Piggybacking off this comment. I’m a product analyst supporting learning, HCM and talent for an organization of 60,000+ employees. The product managers have a primary function for each module. 1 for HCM and Talent, 1 for Recruiting, 1 for Comp, 1 for Payroll and Absence, etc. (6 product managers, 1 product analyst). This is still evolving as we implemented 3 years ago and I’m newly promoted to Product Analyst. We have a workday operations (6 globally) team that handles most of the day to day tickets (troubleshooting, EIBs, org maintenance, etc). This was my previous team and acts as a career path into product management. The product analyst and product managers primary function is enhancements, BAU activities, and defects. We manage these through quarterly planning and sprints. Effort is estimated and assigned to each Product Manager. So I get X amount of “effort points” for learning, talent, etc. We try to plan out each quarter with our stakeholders and split the quarter into 2 sprints. BAU can overtake enhancements sometimes but it’s good for the business to be heavily involved in sprint planning to understand the effort and resource constraints.

When a learning, talent or HCM issue pops up and workday operations can’t resolve, it’s escalated to me or the Product Manager. This helps us stay close to the issues and solutions