itsm-legacy-to-servicenow (2).pptx

Migrate from legacy ITSM to
ServiceNow

2 © 2021 ServiceNow, Inc. All Rights Reserved.
Migrate from legacy ITSM to ServiceNow
Introduction
Migrating from legacy ITSM systems and processes to ServiceNow can be transformational and highly rewarding, so we want to make sure you succeed. This type of migration
provides an opportunity to improve ITSM processes—it’s not a lift-and-shift activity. Instead, it’s an opportunity to get rid of complexity in your current ITSM processes and automate
manual activities. As with any business transformation that involves both process and technical change, you definitely need proper planning and guidance. Here’s how to get started.
how to get started.
This checklist will help you: prepare for migration, gain insight to the implementation process, avoid potential pitfalls, get recommendations to track value, and enjoy long-term
adoption. The recommended steps are informed by ServiceNow’s experience with thousands of legacy ITSM to ServiceNow migrations and through customer research.
In addition to the recommended activities and insights provided in this checklist, there are four requirements successful ServiceNow customers follow when they migrate from
legacy ITSM:
1. Engage early with everyone needed to support a successful migration: your executive sponsor(s), IT process owners, data owners, security, support staff, and process users.
process users.
2. Invest time upfront in design with process owners and users to make sure that you make the most of platform functionality in driving process improvements.
3. Apply a business-smart lens to customization, using out-of-the-box capabilities when possible. Limit customization and configuration to only validated business needs. Make sure
needs. Make sure you fully understand the out-of-the-box capabilities before you decide to customize.
4. Work with a ServiceNow certified partner or ServiceNow Expert Services for ServiceNow process, technical, and implementation expertise for the best possible planning,
planning, execution, and adoption. You’ll find varying models of support based on your organization’s maturity and preferences. We recommend that large enterprises use a
enterprises use a combination of certified partners and ServiceNow Expert Services resources. These roles are called “ServiceNow experts” in this checklist.
5. Follow the Now Create methodology to support your implementation.

Migrate from legacy ITSM to ServiceNow (Continued)
Key implementation steps
Preparation Design and Build Go Live and Support
4. Design, build, and
test ITSM workflows
1. Assess your
readiness for
migration
3. Discover core data
and service assets
2. Establish
governance and OCM
planning
5. Initiate OCM
activities
6. Plan go-live
7. Measure success
and adjust
Intended use
This checklist provides:
 Standard practices for the migration process from legacy ITSM to ServiceNow
 A high-level list of actions for a legacy ITSM to ServiceNow migration (Complete this list with the assistance of a ServiceNow certified partner or ServiceNow Expert
Services.)
 Lessons learned from previous ServiceNow implementations and suggestions to avoid common pitfalls through practitioner insights
• The action items in this checklist are intended for the implementation owner, who can be a primary business stakeholder, project manager, or other stakeholder who manages
the project management and decision-making processes. This person does not have to be a decision-maker but is responsible for ensuring decisions are made and executed.
• This checklist contains some activities that can be done in parallel (depending on your preference), so be sure you read it in its entirety before you plan.
• Standard migrations include these ServiceNow products: CMDB, Incident Management, Problem Management, Change Management, Service Portal, Request/Catalog,
Knowledge Management, and the subcomponents of those products and processes. Your ITSM modernization efforts may involve additional or fewer ServiceNow products,
based on your individual business needs.
• Some customers may require adjustments to the recommended actions. If you have questions about whether adjustments may be needed for your migration, please consult a
please consult a ServiceNow certified partner or ServiceNow Expert Services prior to initiating migration.

Checklist: Migrate legacy ITSM to ServiceNow
Step 1: Assess your readiness for migration
See slide 5 to complete this step.
⎕Understand product features and functionality.
⎕Assess your current service management maturity.
⎕Define your vision, business objectives, and success metrics.
⎕Assess your current state of readiness.
⎕Initiate ServiceNow training for your sys admin team.
Step 2: Establish governance and OCM planning
See slides 6–8 to complete this step.
⎕Conduct a formal kickoff meeting, led by the executive sponsor(s).
⎕Establish a governance committee to oversee your migration and transformation effort.
⎕Build an organizational change management (OCM) plan.
⎕Plan your go-live communications to support adoption.
Step 3: Discover core data and service assets
⎕Identify the core data requirements.
⎕Identify requirements to discover service assets.
Step 4: Design, build, and test ITSM workflows
See slides 10-12 to complete this step.
⎕Develop your implementation design.
⎕Define your development plan.
⎕Complete final testing.
Step 5: Initiate OCM activities
⎕Prepare for train-the-trainer sessions.
⎕Develop training plans for process users.
⎕Plan your go-live communications to support adoption.
Step 6: Plan go live
See slides 14-15 to complete this step.
⎕Plan your cutover strategy.
⎕Plan your core data migration.
⎕Plan your go-live date.
⎕Plan your go-live support.
⎕Plan your transition to run.
Step 7. Measure success and adjust
⎕Identify KPIs and diagnostic metrics.
⎕Build playbooks to act on diagnostic metrics.
⎕Build dashboards to visualize progress and support clear decision-making.
Appendix slides: 17–20

Your migration plan should be informed by both your business objectives as well as an overview of your current state—and you should create it under the guidance of ServiceNow experts.
Don’t decide on project timelines and resourcing until you have a clear readiness assessment.
Step 1: Assess your readiness for migration
Understand product features and functionality
• In addition to the Customer Success Center, visit ServiceNow.com, ServiceNow product
docs and the Now Community site for detailed process and technical information. If you
don’t find what you need here, the Now YouTube Channel and Google are also great
resources.
• Our resources for ServiceNow roadmaps and implementation and Now Create provide
implementation planning and execution details.
• We recommend taking the ITSM related courses on Now Learning, depending on your
role. There are also short, free courses offered to get started.
Define your vision, business objectives, and success metrics
• Document your vision, business objectives, and success metrics, and to ensure your vision
cascade into clear and measurable business outcomes. See slides 17-18 for example
outcomes. You will want to include your executive sponsor in this process.
Assess your current state of readiness and initiate training
• Identify the project management resources (including a dedicate project manager)
to support migration.
• Confirm your executive sponsor is committed and fully engaged.
• Notify your internal security team and gather security requirements.
• Request integration details of current ITSM solution from system owners (including
third parties) for all potentially impacted systems. This will be useful during the
design phase.
• Identify business process owners for design and build activities. This will include
those who can provide full end-to-end ITSM (and related) process details for
Incident, Problem, Change, CMDB, Request (and Service Catalog), Portal, and any
business processes related to your scope. They should also have the authority to
make decisions for process optimization changes.
• Identify internal technical owners for platform administration and support.
Technical team members who will be involved in implementation and post go-live
maintenance should complete the ServiceNow Fundamentals training prior to
design. We also recommend the ITSM product training. Make sure that your
system administrators and developers access Now Learning and Now Creators for
continued skill development.

Your ServiceNow implementation requires active executive sponsorship and governance. Establish an initial governance team to support your migration and transformation efforts and
make sure you have strategic, portfolio, and technical governance in place to manage your ServiceNow implementation.
Step 2: Establish governance and OCM planning
Conduct a formal kickoff meeting
• This meeting introduces implementation participants and stakeholders and initiates
the implementation process.
• Include all relevant stakeholders and project team members (including partners and
ServiceNow staff). Your executive sponsor should:
– Reiterate the business purpose and objectives of the migration project.
– Reinforce your governance model for the project, including explicit definition of
how decisions will be made.
– Define expectations and requirements for all stakeholders and team members
involved in the project.
• Your partner or ServiceNow engagement manager should:
– Introduce the partner and ServiceNow delivery team members.
– Walk through the implementation approach and project plan.
Practitioner insight: Your executive sponsor can simplify governance and expectations by
articulating “golden rules” for the migration project. The golden rules should be short,
concrete, and memorable statements that clarify both where decisions have been made
and expectations need to be set for everyone involved. Examples might include:
 “We will design and build using out-of-the-box functionality. We will customize only
where there is a clear business need and no alternative.”
 “Integrations will be limited to those needed to deliver value only.”
You should have no more than 8–12 golden rules in total, to ensure their absorption by
everyone involved. Focus them on the most important principles that should guide your
migration project.

Establish a governance committee to oversee your migration and transformation efforts
• Assign your designated ServiceNow platform owner, ITSM business process
owners, IT service desk lead, partner representative, assigned project manager,
and other business stakeholders as required. Your executive sponsor should chair
this committee.
• Define a meeting cadence, standard agenda, and decision process. In addition to
standard project tracking, meetings should include:
– Project objectives (e.g., improvements to process performance and technical
usability) clearly identified and prioritized – These should be explicitly
connected to your objectives for business transformation (e.g., improve the
employee experience).
– A review of organizational change management activities – See slide 8 (next
slide) for OCM plan development.
Step 2: Establish governance and OCM planning (Cont.)
Practitioner insight: The governance structure you establish for migration should set an
initial baseline for the governance you’ll need after migration, especially to manage
demand. See our governance resources for additional details.
• Work with your executive sponsor and ServiceNow platform owner to develop a
responsibility assignment matrix (RACI) to establish a common, documented
understanding of decision rights for the migration project.
• Make sure your governance team is prepared to define measures of success for
enterprise, IT, and operational objectives. This includes KPI and dashboard planning.
Practitioner insight: Participants and stakeholders in your governance structure should
have a shared, aligned understanding of your business objectives for ServiceNow. Contact
your Account Executive to discuss the role that our Customer Success resources can play
in driving effective business alignment.
Practitioner insight: Help your executive sponsor(s) stay engaged at each stage of
your implementation, not just at the start and end. Your executive sponsor can
play a critical role in driving your implementation vision and resolving
organizational roadblocks. For more detail, see our executive sponsor resources.

Step 2: Establish governance and OCM planning (Cont.)
Build an organizational change management (OCM) plan
• Make sure that you have leadership and executive sponsor support for OCM,
including budget for a dedicated OCM program lead and/or ServiceNow expert
support. This should also include an explicit definition from leadership around
what good OCM should look like for your organization.
• Conduct an OCM readiness assessment to measure how ready your
stakeholders are for the organizational change needed to support your
ServiceNow implementation. Conduct this before you begin to engage process
owners in design discussions. Then review our OCM resources.
• Use your assessment findings to inform your pre go-live communications plans,
described in the next step.
– Include incentives for early adopters to be recognized. This will help with
interest in participating in the pilot, improve pilot engagement, and
provide material for communicating successes.
• Create a plan for tracking adoption after your go-live.
Plan go-live communications to support adoption
• Create a structure for multi-channel communications (email, flyers, workplace social
networks). You’ll finalize your content for these communications to be after the
design phase.
• Plan the structure for your communications to your executive sponsor in order to
highlight early adopters and success stories. You’ll finalize the content for these
communications after your go-live, once the adoption and success details are
gathered.

Identify core data requirements
Identify your sources of authoritative data for:
• Users, including roles and role assignments, groups and group assignments,
company/department/location/cost center, access rights
• ITSM data, including SLA definitions and associations to incidents and major
incidents
• Change templates
• Change blackout windows
• User criteria for service catalog(s)
• Service catalog item details
• Choice lists for ITSM states
• Knowledge management
• System properties, including color scheme, logo(s), and default settings for time
zone, date/time format, etc.
See Slide 19 for examples of data tables you should consider for migration.
Your migration project should include an effort to identify all required core data as early as possible, so you can include an analysis of the data quality. You should also identify the asset
and configuration data you’ll need to support your migration, especially if you’re implementing ServiceNow IT Operations Management in addition to ITSM.
Step 3: Discover core data and configuration items
Identify requirements to discover configuration items
Define:
• Your prioritized use cases for configuration management (e.g., event management), which
should be derived from your business objectives
– Use our resources on populating and maintaining your CMDB as a guide for use case
development.
• Configuration items (including type and scope) in your configuration management database
(CMDB), aligned to your use cases.
• A discovery strategy for configuration items, using ServiceNow Discovery or third-party tools.
– Use our resources on planning for a successful CMDB deployment as a guide for using
ServiceNow Discovery.
• A strategy for service definition and mapping (through discovery, manual definition, or via
dynamic groupings based on common asset criteria), using the ServiceNow Common Services
Data Model (CSDM).
Practitioner insight: Service definition, especially in terms of criticality to business
operations, is necessary to support effective automation of incident and change
management. Your design phase in Step 4 will need to consider business rules for how
service incidents are prioritized, categorized, and assigned, and for change risk
assessment, scheduling, and approvals and oversight.
Prior to initiating this step, read our supporting material:
• ServiceNow security best practice guide
• Success Checklist – Plan your architecture, instances, integrations, and data
flows

Develop your implementation design
• Schedule meetings between process owners and ServiceNow experts. Each meeting
should:
– Walk through the relevant process to be delivered out of the box so that the process
owner is clear on its operation, both from a design and technical perspective.
– Include a demo so that the process owner can visualize how standard processes flow
in ServiceNow.
• Schedule a meeting between the technical architect(s) and ServiceNow experts
(integration experts).
– Review all current integrations (discovered in Step 1) and create an integration
strategy for implementation.
Step 4: Design, build, and test ITSM workflows
Practitioner insight: ServiceNow ITSM workflow design follows value stream
mapping principles in which specific processes (e.g., event, incident, problem, and
change management) chain together to support a business outcome. Your design
efforts should include a baseline education that focuses on:
(a) An understanding of how existing processes currently work on the ground,
potentially through a Gemba or any visual process design.
(b) A review of the opportunities to consolidate and streamline handoffs, stop
collecting unnecessary data, reduce cycle times, and resolve gaps in standards
adherence.
Starting with this education can facilitate both organizational change management
among process owners and set expectations for how processes will flow (and
improve) in ServiceNow. For more guidance on best practices in process design,
see our resources on process redesign and optimization and process design guides.
Practitioner insight: Your ideal implementation design should also account for the
desired experience you want to create for your process users. Consider
incorporating experience design workshops in your planning, and review our
resources on designing an optimal agent and rep experience.
Prior to initiating this step, read our supporting material:
• Success Checklist – Implement integrations with ServiceNow
• Success Workbook – "Business-smart" customization
• Customization best practices
Creating ITSM workflows has three steps: design, build, and test. Your design phase is focused on generating approved and prioritized stories for development, in collaboration with business
process owners. For the build and test phases, use an iterative/agile approach, including unit testing. Once development is complete, run a full set of tests, including user acceptance testing
(UAT).

Develop your implementation design (continued)
• Conduct an implementation workshop with process owners, selected process
managers/users, and technical team members as required. ServiceNow experts will walk
through the configurable options and decisions required from the customer to
implement ServiceNow.
– Capture configurations and other decisions as stories for development.
– Avoid customization during the implementation workshop using a scorecard method,
as outlined in our resources on avoiding customization pitfalls (above).
Step 4: Design, build, and test ITSM workflows (Continued)
Practitioner insight: Your ideal implementation design should also account for the
desired experience you want to create for your process users. Consider
incorporating experience design workshops in your planning, and review our
resources on designing an optimal agent and rep experience.
Define your development plan
• Document and review stories from your implementation workshop with business process owners. Document business process owners’ approval and agreement that the stories
correctly represent the design agreed to in the implementation workshop.
• Prioritize approved stories based on their contribution to your business objectives and available capacity. Prioritization should be approved by the migration governance
committee established in Step 2.
• Assign prioritized stories to defined development sprints. Each sprint should have a defined outcome (e.g., implement the core incident management process) and ideally last
two weeks. Ensure that you include the following at the end of each sprint:
– The process owner should demo functionality that has been built, to test the desired outcome and allow for any necessary corrections.
– Your developers should conduct unit tests for each story, ideally using ServiceNow’s Automated Test Framework. Also work with ServiceNow Expert Services to run a sprint
scan through HealthScan to ensure that development has aligned to best practices.
– Your developers should report on story completion and test results to your technical governance subcommittee, especially to surface any technical obstacles that may affect
additional development.

Complete final testing
• Complete a full suite of tests after development is complete, including:
– A repeat of all unit tests together to confirm functionality.
– UAT for both end-to-end processes and defined user scenarios. Testers (typically process managers and users) need to understand the intended design fully to avoid raising
defects for correct functionality.
Step 4: Design, build, and test ITSM workflows (Continued)
Practitioner insight: Consider the following phased approach to service delivery
maturity:
Phase 1 – Deliver all ITSM products using out-of-the-box lean and simple processes
that match industry-proven practices combined with real-world ServiceNow
experience, removing all unnecessary complexity of your existing processes.
Phase 2 – Deliver increased automation and enhanced performance analytics. Offer
additional service desk experiences. Expand your service management processes
beyond the core to include other IT processes in order to support of service
management as a whole.
Phase 3 – Use machine learning and artificial intelligence to automate and reduce the
cost of ITSM processes driving service intelligence. Prevent IT’s performance from
stagnating through continual improvement.
Don’t wait to develop a roadmap that incorporates all three of these phases—make
sure it’s in place before you complete Phase 1.
Success Quick Answers to support testing:
• How do I conduct effective and efficient testing?
• What best practices should I consider when creating ATF tests?
• How do I use Test Management 2.0 for manual testing?

Step 5: Initiate OCM activities
Prepare for “train the trainer” sessions
• Assign dedicated internal trainers to your project. ServiceNow experts will provide
”train the trainer” sessions to familiarize them with the ITSM product and support
developing an internal curriculum.
• Identify process managers and front-line users (e.g., service desk staff) who will be
good candidates to lead peer-to-peer training. Base your selection of these
candidates on their ability to influence peers rather than on their seniority and
expertise.
Develop training plans for process users
• Using your internal trainers (and peer-to-peer resources), provide training for the
staff involved in related processes. Your training should focus on how the new
processes work in ServiceNow and how to work effectively with them.
• Ideally, break your training up into modules so process users can focus on the
processes most relevant to their day-to-day work.
Organizational change management (OCM) and training should proceed in parallel to your design, build, and test activities, so they reinforce each other. Include sufficient investment
(including ServiceNow experts and/or internal staff) in your migration project plan to support OCM and training so you don’t experience a lag between your go-live and target adoption.
Practitioner insight: Creating customized content, reviewing and finalizing materials, and
preparing internal trainers takes a few weeks at minimum. Begin planning for training
early but defer content creation until your instance is near production-ready, to ensure
that content accurately mirrors what will be in your live instance. For additional detail, see
our Success Quick Answer What pitfalls should I avoid when training process users?
Plan go-live communications to support adoption
• Create content for multi-channel communications to announce your go-live. You
established the structures for this in Step 2, slide 8.
• Capture and promote quick wins to demonstrate early success. Identify functionality or
features that have wide visibility among process users and end-users that are within
scope for implementation. Promote these to drive wider interest in and adoption of
ServiceNow.
• Identify the ServiceNow champions among your process users who can promote quick
wins and influence adoption among peers.

Step 6: Plan go-live
Plan your go-live date
• Your governance team (see Step 2) should nominate a date based on technical
readiness.
• Your migration governance committee should validate or change this date based
on business and technical readiness (go/no-go) criteria, including:
– Whether enough staff have met the training requirements.
– How successful your OCM activities have been and your readiness.
– Whether you have any competing issues or priorities that will distract
stakeholders.
– How ready your third parties are support go-live.
• Assess whether there will be operational downtime, and plan accordingly.
• Access our Go-Live Implementation Plan Template (from Now Create) for a full
overview of the prerequisites and implementation and post-implementation
activities.
When you plan your go-live, incorporate your cutover strategy, core data migration, support, and transition to your next phase of implementation.
Practitioner insight: Problem records and knowledge articles are the only records you may
have to import into ServiceNow, since they are likely to have a longer lifespan and are not
necessarily being worked to closure. Analyze and clean these records before you import
them.
Plan your cutover strategy
• Set the following dates:
– The date when your legacy ITSM system(s) will be prevented from creating new
records.
• Allow existing tickets to be worked through this system instead of carrying
them over into ServiceNow.
– The date when all existing tickets should be closed in your legacy system(s).
• Allow a two-week period for closure. At this point, your legacy system(s)
should be set to read-only.
– The date at which third-party systems integrated with your legacy ITSM
systems(s) should be pointed at ServiceNow.
Plan your core data migration
• Identify the optimal date to import core data into ServiceNow based on the rate of
change you anticipate in this data. You should aim for a low-change period (e.g., a
period in which you do not expect significant changes in user populations or
organizations) to make sure the data is as clean as possible, without it going stale.

Step 6: Plan go-live (Continued)
Plan your go-live support
• Make sure you have 24/7 support is available from a designated response team for
at least two days after your go-live.
• Your implementation team should provide hypercare for a period defined by your
migration governance committee (typically two weeks) to address any issues or
bugs.
Plan your transition to run
• Transition the ownership of support from the implementation team to your internal
ServiceNow platform team. Most members of your ServiceNow platform team
should be on the implementation team and familiar with the system.
• Conduct a formal project closure meeting to make sure all team members are clear
on your transition strategy. This should include documenting the lessons learned
across your implementation project.
• Transition the governance to functions responsible for strategic, portfolio, and
technical governance. Remember that your go-live does not equal success – your
strategic governance function should continue to track adoption, key performance
indicators, and value realization.
• Put processes in place to intake and manage demand for additional configuration
and functionality (including enhancements).
• Put processes in place for reporting bugs and providing support and resolution.
Don’t forget to order the go-live cake!
For more information on upgrades and maintaining your
instance, visit the Customer Success Center.
Plan your transition to run (continued)
• To build adoption successfully, confirm that your go-live communications are
distributed and ask for feedback.

Identify KPIs and diagnostic metrics
• In their kickoff agendas, your strategic, portfolio, and technical governance functions
should include the definitions of relevant KPIs that measure progress toward
objectives and diagnostic metrics to identify any risks to progress.
– Establish a clear line of sight from the business objectives to KPIs and metrics
created at the portfolio and technical level. For example, implementing a specific
product or feature may represent a KPI at a technical level, which should roll up to
a KPI for value realization at a strategic level.
– Focus your reporting and communications on a small number of KPIs that best
reflect your progress against the objectives and include usage and adoption
targets.
– Make sure your diagnostic metrics are actionable. For more information on KPIs
and diagnostic metrics, see our resources on performance measurement and
analytics.
– Success Playbook.
As long as you defined clear business and functional objectives before migration, your next step is to put the right key performance indicators (KPIs) and diagnostic metrics in place to
assess your progress against objectives.
Step 7: Measure success and adjust
Build playbooks to act on diagnostic metrics
• Set thresholds for risk in your diagnostic metrics that will trigger a response.
• Work with your process and service owners so you have the right diagnostic metrics
and to develop playbooks.
Build dashboards to visualize progress, and support clear decision-making
• Create dashboards using the dashboard requirements from your ServiceNow platform
owner, service owners, process owners, and executive sponsor and/or senior leaders,
established in Step 2.
Practitioner insight: you should begin planning for your metrics program at least 2–3
months before your go-live. You can also use Performance Analytics to support your
metrics program.
Practitioner insight: Determine your dashboard requirements before or during the design
phase to ensure the data required to create desired dashboards is included in the
technical design.
Practitioner insight: When identifying KPIs, be careful when making comparisons to KPIs
associated with your legacy system. It’s likely when implementing ServiceNow that you’ve
changed your core ITSM processes as well as your system, so you may be comparing
different process models. See our resources on performance measurement and analytics
for more detail.

Example: Business objectives
Revenue growth Cost reduction Risk mitigation
Increase employee productivity
Increase business velocity (deliver new services quickly
To do this:
Deliver great employee experiences and shift
investments from run the business to grow and
transform the business.
Ensure regulatory and legal compliance
To do this:
Improve internal controls, auditability, and
documentation.
Optimize operational efficiency
To do this:
Reduce the friction created by siloed information and
processes and proactively improve performance and
reliability.
This objective’s primary intent:
Create effortless employee experiences that lead to
sustained and increased productivity and that free up
resources to move the enterprise forward faster.
Reduce the cost of service operations without
sacrificing service quality (always a balancing act). The
key focus is to simplify and automate transactions.
You can monetize this in numerous ways:
• Headcount reduction
• Scaling to support growth (hiring avoidance)
• Non-replacement after attrition
• Retooling/repurposing employees (ideally to fill pre-
existing, already budgeted job requisitions)
Reduce the various forms of risk that can adversely
impact an organization (primarily legal, regulatory,
safety, and reputational risk).

Example: Operational objectives
•Revenue growth:
Experience, productivity, and velocity
•Cost reduction:
Optimize operational efficiency
•Risk mitigation:
Ensure compliance
1. Allow employees to get
access to all services
from a single location.
4. Allow agents and
employees to work
jointly to resolve
incidents/requests.
2. Empower employees
to work from any
device.
5. Keep employees
informed.
3. Enable employees to
help themselves.
6. Deliver standardized
and effective IT
services.
7. Reduce repetitive,
routine work.
12. Identify trending
requests/incidents.
1. Reduce change-related risk and cost.
8. Route the right work to
the right person.
13. Accurately measure
performance.
11. Give agents the
necessary employee
and internal
information.
16. Intelligently fix
problems before
employees know they
have them (or at least
notify them
proactively).
10. Orchestrate disparate
internal teams for root
cause resolution.
15. Give agents a single
place to do their work.
9. Enable visibility to
prioritize work and
monitor performance
against service level
agreements
(OLAs/SLAs).
14. Get control of your
hardware assets.

Example data tables for migration
Name Description
Cost Center Cost centers related to departments
Locations and Departments Used in user records and for functions such as stock rooms
Assignment Group Used in ITSM processes to assign packages of work (e.g., incidents, changes)
Incident Categories/Subcategories Hierarchical list of categories used to assist incident routing
Incident Impact and Urgency Impact and Urgency values used to determine Priority
CMDB Hierarchical class-based structure to manage configuration items
Change Categories List of categories used to assist determining change type
Change Templates Templates to simplify the process of submitting new records by populating fields automatically
Knowledge Articles Knowledge articles are often in multiple repositories that need to be migrated to ServiceNow
SLA definitions SLA definitions typically exist in legacy systems and can be migrated
These are example data tables and types that you can consider for migration from a legacy system. Before any migration, review them for completeness and accuracy.

Customer Success Best Practices
ServiceNow’s Best Practice Center of Excellence provides prescriptive, actionable advice to help you
maximize the value of your ServiceNow investment.
Get started today. Visit Customer Success Center. Contact your ServiceNow team
for personalized assistance.
Definitive guidance on a
breadth of topics
Management Technical
Tactical
Strategic
Critical
processes
Expert
insights
Common
pitfalls and
challenges
Created and vetted
by experts
Distilled through a
rigorous process to enhance
your success
Based on thousands of successful
implementations
across the globe
Best practiceinsights
from customers, partners,
and ServiceNow teams
Proven to help you transform
with confidence
Practical Actionable
Value-
added
Expert-validated
Designed for:
Executive
sponsors
Platform
owners
and teams
Service
and process
owners

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