers um and you know recently we have note you made note and once again talking back to office hours uh for DPM was just presented um service now has released uh admin Center um which is very helpful in configuring The Tool uh for use um because that go live we left things as it you know our process was don't change anything go live with what service now is providing um but admin Center is going to provide us the capability uh to make some of the modifications that we we wanted to make in a much easier way than using UI Builder yeah and then um we've said it a bunch of times performance performance analytics is key to DPM we highly recommend you take the performance Analytics Essentials class which is free from service now or you can pay for the performance analytics fundamentals class which is like two two and a half days uh we are always looking at the scores for this indicator to make sure that we've got data there and and to check the data that's there so it's a really great way to troubleshoot your data if your numbers don't look right once you stand up DPM so did did we live deliver we really think we did um we were going to call this slide Go Ask Alice but uh that's a Jefferson Airplane reference and not Lewis Carol so from an alignment standpoint we finally have a view showing our service taxonomy from a little overhead standpoint service owners have embraced service Builder as a way to update their information and to share their data in DPM they now go into DPM as the place to go for their service information Mike and I meet with our service delivery managers the SG members monthly separately from the month allog together meeting and we always bring up DPM as the starting point on how things are going um the data is intuitive right so your kpi groups are across the board everybody knows what we're looking at so we're not building custom reports for different organizations from a cultural change perspective it's helped us shift from organizational to more understanding of services across the lab operations environment and then from an Enterprise strategic view uh the capabilities in DPM in parallel with the capabilities for mpm they just link together basically I mean you know they give you that holistic view all the way across so we we think we DPMS delivered for us and then Mike yeah after the long wait for a simple solution to manage aial performance of the services our Cil was actually very excited and said this is what I've been waiting for our new Chief Operating off officer uh for the lab is also asking for standard reporting uh for lab organization this has introduced some new work for Jack and I uh but it's not totally with DPM but in improving service performance to our customers we that we do not see this implementation as a oneandone effort we are currently on the Vancouver releas of service now uh and DPM is a key part of our continu Improvement efforts included including the maturing of our kpis service unique slas and maturing DPM use Beyond run we will also need to focus on aligning stakeholders to services and ensuring there's a formal method to request Business Services when in doubt we are directing the creation of request catalog items to each business related service offering we do not see what we called out as challenge as or referred to as regrets this is our road map for now and into the future and we thank you very much and are ready to ask answer any other questions hopefully thank you that was really really helpful we had a lot of chatter there's a few questions still out there so I'll go ahead and start with some of them what is the highest level of portfol folio you've defined underneath your taxonomies so we actually use the portfolio to differentiate as I show on the one slide between lab operations um which would be considered our corporate type functions um HR Finance it and then now we're breaking it apart because the lab is divided uh based on Sciences um at this at a second level portfolio um as the uh programmatics uh which is a probably research areas for science yeah um so that's the level we're currently at uh we do realize that if that programmatic area gets more complex we may have to differentiate portfolios based off of the individual scientific areas um but for now that's the the level we went at the portfolio and then we work very hard to try to keep the taxonomy uh simple uh because there's a constant push to want to make that organizational and we try to explain because like any organization uh rorg is common and we we try to make people understand that Services don't align 100% to organization they align to Service uh groupings well with that there's a customer out here they have 2600 service offerings so how has it how has it been for Argon to rework or you know merge split reform your services and restructure them okay we well we're we don't have that many but what we actually started with and this is something to consider um we kind of used the seven plus or 2 concept on service service to service offering relationships um and we we actually started our exercise um it helped it was preco um with with Post-it notes and we brought each organization into a uh conference room and Jack and I um would just basically start writing posted notes there was no wrong answer and then we started saying well we we tried to simplify that by saying what are The Logical groupings of you know because you know I mean without knowing their business in detail um we realized we needed to to you know keep things as simple as possible um and we actually struggle with that uh where some organizations want to break things down into more finite detail uh we actually struggle to try to keep that like I said plus or minus 7 concept um I'd be curious are those in the uh all within it or are those across your Enterprise and if so how many services do you have and what's the relationship number you know because the other thing that to remember you know one of the things we put as a rule at argon is that you can't put the application name into the service um so email Isn't Outlook it's email um as an example um one of the terms that our uh infrastructure support people want is they use the term endpoint rather than having you know and I could understand how you could break it out to Apple and Windows based computers uh but right now they're Consolidated uh and we use the CI to actually help differentiate some of that information awesome so it's a struggle um but you may want to look at your service offerings and see how many of them are really saying the same thing just as a thought time for a a few more questions here did you find it difficult to define or even find your owners of business services and certain taxonomy groups we actually um when we started out made it made with with the CIO support uh and lab operations the service owners are our top level leadership uh within it and we carried that forward into our other lab operations areas um so they're the they're the end decision makers let's you know to say it that way and then the service offering um and then we have service managers which are that next level of uh man leaders or managers uh to help and those are the people responsible uh to go to a racy type format service owners accountable where the service manager is responsible um and know I I call those the worker managers um and we've carried that into the lab operations areas as well um because you know kind of following a standard definition is the service owner owns what goes on in that uh for that service and is the final one that the lab director is going to go to if there's an issue all that we we are at time uh we can certainly stay for a few more minutes if that's okay with you Mike and Jack or or if you do have a stop we can go ahead and and leave it there I gotta drop I gotta run a itan meeting across the National Labs but I could stay for a few extra minutes if there's a couple other questions thank you Michael so yeah there are you using the resource management features not I'll grab that one we're not fully using it uh actually one of the programmatic areas uses it for their project management uh because they're the accelerator so they use it to manage the project of taking the accelerator down upgrading it and then standing it back up the lab is not really good at Resource Management to be honest so we've looked at it but we haven't really embraced it did you find that once your users were managing and and looking at DPM did they begin to appreciate the csdm more and actually help you uh keep your services maintained more efficiently oh yeah that's that's you like I said we we're still dealing with cultural change on some of that um in that aspect but I think outside of it it's a little bit easier because they think in terms of services and service offerings uh already ready uh using that terminology um but I think there's a there's that that mindset is changing uh that cultural change and it's just having the data available um like I said we've actually found some yeah I would say our users really aren't that in tune to csdm but Enterprise architecture has realized how important it is um our Enterprise application owner have the the developers have UND have realized how important it is so they're starting to point partner with Mike and I um to make sure that we set things up correctly I I wouldn't say our users completely or even some of the service owners but the backend structure is is forming there now okay just one final question and then I think we'll wrap it up so are you also measuring degradation kpis along with the availability of services at this point I would say no um you know if degradation you know purely like I said we're primarily with the out of the-box kpis right now um we do look at incidents and availability um with I mean you use availability though you you can you do say this is a degradated service versus completely out but we're not it's all manual on our side yeah so all right think we're think we're caught up we'll catch up later and we'll send a a follow-up email out to uh everyone that registered with some resources we definitely have some great resources to share in addition to what argon has presented so thank you everyone for attending Mike Jack thank you so much for your help and your story here okay thank you take care now bye bye