Name: The Ultimate Guide to ServiceNow Strategic Portfolio Management
Uploaded: 2026-03-03T17:30:57.089Z
Duration: 59 min 44 s
Description: The Ultimate Guide to ServiceNow Strategic Portfolio Management

Transcript for "The Ultimate Guide to ServiceNow Strategic Portfolio Management": Hello, everyone. Welcome or welcome back to another Now Been webinar. I'm just gonna share my screen, and we can get started. Fantastic. So welcome back. And this time, we are diving into ServiceNow's strategic portfolio management. So before we get started, a couple of housekeeping points. This session is being recorded, and you this will be shared in our follow-up email. You are in listen only mode, so please do engage in the chat throughout the session. And there will be time for a q and a at the end of the session as well. Please submit all of your questions through the q and a tab on screen. So just to give you some more background on Now, Ben, the team and I have been monitoring the tech ecosystem for a while to see where the hotspots are, and ServiceNow is, of course, an ecosystem that we've been watching for a very long time. We've seen a lot of people that have switched from Salesforce ecosystem to the ServiceNow ecosystem. So we're really excited to enter into this new space given all of the innovation on the platform as well as all of the growth. We're really keen to support you with great content that essentially tells you what's going on in the world of ServiceNow. We want to cover at more of a higher level what acquisitions ServiceNow are making, the direction of the business, and also dive into some of the more technical aspects as well. And as a part of that, we love to bring thought leaders from the ServiceNow community to be a part of the conversation, sharing best practices and tips and how you can ultimately advance your career on the ServiceNow platform. And, obviously, this webinar forms a part of that picture and is taste of something new that we hope to continue doing at NowBen. So we really do appreciate you showing up and spending your time with us today. Now without further ado, I'd love to invite your speaker for today's session to the stage, Suresh Loganathan. If you'd like to pop, to the page. Hi. Seema. Hi, Lovely. lovely to have you today. Suresh is a technical architect and a 2026 ServiceNow MVP with several awards under his belt. He's also the founder of Now Experts Time YouTube channel, so you are definitely in safe hands over the next hour. I'll hand it over to you, Suresh. Okay. Thanks, Seema, for this wonderful opportunity. Hi, everyone. Good morning, good afternoon, good evening. It's a wonderful opportunity to meet in this session. So first thing is strategic portfolio management side. We have a lot of questions. So how we can utilize it? How we can leverage it in the out of box side, that is a major question. So how I can simplify and structure that it can be highlighted in this session? I hope my screen is visible to all. So before that, a quick introduction. My name is Suresh Loganathan based out of UK. I'm a service member MVP 02/2625, and I was a digital revolution award UK winner 2025. And I won the Rising Star Award also 02/2024. And I'm a forum and knowledge speaker. I'm a content creator. So I have created a lot of blogs and articles in our ServiceNow Community. And, additionally, I have a now experts time channel to support our community people. So you can explore a number of ServiceNow related videos, knowledges from this channel. So moving to the next one. So SPM point of view. So very, very, very interested people, they're asking how I can start the SPM. I I I know I'm interested in the SPM side, but I know something. I cannot connect the dots in the SPM side, specifically in ServiceNow. What are all the various modules are there? How these modules are connected? So those type of questions, it came into our picture. So finally, we arranged the decision to simplify understanding about the strategic portfolio management to explore the project management and the portfolio management area. So in today's session, this is a. So four points we are going to discuss. First, introduction with respect to our strategic portfolio management. Next, in strategic portfolio management, what is the process? How we can map this process with your modules? Third one is a demo, and fourth one is a q and a. So this is a simple agenda, so we can go one by one. So I'm moving to the next slide. In the introduction point of view, these are all the three points we are going to discuss. One is a SPM objective, and the second one is a license overview, and third one is a SPM visibility and insight. So first, SPM objective. Why I need to use strategic portfolio management in my business landscape? This is a very basic question, an important question also. So for example, you have a business. In the business, you have a number of projects out there. How I can prioritize? How I can invest for that project? In case if I invest at the project, what is a measurement level I can do? Like, this much I have invested, this much benefit I have received, or this much a problem currently we have in this process or project. So those type of analysis, you can easily measure in this strategic portfolio management part. And next important thing is if you have anything new offering that if offering how I can qualify, How much I spend? How much of business priority I can give that? So those type of clarity, you can easily get this SPM objective. So with the totally, there are three major objective. One is alignment between our IT and the business. So business is having a need. That need can be fulfilled via IT. That's the major point. And the second is how much I invested, how much I benefited, how much I'm lagging here, where I need to focus. That that type of information you can get it from this strategic portfolio management. That is a second point. Third point is I need to take a decision making. In case if I invest this much, I will get this much. Like that. So that clarity if you have, then you can easily take a decision. So these three important point, you need to follow a ServiceNow strategy portfolio management. Using this out of box capability, these three items majorly derived in your out of box flavor. This is a major part in the objective part. Next, license overview. I understood the basic strategy portfolio management, but I want to use that strategy portfolio management in my business landscape. So when you talk about this business landscape related experience, then you need to enable the plug in. Right? So forget about the plug in. You just for part of the plug in now. So before selecting the plug in, what is the plug in functionalities are available? What are all the plug ins are currently there? Only one plug in that is called strategy portfolio management. But that strategic portfolio management is having a two subscription, standard version and another is a professional version. What is the difference? This functionality is a difference. So what you are seeing, these are all the functionalities that are available. If you purchase a standard license, you can get only these. That means collaborative work management to this resource management. If you purchase a professional, then you will get the entire suit. It's like a bundle pack. So you can take it. That is a major difference. Collaborative work management last to two version. It's very famous here. So it's like a dashboard oriented part. So that we need we need a separate discussions to understand how it is helping in your real business landscape with the help of collaborative work management. So other than that remaining part, you have seen that the earlier versions. But based on the version upgrade, new new functionality added in that appropriate sub modules and main modules. Those functionality, we can go and explore one by one in this session. I hope this license overview is clear. If you have a business requirement, you take this license overview. That requirement, you can fit with this license overview, and finally, take a decision which license I need to procure or purchase from ServiceNow. That is a key message or crux message in this slide. Next, SPM visibility. This is a ServiceNow oriented diagram. So this ServiceNow oriented diagram, what it is representing is there are five important major portions are derived here. So before going to this slide, I have one article. That article I have already explained here. So this is my block. So here you can explore a number of articles in this block. This is a open block. It's a public block. You can check from your ServiceNow Community. Here it is available. There is one more article I have written here. That's part of our strategy portfolio management part. So what we are seeing in that screen, that has explained it here. Very simple and easily understandable manner. So faster thing is, strategy portfolio management, that is a work. But inside that work, what are all the things are there? Project management is there, and another one is a portfolio management is there. These two major points, it's covering in this strategy portfolio management. Right? So when you talk about this visibility diagram, the five major key aspects are derived here. So you can check this article in the community. You read it. You will get more clarity, but I can give you a high level view. What is that? What it is going to support? So first thing is strategy. So strategy means what is the strategy here? So if you want to connect something, what is the strategy you are following? That means you are preparing some goals. Right? So if you have a goal, you are you will try to achieve that goal. What is that goal? So that goal, it is called as a strategy. Second thing is intake. How you are going to get that intake? Something you have delivered, how I can improve. There is a concept called the feedback. That feedback also concept also available in our project management or strategy portfolio management. Both side, it is available. So first one is you are defining a goal. Using the goal, you are going to achieve the target state. That is called a strategy. Second one is a intake. This intake, it is representing about you already implemented something. You are getting or collecting that information from the request of our audience to improve in future aspect. Next alignment. If you do this alignment, what are all the functionalities are there? Means, you take a strategy portfolio management workspace. That strategy portfolio management workspace, it is completely aligning and giving that continuous priority planning informations. And fourth one is a deliver. So deliver point of view. This this circles you can see. Project, task, defect, security, risk, audit. So these everything it is representing your deliver model. So this deliver model, it is associated with each and everything. Like a story to task, you take this as a strategic portfolio management model. Under defect, it is part of your agile development under your strategic portfolio management. Security risk auditing, these are all the things that this comes under your IRM, integrated risk management model. So it's a different different dots. This strategic portfolio management, it is connecting the all dots. Finally, it is delivering the output. That's what we are talking about to deliver here. And the next one is a value. How we can measure that value? Simple. Every implementation we are measuring via KPIs. Right? The KPI out of box side, also, we have out of box KPIs. You can use it. Using that out of box KPI, you can measure it. Our implementation is successful or not. If something, it is not available, you can defend your own KPI. Based on the KPI, you can measure it. So if you are defending a one KPI, how we are bringing into the system is only one mantra that is called the dashboards and reports. So our major part is you are implementing something you want to measure. It means one part that is called the KPI. That KPI you are bringing into the system with the help of dashboards and reports. So these are the five major aspects. Maybe verbally, some little confusing is there. But when we go to the demo, you will get more clarity and you can easily sync up. So strategy part, goal. Intake part, you take feedback concept. And third one is alignment with the help of our strategy portfolio workspace. And fourth one is a deliver. Deliver, it is representing sub modules of your strategic portfolio management. That is called agile development and the project management, program management, epic management, etcetera. So those things we are covering and deliver. And the fifth one value, it is representing a KPI. Your dashboards and reports, it's helping to measure how much it is success, how much it is failure with the help of your dashboards and reports. So these five key aspect, it is applicable for your strategic planning and also your project planning. I hope it makes sense. This article, I can share in the link. Maybe you can refer and understand that. Process and module mapping. This is a very, very important part. So when we talk about the strategic man management, portfolio management, so we are breaking the pieces. Based on the breaking pieces, how we are connecting? That's the key message we are deriving in this slide. So first, process overview. So in this process overview, forget about this link. Normally, if you ask a project management means how you would think about it. Very simple. It will directly come as a project? No. First thing, what will come? Your idea. That is first two part. Your idea is qualified as a demand. That is second part. Your demand has qualified as a project. That is third part. Once the project is approved, then the project is mapped under your portfolio or a program. So these four key pieces we are talking here. Again, I repeat here. This message, it starts with your idea. This idea is qualified as a demand. That demand is qualified as a project. The project is mapped with your program or portfolio. That's all. If this four mantra, it's clear, then your strategy portfolio management foundation is very clear here. Okay? So when you talk about this four major point, if you implement some demand or if you are implementing some project, what is important is your resource is important. When you talk about the resource, the cost is associated for that resource. So that's what we are talking here. So demand is a first portion. But before coming to the demand, idea is a base base layer here. So forget about idea now. Just assume that the idea is qualified as a demand. Once the demand is qualified, the project is approved. So demand is converted as a project, then project is approved. Each demand, we have a resource plan. Each demand, we have a cost plan. Similarly, each project, have a resource plan. Each project, it have a cost plan. So this is a very simple hierarchy, and the demand and the project is tagged with your portfolio. So when you talk about this portfolio, the portfolio is having a budget. Only two budgets are there. One is CapEx, and another means OpEx. That means capital expenditure, and another means the operation expenditure. Meaning, you are having a £10,000, £20,000. You are investing investing the 10,000, 20,000 as a one time investment that is called the CapEx. After implementing something, every year you are investing something to run this item successfully. That is what we call it as operational expense. So this is a difference between this of CapEx and OpEx. These two major budgeting is followed in our strategy portfolio management. Next two thing is before approval, the project after approval project. That is important. Before approval project means what we will do? We will prepare the project planning, and we will get an approval. And finally, approve the project. It will go for a implementation aspect. How we are going to do the implementation with the help of agile development? That's what we are talking here as epics and user stories. I repeat one more time. Idea is qualified as demand. Demand is qualified as a project. Demand and project both are having a resource plan and cost plan. So once the project is approved, then project is going under your agile development using the storage development, etcetera. Each project under demand, we have a cost. That cost sorry. That cost, it can be measured via CapEx and OpEx expenditure. This CapEx and OpEx is applicable for your demand and project. Next thing is the demand and project, it may be mapped with your portfolio or the demand and project, it may it may be mapped with your program. This is very simple structure. So if you are clear, then your strategy portfolio management is very, very simple. Now, again, next slide, it is representing the same information to clarify the entire picture here. The same I just highlighted idea, idea to demand, demand to project. Again, the project, pre approval, and post approval. So pre approval means we are talking about the project management related item. Post approval means we are talking about this epics, stories, finance, CapEx, OpEx, etcetera. So mainly, we focus this finance management area because the cost is important in each project. So when you talk about this cost, how it is measured is with the help of CapEx, OpEx. Now another important part is OpEx area. OpEx means the resource we are onboarding resource. They are working in the projects. Right? How we are necessary? With the help of our time card management from ServiceNow. So if you see the triangle symbol, I'm just mapping with your ServiceNow modules. It will clearly say this information discussed in this module. So one important point is ServiceNow view, everything, it is a table. Please remember that point. Everything, it is a table. But the processes differ. How to start? How to run? How to end? That process, it will differ based on the each module. So that is an important thing. If you are clear, you can easily explore about this each and every module in the strategic portfolio management. I hope it makes sense. I'm going to the demo part now. So in the demo part, project planning, financial management, and strategy planning. These are all the four aspect we are going to discuss in this session. So first part is pre project approval. That means the main thing is we are approving a project. So before getting approval, normally, what we will do, I can show you one simple Excel. Forget about the strategy portfolio management. When the project management is coming, normally, what we will do? We will open one Excel sheet. Using that Excel sheet, we will create a plan first because the plan is helping to get an approval. Once the plan is approved, then we will take an action item, and we will work on it. And finally, we will close it. Correct? So the traditional method is before SPM solution come in our market, normally, people project management people, what they will do, the tool is Excel sheet. Using that Excel sheet, they will prepare a plan. So this is a phase. These are all the activities I'm going to perform. And this much of month and this much of week, it will take. In this each month, I will take one milestone or two milestones, something like that. This is a plan normally we will prepare, and we will share this plan to our leaders and to get an approval. This Excel sheet oriented mallet interaction is completely removed here. Instead of Excel sheet, the strategy portfolio management from ServiceNow, you can easily create this type of plan in the system. So that's what I'm talking about. One minute. That's what I'm talking about this pre project approval. So pre project approval side, the project planning is important. That's what we can see it in the screen. So planning, milestone, and dependencies. These are all the major portion that is playing when you are preparing the project. Next, when you prepare the project, what are all the person personas are required? These are all the personas normally it's used, but it is different based on your each business. Now we can go and see the demo, very simple manner in the system view. I hope my screen is visible. One beauty from ServiceNow side is workspace. Workspace means what? Everything you can access in one page. That's the meaning. So workspace terminology is applicable for every ServiceNow model. The same workspace model is applicable for our project management and strategy portfolio management. Both side, it is available. So if you click this works workspace project workspace, you can see. And similarly, strategy planning workspace, you can see. These two workspaces, it is representing your SPM. Now we talk about our project. So first, we will see the project. That means the project is going for an approval. So once it is approved, using our agile development, we are making a story. That type of narrative we can see in this demo. Okay? So how we can prepare the project planners? You just go to the project workspace. In this project workspace, it clearly shows planning details, financials, r a d a c, analytics docs. These are all the functionalities are available. First, how this is available in the table? If you go your ServiceNow p m underscore project table, this table is converted as a user interface like this. Okay? Again, I'm saying this table is completely converted as like this user interface. That means every part project, we have a development phase, design phase, and the discover phase, something development phase, deliver phase, deploy phase, something like that. So those type of phases, normally, it will be available. Right? So in these phases, you should bring item in your plan so that it will work, so that the people can understand this is our project plan. It is starting from here to there. So what you are seeing in this project planning, it is coming directly in your project table. So if you scroll down, there is a task you can see. What task it is highlighted here, these all tasks are comes under this table. Okay? So if you want to create a new something something brand new, what you need to do is just go to the project workspace and click a new. Just simple user interface only. Click type close. That's all. Just give me a minute. It's loading. Just click new. Here, give the project name. I don't have any template. Now then SPM session. I'm just giving a plan to start a confirm. Now the this page is opened now. After that, you need to create a task. So currently, it is an empty. If you want to create a task, you just create a task here. Analysis phase. Second task, design phase. Third task, develop this. So these are all the three phases. If you want to add a new subtask subtasks inside of the phases, then you can create add task below below something. Test one. You can see it. Right? So what do you want? You just go to this three line and create these steps one by one. This will reflect in your plan. Next thing is this plan I want to prepare day basis, month basis. What you want, you can select from this option. For example, if it is a week basis, you select a week, then week basis, it will display. For example, analysis I'm taking, how many days? For example, it's it's for a four days or five days. You just drag and drop. That's all. Again, you just drag and drop. So analysis is done, then I need to prepare a design. Then you can easily map this item analysis to design here. So this is a way actually, the plan is prepared. The same plan it is prepared from here as well. So I put initiating. So initiating side, you can see one, one dot one, one dot two, one dot three. It's a sub task of your one. Similarly, the remaining second, if you expand this two dot ones so what are all the sub tasks that I'm covering here? Everything that is defined here. So this is a way the user interface is defined in your strategic portfolio management. So this is pretty simple. But once you created this, you can go and see that information. It'll come by default in your project table only. So currently, I'm talking about this transforming payment solution r and d r and d with the Gen a. The same information available in this project table as well. If you scroll down so first to see the name, transforming payment solution r and d and Gen a. And if you scroll down, these are all the tasks are created. That means initiating control planning. If you go here, initiating, planning, control, everything, you can see it here. Under each task, it having a subtasks. Again, if you open this initiating, this task, it's having other subtasks. So those subtasks also tracked here. You can see the project tasks. So that's what I said. ServiceNow is completely table. Table to table relationship. You remember that. So what are all the user interface you are seeing? The user interface, it is background side. It is in a table. So now your project plan is ready. So somewhat you have created a analysis design phase and etcetera. So it's done now. So similar way, there is an option called if you if you created the entire project, there is an option called export project. If you want to export this project as a PPT format, yes, it is doable. Just click on the file type as PPT. Actually, the plug in is not enabled from my side. It's a store app plug in. My PA will not support, but when you test in your business instance, you can enable that plug in, and you can go to this option and select the PPT and export it the same format it will display in your PPT as well. And you can submit this plan to our leadership team. So plan is ready. Now I need to create a resource mapping. So how many resources are required to execute this project? That is important. So for this case, there is an option service now provided called toggle button resource assignment. So this resource assignment by default, it won't come. There is a property available in your sys underscore property table. It's a technical part. So if you enable that sys sys underscore property field in this resource assignment, this toggle button you can see in this project workspace. Based on the toggle button, you can create or map the resources here. For example, this is a this is a subtask. In this subtask, I have added some people here. For example, you just retake this. One minute. I take this. This is a resource I just added. So totally three resources I have added. How I can add this? Directly, you just click the resource. If you scroll here so there is an option assigned to. This task is assigned to whom or this task is working by which which resource. So if you drag and drop that person, so it is there directly. So you can select the person and type it type it, and you can select it. One good news is the person is available or not. How I can see it? If the person is available, I can assign. Otherwise, I cannot assign. So if you go here, the person name is this and twenty four hours available, eighteen hours available, seven hours available, that's key message by default to come in this page itself. So based on that, you can take a decision. This person is available. I can assign this task to this appropriate person. So this is a decision making you can do. You can do a simple resource mapping here. But ServiceNow side, they put a separate called as a resource mapping. That is a separate workspace. So to handle the resource also, it's one of the big task because some shared resource we are going to use in our project. Our dedicated resource, we are going to use the project. So to maintain this item, how you are seeing the project workspace, similar way, resource mapping workspace also they have introduced. So you can completely handle end to end resource management in that. So what you are seeing here, this project related information directly, you can see that resource manager can assign that person based on the resource avail availability. So you can create the project. That is a one more persona for a resource manager. That resource manager can directly assign the person into this appropriate task. So this is a way project planning is created, and based on the project planning, resource is mapped. I hope it is as simple. You can see in this table, p m underscore project table, and you can see the entire information about this. Next important thing is financials. So I come to the financials now. Details, just like explanation, what is what is the meaning of this project? You are writing an explanation there. So what you are seeing here, the same PM underscore project, that's what we are talking here. So details, simple. What you are seeing in the planning, the background, it is a table format. That table format you are seeing here. That's all. Next important thing is financials. So first, I go to this slide. When you talk about these financials, so I think this project is over. Now I go to the financials here. After that, we will come to the agile dashboard part. So in the financial side, there are three important key terminologies here. One is the CapEx, and the second one is the OpEx, and third one is the cost plan. So CapEx, OpEx, cost plan, I already explained. So CapEx, OpEx said, one time you are investing to implement. For example, three month you are giving. The three month implementation cost, simply we call it as a CapEx. After implementing something, we need to run successfully. The running cost also we are considering here, that's what OpEx we call it as. Next, cost plan. This cost plan, what it is representing is resource management point of view, how we can spend, how much we can spend. That clarity you can get this cost plan. So when you talk about the project portfolio management or strategic portfolio management, specifically in the financial aspect, resource plan, cost plan, expensive lines, time cards, These are all the terminologies you need to understand clearly. And what is the difference between each item? You need to understand it clearly so that you can run the financial terminology item in your project very successfully. Now I go to this financial part. So if you go to this financial part, so, specifically, there is a generate labor cost is there. What is mean by generate labor cost is how much labor is utilized in this project, how they spend their time, Per hour, how much we are spending? Those type of clarity, we can get it via this generate labor cost. The if you click this button, what it will do is there is a scheduled job defined in the background site. Based on the scheduled job, it is running. So before running this scheduled job, some of the configuration we need to do from our side so that it'll work. What are all the configuration we need to do is, one is planning a review of it. That means if you are creating a financial, the first two parties planning attribute. How I can plan for these financials? So when you talk about this planning attribute, do I need to prepare a person one person cost for this project or a multi person cost for the project? Our skill based cost or role based cost, that type of definitions, you can define it here. For example, you if you talk about the resource resource based cost most of the business, they will do. So if you open this resource part, you just select this attribute. There are two attributes. Actually, if you go back and click the new. Sorry. System is a little slow. Okay. So if you select this attribute, there are two options out there. One is a resource and task. You select which one it is required. And after that, you just give the attribute name. So when you talk about this user, what did this much of our I want that report. Done. You need to select this attribute type as a resource and the attribute type field as a user. So if you select this option, then what it will do, it's a user based user based mechanism it will call by default. So this is applicable for financials or capacity planning. So this configuration is applicable either financials or capacity planning or both. Which one it is required, you can select it. This is a faster type of configuration you need to do. So if this is clear, the next what we need to focus is that is called rate model. If you go here, there is a there is an option called rate model. Type rate model. It'll come here under this project administration. You just open it in a separate tab here. So here I mentioned the rate model. This rate model, what it is representing is based on your group, based on the role, based on the resource we are planning here. Similar way, you have a different rate model. You can configure it. But the common rate model is this one. So once you configure it, if you click this view rate lines here, you can configure this person how much however we how much cost they are taking based on the skill or based on the role. That type of definitions all also you can define in this view rate line. Just give me a minute. It's loading. Yes. So see here, the group manager wise, role wise, resource wise, under rate type wise, you can define it. Under each resource, how much they are charging, those type of clarity, you can define it here. Based on this configuration, if you go this project workspace, there is an option called generate labor cost. When you click this generate labor cost, those type of configurations are referred, and finally, it is populating answer here. So most of the items, it's a labor labor CapEx, labor OpEx. That is a mechanism it is used here. If you read this information so, actually, it will be generate once you click this generate labor cost. For example, I'm just clicking a generate labor cost. It is loading. There is a schedule jobs running behind on this. Based on the execution, you can see the result called actuals and planet, etcetera. So if you see this item, it shows resource underscore internal underscore CapEx. This is a naming convention. It is followed in ServiceNow. If you see the next one is resource internal. For example, if you have an external resource, a resource underscore external, and this is assigned for a group. Under this cost, it is associated for the CapEx. So this naming convention, when you click this generate labor cost, by default, it will come. Other than the labor cost, you have any other cost. You want to record that cost in your project, then you just click the new cost plan. In this new cost plan, you can type the cost to type. See? External labor CapEx, hardware CapEx, software CapEx. What are the CapEx, OpEx you have? You can configure it, and you can add that item in this project. So I hope this is clear. This is the way normally it will work. This general generate labor cost, it's look like a simple schedule jobs only. I can show you. I'm opening in the separate tab. So here, type labor. You can see that there are two scheduled jobs currently available. These two scheduled jobs, it's running based on your attribute. That's what I have showcased before clicking the generate labor cost, how to define a planning and review, how to define the rate model. So using these two configuration, this execution is happening. Based on the execution, you are seeing the result in the system from workspace area. Okay? So this is clear. And the next thing is you can see the budgets, so, like, widgets. So you for example, if I go to this project here, in the project, what you are seeing the financials, the same it is displayed in your workspace as well. For example, go back here. Okay. So I'm in a project now. In this table, you have a separate tab called the financials. In this financials, what you are seeing the say what you are seeing here, the same information available in the workspace as well. So what we I explained the rate model. It is configured here. Normally, when you open this project, you define the plan or the CapEx plan or the OpEx. Two things. After the configuration point of view, when you click the labor cost, the remaining information will be populated. Where plan and benefit, that is a different item, so that we cannot cover now. So monetary benefit, that's what we can we can say. Monetary benefit, nonmonetary benefit, those are all items. It is it is defined here. And meanwhile, what are all the fields you are seeing? It's everything running in the background using our scheduled jobs. There is a calculation is happening. So there is one more article are there, how the ROI is calculating, how the discount rate is calculating. There is a formula that is available so you can refer that formula. But don't worry about this formula. Actually, this value set is populating based on your planned CapEx, planned OpEx. When you click this generate labor cost and other fields, schedule job will run. And finally, you can see these type of results in the system. So this is a major important part in our financials. I hope this is clear now. So this slide, that means the project workspace, and this slide, it is financials. Both are interrelated. This interrelated item, what we are talking is pre project approval. Once the project is approved, now we need to do that implementation. How the SPM is going to support? That story, it can be handled via your agile development. So your project, problem statement, everything is broken sorry, broken as a simple simple pieces. And that simple simple pieces handled under your stories. Using the stories, you are going to do the development. Finally, the development can be measured, and finally, you are meeting the target state. That's the major tracks message here. So post implementation, pre implementation point of view, that's what I'm talking here. Pre project approval, your project workspace and your financials is playing a major role. Post project approval, your agile development part is playing a important role. Now we go to the agile development. This is very simple and straightforward part. So if you install that agile sorry. If you install that SPM, by default, it will come agile board. So this agile board, what it will representing is how many requirements are there, that how many requirements are segregated, how many how many stories. So the simple formula here is your requirement is converted as a stories. That story is convert sorry, tagging with your sprint. That sprint, it is tagging with your release. This is a hierarchy. I repeat one more time. Your requirement is converted as a stories. That stories is tagging with your sprint. That sprint is tagging with your release. Here, the sprint and release, what is the difference here is sprints, two weeks once we will plan. Release monthly once we will plan. That is a difference here. I hope it makes sense. So if this is clear, then project implementation is very simple with the help of agile dashboard. So for example, main thing is you are what is that? You are write you are writing your requirement into the stories. Here also, it is a table. So if you go to this agile development, the stories are there. In this stories model, you can create a n number of stories, n number of requirement here. So I take one sample, one story. So what it is? Your problem statement, you are explaining the step by step. This is what I'm expecting. Step one, I want this. Step two, I want this. Step three, I want this. That explanation you are giving in these two fields, description and short description. And finally, if it is developed, what are all the criterias are there to accept this is a valid one? That information you are recording into the acceptance criteria. So your agile development, what it is recording is your requirement is converted as this type of stories. These stories, how it should behave, that is also it is recording. Once it is developed, how it should behave based on the behavior, whether I need to accept or not, those type of clarity you can giving in this table itself. So this is what normally we call it as a agile story table. So here, you can define a project name. Here, you can define a project phase, and you can define a release, and you can define a sprints and the points. So points mechanism, it's important mechanism because every business, they are looking how much point this essay is delivered or this user is delivered. Each point, they're having a separate separate framework. But the thumb rule is if you are spending one day to deliver this item, it is a one point. If you are taking five day to deliver this item, it's a five points. Like that. That is a thumb rule we are following in our agile development area. So this table is a pretty much important table to collect your requirement in your system. If this is clear, then Azure development is very simple. And everything, it can be handled via dashboard. How much story we have completed? How much story it is in progress? How much story it is in pending? Those type of clarity, you can get it from your Azure dashboard. This is what I'm talking here. So here, I have not created anything. Very simple items are there. So sprint planning, these are all the sprints are tagged. These sprints are associated with these stories. So those type of clarity, you can get it from here. So each group wise, you can take the story and everything. So as a agile manager, they will use these two important tables. This one is a dashboard, and another one is a story table. Pretty much they will cover everything in these two area itself as a agile person. I hope this is also clear. Next important thing I'm just going here. Next important thing is strategic planning. This is another part. Still now, we discussed about project, post implementation, pre implementation aspect. Right? And the strategic planning is one of the part important part. When kick start our discussion, I highlighted as a strategy. I highlighted as a intake. Those terminologies are derived in this strategic portfolio management. I directly go to the demo part because we have very less number of time. I don't want to take much explanation here. If you go to the strategic planning workspace, here, you are maintaining this portfolio. So for example, if you click this new, there are five to six portfolios are currently available. Project portfolio, project program portfolio, organization, strategic planning. So all almost is a six to nine something it is there. So depends the business, we can take which portfolio is required. So portfolio means what? Very simple question. Right? Portfolio means combination of projects and demand that is called the projects the portfolio. So under one portfolio, maybe one demand or more than one demand or one portfolio, one project, or more than one project or combination of demand and project. That's what we are talking about the portfolio. So which which is applicable for your item, you can take it. If you see in this diagram, portfolio project command demand. Portfolio program project command demand. This is a hierarchy. So portfolio, you can directly tag with project and demand. In case if your business is having some program layer, then first to portfolio, second program, and you need to tag these projects and demands in your program. So the same various sketch, it is there, which is applicable for your business, you just to take it. I go back to this item. I take one sample item here. So I think this layer is clear. So portfolio means it's a combination of projects and demands. Additionally, the from Zurich, it's an onwards, they have highlighted one more p one more item called the feature. So project, demand, feature. These all are comes under your portfolio side. I take one item. This is a portfolio point of view. If you if you see this in your left side, there are three item it is highlighted, goals, scoring, and planning. When I tag the goals so goals means to achieve what? If you have a six month timeline, in that six month timeline, what you are going to achieve? That's what we are talking about the goals. One minute. I'll take one one clear one. I think I have created it before our call. Yes. So what we are going to achieve in this six month? What we are going to deliver in the six month? That's what we are talking about the goal. It's like a simple table only. You just click the new goal, and who is the goal owner, who is the strategic person, parent goal, what, everything you can configure it. It's like a simple goal view. Step one, we are going to achieve this. Step two, I'm going to achieve this. That definition we are deriving here. I'm I'm opening the sample one here. Implement KYC process in new age banking. So these are all the goals I'm defining. So these goals I'm going to achieve in the next three months, next two quarters, or next one year, next six months. Like that. That definition we are defending in these goals. Next is scoring. When you talk about the scoring, there are three scoring framework are available in the ServiceNow. One of the scoring framework is w s s w s j f. What is mean by w s j f means? This is a formula they are deriving here. Out of three, w s g j f is one, and another one is RAC rise. So these two key framework are key key scoring currently we are using in our business. And the other one is it's rarely used. I cannot recollect it, but when you check-in the strategy planning workspace, you can explore that option. What it is referring is, like, based on this ask, you can giving some score. Right? So based on the score, you are giving a priority. So this project is important means we have some criteria, use business value, time criticality, risk reduction. So these are on the criteria ServiceNow is providing. You are just scoring based on this criteria. So finally, what we are achieving is we are prioritizing which demand we need to focus, which project we need to focus. That clarity, you can get it from this scoring framework. And finally, planning. Planning, that means the capacity. How many persons are currently available? How many persons are currently not available like that? Specifically, the road map, what it is representing is what you are seeing in the project planning workspace. That means here what is it? What you are seeing here, it will be copied directly from here as well. Because your portfolio, it's a combination of projects and demand. That's the key message I told you. Right? So what you prepared in your project workspace, if you tag the project in this portfolio, then you can see the same planning, what you have seen in the project workspace. The same is applicable in this road map as well. So it'll give you clear cut information. The remaining capacity and financials, what we are discussing there, the same is applicable here as well. So financial generate labor cost and the what is it? CapEx, OpEx, everything is applicable here. Next to capacity point of view, this person is available or not available. That means in the resources side, when I click and open, this person is available. I just showcased. Right? Does that type of view, you will get it from this capacity planning here. Oh, I missed it. One minute. Project workspace. I just opened. I take this. So what you are seeing is financials. The same financials structure, same labor cost, same cost plan is applicable in your strategic planning as well. Here, it'll come. In this financial section as well, it'll come. Next is road map. What you are seeing in this planning, the same planning, it'll come in this page as well in this page as well road map. Next, capacity means where it is coming is. So here, I just opened the resource management point of view. Right? Resource assignee. Not done this one. Assign it to. Okay. So here one minute. One of the field assigned it to. Here, you can see it. So when you click this person, then by default, it will come. How much however they are available, fourteen hour, twenty hour, something I have showcased yearly. Right? The same it is coming in this capacity planning aspect. So what is the meaning is in this project of space, we are talking only the project. That's all. But portfolio side, what it is referring is combination of your projects and the demands. Combined sketch, and we are seeing that road map. We are seeing that financial. We are we are seeing that capacity. That complete sketch under one structure or one item that is called strategic planning workspace. So I think we have a very limited timeline. I have a plan to explain more. Due to time constraint. I cannot extend more. So now it is a q and a section. So over to you, I think some questions are coming. Some questions are not sure. If you have any questions? Yeah. Yes. Yes. We did. If you pull down your screen share, and then we can get started with q and a. The first one was, how do you integrate agile in SBM? Currently, it's very convoluted, and there's no sort of sequence of steps to follow. Okay. Right. So, Adele, it's already integrated. Out of box flavor, it is already available. So after a project approval and your activity the project side, you are putting an activity. Right? That activity, you are breaking in some pieces. Piece one, piece two, piece three, piece four, something like that. Those pieces are recorded in your user story table. That user story table, it's handling that type of mechanism whether this is completed or not completed, etcetera. This user story is tagged with the sprint, and the sprint, it is tagged with the release. This is a hierarchy it will do. Due to time constraints, I focused only this item. But agile development, maybe if I if I connect in some other session, I can take more specifically in the agile development point of view. So if you have any questions, please put email. I'll I'll try to explain it simple simple, easily understandable manner via one to one call if required. So my LinkedIn address and my email address are already available there in the slide. So you just QR code, it is available in the slide. You just scan it and reach out to me. I can help you. Amazing. And then we had a couple in the chat as well. Can you also assign a role? Role role means what role? So persona they are talking about. So strategy portfolio management point of view, what are all the roles are there? So that role is going to help for what? So I think this is my understanding. So once you ex that's what I have showcased in my slide, specifically in the project planning area. These are all the personas are frequently used in the project phase. So if you go to your role table I I talk in a technical flavor here. So if you go to your role table and filter the application as strategic planning or strategic workspace, What are all the roles are there? You can get those combined role as a strategic planning workspace. So your point is go to your role table, filter for your strategic planning application, and see the roles and read that information, what are all the rules are there, and try to understand it. If you want any have any other questions, reach out to me. I can support you. Amazing. Thank you. I've used SPM in the execution phase, but reapproval needs more details with link to later financial phase. Can this be achieved? Yes. It is achievable. It is achievable. But what is your business use case? That use case is pretty much important. Whether that you need a integration or not, that clarity it is required. Maybe you have some other financial tools. The financial tools needs to be integrated with your SPMC. Yes. It is doable. But there is a common unique key between your financials and our service now is that project name or project key. Using that unique ID only, we are going to do that integration, and we are populating the financial information in ServiceNow. Yeah. So. please I'm I'm ready to take more more questions. Drop me an email. Reach out me in LinkedIn. I can support you because I'm very interested to work in a different different use cases. I also have a very good hands on experience in different use cases. I'm happy to share with everyone who is struggling with SPM related case studies personas. Right? I. can support. Can it be integrated with DevOps? Yes. DevOps side, specifically, when you talk about this release so you take agile development. In the agile development, I discussed about sprint and release relation relationship. Right? Now you can extend this release relationship with your DevOps. So earlier, it was a DevOps change velocity service now product. Now it is changed. I forget the name, actually. In that model, we can enable that integration between your DevOps and your release from your agile development. It is doable. Excellent. Thank you. Is scoring related to value? Sorry? Scoring? Is scoring related to value? Yes. So scoring related to value means, I think you guys are highlighting in the strategic planning workspace. I showcased the scoring framework. Right? So under this portfolio, I just explained the projects and demands. Which project I need to give a priority? Which demand I need to give a priority? That decision how we can take one of the criteria is scoring framework. That scoring framework, you are giving some rank based on the criteria. That rank, finally, it will give you a result 10 out of out of ten nine out of ten eight. Now you can take a take that decision. I need to pick only the high priority. That is called nine scoring. What are all the projects and demand it is having? I can pick only that projects and demands. That scoring framework heavily support for your leadership team to take a decision. Fantastic. And I think we have time for one more. Can we implement for PI planning SAFE agile epics and stories? Yes. It is doable. It is doable, but I need to understand your use case in what basis you are trying to achieve it here. So there is a one more item called agile safety from our service environment model. I just showcased only the agile development module. I have not touched agile safety. But for some reason, you have a requirement to integrate with your safety p I PIM information, p I planning information with your safety. Yes. It is doable. Don't ask any other out of box connectors. I feel there is no connectors now. So we need to do our custom integration planning here. Fantastic. Well, thank you so much. I think that takes us to the not I the session. have not showcased my LinkedIn address. Just give me a minute. I just showcased my screen. This. is my I hope my screen is visible to all. This is my QR code. Please scan it. This is a YouTube, and this is my LinkedIn. So if you have any other further questions, you can reach out me in the LinkedIn. I can support you. And meanwhile, I have prepared some other videos. Maybe you just explore this channel. It will help you in your real business landscape. Next, I have prepared some blocks. Blocks, it's having almost 200 plus articles and blocks out there. So 100 plus articles and blocks, you can utilize it. So this is my blog name. Blog name is this, knowledge world enabling insights from the science service of universe. So here, I have segregated the content based on the type integrations platform, etcetera. So maybe this will help you in strategy portfolio management side also. I have prepared some articles and videos so you can take and explore here. Go back here. Showcasing this QR QR code. Just scan it. If you need any help, reach out to me. Excellent. Thank you so much. And these slides will be shared in the follow-up email along with the recording. So you'll have you'll have these QR codes to scan as well. Thank you so much, Suresh, for your time today and for sharing your expertise here. And thank you everyone in the audience as well for joining us. I hope you found this a very useful session. We'll hopefully see you in our next one. Thanks, everyone. Bye. Thank you, everyone. Good day. Bye.