1. Service Management Consulting:
A Vendor-Agnostic Sales Approach
VP of Service Management: Steven St. Germain
Practice Lead: Roger Dingus
Design Architect KC & NC: Larry Slobodzian

2. Agenda
• What Does AOS SRM Consulting Do?
• What is ITIL?
• What Can ITIL Do For You?
• Security and ITIL
• What Else Can AOS Do?
• AOS ServiceNow Consultant Profiles
• Case Studies

3. What Does AOS SRM Consulting Do?
• SRM = Service Relationship Management
• ITIL = Information Technology Infrastructure
Library
• ITSM = IT Service Management
• ITAM = IT Asset Management
• ITOM = IT Orchestration Management
• More: Efficient, Effective, Secure

4. What is ITIL?

5. ITIL Processes
Service Strategy
• Strategy Management for IT services
• Service Portfolio Management
• Financial Management for IT Services
• Demand Management
• Business Relationship Management
Service Design
• Design Coordination
• Service Catalog Management
• Service Level Management
• Availability Management
• Capacity Management
• IT Service Continuity Management
• Information Security Management
• Supplier Management
Service Transition
• Transition Planning and Support
• Change Management
• Service Asset and Configuration Management
• Release and Deployment Management
• Service Validation And Testing
• Change Evaluation
• Knowledge Management
Service Operation
• Event Management
• Incident Management
• Request Fulfillment
• Problem Management
• Access Management
Continual Service Improvement
• Seven‐step Improvement Process

6. What Can ITIL Do For You?

7. Benefits of ITIL
Financial
•1) Reduce IT service cost
•2) Improve IT-supported sales
•3) Reduce time to market by reducing
support fulfillment cycle time
Internal
1) Improve the capacity utilization of
assets
2) Improve Staff productivity
Customer
1) Improve the accuracy and
frequency of operational information
2) Improve the predictability of IT
service quality
Learning and Innovation
1) Reduce rework by reusing internal
best practices
2) Improve predictive, preventative
and proactive controls of IT services
Process and Service Improvement of
IT Operations Using ITIL
Gartner (2011) via Tyre, Doug; Calculating ITIL ROI:Issues and Case Study Results; University of Miami Executive
Information & Technology Institute; 20 Jan 2012.

8. Plexent Case Study
Improvement Factor Current Projected Savings
Reduction in incidents 10% 5,000 4,500 $20,000
Reduce first call time 1 minute 12 11 $16,667
First call resolution rate 20% 40% 30% $20,000
Reduce escalations 5% 35% 33% $27,500
Redirect to self-service 10% 0 10% $20,000
Total $120,500
Plexent Sample Report, “Return on Investment: Incident Management” (2011) via Tyre, Doug; Calculating ITIL ROI:Issues and Case
Study Results; University of Miami Executive Information & Technology Institute; 20 Jan 2012.

9. Pink Elephant Study (2006)
• Proctor & Gamble:
– 6-8% cut in operating expenses
– 10% reduction in help desk calls
• Avaya
– Cut IT budget by 30%
• Capital One
– Business-critical incidents reduced by 92%
– Software and system crashes reduced by 30%
• Sallie Mae
– Reduce help desk call length by 40%
• USPS
– 50% reduction in incident resolution time
– 30% shorter time to complete change requests

10. CIO.com
Capital One Study
Capital One created a business case to clarify its goals and to quantify the
value of ITIL.
1. IT quantified the net present value of recently deployed IT-enabled
products and services,
2. Using generally accepted industry metrics, estimated the savings that
the improved incident, problem and change management processes
would create.
3. This revealed the potential difference between Capital One's ROI in new
products and services with and without ITIL in place.
4. After the analysis, the implementation of ITIL was estimated to save 10-
20 % in technology support costs over a five-year period.
5. Actual returns have been higher, according to Robert Turner, senior VP of
enterprise technology organization.
Golden, William; The Practical Value of the IT Infrastructure Library (ITIL); CIO.com; 17 May 2007
http://www.cio.com/article/2438986/itil/the-practical-value-of-the-it-infrastructure-library--itil-.html

11. Cherwell/Forrester TEI
• TEI = Total Economic Impact
• https://www.cherwell.com/resources/service-
management-estimator

12. IDC Study of
ServiceNow
• Business Value Highlights
– Total Discounted Benefits over 5 years = $36.8M
– Average ROI = 449%
– Payback period = 7.4 months
– Benefits per 100 users = $51,336 (5 years)
– Minimizing burden of risk (downtime & audit) = $2.77M/org or
$13,194/100 users (5 years)
– Higher employee productivity (Automation, repeatable
processes, better visibility) = $1.88M/org or $8,970/100 users
– Lower IT Infrastructure Costs (License & maintenance) =
$482,426/org or $2,301/100 users
Marden, Matthew and Robert Young; IDC; Delivering Enterprise
Value With Service Management; March 2015

13. © 2014 ServiceNow All Rights Reserved 13Confidential
Components of Value
Cost Avoidance or Reduction
Cost Avoidance of Hiring or achieving FTE reduction
Resolve Incidents more quickly with a fully integrated ITSM system
Handle requests through a flexible Service Catalog
Reduce calls into the Call Center checking on status
Reduce calls into the call center for problems already identified
Risk Mitigation
Eliminating Outages to avoid revenue loss
Compliance penalty and loss avoidance
Resolving incidents and problems to restore service quickly
Release Changes without collision and putting systems down
Time to Value
Ability to delivery and release applications faster
Front end many diverse areas in your company for expert case management
Focus IT resources to their more important role of development

14. © 2014 ServiceNow All Rights Reserved 14Confidential
TCO – Total Cost of Ownership
(What you Pay)
The Difference between TCO and a Business Case
Business Case= Value
(What you Get)
• When I replace my system with yours, how much will I be paying
annually?
• When do I get the value Payback?
• How do I get the value ?– Infrastructure admin savings – efficiency FTE takeout – Revenue Savings on the
top line from system reduction in outages
• How much value do I get? And how can I change when I get which value?
ServiceNow BMC Remedy Savings
License/Maintenance 7,200,000 1,986,806 ( 5,213,194)
Consulting 1,000,000 2,414,000 1,414,000
Staffing 450,000 1,687,500 1,237,500
Infrastructure 0 2,083,968 2,083,968
Customer IT
Specific Applications
( 5,120,480) 0 5,120,480
TOTAL 8,650,000 8,172,274 4,642,754
3 year total cost of ownership
Financial Metric Results
3 yr. ROI 302%
3 yr. Risk Adjusted ROI 276%
5 yr. ROI 497%
5 yr. Risk Adjusted ROI 436%
6 yr. ROI 401%
6 yr. Risk Adjusted ROI 379%
Payback Period (Months) 9.13
3 yr. NPV (Value of the Deal Today) 18,743,809
5 yr. NPV (Value of the Deal Today) 41,188,349
6 yr. NPV (Value of the Deal Today) 50,826,933
Internal Rate of Return (IRR) 146%
Discount Rate 15%

15. © 2014 ServiceNow All Rights Reserved 15Confidential
The ServiceNow Business Case Process
Set meeting with Executive Sponsor
•Gain Permission to build a business case & email to team
•Reaffirm key business drivers – areas of value
•Cover process overview address concerns
•Send Questionnaire to have customer aware
Hold Kickoff data meeting
• Get team together to answer key areas of value
• Gather as much data as possible in an hour
• Meet once more for any additional data
• Thank customer for their input
ServiceNow Works offline
Build TCO
Build Business Case
Presentation of Draft to Champion
 Review material adjust as customer advises
 Gain agreement that the case is finished
 Issue final case to champion
30 minutes
2 - 1 hour meetings
ServiceNow Only
1 hour
Total customer time ~ 4.25 hrs.
Presentation to Executive Sponsor 45 min meeting

16. © 2014 ServiceNow All Rights Reserved 16Confidential
Rapid Repeatable ServiceNow Process
TCO and
Business Case
Provided to
you
Expeditiously
Benefits that
match your
Solution
Selections
Real Post ROI
ServiceNow
Customer Data
for Benefits
AchievedConservative
Analysis
following
Proforma
Business Case
Rules
Traceable
Solution via Excel
Output provided
to you for
inspection
Use of IDC and
Industry
Standards in
cases where no
data are available

17. Security and ITIL

18. ITIL Improves
Compliance & Security
• ITIL Maps to ISO 27001, CoBIT, NIST, SOX,
HIPAA, GLBA, and FFIEC
• ITIL describes a security m,anagement
function that interfaces with other ITIL
processes.

19. ITIL Security
I T I L Process Risk Assessment Activity
Information Security Management Establishing the ISMS - initial risk
assessment of the service
Monitoring and reviewing the ISMS 􀂱
periodic risk assessments
Release and Deployment Management Evaluation of risks which may be
introduced by new or changed services
IT Service Continuity Management Evaluation of risks related to service
continuity in the event of a failure of a
component of the service infrastructure
Availability Management Evaluation of risks related to availability of
the Service
Change Management Evaluation of risks related to Requests for
Change (RFC)
Supplier Management Evaluation of risks related to third party
service providers

20. 11 Ways ITIL
Improves Security
1. Audits: ITIL process descriptions provide the basis for sound audits.
2. Asset Management: ITIL Configuration Management. You can only control it if you know it is there and
how it should be configured.
3. Change Management: Required by SOX, HIPAA, and NIST; best practice for security.
4. The ITIL Incident Management process provides the control and flexibility required to manage security
incidents quickly and efficiently without a duplicate organization.
5. Security Incidents require review by security management. Having a single point of contact for all
matters relating to IT – the ITIL Service Desk – provides a single reporting source for all Incidents,
including those pertaining to security.
6. ITIL focuses security where needed based on business requirements, not technology.
7. Since ITIL is all about organizational best practices, the security management process itself can operate
in a process-driven, methodical manner.
8. ITIL requires continuous review, audit, and reporting of processes activities. Security requires
continuous reviews to remain vigilant.
9. Availability Management describes a centralized engineering and architecture that always takes into
account the Confidentiality, Integrity, and Availability of data (CIA).
10. The Service Level Management process sets up, monitors, reports on, and administers agreements with
customers (SLA), suppliers (UC), and other IT functional departments (OLA). These contracts and
agreements all require security sections.
11. Establish a link between Problem Management and security alert channels. Relevant security issues
should be documented and added to the knowledge base for use by Incident Management and the
service desk as well as other IT functional groups.
Marguis, Hank; ITSM Solution; 13 Aug 2008; http://www.itsmsolutions.com/newsletters/DITYvol4iss32.htm

21. What Else Can AOS Do?

22. ITOM Reference Architecture
Engine for connecting
Service Management layer
to technology automation
Service Management layer –
interface to customers and
method of delivering a
consistent experience
Integration Layer – provides
capabilities for connecting
solutions
Application Services Layer –
packaging of components in
order to deliver application
services
Infrastructure Layer –
integration with infrastructure
services to provide consistent
provisioning
Applications Services
(Database, LB, App
Server)
DevOP
s
Policie
s
• APIs
• Integration
Managers
Storage NetworkComput
e
OS Cloud
Orchestration Engine
Service AutomationService
Catalog
Service Portal &
Dashboards

23. ITOM Reference Architecture
• IA
M
• SS
O
• RC
Analytic
s
Applications Services
(Database, LB, App
Server)
DevOP
s
Policie
s
• APIs
• Integration
Managers
Storage NetworkComput
e
OS Cloud
Orchestration Engine
Service AutomationService
Catalog
Service Portal &
Dashboards

24. CMDB
ITOM Reference Architecture
• IA
M
• SS
O
• RC
Analytic
s
Applications Services
(Database, LB, App
Server)
DevOP
s
Policie
s
• APIs
• Integration
Managers
Storage NetworkComput
e
OS Cloud
Orchestration Engine
Service AutomationService
Catalog
Service Portal &
Dashboards

25. Other
AZURE
VDI
SysCenter
vCenter
vRealize
View
UCS &
ACI
Data
Center
Storage &
Data
Center
Data
Center
Big Data
Analytics Cloud Security
XenApp
XenDeskto
p
AOS Product “Plug-Ins”: Generic
Orchestration Engine
ServiceNow Orchestration Engine
• AOS is uniquely positioned to delivery Orchestration
solutions leveraging our consultative approach,
technology expertise, and strategic partnerships
• AOS is capable of building vendor specific Orchestration
and Integrations solutions or work with with vendor
agnostic integration and automation layers
• Data Centers & Cloud solutions and automation are part
of AOS’ core business

26. Other
ServiceNow Orchestration Engine
AZURE
VDI
SysCenter
vCenter
vRealize
View
UCS &
ACI
Data
Center
Storage &
Data
Center
Data
Center
Big Data
Analytics Cloud Security
XenApp
XenDeskto
p
AOS Product Plug-Ins: ServiceNow
• AOS is uniquely positioned to delivery
Orchestration solutions leveraging our
consultative approach, technology
expertise, and strategic partnerships
• ServiceNow is central to AOS’ Orchestration
strategy
• AOS is capable of building vendor specific
Orchestration and Integrations solutions or
work with with vendor agnostic integration
and automation layers
• Data Centers & Cloud solutions and
automation are part of AOS’ core business

27. Approach – AOS Advantage
Needs Assessment Solution Architecture Deployment
Major Activities
• Understanding of Business
Goals and Objectives
• Current State Assessment
• Health of CMDB
• In Scope – Systems / Services /
Applications / Processes
• Evaluate Solution Options
• Identify Dependencies
• Priorities and Budget
Alignment
• Execution of Implementation
Plan
• Phase rollout
• Focus on a limited number of,
or a single service initially
• Accelerate pace once a solid
foundation is in place
Key Deliverables
• High Level Roadmap
• High Level Investment
• SOW / Proposal for Solution
Architecture Phase
• Solution Architecture and
Design
• Implementation Plan
• SOW / Proposal for
Deployment Phases

28. Approach – AOS Advantage
Key Deliverables
Major Activities
• Understanding of Business Goals and
Objectives
• Current State Assessment
• Health of CMDB
• In Scope – Systems / Services /
Applications / Processes
•Solution architecture
•Gap analysis between
business needs and
current capabilities
•Risk Plan
•Procurement Plan
•Detailed project plan
•Solution Deliverable
•Solution
Documentation
•Issues Plan
•Change Management
Documentation
Needs Assessment Solution Architecture Deployment
•Training plan
•Test plan
•Acceptance Plan
•Cutover Plan
•Project Closure Report
•Post Go-Live Support
•On-going support plan
• Evaluate Solution Options
• Identify Dependencies
• Priorities and Budget Alignment
• Execution of Implementation Plan
• Phase rollout
• Focus on a limited number of, or a single
service initially
• Accelerate pace once a solid foundation is
in place
• High Level Roadmap
• High Level Investment
• SOW / Proposal for Solution Architecture
Phase
• Solution Architecture and Design
• Implementation Plan
• SOW / Proposal for Deployment Phases
• Execution of Implementation Plan
• Phase rollout
• Focus on a limited number of, or a single
service initially
• Accelerate pace once a solid foundation is
in place

29. Multi Phase Implementation Approach
Phase 1 – Readiness Assessment
• Understanding of business goals & objectives
• Current state assessment
• Health of CMDB
• In Scope Systems / Services / Applications / Processes
Phase 2 – Solution Architecture
• Develop and Evaluate solution options
• Final solution architecture and design
• Implementation plan
Phase 3 – Deployment
• Execution of plan
• Numerous phases based on final plan
o Focus on a limited number of or single service initially
o Accelerate pace once a solid foundation is in place

30. AOS ServiceNow
Consultant Profiles
February 25, 2015

31. Roger Dingus
ServiceNow Practice Lead
• Roger has over 5 years experience as a ServiceNow administrator.
• Roger was the primary ServiceNow administrator for a major grocery
distributor in the Midwest for 3 years.
• Roger has provided consultative ServiceNow administrative services to
global, national, regional and local companies for 3.5 years.
• Roger brings a wealth of IT knowledge and experience from his 31 year IT
career. His areas of expertise include managing software development staff
and projects, managing an IT Service Desk and managing a Network
Operations Center.
• Roger combines his experience, training and background to be a highly
effective and competent ServiceNow Practice Lead for AOS.
• Roger earned a bachelor’s degree in Computer Science
from Oklahoma Christian University. Roger also holds the
ServiceNow Certified System Administrator, ServiceNow
Certified Implementation Specialist, and ITIL Foundations
V3 certifications.

32. Tuan Nguyen
ServiceNow – Technical Consultant
• Tuan provides 15 years of experience in IT applications development in the
Oil and Gas industry. Tuan has experience in all phases of the software
development lifecycle deploying more than 60 web applications for Smith
International and Schlumberger.
• Tuan’s expertise includes planning, analyzing, and implementing business
solutions and objectives using ServiceNow’s platform and developing web
applications that drastically improved process efficiency.
• Tuan has implemented various projects integrating external systems with
ServiceNow and has a passion for helping businesses finding solutions to
problems using its platform.
• Tuan excels in problem solving and conflict resolution
and provides high quality service to customers.
• Tuan earned a bachelor’s degree from the University
of Houston in Computer Engineering Technology.
Tuan also holds certifications for ServiceNow System
Administration, ServiceNow Certified Implementation
Specialist & ITIL Foundations.
Chris Duckers: CISSP, Archer GRC Certified Consultant

33. W. Evan Rasco, PMP CSM
ServiceNow – Technical Consultant
• Evan provides 15 years of IT management experience and consulting. Evan
has provided direct guidance and oversight to more than 40 ITSM projects in
support of enterprise operations.
• Evan’s expertise includes managing and architecting implementations of
business intelligence solutions, centralized / standardized monitoring and
automations providing process improvements and cost savings.
• 4 years of experience implementing Asset, Change, Incident, and Problem
Management with Discovery and CMDB maintaining strict adherence to
SOX, HIPAA, and other company security policies and requirements.
• Evan brings 30 years of IT experience with the ability to analyze and
understand the inter-operability of the IT environment, allowing him
to provide sound recommendations and guidance.
• Evan graduated from DeVry University and holds ITIL v2
& v3 Certifications. Evan is a certified Project
Management Professional and Certified Scrum Master.
Evan is also a Certified ServiceNow Systems
Administrator and a ServiceNow Certified Implementation
Specialist
Chris Duckers: CISSP, Archer GRC Certified Consultant

34. Ed Weese
ServiceNow – Technical Consultant
• Ed has over 14 years of experience providing application development and
IT services in the Retail industry.
• Ed has worked as a ServiceNow administrator for 3 years for PetSmart.
• Ed has worked extensively with the ServiceNow platform including
integrating legacy systems, creating call center statistic wallboards, building
varied custom applications on the platform which leverage modern web
service standards.
• Ed utilizes his background in IT systems administration, application
development, and database administration to deliver
a high level of customer service.
• Ed earned a bachelor’s degree in Mathematics
from Arizona State University. Ed also holds the
ServiceNow Certified System Administration and
ServiceNow Certified Implementation Specialist
certifications.

35. Steven St. Germain
ServiceNow – Sales Lead
• Steve is a Service Management professional with over 17 years of expertise
managing global IT Infrastructure and Client Services operations, including a
Fortune 275 Insurance and Financial Services corporation where he managed the
implementation of multiple ITSM service delivery tools, including ServiceNow, to
over 500 IT and Business associates globally
• Steve served as an enterprise IT Change Policy owner, responsible for delivery of
enterprise IT Change Management policy, procedures and compliance for multiple
regulatory requirements, including Sarbanes Oxley (SOX), HIPPA, & GLBA
• Steve has used ServiceNow to develop Incident, Service Request, Problem and
Change policies and processes, Knowledge Management procedures, Employee
Self-Service interfaces and integration with application SDLC practices, and
implemented asset life-cycle management and CMDB solutions
• Steve held responsibility for enterprise ITSM policy and
process development and for support teams providing
24x7x365 support to thousands of customers globally
• Steve holds a Business degree from Lindenwood University,
is a certified ServiceNow Admin, and holds ITIL
certifications for Service Strategy, Service Design, Service
Transition, Service Operation, and Continual Service
Improvement

36. Case Studies

37. Client Overview
• Veterans United Home Loans (VUHL) is a fast growing provider of home mortgages for
veterans. They realized they had very immature processes throughout their IT
organization and wanted to implement ITIL compliant processes and tools to improve
how IT delivered the services they provide
• Leveraged AOS Advantage Methodology to:
– Analyze their IT organization and understand their current processes and data
requirements. AOS provided input and best practice direction on improving their
IT processes as well as how to implement the ServiceNow platform to enable
those processes
– Develop an agile project plan to complete the implementation of the ServiceNow
platform to enable process improvement
– Build a training plan for IT employees and self-service users
– Provide support post go-live
• The project was a huge success. Processes surrounding the service desk, HR employee
onboarding, service request fulfillment and Net Promoter (performance evaluation)
were vastly improved
• Deployed: Incident Management, Service Level Agreements, Problem Management,
Service Request Management with corresponding workflows, Employee Onboarding,
Configuration Management, integrations with Active Directory, Active Directory
Federated Services, UltiPro, and event monitoring tools Orion and Splunk
• Developed training documentation and trained client trainers
Objective
Approach
Veterans United Home Loans – ServiceNow Phase 1 Deployment
Results

38. Client Overview
• Toward the end of 2013, Pegasus Solutions spun off Pegasus Business Intelligence. The
spin off company was renamed Onyx Payments. They were making a complete
separation of the two companies. Onyx Payments needed a ITSM tool to be
implemented by the end of 2013 and didn’t want to use Remedy, the tool Pegasus
Solution uses
• Leveraged AOS Advantage Methodology to:
– Analyze their new organization and understand their desired Service Management
processes
– Gather their requirements around Service Management
– Develop an agile project plan to complete the ServiceNow platform configurations
in the desired timeframe
– Quickly configure the ServiceNow platform to satisfy their requirements
– Provide support post go-live
• Successfully configured Development and Production ServiceNow instances to meet
their requirements in the desired timeframe. The duration of the project was 5 weeks
• Converted the organization from Remedy and deployed: Incident Management, Service
Level Agreements, Problem Management, Service Request Management with
corresponding workflows, Configuration Management, Employee Onboarding,
Knowledge Management and Managed Documents
• Developed training documentation and trained client trainers
• Onyx Payments not only gained a superior Service Management platform that eased
the spin off process, but also realized process consistencies resulting in improved
customer support
Objective
Approach
Onyx Payments – ServiceNow Phase 1 Deployment
Results

39. Client Overview
• Hallmark prioritized their service catalog needs for their initial deployment of
ServiceNow to be related to user onboarding, access services and ordering
hardware/software. All of the items related to each of these areas had existing intranet
forms as well as fulfillment processes. Their desire was to revamp each form and
incorporate it in their service catalog and improve the efficiencies of each related
fulfillment process. It was important to Hallmark that the 12 catalog items that made up
the User Onboarding request also be used as stand alone requests for existing
employees.
• Leveraged AOS Advantage Methodology to:
– Analyze their existing intranet based service catalog and the associated fulfillment
processes to identify areas of improvement
– Develop an agile approach to deliver items iteratively to their testing team
– Execute the approach to accomplish the desired results
– Provide support post go-live
• Successfully delivered all catalog items and associated workflows to accomplish their
objectives.
• Hallmark was very happy with the User Onboarding items and processes. All of the
items not only functioned properly within the Onboarding process, but also as stand
alone items for existing employees.
• The desired process improvements were realized as their process efficiencies were
increased.
Objective
Approach
Hallmark Cards – ServiceNow Service Catalog Deployment
Results

40. Client Overview
• NISA Investment Advisors (NISA) was looking to implement ServiceNow to improve
existing ticketing functionality but to also begin to employ ITIL best practices. The desire
was to improve their IT processes overall, increase the productivity of their Service Desk,
provide improved support of their customers, and increase visibility to how IT is
performing.
• Leveraged AOS Advantage Methodology to:
– Review their organization and existing processes
– Identify gaps between their existing processes and ITIL best practices
– Build an agile plan to deliver desired process improvements and corresponding
configuration of the ServiceNow platform
– Deliver fully configured platform in the desired timeframe and budget
– Provide support post go-live
• Successfully configured Development and Production ServiceNow instances to meet
their requirements in the desired timeframe and budget.
• Deployed: Incident Management, Service Level Agreements, Problem Management,
Service Request Management with corresponding workflows, Configuration
Management, Employee Onboarding, and Discovery
• Developed training documentation and trained client trainers
• NISA immediately began to realize the desired process improvements and the visibility
to IT performance. They also quickly realized the value the Service Request
Management application was providing and began planning to dramatically expand it.
Objective
Approach
NISA Investment Advisors – ServiceNow Phase 1 Deployment
Results