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The questions for SIAMP were last updated on Dec 24, 2024.
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The outline SIAM model has been determined.
- SIAMRUS will be the service integrator.
- The development teams from ZYXS and ZYXUK will merge to provide global application development and support services
- ZYXS will also provide a centralized service desk, desktop support, and field engineer support.
- OUTSCO will provide hosting e-mail services, the wide area network, and local area networks under new contracts
- All services currently hosted by ZYXS or ZYXD will transfer to OUTSCO
The strategy is to transfer the current services to these named service providers as the legacy contracts expire
The merger with the Tokyo-based competitor has started and is expected to complete in 3 months' time. As part of the merger the services currently provided by the Tokyo-based internal functions will transfer to ZYXS and ZYXUK. The planning for this has only just started, there is insufficient time to create and test a detailed plan
What is the most appropriate implementation approach for the ZYX SIAM model?
What is the most appropriate implementation approach for the ZYX SIAM model?
Understanding the Scenario:
SIAMRUS will be the service integrator.
Merging development teams from ZYXS and ZYXUK to provide global application development and support.
ZYXS will provide centralized service desk, desktop support, and field engineer support.
OUTSCO will provide hosting, e-mail services, WAN, and LAN under new contracts.
Services currently hosted by ZYXS or ZYXD will transfer to OUTSCO.
Merger with Tokyo-based competitor transferring services to ZYXS and ZYXUK, with planning just starting.
Analyzing the Options:
Option A: Big bang approach risks overwhelming resources and causing significant disruptions.
Option B: Phased approach by organization and location might introduce inconsistencies and complicate management.
Option D: Phased approach by incumbent service provider may not address all service areas effectively.
Selecting the Optimal Approach:
Option C: Phased approach by service or group of services ensures that each service or related group of services is transitioned smoothly and managed effectively. It allows for controlled testing and integration, minimizing risks and ensuring continuity.
Justification:
This approach provides flexibility and ensures that each service can be managed individually, allowing for adjustments as needed.
It aligns with best practices in ITIL and SIAM for managing complex transitions and integrations effectively.
The implementation of NEWGEN will onboard a number of existing service providers at differing levels of maturity. In addition, there will be new services (such as NEWBNK) and service providers (such as those to support planned expansion in the Asia Pacific region).
What would be the most advantageous approach to onboarding?
Onboarding Challenges:
Onboarding multiple existing and new service providers with varying levels of maturity and different services.
Standard Onboarding Approach:
Creating a standard onboarding approach ensures consistency and clarity in the onboarding process.
This approach provides a structured methodology that can be applied uniformly, ensuring that all service providers meet the required standards.
Application Based on Contract Timelines:
Applying the standard approach as contracts are renewed, created, or extended ensures that the onboarding process aligns with contractual timelines and avoids disruption.
This phased approach allows for manageable and controlled onboarding.
Service Criticality and Impact Assessment:
Prioritizing onboarding based on service criticality and impact assessment ensures that the most critical services are onboarded first.
This prioritization minimizes risk and ensures that the most important services are stable and well-integrated.
Benefits:
A structured and prioritized onboarding process ensures a smoother transition, better integration, and reduced risk of service disruption.
SIAM Professional Body of Knowledge (BoK), Chapter on Onboarding and Transitioning
ITIL 4: Drive Stakeholder Value (DSV), Section on Onboarding and Offboarding
ZYX completed the Discovery and Strategy stage one week ago. The Plan and Build stage is expected to take six months to complete. ZYX would like to put a service integrator in place before they complete the design of the detailed SIAM model
The outline SIAM model proposed that ZYXS would be an internal service integrator because of their service integration capabilities Additional staff would be recruited to provide additional capacity. The development and support staff from ZYXS would be transferred to ZYXD to become an internal service provider.
The CEO does not want to use a hybrid or lead supplier structure Because of the internal capabilities of ZYXS, no evaluation has been done for using an external service integrator
The ZYXS IT Director has just announced that she. and all ten staff identified to work as the service integrator, are leaving ZYXS in four weeks They intend to form their own company ZSSIAM, specializing in providing service integration services
OUTSCO is a global provider of a range of outsourced services They are in the last year of a 10-year contract to provide services to ZYXUK Over the last 2 years their performance has decreased OUTSCO can also provide service integration services They have a good reputation as a flexible and reliable service integrator who are willing to amend their SIAM model.
SIAMRUS is a global provider of service integration services in the manufacturing sector Their SIAM model includes a standardized process model, with every provider using the same process, a shared toolset owned by SIAMRUS, and 5 contracted service providers They recently provided an outline SIAM strategy for ZYXUK
What is the best approach for ZYX to appoint a service integrator?
Current Situation:
The internal capabilities of ZYXS are compromised due to the departure of the IT Director and key staff.
Evaluation of Options:
A competitive bidding process allows ZYX to evaluate the strengths, weaknesses, and proposed solutions of each potential service integrator.
It ensures that the chosen service integrator aligns best with ZYX's requirements and strategic goals.
Benefits of Competitive Bidding:
This approach promotes transparency and fairness.
It provides ZYX with multiple options to choose from, facilitating a well-informed decision based on thorough analysis.
Consideration of Capabilities:
OUTSCO, despite past performance issues, could be a viable option if improvements are demonstrated.
SIAMRUS and ZSSIAM bring their own strengths and unique propositions, providing a range of options for ZYX to consider.
SIAM Professional Body of Knowledge (BoK), Chapter on Service Integrator Selection
ITIL 4: High-velocity IT (HVIT), Section on Sourcing and Supplier Management
ZYX decided to use a phased approach for implementation SIAMRUS was appointed as the service integrator and is now live
The next phase is to replace the services currently provided by OUTSCO with services provided by ZYXS, ZYXD, FIELDSCO and NETSCO. This is expected to be completed in 2 months OUTSCO has established a small transition team to assist with the service transfer
Over the past 4 months the performance of the OUTSCO service desk has deteriorated, with 50% of calls to the service desk exceeding the call answer time service level OUTSCO has admitted that this is due to reduced numbers of staff on their service desk
What is the best approach to address the service level failures?
Context Understanding: The performance of the OUTSCO service desk has deteriorated due to reduced staff numbers, affecting service levels significantly.
Service Level Management: Ensuring that service levels are met is critical for maintaining customer satisfaction and operational efficiency. Immediate action is needed to address the shortfall in service desk performance.
Reallocation of Resources: Moving staff from the transition team back into the service desk provides an immediate solution to bolster the service desk and improve call answer times.
Transition Team's Role: The transition team's primary goal is to assist with service transfer. However, since the transition will not be completed for another two months, reallocating some team members temporarily can help maintain service levels without significantly impacting the transition process.
Alternative Options:
Applying service credits penalizes OUTSCO but does not resolve the immediate issue.
Asking SIAMRUS staff to take over the transition work may not be feasible or efficient, as they may not have the specific knowledge required.
Offering a bonus for improvements might motivate OUTSCO but does not address the immediate staffing issue.
Conclusion: The most practical and effective immediate solution is to move staff from the transition team back into the service desk to improve service levels.
SIAM Foundation Body of Knowledge (BoK), Chapter on Service Level Management
SIAM Professional Body of Knowledge (BoK), Transition Planning and Support Sections
ZYXS has been chosen as the service integrator. Immediately after implementation an issue has arisen with a high priority incident. OUTSCO and ZYXD are passing the incident between them and are blaming each other for not owning the solution. Meanwhile the incident is approaching its target resolution time and may breach its service level
What should ZYXS do first?
Urgency of the Situation:
A high-priority incident is close to breaching its service level, necessitating immediate action to resolve the issue and prevent further impact.
Immediate Resolution Steps:
Convening an immediate meeting with OUTSCO and ZYXD allows for direct and prompt communication between the involved parties.
This meeting aims to agree on concrete steps to resolve the incident quickly, focusing on collaboration rather than assigning blame.
Role of the Service Integrator:
As the service integrator, ZYXS is responsible for coordinating the resolution efforts and ensuring that all parties work together effectively.
Facilitating this meeting demonstrates proactive leadership and the ability to manage critical incidents.
Preventing Escalation:
Addressing the issue immediately helps prevent escalation to higher authorities or governance bodies, which can delay resolution and increase tension between providers.
SIAM Professional Body of Knowledge (BoK) emphasizes the importance of prompt and effective incident management.
ITIL 4: Create, Deliver and Support (CDS) includes guidelines for managing incidents and ensuring timely resolution.
SIAM Professional Body of Knowledge (BoK), Chapter on Incident Management
ITIL 4: Create, Deliver and Support (CDS), Section on Incident Management
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