Our engagements package processes, templates, and tools into an implementation that is predictable in terms of time and cost. We've honed these engagements over the last 10 years of working with clients and have learned as much as we have taught.

Standard Engagements

Standard engagements are comprised of both done-with-you and done-for-you services, which focus on strategy, design, implementation, operation, and improvement of services and processes. Each engagement includes both consulting and operationalization in ServiceNow or other productivity system, when appropriate.

  • Communication Planning/Management: A Communication Plan details the audience, channels, processes, and tools for both internal and external communication. The benefits include better customer/user experience, reduced "signal to noise" of communication, and reduced work load for staff.
  • Configuration Management: The purpose of the Configuration Management process is to maintain information about the Configuration Items (CIs) required to deliver an IT service, including their relationships.
  • Change Management: Implementation of processes for the capture, analysis, review, and approval of changes.
  • Event Management: Capture events and alerts related to IT infrastructure.
  • Facilities Management: Tools and processes for managing facilities across the institution.
  • Incident Management: The Incident Management aims to manage the lifecycle of all Incidents -- unplanned interruptions or reductions in quality of IT services. The primary objective of this ITIL® process is to return the IT service to users as quickly as possible.
  • Knowledge Management: Knowledge Management is the process of gathering, analyzing, storing and sharing knowledge and information within an organization. The primary purpose of Knowledge Management is to improve efficiency by reducing the need to rediscover knowledge.
  • Meeting Management: Meetings can be a significant time drain. Ineffective meetings are toxic to an organization's morale and productivity. Effective meeting management involves identifying the processes that run before, during and after meetings, as well as the structure and focus of the meetings themselves.
  • Problem Management: The primary objectives of the Problem Management process are to prevent Incidents from happening, and to minimize the impact of incidents that cannot be prevented. Proactive Problem Management analyzes Incident Records, and uses data collected by other IT Service Management processes to identify trends or significant Problems.
  • Project Management: Project Management is the process of last resort. It is a key capability for all staff-members, but it’s purpose and processes are often confused or misunderstood.
  • Release and Deployment Management: The Release and Deployment Management process aims to plan, schedule and control the movement of releases to test and live environments. The primary goal of the process is to ensure that the integrity of the live environment is protected and that the correct components are released.
  • Request Fulfillment: A request, or "service request" is a formal request from a user for something to be provided – for example, a request for information or advice; to reset a password; or to install a workstation for a new user. The Request Fulfillment process handles such service requests.
  • Service Portfolio Management: The Service Portfolio includes the Pipeline, Catalog, and Retired services. The Catalog may be divided into (customer-facing) Business Services and (provider-facing) Technical Services.

Advanced Engagements

Consulting for advanced service management, project management, talent management, and business operation. For all staff members (not just IT). All engagements are provided as a flat fee, but a shared services discount is applied if two (2) or more members collaborate during the consulting or implementation.

Examples include:

  • Demand Management: The Demand Management process of service management includes tactics for capturing and influencing the demand for services, including Patterns of Business Activity. ServiceNow takes this a step further to include the management of ideas, strategic changes, and the initial gate for institutional projects.
  • Governance, Risk, and Compliance: Processes and tools for managing GRC.
  • Integrated Budgeting: Integrated Budgeting, also known as Activity-Based (or Service-Based) Costing, compiles the cost of personnel, projects, and expenses into a single number that may be evaluated at a high level for the purpose of decision-making and budget planning
  • Project Portfolio Management: Project Portfolio Management (PPM) provides the processes and tools for managing projects through each gate of the lifecycle. Combined with Demand Management, an organization can implement sophisticated systems for strategic planning. (See Integrated Budgeting.)
  • Risk Management: A risk is "the effect of uncertainty on objectives" (ISO 3100). Risk management is the identification, assessment, and prioritization of risks, which is followed by the coordinated (and economical) application of capabilities and resources to minimize, monitor, and control the probability and/or impact of risk events. This is a simpler subset of GRC above.
  • Service Center Implementation: A service center is a single source of assistance for your staff, customers, and users. It goes beyond the service desk concept by providing a heterogeneous collection of service request fulfillment and incident management. Done right, the service center becomes a highly valuable asset for your entire organization.
  • Talent Management: Talent management insures that the right people are in the right positions.
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