SIAM Foundation NovelVista
SIAM Foundation NovelVista
SIAM Foundation NovelVista
Training Workshop
NovelVista Learning Solutions Pvt Ltd
Accredited Training Organization (ATO) & Approved Exam Center (AEC) to
conduct all levels of ITIL & Prince2 Examinations.
Trained more than 25000+ professionals in India and other countries
Conducts corporate and public trainings in following areas:
ITIL Foundation, Intermediate, Expert, SIAM
Project Management –PRINCE 2, PMP
CSM – Certified Scrum Master
DevOps
Cloud Computing Certification, AWS, Azire
Lean-Six Sigma Certification
COBIT 5 Certification
Managing Successful Program (MSP)
ISO 20000 & ISO 27002 Certification
2
Service Integration And Management
(SIAM) Foundation
Agenda
Course Objective
Exam Information
01/01/2017
Course Objectives
EXIN BCS SIAM® Foundation is a foundation level certification. It
validates a professional’s knowledge about bringing together multiple
service providers to strive for a common goal in order to support the
client organization’s agreed objectives for service delivery.
After completing this course the participant will have knowledge of and
be able to understand:
– SIAM terminology and the core principles
– SIAM benefits
– The challenges and risks of implementing SIAM
– SIAM implementation structures
– SIAM governance, tooling and data considerations
– Common processes used in a SIAM-ecosystem.
Part I - SIAM Body of Knowledge
01/01/2017
1. Introduction to Service
Integration and
Management
Weight: 15%
Managing Multiple Suppliers/Vendors –
Is it Easy?
Is it easy to manage multiple vendors?
What is the common issue that occurs when incidents occur?
8
Watermelon Effect
SLA’s all Green Customer is Unhappy
9
Beware of Availability Dependency
10
What is Service Integration &
Management
11
SIAM is Important
“Service Integration And Management (SIAM) is a framework for managing multiple suppliers of
information technology services and integrating them to provide a single business-facing IT
organization.”
Giant IT Service providers are building strong competencies to execute SIAM projects
13
Customer Vision Vs SIAM Deliverables
14
Drivers, purposes and values for a SIAM approach
Drivers:
• Service satisfaction
• Service and Sourcing Landscape
• Operational Efficiencies
• External
• Commercial
• Purpose:
• obtain the benefits of multi-sourcing of services with the simplicity of single sourcing
• minimize the risks inherent in multi-sourced approaches
• masking the supply chain complexity from the consumers of the services
• allowing a customer organization to focus on the their business, rather than focusing
on service providers and technology
• enables the flexibility and innovation to support the pace of change demanded by
organizations
• Value from:
• Improved service quality
• Optimized costs and increased value
• Improved governance and control
• Improved flexibility and pace
01/01/2017
What’s New with SIAM?
Many organizations now outsource almost all their IT
And are transitioning from single vendor outsourcing
model to multiple-vendors model.
Total outsource to multi-vendors is complicated.
16
SIAM vs ITIL
• SIAM Provides
• Governance,
• Integration,
• Assurance
• Co-ordination
to ensure that customer organization gets
maximum value from its Service Providers.
17
Service Integrator Approaches
1 Single Supplier (Full E2E) Outsourcing 2 Client Organization act as an SI
Client Client
Business Business
Single Supplier
SI
SI
Outsourced Services/Suppliers
SI
Outsourced Services/Suppliers
Outsourced Services/Suppliers
01/01/2017
Model 1: Single Supplier (Full E2E) Outsourcing
Outsourced to ‘Single Provider’ to provide Infrastructure and SI services
PROS :
• Offers a platform for strategic partnership
underpinned by fewer yet effective and
business aligned SLAs
• Tighter tool integration and opportunities for
service improvements and automation
• Offers excellent opportunity for resource
optimization and collaboration
CONS :
• Knowledge of local business and business
services is extremely critical to success of this
model. There may be lead times for Service
provide to build local business knowledge
• The SI partner/role must be behaviourally
recognised by the other service providers
Key Highlights:
• This model acknowledges that infrastructure capabilities are critical to delivery an
effective service integration layer
• Strategic supplier with excellent capabilities in ITSM Process, Service
Management, Supplier & Contract Management and Infrastructure Services to
provide integrated ITSM capabilities
• Model offers selective retention of critical Service Strategy functions
Model 2: Client Organization act as SI
Customer Retains Service Management part of SI
PROS :
INHOUSE
RETAINED
• Maximum transparency and control over
services consumed and costs
• Better leverage in effectively managing
business users and business IT alignment
• Integrated IT Services experience
CONS :
OUTSOURCED
• Risk of adequate service integration and
integrated service delivery control carried
• Overheads of Supplier, Contract and Service
Level Mgmt
• Required continued investment in developing
and sustaining ITSM process capabilities as
‘core capabilities’
Key Highlights:
• Adopted by organizations with strong processes capabilities
• All service integration and management processes & structures retained including
tools framework
• Certain service mgmt functions outsourced i.e. ITSM process definition, service
desk, tools mgmt etc for cost efficiencies
Model 3: Lead Supplier Act as SI
Co-Sourced along with Service Provider
PROS :
• Greater management control with customer to
manage suppliers. dock-in and dock-out of
suppliers can be easily achieved with minimum
disruption to operations
• Centralised service information such as Asset
data, configurations, application details, costs
etc enabling better strategic planning.
• Online and automated reporting of service
performance, availability can be easily
implemented thus requiring smaller team to
deliver Service integration and governance
CONS :
• High dependence on underpinning
collaborative agreements/contracts and
segregation of responsibility
• The SI partner/role must be behaviourally
recognised by the other service providers
Key Highlights:
• Highly effective service management model that leverages specialist process and
tool capabilities of SI service provider, business proximity and service control of
customer organization and service operations capabilities of tower-services
service provider
• Can be deployed as a B-O-T model to achieve faster time to market
• *B-O-T – Build Operate Transfer
Model 4: Outsourced to SI as Separate Supplier
PROS :
• No CAPEX investment for service
management tools
• Service Management function is still managed
by a single vendor
• Centralised operational data available for
online reporting and strategic planning
• Benefits of outsourcing fully realised
CONS :
• Ownership of Service Management will be
with the SM supplier
• Limited flexibility to interface with business
and provide management at business services
• Potentially most expensive model of all, owing
to significant duplication between customer &
SIAM provider and SIAM provider & Tower
service provider orgs.
Key Highlights:
• Customer buys Service management service from a supplier
• The tools, processes and management would be provided by the supplier and
would charge monthly fee to the customer.
• Suppliers of each Service Delivery Tower would use this solution for delivery of
their services or would integrate their tools with the tools provided by Service
management supplier
Key Characteristics of SIAM
• Build on and adopt ITIL & other Practices
23
Scope for SIAM
Service integrator
SI Governance
Drive Processes, Collaboration and systems for optimal alignment of multiple service
providers, delivering “End to End” services to maximum business value
Development IT Operations
Maintenance Infrastructure Service Service
Tower Tower Tower-N
Tower Tower Tower Tower Tower
Detailed Scope of SIAM
Service integrator
SI Governance
It
Towers
SI Governance
Service integrator
SI Governance
Service integrator
Drivers:
Service satisfaction
Service and Sourcing Landscape
Operational Efficiencies
External
Commercial
01/01/2017
2. SIAM Implementation
Roadmap
Weight: 20%
SIAM Implementation
01/01/2017
Discovery and strategy
To initiate the SIAM transformation project, formulate
key strategies and mapping of the current situation to
determine next steps.
• Objectives
1. Establish the SIAM transition project
2. Establish a governance framework
3. Define the strategy and outline model for SIAM and the
services in scope
4. Analyze the current state of the organization, including skills,
services, service providers, tools and processes
5. Analyze the marketplace for potential service providers and
service integrators
• Triggers
• Business case to adopt SIAM.
01/01/2017
Discovery and strategy
01/01/2017
Plan and build
This stage builds on the outputs from the previous stage
to complete the design for SIAM and create the plans for
the transformation.
• Objectives
1. Complete the design of the SIAM-model, including the
services that are in scope
2. Obtain full approval for the SIAM-model
3. Appoint the service integrator and service providers
4. Commence organizational change management
• Triggers
• Completion of stage 1
• The organization confirms its intention to proceed with a
SIAM implementation.
01/01/2017
Plan and Build
01/01/2017
Implement
01/01/2017
Implement
Inputs Activities Outputs
• All of the outputs 1. Selecting the implementation • The new SIAM-model that
from the Discovery approach is in place and operating
and Strategy and 2. Transition to the approved and supported by
Plan and Build SIAM-model appropriate contracts and
stages 3. Ongoing organizational agreements
change management
01/01/2017
Run and improve
01/01/2017
Summary
Service Integration Implementation Key Stages :
• Discovery and Strategy
• Plan and Build
• Implement
• Run and Improve
01/01/2017
3. SIAM roles and
responsibilities
Weight: 10%
Customer Organization
Description The customer’s role within the SIAM-ecosystem is that of the commissioning organization. It also includes
the retained capabilities that carry out corporate governance of the SIAM-ecosystem.
Strategic direction
Enterprise architecture
Policy and standards management
Procurement
Contract management
Typical Demand management
Accountabilities Financial and commercial management
Service portfolio management
Corporate risk management
Governance, including governance of any external service integrator
Accountability for program and project management
Head of IT, Head of service, Service owner(s), Enterprise architect, Service architect, Board: CFO, CIO,
Typical Roles
CSO, etc.
Defines and assures a core set of policies, standards, procedures and guidelines
Develops and owns the IT strategy and strategy for SIAM that align with and support the business
strategy
Develops and owns enterprise architecture, defines the technology, data and application roadmap,
defines the service scope for SIAM
Provides overarching program and commercial management
Typical
Assures and governs the service integrator
Responsibilities
Manages the service provider relationships at an executive/commercial level
Overall management of risk
Resolves contractual disputes
Owns business relationships and acts as “intelligent customer” function
Defines end to end service budget
01/01/2017
Service Integrator
The service integrator layer of the SIAM-model is where end to end service governance, integration,
Description assurance and coordination are performed.
End to end:
o service management, performance management, service reporting
Typical Service governance and assurance
Accountabilities Tracking value for money
Continual service improvement
Head of service integration, Service delivery manager(s), Service manager(s), Process owner(s), Process
manager(s), Service assurance manager(s), Performance manager(s), Security manager(s)
Typical Roles
End to end service management across the service providers and the interface into the customer
organization
Managing service provider relationships at an operational level
Acting as the customer’s “agent”
o Managing end to end performance management of all service providers
o Coordination of the service providers:
Typical o Assuring service provider performance and service delivery
Responsibilities o Governing the service providers, as delegated y the customer organization
Facilitating process forums
Managing operational supply and demand for services and capacity
Consolidated service reporting and Providing service communications
Provision and management of an integrated service management toolset
Managing the performance of service providers against contractual and service targets
01/01/2017
Service Provider
Description Within a SIAM-ecosystem, there are multiple service providers. Each service provider is responsible
for the delivery of one or more services, or service elements, to the customer. It is responsible for
managing the products and technology used to deliver its contracted or agreed services. The service
providers can be part of the customer organization or external to it.
Typical Delivering services required by the customer to defined and agreed standards, policies and
Accountabilities architecture
Exhibiting required behaviours for cooperation, collaboration, improvement and innovation
Ensuring cross-service provider service management processes are followed
Working collaboratively with suppliers and the service integrator to resolve issues, incidents and
problems, identify improvement opportunities and meet customer outcomes
Typical Roles Service manager(s), Account manager(s), Process owner(s), Process manager(s), Technical staff,
Service management staff
Typical Delivery of technology and products to deliver services, at agreed service levels and cost
Responsibilities Integrating internal service management processes with the end to end service management
processes
Adhering to: policies, standards and procedures defined by the customer and architectural design
standards
Working collaboratively with the service integrator and other service providers
Taking part in structural elements, including process forums
01/01/2017
SIAM Roles and Responsibilities
Structural elements
Strategic - Executive Boards Tactical Boards Operational Boards Service Desk
• Provide governance and • Sits between the strategic • The main operational • A ‘single source of truth’ - role
oversight and operational boards. board convenes to discuss may vary
• Support establishment of a • Forms part of the and review low level • The organization providing the
SIAM culture preparation for the service performance service desk will be treated and
• Attendees are senior staff operational board and can • Acts as an escalation point managed as a service provider
with accountability for the be used to carry out for all other operational • Close relationship between the
SIAM model discussions before meeting boards and process forums Integrator and the service desk is
• Additionally each service with the customer • Other operational boards required
provider has an individual • Identifies items for will be scheduled as • Sourcing options:
executive board with the escalation to the strategic required to support - Within the customer
customer and the service board decision making; e.g. the organization; internal service
integrator to all a service • Acts as a point of integrated change advisory provider.
provider to discuss escalation for operational board. - Provided by the integrator
commercial performance boards • There will be other Externally sourced (unskilled >
and sensitive issues. Working Groups and skilled)
Forums referred to as - Service desk for each service
(such as Integrated CAB, provider; integrator provides a
Knowledge Management consolidated ‘view’.
Forum)’ These working • SIAM skills needed
groups, boards and
process forums span the
SIAM layers
• There are also generic
roles:
o Process owner
o process manager
o service owner
o service manager
01/01/2017
Summary
Service Integration Roles and Responsibilities
• Service Integrator
• Customer Organization
• Service Provider
01/01/2017
Set-up SIAM Governance
01/01/2017
4. SIAM practices
Weight: 15%
SIAM Practices
• Definition of ‘practice’
“the actual application or use of an idea, belief, or method, as opposed to
theories relating to it.”
(source: Oxford English Dictionary © 2016 Oxford University Press)
01/01/2017
People practices: Managing Cross-functional
Teams
• Definition: • Challenges:
“A cross-functional team is a group of • Conflicting objectives,
people with different functional expertise organizational strategies and
working toward a common goal. It may working practices
include people from finance, marketing,
operations, and human resources • Reluctance to share knowledge
departments. Typically, it includes employees • Lack of automation
from all levels of an organization.”
(Source: Wikipedia)
01/01/2017
Process Practices: Integrating Processes
across Service Providers
• Definition: • Challenges:
“a process is a documented, repeatable
approach to carrying out a series of
• Service providers do not
tasks or activities.” (source: SIAM BoK) integrate their
processes or share
• Practices: process details
• Focus on process • Gaps between process
outcomes activities
• Continual process • Time-consuming and
improvement manual reporting
• Establishing process • Poor relationships
forums between service
providers/blame culture
01/01/2017
Measurement Practices: Enable and
Report on End to End Services
• End to end service measurement • Practices:
refers to the ability to monitor an • Create a reporting
actual service, not just its framework
individual technical components
or providers. Effective • Make reports visual
measurement practices support • Use qualitative and
the reporting framework. quantitative measures
• Challenges: • Apply agile thinking
• Lack of strategic
requirements
• Reluctance to share
information
• Inability to map end to end
workflow
• Not measuring the correct
amount of data and
information
01/01/2017
Technology Practices: Creating a Tooling
Strategy
• A tooling strategy outlines the • Practices
requirements for a toolset/s • Technology strategy and
to support the SIAM- roadmap
ecosystem. It will include
functional and non-functional • Industry standard
requirements, the processes integration methods
that need to be supported, • Ownership of data and
standards for interfacing to toolsets
the toolset(s) and a roadmap • Ease of adding/removing
for future development. service providers
• Challenges: • Adopting a common data
• Ineffective legacy tools dictionary
• Defining the toolset scope
• Non-compliant service
providers
• Lack of architecture
01/01/2017
SIAM ITSM Tool Interfaces
01/01/2017
SIAM ITSM Tool Interfaces… 2
01/01/2017
Summary
SIAM Practices
• People practices: Managing Cross-functional Teams
• Process Practices: Integrating Processes across Service Providers
• Measurement Practices: Enable and Report on End to End Services
• Technology Practices: Creating a Tooling Strategy
01/01/2017
Selecting a SIAM Provider - Criteria
1. Neutrality – lack of conflict of interest
2. Experience in SIAM
3. SIAM governance/management framework
4. ITSM tool multi-vendor integration capability
5. Service Catalog/CMDB/Performance Monitoring multi-
vendor integration capability
6. Proven end-to-end service quality
7. Ability to maintain good collaborative working
relationship with multi-vendors
8. Ability to cater to handover to new SIAM provider at
end of contract period (i.e. minimal lock-in)
01/01/2017
5. SIAM challenges, risks
and potential mitigations
Weight: 17.5%
9 common challenges within a SIAM ecosystem
01/01/2017
The common challenges within a SIAM
ecosystem
Building the business case
• The business case for SIAM should include:
• the expected benefits and costs
• the drivers that apply to the organization, drawn from
the five SIAM driver groups.
• Parties affected
• The customer that is creating the business case
• An external service integrator
• Roadmap stage affected
• Starting in Discovery and Strategy all the way through
the roadmap.
01/01/2017
The common challenges within a SIAM
ecosystem
Building the business case
Associated Risks Potential Mitigation
• No approval by the customer • Proper business case by skilled staff
organization’s executives • Execute all the activities in the roadmap
• Lack of allocated resources or support • Link the SIAM and customer’s high level
from the executives strategy and objectives
• Identify and address each of the
• No clear picture of the benefits appropriate drivers
• The success of the program cannot be • Refine the business case (detail)
measured (no benefits defined) • Identify any current inefficient contracts
• Costs understated (not enough budget • Identifying good value contracts
available)
• Use industry data/benchmarks
• Include the proposed SIAM structure and
SIAM-model
• Document the expected benefits
01/01/2017
The common challenges within a SIAM
ecosystem
Cultural Change
• Cultural change is needed
• Transition to SIAM means a large program of change and
transformation. This includes:
• Internal role changes
• Building SIAM expertise and capabilities
• A new management style
• Empowerment of the service integrator
• Collaboration: different service providers means different
corporate cultures, but they need to work together to meet
customer outcomes.
01/01/2017
The common challenges within a SIAM
ecosystem
Cultural Change
Associated Risks Potential Mitigation
• Staff being moved between organizations: • Clear definition of the SIAM model and all
‘identity & loyalty’ associated roles and responsibilities (at all
levels)
• Change fatigue • Customer perspective
• Denial: keep using old processes and • ‘good’ change processes
procedures • Program management
• External expertise
• Contacting the customer instead of the
service integrator • Understanding of what needs to be retained
• Customer and service integrator perspective
• Changes disrupt the customer organization
• Governance structure(s)
• Service integrator and service provider
perspective
• Alignment of communication (plans)
• Service provider perspective
• Understanding the other organizations
• Commitment to collaboration
01/01/2017
The common challenges within a SIAM
ecosystem
Collaboration and Cooperation
• Collaboration and Cooperation in a SIAM-ecosystem is
different
• Competitors become ‘partners’
• Silos and blame culture need to be addressed
• New focus:
• Relationships (particularly cross-provider relationships
• governance controls
• pursuit of common goals
• Cultural considerations
• Fix first, argue later
• The service integrator is the voice of the customer
• Empowerment of the service integrator
• Create an environment that is focused on business outcomes
and the customer
01/01/2017
The common challenges within a SIAM
ecosystem
Culture, collaboration and cooperation
Associated Risks Potential Mitigation
• Service integrator’s perspective: • All parties:
• Service providers bypassing the • Create a ‘code of conduct’
service integrator
• Sign collaboration agreements
• Service provider’s perspective:
• ‘Fix first argue later’ being abused • Service integrator and ‘each’ service
and thus costing money provider
• Reluctance to collaborate
• OLA’s
• Lack of trust
• Internal service provider’s
perspective
• Reluctance to collaborate with
external parties
• No official contractual
imperatives
01/01/2017
The common challenges within a SIAM
ecosystem
Cultural Fit
• Different service providers means different
corporate cultures, but they need to work together
to meet customer outcomes.
• Parties affected
• Customer
• Service integrator
• Service providers
• Roadmap stage affected
• Starting in Plan and Build, the issues may/will increase
during the Implement stage, and may worsen during
Run and Improve.
01/01/2017
The common challenges within a SIAM
ecosystem
Cultural Fit
Associated Risks Potential Mitigation
• Service providers • Be aware of the risk, identify and
• not working well together intervene
• not interacting with processes • Assess cultural fit during
and procedures procurement and use this for
selection
• End to end service targets not
being met • Encourage a culture of collaboration
01/01/2017
The common challenges within a SIAM
ecosystem
Behaviours
• When major organizational changes occur many
people ‘revert to old ways’
• This diminishes SIAM value
• Contractual clauses alone are not enough
• Parties affected
• Customer
• Service integrator
• Service providers
• Roadmap stage affected
• Typically during Run and Improve, but also during the
Implement stage.
01/01/2017
The common challenges within a SIAM
ecosystem
Behaviours
Associated Risks Potential Mitigation
• Service provider staff • Continual reinforcement of correct
circumventing the service behaviour
integrator • Customer and service integrator
provide a united front
• Service providers not engaging
fully • Ongoing training and creation of
awareness
• Service integrator perceived as • Behaviour reviews and audits
being biased
• Collaboration agreements
• Service integrator acts in a
dictatorial way • Communications based on a plan
• Customer and service integrator • Accountabilities taken serious
do not present a united front • Customer and service integrator being
realistic about what can be achieved
• Relationships rely on specific
people, not procedures and roles • SIAM structural elements
• Service levels not being met • Reward good behaviour!
01/01/2017
The common challenges within a SIAM
ecosystem
Level of control and ownership
• The customer organization needs to consider how it
will balance the level of control it wants to have
over service provision, processes, tools and data
against the benefits.
• Parties affected
• Customer organization (mainly)
• Roadmap stage affected
• High level of control and ownership to be decided during
Discovery and Strategy (more detail added later).
01/01/2017
The common challenges within a SIAM
ecosystem
Level of control and ownership
Associated Risks Potential Mitigation
• Customer • Define a clear vision and select an
• not prepared to relinquish appropriate SIAM structure and SIAM-
ownership of service activities and model
processes • Ensure that the customer organization
• relinquishes all control and understands the difference between
accountability governance and management
• Data at risk; level of control associated • Implement clear policies for data, tooling
with data too restrictive or not restrictive and processes
enough
• Define ownership
• Ownership of data is not defined
01/01/2017
The common challenges within a SIAM
ecosystem
Security
• SIAM means sharing of data and information about
services across multiple service providers. Security
by default and by design is needed.
• Parties affected
• Customer
• Service integrator
• Service providers
• Roadmap stage affected
• Initially during Plan and Build. If NOT addressed then it
will cause problems later.
01/01/2017
The common challenges within a SIAM
ecosystem
Security
Associated Risks Potential Mitigation
• Lack of • Clear security strategy and supporting
policies
• Understanding of the customer
organization’s legislative and • Use of other practices like COBIT®, etc. to
regulatory responsibilities help identify information assets and
dataflows
• Education on the topic
• Understanding of criticality of • Design and implement end to end
information security management
• Implement effective processes
• No agreed approach to managing
information • Identify and complete security activities
when adding and removing service
• Inability to map dataflows and the end to providers
end service for security • Create a schedule for audits and testing
• No mapping and allocation of security • Encourage a culture of openness (no
roles and responsibilities blame culture)
• Process inadequacies • Establish a process forum for security
01/01/2017
The common challenges within a SIAM
ecosystem
Measuring success
• To demonstrate the value of SIAM it must be
measured
• Parties affected
• Customer (needs to validate the results)
• Service integrator (needs to build end to end reports)
• Roadmap stage affected
• Run and Improve (actual measurements)
• Plan and Build (definition)
01/01/2017
The common challenges within a SIAM
ecosystem
Measuring success
Associated Risks Potential Mitigation
• Not aligned with the anticipated benefits • Create an effective reporting framework
from the business case
• Clearly define who, what, when, how and
• Not measuring: why
• the right things • Regular reviews of reports to confirm
• enough they are still fit for purpose
• Measuring too much • Use a mix of qualitative and quantitative
measures
• Not being able to measure services from
end to end
01/01/2017
The common challenges within a SIAM
ecosystem
Trust / eliminating micro-management
• Trust between all parties is essential in SIAM-
ecosystems and can lead to duplication and micro-
management.
• Parties affected
• Customer organization
• Service integrator
• Service providers
• Roadmap stage affected
• Run and Improve
01/01/2017
The common challenges within a SIAM
ecosystem
Trust / eliminating micro-management
Associated Risks Potential Mitigation
• Larger than needed retained customer • Careful design of the SIAM-model
organization
• Customer organization continuing its old • Adopt a phased approach to the
ways implementation of SIAM
• Process and service activities duplicated • Have regular communication and culture
• Customer wasting time and resources of improvement to identify and discuss
micro-managing and checking the work micro-management and duplication of
of the service integrator effort
• Service integrator wasting time and • Establishing effective structural elements
resources for extra, unnecessary reports
to support relationships and build trust
• Service providers continue direct
interaction with the customer
• Other risks related to micro management
01/01/2017
The common challenges within a SIAM
ecosystem
Commercial challenges
• The customer, the service integrator and the
service providers all need to feel they are getting
what they expect and are being treated fairly.
• Parties affected
• Customer
• Externally sourced service integrators
• Service providers
• Roadmap stage affected
• Entire roadmap!
01/01/2017
The common challenges within a SIAM
ecosystem
Commercial challenges
Associated Risks Potential Mitigation
• Unrealistic targets and service levels • Get the right skills and experience
involved
• Lack of clearly defined boundaries
between service providers • Define service boundaries and service
interactions
• Service integrator manages the service
providers from a SIAM perspective but • Contractual clause: the service integrator
without any direct contracts is the managing agent
• Service providers impose their own • Make sure targets and service levels flow
contracts with unaligned targets down and are apportioned across service
providers
• Ensure that penalties and service credits
can be calculated correctly
• Clear and unambiguous contracts
• Schedule regular contract reviews
01/01/2017
The common challenges within a SIAM
ecosystem
Legacy contracts
• Two main challenges:
• Not fit for purpose
• Expiry
• Parties affected
• Customer
• Service integrator
• Existing and new service providers
• Roadmap stage affected
• All stages
01/01/2017
The common challenges within a SIAM
ecosystem
Legacy contracts
Associated Risks Potential Mitigation
• Increased service integrator workload • Not fit for purpose
(integrate legacy contracts into the SIAM- • Create timetable, share new SIAM
model) vision with providers,
• Gap in service if a legacy contract expires renegotiate/amend, investigate
before a new SIAM-based contract is in termination costs, contingency plan,
place guide the design approach, issue
reporting
• Additional customer costs (extensions to
or early release of existing contracts) • Expiry
• Clear understanding of all contracts,
roadmap for the transition,
contingency plans, negotiate
extension options
01/01/2017
Summary
Common Challenges with SIAM Ecosystem
• Building Business case
• Cultural Challenge
• Behavioural Challenge
• Level of Control and Ownership
• Security
• Measuring success
• Trust
• Commercials
• Legacy Contract
01/01/2017
6. Service Integration and
Management and other
practices
Weight: 5%
SIAM and Other Practices
ITIL / SIAM is builds on ITIL processes, practices and techniques and adapts them to work
effectively in multi service providers environment.
IS0
IS0 20000 is consider at the Customer layer, Service integrator layer and Service Provider
20000 layer.
Using techniques from Lean can help to increase delivered value and maximise
Lean efficiencies in a SIAM-model
Every step in every process should be analysed.
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SIAM and Other Practices
Other
Practices
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Part II - SIAM Process Guide
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Process and SIAM Ecosystem
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Common SIAM Consideration
Complexity
Toolset Consideration
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Event Management
• Process Purpose
• Event management is the process by which events are
identified through the monitoring of technology components,
systems and services and, where appropriate, action is taken.
Event Management
Metrics:
- Number of events by type
- Accuracy of event information by type
- Number of incident avoided
- Number of failures resolved
Roles:
- Operation Team
- Service Desk
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Incident Management
• Process Purpose
• Incident management records and manages service issues
(known as incidents) that are interrupting the availability of a
service. The process also manages events that are degrading
or could degrade service performance.
• SIAM considerations (examples)
• Needs to support prompt restoration of service
• Need for the definition of:
• Data and information standards
• Incident priorities and severities
• Roles and responsibilities
• Targets need to recognize time for referral between parties.
Risk: passing the hot potato on
• Geography and time zones
Incident Management
Metrics:
- Number of incidents (overall, by service etc.)
- Number of incident resolved at First point of
contact
- Incidents that needed to be reopened
- CSAT with Incident Management process
- Incidents that have been incorrectly
assigned
Roles:
- Incident Manager
- Service Desk
- Major Incident Manager
- Technical Staff
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Problem Management
• Process Purpose
• Problem management is responsible for managing the lifecycle of a
problem, which is defined as the unknown underlying cause of an
incident. It is also responsible for preventing incidents and
problems from occurring or recurring.
Roles:
- Problem Manager
- Technical Teams
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Change Management
• Process Purpose
• Change management enables changes to be made to services
with minimal amounts of disruption.
• Together with Release Management this process ensures that
consistent methods are used to assess, approve and deploy
changes.
• SIAM considerations (examples)
• The scope of the process needs a clear definition all through the
SIAM-ecosystem
• A change policy should clearly define common standards, roles
and parties involved, approval procedures, etc.
• If and when possible change approval should be delegated to
the providers (i.e. small and standard changes)
Release Management
• Process Purpose
• A release is a collection of one or more changes tested and deployed
together. Release management ensures that the integrity of the live
environment is protected and that the correct changes are deployed.
• Together with Change Management this process ensures that
consistent methods are used to assess, approve and deploy changes.
• SIAM considerations (examples)
• Release planning and implementation needs to consider all the affected
service providers, and the customer organization.
• Responsibilities for testing integration between services from different
service providers should be defined
• There should be a consistent format and method for communicating
information about releases
Change & Release Management
Metrics:
- Number of planned services
- Number of current services
- Number of retired services
- Commercial viability of services
- Number of portfolio opportunities
Roles:
- Change Requestor
- Change Manager
- Release Manager
- Test Manager
- Product Owner
- CAB Attendees
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Change & Release Management
Metrics:
- Number of planned services
- Number of current services
- Number of retired services
- Commercial viability of services
- Number of portfolio opportunities
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Configuration Management
• Process Purpose
• The purpose of configuration management is to identify, record,
maintain and assure data and information about configuration items
(CIs)
• SIAM considerations (examples)
• The scope of the service integrator’s CMDB must be clearly defined
• Contracts and agreements need to stipulate what data providers are
required to provide
• Each organization is responsible for maintaining its own CMDB
• Service providers need to share a subset of the data in their CMDB with
the service integrator and other service providers, to support delivery
of the end to end service. Responsibility needs clear definition
• A policy should be defined to describe all aspects with regard to data
shared across the SIAM-ecosystem
• Responsibilities for assessing and improving data quality and CMDB
accuracy should be defined
Service Level Management
• Process Purpose
• Service level management (SLM) ensures that service performance
meets agreed requirements. These requirements are set out as
service level targets in a contract or service agreement
• SIAM considerations (examples)
• The service integrator acts as the sole agent of the customer
• Clear definition of process scope (no overlap with processes like
supplier management, contract management, etc.) and contract
scope
• Clear service level agreements including breach thresholds,
escalation etc.
• The SIAM-model needs to reflect any service level targets that may
have been agreed before the service integrator was appointed
• Contingency approach in case a service provider fails to meet their
targets
Service Level Management
Metrics:
- Customer perception of service
- Service Level Achievement
against targets
Roles:
- Service level Manager
- Reporting Analyst
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Capacity management
SIAM manages business capacity
Service providers manage component capacity
SIAM and service providers jointly manage
service capacity
SIAM maintains the model that maps forecast
demand to forecast provider service capacity
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Service Portfolio Management
• Process Purpose
• maintain information on all services, to provide the customer
organization with a better insight as to ongoing spend, and support
business decisions on future investment in products and services
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Supplier Management
• Process Purpose
• The supplier management process defines the supplier
management policy and strategy, establishes a management
framework, and identifies and manages service providers, to deliver
value for money to the customer
• SIAM considerations (examples)
• Effective supplier management is critical to the success of any SIAM
implementation.
• Executed by the service integrator,
• Separate from Contract Management and SLM
• Manages provider performance
• Needs a policy
• Supplier forums can assist in creating a collaborative culture
Supplier Management
Metrics:
- Number of planned services
- Number of current services
- Number of retired services
- Commercial viability of services
- Number of portfolio opportunities
Roles:
- Supplier Manager, Procurement Manager
- Account Manager , Service Provider Service Manager
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Financial Management
• Process Purpose
• The purpose of financial management is to oversee the
management of the end to end financial function and the
activities of collating, investigating, analysing and presenting
financial information to the customer
• SIAM considerations (examples)
• Maintaining:
• commercial confidentiality across the ecosystem
• traceability of financial information across the SIAM-ecosystem
• Ability to compare and contrast financial information from
different services providers in a meaningful way
• Understanding the cost of a service provided by multiple
service providers
• Presenting consolidated financial information to the customer
in an understandable format
Financial Management
Metrics:
- Cost of Service
- Profitability of service
- Comparison between service and
service providers
- Spend against budget
- Accuracy of invoices
- Output produce on time
Roles:
- Chief Financial Officer
- Management Accountant
- Cost Accountant
- Accountant Assistant
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Information Security Management
• Process Purpose
• Information security management (ISM) sets and monitors
adherence to security policies and processes. It manages the
confidentiality, integrity, and availability of information, data,
IT and people.
• SIAM considerations (examples)
• Clear definition of accountabilities and responsibilities
• Use of consistent information security classifications and
definitions.
• Managing and communicate breaches and vulnerabilities
across the ecosystem
• Include security targets within service provider contracts
• Increased security risks when lower level risks are aggregated
across multiple parties
Information Security Management
Metrics:
- Number of security related incidents
- Number of security breaches
- % of users complying with security training
& other aspects
- Availability and Accuracy of Security tools
- Accuracy and Outcome of Security Audits
- of awareness of security principles
throughout organization
Roles:
- Senior Information Risk Officer, Information security manager, Service Desk, Incident Manager
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Continual Service Improvement
• Process Purpose
• The purpose of continual service improvement is to provide
a consistent method of quantifying, tracking and managing
the delivery of improvement activity across an ecosystem.
• SIAM considerations (examples)
• common definition across all parties in the ecosystem
• on the agenda of governance boards
• primary focus of the process forum structural elements
• All parties contribute, lessons are shared
• Service integrator responsible for managing cross-service
provider improvements
Continual Service Improvement
Metrics:
- Number of improvement identified,
action and completed
- Cost of improvement activities
- Increased value associated with
improvement activities
- Improvement in achievement of SLA
and process KPIs
Roles:
- Improvement Initiator, Improvement Sponsor, Improvement Implementer, Governance Board
Attendees, Process Forum Attendees
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Knowledge Management
• Process Purpose
• Knowledge Management is the process of capturing
knowledge and making it available in a controlled and quality-
assured manner to all appropriate people
• SIAM considerations (examples)
• Standardised templates and definitions for knowledge
• Service providers should be encouraged to share knowledge
with each other
• Clear responsibilities for creating, reviewing, approving,
publishing, and maintaining knowledge articles
• Relevant parties must be able to access knowledge, either
from a single knowledge repository, or a virtual repository
linking all providers
• Knowledge should be consistent across the SIAM-ecosystem
Knowledge Management
Metrics:
- Number of knowledge users
- Reduction in incident resolution time
by using knowledge articles
- % of incidents resolved by knowledge
items
- Number of active knowledge articles
- Accuracy of repository content
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Project Management
• Process Purpose
• The purpose of project management is to provide a
structured approach that delivers projects on time, on budget
and at the appropriate level of quality
• SIAM considerations (examples)
• Increased complexity of project relationships within a SIAM-
ecosystem
• Planning integrated projects involving multiple project teams
in multiple service providers
• Obtaining consistency in reporting project status and progress
• Establishment of a collaborative culture to support cross-
service provider project management
• Managing risks in integrated projects
• Ensuring effective acceptance into service criteria for project
implementations across multiple service providers
Project Management
Metrics:
- Delivery against plan
- Delivery against quality
requirements
- Delivery against budget
- Overdue products
- CSAT
Roles:
- Project Director
- Project Manager
- Project Management office
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Audit and Control
• Process Purpose
• The purpose of audit and control is to provide assurance that
the services provided to the customer are being delivered in
accordance with documented requirements. This can include
contracted, legislative, regulatory, and security requirements
• SIAM considerations (examples)
• Preferably one governance framework across all parties (may
not always be possible)
• Each organization should own its risks opposed to an overall
accountability
• Security and privacy assurance and compliance (across the
SIAM-ecosystem) needs to be clearly defined
• Clear definitions of roles, accountabilities and responsibilities
• Audits across the whole SIAM-ecosystem
• Specifics laid down in contracts
Audit and Control
Metrics:
- Compliance against requirement
- Number of non conformance
identified, opened and closed
Roles:
- Quality Manager
- Chief Security Officer
- Auditor, Process Owner
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Exam Information
EXIN BCS Service Integration and
Management (SIAM®) Foundation exam
Prerequisites
-none-
Knowledge of IT Service Management terminology, for instance through the EXIN IT Service
Management based on ISO/IEC 20000, is strongly recommended.
Examination details
Examination type: Computer-based or paper-based multiple-choice questions
Number of questions: 40
Pass mark: 65% (26 of 40)
Open book/notes: NO
Electronic equipment/aides permitted: NO
Time allotted for examination: 60 minutes
SIAM in 2017
1. The world’s first SIAM conference – a chance to network with other SIAM
professionals in Leeds, UK on March 30 2017.
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Thank You
manish@novelvista.com
78880 46606
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