SPM Scoping for Multi-PMO Consolidation: What are your "Must-Haves" vs. "Avoids"?

[entcenginee]

Hi Community,

I previously posted about best practices for launching SPM when merging multiple Business Units/PMOs (link to previous post). Thanks to everyone who contributed there.

We are now moving into the Capability Assessment phase. We are trying to determine a baseline of what ServiceNow SPM does exceptionally well out-of-the-box versus areas where we might be better off sticking to external tools or manual processes for now.

The Goal: We want to avoid turning on every feature just because it exists. We are looking to categorize capabilities into three buckets:

The "Must-Haves" (Gold Standard): Capabilities where ServiceNow shines and it makes no sense to use anything else (e.g., Demand Intake workflow?).

The "Middle Ground": Capabilities that work well but require high maturity or strict data governance (e.g., Resource Capacity Planning?).

The "Avoids" / "Heavy Lifts": Capabilities that are technically possible but often result in poor UX or maintenance nightmares (e.g., granular financial forecasting vs. ERP?).

Specific Areas we are debating:

Prioritization & Scoring: Is the OOB scoring (RICE/Value/Risk) sufficient for enterprise-level decision-making?

Resource Management: Do you recommend starting with high-level capacity planning or going straight to detailed task assignments?

Financials: Where is the "tipping point" where managing financials in SPM becomes too complex compared to an ERP?

I’d love to hear your "war stories" on what you wish you had scoped in (or out) during your initial rollout.

Thanks!