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Good morning everyone and welcome to today's webinar. I till for overview, what's new for I tell v3 to it. Well, for this webinar is being presented by Sandra Kelly lead trainer and principal with sand castle services.
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I tell for foundation overview provides a high level, look at what is new and I tell for
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For those with I tell V3 foundation experience. It's a quick look at the changes from ideal v3 to I till four and for those with no experience, it gives a first look at some of the founding principles of the ideal framework.
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You will be introduced to the concepts of the service value system and the service value chain as well. So look at the guiding principles of ideal for and a quick look at the practices that will be discussed in the framework.
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Your host Sandra Kelly is a seasoned it professional with over 30 YEARS OF IT EXPERIENCE AND MORE THAN 10 years as a lead it SM trainer. She's the author of several I tell courses, including I tell for Foundation.
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During the webinar. Everyone's phones will be muted. So if you have any questions, please enter them in the Q AMP a box at the bottom of your screen. And if you enjoyed the presentation today and are interested in learning more.
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Me.
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And
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Me anywhere.
default user avatar Sandra Kelly
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Without feeling box above we have the opportunity to get each and every question answered.
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So let's go ahead and get started. So this is the I tilt for overview for too hard. You're welcome. Good. Good. In introduction there into what it is that we're going to be covering
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So this whole idea of service management, why do we even need to talk about service management. It kind of sounds like something that happens in a restaurant.
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Or happens elsewhere, where you're obtaining some kind of a service and it feels kind of funny to be thinking about it in terms of it.
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But if you think about some of your experiences, not in in work, not in delivering anything to your customers, but just going about your day to day business so much of what you do is supported by technology.
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And in a sense, every organization that you are interfacing with in some way, shape, or form is a service organization and those services are enabled by it by information technology. I mentioned a restaurant.
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When you went to a restaurant 15 years ago, maybe even 10 years ago or go back 20 what happened.
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You would go in, you would open up your menu, you would select what you want. And someone would come over to take your order and how did they take your order.
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If they were really good. They remembered it in their head, but the odds are they wrote it down on a piece of paper, they may have taken it over to a service counter
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Put it up on a rotating thing and that rotation went to the cook who prepared your meal, put it on top of a counter your waitstaff would come get it and bring it to you.
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And then perhaps you paid in cash. There was no it interaction in there at all what happens today when you go to a restaurant.
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I've been to some restaurants where I sit down and the menu is on an iPad and I flipped through and see what it is I want I hit the button I select it.
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No person comes to me I decide what I want to drink decide if I want additional sides or an appetizer.
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I might even go over to the counter and pick it up myself. Bring it back. Finish swipe my credit card and get up and leave and have no human interaction at all.
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The entire interaction was done through technology. So going to a restaurant can be completely it enabled. So it's really important for it as a service provider to understand how they fit in to creating value for their customers and for their business.
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So this whole idea of service management is putting together. What we're going to refer to as your specialized organizational capabilities.
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Essentially all of the stuff very highly technical term in there right stuff all of the stuff that you have in it and in your base organization to provide value.
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To your customers through services in my restaurant example, the value is in getting something to eat.
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Now if you think about the different restaurant opportunities. They're out there. There's different ways of providing value is the value in quick service.
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Is the value in a very nice atmosphere or is the value in it's someplace that I can sit down, have a cup of coffee and do work because it's a restaurant capability that's Wi Fi enabled.
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So this whole idea of service management is at the base of what it needs to do in order to help their customers obtain value.
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So I tell it infrastructure libraries, what it originally stands for is a service management framework to help you do that.
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We've had an evolution of this framework called it, it started in the 1980s, the first books came out.
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It evolved through a series of books and in 2000 2001 ish timeframe. The version to have it was published in 2007 the framework was mature into a life cycle framework in 2011 there was a realignment of that life cycle to be even closer to the business.
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In 2016 the idea of guiding principles of things that you should consider in doing service management were developed in published
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And then in late to 2018 2019 is when they current evolution of it has kind of reached maturity and and it's now referred to as I till four. So we've gone through version 123 and I took for standing for the fourth industrial revolution.
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So what I took does is to give guidance to organizations.
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On how you need to look at service management in different ways of addressing the challenges of service management in the modern it age because there's a whole bunch of new challenges in there.
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We've got the Agile frameworks out there. We have more retirement of waterfall.
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And we've got cloud technology and how does all of that fit into what has been traditionally kind of a different idea, of how it deliver services. So I told for has stepped forward to start to address some of that.
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So let's take a look at some definitions and understand how that fits into this item for framework, the first definition is what is a service in a service is a way to enable value co creation.
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By facilitating outcomes that customers want to achieve, without the customer having to manage specific costs and risks for those of you that have a version three background, you're going to recognize this definition, more or less, but the big change in there is the word co create
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Essentially version three was looking at services as ending at the delivery of the service and was not as concerned about what did the customer do with the service and what happened after that point.
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So I feel for is is more business aligned more customer aligned and recognizing that we, the service provider need to work with the customer to co create value.
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And the way we do that is by helping the customer to get the outcome, the result that the customer wants.
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So this is always an interesting definition to talk about in an introductory class because you have this this phrase in here about without managing specific cost and risk.
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And what that's referring to is that you as a customer do not have to worry about how many servers or network switches. It takes in order to deliver a specific service.
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Nor are you concerned about the underlying risks and I always like to use as an example. The idea of protecting your desktops against intrusion, kind of like your, your basic virus protection.
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Your only cost as a consumer is what is it going to cost you to purchase that virus protection and then to maintain it, year to year.
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You have a large number of costs and risks that are removed from you, the costs that are removed is the ongoing monitoring of the environment and identifying what are the new threats and how are we going to stop those threats.
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You're not responsible for all of the different servers that do that, monitoring, so those specific costs and risks are removed from you and the outcome that is supported for you as a consumer of virus protection is just that protection from intrusion viruses, trojans, etc.
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However, when you take on a service.
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If you take a look at the left hand side of the balance there are affected outcomes by using a service. Perhaps your PC is slow down during the specific times when there's scans going on. Or maybe you get things blocked.
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Costs are introduced, and in my example, the cost that is introduced as the cost of obtaining that service and there's risks introduced
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We've all heard about things that are supposed to protect you, that were then indeed hack. So you have the risk that your credit card could have been hacked by your virus protection software provider. It is a viable risk out there.
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The key, though, to a service is to have the support it outcomes. The cross removes and the risk removes far outweigh the affected outcomes in the cost and risk or introduce this is the basic idea of introducing value into this equation.
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So let me talk a little bit more about value value is perceived benefits usefulness and the importance of something
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Now it's really important to understand about the value proposition is that every person in every organization and every customer has a different view of value and an individual's perception of value can change over time.
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When I'm teaching a foundation class. I always like to bring up the example of a minivan.
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So each and every one of you that's out there has an immediate reaction to minivan. If you happen to have little kids, you're thinking oh yeah minivan. I can fit. Lots of car seats. I can fit. Lots of gear in there.
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If you have kids that are involved in sports are saying oh yeah soccer mom. Gotta haul them from place to place place to place.
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If you're right out of college, you're looking at minivan going saying oh no I want something else I want a sports car.
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So the value perception of that minivan has changed. So we have to understand what is the perceived benefits the usefulness and importance of our service to each customer group.
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And that involves getting getting together all of the stakeholders, understanding what is important to them and how do we create value or the desired outcomes for each customer group.
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So that's a little bit more on the idea of value.
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And then service management those specialized organizational capabilities that we're going to have to, to enable value for those customers.
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So you've actually seen that definition twice on there. It said what is at the heart of this framework called I till putting together your IT departments and the rest of you organizations specific strengths to enable value to customers.
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Let's take a look at the idea of the provider and the consumer and this idea of CO creating value.
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As I mentioned earlier, organizations are looking more closely at how do we work together. How do we collaborate as a service provider with the consumer in order to have a good service relationship.
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In the past, we would have organizations look at their services as basically ending when they delivered the box. So you see the, the gentleman in the blue handing the box over to the to the consumer.
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In the past, that would be the end of the relationship
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The other piece of the puzzle now becomes, what happens with that box after it's delivered. Are we sure it was delivered. What's it going to be used for once it is delivered. Are they getting the value that they're supposed to have out of that.
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I do like to use Amazon as an example here. If you look at the evolution of Amazon and and how some of their service delivery has changed Amazon delivers packages and delivers lots and lots of different stuff to you very efficiently.
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Now what's happened in the last couple of years, your packages would be delivered and you would come home and your package is gone.
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And what would you do, you would pick up the phone, you would call Amazon and say my package is no longer here and Amazon, quite honestly would simply ship you a nother whatever item, it was you ordered well
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It's probably becoming a little bit costly to have so many packages stolen off of people's porches, or wherever. So how has Amazon reacted to that.
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And if you look at it from an IT point of view in the kind of the evolution of some other other industries with it. You can have the delivery person have a code that's very specific to them to get into your home to deliver it or to deliver it inside of a portico
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So it's part of that evolution of how are we co creating value just kind of an example there of how one specific industry or provider has shifted to be looking more at co creating value, making sure that your packages are delivered
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So when looking overall. And how are we as a an IT organization going to put together our service management processes and practices and our end to end value chains.
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We need to take on what is generally referred to as a holistic approach. And so the word holistic most first thing that generally jumps to mind is the idea of holistic medicine, looking at the big picture, looking at the whole body.
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So what we have here are the four dimensions of service management.
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And the four dimensions of service management are the I'm going to call them categories before general categories that you need to consider in developing a service in delivering them to your customers and providing the management of it.
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So let's take a look at the first one. The first one is organizations and people and organizations and people looks at how is your organization structured
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Is it structured properly to be able to handle the idea of service delivery.
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What is the culture of your organization and how is that setup. Do you need to have some organizational change management in order to move you from point A to point B in terms of how you're going to deliver services.
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Organizations and people also include rules of how the organization works. So there's some governance ideas in there.
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And people from the perspective of how many people do you have in order to actually carry out the work
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And what is the staff competencies. Do people have the right skill sets in order to do a good job of delivering your services and in doing service management and help you to provide somewhat of a roadmap to get from point A to point B in terms of those different items.
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Okay, information and technology. The second dimension, little bit more straightforward. It's looking at data and information and how do we transform it into wisdom and knowledge so that we can make good decisions. It looks at the relationships between components of it.
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And it also looks in general at all of the different products that are out there in order to enable doing service management.
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Or third area is partners and suppliers and partners and suppliers are those. I like to use the word vendor are those vendors that you, as it are contracting to
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In order to help you to deliver the service to your consumers. So in effect, you it are actually being a consumer of another company.
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But we're going to refer to those as partners and suppliers in this dimension looks at those relationships.
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And if you think about the word partner versus supplier, it suggests that there's a continuum between the two.
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A supplier. You can view as it's simply a commodity, perhaps I go online and I order something maybe I order toner for the copier
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Versus a partner who shares with me in risks and in outcomes. So we have more of a partnership and there's all sorts of different points in between to form that continuum for delivering services.
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Our fourth area is in called value streams and processes and these are the activities and the organizational tasks that we're going to carry out in order to deliver value.
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To our customers. And in the middle here we've got this idea of products and services. These four dimensions come together to help us to deliver products and services in order to invalid and enable value for our different customers.
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So the four dimensions for different things that we need to keep in balance.
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When we are putting together our services. If you take a look at those four, you're probably saying, you know, I can see some places where they overlap information and technology partners and suppliers well
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The person or the company that's providing a tool to me. Are they a supplier or is that information technology.
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So when you look at them. They may overlap. They are not necessarily very sharp boundaries, you need to at least consider all four dimensions. Otherwise, your services might not meet the required level of quality or efficiency for your customers.
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So that's my four dimensions, the four things that I've got to keep in
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Balance is perhaps not the right word, because there's no implication there that have to be even but they're the four things that I need to consider and have the right amount of in order to deliver services.
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Okay, so my I tell three people so far, saying, okay, so good so far so good. I haven't seen anything really new yet, but I feel for the service value system is what's really really brand new and what it's doing is it's essentially we're throwing out the idea of the life cycle.
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Lots of reasons why they did that we won't go into them here in a night till foundation class. It's a good thing to talk about with an instructor in terms of kind of what happened there.
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But the whole idea is, we've got this new thing called the service value system and it starts with opportunity and demand and opportunity is that that void in the marketplace or that void in something that your customers need and the demand is then
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We've got a service and we need more of it value on the other side of this equation is the outcome, it's the result that we want to accomplish.
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And the service value system is made up of five components. The first component. Our guiding principles and guiding principles are those things that we're going to use to guide us in ambiguous situations.
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I'll talk about those in a little bit more depth in a moment for guiding principles things to give you direction.
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Governance is directing and controlling an organization. There's other governance frameworks out there like Kobe, but I, when I think of governance, I think of evaluating directing monitoring and controlling so governance is going to play a part here in the service value system.
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In the center is what's called the service value chain and in a couple moments I will expand more on the surface value chain, but it's the building blocks of those activities that you need to carry out over and over and over again in order to fulfill a specific
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Value Stream. So getting from opportunity, all the way through to value.
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Practices. Hey, maybe three people are probably going, huh practices. Kind of sounds familiar.
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I think of practices as processes with all of the four dimensions wrapped around them so practices is bigger than processes. When we take a look at the practices, you're going to see that incident management is a practice.
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Well incident management is a process to that in V3. The incident management process process only looked at inputs, outputs and steps we really didn't address the tools, the data.
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The people, the organization and those different aspects, is there a supplier that's coming in there. And if you think about it, I just mentioned.
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The four dimensions surrounding a process. So when I think of a practice. I think of process with all of the rest of the pieces and parts that make it happen.
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And then continual improvement. My V3 folks will recognize continual improvement we had CSI in version three, we now have continual improvement as a part of the service value system.
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You're going to see improve as a sub piece as well of the service value chain and you're going to see a practice called continual improvement. So it actually shows up three times. So you can see how important the idea of improvement is to it before.
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So the service value system and in one sentence. It's a system that facilitates the integration and coordination of various organizational components and activities and provides the strong unified value focus direction for the organization.
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Think of it as a template for accomplishing I like to look at it as a specific line of business and then this service value chain is going to give us a whole bunch of different value streams in order to accomplish those objectives.
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So let's take a little bit deeper look now at the idea of guiding principles. The guiding principle was that first component
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So a guiding principle, by definition, it's a recommendation, it's going to guide, an organization in all circumstances.
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Regardless of changes and goals strategies type of worker management structure. I like to look at it as being
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That general principle that's going to tell me what to do in ambiguous situation from a service management point of view, we're going to have seven specific ones.
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And the idea of these guiding principles is that they are sitting at the core of what I tell is about. It's going to support successful actions and good decision making for all of our services and how they're put together.
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So let's take a look at these seven and I will spend probably quite a few moments to kind of walking through what each one of these are and what they're about. So the first one is focus on value focus on value is asking questions like who is your customer.
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What do they value. And how do we as the service provider provide value to them.
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Now you notice there's a lot of focus there on the customer on the consumer on the business. There is also an aspect in focus on value on how is value provided for the service provider as well.
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So we have to recognize that, yes, the customer is king. But we, as a service provider to need to make sure that we are also getting value and typically we're going to think of value in terms of receiving funds.
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Perhaps your profit center and you have to make profit, maybe you're just recouping your budget.
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But the idea is that focus on value is primarily focused on the consumer and the customer, but the service provider matters, too. So it's a series of questions, a series of steps to make sure that we are providing value.
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The second guiding principle is start where you are.
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And start where you are is basically saying, Don't throw out which you've already got without going and looking to see, is there something of value to start off with there.
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I like to talk about remodeling a kitchen when you decide that your kitchen is reached its age of obsolescence. What do you do
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Do you automatically rip everything out, or do you take stock of what is still working in what is still usable.
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You want to do the same thing in a service management initiative.
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You have to take a look at and see, what do we already have isn't working. How well is it working should be replicating what is working or should we be throwing everything and starting from scratch.
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Part of start where you are also includes the idea of observed directly go out and take a look and see with your own two eyes, not just using measurements to see what is working, what isn't working.
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Progress interactively with feedback.
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This is about taking on smaller chunks of work gathering feedback as you go through each iteration. And what this does is to allow you to identify failures earlier, essentially, if you make a mistake, you can get it fixed. It's much better to spend a week of work.
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Deliver a minimal viable product, the absolute smallest amount of change that you can deliver that useful and see that it works when it met the customers needs.
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The idea of progress intuitively with feedback means fast, but it does not mean incomplete. So you have to focus in what is the minimum viable product.
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Collaborate and promote visibility.
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This is putting forth the different ideas and the different principles of understand your stakeholders get buy in, get trust understand different perspectives.
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And recognize that getting buy in and getting trusted doesn't necessarily mean consensus, if you have a lot of stakeholders, you're not going to be able to get consensus.
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But part of what this guiding principle talks about is how do we go about making sure that we do get people on board when we get people on board. We will be more successful.
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Thinking work holistically Verde seen the word holistic the four guiding principles.
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This principle is taking a look and recognizing that our systems and our services are very complex and we're going to recognize complexity.
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We're going to consider that we've got the whole and understand how are we going to get from point A to point B, taking into consideration all the working pieces and parts.
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Keep it simple and practical. This is the idea that we don't have to address every single possible exception it starting with the simple implementing that and then building on
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And then optimize and automate our last guiding principle is the idea that we need to understand what is it we do simplify it documented and then automate
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And the idea of automation is that we want to free up people to think deep thoughts. It's kind of the way that I like to think about things I want to free up people to do more.
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More thinking work rather than more wrote work to optimize and automate. So before you go out and you automate your incident management process. For example, you go through you. Make sure that you understand what it does, you simplify it, you documented and then you automate it
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So these are seven guiding principles that help service management to deliver value to their customers. So when you're delivering or when you're putting together your services you're keeping all of this in mind.
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So guiding principles was the top part of that service value system governance, I talked very briefly about governance is the idea of of evaluating directing monitoring and taking action and the very center of that service value system was the service value chain.
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I like to describe the service value chain is being the building blocks that we're going to put together and use over and over and over again in as many ways as we need to in order to deliver a product and a service to our customers in order to create value.
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At the bottom of the page. We've got the basically the high level definition of the service value chain. It's an operating model.
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That gives us the key activities in order to respond to demand and facilitate value creation and that's done through the creation of products and services.
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So we've got these six building blocks. And I do think of them as building blocks when I do a foundation class. I actually bring in my
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My kids LEGOs are actually big duper blocks so that they can see them through a camera and show how we can put these six different blocks together to create a tower or we can create a castle, or we can create a house.
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So the different building blocks. Let's start with plan, plan is understanding what is the vision.
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What direction are we going to go in at both at a strategic a tactical and at an operational level.
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And then like to move into engage engage is all about interactions with our stakeholders its relationships with stakeholders. It's where we gather all of the requirements.
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And if you think about resolving an incident. So you've got the service desk and the service desk takes a phone call. They are participating in the service value chain.
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Activity called engage because they're getting information from the customer. So when I think about engage. I think about any interaction with a customer or a user
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My third building block design in transition. This is where we lay down the blueprint of our service as well as move the service into the live environment.
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So my version three people are saying oh yeah I recognize that that service design service transition. Well, it's part of it. It's not all of it in design and transition is where we make sure that we're going to meet our customers and our users expectations for quality, cost and schedule.
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Your pain in build box is where we actually go out and either build hardware and software or we obtain it. So think about buying perhaps you're buying a completed component
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Or you're actually buying the service that you are then going to transition into the live environment, but it's the idea of this is where we get the stuff. And we make sure that all of our components meet the required level of expectations.
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We then have our deliver and support box and delivering support is where we actually deliver the service to the customer to the user to the consumer.
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I like to use the example I'll use the example of this webinar today. I am delivering to you right now the service.
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The transition of the service is when you logged in you made sure that your
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Your microphone was working, you made sure that your video was working Michelle may have needed to done some assistance in there to make sure that everything was working properly for you. That was transition
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That was the end of that design and transition box. Right now I am delivering and then our last portion down there is the improve
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By the way, this is the second time that we're bringing up the idea of improve. So we're always looking at ways to improve our service management capabilities and to improve our services.
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So we've talked briefly about the different areas of the service value system and the one that's now remaining is the idea of a practice.
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And a practice is a set of organizational resources for performing work or accomplishing an objective and you see all of my gears together or all the different gears improvement technology people process information.
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Do you see the guiding principles in there, guiding principles are overlaid inside of the practice the four dimensions sit inside of the practices.
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So each practice is going to support different service value chain activities in a single practice can support multiple ones. So let's take a look at what exactly that means
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Here are all of the different practices.
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And I till four they've been divided into four into three different groups general management practices service management and technical management.
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General management practices are those practices that came out of
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Just general management. The idea of security knowledge organizational change management project management risk management financial management. Those are all
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processes and practices that basically kind of existed before the idea of service management in the middle in the
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The sky blue boxes are service management practices those practices that are thought to have developed as a result of service management.
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We don't necessarily have to agree with that statement, but it's the way that it's being grouped. Okay. My background is I was once a techie tech. I was actually a DPA.
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And when I looked through some of these like capacity and availability. I think immediately technology.
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But as a technologist, we generally went through more tasks versus looking at things and to end. So looking at something like availability and capacity and performance end to end, puts it under more service management domain.
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Then we have technical management and technical management are those practices and processes that were basically developed more from technology.
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So we have a whole bunch of of practices out here for my V3 people if you take a look through these, you're going to recognize some of them.
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Some of them have been enhanced, some of them has been split, for example, service asset and configuration management is now service asset and configuration management releasing deployment is now two separate practices.
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So we've got the whole set here. Think of them as being processes with a whole bunch more important stuff broken up around there.
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Please take notice that the service desk is now a practice I till four does not break out people into groups called functions like they did in version three
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I think this is personally I think that this is an enhancement to the framework. I'm finding it very useful and explaining how everything fits together.
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So a whole bunch of them. Now there's 34 of them. They're out there nine are new. The rest of them in some way, shape, or form or resembling the processes that you knew in love in version three
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So each one of these can contribute. I'm going to go back a page here can contribute to the service value chain.
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Most people are familiar with the service desk. So think about a call coming into the service desk.
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The first thing that happens is engaged, we get the information from the, the user my keyboard my
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My L key is stuck. Okay, so what would happens, an incident ticket gets created by the service desk. The service desk contacts tech support and they obtain a new keyboard.
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They go and deliver that keyboard to the user. And now we have just stepped from engage to obtain build to just to transition to deliver and then this service desk talks to
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The person who raised the original incident and said, Is it been delivered. Are you now happy. So that would be 12345 different steps in a possible chain.
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Or you could create a brand new service and you'd go to engage to get the requirements, you'd go to plan to discuss funding, you'd go back to engage, get some more requirements. She'd go to design
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You would then go obtain and build and perhaps you find out you can't get what you need. You go back to design and transition and so on and so forth. Moving through the different aspects of the service value chain.
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So that's part of the, the new value, this idea of service value change and service value systems is bringing into the title for framework.
41:36
So lots of practices that you can dive into and find more information about
41:43
First, take a quick look at how the AI tool for qualification has changed from version three. So my version three folks that are out there if you are somebody that has completed. I tell experts.
41:58
There is a a managing professional transition course for I told experts or those that are very close to it expert to transition directly into kind of the equivalent. It's not exactly an equivalent, but it's close called the managing professional
42:14
I took for has simplified their qualification scheme. It is based on it for foundation. There are five different intermediate modules in each one is basically standalone
42:30
If you desire to have a broad base the item management professional requires four modules to be completed the three labeled specialist plus one labeled strategist.
42:42
If your main role is in the area of leadership and you wanted to be designated an ideal strategic leader.
42:50
You would also need the strategist model and the ideal leader. So there's two separate tracks. You can do just one module, because it's what you do, perhaps create deliverance support is what fits in your day to day job.
43:04
Or perhaps you just want to learn more about how it fits in with Agile, that would be under high velocity. It
43:13
If you have specific questions on you know how many credits, what I want, etc. Feel free to give a shout out at that
43:21
Where are we today I tool for foundation was released in February and in a moment I will show you some of the availability of that particular module.
43:32
The I tell managing professional transition for those that are idle experts are being either has been or is being released October 3 so that's literally hot off the presses.
43:46
And create deliver and support and direct plan and improve is coming out FOURTH QUARTER OF 2019 and then the remainder of the modules or the first quarter of 2020
43:59
These other release dates from the your creditor and from the owner of it which is excellence in people serve. So this is not training provider dates. These are things that are coming out from excellence.
44:15
So getting it. You started exit certified as a number of courses already on the books I took four foundations certification training.
44:25
Is a three day long course it's labeled course 1199 the next two are September 30 and October 7 there is a much larger calendar out there.
44:35
And I till four foundation bridge training. So if you are already version three certified and you are fairly up to date on what was going on in version three, there is a one day bridge course.
44:49
And the next offer dates are November 4 in November 14 and on there. Are your links. If you have other questions regarding specific training dates, please do contact your exit certified training specialist
45:04
Questions I kind of leave it there. So your links are there, but I'll answer whatever questions have popped up.
user avatar Michelle Coppens :: Webinar Producer
45:13
Thanks so much. SANDY I so open call to all attendees in the room. Now's your chance to ask any specific questions you might have.
45:22
You'll find the Q AMP a box at the bottom of your screen. And you should also see that I posted the link to all i till courses with exit certified in the chat window.
default user avatar Sandra Kelly
45:37
Oh, there's got to be some questions out there.
user avatar Michelle Coppens :: Webinar Producer
45:46
All right, we do have a question. So Sandy is I tell for better than I, till three
default user avatar Sandra Kelly
45:54
Oh, that's a loaded question. Um, is it better. I think that I tool for is has resolved, some of the
46:08
Inconsistency is perhaps or some of the open questions that were out there in terms of what was going on in V3.
46:19
V3 was built on the life cycle. And what happened with V3 in the life cycle is that a lot of organizations implemented in a siloed manner.
46:29
I'm a very visual person. So I kind of like have to take a step back. So people implemented this way.
46:35
And instead of thinking about it as being sliding planes that you could move from strategy to design back to strategy up to transition, etc.
46:44
And what I told for does by taking away that that artificial construct of of the life cycle phases and putting together the building blocks. I think that it helps to understand how to best use the framework. And I think that's a big plus. And
47:06
We're really in a kind of in a state of flux. I don't expect. Not everything has been completely published yet for the general public in terms of practices.
47:17
The practices are for the most part, expected to look very much like the old processes.
47:24
And I like to use the word the processes on steroids, it's filling in the blanks, because there were blanks in there. So I think that's really good. Everything has to evolve. Right. And in version three. Let's face it, the last revision was
47:43
Really the foundation of it and a lot has changed in 11 years so i think i took four is really good and stepping up to those changes. What's in version three is still really, really good and I till four is building on it.
47:59
So that's your console classic consultants answer right. It depends. I think it's a good thing, personally.
user avatar Michelle Coppens :: Webinar Producer
48:09
Thanks so much for the insights. We do have some time for more questions. So if anybody has any burning questions go ahead and post them in the Q AMP a box or post them in the chat window.
default user avatar Sandra Kelly
48:21
And one thing that I didn't mention my people putting those questions in the, the three day versions actually both versions include the certification exam voucher that go with them.
48:34
The three day the three day version. Basically the exam is done on the afternoon of the third day
48:41
If you take the exam in person. If you do it via the web, then you get a voucher to take it. You can take it that afternoon or you can take it.
48:51
at your convenience, but one day bridge is a full day of books a conversation
48:59
On it before and getting you ready for the exam, but you are issued a voucher to take it. Yeah, there's just not enough time to digest all of the changes from three to four in one day and do the exam, the same day.
49:12
So both of those courses do include that exam voucher which is pretty important.
user avatar Michelle Coppens :: Webinar Producer
49:21
Thank you once again, Sandra for a very insightful, look at the differences between I tell three to I tell for
49:30
Just as a reminder to all of our attendees we recorded this webinar and we're going to send a copy to each of you. By the end of the week.
49:38
If you have any questions or want to reach out to learn more about it, trading. To learn more about exit certified or training.
49:46
Virtually on our MVP platform, please don't hesitate to reach out. We'll hang out in this room for a little bit longer but that does conclude our webinar. Thank you all so much hope you enjoy your afternoon.
default user avatar Sandra Kelly
49:58
Thank you all.
user avatar Michelle Coppens :: Webinar Producer
50:02
All right, Sandy. We have another question. So someone who is new to it. Well, because I tell for foundation require any educational requirements to start the course and sit for the exam.
default user avatar Sandra Kelly
50:15
Nope, I get people in there that are 30 years in it and I get people straight out of school and I have also get business analysts.
50:28
Doesn't matter. We start with the basics. We start with the definitions and we then we build on top of that.
50:36
Absolutely nothing is required in there in fact that my business analysts that come in with absolutely no preconceived knowledge is about it, other than the fact that they're a user, they do just fine.
user avatar Michelle Coppens :: Webinar Producer
50:55
Thanks again for that insight.
51:04
Alright, another question will take in the course prepare you for the exam, right away or sit further. So are there further study or reading materials normally required to take that exam.
default user avatar Sandra Kelly
51:17
So I always tell my foundation classes that if you are present and do the activities and give me 45 minutes to an hour of study time on the two evenings, you are well prepared and and
51:36
Have everything that you need in order to pass that exam. Some people
51:41
There. So it's a 40 question, multiple choice straightforward ABC D exam, you don't get minus points or gradient or anything like that. It's kind of your, your traditional multiple choice exam.
51:54
It's, you have to get a 65% so that's 26 out of 40 if you are a person who is striving for a 38 out of 40 then maybe you want to take an extra day to review.
52:07
Or spend more than, you know, an hour, maybe you want to spend two hours a night reviewing I always recommend that you set aside some time.
52:16
each evening to review the material, but everything that you need to know you. Are you comes out of that course. And there is a workbook that comes with the the slides that make sure that there's good solid understanding of all of the different points.
default user avatar Unknown Speaker
52:34
That's great. Thank you.
user avatar Michelle Coppens :: Webinar Producer
52:46
The floor is open for any questions. I see some of our attendees leaving the room. Just want to thank you once again for taking a time out of your day to sit with us and learn about I till four
52:58
If you come up with a question later on today or throughout the week. Definitely don't hesitate to reach out to us.
53:04
Our contact information is on our website that I've posted in the chat. And it's also on that email you use or received when you registered for today's webinar. Sandra. It's been a pleasure. Thank you so much.
default user avatar Sandra Kelly
53:17
Thank you. Thank you for having me.