Microsoft Word - ITBM PPM Process Guide Orlando.docx

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Project and Portfolio Management

Process Guide

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Table of Contents

Innovation Management .......................................................................................................................... 5

Introduction .............................................................................................................................................. 5

Overview .............................................................................................................................. 5

Process Description ............................................................................................................. 5

Process Goal ........................................................................................................................ 5

Process Objectives .............................................................................................................. 5

Relationship with other Processes ...................................................................................... 6

Principles and Basic Concepts .......................................................................................... 6

Process Roles ............................................................................................................................................ 7

RACI Matrix ........................................................................................................................... 8

Innovation Management Activity Description ..................................................................................... 9

Innovation Management Process Overview ................................................................... 9

Demand Management ........................................................................................................................... 10

Introduction ............................................................................................................................................ 10

Overview ............................................................................................................................ 10

Process Description ........................................................................................................... 10

Process Goal ...................................................................................................................... 12

Process Objectives ............................................................................................................ 12

Relationship with Other Processes ................................................................................... 12

Principles and Basic Concepts ........................................................................................ 13

Process Roles .......................................................................................................................................... 15

RACI Matrix ......................................................................................................................... 16

Demand Management Activity Description ...................................................................................... 18

Demand Management Process Overview .................................................................... 18

Create Demand ................................................................................................................ 20

Create Demand Work Instructions .................................................................................. 21

Enhance Demand ............................................................................................................. 21

Enhance Demand Work Instructions ............................................................................... 23

Approve Demand ............................................................................................................. 25

Approve Demand Work Instructions ............................................................................... 26

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Demand Field Attributes ................................................................................................... 28

Metrics, Reports and Homepages ....................................................................................................... 35

Demand Workbench ............................................................................................................................ 36

Demand Workbench - Bubble Chart .............................................................................. 37

Demand Workbench – List View ...................................................................................... 38

Project Management ............................................................................................................................... 39

Introduction ............................................................................................................................................ 39

Overview of Project Management ..................................................................................................... 39

Project Description ............................................................................................................ 39

Objectives for PPM Interoperability with ITIL ................................................................... 40

Relationship with Other Processes ................................................................................... 41

Project Roles ........................................................................................................................................... 49

RACI Matrix ......................................................................................................................... 52

Project Management Process ............................................................................................................. 52

Basics of Project Management ....................................................................................... 52

Initiating a Project ............................................................................................................. 53

Planning the Project .......................................................................................................... 54

Executing the Project ........................................................................................................ 56

Delivering the Project ........................................................................................................ 57

Closing the Project ............................................................................................................ 59

Project Process Control ......................................................................................................................... 60

Dashboards ........................................................................................................................ 60

Reports and Homepages ................................................................................................. 65

Forms and Views ................................................................................................................ 66

Workflows ............................................................................................................................ 67

Mobile Access ................................................................................................................... 67

Project Communication and Collaboration .................................................................. 68

Notifications ....................................................................................................................... 68

Timecards ........................................................................................................................... 68

Project Costing .................................................................................................................. 68

Project Portfolio Management ............................................................................................................ 69

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Portfolio Projects ................................................................................................................ 69

Portfolio View ..................................................................................................................... 69

Portfolio Process ................................................................................................................. 70

Resource Management ........................................................................................................................... 71

Introduction ............................................................................................................................................ 71

Overview ............................................................................................................................ 71

Process Description ........................................................................................................... 71

Process Goal ...................................................................................................................... 72

Process Objectives ............................................................................................................ 72

Principles and Basic Concepts ........................................................................................ 73

Capacity Planning (Confirm Resources) ........................................................................ 96

Resource Reports ................................................................................................................................. 102

Appendix A: Document Conventions .................................................................................................. 103

Appendix B: Innovation Management Illustrations ............................................................................. 104

Appendix C: Demand Management Illustrations ............................................................................... 106

Appendix D: Project Management Features ...................................................................................... 109

Appendix E: Project Task Dependency Types Currently Supported ................................................. 110

Appendix F: Investment Portal Timeline View ...................................................................................... 111

Appendix I: Resource Management Form Fields ................................................................................ 112

Appendix J: Resource Management Walkthrough ............................................................................ 117

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Innovation Management

Introduction

The Innovation Management application consists of tools storing and organizing ideas and

allows users to vote on ideas. For larger organizations, you can configure different portal pages

with unique sets of categories, for example, for HR, IT, and Support.

The Idea Portal is the central location to collect, curate, and promote ideas into demand,

project, epic, or story. It enables seamless integration of key feedback and requests into the

product planning and development process.

The concepts described in this guide are to be used as a baseline for successful Innovation

Management (IM) within the ServiceNow Project Portfolio Management product. This guide

does not contain a specific set of instructions for every IM scenario; rather it seeks to define a

procedural mechanism which organizations can utilize as a starting point for the refinement of

their own resource management process. This guide is aligned with out of the box (OOTB)

functionality

Overview

An idea is a categorized but otherwise fairly unstructured formalization of an idea an employee

has that refers to potential changes or improvements in the organization.

A user can create ideas through the Idea Portal and collaborate on ideas of others. An Idea

Manager (or the Demand Manager) reviews ideas and decides on how to proceed with them

(either through the Demand Process, PPM or the Agile module).

Process Description

The Innovation Management application enables you to gather and evaluate ideas efficiently,

and to quickly identify and process the ideas with the greatest potential for implementation.

Process Goal

The primary goal of the Innovation Management process is to centrally capture all ideas for

purposes of categorization, evaluation, collaboration and prioritization based on the needs of

the organization.

Process Objectives

The objectives of the Innovation Management process are to:

• Capture, centralize and collaborate on ideas

• Ensure the platform will provide a single-entry point for ideas of all kinds

• Categorized, reviewed and prioritized ideas are planned and executed on in a

consistent manner to ensure business objectives are met

• Ensure that employees have full visibility in their own and others’ ideas and can track the

progress being made on them, maximizing employee engagement in the process

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Relationship with other Processes

Relation Description

Input

Output

Demand

Management

• Ideas can trigger the creation of a Demand

Continual

Improvement

Management

• Ideas can trigger the creation of an Improvement

Initiative

Project

Management

• Ideas can trigger the creation of a Project

Agile

• Ideas can trigger the creation of an Agile Story

SAFe

• Ideas can trigger the creation of a SAFe Story

Principles and Basic Concepts

Idea states

Ideas are tracked throughout their lifecycle to support proper handling and reporting. The state

of an idea indicates where it is in relation to the lifecycle and helps determine what the next

step in the process might be. It is also used in the evaluation of the idea in case it is not

considered for implementation. It can only be adjusted by the Idea Manager.

Under Review: More information is required before the idea is promoted and prioritized for

development.

Need more information: Accepted but put on hold for possible development in the future.

Submitted: Pending review from the idea or demand manager.

In Backlog: Accepted, and a project, demand, epic, feature, or story is created from the idea

for current implementation.

Completed: Work on the idea has been completed.

Planned: Work has started on the task created from the idea.

In Development: Does not meet requirements, is not feasible, or Is not popular. The idea

becomes inactive and closed for comments and votes.

Unlikely to implement: A similar idea exists in the database. The duplicate idea becomes

associated with the original idea and is inactive and closed for comments and votes.

Duplicate: Already developed at the time of idea submission or is close to being developed.

Already exists: Already developed at the time of idea submission or is close to being developed.

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Process Roles

Each role is assigned to perform specific tasks within the process. Within the process, there can

be more than one individual associated with a specific role. Additionally, a single individual can

assume more than one role within the process, though typically not at the same time.

Depending on the structure and maturity of a process, all roles described may not exist in every

organization.

Role

Description

Process Owner

A senior manager with the ability and authority to ensure the process is rolled out and

used by the entire IT organization.

Responsible for:

• Defining the overall mission of the process.

• Establishing and communicating the process mission, goals, and objectives to all

stakeholders.

• Resolving any cross-functional (departmental) issues.

• Ensuring consistent execution of the process across the organization.

• Reporting on the effectiveness of the process to senior management.

• Initiating any process improvement initiatives.

Idea Manager

Responsible for:

• Managing the day-to-day activities of the process.

• Driving the efficiency and effectiveness of the Innovation Management process.

• Gathering and reporting on process metrics.

• Delegating work using demand tasks

Business User/Requester

Responsible for:

• Identifying need, problem or opportunity and capturing them as ideas

• Collaborating and voting on other’s people’s ideas

Implementation Team

Responsible for:

• Implementing the idea (depending on the type of idea, either in a project, story or

other work item).

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RACI Matrix

Roles and responsibilities are assigned to specific process activities.

Activities

Business User

Idea

Manager

Implementation

Team

ServiceNow

IDEA 1.0

Create Idea

R/A

IDEA 2.0

Collaborate / Vote on Idea

R/A

IDEA 3.0

Review Ideas

I/C

R/A

IDEA 4.0

Create Backlog Item from Idea

R/A

IDEA 5.0

Implement Idea

I/C

IDEA 6.0

Mark Idea as Complete

I/C

R/A

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Innovation Management Activity Description

Innovation Management Process Overview

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Demand Management

Introduction

The Demand Management application consists of tools for capturing, centralizing, and assessing

strategic and operational demands. It also provides a single location for managing all the

demand information.

The ideation module, integrated with Demand Management, provides an easy way for users to

submit ideas and for demand managers to assess before promoting them to demands. Ideation

also helps track the progress of an idea as it moves through the demand life cycle (idea to a

demand, to a project, enhancement, change, or defect).

The demand workbench provides a central location for viewing and analyzing business

demands. Demand users can access an interactive bubble chart as well as demand record

information within the workbench to collaborate on-demand assessment. Demand managers

can approve demands and create projects and enhancements.

The Demand Management process is used to capture, understand and influence enterprise

demand for services/capabilities/functionality and consequently aggregate and prioritize those

demands. A properly functioning demand management capability will reduce risk and optimize

resource utilization. Furthermore, when aligned with IT and business strategy through the

governance team it will help to focus resources on those high priority IT and business needs

through more accurate incoming information. It will drive greater discipline in the organization

by developing realistic project/work proposals that capture the data needed to enable better

business decisions.

This document also describes how the ServiceNow platform, via the Demand Application and its

interfaces to other applications, supports the demand management process with its abilities to

capture, understand and influence enterprise demand for services/capabilities/functionality.

Overview

A Demand is a request for a new product or service, or a change to an existing product or

service, which will require the expenditure of resources to be delivered. Demands typically

compete for resources and must be evaluated and prioritized relative to the business value they

will provide.

A user can create a Demand through the Service Catalog or submit an Idea which would then

get converted to a Demand. The purpose of creating an Idea in the Service Catalog is to funnel

requests that could potentially become a Demand, it serves as a low barrier of entry point. This

enables the organization to evaluate, plan and prioritize demands that deliver maximum

business value.

Note: Not all Ideas become Demands. Ideas can be closed, if they will not be pursued, or

alternatively, a project, epic, initiative, or story can be created from the Idea.

Process Description

ServiceNow Demand Management enables you to consolidate strategic and operational

requests from the business and automate the steps in the investment decision process. In

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addition, it provides the ability to monitor and manage progress of each request throughout the

decision and delivery processes.

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Process Goal

The primary goal of the demand management process is to centrally capture all strategic and

operational demand requests for purposes of evaluation, comparison, prioritization and

approval or denial based on the needs of the organization.

Process Objectives

The objectives of the demand management process are to:

• Capture, centralize, and assess strategic and operational demands.

• Ensure the platform will provide a single-entry point for demand requests to avoid “side

projects” or assignment of resources to initiatives that do not comply with stated IT or

business strategies.

• All prioritized, categorized, and approved demand requests will be scheduled and fulfilled in

a consistent manner to ensure business objectives are met

• Ensure that Managers have full visibility of the demand for their resources, to provide optimal

use of their resources for value generation, maximizing the resources available and

minimizing unused resources and their cost of ownership

Relationship with Other Processes

Process

Relation Description

Input

Output

Project

Management

When Large Demands are Approved, they will become Projects

Agile

Development

When Defects or Enhancements Request are moved forward

from demand, they may be created as items in the Agile

Development application

Change

Management

Changes can be an output of the Demand Process

Resource

Management

Resource Plans can be generated from a Demand

Financial

Management

Cost & Benefit plans can be generated from a Demand

Incident

Management

Incidents can generate demands if they are of sufficient size

Problem

Problems can generate demands if they are of sufficient size

Continual

Improvement

Management

Improvement Initiatives can be created from a Demand.

Demands can be created from Improvement Initiatives

Investment

Funding

Funding for Demands can be managed using the Investment

Funding application

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Principles and Basic Concepts

Policies

Demand management policies are required to guide all staff in the behaviors needed to make

demand management effective. Policy statements will be very dependent on the culture of the

organization.

• All demands must come through the Demand Management system

• Any user can submit “Ideas” for evaluation.

• Only Demand Managers can accept an Idea or Demand

• Any business user can submit /update Demands into the Demand Management System

• Assessment of Demands will be based on pre-defined criteria, and will vary based on the

type of Demand

Demand States

Demand should be tracked throughout their lifecycle to support proper handling and reporting.

The stage of a demand indicates where it is in relation to the lifecycle and helps determine what

the next step in the process might be. The stage will be a read-only field, and the value will be

changed based on decisions of the Demand User and Demand Manager.

State Description

Draft: The demand manager accepts a submitted idea, or a Business User creates a new

Demand from the Service Catalogue. Business Users can add collaborators who can update the

Demand. The demand manager, business user, or collaborator can take the following actions

after reviewing or editing the record:

• Update: The demand record is updated, but the demand remains in the current state.

• Submit demand: The demand is moved to the submitted state.

• Delete: The demand record is deleted.

Submitted: An accepted idea creates a demand record and the demand manager submits the

demand. Alternatively, a business user can submit a Demand. The business user or collaborator

can update a demand till it is progressed to Screening state. The demand manager can take

the following actions after reviewing or editing the record:

• Update: The demand record is updated, but the demand remains in the current state.

• Screen: The demand is moved to the screening state.

• Qualify: The demand is moved to the qualified state.

• Defer: The demand is moved to the deferred state.

• Incomplete: The demand is moved to the incomplete state.

• Delete: The demand record is deleted.

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Screening: The demand manager initiates assessments for the demand. After reviewing or

editing the record, click one of these buttons:

• Update: The demand record is updated, but the demand remains in the current state.

• Qualify: The demand is moved to the qualified state.

• Defer: The demand is moved to the deferred state.

• Delete: The demand record is deleted.

Qualified: The demand has been qualified and is ready for review. After reviewing the record,

click one of these buttons:

• Update: The demand record is updated, but the demand remains in the current state.

• Approve: The demand is moved to the approved state.

• Defer: The demand is moved to the deferred state.

• Delete: The demand record is deleted.

Deferred: The demand has been put on hold. The demand can be revisited in future and

reviewed. After reviewing the record, click one of these buttons:

• Update: The demand record is updated, but the demand remains in the current state.

• Approve: The demand is moved to the approved state.

• Reset to Draft: The demand is moved back to the draft state.

• Delete: The demand record is deleted.

Approved: The demand is approved. After reviewing or editing the record, click one of these

buttons:

• Update: The demand record is updated, but the demand remains in the current state.

• Close: The demand is moved to the closed state.

• Delete: The demand record is deleted.

Completed: The demand is moved to the completed state.

Demand Tasks

Tasks for a demand can be created to delegate cost, effort, risk, and benefit assessment

activities. You can assign a resource or group to the demand task to track the actual time and

effort spent on performing the specified activities.

RIDAC

Management of risks, issues, decisions, actions and request changes within demands.

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Process Roles

Each role is assigned to perform specific tasks within the process. Within the process, there can

be more than one individual associated with a specific role. Additionally, a single individual can

assume more than one role within the process, though typically not at the same time.

Depending on the structure and maturity of a process, all roles described may not exist in every

organization.

Role

Description

Process Owner

A senior manager with the ability and authority to ensure the process is rolled out and

used by the entire IT organization.

Responsible for:

• Defining the overall mission of the process.

• Establishing and communicating the process mission, goals, and objectives to all

stakeholders.

• Resolving any cross-functional (departmental) issues.

• Ensuring consistent execution of the process across the organization.

• Reporting on the effectiveness of the process to senior management.

• Initiating any process improvement initiatives.

Demand Manager

Responsible for:

• Managing the day-to-day activities of the process.

• Driving the efficiency and effectiveness of the Demand Management process.

• Gathering and reporting on process metrics.

• Delegating work using demand tasks

BRM (Business

Relationship Manager)

Responsible for:

• The Business Relationship Manager is responsible for maintaining a positive

relationship with customers, identifying customer needs and ensuring that the

service provider is able to meet these needs with an appropriate catalogue of

services.

• The Business Relationship Manager works closely with the Demand Manager.

IT Steering Group (ISG)

Responsible for:

• The IT Steering Group (ISG) sets the direction and strategy for IT Services. It includes

members of senior management from business and IT.

• The ISG reviews the business and IT strategies in order to make sure that they are

aligned.

• It also sets priorities of service development programs/ projects.

Business User/Requester

Responsible for:

• Identifying need, problem or opportunity

• Obtaining appropriate commitment to proceed from an internal Sponsor; the

Sponsor should have expressed his/her commitment to contribute the time and

resources necessary to develop the project submission form

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Collaborator

Responsible for:

• Contributing to the demand by providing subject matter expertise

Stakeholder

Responsible for:

• Individuals who are involved in the project or whose interests may be

positively or negatively affected as a result of the project

RACI Matrix

Roles and responsibilities are assigned to specific process activities.

Activities

Business User

Demand Manger

Stakeholders

ServiceNow

DMD 1.0

Create Idea/Demand

DMD 1.1

Submit Idea

DMD 1.2

Submit Defect Demand from an Incident

DMD 1.3

Submit Enhancement Demand from a Change

DMD 1.4

Submit Enhancement Demand from a Problem

DMD 1.5

Submit Demand

R/A

DMD 1.6

Promote Idea to Demand

R/A

DMD 2.0

Enhance & Assess Demand

DMD 2.1

Assist Completion of Demand

R/A

DMD 2.2

Add T-Shirt Size, Impact, Business Drivers, and High-

Level Timing

R/A

DMD 2.3

Add Resource Plans to Demand

R/A

DMD 2.4

Add Cost & Benefit Plans to Demand

R/A

DMD 2.5

Update Portfolio, Stakeholders & Requirements

R/A

DMD 2.6

Move Demand to Screening

R/A

DMD 2.7

Complete Assessments

R/A

DMD 2.8

Move Demand to Qualified (Auto)

R/A

DMD 2.9

Move Demand to Qualified (Manual)

R/A

DMD 3.0

Approve Demand

DMD 3.1

Review Demands

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DMD 3.2

Defer Demand

DMD 3.3

Set Demand to Approved

R/A

DMD 3.4

Create Project, Enhancement, Defect or Change

R/A

DMD 3.5

Generate Project, Enhancement, Defect or

Change record

R/A

DMD 3.6

Set Demand to Complete

R/A

R: Responsible, A: Accountable C: Consulted, I: Informed

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Demand Management Activity Description

Demand Management Process Overview

Figure 1. Process Overview

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Tasks

Demand

Stages

Description

DMD 1.0

Create

Demand

Draft.

Submitted

• Business Users can submit an Idea via the Service Catalog.

Ideas submitted are evaluated and promoted to a Demand

by the Demand Manager.

• Business Users can bypass Ideation and submit a Demand via

the Service Catalog.

• Demand Managers can submit demands.

DMD 2.0

Enhance

Demand

Screening.

Qualified

• Demand Manager populates additional information in the

Demand with support of Requestor and relevant stakeholders.

Demand Tasks can be used to track that work.

• Initial Resource, Cost, and Benefit Planning is done by the

Demand Manager. All or some of this can be skipped

depending on the level of governance required.

• Stakeholders complete assessments if required and an overall

prioritization score is generated.

DMD 3.0

Approve

Demand

Approval.

Complete

• Stakeholders work with the Demand Manager to Evaluate the

Demands. Evaluation is based on Assessment Scores, Size,

Scope, and Cost.

• Demands can be Approved for execution or Deferred for re-

consideration in the future.

• Approved Demands create a corresponding

project/enhancement/demand/change record.

• An approved Demand will be automatically completed once

related record of Project, Enhancement, Change, Problem is

closed. The Demand can also be manually completed by the

Demand Manager.

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Create Demand

Figure 2. Create Demand

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Create Demand Work Instructions

Enhance Demand

Tasks

Procedure

Primary Role

Input

Output

DMD

1.1

Submit Idea

From the Service Portal, a

Business User can submit an

Idea via the “Submit Idea”

catalog item, or via the

Innovation Portal. These

submitted Idea can be

evaluated by the

appropriate Demand

Manager

Business User

Idea

Idea Record

DMD

1.2

Create Defect

Demand from

an Incident

An Incident user can

create a related Defect

Demand for an Incident

Incident User

Incident

Demand record of type

Defect in Draft State

DMD

1.3

Create

Enhancement

Demand from a

Change

A Change user can create

a related Enhancement

Demand for a Change

Change

User

Change

Demand record of type

Enhancement in Draft State

DMD

1.4

Create

Enhancement

Demand from a

Problem

A Problem user can create

a related Enhancement

Demand for a Problem

Problem User

Problem

Demand record of type

Enhancement in Draft State

DMD

1.5

Create Demand

A Business User can create

a new Demand from the

Service Portal using the

‘Create a New Demand’

catalog item.

A Demand Manager or

Demand User can create a

new Demand directly from

the Demand Application.

Demand

Manager/Bu

siness User

Demand

Demand Record in Draft

State

DMD

1.6

Promote Idea to

Demand

Demand Manager

evaluates an Idea based

on several factors such as

size and scope, impact of

implementing and not

implementing the Idea etc.

Once evaluated, the

Demand Manager

promotes the Idea to a

Demand for further

investigation.

Demand

Manager

Idea

Demand record in Draft

State

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Figure 3. Enhance Demand

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Enhance Demand Work Instructions

Tasks

Procedure

Primary

Role

Input

Output

DMD

2.1

Assist

Completion of

Demand

Once the Demand has been created, the

Demand Manager will review and

continue to populate additional details

required to fully assess the Demand. In

most scenarios, they may seek out

assistance from the Business user and other

Stakeholders for additional information.

Demand

Manager

Demand

Record in

Draft State

Demand

Record in

Submitted

State

DMD

2.2

Add T-Shirt

Size, Impact,

Business

Drivers, and

High-Level

Timeline

Once all relevant information has been

completed, the Demand Manager can

begin to size the demand, define the

impact it would have on the organization

and input a high-level timeline.

Demand

Manager

Demand

Record

Demand

Record

DMD

2.3

Add Resource

Plans to

Demand

Request

(For Large /

Medium

Demand)

If the Demand is of sufficient size and

complexity, the Demand Manager can

create Resource Plans for the demand.

When the demand is being evaluated for

execution, availability of the resources

required can be viewed.

Demand

Manager

Resource

Requirement

Demand with

Resource

Plans in

Planning

State

DMD

2.4

Add Cost &

Benefit Plans to

Demand

Request

(For Large

Demand)

Should the Demand be of sufficient size

and complexity, the Demand Manager

can create Cost & Benefit Plans. The Cost

and Benefit Plans are used to calculate the

Financial return, which is used to calculate

the overall Value of the Demand.

Demand

Manager

Cost and/or

Benefits

Demand with

Cost and/or

Benefit Plans

DMD

2.5

Update

Portfolio and

Stakeholder

Registry and

Add

Requirements

When the Demand Manager sets the

Portfolio, stakeholders are automatically

populated from the portfolio record.

Additional Stakeholders can be added as

required.

If they haven’t already, the Demand

Manger can add requirements to the

Demand record.

Demand

Manager

Stakeholders

Requirement

Demand

Record

assigned to a

Portfolio with

Stakeholders

and

Requirement

DMD

2.6

Move Demand

to Screening

When all Demand Details are captured,

the Demand is moved to Screening. This

sends out Assessments to all Stakeholders.

During Screening, demand can be scored

and a business case for the demand is

finalized.

Demand

Manager

Demand

Record in

Submitted

State

Demand

Record in

Screening

State and

Assessments

created

DMD

2.7

Complete

Assessments

Stakeholders complete and Submit

Assessments based on questions under the

Strategic Alignment and Risk categories.

Stakeholder

Assessments

Completed

Assessments

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trademarks of their respective holders.

DMD

2.8

Move Demand

to Qualified

(auto)

ServiceNow will automatically set the

Demand to Qualified once all Assessments

have been submitted.

ServiceNow

Demand

Record in

Screening

State

Demand

record in

Qualified

State

DMD

2.9

Move Demand

to Qualified

(manual)

At any point while the Demand is in

Screening, the Demand Manager may set

the Demand to Qualified. This is typically

done if it is taking too long for all the

Assessments to be completed or

Assessments are not required.

Demand

Manager

Demand

Record in

Screening

State

Demand

record in

Qualified

State

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trademarks of their respective holders.

Approve Demand

Figure 4. Approve Demand

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trademarks of their respective holders.

Approve Demand Work Instructions

Tasks

Procedure

Primary Role

Input

Output

DMD 3.1

Review

Demand

The Stakeholders review all Demands

that are currently Qualified using the

Workbench. Review is typically

conducted during a Governance

meeting where all Qualified and

Deferred Demands are examined. The

outcome of the review may result in

Demands being Approved or

Deferred.

Stakeholders

Demand

record in

Qualified

State

Demand

Approved or

Demand

Deferred by

Stakeholders

DMD 3.2

Defer

Demand

Based on the decision of the

Stakeholders, the Demand can be

Deferred. Deferred demands are

generally re-reviewed during the next

Governance meeting.

Demand

Manager

Demand

record in

Qualified

State

Demand Record

in Deferred State

DMD 3.3

Set

Demand

Approved

Based on the decision of the

Stakeholders, the Demand can be

Approved for execution.

Demand

Manager

Demand

Record in

Qualified

State

Demand Record

in Approved State

DMD 3.4

Create

Project,

Enhance

ment,

Defect or

Change

Once the Demand has been

Approved, or at a certain point

thereafter, the subsequent Output

record can be created by the

Demand Manager. The record

created will be based on the Category

and Type of the Demand record itself -

Strategic-Project creates a Project

Record

Strategic-Enhancement creates an

Agile Enhancement record

Operational-Defect creates an Agile

defect record

Operational-Change creates a

Change Record

Demand

Manager

Demand

Record in

Approved

State

Related Project,

Enhancement,

Defect or

Change record

DMD 3.5

Generate

Project,

Enhance

ment,

Defect or

Change

record

Depending on the type of record

being created (project, enhancement,

defect, change) ServiceNow will copy

across key data to reduce the amount

of re-entry required.

ServiceNow

Stakeholder,

Requirements

, Risks,

Decisions,

Resource

Plans, Cost

Plans, Benefit

Plans

associated to

the Demand

Stakeholder,

Requirements,

Risks, Decisions,

Resource Plans,

Cost Plans,

Benefit Plans

copied/moved

depending on

whether

Project/Enhance

ment/Defect or

Change

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trademarks of their respective holders.

DMD 3.6

Set

Demand

Complete

Whilst the Demand Manger can set the

Demand record to Complete at any

time, ServiceNow will automatically set

the Demand record to Complete if the

associated record (project,

enhancement, defect, change) is

marked as complete.

ServiceNow

Demand

record in

Approved

State

Demand record

in Completed

State

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trademarks of their respective holders.

Demand Field Attributes

*Indicates fields that are Mandatory

Demand

Section/Tab

Field Name

Purpose

Stage When Field

is Populated

Field Type

Header

Name*

Name for the demand

Draft

Text Field

Header

Category*

Helps categorize demand as

Operational vs. Strategic

Draft; Submitted

Choice

Header

Type*

Identifies type of demand being

requested. Choices include Project,

Enhancement, Change, and Defect.

The Category field determines

available choices for this field.

Draft; Submitted

Choice

Header

Number*

Unique, auto-generated identification

number for the demand

Draft; Submitted

Auto-

generated

Header

Start Date

Planned Start date for the demand.

NOTE: When you change planned start

date of a demand or project, the

associated cost and resource plans

also change if

com.snc.project.date_change_cascad

e is checked.

Draft; Submitted

Date Field

Header

Due Date

Requested completion date for the

Demand

Draft; Submitted

Date Field

Header

Improvement

Linked Improvement Initiative

Approved

Reference

Details

Portfolio

Portfolio indicating the business focus of

the demand

Draft; Submitted

Reference

Details

Program

Name of the program to which the

demand belongs

Draft; Submitted

Reference

Details

Investment

Class

Define whether this Demand is

contributing to Change/Transformation

or if it is a Run/KTLO initiative

Draft; Submitted

Choice

Details

Investment

Type

Define what the Demand will

contribute towards

Draft; Submitted

Choice

Details

Submitted By

Full name of user submitting the

demand

Draft; Submitted

Auto-filled

Reference

Details

Demand

Manager

Name of Demand Manager

responsible for ushering the demand

through the process

Draft; Submitted

Reference

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trademarks of their respective holders.

Details

Collaborators

Lists all users identified by Demand

submitter who can view/edit the

Demand

All Stages

Watch-list Field

Details

Priority

Set the priority of the Demand which

can then be used as a consideration

when prioritizing

Draft; Submitted

Choice

Details

Department

Department in a business unit to which

the demand submitter belongs.

If no value is chosen in this field, it is

auto populated with the name of the

department to which the submitter

belongs.

Draft; Submitted

Reference

Details

Business Unit

Business unit to which the demand

submitter belongs

Draft; Submitted

Reference

Details

Impacted

Business Unit

Business Unit/s impacted by the

Demand

Draft; Submitted;

Screening

Watch-list Field

Details

Business

Capabilities

If the demand is to change, enhance,

or add one or more business

capabilities, they can be associated to

the demand. Business capabilities are

defined in the Application Portfolio

Management module.

Draft; Submitted;

Screening

Watch-list

Field

Details

Business

Applications

If the demand is to change, enhance,

or add one or more business

applications, they can be associated

to the demand. Business applications

are defined in the Application Portfolio

Management module.

This field displays all the business

applications that are related to the

business capability selected in the

Business Capabilities field.

Draft; Submitted;

Screening

Watch-list Field

Details

Idea

Unique identifier of the idea from which

the demand was created

Draft

Reference

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trademarks of their respective holders.

Business

Case

Strategies

Strategic objectives of the organization

that the demand fulfils. A demand can

fulfil multiple strategic objectives.

If a Business Unit for the demand is

selected in Details tab, then the choice

list displays the business strategies for

the selected business unit along with

other enterprise strategies

Draft; Submitted;

Screening

Watch-list Field

Business

Case

Goals

Goals associated to the selected

strategy. A demand can fulfil multiple

goals.

If a strategy is not selected, then all

goals are displayed in the choice list

Draft; Submitted;

Screening

List Field

Business

Case

Business

Case

Arguments justifying need for the

Demand

Draft; Submitted;

Screening

Text Box HTML

Business

Case

Risk of

Performing

Risks if the demand is approved and

implemented

Draft; Submitted;

Screening

Text Box HTML

Business

Case

Risk of Not

Performing

Risks if the demand is not approved, for

example, risk of loss of opportunity

Draft; Submitted;

Screening

Text Box HTML

Business

Case

Enablers

Key enablers for the Demand

Draft; Submitted;

Screening

Text Box HTML

Business

Case

Barriers

Major barriers to the Demand

Draft; Submitted;

Screening

Text Box HTML

Business

Case

In Scope

Scope of the demand. It is the set of

boundaries that define the extent of a

demand

Draft; Submitted;

Screening

Text Box HTML

Business

Case

Out of Scope

Activities or deliverables that are not in

the scope of the demand. Anything

which is not defined in the scope is out

of scope

Draft; Submitted;

Screening

Text Box HTML

Business

Case

Assumptions

Assumptions made for the demand.

Assumptions help to define scope and

risks, and fine-tune the estimates for

time and cost

Draft; Submitted;

Screening

Text Box HTML

Financials

Rate Model

Select the Rate Model to be used for

Labor Resources consumed by the

project.

Draft; Submitted;

Reference

Financials

Capital

Expense

Capital expenditure (Capex) for the

demand

Submitted

Currency

Financials

Operating

Expense

Operational expenditure (Opex) for the

demand

Submitted

Currency

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Financials

Total

Planned Cost

Result is calculated based on values in

the Capital expense and Operational

expense fields

Submitted

Currency

Financials

Financial

Return

Total planned cost – Financial Benefit

Submitted

Currency

Financials

Financial

Benefit

Estimate of revenue if the demand is

approved. This value is either rolled up

from the benefit breakdown of the

demand or can be entered manually

Submitted

Currency

Financials

ROI %

Result is calculated based on values in

the Total costs and Financial return

fields

Submitted

Numerical

Value

Financials

Capital

Budget

Total capital budget allocated to the

demand across all fiscal years. The

value is rolled up from the capex

budget of the demand

Submitted

Currency

Financials

Operating

Budget

Total operational budget allocated to

the demand across all fiscal years. The

value is rolled up from the Opex

budget of the demand

Submitted

Currency

Financials

Discount

Rate

Demand discount rate.

The discount rate is the interest rate to

determine the present value of future

cash flows.

Submitted

Decimal

Financials

Net Present

Value

Present value of future cash based on

the given annual interest rate.

It is a measure for comparing money

spent today against future expected

financial benefits. It helps when

evaluating the overall investment

performance.

Submitted

Currency

Financials

Internal Rate

of Return %

Annual interest rate required to

achieve an NPV of zero.

Internal rate of return (IRR) helps to

determine which demands can deliver

higher rate of return in terms of

revenue.

Submitted

Decimal

Assessment

Data

Impact

Impact of implementing the proposed

Demand. Impact is represented as

High, Medium, or Low

Submitted;

Screening

Choice

Assessment

Data

Risk

Calculate risk value based on

assessment

Screening

Numeric

Decimal

Assessment

Data

Value

Calculated business value based on

assessment

Screening

Numeric

Decimal

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Assessment

Data

T-Shirt Size

Estimated size of the Demand

described as XX-Large, X-Large, Large,

Medium, or Small.

NOTE: Before using T-Shirt size as an

indicator of demand size, consider

creating and publishing definitions for

each option, outside the application.

This process ensures that the values are

interpreted correctly and consistently

across the organization or department

Submitted

Choice

Assessment

Data

Score

Demand score is calculated based on

risk, value, and size attributes in the

base system. The value of the risk,

value, and size attributes is based on

demand assessments. High risk and size

= Low demand score. High value =

High demand score.

Note: The score formula can be

configured based on your business

requirements.

Screening

Numeric

Decimal

Notes

Watch List

List of groups and users who are

subscribed to the demand and who

can view Additional comments

Any Stage

Watch-list Field

Notes

Work Notes

List

List of groups and users who are

subscribed to the demand and who

can view Work notes

Any Stage

Watch-list Field

Notes

Work Notes

Information about the demand. Not

visible to customers. Work notes are

added throughout the demand

management life cycle to

communicate with other users

associated with the demand

Any Stage

Text Box HTML

Notes

Activities

Captures transactional history for the

demand

Auto-populated;

View Only

List

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trademarks of their respective holders.

Related Link

Create

Baseline

Allows for the creation of a snapshot of

the demands cost and benefit plans.

All

Hyperlink

Related List

Stakeholders

Lists all Stakeholders for the Demand.

Clicking New allows addition of new

stakeholders, while clicking Edit allows

addition from list of stakeholders

associated to the Portfolio

Submitted

List

Related List

Requirement

Allows addition of requirements for the

Demand

Submitted

List

Related List

Risks

Allows addition of Risks for the Demand.

Risks are added to associated Program

and/or Portfolio.

Submitted;

Screening

List

Related List

Decisions

Allows addition of Decisions for the

Demand.

Submitted;

Screening

List

Related List

Resource

Plans

Demand Manager can identify

resource/s required for the Demand.

Submitted

List

Related List

Cost Plans

Demand Manager can create a cost

plan that captures all External Labor

and Non-Labor Cost for the Demand.

Demand Cost Plans are added to the

Parent Program and Portfolio

Submitted

List

Related List

Benefit Plans

Demand Manager can identify

financial benefits for the Demand.

Submitted

List

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Related List

Demand

Baselines

Demand Manager can review how the

Cost and Resource Plans have

changed if baselines have been

created

All

List

Related List

Demand

Budget

List Demand Budget by Fiscal Year

Submitted

List

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trademarks of their respective holders.

Metrics, Reports and Homepages

There are numerous metrics and default reports available in ServiceNow that can be used to

generate charts, publish to a URL, or schedule to run and distribute at regular intervals. Users can

also create custom reports. See Creating Reports in the ServiceNow Wiki for more detail on this

capability.

For Demand Management, there are two special reports that can be used. Bubble Charts can be

used to compare Demands against each other. The Demand Backlog can be used to see the

Proposed End Dates of any Demands that are in the System.

In addition to reports, each user can create a personal homepage and add gauges containing

up-to-the-minute information about the current status of records that exist in ServiceNow tables.

See Customizing A Homepage in the ServiceNow documentation for details.

Recommended Metrics

Rationale

% of Demands Submitted from

total number of Draft Demands

Determines the proportion of requests that progress to be a

demand. It may indicate that the quality of submissions is low.

Total Number

of Approved Demands

To help determine the future workload of project delivery

Percentage of Demands that

move to Approved

Determine the percentage of Demands that move to the

Qualified state. High percentage of Qualified Demands may

indicate future investment requirements.

Percentage of Demands that

move to More Information

The quality of documented ideas may be low indicating

training requirements

Average time to move from

Submitted to Approved

To determine the efficiency of the Demand Management

Process

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trademarks of their respective holders.

Demand Workbench

The demand workbench provides a central location for viewing and assessing business demands.

The workbench makes it easy to manage demands by presenting multiple interactive views of

demand information on one page. The workbench is split into two panes: the top pane presents an

interactive bubble chart for assessing demands and the bottom pane displays the demand details

in a list view.

The demand workbench provides real-time interaction between the two panes. Modifying a

demand in the bubble chart automatically updates the values in the demand record. Similarly,

changes made to a demand record are automatically reflected in the bubble chart.

By default, the workbench displays demands screened by stakeholders or qualified by the demand

manager. With the demand manager role, you can use the workbench to:

• View, evaluate, and update demands

• Create demands

• Create artifacts from demands, including projects, enhancements, changes, and defects

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trademarks of their respective holders.

Demand Workbench - Bubble Chart

The interactive bubble chart on the demand workbench is a dynamically updated graph that plots

metrics for multiple demand records. Demand managers can use bubble charts to visualize,

compare, and evaluate the relative standing of demands in three categories: risk, value, and size.

The X-axis represents the risk of a demand, the Y-axis represents the value, and the Z-axis represents

the size. Demands are plotted as circles, or bubbles, which vary in size according to the size of the

demand. All three measurements are based on values between 0 through 10. This scale allows

demand managers to see how one demand compares to other demands in the chart.

The bubble chart contains four quadrants, with each quadrant representing the value versus risk

tradeoff for the demand. The quadrants are labeled along the edges of the bubble chart to

represent this combination of value versus risk. The color of the bubbles displayed in each quadrant

also represents the value versus risk tradeoff.

• The upper left quadrant, labeled Resource, contains demands with high value and low risk.

Green bubbles represent demands in this quadrant.

• The lower left and upper right quadrants, labeled Consider, contain demands that require

further evaluation. The lower left quadrant contains demands with low risk but low value while

the upper right quadrant contains demands with high value but high risk. Orange bubbles

represent demands in these quadrants.

• The lower right quadrant, labeled Re-evaluate, contains demands with low value and high risk.

Red bubbles represent demands in this quadrant.

• Each bubble also includes a label with the name of the demand.

From the demand workbench bubble chart, you can perform the following actions:

• Point to a bubble to view a summary of the demand, including the demand name and the risk,

value, and size.

• Click a bubble to open a sizing window and change the size of the demand.

• Click and drag a bubble to increase or decrease the risk or value of the demand.

• Right-click a bubble to view the demand, create an artifact, or view an artifact that has been

created from a demand.

• Changes made to a demand in the bubble chart are automatically updated in the demand

record.

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trademarks of their respective holders.

Demand Workbench – List View

The lower pane of the demand workbench displays a list of the demands shown in the bubble

chart.

The bubble chart list view displays up to 20 demands at a time. Page forward and back through

the list to display additional demands.

The Demand column displays the demand number which provides a link to the Demand form. The

Stage column displays the status or progress of the demand. For more information, see Stage Fields.

The interactive bubble chart is updated whenever you change a demand in the list view. If you

create a new demand from the demand workbench, it is created in a qualified state and appears

on the bubble chart. When a demand is promoted to a project, enhancement, change request, or

defect, it is removed from the bubble chart.

Performing the following tasks in the list view affects the demands displayed in the bubble chart:

• Searching or filtering the records in the list view displays the bubbles for those demands that

meet the search or filter criteria.

• Adding or deleting records in the list view adds or deletes the corresponding bubbles.

• Paginating the list view by clicking any of the page arrow icons displays the bubbles for the

demands that appear on the current page.

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trademarks of their respective holders.

Project Management

Introduction

The concepts described in this guide align with Project Management Institute, Inc. (PMI) standards

2013 and may reference capabilities that are dependent on other ServiceNow applications. These

references are noted by blue italicized font.

There are two main types of project portfolio management (PPM) implementations with differing PPM

needs:

• Execution-level PPM implementation: Project managers, resource managers, and team

members interested in a project and resource management product to manage the tactical

details of project execution and in using reporting services to communicate progress and

expenditures back to business sponsors and management.

• Project portfolio-level PPM implementation: Business sponsors, steering committees, and project

management offices (PMOs) interested in creating project-related decision frameworks,

selecting specific projects based on those frameworks, planning the delivery of those projects

or investments, tracking those investments at a high level, and reporting on these activities.

Overview of Project Management

Project management is the application of knowledge, skills, tools, and techniques to project activities

to meet the requirements of projects of all sizes, from small projects with a few tasks to large portfolios

of projects that contain complex tasks with various relationships and dependencies. This document

describes how ServiceNow supports project management through the appropriate application and

integration of the five project management process groups:

• Initiating

• Planning

• Executing

• Delivering

• Closing

Project Description

A project is defined as a temporary endeavor with a defined scope of work and defined start and

end points to create a unique product, service, or result that may be tangible or intangible. Because

of the unique nature of projects, there may be uncertainties or differences in project results. This is in

contrast to "operations" processes that are ongoing and repetitive and follow an organization’s

existing procedures.

Projects are undertaken at all levels in the organization and can involve any number of individuals,

departments, or business units.

Project management is responsible for managing the life cycle of all projects.

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trademarks of their respective holders.

Project Management Goal

The primary goal of project management is to apply the appropriate knowledge, tools, and

techniques to project activities in order to meet project requirements.

Project Management Objectives

The objectives of project management are to:

• Identify project requirements.

• Address the various needs, concerns, and expectations of project stakeholders throughout the

project life cycle.

• Facilitate and maintain collaborative project communications among project team members

and stakeholders.

• Manage stakeholder expectations and satisfaction with respect to requirements and

deliverables.

• Stabilize competing demands such as project resources, budget, schedule, scope, issues, and

risks.

Objectives for PPM Interoperability with ITIL

Consider how to best leverage a single system of record for both ITIL (IT business operations

management) and PPM. This means that Incident, Problem and Change, Service Catalog, the

CMDB, and other applications interoperate seamlessly with the Project application.

Relation Description

Input

Output

Configuration

Management

• Underpins ITIL and project management activities.

• Can host the project and other IT service

management records.

• Contains details of the infrastructure vital to a project.

• Single consistent view of all ITIL and project activities

against a CI to keep all stakeholders in sync, mitigate

impacts, and reduce risks.

• Single consistent view of all ITIL and project activities

against a CI to keep all stakeholders in sync, mitigate

impacts, and reduce risks.

Service Catalog

• Single, simple, and consistent approach to capturing

demand and project proposals.

• Requester knows exactly what information to provide.

• Request information automatically entered into the

project management application.

• More easily compare project proposals to one

another and to existing or in-flight projects while

making a selection.

Change

Management

• A request for change (RFC) can be submitted so that

changes to a project can be formally introduced and

approved.

• Can track project tasks that depend on changes.

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trademarks of their respective holders.

Relation Description

Input

Output

• Change management is responsible for keeping the

project manager informed of all scheduled changes.

• Transition issues and risks to the change control

process.

Service Level

Management

(SLM)

• Defines measurable action taken on critical path

tasks.

• Provides historical data that enables the PMO to

review the project schedule objectively.

• Defines the acceptable timeframe within which the

project management schedule works, including:

o Project task start times

o Acceptable task pause conditions

o Target completion times

Relationship with Other Processes

Project Management process may interact with other processes, which are already available in

ServiceNow:

Relation Description

Input

Output

Demand Management

• Approved Demands will become managed

Projects

Resource Management

• Resource Plans can be generated during the

Project Process

Agile/Safe

• Agile stories dates are rolled up to project

and delivery progress is managed by the

project manager

Test Management

• Manage the test schedule

Financial Management

• Provide costs to modeling engine and show

back

Application Portfolio

Management

• Manage applications & costs, to ensure

alignment and easily adapt to change

Enterprise Release

Management

• Plan and manage enterprise releases,

product releases, and deployment process

Investment Funding

• Funding for Projects, Portfolios or Programs

can be managed using the Investment

Funding application

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trademarks of their respective holders.

Principles and Basic Concepts

Project Policies

Project management policies are required to guide all staff in the behaviors that make project

management effective. Policy statements depend on the culture of the organization, but should

address the following:

• Use of a single management system for projects and IT operations.

• Need to align project management with overall business objectives.

• Fact that a project may be initiated from an incident, defect, change, or enhancement, but

those tasks never become a project.

• Appropriate use of social and mobile tools for project management communication and

notification.

• Use of routine project process audits to ensure correct process and deliverables.

Project States

Project tasks are tracked throughout the project life cycle to support the project schedule and status

reporting. The state of a project or project task indicates where it is in relation to the project schedule

and informs the project manager, team members, and stakeholders of project status. The typical

uses of the base system state values are:

• Pending: default value when a record is created.

• Open/Work in progress: work is in progress.

• Closed complete: work is completed, and task is closed.

• Closed incomplete: work was done, is not yet completed, but task is closed. This is also used

to express “Postponed/Freeze/On-Hold” projects

• Closed skipped: work was not performed, and task is closed. This is also used to express

“Cancelled” projects.

Project Templates

Although each project is a unique endeavor, many projects follow a standard or similar process. A

project template is a best practice approach to the project process that outlines the activities and

deliverables that must be produced to satisfy the project requirements. In ServiceNow, use the

Save as New Template feature to create project templates. When you create a template from a

project, all of the project attachments, tasks, and checklists are copied to the template. You can

add or remove attachments from the template using the Project Template form. See Create a

new template for a project for more details.

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Figure 1: Save as New Template

Copy Project feature is another option to enable project templating. This creates a new project that

includes all the tasks, relationships, and document links of an existing project, and makes it easy to

create projects using a consistent project process. See Copying a Project for more details.

Figure 2: Copy Project Feature

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Project Workspace

The project workspace is dedicated to project managers where they can access and manage their

projects, having in a single view all project status “cards”. Cards can be configured and give access

to projects when clicking them.

Figure 3: Project Workspace

When project managers access a project, they open its workspace which provides direct access

to the project dashboard with “Analytics” tab, and to project details, planning, resources,

financials, status report tabs.

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Planning Console

Determine the graphical displays for the project using the Planning Console, Project Workbench and

Portfolio Workbench.

The planning console gives project managers a comprehensive view of all aspects of a project,

including a hierarchical list of sub-projects, if any, project tasks, which appear in a work breakdown

structure (WBS) list.

It also includes a Gantt chart, which is a visual representation of a project timeline that shows start

and end dates of tasks and the dependencies between tasks. The Gantt chart can be used to add

and delete tasks, change task dates and dependencies, and assess the progress of the overall

project.

Figure 4: Interactive Planning Console

Schedule

Schedule pages can be displayed in a daily, weekly, or monthly view. A schedule page is a record

that contains a collection of scripts that allow custom generation of a calendar or timeline display.

For a discussion of how calendars are created with schedule pages, see Schedule Pages and Invoke

the Schedule page and view a calendar.

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Project Workbench

The project workbench makes it easy to manage projects by presenting project information in two

panes. The top pane displays a timeline with the project phases and milestones; the bottom pane

displays details for the phase selected in the timeline. The phase can be of Waterfall type to

manage Project Tasks, Agile type to manage Stories, or Test type to manage Test cases. The project

workbench provides real-time interaction between the timeline, the list view, and the visual task

board. It includes the following key components:

• Project workbench detail view – The detail of the selected project phase

• Project workbench milestones – Indicate important project dates

• Project workbench phases – Represented by the horizontal bar

• Project calculation:

o Automatic – when a dependent project task date is modified, the parent task

automatically recalculates its dates

o Manual – dates on parent tasks do not change when a dependent task is changed

Figure 5: Project Workbench

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Portfolio Workbench

The portfolio workbench enables project and portfolio managers to perform project financials and

then track their projects and portfolios. The workbench gives Portfolio managers the ability to

determine overall cost requirements for their portfolios. It allows them to select projects for next

fiscal year(s) based on budget target and resource availability and allocate approved budget to

projects. Tracking of actuals can be performed against allocated budgets.

Figure 6: Portfolio Workbench

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Program Workbench

The program workbench allows the PMO to define a new ‘Program’. A ‘Program’ is a group of

related projects, demands, and program activities managed in a coordinated way to obtain

benefits not available from managing them directly. These programs are managed by program

managers. The program manager should be allowed to create tasks specific to the program. These

tasks are essential for successful completion of the program but are outside the scope of projects.

The program manager can also define key milestones, anticipated risks and issues for the program.

The program manager also ensures that all participant projects of the program are on track in

terms of cost, resources, and schedule.

Figure 7: Program Workbench

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Project Roles

Each role is assigned to individuals who perform specific tasks within the project process. There can

be more than one individual associated with a specific role. Additionally, a single individual can

assume more than one role within the project process. The structure and maturity of the project

process determine which roles exist in an organization.

The following table describes typical roles defined for project and portfolio management.

Role

Description

Project

Management

Office (PMO)

Senior management team with the ability and authority to ensure

the project process is

rolled out and used by the entire organization.

Responsible for:

• Defining the overall mission of the project process.

• Establishing and communicating the project process mission, goals,

and objectives to all stakeholders.

• Resolving any cross-functional issues.

• Ensuring consistent execution of the project process across the

organization.

• Monitoring the effectiveness of the project process across all active

projects and reporting to senior management.

• Initiating any project process improvement initiatives.

• Developing associated training criteria and coaching for all project

management processes.

Project Manager

Project managers have the responsibility of planning, execution, and

closing of projects.

Responsible for:

• Managing the day-to-day activities of the project.

• Driving the efficiency and effectiveness of the project management

process.

• Recruiting, building, and leading an effective project team.

• Ensuring project progress by managing the interaction of project

tasks.

• Managing issues to reduce risks, maximize benefits, and restrict

costs.

Team Member

Project team members are responsible for executing tasks and

producing deliverables as outlined in the project plan and directed by

the project manager, based on the level of effort defined for them.

Responsible for:

• Working on project tasks.

• Communicating project task status, issues, and risks.

• Producing project task deliverables.

• Entering time worked.

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Role

Description

Resource

Manager

Resource managers ensure

the efficient and effective deployment of

an organization's resources, as needed. Resources include financial

resources, inventory, human skills, production resources, or information

technology

. The

project manager may sometimes assume this role.

Responsible for:

• Ensuring that available resources are used efficiently to complete

the project or project tasks within specified deadlines.

• Tracking supply of resources.

• Maintaining the resource demand forecast.

• Assigning resources to project tasks.

• Tracking resource utilization.

Business

Relationship

Manager (BRM)

The BRM represents the business units’ needs, communicates the

deliverables the project will produce to the project team, and shares

information about the project with the business unit.

Responsible for:

• Gathering project requirements from the business.

• Submitting project requests on behalf of the business.

• Tracking project request status and communicating it to the

business.

Project Sponsor

The project sponsor secures project funding and resources; champions

the project’s goals and objectives, monitors project activities, risks, and

issues, and is a key decision maker for the project.

Responsible for:

• Providing funds for the project.

• Reviewing project status.

• Providing business guidance throughout the project life cycle.

Stakeholders

Stakeholders include groups, units, individuals, customers, and internal

or external organizations which are impacted by, or can impact, the

outcomes of the project.

Responsible for:

• Reviewing project status.

• Providing business guidance and support throughout the project life

cycle.

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Role

Description

Program Manager

Program managers have the responsibility to achieve programs in

respect of their strategy, objectives and budget, in order to deliver the

business outcomes.

Responsible for:

• Managing program’s demands and projects to articulate the

program strategy and objectives.

• Driving the efficiency and effectiveness of the program

management process.

• Coordinate demands and projects which are cross department or

cross business units.

• Ensuring program risks and issues won’t impact project progress.

Portfolio Manager

Portfolio managers make ongoing decisions about the organization’s

investment mix by selecting portfolio projects based on business

objectives and available resources.

Responsible for:

• Managing the project portfolio.

• Maintaining an optimal mix of portfolio investments to meet

changing business objectives.

• Balancing available resources, including labor, non-labor resources,

and finances.

Project

Administrator

The Project Administrator is responsible for the technical aspects of the

project management application implementation.

Responsible for:

• Determining the Project Management application properties

• Customization of forms and views for project team members and

stakeholders

• Creation of workflow for project process automation

• Customization of record producers for project proposals.

• Creation of reports, gauges and dashboards for project team

members and stakeholders

• Configuration to enable the application to interoperate with other

ServiceNow applications.

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RACI Matrix

Activities

Business User

Project Manager

Team Member

PMO

Program Manager

Stakeholder/

Sponsor

Resource Manager

PPM 1.0

Project Initiation

PPM 1.1

Create Project

C/I

PPM 1.2

Add Project to Portfolio

R/A

PPM 1.3

Assign Project Manager

R/A

C/I

PPM 2.0

Project Planning

PPM 2.1

Plan the Project

R/A

PPM 2.2

Apply Template

R/A

PPM 2.3

Add Tasks

R/A

PPM 2.4

Build Task Relationships via the

Planning Console

R/A

PPM 2.5

Confirm and Allocate Resources

R/A

PPM 3.0

Project Execution

PPM 3.1

Start Project

R/A

PPM 3.2

Create Baseline

R/A

PPM 3.3

Workflow

R/A

PPM 3.4

Task Status

PPM 4.0

Project Delivering

PPM 4.1

Manage Variables

R/A

PPM 4.2

Documentation

R/A

PPM 4.3

Risk Register / Issue Management

R/A

C/I

PPM 4.4

Project Communication

R/A

PPM 4.5

Project Status Report

R/A

PPM 5.0

Project Closing

PPM 5.1

Post Implementation Review

R/A

PPM 5.2

Close project

R/A

C/I

R: Responsible A: Accountable C: Consulted I: Informed

Project Management Process

Basics of Project Management

A project is any planned, collaborative effort that is designed to achieve an objective. The Project

application not only helps you plan and track projects, it also integrates with other ServiceNow

applications.

Setting up a project involves deciding on an approach for creating and linking project tasks and

making sure the necessary users and groups are created in ServiceNow so you can assign them to

project tasks. After these steps are accomplished, the project can be started. In order to measure

the project against initial estimates, it is important to create a baseline, which is a point in time

reference of the entire project including all planned dates for all project tasks and milestones.

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With the project underway, the project manager continues to access project records and make

changes to required items, including costs, priority, schedule, and planned values that are not rollups.

The project manager also keeps detailed project records for risks and issues and refers back to them

after a project is complete. It is also a best practice to create additional point-in-time baselines along

the way, recording dates and cost plans, to easily see if any project phases or tasks are ahead of or

behind the original plan, and if project financials are under control.

It is best practice to manage status reports to monitor the projects, which give visibility and

manageability to programs and portfolios the projects belong to, and to dashboards the projects

report to as investment portal for instance.

When the project is complete, its state is changed to Closed complete on the Project form. When a

project is in the closed state, the Project application calculates actual values like Actual duration.

Post-project activities include analyzing project baselines and actual values and generating a final

project dashboard. If the project was successful, it can then be used as a template for future projects.

There are several paths available to manage a project. The best path usually depends on business

needs. The steps below are considered when determining how to get a project up and running with

minimum effort.

NOTE: ServiceNow PPM can be configured to support many alternative project methodologies,

including Agile and Waterfall.

Figure 8: Basics of Project Management

Initiating a Project

Project initiation is the process of evaluating and then approving or rejecting a proposed project.

This can be based on the strength of a project’s business case, cost, timeframe, and whether the

project is aligned to current business objectives or the longer-term strategic plan.

To ensure success, the project should begin with a detailed project definition or request form that is

presented to and accepted by stakeholders. This can be used to help ensure agreement and

commitment among project team members and stakeholders. The project initiation plan can

include the business case, overall goal, specific objectives, success criteria, scope, high-level

schedule, stakeholder accountabilities, communication plan, benefits and costs, governance and

resourcing, and risk mitigation plans. This helps to ensure a consistent understanding of the project,

set proper expectations, and identify the necessary resources to accomplish the project goals.

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Tasks

Primary Role

Input

Output

PPM 1.1

Create Project

ACO PMs

Import Microsoft

project

Create new

project

Project Record

Procedure: Most projects will be created via the Demand Process.

For projects that do not require a Demand, they can be created manually. Only

ACO PMs can create Projects Manually

PPM 1.2

Add Project to

Portfolio

PMO

Existing projects

(any state)

Portfolio projects

Procedure:

If a Portfolio was defined in the Demand Process, it will carry over to the Project.

A portfolio is a group of related projects. If a project is related to other projects,

create a portfolio and add the project. The Project application provides a useful

portfolio view that makes it easy to report on the status of all projects in a portfolio.

PPM 1.3

Assign Project

Manager

PMO

Project Record

Assigned Project Record

Procedure: After a Project is generated, the PMO will need to assign it to a specific

Project Manager

Planning the Project

Project planning is the process of defining the scope of a project and identifying all prerequisites for

project execution. The project definition and scope should be reviewed and approved by the

project sponsor and other appropriate stakeholders. Project scope, budget, and schedule should be

confirmed. Project deliverables are refined. Risk assessment and mitigation plans are developed.

And project team members may be allocated to the project. Project sponsors then provide final

approval and authorization to proceed with project execution.

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Tasks

Primary Role

Input

Output

PPM 2.1

Plan the

Project

Manager

Assigned Project

Record

Additional details added to

Project form (State:

Pending)

Procedure: Setting up a project involves deciding on an approach for creating and

linking project tasks and making sure the necessary users and groups are created in

ServiceNow so you can assign them to project tasks.

Before creating a project, consider the following questions and issues:

• Top-down or bottom-up approach to tasking?

• Is the project part of a larger portfolio of projects?

• What types of dependencies will the tasks have with other tasks?

• Can milestones and project baselines help manage the project?

• Have the necessary skills, groups, and resources been created in ServiceNow?

PPM 2.2

Apply

Template

Project

Manager

Project Record

Project Record with

Template Applied

Procedure: Templates can be used to automatically build out the WBS of a Project.

A Template may automatically be applied if selected from the Demand Record.

Templates will be filtered so that only the appropriate groups can apply the

appropriate Templates.

PPM 2.3

Add Tasks

Project

Manager

Project tasks

Project tasks added to

project (State: Pending)

Procedure: After creating a basic project, populate it with the phases, tasks, and

subtasks that comprise the project. At this time, decide whether to focus on top-

down planning or bottom-up planning.

It is easiest to build task relationships and dependencies while creating sets of tasks.

See Creating Project Tasks for more information.

PPM 2.4

Build Task

Relationships

via Planning

Console

Project

Manager

Task dependencies

Gantt chart with project

dependencies

Procedure: Use the Planning Console in conjunction with task forms and related lists

to build relationships. Add milestones based on the project's major events and

create dependencies between milestones and tasks, if necessary.

PPM 2.5

Confirm and

Allocate

Resources

Resource

Manager

User resources;

Group resources

User resource allocation

across the project; User

resource and group

resource task assignments

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Tasks

Primary Role

Input

Output

Procedure: Resource Plans should be initially generated in the Demand Process.

User resources are the individuals (users) in an organization who are assigned to

project tasks. An assignment group is a collection of users with similar skills who

could be assigned to the same types of project tasks. The Project application uses

these resources in the resource workbench, a graphical, interactive map that shows

the relationships of project tasks to user resources. Although user or group resources

are not mandatory to manage projects in the Project application, verify that any

necessary resources are added to ServiceNow through User Administration.

Resources also tie into cost management and skills management.

See Task Resources for more information on creation and assignment resources and

groups.

Executing the Project

After the project initiation steps are complete, the project can be started and measured against

initial estimates. Project automation helps ensure ease of use, which also leads to adoption of and

adherence to the project process. A well-defined project communication process will help provide

necessary information to the PMO, team members, project sponsor, and stakeholders throughout

the project process.

Tasks

Primary Role

Input

Output

PPM 3.1

Start Project

Project Manager

Project record

Child project tasks

(Project State) Work in

progress project

Procedure: After creating and linking project tasks and making sure the necessary

users and groups are assigned, you can start the project.

Use Start project on the Project form or manually change the project state to Work in

Progress. This changes the Actual start date of the project to the current date.

See Starting a Project for more information.

PPM 3.2

Create

Baseline

Project Manager

Updates to project

and project tasks

Initial project baseline;

subsequent baselines

Procedure: Create initial and subsequent project baselines along the way to see if

any project phases or tasks or costs are slipping at the time you create the baseline.

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Tasks

Primary Role

Input

Output

PPM 3.3

Workflow

Project Manager

Project process

Workflows for project

automation

Procedure: Consider opportunities for project process automation:

• Approvals (project request, resource request, timecard).

• Review process at milestones and gates.

• Integrated change request process.

PPM 3.4

Task Status

Project Team

Member

Project Manager

Project task

description

State change

Percent complete

Actual effort or time

worked

Updated project

actuals (time and

cost)

Supporting

descriptions and

details

Procedure: Project team members update project task status and actual effort so

that accurate project status details are available to project manager and

stakeholders on a timely basis.

Delivering the Project

The project manager must continually track budget, scope, and schedule (the “Triple Constraint”),

as well as their effect on quality. Proper risk management processes should be defined to mitigate

or resolve risks. When a risk arises that threatens the project’s scope, budget, schedule, or quality, the

project manager must determine the steps to take to ensure the integrity of the project. A list of issues

should also be maintained along with an issue management plan that identifies steps for handling

issues including, if necessary, transitioning the issue to the change control process.

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Tasks

Primary Role

Input

Output

PPM 4.1

Manage

Variables

Project Manager

Actual time, effort;

cost

Aggregate project

effort and costs

Procedure: Track cost, effort, scope.

PPM 4.2

Documentation

Project Manager

Project

Administrator

Project documents

and deliverables

Stored project

documents

Approval process

Procedure: Consider required project documents and deliverables. Identify

document templates; revision, review and approval process; and document

sharing and storage.

• Attachments

• Knowledge base

• Managed documents

• Gates

PPM 4.3

Risk

Management

Project Manager

Risk management

plan

Risks/issues related lists

Risk/issues records

(related lists)

Procedure: Determine which risks may affect the project and document the

characteristics to enable team members to anticipate risks. Keep detailed project

records for risks and issues and refer back to them for analysis after a project is

complete.

PPM 4.4

Project

Communication

Project Manager

Stakeholder KPIs and

Metrics

Project

communication

process

Dashboards

Reports

Notifications

Live feed group:

Project Team

Procedure: Determine the following project communication requirements:

• Stakeholder or project sponsor reports.

• Dashboards for PMO, resource managers, project team, and stakeholders.

• Types of notifications required.

• Social collaboration (Live feed groups and notifications).

See Project Reporting for more information on the available reporting options.

PPM 4.5

Project Status

Report

Project

Manager

Project, cost, progress,

risk, issue, schedule,

scope statuses

Meetings and

Committees

Stakeholders

Dashboards

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Tasks

Primary Role

Input

Output

Procedure: Status reports sustain the project communication; active status reporting

is an important aspect of communication with all project stakeholders. The Project

Status Report allows project managers to report status of their project on weekly or

fortnightly basis. Status reports fill portfolio and program workbenches, investment

portal and dashboard pages. These reports also can be printed or sent to the

stakeholders as attachments.

• Evaluate the project overall, schedule, resource, cost, and scope health.

• Comment each health status for record and communication.

Figure 9: Project Status Report

Closing the Project

Project closing typically includes a post-implementation review to gather feedback on the project

from the project manager, project team members, project sponsor, and other stakeholders. Their

feedback is reviewed to derive any lessons learned and best practices that can be stored in a central

repository for use as a reference and guidance for future projects.

The project status is set as Closed complete when it has been successfully implemented and

approved or accepted by the project sponsors. The project manager, appropriate extended team

members, and stakeholders should now determine if and how well the project met the project

sponsor’s requirements, including what the team did well and what lessons can be learned from any

mistakes. Additionally, the project manager should evaluate ways to improve on processes to

develop best practices; and then communicate findings in a post-implementation report.

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Tasks

Primary Role

Input

Output

PPM 5.1

Post

Implementatio

n Review

Project Manager

Project feedback

Post-implementation

report

Procedure: Gather feedback from project manager, project team members, project

sponsors, and other stakeholders for post-implementation reporting

• Solicit Feedback

• Conduct post-implementation review.

• Prepare post-implementation report.

PPM 5.2

Close Project

Project Manager

Appropriate

documents and

signoffs

(Project State) Closed

complete

Procedure: Complete all administrative tasks required to bring the project to an

official close.

Project Process Control

Dashboards

PMO Dashboard

PMO Dashboard: Provides a comprehensive view of information related to a Portfolio, Program,

Organization or entity owner. It provides the PMs with a logical flow from left to right, with visual queue

to actions they might need to take.

It ensures data quality is not impacting decisions, it shows real time trending information, actuals in

defined date ranges, schedules using the Calendar. It highlights information where action is needed.

Section

KPI/Metric

Purpose

Summary

Active Projects count.

Count projects per investment type,

investment class, priority.

Rolled up financial amounts for costs

and benefits; planned, actuals and

forecasts

Pipeline

Various ages of ideas demands and

projects.

Conversion ratios from ideas to

demands to projects.

Project Health

Count of projects in red status, overdue,

over budget, with high risks, negative

ROI, etc.

Data Quality

Count demands and projects for 12

types of missing data.

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Section

KPI/Metric

Purpose

Actuals

Figures to provide insight into planned,

budgeted, actual and benefit costs;

into allocated and actual hours.

Calendar

Show tasks and milestones in a

calendar view.

Figure 10: PMO Dashboard - Summary

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Figure 11: PMO Dashboard - Pipeline

Figure 12: PMO Dashboard – Project Health

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Figure 13: PMO Dashboard – Data Quality

Figure 14: PMO Dashboard - Actuals

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Figure 15: PMO Dashboard - Calendar

Investment Portal

Investment Portal: Track progress of inflight work for different personas, C level executive, program

manager, project manager, business application, owner, etc. It allows flexible and configurable

views to manage health status, timeline, costs at a glance.

Figure 16: Investment Portal – Overview

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Figure 17: Investment Portal - Timeline

Figure 18: Investment Portal - Financials

Reports and Homepages

There are several default reports in ServiceNow that can be used to generate charts, can be

published to a URL, or can be run and distributed at scheduled intervals. Users can also create

custom reports. See Creating Reports for more information.

In addition to reports, each user can create a personal homepage and add gauges containing

up-to-the-minute information about the current status of records in ServiceNow tables. See

Customizing Homepages for details.

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Forms and Views

Project administrators can customize the layout for any form view and can also configure the

columns in any list to display the desired information for a particular type of user. Determine what

information users need to see and create views for forms and lists, accordingly.

Figure 19: Configure Form

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Figure 20: Configure List

Workflows

Workflows should be used when possible to automate, streamline, and help enforce the project

methodology. This includes any processes that are unique to the organization. Examples are the

project request process and project milestones or gates that may require review, approval, and other

processes that could be automated.

See Flow Designer and Creating a Workflow for more information.

Mobile Access

Project managers and project team members can use mobile access to the project to more regularly

update project tasks to help keep project status current. Mobile access provides a mechanism for

stakeholders to easily access project status. Determine what type of mobile access is needed to view

specific project data, to add an issue to a project, to update project task status, or simply to view

up-to-the minute project status. Typical access includes:

• Allowing end users to report their time into the PPM system from mobile devices.

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• Allowing project managers to approve items such as timecards and project ideas or requests

from mobile devices.

• Allowing business managers or project managers to access and view reports and dashboard

information from mobile devices.

See Now Mobile app for more information.

Project Communication and Collaboration

Review how project collaboration is accomplished and whether everyone utilizes the same tools for

project collaboration or if there are several tools. If several tools are used, consider how this

information can be collected to make sure everyone is informed who needs to be. One option is to

use the ServiceNow social networking and collaboration capabilities to augment or replace existing

tools. ServiceNow offers issue tracking, email integration, and live feed discussion threads to help the

project team collaborate effectively. When applied in the PPM system, these features can

significantly increase end user adoption, which is key to the success of the PPM implementation.

See Social IT for more information.

Notifications

Appropriate notifications should be created to help keep the project on track and to automatically

alert the team members, reviewers, and approvers about issues and risks. Examples include email

notifications when a project request, project task, or deliverable needs review and approval; live

feed group notifications based on conditions; dashboard gauges indicating tasks or other records

that require attention; and scheduled reports to the project sponsor or other stakeholders.

Timecards

Project team members can easily update time worked on individual tasks or update many tasks at

once via the native in-line editing feature. Optionally, the Timecard application can be used to

submit timecards on a periodic basis.

Timecards are filled using the Time Sheet Portal which is available to all PPM users.

Timecards automatically create expense lines using labor rate cards, timecards are rolled up to

project actual, they can be linked to resource plans and to cost plans to roll up actual hours and

costs information.

Approval process applies to timecards, to validate or reject them after submission.

See Time Cards

, Rate Models, Time Sheet Policies for more information.

Project Costing

Determine the appropriate project costing features to enable estimating and tracking the costs

associated with projects, such as:

• Estimating group resource costs during project planning.

• Tracking the actual cost of each user resource for a project.

• Tracking actual project task costs from time cards and other project expenses.

• Allocating project costs to the business, using Expense Lines and Expense Allocations.

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• Representing project costs to the project's affected CIs.

• Rolling up actual task expenses to parent tasks and the project record.

Project Portfolio Management

The objective of project portfolio management is maintaining the optimal mix of projects or

investments to support the organization’s overall welfare and success. Project portfolio management

groups related projects and configures progress data for presentation. Determine what types of

portfolios are to be maintained.

ITBM addresses all enterprise maturities:

1 List portfolios and projects, visibility and reporting

• No duplicate project, no “mystery” project, no side project, all activity is inventoried.

• Investment Portal is mainly used to provide this visibility.

2 Build next year budget, manage the year budget

• Manage portfolios, prepare, build and approve yearly budgets

• Portfolio Workbench is used

3 Build budget, track forecast

• Manage portfolios, prepare, build and approve yearly budgets

• Track and promote forecasted budgets during the year

• Portfolio Workbench is used

Portfolios and programs both can manage demands and projects in a flexible structure. To enforce

demands and projects of a program being part of the same portfolio is an option. ITBM doesn’t

manage portfolio hierarchies, nor program hierarchies.

Identify the types of gauges required for homepages to deliver at-a-glance reports for management.

In ServiceNow, status information about projects presented in a portfolio view is abstracted from the

raw data and is not dynamic. A read-only portfolio Gantt chart is also used to view and compare

projects in a portfolio.

Portfolio Projects

Portfolios should contain related projects. Once the portfolio is created, determine the related or

aligned projects that should be added to it.

Portfolio View

Determine what presentation criteria should be captured for evaluation, including:

• Milestones

• Risks

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• Costs

• ROI %

• Staff

• Scope

• % Complete

Portfolio Process

The budget cycle in PPM using the Portfolio Workbench is:

• The fiscal periods must be created prior to start the process

• The Fiscal Period is opened

• The portfolio target is set for the opened Fiscal Period

• The Fiscal Period is closed

• Demand and project cost plans are entered, to represent the requirements

• Demands and projects are selected in the Portfolio Workbench

• The portfolio is confirmed, which will approve selected demands, on option can be set to

automatically convert approved demands to projects

• Budget amounts can be negotiated and adjusted

• Budget period/Forecast period is opened

• The portfolio budget/forecast is promoted

• Budget period/Forecast period is closed

• The action to unlock cost plans is run

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Resource Management

Introduction

The Resource Management process is used to forecast and track the demand for and supply of

human resources within an organization.

The concepts described in this guide are to be used as a baseline for successful Resource

Management (RM) within the ServiceNow Project Portfolio Management product. This guide does

not contain a specific set of instructions for every RM scenario; rather it seeks to define a

procedural mechanism which organizations can utilize as a starting point for the refinement of their

own resource management process. This guide is aligned with out of the box (OOTB) functionality

Overview

The Resource Management process manages the demand for (load placed on an organization by

various work items) and supply of (capacity constraints in an organization) resources. Resource

management enables resource requesters, such as project managers, demand managers and

change managers, to create resource plans, request resources and analyze resource demand,

availability, and utilization.

The Resource Management process can be used for the following purposes:

• Defining resource availability schedules.

• Creating resource plans which specify specific needs for group or user resources. These plans

are done at the demand, project, or itemized task (change request, Agile scrum task, project

task, operational task, etc.) level.

• Verify resource availability and make changes to resource plans prior to requesting resources.

• Maintaining work calendar to ensure that any non-working time, such as vacations or holidays,

are visible to their resource manager.

• Viewing availability, existing allocations, and utilization for the requested resources and making

allocations based on resource availability.

• Performing what-if analysis by changing resource plan dates, resources, requested hours and

proposed allocations to analyze impact on resource utilization and availability.

Process Description

The Resource Management process tracks resource requests and allocations as well as resource

availability and utilization.

A resource requester is required to forecast their resource requirements by creating and working

with the Resource Manager to maintain resource plans. Once complete, the resource requester is

then able to submit their resource plans for approval to the designated resource manager(s). The

requests then go through a negotiation stage, whereby off-system negotiations make take place

between the requester and resource manager. The resource manager can then allocate named

resources and confirm the request(s) or reject the request(s). If approved, the resource requester

can assign the task(s) to the resource(s) and track it to completion.

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Process Goal

The primary goal of the Resource Management process is to ensure that the best possible decisions

on resourcing of organizational demands can be made, by providing accurate information on

resource demand and capacity.

Process Objectives

The objectives of the resource management process are to:

• Ensure that human resources are deployed as efficiently and effectively as possible.

• Provide a single source of truth that both resource requesters and resource managers can use

as guidance when making and approving resource requests.

• To provide a forecast on the volume and type of resources that will be required to execute the

organizations portfolio of work.

• To ensure that the most appropriately skilled resources are assigned to complete the work

requested.

• Provide Resource Managers visibility on what their resources are working on now and what they

are planned to be working on in the future.

Relationships with other Processes

Process

Relation Description

Input

Output

Demand

Management

Resource Plan requirements identified from within a Demand. The

resource plans are copied to the project/enhancement/request

upon creation.

Notification of hard and soft booked allocations following

resource plan approval.

Project

Management

Resource planning, resource plan updates and allocation

requirements identified from within a Project.

Notification of hard and soft booked allocations following

resource plan approval

Portfolio Planning

Allocation requirements and resource plan updates identified

during portfolio planning activities

Cost

Management

Provision of CI-related cost information to enable calculation of

resource costs and display them in resource plans.

Change

Management

Resource plan updates resultant from the approval of a

requested Change.

Timecard

Management

Timecards refer to the Resource Plan they correspond to. Useful

for tracking the accuracy of and providing feedback around

resource estimates.

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Principles and Basic Concepts

Definitions

The following definitions are used –

• Resource Availability: the time a resource is committable, operable and useable upon a

demand.

• Resource Capacity: the quantity and quality of resources availability.

• Resource Demand: the desire for an available resource with the appropriate skill and

capacity.

• Resource Calendar: used to reflect working hours, holidays, vacations, and other

committed time for a resource.

• Soft Allocation: A temporary resource allocations for the requested users where the final

dates and durations are not yet known or are not yet ready for resources to be allocated

(e.g. a resource request for a Demand).

• Hard Allocation: A firm commitment between the requester and resource manager for

resources between a specified set of dates for a particular amount of time. The resources

allocated are no longer available for other requests during the allocated times.

• Person days: Hours are calculated as: Total number of person days * Average Daily FTE

Hours/Hours Per Person Day. For example, the Average Daily FTE Hours/Hours Per Person Day

is 8 hrs for a group, and you specify the person days as 3. Then planned hours = 8 * 3 = 24

hours.

• FTE: An equivalent value that represents full-time work. When the request type is FTE,

planned hours are calculated as: Average Daily FTE * number of working days in resource

plan * the FTE value. The average daily FTE hours are specified in User and Group records. If

there is no value specified at User or Group record, the average daily FTE hours is taken from

the Default Average Daily FTE property.

• The number of working days is calculated based on the users’ schedule for a user resource

or the default schedule for group resources. The default schedule is taken from Default

Schedule Name property.

Policies

Resource management policies are required to guide all staff in the behaviors needed to make

resource management effective.

Policy statements will be very dependent on the culture of the organization. Here are some

examples:

– All resource requests must come through or be formalized using the Resource Management

system.

– Resource requesters must not specify an individual resource by name when making

resource requests.

– Resource managers must respond to requests for their resources in a timely manner.

– Resource requesters must ensure that their requests are kept up to date and as closely as

possible reflect the true demand for resources as it is currently understood.

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States

Resource Plans are tracked throughout their lifecycle (see State Description section below) to

support ease of handling and reporting. In ServiceNow, the state of a resource plan indicates

where it is in relation to the overall request lifecycle and helps determine what the next step in the

process might be. The state is a read-only field, and the value will be changed based on decisions

of the requester and approver.

1. Planning: Planning is the default state when a resource requester creates a resource plan.

Any plan in this state can be edited. Requested Allocations are created when a resource

plan is in Planning state.

When a resource requester asks for a change to a plan that was already submitted, the

plan reverts to the Planning state.

The resource plans are created in the Planning state by default.

2. Requested: The resource requester submits a resource plan for resource managers review

by clicking Submit. The resource plan then moves into the Requested state. Resource

managers confirm and allocate resources or reject the plan, and finally close the plan.

The resource requester can request a group, specific users in a group, or a specific user to

work on the selected task. After you submit the plan for review, a resource manager can

confirm, and then allocate some or all the requested users.

If more than one user or groups are required by the task, multiple resource plans can be

created for the given task.

3. Rejected: The resource manager rejects a resource plan by clicking Reject. The resource

plan then moves into the Rejected state. Rejected plans stay in that state until changed,

the requester can re-request the resources.

4. Confirmed: After the plan is requested, the resource manager can block/confirm the

resources for future projects and demands. The resource plan then moves into the

Confirmed state. Only a resource manager can modify the plans in Confirmed state.

Soft allocations are created when the resource plan moves to the Confirmed state.

5. Allocated: After the plan is confirmed, the resource manager can review the plans, view

availability, change resource preferences and perform the resource allocation. Then the

plan becomes allocated. Once a plan is in the Allocated state, it can only be cancelled,

completed, or modified by the resource manager.

Soft allocations are converted to hard allocations when the resource plan moves to the

Allocated state.

The user can also set a plan to the Allocated state directly from the Requested state using

Confirm and Allocate option.

The resource manager can edit and delete even a past dated resource allocation when

no actual hours are recorded against the allocation record. When a user submits a

timecard, upon approval of the timecard, actual hours are updated for the allocation

record.

6. Completed: After all associated tasks and projects are complete or cancelled, an

Allocated resource plan can be completed. This deletes all the resource allocations for the

resource plan post the completion date.

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7. Cancelled: An allocated plan can be cancelled if the allocations are no longer required.

This removes all future allocations. The past allocations are not cancelled or removed. A

cancelled plan can be brought back to the Planning state if it has no past allocations.

Resource plans in either of the Confirmed or Allocated states can be Cancelled. When a

confirmed resource plan is cancelled, all soft allocations are deleted.

When a resource requester wants to change a plan that was already submitted for review (in the

Requested or Confirmed state but not yet allocated), the requester can request a change. If

approved and actioned, the plan then moves back to the Planning state.

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Process Roles

Each role is assigned to perform specific tasks within the process. Within the process, there can be

more than one individual associated with a specific role. Additionally, a single individual can

assume more than one role within the process, though typically not at the same time. Depending

on the structure and maturity of a process, all roles described may not exist in every organization.

Role

Description

Resource

Management Process

Owner

A RM process owner is a stakeholder with the ability and authority to ensure the

RM process is rolled out and used correctly and consistently across the

organization.

Responsible for:

• Defining the overall mission of the process.

• Establishing and communicating the RM process mission, goals, and objectives

to all stakeholders.

• Resolving any cross-functional (departmental) issues.

• Ensuring consistent project tasks within execution of the process across the

organization.

• Reporting on the effectiveness of the process to senior management.

• Initiating any process improvement initiatives.

Resource Manager

Resource managers ensure the efficient and effective deployment of an

organization's resources, as needed. Resources include financial resources,

inventory, human skills, production resources, or information technology.

Responsible for:

• Timely response to resource requests.

• Ensuring that available resources are used efficiently to complete the project or

project tasks within specified deadlines.

• Tracking supply of resources.

• Maintaining the resource demand forecast.

• Assigning resources to resource requests.

• Tracking resource utilization.

Resource Requester

Resource requesters are responsible for working with Resource Managers in the

planning for and assignment of resources to their request.

Responsible for:

• Creation and maintenance of resource plans.

• Submission of resource plans.

• Negotiation of resources with respective resource managers.

• Assignment of approved resources to tasks.

• Ensuring resources that are not fully utilized are released for allocation to other

demands.

Resource

Resources are the individuals both being requested and allocated in this process.

Responsible for:

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Role

Description

• Ensuring that their availability for work is kept up to date.

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RACI Matrix

Roles and responsibilities are assigned to specific process activities.

Activities

Resource

Requester

Resource

Manager

Demand

Manager

Project

Manager

Change

Manager

Portfolio

Planner

RSM

1.0

Create and Submit Resource Plans

RSM

1.1

Confirm Resource Requirements

A/R

RSM

1.2

Select Required Resource Group

A/R

RSM

1.3

Select Named Resource

A/R

RSM

1.4

Select Group Member Preference

A/R

RSM

1.5

Determine Allocation Type

A/R

RSM

1.6

Create Resource Plan

A/R

RSM

1.7

Update Resource Plan

A/R

RSM

1.8

Submit Resource Plan for Review

A/R

RSM

2.0

Fulfil Resource Request

RSM

2.1

Confirm Resource Availability

A/R

RSM

2.2

Reject Resource Request

A/R

RSM

2.3

Assign Resources

A/R

RSM

2.4

Confirm Resources

A/R

RSM

2.5

Allocate Resources

A/R

RSM

2.6

Communicate Resource Request

Outcome

A/R

RSM

3.0

Maintain Resource Plans

RSM

3.1

Identify Re-planning Requirements

A/R

RSM

3.2

Confirm Hard Bookings

A/R

RSM

3.3

Review Resource Plan

A/R

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Activities

Resource

Requester

Resource

Manager

Demand

Manager

Project

Manager

Change

Manager

Portfolio

Planner

RSM

3.4

Delete Unused Allocations

A/R

RSM

3.5

Update Resource Plan

A/R

RSM

3.6

Delete Resource Plan

A/R

RSM

3.7

Cancel Resource Plan

A/R

RSM

3.8

Complete Resource Plan

A/R

R: Responsible, A: Accountable C: Consulted, I: Informed

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Resource Management

Process Overview

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Tasks

Resource Stage

Description

RSM 1.0

Create and

Submit

Resource Plans

Planning

Requested

• Resource requesters create resource plans for the

types of resources they require to complete the work.

• Resource requesters ensure their plan is complete

and correct.

• If an existing resource plan requires modifying, the

requester can adjust their resource plan, before re-

submitting.

• The resource requester formally submits their resource

plans for review and approval by the relevant

resource managers.

RSM 2.0

Fulfil Resource

Request

Requested

Confirmed

Allocated

Rejected

• Resource manager receives the request.

• Resource manager compares the resource plan vs

the current resource availability alongside all other

competing demands for their resources.

• Resource manager and requester can negotiate

and adjust the request.

• A decision on how to proceed with the request is

made.

• Resource manager can soft book the resources by

confirming the request.

• Resource manager can create hard-book

allocations by allocating named resources to the

request.

• Resource manager can reject the request.

• Resource Manager communicates fulfilment actions

to impacted parties

RSM 3.0

Maintain

Resource Plans

Completed

Cancelled

• Resource Requester reviews their resource plan and

identifies re-planning activities or hard-booking

requirements

• Resource Manager reviews plans based on

feedback from resource plan stakeholders and

determines Resource Plan impact.

• Resource request is completed once no further

action is required.

• Resource request is cancelled if the resources are no

longer required.

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Create and Submit Resource Plans

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Task

Primary

Role

Description

Input

Output

Link from Project

Management operational

process to create a

project resource plan

• Project

Resource

Requirements

Link from Enhance

Demand (DMD 2.0)

process to create a

demand resource plan

• Demand

Resource

Requirements

RSM

1.1

Confirm

Resource

Requirements

Resource

Requester

Confirm resource

requirements from within

a project, demand,

enhancement or change.

Depending on the

requirement, choose to

request a specifically

skilled named resource or

one or more resources

from a group (e.g.

Analysts).

• Project

Resource

Requirements

• Demand

Resource

Requirements

• Change

Management

Resource

Requirements

• Resource

Requirements

RSM

1.2

Select Required

Resource

Group

Resource

Requester

If a resource is required

from a group of resources,

specify the specific group.

For example, the

Resource Plan may

require anyone who has

Analyst skills - in this

instance specify that

some/all resources are

required from the

‘Analyst’ group.

• Resource

Requirements

• Resource

Group

RSM

1.3

Select Group

Member

Preference

Resource

Requester

Resource groups can be

structured as both

functional and matrix

structure. Identify which

group members are

required.

An example of functional

would be ‘Analysts’, from

which the requester may

require one member.

An example of matrix

structure could be ‘Agile

Pod 1’, where all

members of this group are

required to complete a

piece of work.

• Resource

Group

• Group

Member

Preference

RSM

1.4

Select Named

Resources

Resource

Requester

If a specific named

resource is required,

request the resource by

• Resource

Requirements

• Named

Resources

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Task

Primary

Role

Description

Input

Output

name. The ultimate

decision over whether this

specific request is at the

discretion of the Resource

Manager.

RSM

1.5

Determine

Allocation Type

Resource

Requester

Determine specific

allocation type, e.g.

week, month or the entire

duration of the

assignment. The option

selected determines the

level of detail available to

the requester for levelling

activities when finalizing

the resource plan.

• Named

Resources

• Resource

Group

• Allocation

Type

RSM

1. 6

Create

Resource Plan

Resource

Requester

Based on the inputs

determined in RSM 1.1 to

RSM 1.6, create initial

version of the Resource

Plan. When appropriate,

assign costs to elements

of the Resource Plan.

Based on the selections

made in the resource

plan, the requested

allocations are

automatically generated

by ServiceNow.

• Resource

Requirements

• Named

Resources

• Resource

Group

• Group

Member

Preference

• Allocation

Type

• Cost

Information

• Resource

Plan

• Requested

Allocations

Link from Maintain

Resource Plans (RSM 3.0)

to update an existing

Resource Plan for re-

submission following re-

planning activities

• Confirmed

Resource

Requirements

Link from Change

Management operational

process to update an

existing Resource Plan

based on the

requirements of an

approved Change

Request

• Change

Request

Link from Project

Management operational

process to update an

existing Resource Plan

based on changes to a

project scope

• Project

Resource

Requirements

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Task

Primary

Role

Description

Input

Output

RSM

1.7

Update

Resource Plan

Resource

Requester

For new Resource Plans,

continue to work on the

resource plan until the

request is finalized

For existing Resource

Plans, perform required

updates based on inputs

from Change/Project

Management

stakeholders and

feedback from the

Resource Manager.

Based on the

modifications made to

the resource plan, the

requested allocations are

automatically updated

by ServiceNow.

• Project

Resource

Requirements

• Re-planning

Information

• Change

Request

• Resource

Plan

[Updated]

• Requested

Allocations

[Updated]

RSM

1.8

Submit

Resource Plan

for Review

Resource

Requester

Following the finalization

of the resource plan,

submit the plan to the

applicable resource

manager of the

resource(s) being

requested. Once

requested, the resource

plan is locked for editing

by the resource requester.

• Resource Plan

• Resource

Plan

[Finalized]

• Requested

Allocations

[Finalized]

Link to Fulfil Resource

Request (RSM 2.0) so that

the Resource Manager

can review the Resource

Plan

• Resource

Plan

• Requested

Allocations

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Fulfill Resource Request

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Tasks

Primary Role

Description

Input

Output

Link from Create and

Submit Resource Plans

(RSM 1.0) so that the

Resource Manager to

review the Resource Plan

• Resource

Plan

• Requested

Allocations

RSM

2.1

Confirm

Resource

Availability

Resource

Manager

Receive notification from

either the Resource

Requester or by viewing

the resource plans

awaiting approval. This

can be done through the

requested module or the

Resource workbench,

both available in the

Resource application.

See Section 4 – Resource

Workbench for more

information.

View the resource plan to

view the resource(s) and

quantity being requested.

Weigh up the request

against the capacity of

the resources they

manage, as well as other

competing demands.

• Resource

Plan

• Requested

Allocations

• Reviewed

Resource

Plan

RSM

2.2

Reject

Resource Plan

Resource

Manager

If no resources are

available that will meet

the requesters

requirements, the

resource manager can

reject the resource plan.

• Reviewed

Resource

Plan

• Rejected

Resource

Plan

•

RSM

2.3

Assign

Resources

Resource

Manager

If there are resources

available, determine

whether to soft-book or

hard-book the

resource(s).

Soft booking a resource

(a tentative booking) will

set the time aside for a

future effort that may not

be fully approved to

commence or has dates

that may fluctuate.

A hard booking (a

confirmed booking) is

used when planning is

complete, and work is

ready to start. When hard

booked, a resource is not

• Reviewed

Resource

Plan

• Resource

Assignments

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Tasks

Primary Role

Description

Input

Output

available for other plans

during the allocated time.

Automated

Link from Portfolio

Planning operational

process because

resources associated with

a Resource Plan require

confirming

• Resource

Plan

• Resource

Assignments

Automated

Link from Project

Management operational

process because

resources associated with

a Resource Plan require

confirming

• Resource

Plan

• Resource

Assignments

RSM

2.4

Confirm

Resources

Resource

Manager

If there are resources

available to meet the

needs of the requester,

but the work is in the

future or not finalized,

confirm the resources.

Confirming the request

creates a soft booking for

the resource(s), which is a

temporary allocation and

does not create any

calendar events.

When the request is

confirmed, ServiceNow

will create a copy of the

resource allocations into

the requested allocations

automatically. The

requested allocations will

have a booking type of

Soft.

Determine if the

confirmed resources

require allocating

• Resource

Plan

• Resource

Assignments

• Soft Booked

Resources

RSM

2.5

Allocate

Resources

Resource

Manager

Allocating the request

creates a hard booking

for the resource(s), which

is a contracted

commitment between

the resource manager

and requester. Once hard

booked, a resource

cannot be booked to

other work.

If the resources had only

been confirmed (soft-

booked), and the

• Resource

Plan

• Resource

Assignments

• Soft Booked

Resources

• Hard

Booked

Resources

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Tasks

Primary Role

Description

Input

Output

resource plan is now

ready to be allocated,

the resource manager

can move the request

from the confirmed to

allocated state. This will

convert the previously

made soft-booking into a

hard-booking.

Once the request is

confirmed, ServiceNow

will either create a copy

of the resource

allocations into the

requested allocations

automatically or will

update the previously

created soft bookings.

The requested allocations

will now have a booking

type of Hard

RSM

2.6

Communicate

Resource

Request

Outcome

Resource

Manager

When appropriate,

communicate the result

of the Resource Request

to the Requester and

impacted stakeholders.

• Hard Booked

Resources

• Soft Booked

Resources

• Rejected

Resource

Plan

• Resource

Plan Status

Link to Assess Demand

(DMD 3.0) process to

provide notification of

resources allocated to

the Resource Plan

associated with the

Demand.

• Resource

Plan Status

Link to Project

Management operational

process to provide

notification of resources

allocated to the Resource

Plan associated with a

Project.

• Resource

Plan Status

Link to Portfolio Planning

operational process to

provide notification of

resources allocated to

the Resource Plan

associated with a

Portfolio Plan.

• Resource

Plan Status

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trademarks of their respective holders.

Tasks

Primary Role

Description

Input

Output

Link to Change

Management operational

process to provide

notification of resources

allocated to the Resource

Plan associated with a

Change Request.

• Resource

Plan Status

ServiceNow and the ServiceNow logo are trademarks of ServiceNow, Inc. All other brand and product names are trademarks or registered

trademarks of their respective holders.

ServiceNow and the ServiceNow logo are trademarks of ServiceNow, Inc. All other brand and product names are trademarks or registered

trademarks of their respective holders.

Maintain Resource Plans

ServiceNow, the ServiceNow logo, Now, and other ServiceNow marks are trademarks and/or registered trademarks of ServiceNow, Inc., in the United States

and/or other countries. Other company names, product names, and logos may be trademarks of the respective companies with which they are associated.

Tasks

Primary

Role

Description

Input

Output

Event Triggers to review

existing Resource Plans.

This may be resultant from

a Project Review meeting

or analysis of financial

reports

• New

Resourcing

Requirements

RSM

3.1

Identify Re-

planning

Requirements

Resource

Requester

Determine if any resource

re-planning is required. For

example, if a piece of

work has been delayed

and the resource

timeframe has changed,

initiate actions to request

an extension to a resource

plan in the allocated state.

• New

Resourcing

Requirements

• Confirmed

Resource

Requirements

Link to Create and Submit

Resource Plans (RSM 1.0)

to update an existing

Resource Plan for re-

submission following re-

planning activities

• Confirmed

Resource

Requirements

RSM

3.2

Confirm Hard

Booking

Resource

Requester

Based on new resourcing

requirements, initiate

request to convert a

previously made soft-

booking into a hard-

booking.

• New

Resourcing

Requirements

• Hard Booking

Request

Event Triggers to review

existing Resource Plans

based on inputs from

impacted stakeholders

such as Project Managers.

These triggers include

situations when resources

require assigning to

multiple projects,

increased project scope

requiring movement of

resources from different

Resource Plans

• New

Resourcing

Requirements

RSM

3.3

Review

Resource Plan

Resource

Manager

Review existing Resource

Plan and based on the

event trigger, determine

the required next steps as

follows:

8. Complete

Resource Plan and

• Resource Plan

Requires

Completing

• Resource Plan

Requires

Updating

ServiceNow, the ServiceNow logo, Now, and other ServiceNow marks are trademarks and/or registered trademarks of ServiceNow, Inc., in the United States

and/or other countries. Other company names, product names, and logos may be trademarks of the respective companies with which they are associated.

Tasks

Primary

Role

Description

Input

Output

delete unused

allocations

9. Update Resource

Plan

10. Cancel Resource

Plan

11. Delete Resource

Plan

• Resource Plan

Requires

Cancelling

• Resource Plan

Requires

Deleting

RSM

3.4

Delete Unused

Allocations

Resource

Manager

Before marking a resource

plan as complete, consult

with the resource requester

prior to deleting any un-

used allocations. If the

resource plan is

completed with unused

allocations these will

remain un-used and

cannot be utilized

elsewhere.

• Resource Plan

Requires

Completing

• Unused

Allocations

Deleted

RSM

3.5

Update

Resource Plan

Allocations

Resource

Manager

If required, make changes

directly to the resource

plan. This may be the result

of a conversation between

the resource manager and

requester where it is

quicker and simpler for the

resource manager to

adjust the request.

Updating the Resource

Plan will update all

associated hard and soft

bookings.

Note: only update the

resource plan in the

allocation state if there are

no past dated allocations.

If there are past dated

allocations the changes

will not be processed, and

the plan will be

permanently put into the

cancelled state.

• Resource Plan

Requires

Updating

• Hard Booking

Request

• Resource Plan

Updated

RSM

3.6

Delete

Resource Plan

Resource

Manager

Perform actions to delete

the Resource Plan if no

longer required.

Deletion of the resource

plan will also result in the

• Resource Plan

Requires

Deleting

• Resource Plan

Deleted

ServiceNow, the ServiceNow logo, Now, and other ServiceNow marks are trademarks and/or registered trademarks of ServiceNow, Inc., in the United States

and/or other countries. Other company names, product names, and logos may be trademarks of the respective companies with which they are associated.

Tasks

Primary

Role

Description

Input

Output

automatic deletion of the

associated resource

allocations.

RSM

3.7

Cancel

Resource Plan

Resource

Manager

If the resources being

requested are no longer

needed, the resource

manager can cancel a

resource plan that is in the

confirmed or allocated

states. If the resource plan

has allocations in the past,

the request will be

permanently set to

cancelled and cannot be

re-used.

When a resource plan is

cancelled, all future

allocations that relate to it

are also automatically

cancelled.

If the cancelled resource

plan does not have

allocations in the past, the

resource requester can

choose to re-plan using

the same resource plan.

Doing this will put the plan

back into the Planning

state where updates can

be made, and the plan re-

requested

• Resource Plan

Requires

Cancelling

• Resource Plan

Cancelled

RSM

3.8

Complete

Resource Plan

Resource

Manager

One all associated tasks

and projects that relate to

the resource plan are

completed or cancelled,

and all unused allocations

are deleted, move the

resource plan to the

Complete state.

• Unused

Allocations

Deleted

• Resource Plan

Completed

ServiceNow, the ServiceNow logo, Now, and other ServiceNow marks are trademarks and/or registered trademarks of ServiceNow, Inc., in the United States

and/or other countries. Other company names, product names, and logos may be trademarks of the respective companies with which they are associated.

Resource Workbench

The resource workbench provides resource managers with a comprehensive view of capacity,

allocations, utilization and availability for specific resources.

A resource manager can use the resource workbench for:

• Resource confirmation – review resource capacity and existing allocations and then confirm

the resources to a request.

• Resource allocation – review availability of all resources and then allocate a named

resource to a request.

Capacity Planning (Confirm Resources)

The Confirm Resources view is comprised of two distinct areas –

The Resource Plans panel on the left shows all resource plans that meet the set filter conditions

(Default conditions are to display only those resource plans that are in the Requested state). You

can select one or more resource plans to confirm. Once selected, the forecast is displayed in

the Resource Forecast panel.

The Resource Forecast panel on the right, shows the forecast of the selected resource plan(s).

The following data sets are displayed in a stacked bar chart:

• Confirmed: Number of hours confirmed. The value considers all resource plans and the hours

across all projects and demands for the group or user requested for selected resource plans.

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and/or other countries. Other company names, product names, and logos may be trademarks of the respective companies with which they are associated.

• Allocated: Number of hours that the resource is already committed. The value considers all

resource plans and the hours on the user calendar. For example, hours allocated for

operational work or meetings across all projects and demands for group or user requested

for selected resource plans.

• Requested: Number of hours that the resource has been requested for the selected resource

plans only.

• Capacity: Total capacity trend for the resources, which is derived from the user or group

schedule. The group capacity is rolled up from the schedules of all the members.

Allocate Resources

The Allocate Resources view is comprised of a single view, filtered based on the displayed

criteria (default conditions are to display resource plans ready for hard allocation). This screen is

used to drill down into the Resource Plan Details view shown below.

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and/or other countries. Other company names, product names, and logos may be trademarks of the respective companies with which they are associated.

The Resource Plan Details view contains two panels, a heat map with two tabbed views and the

suggested allocation panels.

The Available Hours displays a heat map showing the resources that match the resource plan

and their available hours for the time period requested in the resource plan.

The Forecasted Utilization heat map displays resource utilization once both soft and hard

allocations are taken into account.

The Suggested Allocation Breakdown is displayed in hours. It will match the resource(s) being

requested in the resource plan and the requested dates in order make a suggestion on whom to

allocate to the request. The resource manager can reject, edit or accept the suggestion.

ServiceNow, the ServiceNow logo, Now, and other ServiceNow marks are trademarks and/or registered trademarks of ServiceNow, Inc., in the United States

and/or other countries. Other company names, product names, and logos may be trademarks of the respective companies with which they are associated.

ServiceNow, the ServiceNow logo, Now, and other ServiceNow marks are trademarks and/or registered trademarks of ServiceNow, Inc., in the United States

and/or other countries. Other company names, product names, and logos may be trademarks of the respective companies with which they are associated.

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Allocation Workbench

The Allocation Workbench is used to allocate resources and evaluate resource capabilities. Allocation

Boards can be set up to filter on specific resource plans, for example based on the Portfolio.

For each Board, individual resources can then be selected based on availability, assigned to resource

plans and the plans can then be confirmed / allocated.

ServiceNow, the ServiceNow logo, Now, and other ServiceNow marks are trademarks and/or registered trademarks of ServiceNow, Inc., in the United States

and/or other countries. Other company names, product names, and logos may be trademarks of the respective companies with which they are associated.

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