ÃÛ¶¹ÊÓƵ

Transcript

Hi everybody. Welcome to the ÃÛ¶¹ÊÓƵ Workfront Virtual User Group. I’m so excited. We’re going to do Workfront System Maintenance. I already see some people that I know, but I’m very excited about that. So welcome, welcome. Because we have so much awesome content to get through, I’m actually going to get started. I promise if you have colleagues that are joining just a little bit later, we’ll go slow through this part so they can join in all the good juiciness. But to get started, hi, my name is Summer Shelton. I have longer hair than I did there. So that’s fun. I’m a Principal Customer Success Manager with Workfront. I have worked first for Workfront for about three and a half years, and now with ÃÛ¶¹ÊÓƵ for a wonderful six months. I’m super excited because the people that are going to be on this panel that are introduced in just a second, I’ve gotten to work with all of them for at least a couple of years, sometimes as co-workers, sometimes as customers that I’m supporting. But I’m lucky to call them all colleagues. So I’m super excited for you to meet them if you haven’t before. Just to call this out and to make the lawyers happy, this session is being recorded and will be made available to customers after the event. So that means if you hear some really great juicy content and you’re like, oh shoot, I forgot to write it down, it will be recorded and you can join it. You can look it up after the fact. To go over our agenda, this is the welcome and agenda part of our agenda. Then we’re going to dive into what is system maintenance, and I actually really love the definition that Skye pulls for that. Then our awesome panelists are going to dive into a discussion. This is a little bit different than how we’ve done them in the past, in that we’re not going to have a breakout group. We’re just going to all be together learning. Please ask your questions as you come up with them in the chat, and I’ll just post them to our panelists. So it’s all very big and juicy and meaty. Then if there are some that we have left over for the end, we’ll dive into that and then we’ll do wrap up and next steps. Then look, the meeting ends. It’s going to fly by 90 minutes. So to start with, what I’d love to do is for everybody to shout out, first, your company, role, and location, what you hope to take away from today, and what is your favorite Olympic sport. So please type that into the chat. I already said my company, role, location. I’m located in Utah. Today, I hope to take away great stuff that I can share with other customers, because this system maintenance is something that we worry about all the time and we’re diving into because we want you to have an optimized experience. Finally, my favorite Olympic sport. I was born right before the Montreal Olympics and I have pictures of my dad holding me screaming at the TV as an infant watching boxing. However, that is not my favorite. I go like this when it’s on. I have to say I love the random ones. I watched Tae Kwon Do, I watched the canoeing and stuff like that. I love anything and everything that shows people’s passion and dedication, which brings us to our panelists. Let me just look through the chat. Actually, the chat isn’t pulling up for me right now, but there we go. Kristin, can you maybe call out some of the fun Olympic things? Gymnastics. I can. There’s some really good ones. Rachelle is in Tucson. She’s really looking for guidance on best practices for system maintenance and gymnastics all the way. There was some Simone Biles news this morning. I don’t know if everybody saw that. Corey is really excited. I just want to go right to the Olympic stuff, but I also know you guys are here for system admin things as well. How to help customers with longevity of their work, also swimming. I should also mention since I’m multitasking here as the team’s admin, you have the ability to come on and off mute yourself. I would just say since we have such a big group, remember to mute yourself when you’re not speaking, though I can mute you all. I have that power. She does. Let’s see. I’ll say one more. Lots of gymnastics. Marla, it’s scrolling too fast. Marla, I saw yours and then I lost it. Sarah swimming. It’s a lot of swimming and gymnastics and a lot of folks excited to just hear what other people are doing in terms of admin best practices. Well, along those lines, we brought our own Olympians to this. I’m so excited. We’re going to have Skye Hansen and William English from T-Mobile, who I get to work with and they’re phenomenal. Then we also have Sean Lautenstock and Ryan Eaton, who worked for ÃÛ¶¹ÊÓƵ Workfront. You’re going to get the perspective of both customer and Workfront. Spoiler alert, we were our own worst enemy when it came to our implementation of Workfront. Even though Skye and William have it super dialed in, you’re going to get to hear a story of people who maybe didn’t quite so much. First, I’m going to let Skye and William talk a little bit about themselves. Skye, you want to take this? Yeah, for sure. Can you hear me okay? Yes. Awesome. Hi, everyone. I’m Skye. I’ve been using Workfront now since probably 2014. Started work at T-Mobile in 2020 in March. Funny story, I was there for four days and then they sent me home forever. I was concerned, but then they sent everyone else home too. So that was much better. I have made plenty of mistakes. I continue to make mistakes every day. Every day is a learning experience, but this is my third instance. And I’m pretty happy with the way things are going. I flashed some quick stats up on our intro slide. I’m not going to read through that, but funny story, those request queues, you would think that the queue topics are evenly scattered throughout. But no, we have one request queue with 1100 queue topics, and then there are other request queues with no queue topics. So there you go. William? Thanks, Skye. Hi, everybody. I’m William, and I’ve been working with Workfront since, oh, maybe 2017 or so. And this is my second instance. And I would really reiterate what Skye said about the continuous learning journey. And we still talk amongst one another and say, man, if I can go back and do it again, I just do it this way. And we’re only talking about like three weeks ago. So, yeah, we’re constantly reinventing our instance and how we think the most optimal way for it to work is. And system maintenance plays a big part in that. And the more effectively it’s maintained, the easier it is to kind of rebuild it according to a new vision. Awesome. Thank you so much, both of you. And then I’m going to have Sean and Ryan introduce themselves and talk through just really high level some of these quick steps. Yeah, I’ll go ahead and start, Ryan. Welcome, everyone. Really glad you guys are here. This picture of mine is, I think, about nine years old. So I look a lot older now. But, yeah, so I’ve been with Workfront, the company, for a little over nine years, back when we were called Atast. So I’ve gone through three name changes now, Atast to Workfront to ÃÛ¶¹ÊÓƵ Workfront. And it’s been an awesome nine years. For about seven of those nine years, I was the global system administrator for our internal instance of Workfront, which we call Hub. And so you can see some statistics here about Hub. And now Ryan and I, he can talk a little bit more about that, but Ryan and I are working on moving our Hub instance over to the ÃÛ¶¹ÊÓƵ instance, which you can see is going to have 30,000 plus users at some point and will be the largest instance in existence. So, yeah, that’s a fun project that Ryan and I are working on. Yeah, fun. Big quotes. So I’ve been using Atast Workfronts probably since 2011. I joined Workfront in 2013, and I was a consultant for a long time traveling around and seeing a lot of different customers. So when you talk about instances I’ve been part of, it’s been too many. And then I kind of moved around inside of Workfronts at that time and eventually became responsible for a particular department. And Sean was the system admin. I said, I want things to change because I was being super selfish. And I was like, can I change this? Can I change this? Can I ask too many questions? And eventually Sean was just like, here, just do it. So I kind of wrestled those responsibilities away from him. And now I’m trying to lead the basically what we call our Customer Zero Initiative, where we’re deploying Workfronts across all of ÃÛ¶¹ÊÓƵ and lots of different use cases there. We’re trying to figure it all out, really trying to work on our enterprise administration because it’s just a lot of people. We’ve got to try to get all into one environment and play nicely together.

So as we go through this, I’ll be talking a lot about scalability and automation. So if you have any questions in that regard, I’ll be your person.

Stay dialed in. Stay tuned. OK, so what is system maintenance? I’m going to read the first part. System maintenance is an ongoing, as a CSM, I’m going to pitch that, ongoing activity, which includes actions to remove design errors, update documentation, testing and user support. It can be categorized into three different things. One, corrective maintenance, removing errors, which might have occurred due to faulty design or wrong assumptions. And just so you know, I’ve worked with, I don’t know, over 100 customers and I have yet to see anybody launch and have to do zero corrective maintenance because you just learn things that you don’t know. So you’re like, whoops, maybe not. And then adaptive maintenance. This is where you’re really taking into account users needs, organizational changes. This is where your process changes come into effect. So you’re adapting to your new environment. And then perfective maintenance. Performance enhancements that include new tools and integrations. We’re probably going to hear about fusion. You just heard Ryan mention automation and things like that. That’s really where the perfective maintenance comes in. So I love that it’s broken down into three things. And you can see that none of them say system administrator’s fault. So that’s exciting. You don’t have to take it personally. This is, everybody’s doing it. The first question that I have for our panelists is, when you’re first setting up a work front instance, what are the most important elements to consider to make it easier to maintain in the long run? And I’m going to let William start us off.

Thank you Summer. So the most important thing I’ve learned is to design for scalability.

Every new instance that I’ve been in, it’s a team that’s acquired work front for themselves. They saw how great it is. They procured it and they started building it. And they think this is awesome. We have this thing that’s all our own and we can customize it any way we want. And it’s so awesome that other teams in the same company say, you know what, that looks really cool. We want in on that. And so the more the merrier, and an instance grows from 100 to 200 to 1000 to 5000 users.

And when it was initially built, it was only ever built with the vision of a team of maybe 100 people using it. So people aren’t accounting for, if I enter this custom field in my form, let’s say request type, this is an example I always draw on, is that smart? And it makes sense in the moment. But what happens is that field request type makes perfect sense for your team. But then what happens when you bring in a second or a third or a fourth team, they have their own request processes, their own request queues. They need to understand what is the request type being sent to them. And what happened at T-Mobile in the early days is the admin at the time would just get ever more creative. Like, oh, I can’t call this request type because it’s already taken. So I’m gonna call this other one type of request and then get really creative with some of the names. And one of the first things I had to do was kind of standardize that and implement solution codes. So there’s maybe 20 different request types, but each of them are prefixed with the team that has ownership of that field. So they can govern what are the values that are in there and everyone’s kind of playing in their own sandbox. And that is important in everything that you build, in your portfolio structure, in your custom forms, in your fields, is your job roles, your teams, plan for the eventual scenario that your entire company is someday going to use Workfront. Because if you just design it for your team and only satisfy their needs, you’re gonna be constantly rebuilding it and it’s gonna be a big headache. So that’s a big piece of advice.

And the second thing is just because you can, it doesn’t mean you should. We really embrace that philosophy. Workfront has so many features and capabilities and it’s really hard to resist using all of them all at once simply because they exist. And we’ve done that, it just becomes more to maintain. And I think we’ll talk a little bit later about those maintenance costs.

For us, custom statuses, that is something that’s been around in Workfront for several years now. And we have teams that come to us and say, oh, you know what, this status of active isn’t really quite descriptive enough for us. We need another custom status. And as soon as they find out that they can have one, then they want 10. And we had some really creative custom statuses that teams decided they needed. And we had to put an end to it and say, you know what, no more custom statuses. Instead, we’re gonna let you track that, but we’re going to track that in the custom forms as opposed to statuses, unless you can argue a reason why it has to be a status. So that maybe there is an approval flow tied to that or some other logistical reason why it has to be a status and it can’t be in the custom form.

And then lastly, having a universal form attached to as many objects as you can in your system will really help you be able to retrieve records as you need them to perform that maintenance. So all of our issues, all of our projects, all of our tasks, all of our users, all have a singular custom form attached to them. And these are exclusively calculated fields. Say exclusively, it’s probably 99% calculated fields. And this really helps us in our reporting in being able to quickly identify records that we want to perform system maintenance on. So design for scalability, your whole company is going to use this someday. So plan for that. Don’t use every bell and whistle until you have a real reason to use them and definitely leverage universal forms. Those are my top three.

I’ll pass it off to Skye. Thank you. Although you’re a hard act to follow, William.

So going back one slide, I want to talk a little bit about correct, no, adaptive maintenance. Is it adaptive maintenance? Yep. So this concept of things change, things change all the time. Sometimes people change their minds. Sometimes your entire company changes. Sometimes you get swallowed by a bigger company. And when that happens, we have to do some adaptive maintenance to bring things back in line. So what I want to talk about with this first slide is that concept of, hey, can you guys be a little bit more organized in the system? So you take what William says, which is try and make sure that the fields that are being used by a particular team or a particular process in the system has what we call a solution code, that acronym at the beginning, that kind of identifies exactly who is using it. And you take that one step further. So start making sure that everything in your system is somehow that there’s kind of a little breadcrumb trail for yourself back to why this thing is in the system. So we do that a lot in the setup area by utilizing description fields where necessary. So for instance, our custom forms all have little, in the description it says things like, well, we’re using it for this solution code, or it was created at this time. This isn’t being used right now. So if it’s not being used in 90 days, let’s delete it. We have it in our teams, on our job roles, everything that has a description field on it and isn’t visible to the end user, we utilize. A lot of times, what we’re putting in the description field are, in terms of usage, we have three or four main usages. So we say something is being used for sharing purposes, for routing purposes, for reporting purposes, that kind of thing, or it’s being used by a vendor.

Aside from that, William and I also created a little takeaway item for you guys in summer, if you wanna flash up the next screen just really briefly. It turned into a really big spreadsheet. If you can read it, then I’m really impressed. I can’t read anything. But it’s basically a spreadsheet of what’s some of the main areas in your setup page. I think when I think about organization being organized, it goes all the way to that setup area. And so these are just calling out some of the main areas and then some of the dos and don’ts. And if I happen to think of some handy reports or some good links, I also included that on the far right column.

Let’s see, am I passing it off to Sean? Yeah, I’ll take it. Okay.

I think my advice I would sum up in three words, governance, governance, governance. I, you know, over the years, I’ve discovered how important governance is because of how out of control our system was at War Front.

When I first took over as the global system administrator, for our instance, we had nearly 100 system administrators in the system. And so for a company that at the time had about six or 700 employees, you can imagine how quickly things might get out of control in a system when nearly 20% of the people using the system can do anything they want whenever they want.

And so, yeah, we got out of control pretty quick, but over the, you know, not too long after we started developing some controls around that, we were able to get our number of system administrators down to a manageable level. We were able to establish group administrators, one or two group administrators that were assigned to each department in the company. Also keep in mind that Workfront is, our instance of Workfront was the oldest instance of Workfront in existence. And so not only was it out of control, but there was a lot of just old data in there that hadn’t been relevant for years, you know, and the group administrators really helped be able to keep control of the different areas that they were over. As part of that, you know, we obviously we created a governance board and initially in that governance board, we were meeting once a week. And as we worked on things, cleanup issues and things like that, we were able to get it out to a cadence of about once a month is where we meet now. And so I would highly, highly suggest if you have not set up a governance board for maintenance of your system, you really need to do that. It helps you to be able to stay on top of what’s going on. It helps you control things that it may have been out of control and it helps you be able to get assistance so that this isn’t all on you as a system administrator, you know, to maintain your system. And so I would do that right from the beginning.

Our group administrators are awesome. We have to change them in and out once in a while, but they’re great. And we’ve taken them through some training so that they understand, you know, how to do things. One other thing I would say, Ryan and I are going through this right now. He might talk about this a little bit more, but we are in the process, as we mentioned earlier, we’re in the process of essentially moving or merging our hub instance over to the ÃÛ¶¹ÊÓƵ instance, which we’re terming customer zero, as Ryan mentioned earlier. And because of that, this is happening, this very thing is happening for us right now in real time. We’re essentially setting up a new system, if you will. There are things set up in the ÃÛ¶¹ÊÓƵ instance already, but we are trying to figure out how do we govern this instance. And as part of that, we’ve been meeting quite, you know, on a weekly basis and going through all of the different things that we need to have covered. What are access levels going to look like in this system? What are layout templates going to look like in this system? Who’s going to be allowed to create a request queue? Who’s going to own which areas? And so it’s just been a really fun process for us to go through and say, okay, what is our naming convention going to be for custom forms? How many access levels are we going to allow to have in the system? And what are they going to do and who’s going to get them, right? And so that’s been great. So I would, again, encourage you to establish policy upfront, certainly around those types of items, because they can quickly get out of control if you don’t. Hey, Sean, I have a couple of questions for you. What kind of pushback did you experience as you proposed some of these best practices? How excited were those hundred people to find out they weren’t going to be system administrators anymore? And how did you manage that pushback? And what would you recommend for success? So yeah, that’s a great question. I did definitely get some pushback on that. Imagine you’re an employee that has been with the company for 10 years, and you’ve had system administrator access for 10 years into the system, and then suddenly somebody comes in and tells you you’re no longer going to have that access, right? It almost feels like you got a benefit taken away, right? And so, yeah, there were certainly some pushback on that.

But ultimately, what we had to do was get, the key in all of that was having executive backing, right? So I had to go to our CEO, and essentially the executive team present what I wanted to do and what my plan was with this, and they approved it and they backed it. And so the nice thing about that is I can, if somebody wants to push back, I can always go, I can always escalate that if I need to. I will say that probably 90% of the people who had system administrator access taken away were okay with that. They handled it well and realized that that was something that needed to happen in the system. It was mainly that 10% out there that kind of was used to doing everything for everybody. Having the group administrator program really helped with that because I could always push back on them and say, well, we don’t really need you to help John Doe create a custom form anymore because we have Jane Doe over here who is our group administrator for this group, and that’s part of their job, right? Ah, that answers Hannah’s question, which was at what point in time did you introduce group administrators and how did you ensure that those group admins were trained in adhering to best practices? Look at you, reading people’s minds. Good job, Sean.

And we’re gonna have our plan with ÃÛ¶¹ÊÓƵ because we’re creating new group admins right now and our plan is to have them go through system administrator bootcamp so that they have a really good understanding of the system.

Ryan can talk about this, but they’ll roll up into higher level reporting. And so anyway, maybe that’s a good segue for Ryan.

Yeah, so some of this is, I think, about questions that are a bit later, but definitely group admins is a great thing.

Taking away the system admin part or telling people that they can’t create custom fields or custom forms is a pretty big shock in a lot of cases because they like creating their random ones. But I’m gonna stress this tremendously, don’t configure anything you don’t need to. You end up with a lot of extra stuff, especially things like paragraph long custom fields that are completely useless because nobody will be able to report on them. They don’t have a whole lot of efficacy.

Repeating a lot of what the other people have said is, keep it very metered, keep it scalable. Imagine any temporary process can quickly become a permanent process. And if you create something that’s pretty labor intensive, like if it’s gonna take you a long time to do this every time, can you do it if there were 100 times the number of things? Imagine everything in the system will grow 100 fold. Can you still maintain whatever you’re doing? If it’s temporary, make sure you identify it as temporary so that you can remove it or revise it whenever you need to because you will need to revise stuff, you’ll need to change things and plan for that change.

Now, should I go into the group administrator stuff and what we’re doing with Customer Zero now, or should I hold off? I’d say that we can hold off because Doug actually asked a question, which Doug, we’re not ignoring you, but we’re gonna get to you on question three, just you wait, hold on, it’s coming, knowledge. Ryan, since you’re talking, I’d love to pose question two to you, which is once your Workfront instance is up and running, how do you maintain it on a daily, weekly, monthly basis? And daily is gonna freak some people out, I’m just gonna say that. Don’t, if I have to look at it daily, I have screwed something up. I have not done something appropriately. If I’ve got to go in there and look at something every day, if I’ve got to even look at it weekly, there’s probably still something, that maybe when you first launch it, there’s some stuff that you kind of fine tune and you evaluate it. But once you’ve launched a process or launched a group, a department, whatever it is, if you’ve got to look at it on a regular basis, there’s something wrong.

I try to avoid like, yeah, there’s audit reports, but if I have to build an audit report, there’s some standard thing that keeps happening, that’s a problem. And I automate it.

If there’s those types of things, like if there is something that goes sideways, I try to get as many notifications or be able to identify quickly that there’s a problem. But oftentimes if the resolution is something that’s just, oh, this needs to happen, I just have it happen automatically. So things like, hey, there was a user created, they didn’t have that standard custom form attached to it. Attach the custom form, done. So I don’t have to go in there and check, find all the users that don’t have the custom form and then manually add the custom. That’s just too much work for me, I’m lazy. I just set up automation, search for the users. If the user exists, attach a custom form. Oh, there needs to be a new user. They fill out a form, that’s a request. The Fusion automation picks it up. If it’s approved or whatever, if it needs to go through any of that, it automatically creates the user, copies it from an existing user, copies over all the appropriate settings, done. I don’t have to adjust it. Brian, somebody just asked, do they need Fusion to automate those things? You mentioned Fusion, is that required for that level of automation right now? Yes, for most of that, you absolutely have to have Fusion. I mean, Fusion is the automation platform. It does integrations, but it also does automations. You can do integrations, effectively picking up information from Workfront and putting it back to Workfront. We’ve also got a bunch that goes between different instances of Workfront. So we go to partner instances, pull their log time, put it into our instance, right? And so we have those cross-instance processes, but it does all require Fusion. Or you could do custom API coding if you prefer, but that’s a much bigger lift in most cases.

I’ll go ahead and speak to that. And I agree that if you’re needing to check something daily, that is a prime candidate for automation. I’ve worked both with and without Fusion. And I tell you what, life is a heck of a lot easier with Fusion in it. And we have dozens and dozens and dozens of scenarios. The majority of them are to enable Workfront automation, not necessarily integrating with other platforms, which we do use that for, but it’s almost exclusively for Workfront to Workfront actions. And it has saved us countless time. It’s also enabled a lot of things that would have never been possible. And I’ll speak to a couple of those in just a moment. But another thing that I recommend, we do in our company perform a weekly meeting where we review audit reports and we say, okay, every Friday, let’s have the admins get together. We have another admin that works alongside us. And we all kind of review, what are the new portfolios that have been spun up this week? What are the new reports, dashboards, project templates? And we have filters applied that if we know that they already meet all the criteria, we don’t even bother reviewing them, but we flag them. They have, you know what, this dashboard was created, but it doesn’t meet all the criteria that we want in order for it to exist. So let’s just understand it, good chance that one of us three created it. So we’ll discuss it, especially for project templates. Did this template exist with the portfolio assignment, with the correct group assignment, all those things that we want our templates to have. And that’s a good weekly exercise. Something else that you can do and that we do is to have these reports mailed to you and they kind of fall into two buckets. One is what are the deprecated things? What’s really stagnant and probably needs your attention because it’s just no longer being used. So that could be a user report of people with paid licenses, but they haven’t logged in for six months. That is a scenario where, you know what, they aren’t using their paid license. Let’s go ahead and make them a reviewer and that will free up a seat for someone who’s more active in the system. And then another reports, the new things that have been created. So if you don’t have the time or the luxury of a weekly meeting to review these things, you can just have that report generated weekly and sent to you.

Then, do do do, sorry, bear with me here.

Yeah, that and then going back to Fusion, we use it for a ton of stuff. Let’s say you have a workflow where you can’t necessarily assign a specific portfolio or program to the project template, because it might be a number of portfolios or programs and you are really relying on the user who’s converting the project to always consistently put in that portfolio and program. Well, we’re all human, we all make mistakes and so that is overlooked a lot. So we have a scenario that will go in and say, oh, you know what, this one didn’t, we actually have taken that off the shoulders of those users. The scenario will look at the original request and from that request, derive what portfolio and program that project should be attributed to. And so that saves the user time, it guarantees us more consistency. And that’s been a lifesaver. You can also do things, so system maintenance, custom forms and custom fields. We have thousands of custom fields, hundreds of custom forms. Obviously, a lot of that stuff is not used every day. So using the API, which is really, really capable, you need a tool like Fusion to exploit the API. So we use that to run reports like, you know what, show me all of the fields that exist in our instance, that no value has been entered in at least a year. And how an or no value maybe has ever been entered or a value has been entered, but only three times. And you can use any combination of that logic to surface your fields and your forms that just aren’t getting used. And that is a great way to flag the objects that are just creating noise in your system. And William, when you identify one of those, is it, somebody asked, is it good to retire and deactivate the custom form or field or to remove them completely? Yeah, so Skye has a great practice that she brought to our instance where she’ll flag it with just by adding delete to the name itself. And then she’ll put a date. So let’s say we flagged it today, July 27th, she’ll tag it with delete, you know, October 27. And it’ll hang out in the system for a little while longer. We’re not in a rush to delete it necessarily because we can’t bring it back. And that gives users an opportunity if they see that in their data, they’re like, oh, this is gonna get deleted. And that gives them a chance to reach out to us and help us understand, no, I need that or don’t do that just yet. And we can plan around that. And then it also really simplifies the process of searching for items that can see that keyword delete. And we can do that in bulk. And do you actually delete it or do you deactivate it? We prefer to delete where we have a high degree of confidence that there’s no risk. There are times that you simply have to deactivate, but we do delete where possible. Okay. Yeah, and it tends to be a stepped process as well. So we’ll try and remove as many permissions as possible first. So for instance, if it’s a report, we’ll unshare the report from everyone and then see if anyone notices. And then if nobody notices that something is gone after three months, we eventually delete it. We also, we work as part of a team. So it’s not just us doing implementations. I know on the first slide, we said, we as a team do, we did 33 implementations last year. So in other words, last year, 33 teams came over and said, hey, I’m already in the system, but I need you to do a significant change or I’m not in the system at all. And here’s what we want you to do. We partner with a strategist who is more on the business side. And usually what will happen is if we decide that we need to deprecate something, we’ll let the strategist know, and they’ll just check in with the team’s me and say, it feels like you’re not using these reports or you’re not using these forms. You’re not using this particular field in a form. So we’re gonna delete it.

Awesome. So ultimately it’s that end user that has the ability to say, well, we actually need it for this purpose. In which case sometimes we make them prove, I mean, if it’s zero use, then it’s no brainer. It just gets deleted. Well, that’s fantastic. There’s always an exchange for data and value. You know, if you’ve got fields in the system that you’re not using anymore and they’re just cluttering it up and it’s causing you more work to maintain and just like work around it. Like you want to reuse the field for a completely different use, but it has the same name or label, then it ends up becoming more work. It’s actually a negative value to keep that field in the system if you think about it those way, in those terms. So well, usually I’m like, don’t delete anything. Don’t delete anything. Just deactivate it. For most custom forms, I say deactivate it. But if there’s a field in the system that’s not on any custom forms anymore, that has absolutely no value. There’s no store data related to it. It’s just taking up space.

Sorry, William, to break in there. Are you done with your part? Yes.

So I’ll pick it up from there. Summer, I’m going to have you flash the screenshot up on the screen for folks to have a break from this screen. I’m not going to talk about it just yet, but what we have on the screen is just kind of a small list of some of our more fun reports or some of the reports we find to be a little bit more useful.

When we go back and we look at the, and Summer, I’m not going to have you do this, but when you think back on the definition of maintenance, the topic that all four of us are dancing around here is that you need to be very organized in the system so you can find everything for the maintenance, but it also really, really helps if there’s as little in the system as possible. So that’s why we start talking about, hey, if stuff isn’t being used, please delete it. It’s because when you come in and you have to do that corrective maintenance or you have to do that adaptive maintenance, wouldn’t it be much easier if there weren’t a whole bunch of inactive users in the system that you had to update or a whole bunch of projects where it’s kind of like, well, this stuff is super, super old. It’s from three years ago. We don’t really need the information anymore. So just kind of keeping on top of that makes it possible for you to do the maintenance that you have to do faster. The other thing that this list of reports brought up is for me, I think the message that we want to send across to system administrators is really, if you don’t know how to do reporting, it makes it really, really difficult for you to do your job. And part of your job is system maintenance. So basically what we’re saying is if you don’t know how to make reports, how are you ever going to do system maintenance quickly? Yes. I have a question on your list of reports that you have up here. Are these reports that you can just run using traditional work front reporting or do you need to leverage Fusion for these? These are all traditional work front reports, but they all use some combination of text mode in some way. I think there are a couple there that don’t, but the majority of these probably use text mode and we’re not talking the simple text mode. We’re talking a good knowledge of either collections or the existing statements. Which is a great plug for the intermediate work front bootcamp, which we will put a link to in the chat after this is loaded onto the community page so that you can see that, but text mode reporting is something they really dive into. And I’ve noticed that there’s been some kind of reporting type questions in the chat. That is a great option. And I also want to plug, you can call work front support and ask how do I do this? And they love to answer pretty simple questions like that. So call support. Don’t you don’t need, I mean, you can submit a ticket or call, but yeah. Yeah, you can actually probably take this list and say, oh, I don’t know how to do the proof licensed permission profiles. And then just call up the help desk and say, Sky said you should be able to do this using a report and I can’t do it.

And you also can throw it in the community. And we have people like Doug Denhove that love to answer these types of questions. So yes. Oh, and Summer, I did tell a little lie. The custom forms and custom fields one, those are being created using Fusion. So those definitely can’t use. Because there was a question about custom fields. And so you answered that perfect. Yep. I’ll interject too and say templates, depending on how you use templates, you may apply templates on top of templates. And in that situation, you don’t necessarily know if a template’s being used or not because the project will only record the first template that was applied to the project. So you may have a secondary or tertiary templates out there and it’s impossible to know if they’re really getting leveraged or not. And so we use Fusion to actually track all of the templates that are ever applied to a project throughout its existence even if you’ve taken like the train car approach and you’re applying five or six or so many. And then that gives us insight into whether the templates are actually getting used. Yep, that’s true as well. So templates not being used, that’s kind of a half lie.

If you really wanted a workaround where Fusion was concerned, if you for some reason can’t splash out and get it, I would just say, again, be really organized. If you identify from the get-go that a template is gonna be secondary or tertiary, to just list that somewhere on the template that this is being used as a secondary template and not to delete it even if it shows up in your reports.

Summer, I’d like to add just a couple of things on this topic before we move on. Please do.

We, you know, I told the story a few minutes back about how we had so many system administrators. And, you know, one of the things that I ran into and this goes back to that pushback question a little bit is initially when we had cut down the amount of system administrators, I was noticing that new system administrators would magically pop up in the system, you know, every once in a while, right? And so it helped obviously to put some policy around that. But my point is I decided I’m just gonna create a report that shows me all of the access levels for everyone in the system and allows me to be able to filter down on who the sysadmins are so I can make sure that people aren’t, you know, becoming sysadmins that shouldn’t be, right? And so that’s a report that I’ve maintained. It’s well under control now, but it’s a report that I’ve maintained for years so that I can go in and easily see what the access levels are for each individual user in the system and sort of do kind of a, you know, a user audit on that, right? A couple of things that have helped us maintain is our governance board basically created a cab process, right, and so that’s driven through and approved by group administrators for each department. But we have a request queue where you go in, you know, an employee can go in and request maybe an access level change or they want to request, you know, to build a request queue or a custom form or whatever. Ideally, they would use that request queue to request, that cab request queue to request it, and then that goes through a two process approval. First, the group administrator approves it, and then the done right team or the global, you know, admin team will approve that, right? So I would suggest doing something like that. One of the other things we did is we created a couple of reports. One is called a personal activity dashboard and the other dashboard, sorry, I said report, I should have said dashboard, but we created a personal activity dashboard and we created a departing employee dashboard. Both of those dashboards have really been invaluable to us in maintaining the system so that we don’t have to do a massive cleanup on a regular basis. Employees have this dashboard at their disposal. They can easily go in anytime they want, just plug their, you know, run it. It’s built to run off of their name. And so you go in and it shows you all of the, you know, projects you own and tasks you own and issues you own and reports you own, et cetera, so that an employee can kind of go in and do their own maintenance off of that. The departing employee dashboard gets run as soon as an employee leaves the company. We run this dashboard on them so that their group administrator can kind of stay on top of, you know, when an object needs to be reassigned to somebody else or if it can be closed out or whatever. Just a couple of nice tools that have helped me over the years be able to kind of maintain system integrity.

Awesome. Sean, that brings us, you’re kind of already talking about this, but how do you determine cleanup opportunities and what goes into that? And I just want to, Doug, you mentioned, you know, Workfront, if we’re going into ÃÛ¶¹ÊÓƵ, we’re kind of starting over with that, you called it a nuclear reset, which I thought was great. What do we say to the customers that are going to clean it up? And I would say, I used to sit by Sean when we were in the office. And I remember when the decision was made that they were going to clean up the instance. And I think his eyeballs were about this big for three months and he just sat hunched over. I don’t even know if you went home because I would just see you and when I would walk by your cubicle all the time and he had this whole, do not talk to me, this flavor emanating off of him. So tell us about, you know, how you managed the Workfront debacle of our own creation. Well, I still tried to be nice, but hopefully.

You’re just very quiet and focused.

Well, yeah, so this was a massive undertaking, obviously, just to give you an idea of kind of what we were working with or looking at as far as cleanup. We had, like I said, we had, you know, almost a hundred system administrators. We were trying to get down to five. We had, at that time, we had over 75,000 users in the system, either not active users or they were customer support users. We just had users all over the place. We were trying to break down into something manageable. We had about 105 home groups in the system. We were trying to get down to 10. We had 68,000 active projects in the system that we knew were way too many for what we had. We had probably only about 20% of our employees that had job roles assigned to them, 10% that had layout templates assigned to them. And then the big one for me was we had 150 or so request queues, standalone request queues in the system. And the idea was to try to get that down to about 10 or 15. So obviously, it was a huge undertaking.

Through that, we had to develop, we had to develop essentially a plan, put a plan in place to go in and clean this up. And the plan included things like creating a template, a cleanup template project in the system that I could share with the group administrators I was working with. What I had to do was go in and meet with all of my, I met with all of my group administrators on a biweekly basis and we would go through this project and the project included all of the different objects that needed to be cleaned up. And so I tried to stay on top of them with that. But we created a cleanup dashboard which was filtered by group and department so that we could see how dirty, if you will, each department was and then allow the group administrators to be able to help with that.

Some objects in the system probably need more regular cleanup than others, but you would be shocked at how many, when I would run a project, I had a project report on this dashboard that showed, for example, who the owner was and when was the last time anyone did anything on this project, when was it actually due. You’d be surprised at how many projects popped up and that had due dates of like 15 years ago.

That probably were either completed 15 years ago or they never saw, went through the process.

And we had owners, I had so many projects that had owners that had left the company. I’ve been with the company for almost 10 years and I’ve never heard of these people. So that tells you how old some of these projects were.

But yeah, what I’m going to do at the end of this is I will put, in fact, I can put it in the chat. Oh, Kristen did it already. Put, there’s an article in Workfront 1 called How Workfront Cleaned Up Its Own Unbridled Instance of Workfront. And it’s an article that me and one of my colleagues, John Fotheringham, put together at this time that kind of walks through all of the different reports that were created that helped us with our cleanup process. Now, one thing I would say is if, some of the things that have been said earlier around the maintenance of your system, if you’re doing great maintenance in your system, the need for a massive cleanup like we had probably isn’t going to be there because you’re doing a really good job of maintaining and keeping things clean. You’re always going to need to clean up, right? There’s always going to be a need to clean up no matter how well you’re maintaining. But what I’m referring to is you may not need the massive one year project cleanup that I had where basically my entire focus for nine months to a year was clean up this system, right? And so it was a fun project, but as you mentioned, Summer, I pulled my hair out a lot. I had a lot of late hours. I messed a lot of things up, right? There had to be a few rebuilds. Ryan can tell you all about how I messed up a bunch of his users at one point trying to clean up the active.

Right, only deactivate the users, don’t delete them. That’s a huge best practice, obviously, that we would suggest.

But yeah, it was fun. I would have all of the group admins go through these reports. And again, I don’t want to go through each report, but there’s a lot of really good reports that help you be able to maintain and clean up your system that are listed in that article that Kristen put in the chat. And so when you get a minute, I would highly suggest go in there and check that article out and maybe see if you can build some of those reports in your own system. I think I’m going next, but I don’t really have a lot to add to Sean’s thing. One thing I did want to call out was this concept of dormancy, deactivation, deletion. One thing that is really going to help your cleanup opportunities is if you can get that all kind of set in stone right from the get-go. Usually what happens in some instances is you need people’s permission to be able to delete things, to be able to deactivate people.

I have 6,000 users in my system. I literally do not know who is supposed to be in there versus who was in there two years ago and hasn’t logged on since. So for me, it really helps to be able to have like a manager type person or leadership team that is able to say things like, yeah, sure, if someone hasn’t logged in in six months, just deactivate them. If they need back on, they will know that they were deactivated because they were inactive. Yeah, sure. If a project hasn’t moved in two years or if a project hasn’t moved in two months, ideally just switch it off, just change it to canceled. So having some of these rules set up and then of course some automation behind it will really help you keep your system clean.

Yeah, one thing I kind of failed to mention, Skye brought it up a little bit, is I have people ask me a lot, like during that process, how do you know what objects you should be cleaning up? And like what is your cadence, if you will, for how you determine if something should be cleaned up? And we just kind of had to do this on our own. There’s some obvious things, right? If I’m looking at a project list, if the project is titled Untitled Project or Test Project or something like that, I know that it’s probably not a very important project and it probably doesn’t have much going on with it, right? One thing that we sort of, that we kind of established as a done right team was anything in the system, an object in the system that had had no activity on it for at least a year was a prime candidate for cleanup.

And so you can determine for yourself what a good, maybe that’s six months to you, maybe that’s two years or whatever, but we determined in at Workfront that if an object had had no activity for a year, we were going to go ahead and clean that up. And in some cases, if I wasn’t 100% sure, I would reach out to the project owner or somebody who had been assigned work on that project and find out if that was still an active object, right? And so, but yeah, so it was a lot of follow-up, but that was the cadence we had kind of established for ourselves.

I’ll add on that it’s easy at T-Mobile to determine what opportunities are there because we’re constantly reorging and that is always a catalyst for us as admins to go in. And once we understand what the new organizational structure looks like, then we go through a validation exercise. And this is really useful for objects that are less reportable than work, projects and issues and reports. It’s really easy to see how stagnant or not stagnant is that. It’s a little more challenging for, is a team still in use, is a group still in use? You need to get a little more creative in how you do that. So this is where having those solution codes and documenting why does this object exist come in really handy. So with each new reorg, we’ll basically go into our setup modules and we’ll go through every single component. We’ll go through the whole list of teams, we’ll go through the whole list of job roles, we’ll go through the whole list of groups and we’ll validate, okay, does this entity still exist in the new structure? And if it doesn’t, then we’ll go, we have it documented right there. All right, there are routing rules. This team exists because it’s used in routing rules. So then we know, okay, we need to go find the key topics and routing rules that are associated with this team. And that will tell us, is this process still active? If it is, then we can re-attribute it to the new team, or maybe it’s deprecated because the team simply no longer exists. And then we can go ahead and close that queue out and we don’t have it polluting our system anymore. So reorgs are a great way to do that. And using those solution codes and documenting where these things are being leveraged, whether it’s through routing rules or notifications and sharing or some other methodology, that’s a great way to do that.

Hey, William, I have a question for you. Does a major cleanup usually equate to improved performance within Workfront? And if so, where are those gains most noticeable by users? Improved performance, like in, I think improved performance, not necessarily in like speed or how quickly things load, but in findability and not having a lot, like I call it noise. People find it a lot easier when they’re selecting from a list of things that are current and active and you eliminate a lot of that noise for them. So the answer is yes, not necessarily in system performance, but in the ability of the user to understand what’s in front of them. Thank you.

I totally agree with that.

I just wanted to add, I do a lot of my cleanup stuff. I’m pretty active in kind of trying to look at what we’re going to be doing like 10 steps ahead. And I look for sharp edges because I’m always worried about, hey, what are we planning on doing next? What is the next process? What is the next logical step? And when it comes to figuring out that next configuration, a lot of times there’s just noise, extra stuff in the system, things that like, I can’t do this because of this stuff over here. And this stuff over here is actually old and we’re not using it anymore. And so when there’s things that are just extra, like maybe there’s a whole bunch of users in the system that we don’t need them anymore and it makes it harder to find users, right? Or there’s old information that’s preventing us from doing something. I then evaluate, hey, does it actually have any business value anymore? Does it make sense to keep them in the system? Do we need to archive it? Do we need to go through all the kind of like checks, like users, are they still assigned to tasks? Do we need to go and reference, oh, this person worked on it. They haven’t been here for four years, but we need that record that that person worked on it four years ago because maybe it’s a customer facing thing. We might need to still retain that information because it has some sort of current business value or future business value. Other things, it’s useless, right? Extra custom field that was entered in the system, nobody actually attached to any custom forms. Or there’s custom forms on a hundred tasks, but those hundred tasks were from test projects. So now I can kind of step back, oh, clean up the projects. Oh, now I’ve got these custom forms that aren’t attached to any objects. I can clean up the custom forms. Oh, now I’ve got all these custom fields that aren’t on any custom forms because those custom forms were never actually used for a business process. It has no real future value.

In the same regard, I like to tag things. When somebody comes to me and says, hey, I need this thing. I ask, well, okay, how long is that thing going to be useful for? If we’re creating a template, I’ll often put like a revision date. We need to go in, actually like a plan revision date. This needs to be revised annually. This needs to be revised semi-annually so that I know if it passes that date, it possibly is a process that they’re not using anymore or it needs to be evaluated if it needs to be deactivated, right? If they maybe already created a new template, they’ve already revised their process, they’ve already set up a new deployment.

So those are the things that I usually go for because I’m not very good at keeping things scheduled and going back to audits. I’m usually trying to work on the next thing.

Awesome. I really like that. I especially like that you are calling out when you should come back to it at the time you create it instead of having to remember to come back to it at a later date when you’ve had 75,000 other requests from you for your time since then. Absolutely. Put it in your roadmap, right? Build out your roadmaps of what you’re planning on doing. That can easily get derailed, right? You can extend it for a year or two years or something, but still have a general idea of when you should check back on things. And Sky, I love the practice that you brought to T-Mobile of putting delete on it.

That’s very direct without being pushy. So I really like that. Ryan, I’m gonna ask you to lead off our final question, which is what else do you need to consider? Number one thing I would say plan for change.

Things change constantly. That’s the one thing that you can be sure of. So when you are configuring something, don’t expect it to live there forever. Expect to have to come back and revise it. Sometimes that’s a matter of, well, we configured this with what we knew and we immediately learned something, something changed. It could be that the way a department works changes. Maybe it’s even that how people are engaging the system has changed. Sometimes it’s about maturity. Sometimes it’s about market change. Sometimes there’s so many different things that can change and the process needs to, all the configuration, everything that’s supporting your collection of users needs to adapt to whatever that current environment is. Sometimes that’s a matter of just updating your templates. Professional services actually has an entire program that they launch every six months that goes and evaluates any new products that we’ve provided. Anything that we’ve learned during that time period, market changes, we’ve got a new add-on and we know that customers want to have that in there. So then we add additional time planned in our engagements to make sure that they’re able to spend time on that particular topic. There might be an old feature that has retired or it doesn’t really fit a particular use case. And so they’ll adjust that to make sure that their plans are delivering exactly what is intended.

And that goes along with all kinds of enablement and other processes that help deploy those processes.

I think there was something else I was going to mention and intentionally instill change. So one thing I’ve learned is when you deploy a process and you solve all of their current pain points and you’ve got a new department, they’re using a system, you set them up, they’ve got this really cool thing. They start using it for a while. They kind of forget what their pain points were and they start to focus on new ones. And if you don’t go back and evaluate your processes and solve those new pain points, that’s effectively what they’re going to focus on and what’s going to be a driver for them to go and find another system. They forget that it’s actually about the process and not about the technology. Make sure that you’ve identified that and kind of keep revising the system to better support your users. Make sure that you’re attending those like new feature launches, keep it up to date. So you can always go and find those new things and those new bells and whistles, evaluate them, and then deploy them with your organization, with your users so that they know how to use them appropriately.

Ah, the perfective maintenance part of the three categories. Awesome. So I’m going to pick it up somewhere from there. I think one thing people don’t consider as much as they need to are things like product releases. So in other words, if Workfront changes its product, how does that change your process? What are your users able to do? And then sometimes what are you able to do? As a new or an intermediate system administrator, maybe you don’t really know the right reports to pull up to figure out which reports are using a particular custom field that you’re planning on deleting. But just this year, Workfront released a new functionality that makes it so that you’re able to figure that out. It just lists it on your custom field area and set up. If you’re not paying attention to product releases, you’re causing yourself a lot of extra work, or you’re not able to clean up your system as well.

So the other thing I want to talk about is this concept of maintenance cost or maintenance expense.

So if you’ve never heard the term maintenance cost or maintenance expense, write it down and take it back to your team.

Everything that you put in the system is going to cost you something to maintain. And that is usually for us, that’s your system administrator time. So, I mean, let’s look at this in very, very simple terms. There are 260 weekdays in a year. So theoretically that’s 260 days I could be working minus my vacation time. If I have 200 custom forms in the system, and if each of them took me a day to create, which it doesn’t, but let’s say it did, that’s 200 days I needed to spend at some point creating this stack of custom forms. So obviously if I have more than 200 custom forms in the system, it took me a long time to create them. If we’re talking about adaptive maintenance where they change over time, and if it takes me 15 minutes each time to make some sort of set of changes, that’s a whole week out of my year that I need in order to maintain. You can look at it in terms of users. If there were 6,000 users in the system, and it took me 15 minutes to put in each user, that’s 187 days it took me to create it. And before you fall out of your seat in shock, I do know there are kickstarts, so it won’t take me 15 minutes per user.

If it took me five minutes to update each user though, it’d take me 62 days. So this is the reality of maintenance costs brought to you. And this is, essentially, this is a plug for Fusion. If it’s gonna take me 62 days to make a five minute change to each of my 6,000 users, if I can sweet talk William into writing a scenario for me, he can get it done. I mean, it’ll take him an hour to build the scenario, and it’ll take him like, I don’t know, two minutes to run it across 6,000 users. That’s 62 days I just got back, guys. And when we look at Fusion and we look at the cost of Fusion, that’s what we need to account for. Our time isn’t free. If you’re not paying for Fusion, you’re paying for your time.

And that kind of rapid change, you could actually plan and deploy as like a launch instead of just being like, oh, sometimes it’ll be this and sometimes it’ll be this, if it takes you a long time to update those things. You can basically say, today it’s this, tomorrow it’s this.

Yep, and that maintenance cost, I’ll just add on, that brings us back to the start of the call. Just because you can doesn’t mean you should. And one object I really should have called out then was layout templates. And everyone loves layout templates. They’re super powerful, and it’s tempting to want to say yes to everyone. If you have a team of four people that say, we need our own custom layout template, we want to totally customize our work front experience for our team of four people. There was a time that I would have said, sure, I’d love to do that. But no, maybe if you have 400 people, I’d consider it, and the answer is probably still no. We have two layout templates for our 5,000 users at T-Mobile and we’d love to have just one.

It’s wonderful to have it. We definitely customize our layout template for those users, but it’s a slippery slope. And as soon as you start doing it for one group of four, then you have to do it for another group of four. And before you know it, you have dozens if not hundreds of layout templates. And those are really hard to maintain over time. And every time you have a process change, you have to go in and update it.

So that object type I will call out layout templates have a really heavy maintenance cost, as does everything. So you kind of have to go through and attribute a different cost to these different object types. And that will help you determine how easily you say yes or don’t say yes to new things that are getting created in your system.

We’ve talked about Fusion a lot here. I was supposed to mention it now. I think I’ve already cited most of my examples earlier in this call. So I will skip that. I think there’s maybe one or two more great things that I did not mention earlier. And that’s actions that cannot be performed in Workfront in bulk. Fusion can help you with that. So one example is last week we had a user change teams. He’s still with the company, but he’s no longer working on the team that he was embedded in for a long time. We had more than 3000 routing roles assigned to him. And we had to go in and I’m speaking, more than a thousand, sorry. I was thinking of another routing role issue we had. But he did have more than a thousand routing roles assigned to him. And he had a replacement on his team in which, okay, all of this work is now going from Dave to Terry. And can you imagine having to go in and find all those routing roles and change them manually in every single request queue one by one? It’s not possible. In Fusion, we’re able to do that in less than an hour and update them across the board. And it really is going to save you so much time. So we can’t advocate for it strongly enough. Hey, William, I have a question for you. Across all Workfront functionality, what is the costliest thing to not keep clean? Oh, the costliest to not keep clean? Yeah, I like it messy.

I’m going to say your overall data model for custom fields and forms.

If you have a strategic approach in how those are created and maintained, then you’re going to make life a lot easier for yourself. If you just start adding them every time you need them without rhyme or reason and without attributing them to specific workflows, then you’re just in for a world of hurt down the road because you’re not going to know why something exists or what workflows it’s attributed to.

Great answer.

Okay, did anybody else want to chime in with a different answer for that costliest to not keep clean? Because I thought that was a great question. But if you’re all in agreement, because I have to say I have customers that I support that are merging two instances and the custom forms and custom data is the thing that is just a nightmare because neither instance kept it very clean.

I think gray hairs on 20-year-olds are very attractive and I’m watching it come in with my poor set of system admins that are on those teams. It’s just they’re stressed to the max. I’m going to tentatively put in an answer for user training. So in other words, if your users aren’t very trained, they will mess your system up.

You will constantly be picking up after them.

That’s a good point. Okay, well, I just wanted to say thank you so much, Sky and William for coming in and volunteering, Ryan and Sean for stepping up. I know that public presenting may not be your favorite thing but I really appreciated what you shared. I took tons of notes. There were some kind of technical questions that were asked in the chat. And I think what we can commit to doing is kind of answering those in the community post and diving into that a little bit. So I just want you to know, if you ask one of those questions, we will get to it. So, oh shoot, that brings me to continuing the conversation. That’s exactly what we’re talking about. So the recording of today’s session will be loaded later today. And Sky’s, the list of the reports, obviously that were noted and also Sky’s spreadsheet will be in there. We’ll make sure that we also include a link to the Done Right Team’s Work blog post. And then I will promise to include the intermediate bootcamp link as well. You can really, please, if you aren’t leaning into that, lean into that. There are people who just love Workfront, are so willing to share their expertise on that platform. So please, it’s a free resource that you really should lean into. It’s amazing.

You will see that we have upcoming events, dashboards, and data visualization on August 10th, and then transitioning to the new Workfront experience, August 17th. Don’t forget, it will be sunsetting in Classic in March of 2022. So coming soon, but we just need to figure out the dates, extending Workfront with integrations. For those of you with questions about Fusion, hey, you should really join that one. It’s gonna be great. So leveraging custom forms and also user onboarding for your requesters and collaborators. Great ways to bring on those big groups of people that don’t have time for a ton of training. We’d love to hear what other topics you’d love to see. You can drop it in the chat, or you can throw it in on the community post later today. And I just wanna say thank you so much for your time. We so appreciate, we love our community of users and how engaged you are. So thank you for joining, and I hope you all have a great day and a great rest of your week.

Thank you, Summer. Absolutely, thank you, William. Thank you, Skye. Ryan and Sean, thank you. Thanks, everyone. Thanks, everyone. Bye, guys.