Book Image

ServiceNow for Architects and Project Leaders

By : Roy Justus, David Zhao
Book Image

ServiceNow for Architects and Project Leaders

By: Roy Justus, David Zhao

Overview of this book

ServiceNow is the leading enterprise service management platform that enables the effective management of services in a modern enterprise. In this book, you’ll learn how to avoid pitfalls that can challenge value realization, where to focus, how to balance tradeoffs, and how to get buy-in for complex decisions. You’ll understand the key drivers of value in ServiceNow implementation and how to structure your program for successful delivery. Moving ahead, you’ll get practical guidance on the methods and considerations in securely using ServiceNow. You’ll also learn how to set up a multi-instance environment including best practices, patterns and alternatives in the use and maintenance of a multi-instance pipeline. Later chapters cover methods and approaches to design processes that deliver optimal ROI. Further, you’ll receive tips for designing technical standards, designing for scale, ensuring maintainability, and building a supportable instance. Finally, you’ll focus on the innovative possibilities that can be unlocked in a ServiceNow journey which will help you to manage uncertainty and claim the value of being an early adopter. By the end of this book, you’ll be prepared to lead or support a ServiceNow implementation with confidence that you’re bringing not only a solution but also making an impact in your organization.
Table of Contents (17 chapters)
Part 1 – Pursuit of Value
Part 2 – The Checklist
Part 3 – From Success to Innovation

Recognizing and Avoiding Value Traps

In the previous chapter, we talked about the different ways your implementation can bring value to your organization. Now, we will address some of the common pitfalls that impact ServiceNow implementations and prevent the realization of the targeted value.

In this chapter, we will cover five value traps that re-occur across implementations. By steering clear of these issues, you will be far more likely to achieve your project’s objectives. If you’re a member of the team, this chapter will also help you articulate the risk of these value traps to your project leadership and argue more convincingly for an approach that avoids these common pitfalls. The value traps covered in this chapter are the following:

  • Replicating the current state
  • Ignoring the current state
  • Chasing the long tail
  • Not managing change
  • The science experiment

These value traps are common because, at first glance, the courses of action...