Professional Services · ITSM Platform Deployment · Deloitte
ITSM Platform Deployment Project Manager Simulation — Deloitte
Lead a ServiceNow ITSM deployment at Deloitte — the firm that sells ServiceNow implementations to clients is now deploying it internally. Replace a 9-year-old BMC Remedy instance across 30 offices and 15,000 IT users. What starts as 'just replacing a ticketing system' reveals 30 offices with incompatible workflows, a CMDB that has never existed, and an advisory partner who wants the implementation to be a client showcase. The conflict builds slowly until regional IT directors refuse to participate in UAT. Gain hands-on project management experience over 27 days of real decisions, stakeholders, and PMO deliverables — no prior experience required.
The scenario
Deloitte — $65B in annual revenue, 457,000 employees globally, 30+ offices across 150 countries — has commissioned an internal ServiceNow ITSM implementation to replace its aging BMC Remedy ticketing system. The project deploys four modules: Incident Management (replacing Remedy's 2,500 tickets/week globally), Change Management (replacing a spreadsheet-based CAB process), Problem Management (building from scratch — it doesn't exist today), and CMDB (Configuration Management Database — Deloitte has never had one, and 45,000 configuration items across 30 offices need discovery and mapping). The irony is not lost on anyone: Deloitte advises Fortune 500 clients on ServiceNow implementations. Their ITSM practice generates hundreds of millions in annual revenue. But internally, Deloitte's own IT is a patchwork — every regional office has its own ticketing workflow, its own change process, and nobody knows what infrastructure they actually have. The CIO mandated this project because he was tired of the hypocrisy: 'We tell our clients to modernize ITSM. We should be able to do it ourselves.' The project looks straightforward on paper. ServiceNow is a proven platform. The budget is approved. The vendor is engaged. Everyone agrees Remedy needs to go. But beneath the surface consensus lies a consolidation challenge that nobody is talking about yet: 30 offices with incompatible processes, a regional IT director in the Americas who has 47 custom workflows he considers non-negotiable, an APAC team that processes 40% of global tickets and needs volume guarantees, and an advisory partner who wants the implementation to be showcase-quality for her clients. They all agreed to the project — but they all agreed to different versions of it.
What you'll do as the project manager
- →Deploy ServiceNow Incident Management across all 30 offices, replacing BMC Remedy as the global ticketing platform for 15,000 IT-facing users
- →Implement ServiceNow Change Management with a standardized global CAB process, replacing the current spreadsheet-based regional change workflows
- →Build Problem Management capability from scratch — Deloitte has no formal problem management process today
- →Discover, classify, and map 45,000+ Configuration Items (CIs) into the ServiceNow CMDB, establishing Deloitte's first enterprise configuration management database
- →Achieve process standardization across 30 offices while accommodating legitimate regional operational differences
Project management skills you'll build
The challenges you'll navigate
- •Process standardization resistance — 30 offices with incompatible workflows, each believing their process is the correct one
- •CMDB scope uncertainty — estimated 35,000 CIs but actual count unknown until Discovery scan completes; historical data quality is a concern
- •Dual quality standard — Elena Kostas's showcase expectations may conflict with practical delivery timeline and budget constraints
- •Regional adoption — Marcus Webb's Americas team (6,000 of 15,000 users, 47 custom workflows) represents the largest user group and the greatest resistance risk
- •Vendor scope creep — ServiceNow Professional Services is incentivized to sell additional modules beyond the agreed ITSM scope
Technology & stakeholders
You'll manage 7 stakeholders, including Larry Quinlan (Global Chief Information Officer), Diana Chen (VP of Global IT Operations), Marcus Webb (Regional IT Director, Americas), and more.
What you'll walk away with
A verified, shareable record of a completed enterprise project — plus the PMO deliverables you produced along the way (charter, project plan, SteerCo deck, closure document). It's real, demonstrable project management experience you can put on your resume and speak to in interviews.
Frequently asked questions
Do I need project management experience to start?
No. This simulation is built for aspiring and practicing project managers alike — you learn by doing. You make real decisions and get feedback, with no PMP or prior PM job required.
How long does this simulation take?
It runs over 27 days, roughly 28 minutes per day, covering the full project lifecycle from initiation to closure.
What will I learn?
You practice the core of project management — stakeholder management, budget and schedule control, risk, scope, and PMO governance — in the context of itsm platform deployment in professional services.
Is this based on the real Deloitte?
It's a realistic scenario inspired by Deloitte and the Professional Services sector. Details and names are fictionalized for training — it's a simulation, not a record of any actual project.
What do I get at the end?
A verified project completion plus the PMO deliverables you produced (charter, plan, SteerCo deck, closure) — proof of hands-on experience you can show employers.
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