5 people resources you need to make your ServiceNow project a success
ServiceNow implementation is not just about the technology.
Instead it requires suitable people resources – with the right knowledge, skills, and experience – across people change,process improvement, and technology introduction. Plus, with them needing the capacity to be able to play an active, and often proactive, role in the change project.
The people resources will ideally come from a number of backgrounds, including:
1) Internal technology specialists. To advise on, and to help apply, corporate IT policies and standards.
2) Internal process users. In the case of IT this will be the IT staff who use the technology and service management processes on a day to day basis.
3) Business architects.
4) Third-party specialists. For instance, ServiceNow partners who can help with activities such as strategy and advisory, organisational change management, process improvement, technology design (including the user interface and experience), implementation, and training.
5) End users. As mentioned earlier, if you want to view service transformation from a service consumer, rather than a service provider, perspective then end users will need to be involved from the project outset. End user involvement will help to ensure that service experiences are designed and delivered with the customer or consumer front and centre.
There are a number of potential people pitfalls to avoid here too. Firstly, it’s important to ensure that all of these people have been sufficiently freed up to participate in the project. Sadly, if any of these groups are not fully committed, at best it will cause delays and at worst poor decisions and shortcuts will hamper project success.
Secondly, staffing the project purely with professional project management resource (rather than a mix of service management professionals) might speed up delivery but it could be at the expense of quality, i.e. there’s a lack of subject matter expertise baked in to the delivered solution.
And thirdly, that the specialist third-party resources are poorly utilised and managed. For instance, that the project doesn’t ensure that there’s a formal knowledge transfer mechanism from the third parties to employees. Or that the consultants are bogged down in minutiae and thus aren’t allowed to focus on the higher value-add activities of the change project they would brought in to deal with.