SIAM Foundation - Katokitsu

SIAM Foundation - Katokitsu

g n i SIAM Foundation n d l i b t U SIAM Service Integration and Management u s t i k o t a K SIAM is a registered trademark of EXIN All rights reserved. No part of this publication may be published, reproduced, copied or stored in a data processing system or circulated in any form by print, photo print, microfilm or any other means without written permission by EXIN and Katokitsu Utbildning. Contact: [email protected] Source: Scopism Foundation Body of Knowledge (C) 2016 Katokitsu Utbildning Copyright 2017 1 Arrangement Times: Day 1: 9:00 16:30 , break 10:35 10:45, 13:45 14:00, 15:00 15:15 Day 2: 9:00 - 16:30 , break 10:35 10:45, 13:45 14:00, 15:00 15:15 Day 3: 9:00 17:30 , break 10:15 10:30, 14:00 14:20, 15:30 16:00, exam 16:00 17:30 Lunch: 12 13 Session plan: Day 1: Introduction, Purpose, value and drivers, Eco system and layers, structures,

Roadmap, Stage Discovery and Strategy, Plan and Build Slide ---86 Day 2: Stage Implement, Run and improve, Roles and responsibilities, practices u s t i k o t a K t U g n i n d l i b Slide --- 178 Day 3: a.m.: Processes, considerations, challenges, risks, other practices, exam Slide --- 268 Katokitsu Utbildning Copyright 2017 2 Use of presentation material

The top of each slide contains a menu bar, that has 2 purposes: g n i n d l i b 1 Highlighting which section is being presented 2 Clickable section titles enabling to jump to a specific section Introduction Roles and responsibilities Purpose, value and drivers u s t i k o t a K Practices t U Ecosystem and layers Processes Structures Challenges, risks Katokitsu Utbildning Copyright 2017 Roadmap Other practices

3 Course objectives and method Objectives: Insight in the SIAM concept, model, structures and terminology Overview of the implementation roadmap Understanding of the challenges and risks Preparation for certification exam t U g n i n d l i b u s t i Method: k o Use of presentation material t a K after major items Control questions Katokitsu Utbildning Copyright 2017 4 Certification exam 75 minutes for non-native language, 60 minutes for native language Multiple choice 40 questions

Approved: 65%, i.e. 26 correct answers Paper based, in connection to the course, day 3, time: 16:00 Closed book, clean desk Exam sample paper available at EXIN, see below Study the material 2 hours each day after the course Preparation guide : t U g n i n d l i b https://www.exin.com/uploads/Landingpages/SIAM/english_preparation_guide_siamf_201701.pdf Sample exam: u s t i k o t a K https://www.exin.com/assets/exin/exams/2117/samples/english_sample_exam_siamf_201702.pdf Free downloads from Scopism (upon registration): https://www.scopism.com/free-downloads/ SIAM Key Facts SIAM Foundation Body of Knowledge SIAM Process Guides Enterprise Service Management Essentials Katokitsu Utbildning Copyright 2017 5

Introduction Purpose, value and drivers Roles and responsibilities Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Content Introduction Purpose, value and drivers Ecosystem and layers Structures Roadmap Roles and responsibilities Practices Processes Challenges and risks Other practices u s t i k o t a K t U

Katokitsu Utbildning Copyright 2017 Content g n i n d l i b 6 Introduction Purpose, value and drivers Roles and responsibilities Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Traditional

outsourcing model Introduction g n i n Customers IT organization d l i b t U u s t i k o t a K Business Service provider Service provider Service provider Katokitsu Utbildning Copyright 2017 Service provider 7 Introduction Roles and responsibilities Purpose, value and drivers Practices

Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices SIAM model Business Customers retained IT organization Internal t U g n i n d l i b Service Integrator Service provider u s t i k o t a K Service provider

Service provider Katokitsu Utbildning Copyright 2017 Service provider 8 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices SIAM model Business Customers retained IT organization External t U g n i n d l i b Service Integrator

Service provider u s t i k o t a K Service provider Service provider Katokitsu Utbildning Copyright 2017 Service provider 9 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices SIAM model Business Customers retained IT organization

Hybrid t U g n i n d l i b Service Integrator Service Service provider u s t i k o t a K Service provider Service provider Katokitsu Utbildning Copyright 2017 Service provider 10 Introduction Purpose, value and drivers

Roles and responsibilities Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices SIAM model Business Customers retained IT organization Lead supplier t U g n i n d l i b Service Integrator Service provider u s t i k o t a

K Service provider Service provider Katokitsu Utbildning Copyright 2017 Service provider 11 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices SIAM model Business Customers retained IT organization t U g n i n d l i b

Service Integrator Service provider u s t i k o t a KApplies only if more than 1 Service provider Service provider supplier Katokitsu Utbildning Copyright 2017 Service provider 12 Katokitsu Utbildning Copyright 2017 u s t i k o t a K 13 Customer needs procurement and supplier management capabilities needs increasing

use of resources Managing interfaces between service providers, including even managing arguments leads focus away from service control and delivery Customers might be locked into long contracts inflexibility may cause commercial damage Outsourcing t U g n i n d l i b What is leading to SIAM ? Roles and responsibilities Introduction Practices Processes Purpose, value and drivers Challenges, risks Ecosystem and layers Structures Other practices Roadmap Katokitsu Utbildning Copyright 2017 u

s t i k o t a K 14 Freedom to focus on their core business the outsourced service isnt a strategic advantage Free up internal resources for other work Reduce permanent headcount Ability to scale more easily Access to higher levels of skill/experience Perceived lower costs t U Towards SIAM g n i n d l i b Considerations towards SIAM Roles and responsibilities Introduction Practices

Processes Purpose, value and drivers Challenges, risks Ecosystem and layers Structures Other practices Roadmap Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices SIAM definition Service Integration and Management (SIAM) is a management methodology that can be applied in an environment that includes services sourced from a number of service providers. g n i n d l i b SIAM has a different level of focus to traditional multisourced ecosystem with one customer

and multiple suppliers. It provides governance, management, integration, assurance and coordination u s t i k o t a K t U to ensure that the customer organization gets maximum value from its service providers. Source: Scopism Foundation Body of Knowledge (C) 2016 Katokitsu Utbildning Copyright 2017 15 Introduction Purpose, value and drivers Roles and responsibilities Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap

Other practices SIAM environment Adopting SIAM creates an environment where everyone understands their g n i n d l i b Scope Responsibility Role u s t i Yes, k You to a Can! K t U Outcome Empowerment Katokitsu Utbildning Copyright 2017 16 Introduction Roles and responsibilities

Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices SIAM environment Adopting SIAM creates an environment where everyone understands their g n i n d l i b Scope Responsibility Role Presently, SDMs roles, responsibilities, scope, empowerment is questionable, as well as what is expected of them. u s t i Yes, k You to a Can! K

t U Outcome Empowerment Katokitsu Utbildning Copyright 2017 17 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices SIAM methodology u s t i k o t a K t U g n i

n d l i b Katokitsu Utbildning Copyright 2017 18 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Practice definition u s t i k o t a K t U g n i n

d l i b Katokitsu Utbildning Copyright 2017 19 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Practices within u s t i k o t a K t U g n i n d

l i b Katokitsu Utbildning Copyright 2017 20 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Process definition u s t i k o t a K t U g n i n d l

i b Augment: to make greater, more numerous, larger, or more intense Katokitsu Utbildning Copyright 2017 21 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Function definition u s t i k o t a K t U g n i n

d l i b Katokitsu Utbildning Copyright 2017 22 Introduction Purpose, value and drivers Roles and responsibilities Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Roles and responsibilities definition Roles and responsibilities define the scope of work for each element of a SIAM model u s t i k o t a K t U g n

i n d l i b Katokitsu Utbildning Copyright 2017 23 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Structural elements definition u s t i k o t a K t U g n i

n d l i b Katokitsu Utbildning Copyright 2017 24 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Structural element - board u s t i k o t a K t U g n i n

d l i b Katokitsu Utbildning Copyright 2017 25 Introduction Purpose, value and drivers Roles and responsibilities Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Structural element process forum u s t i k o t a K t U g n i

n d l i b Katokitsu Utbildning Copyright 2017 26 Introduction Purpose, value and drivers Roles and responsibilities Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Structural elements working groups u s t i k o t a K t U g n

i n d l i b Katokitsu Utbildning Copyright 2017 27 Introduction Purpose, value and drivers Roles and responsibilities Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Structural elements working groups u s t i k o t a K t U g

n i n d l i b Katokitsu Utbildning Copyright 2017 28 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices SIAM purpose Purpose u s t i k o t a K t U

g n i n d l i b Katokitsu Utbildning Copyright 2017 29 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Benefits and drivers SIAM drivers are triggers for an organization to move towards a SIAM model. Drivers and benefits contribute to Business Case u s t i k o t a K t U

g n i n d l i b Katokitsu Utbildning Copyright 2017 30 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Improved service quality u s t i k o t a K t U

g n i n d l i b Katokitsu Utbildning Copyright 2017 31 Introduction Purpose, value and drivers Roles and responsibilities Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Optimized costs and improved value u s t i k o t a K t U

g n i n d l i b Katokitsu Utbildning Copyright 2017 32 Introduction Purpose, value and drivers Roles and responsibilities Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Improved governance and control u s t i k o t a K t

U g n i n d l i b Katokitsu Utbildning Copyright 2017 33 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Improved flexibility u s t i k o t a K t U

g n i n d l i b Katokitsu Utbildning Copyright 2017 34 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Drivers service satisfaction u s t i k o t a K t U

g n i n d l i b Katokitsu Utbildning Copyright 2017 35 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Drivers service sourcing and landscape u s t i k o t a K t U g

n i n d l i b Katokitsu Utbildning Copyright 2017 36 Introduction Purpose, value and drivers Roles and responsibilities Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Drivers operational efficiencies u s t i k o t a K t U

g n i n d l i b Katokitsu Utbildning Copyright 2017 See next slide 37 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Drivers Data dictionary u s t i k o t a K t U

g n i n d l i b Katokitsu Utbildning Copyright 2017 38 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Drivers external u s t i k o t a K t U

g n i n d l i b Katokitsu Utbildning Copyright 2017 39 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Drivers commercial u s t i k o t a K t U g

n i n d l i b Katokitsu Utbildning Copyright 2017 40 Control questions u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 41 1 - SIAM driver groups Which of the SIAM driver groups includes delivery silos? a) b)

c) d) g n Service satisfaction drivers i n Operational efficiencies ild b t Commercial drivers U External drivers su t i k o t a K A Katokitsu Utbildning Copyright 2017 42 2 - Terminology What term is used to refer to IT services commissioned by business departments, without the knowledge of the IT department? a) b) c) d) Multi-sourcing Operational efficiencies Business case Shadow IT u s t i

k o t a K t U g n i n d l i b D Katokitsu Utbildning Copyright 2017 43 3 - Data dictionary Which of these options would be part of an organisations data dictionary? a) b) c) d) g Management report formats in n d Contracts l i b t Job descriptions U Organisation chart u

s t i k o t a K A Katokitsu Utbildning Copyright 2017 44 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices SIAM ecosystem Ecosystem u s t i k o t a K t

U g n i n d l i b Katokitsu Utbildning Copyright 2017 45 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices SIAM layers Business Customers retained IT organization t U g n i n d l

i b Service Integrator Service provider u s t i k o t a K Service provider Service provider Katokitsu Utbildning Copyright 2017 Service provider 46 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices

SIAM customer layer customer organization u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 47 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices SIAM customer layer retained IT organization

u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 48 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices SIAM service integrator layer

u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 49 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices SIAM service provider layer u

s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 50 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices SIAM service provider layer u s

t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 51 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices SIAM service provider layer u s t

i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 52 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices SIAM structures Structures u s

t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 53 Introduction Purpose, value and drivers Roles and responsibilities Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Externally sourced service integrator u

s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 54 Introduction Purpose, value and drivers Roles and responsibilities Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Internally sourced service integrator

u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 55 Introduction Purpose, value and drivers Roles and responsibilities Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Internally sourced service integrator

u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 56 Introduction Purpose, value and drivers Roles and responsibilities Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices

Hybrid sourced service integrator u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 57 Introduction Purpose, value and drivers Roles and responsibilities Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices

Hybrid sourced service integrator u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 58 Introduction Purpose, value and drivers Roles and responsibilities Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap

Other practices Hybrid sourced service integrator u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 59 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices

Lead supplier sourced service integrator u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 60 Control questions u s t i k o t a K t U g

n i n d l i b Katokitsu Utbildning Copyright 2017 61 5 - Retained capabilities The customer organizations retained capabilities are sometimes referred to as the intelligent client function a) True b) False u s t i k o t a K t U g n i n d l i b A Katokitsu Utbildning Copyright 2017

62 6 - Service Integrator accountability The service integrator is accountable for end to end service ......... , management, integration, assurance and coordination. a) b) c) d) Governance Reporting Control Security u s t i k o t a K t U g n i n d l i b A Katokitsu Utbildning Copyright 2017 63 7 - Service Integrator role

Which of these options is NOT a Service Integrator role? a) b) c) d) g n Provides the customer with a single point of i n accountability d l i Drives collaboration andtimprovement across b U service providers u s Delivers and operationally manages services to the t i customer k o t Reinforces roles and responsibilities for all service a K providers C Katokitsu Utbildning Copyright 2017 64 8 - Operational governance Which SIAM layer is responsible for operational governance of service providers?

a) b) c) d) g n The customer organisation i n d The service integrator l i b t Each service provider is responsible for their own U governance u s t i Retained capabilities k o t a K B Katokitsu Utbildning Copyright 2017 65 9 - SIAM application SIAM only applies to IT services and cannot be used for business services a) True b) False u s t i

k o t a K t U g n i n d l i b B Katokitsu Utbildning Copyright 2017 66 10 - Retained capabilities The customer and the service integrator are separate organizations, with the service integrator providing governance and coordination of the internal and external service providers. The service integrator doesnt deliver any services to the customer. Which type of SIAM structure is this? a) b) c) d) u s t i k o t a K

Internally sourced Externally sourced Hybrid Lead supplier t U g n i n d l i b B Katokitsu Utbildning Copyright 2017 67 11 - Structure If the customer wants to put the service integrator in place very quickly and already has some service integrator capabilities, which structure is it most likely to choose? a) b) c) d) Internally sourced Externally sourced Hybrid Lead supplier u s t i k o

t a K t U g n i n d l i b A Katokitsu Utbildning Copyright 2017 68 12 - Structure Which SIAM structure can be established as either a temporary or a permanent arrangement? a) b) c) d) Internally sourced Externally sourced Hybrid Lead supplier u s t i k o t a K

t U g n i n d l i b C Katokitsu Utbildning Copyright 2017 69 13 - Structure risk If the roles and responsibilities are not carefully mapped, this structure can lead to confusion, duplication and tasks being missed. Which structure does this risk mainly apply to? a) b) c) d) u s t i k o t a K Internally sourced Externally sourced Hybrid Lead supplier

t U g n i n d l i b C Katokitsu Utbildning Copyright 2017 70 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices SIAM Roadmap Roadmap Discovery and strategy Plan and build Implement Run and improve Every stage will be checked for:

g n i n Stage outputs d l i Riskstband issues U Plan for the next stage u s GO / NO GO decision t i k o t a K Katokitsu Utbildning Copyright 2017 71 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Objectives

u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 72 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Objectives u

s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 73 Introduction Purpose, value and drivers Roles and responsibilities Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Stage Discovery and strategy

u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 74 Introduction Purpose, value and drivers Roles and responsibilities Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Stage Discovery and strategy

u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 75 Introduction Purpose, value and drivers Roles and responsibilities Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices

Stage Discovery and strategy u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 76 Introduction Purpose, value and drivers Roles and responsibilities Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices

Stage Discovery and strategy INPUT and TRIGGERS SIAM drivers Enterprise, corporate and IT governance standards Current business, procurement and IT strategies Business requirements and constraints Current organisational structure, processes, products and practices Existing service provider information, including existing contracts and agreements Understanding of market forces and technology trends t U ACTIVI TIES u s t i k o t a K OUTPUT Established SIAM transition project Strategic objectives Governance requirement and high level SIAM governance framework Defined principles and

policies for roles and responsibilities Map of existing services and sourcing environment Current maturity and capability levels Market awareness Approved outline business case for SIAM Strategy for SIAM Outline SIAM model 77 g n i n d l i b Katokitsu Utbildning Copyright 2017 Introduction Purpose, value and drivers Roles and responsibilities Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Stage Discovery and strategy u

s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 78 Control questions u s t i k o t a K t U g n i n d

l i b Katokitsu Utbildning Copyright 2017 79 15 - SIAM roadmap Which of these options is NOT one of the SIAM roadmap stages? a) b) c) d) g n Discovery and Strategy i n d Plan and build l i b t Implement U Operate u s t i k o t a K D Katokitsu Utbildning Copyright 2017 80

16 - SIAM roadmap The SIAM roadmap is sequential and activities must be carried out on order with no repetition a) True b) False u s t i k o t a K t U g n i n d l i b B Katokitsu Utbildning Copyright 2017 81 17 - Stage What does the end of stage checkpoint include? a) b) c) d) g n

The stage outputs i n d Selection of the service integrator l i b t Service reporting U Selection of the sservice providers u t i k o t a K A Katokitsu Utbildning Copyright 2017 82 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Stage Plan and build

u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 83 Introduction Purpose, value and drivers Roles and responsibilities Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Stage Plan and build

INPUT and TRIGGERS OUTPUT Governance requirements and high level SIAM governance framework Defined principles and policies for roles and responsibilities Map of existing services and sourcing environment Current maturity and capability levels Market awareness Approved outline business case for SIAM Strategy for SIAM Outline SIAM model Approved business case g n i n d l i b Organization change management activities t U ACTIVI TIES u s t i k o

t a K Katokitsu Utbildning Copyright 2017 Service integrator appointed Service providers appointed Plan for service provider and service retirement Full design of the SIAM model 84 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Stage Plan and build u s t i k o t a K t U

g n i n d l i b Katokitsu Utbildning Copyright 2017 See next slide 85 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Stage Plan and build u s t i k o t a K t

U g n i n d l i b Katokitsu Utbildning Copyright 2017 86 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Stage Implement u s t i k o t a K t U

g n i n d l i b Katokitsu Utbildning Copyright 2017 88 Introduction Purpose, value and drivers Roles and responsibilities Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Stage Implement INPUT and TRIGGERS End of service provider contract Service provider exiting contract Organizational structure changes Outputs from Pland and build stage OUTPUT New SIAM model

t U ACTIVI TIES u s t i k o t a K g n i n d l i b Katokitsu Utbildning Copyright 2017 89 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices

Stage Implement u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 90 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices

Stage Implement u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 91 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Stage Implement

u s t i k o t a K t U g n i n d l i b Needs support from dedicated resources Katokitsu Utbildning Copyright 2017 92 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices

Stage Implement Organizational change management u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 93 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices

Stage Implement u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 94 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Stage Run and improve

u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 95 Introduction Purpose, value and drivers Roles and responsibilities Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices

Stage Run and improve INPUT and TRIGGERS Implement stage complete Phased approach SIAM model Process models Performance management and reporting framework Collaboration model for service providers Tooling strategy Ongoing improvement framework OUTPUT Reports and information about services and processes SIAM model improvements Can even result in repeated stages t U ACTIVI TIES u s t i k o t a K g n i n d l i b

Katokitsu Utbildning Copyright 2017 96 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Stage Run and improve u s t i k o t a K t U g n i n d l i b

Katokitsu Utbildning Copyright 2017 97 Introduction Purpose, value and drivers Roles and responsibilities Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Roles andresponsibilities responsibilities Roles and Roles are different in a SIAM environment, regarding the Customer Service integrator Service provider g n i n d l i b Unclear roles and responsibilities can lead to work being missed or duplicated. A role is the position or purpose that someone or something has in a situation, organization, society or relationship

A responsibility is something that is your job or duty to deal with. u s t i k o t a K t U SIAM roles and responsibilities define what each organization and stakeholder need to do. _______________________________________________________________ Katokitsu Utbildning Copyright 2017 98 _______ Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Roles and responsibilities u s t i k

o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 99 Introduction Purpose, value and drivers Roles and responsibilities Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Customer - Roles and responsibilities u s t i

k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 100 Introduction Purpose, value and drivers Roles and responsibilities Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Customer - Roles and responsibilities u s t

i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 101 Introduction Purpose, value and drivers Roles and responsibilities Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Customer - Roles and responsibilities u s

t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 102 Introduction Purpose, value and drivers Roles and responsibilities Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Customer - Roles and responsibilities u

s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 103 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Service Integrator - Roles and responsibilities u s

t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 104 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Service Integrator - Roles and responsibilities u s t

i k o t a K t U g n i n d l i b Their role is to integrate and manage, not to actually carry out the activities. Katokitsu Utbildning Copyright 2017 105 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Service Integrator - Roles and responsibilities u

s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 106 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Service Integrator - Roles and responsibilities u s

t i k o t a K t U g n i n d l i b The service integrator might provide the integrated service management toolset. Katokitsu Utbildning Copyright 2017 107 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Service Provider - Roles and responsibilities

u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 108 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Service Provider - Roles and responsibilities u

s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 109 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Service Provider - Roles and responsibilities u s

t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 110 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Service Provider - Roles and responsibilities u s t

i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 111 Control questions u s t i k o t a K t U g n i n d l i

b Katokitsu Utbildning Copyright 2017 112 18 - Discovery and Strategy Stage During the Discovery and Strategy stage, the customer organization will decide what it is prepared to source from external organizations. a) True b) False u s t i k o t a K t U g n i n d l i b A Katokitsu Utbildning Copyright 2017 113 19 - Discovery and Strategy Stage Which of these options is an input to the Discovery and Strategy stage?

a) b) c) d) g n Business requirements and constraints i n d strategy The service integrators pricing l i b t Retained capabilities U SIAM structuressu t i k o t a K A Katokitsu Utbildning Copyright 2017 114 20 - Plan and build Stage Which of these options is NOT an objective of the Plan and build stage? a) b) c) d) g n Appoint the service integrator and service i

n d providers l i b SIAM model Obtain full approval of tthe U Commence organizational change management u s t i Create the outline business case k o t a K D Katokitsu Utbildning Copyright 2017 115 21 - Choosing service providers What does the customer organization use to gather information about the capabilities of a number of service providers, so they can be compared and a shortlist compiled? a) b) c) d) t U Request for information Request for proposal Invitation to tender Business case A

u s t i k o t a K g n i n d l i b Katokitsu Utbildning Copyright 2017 116 22 - SIAM adoptation Adopting to SIAM will only affect the IT department. a) True b) False u s t i k o t a K t U g n

i n d l i b B Katokitsu Utbildning Copyright 2017 117 23 - Implement Stage Which of these options is NOT one of the Implement roadmap stage activities? a) b) c) d) g n Selecting the implementation approach i n d Appointing the service integrator l i b t Ongoing organizational change management U Transition to thesapproved SIAM model u t i k o t a K B

Katokitsu Utbildning Copyright 2017 118 24 - Implement Stage The Implement stage will only affect an organizations processes a) True b) False u s t i k o t a K t U g n i n d l i b B Katokitsu Utbildning Copyright 2017 119 25 - Implement Stage Which of these options would describe a big bang implementation a) b) c)

d) g n One service at a time i n d One service provider at a atime l i b t One process at a time U All services and s processes at the same time u t i k o t a K D Katokitsu Utbildning Copyright 2017 120 26 - Implement Stage Service providers will be given access to shared toolsets during the Implement stage a) True b) False u s t i k o t

a K t U g n i n d l i b A Katokitsu Utbildning Copyright 2017 121 27 - Run and Improve Stage Which of these options is an objective of the Run and improve roadmap stage? a) b) c) d) g n Select the service integrator i n dmanagement Begin organizational change l i b t Create outline business case U Manage the SIAM model u

s t i k o t a K D Katokitsu Utbildning Copyright 2017 122 28 - Run and Improve Stage Run and Improve may be triggered incrementally due to the customer organizations selected approach for SIAM. a) True b) False u s t i k o t a K t U g n i n d l i b A

Katokitsu Utbildning Copyright 2017 123 Introduction Purpose, value and drivers Roles and responsibilities Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices COBIT 5 and SIAM roles Business needs Governance Evaluate Direct Management Plan Monitor Management feedback u s t i k o t a

K Build t U g n i n d l i b Customer Run Service integrator Monitor Katokitsu Utbildning Copyright 2017 Service providers 124 Introduction Purpose, value and drivers Roles and responsibilities Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap

Other practices Boards - Roles and responsibilities Boards are structural elements. g n i n d l i b SIAM governance applies at the strategic, tactical and operational levels. (ie Executive boards, tactical boards, operational boards). In the SIAM model, each level requires boards. t U u s t i k o t Boards are decision making bodies that are accountable for their a decisions. K Governance boards are used to carry out governance activities at each level. Katokitsu Utbildning Copyright 2017 125 Introduction Purpose, value and drivers Roles and responsibilities

Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Boards - Roles and responsibilities Provide strategic governance - Attended by senior staff u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 126 Introduction Roles and responsibilities

Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Executive boards - Roles and responsibilities u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 127 Introduction Roles and responsibilities Purpose, value and drivers

Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Executive boards - Roles and responsibilities INPUT OUTPUT Quarterly and monthly performance information Customer and service satisfaction information Customer strategy Strategic service improvements Strategic innovations Service integrator and service provider Service provider technology roadmap t U ACTIVI TIES u s t i k o t a K

Action and decision logs Strategic course corrections or direction changes Business change requirements Strategic change schedule Celebration and communication of success g n i n d l i b Katokitsu Utbildning Copyright 2017 128 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Tactical boards - Roles and responsibilities u s t i k

o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 129 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Tactical boards - Roles and responsibilities Never attended by customer u s t i k

o t a K t U g n i n d l i b Board meeting is held monthly Katokitsu Utbildning Copyright 2017 130 Introduction Purpose, value and drivers Roles and responsibilities Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Tactical boards - Roles and responsibilities INPUT OUTPUT

Performance data Customer satisfaction Service improvements Service provider data Action and decision logs Tactical change schedule Improvement opportunities t U ACTIVI TIES u s t i k o t a K g n i n d l i b Katokitsu Utbildning Copyright 2017 131 Introduction Roles and responsibilities Purpose, value and drivers Practices

Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Operational boards - Roles and responsibilities u s t i k o t a K t U g n i n d l i b Board meeting is held monthly Katokitsu Utbildning Copyright 2017 132 Introduction Roles and responsibilities Purpose, value and drivers Practices

Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Operational boards - Roles and responsibilities u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 133 Introduction Roles and responsibilities Purpose, value and drivers Practices

Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Operational boards - Roles and responsibilities INPUT OUTPUT Monthly reports Process reports, e.g. Incident reports Improvement plans Escalations from otheroperational boards Decisions from the tactical and strategic boards Decision and action logs Items for escalation Improvement actions t U ACTIVI TIES u s t i k o t a K g

n i n d l i b Katokitsu Utbildning Copyright 2017 134 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Structural elements - Roles and responsibilities u s t i k o t a K t U g n

i n d l i b Katokitsu Utbildning Copyright 2017 135 Introduction Purpose, value and drivers Roles and responsibilities Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Structural elements - Roles and responsibilities Process owner Service owner Accountable for end to end process design and perfomance The service integrator and service provider will have process owners u s t i k o

t a K Process manager Responsible for process execution Supports the process owner The service integrator and service Provider might have process managers in place Part of the customer organization. Accountable for end to end service performance Involved in service strategy definition Forecasts service demand and Business requirements Service budget holder Service manager t U g n i n d l i b Service integrator responsibility Responsible for delivering services Katokitsu Utbildning Copyright 2017 136 Introduction Roles and responsibilities Purpose, value and drivers Practices

Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Structural elements - Roles and responsibilities Examples: u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 137 Introduction Roles and responsibilities Purpose, value and drivers Practices

Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Structural elements - Roles and responsibilities u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 138 Introduction Roles and responsibilities Purpose, value and drivers Practices

Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Structural elements - Roles and responsibilities Forum responsibilities u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 139 Introduction Roles and responsibilities Purpose, value and drivers Practices

Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Structural elements - Roles and responsibilities Service desk u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 140 Control questions u s t i

k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 141 29 - Structural element Which of these options is NOT a SIAM structural element? a) b) c) d) Governance board Process forum Operations meeting Working group u s t i k o t a K

t U g n i n d l i b C Katokitsu Utbildning Copyright 2017 142 30 - SIAM roadmap Which of these options is the second stage of the SIAM roadmap? a) b) c) d) g n Discovery and Strategy i n d Run and improve l i b t Plan and build U Implement u s t i k

o t a K C Katokitsu Utbildning Copyright 2017 143 31 - Terminology What is defined as the position or purpose that someone or something has in a situation, organization, society or relationship? a) b) c) d) Responsibility Accountability Role Job description u s t i k o t a K t U g n i n d l i b

C Katokitsu Utbildning Copyright 2017 144 32 - Activity related to roles Which activity related to roles and responsibilities takes place in the Discovery and Strategy roadmap stage? a) b) c) d) g n i n d l i b Allocation of roles Design Monitoring and improvement Definition of principles and policies u s t i k o t a K t U D Katokitsu Utbildning Copyright 2017

145 33 - Multiple roles One person can perform multiple roles within a SIAM model a) True b) False u s t i k o t a K t U g n i n d l i b A Katokitsu Utbildning Copyright 2017 146 34 - Customers organisation - role What are the missing words from this definition of the role of the customer organization? The customers role within the SIAM ecosystem is that of the ........ . It also includes the retained capabilities that carry out corporate governance of the SIAM ecosystem. a) b)

c) d) u s t i k o t a K t U g n i n d l i b Commissioning organization Controlling organization Service Integrator Contract manager A Katokitsu Utbildning Copyright 2017 147 35 - Service integrator - roles Which of these options is NOT part of the role of the service integrator? a) b) c) d) g Develop and own the IT strategyin

n d End to end service reporting l i b t Service governance U Continual service improvement u s t i k o t a K A Katokitsu Utbildning Copyright 2017 148 36 - Project management What is defined as a method of project management that is characterized by the division of tasks onto short phases of work and frequent reassessment and adaptation of plans) a) b) c) d) u s t i k o t a

K t U g n i n d l i b Agile service management Agile project management Waterfall project management B SIAM Katokitsu Utbildning Copyright 2017 149 37 - Process forum What is the missing word from this definition of the process forum? A process forum is aligned to specific processes or practices. Its members work together on ...... , development, innovations and improvements. Forums will convene regularly, for as long as the SIAM model is in place. u s a) Proactive t i k b) Reactive o t c) Approveda K d) Structured

t U g n i n d l i b A Katokitsu Utbildning Copyright 2017 150 38 - Working groups Working groups are normally convened in a regular, scheduled basis. For example, the working group might meet once a fortnight. a) True b) False u s t i k o t a K t U g n i n d l i

b B Katokitsu Utbildning Copyright 2017 151 39 - Customer organization - roles Which role is usually part of the customer organization? a) b) c) d) Service owner Service manager Process owner Process manager u s t i k o t a K t U g n i n d l i b A

Katokitsu Utbildning Copyright 2017 152 Introduction Purpose, value and drivers Roles and responsibilities People Practices Measurement Ecosystem and layers Processes Challenges, risks Practices Practices Reporting Structures Processes Technology Roadmap Other practices Data dictionary The actual application or use of an idea, belief or method, as opposed to theories relating to it. g n i n d

l i b Practices are things that organizations do to make SIAM real. Practices are related to: people, measurement, reporting, processes, technology, data dictionary u s t i k o t a K t U Katokitsu Utbildning Copyright 2017 153 Introduction Purpose, value and drivers Roles and responsibilities Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Practices - People People

Measurement Reporting u s t i k o t a K Processes t U Technology Data dictionary g n i n d l i b Katokitsu Utbildning Copyright 2017 154 Introduction Purpose, value and drivers Roles and responsibilities Practices

Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Practices - People People Measurement Reporting Processes Technology Data dictionary Managing cross-functional teams A group of people with different functional expertise working toward a common goal. Typically, it includes people from all levels of an organization. Boards, process forums and working groups are cross-functional teams. Challenges: Conflicting objectives, organizational strategies and working practices Reluctance to share knowledge Lack of automation u s t i k o t a K t U

g n i n d l i b Katokitsu Utbildning Copyright 2017 155 Introduction Purpose, value and drivers Roles and responsibilities Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Practices - People People Measurement Reporting Processes Technology Data dictionary

Managing cross-functional teams u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 156 Introduction Purpose, value and drivers Roles and responsibilities Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices

Practices - People People Measurement Reporting Processes Technology Data dictionary Managing cross-functional teams u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 157 Introduction Purpose, value and drivers

Roles and responsibilities Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Practices - Measurement People Measurement Reporting u s t i k o t a K Processes t U Technology Data dictionary g n i n

d l i b Katokitsu Utbildning Copyright 2017 158 Introduction Purpose, value and drivers Roles and responsibilities Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Practices - Reporting People Measurement Reporting u s t i k o t a K Processes

t U Technology Data dictionary g n i n d l i b Katokitsu Utbildning Copyright 2017 159 Introduction Purpose, value and drivers Roles and responsibilities Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Practices - Reporting People Measurement Reporting

Processes Technology Data dictionary Needs to create more value than the effort it takes to create the report u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 160 Introduction Purpose, value and drivers Roles and responsibilities Practices Ecosystem and layers

Processes Structures Challenges, risks Roadmap Other practices Practices - Reporting People Measurement Reporting Processes Technology Data dictionary Avoid watermelon effect green on the outside, red on the inside. g n i n d l i With other words: a service provider is meeting b t its targets but the customer is unhappy U u s t i k The service integrator

needs to address this. o t a K Katokitsu Utbildning Copyright 2017 161 Control questions u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 162 41 - Practice Which of these options is NOT an example of a people practice? a) b) c) d)

g n Managing conflict i n d Measuring services end toiend l b t Creating shared goals U Managing cross-functional teams u s t i k o t a K B Katokitsu Utbildning Copyright 2017 163 42 - Governance board A governance board is an example of a crossfunctional team in a SIAM model. a) True b) False u s t i k o t a K t

U g n i n d l i b A Katokitsu Utbildning Copyright 2017 164 43 - Cross-functional team What could the service integrator consider implementing to help pass information between members of a cross-functional team? a) b) c) d) g n i n d l i b Collaboration tools Better objectives Reluctance to share knowledge Reporting frameworks u s t i k

o t a K t U A Katokitsu Utbildning Copyright 2017 165 44 - Measurements, reporting Which type of reporting is descriptive, subjective and often relates to the perception of a service? a) b) c) d) Quantitative End to end Dashboards Qualitative u s t i k o t a K t U g n i n d

l i b D Katokitsu Utbildning Copyright 2017 166 45 - Tool selection It is best for the customer to mandate which tool is used in a SIAM model. a) True b) False u s t i k o t a K t U g n i n d l i b B Katokitsu Utbildning Copyright 2017 167 Introduction

Purpose, value and drivers Roles and responsibilities Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Practices - Processes People Measurement Reporting Processes Technology Data dictionary How to integrate processes across service providers? g n i n d l i Processes span through multiple organizations b t U

u s t i k o t a K Katokitsu Utbildning Copyright 2017 168 Introduction Purpose, value and drivers Roles and responsibilities Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Practices - Processes People Measurement Reporting u s t i k o t

a K Processes t U Technology Data dictionary g n i n d l i b Katokitsu Utbildning Copyright 2017 169 Introduction Purpose, value and drivers Roles and responsibilities Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Practices - Processes People

Measurement Reporting Processes Technology Data dictionary Integrating processes across service providers 1. Focus on process outcomes g n i n d l i b Clearly defined outcome Service integrator works back from outcome to identify tasks and activities RACI matrices can support this t U u s t i k o Establishing process forums t a K

2. Continual process improvement 3. Service integrator has the responsibility Katokitsu Utbildning Copyright 2017 170 Introduction Purpose, value and drivers Roles and responsibilities Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Practices - Processes People Measurement Reporting u s t i k o t a

K Processes t U Technology Data dictionary g n i n d l i b Katokitsu Utbildning Copyright 2017 171 Introduction Purpose, value and drivers Roles and responsibilities Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Practices - Technology People

Measurement Reporting Processes Technology Data dictionary Tooling strategy outlines functional and non-functional requirements for the toolset that will support the SIAM ecosystem. g n i n d l i b Full functionality might be available immediately or can be developed by time. u s t i k o t a K t U Katokitsu Utbildning Copyright 2017 172 Introduction Purpose, value and drivers

Roles and responsibilities Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Practices - Technology People Measurement Reporting u s t i k o t a K Processes t U Technology Data dictionary g n i n

d l i b Katokitsu Utbildning Copyright 2017 173 Introduction Purpose, value and drivers Roles and responsibilities Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Practices - Technology People Measurement Reporting u s t i k o t a K Processes

t U Technology Data dictionary g n i n d l i b Katokitsu Utbildning Copyright 2017 174 Introduction Purpose, value and drivers Roles and responsibilities Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Practices - Technology People Measurement Reporting

u s t i k o t a K Processes t U Technology Data dictionary g n i n d l i b Katokitsu Utbildning Copyright 2017 175 Introduction Purpose, value and drivers Roles and responsibilities Practices Ecosystem and layers Processes Structures

Challenges, risks Roadmap Other practices Practices - Technology People Measurement Reporting u s t i k o t a K Processes t U Technology Data dictionary g n i n d l i b Katokitsu Utbildning Copyright 2017 176

Introduction Purpose, value and drivers Roles and responsibilities Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Practices - Technology People Measurement Reporting u s t i k o t a K Processes t U Technology Data dictionary g

n i n d l i b Katokitsu Utbildning Copyright 2017 177 Introduction Purpose, value and drivers Roles and responsibilities Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Practices - Technology People Measurement Reporting u s t i k o t a

K Processes t U Technology Data dictionary g n i n d l i b Katokitsu Utbildning Copyright 2017 178 Introduction Purpose, value and drivers Roles and responsibilities Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Practices Data dictionary People

Measurement Reporting u s t i k o t a K Processes t U Technology Data dictionary g n i n d l i b Katokitsu Utbildning Copyright 2017 179 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes

Structures Challenges, risks Roadmap Other practices Processes A process is a documented, repeatable approach to carrying out a series of tasks or activities. Process: Input -> activities -> output u s t i k o t a K t U g n i n d l i b SIAM is not a process; each SIAM model relies on processes to be effective. Each SIAM model will contain different mix of processes. The processes span multiple organizations. Katokitsu Utbildning Copyright 2017 180 Introduction Roles and responsibilities

Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Processes Processes u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 181 Introduction Roles and responsibilities

Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Processes - Complexity In a SIAM ecosystem, processes can seem more complex due to factors including: g n i n d l i b Different layers have different accountabilities and responsibilities within the same process An increased number of parties is involved in end to end process execution The need to integrate different processes from multiple organizations to support the end to end process The number of interactions between processes from different organizations u s t i k

o t a K t U Complex processes are more difficult to understand and follow. Wherever possible, processes in a SIAM ecosystem should be designed to avoid complexity Katokitsu Utbildning Copyright 2017 182 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Processes Who owns the processes? u s t i k o t a K t U

g n i n d l i b Katokitsu Utbildning Copyright 2017 183 Introduction Purpose, value and drivers Roles and responsibilities Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Processes Who owns the toolset? The decision about which toolset will be used and who will own it will be made during the Plan and Build stage of the SIAM roadmap. Decisions need to be made about: Which toolset(s) will be used Who owns the toolset(s) t U g n i

n d l i b The outcome of these decisions will be documented in the tooling strategy. The decisions can only be made once the SIAM model has been finalized. u s t i k o t a K If the customer owns the toolset, it will make it less challenging to change the service integrator. Alternatively, using a toolset owned by an external service integrator might offer an opportunity to access a best of breed toolset. Katokitsu Utbildning Copyright 2017 184 Introduction Purpose, value and drivers Roles and responsibilities Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices

Processes Who owns the data? Who Owns the Data? g n i n d l i b What happens if a service provider or a service integrator is replaced.? The customer organization should aim to have ownership of, or guaranteed access to, any data that is necessary to operate the services; for example, incident records. t U Who Owns the Intellectual Property on Artifacts? u s t i k o t a K As part of normal service operation in a SIAM ecosystem, artifacts will be created; for example, knowledge articles in the knowledge management repository. Intellectual property rights for these artifacts need to be defined and agreed in contracts or service agreements. There will be commercial considerations to take into account, for example, a service provider may be unwilling to share their articles with another organization. Katokitsu Utbildning Copyright 2017 185 Introduction Purpose, value and drivers

Roles and responsibilities Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Processes Data and information Is data and information consistent? g n i n d l i b The SIAM model includes standards for data and information, and supporting policies. A data dictionary ensures all parties use common standards. t U For example, there should be a minimum dataset for incidents and a standard definition of incident priorities and severities. u s t i k o t a K

How is Access to Shared Data, Information, and Tools Controlled? Policies and processes for access control need to be defined and managed, taking into account security considerations. Katokitsu Utbildning Copyright 2017 186 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Process improvement Who is responsible for process improvement? g n i n d l i b All parties in the SIAM ecosystem are responsible for improving their own processes, and for improving the end to end processes, facilitated by the service integrator. The service integrator is responsible for ensuring that the processes from

different service providers continue to work together within the overall process models. The service integrators process owners are accountable for end to end process improvement. u s t i k o t a K t U Katokitsu Utbildning Copyright 2017 187 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Processes complience and assurance u s

t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 188 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Processes considerations Service Portfolio Mgt u s t

i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 189 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Processes considerations Monitoring and measuring u s t i

k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 190 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Processes considerations Event management u s t i k

o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 191 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Processes considerations Incident management u s t i k o

t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 192 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Processes considerations Problem management u s t i k o t

a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 193 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Processes considerations Change management u s t i k o t a

K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 194 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Processes considerations Release management u s t i k o t a K

t U g n i n d l i b Katokitsu Utbildning Copyright 2017 195 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Processes considerations Configuration mgt u s t i k o t a K

t U g n i n d l i b Katokitsu Utbildning Copyright 2017 196 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Processes considerations Service Level Mgt u s t i k o t a K t

U g n i n d l i b Katokitsu Utbildning Copyright 2017 197 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Processes considerations Service Level Mgt u s t i k o t a K t U

g n i n d l i b Katokitsu Utbildning Copyright 2017 198 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Processes considerations Supplier Management u s t i k o t a K t U

g n i n d l i b Katokitsu Utbildning Copyright 2017 199 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Processes considerations Supplier Management u s t i k o t a K t U g

n i n d l i b Katokitsu Utbildning Copyright 2017 200 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Processes considerations Contract Management u s t i k o t a K t U g n

i n d l i b Katokitsu Utbildning Copyright 2017 201 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Process considerations Incident Management Fix first, argue later. u s t i k o t a K t U g n

i n d l i b Katokitsu Utbildning Copyright 2017 202 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Process considerations Knowledge Management Activities split across the SIAM layers u s t i k o t a K t U g n

i n d l i b Katokitsu Utbildning Copyright 2017 203 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Process considerations Knowledge Management Capture knowledge and make it available in a controlled and quality-assured manner. g n i n d l i The SIAM environment adds complexity to this: b t Service providers might U be reluctant to share

u s information, specially with competitors t i k Service integrator needs to create a o t a collaborative K culture Katokitsu Utbildning Copyright 2017 204 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Additional considerations Project Management Project management is to provide a structured approach that delivers projects on time, on budget and at appropriate level of quality. t U g n i

n d l i b Fast, cheap and good? - Project management needs to balance u s t i k o t a K Katokitsu Utbildning Copyright 2017 205 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Additional considerations Project Management u s t i

k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 206 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Additional considerations Project Management u s t i k

o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 207 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Additional considerations Project Management u s t i k o

t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 208 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Additional considerations Project Management u s t i k o t

a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 209 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Challenges and Challenges andrisks risks

Building a business case Level of control and ownership Commercial challenges, legacy contracts Cultural fit, collaboration and cooperation Measuring success Trust and eliminating micro-management Security u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 210 Introduction Purpose, value and drivers Roles and responsibilities Practices Ecosystem and layers

Processes Structures Challenges, risks Roadmap Other practices Challenges and risks Business case u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 211 Introduction Purpose, value and drivers Roles and responsibilities Practices

Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Challenges and risks Business case u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 212 Introduction Purpose, value and drivers Roles and responsibilities Practices

Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Challenges and risks Business case u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 213 Introduction Roles and responsibilities Purpose, value and drivers Practices

Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Challenges and risks Level of control and ownership u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 214 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers

Processes Structures Challenges, risks Roadmap Other practices Challenges and risks Level of control and ownership u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 215 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes

Structures Challenges, risks Roadmap Other practices Challenges and risks Level of control and ownership u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 216 Introduction Purpose, value and drivers Roles and responsibilities Practices Ecosystem and layers

Processes Structures Challenges, risks Roadmap Other practices Challenges and risks - commercial u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 217 Introduction Purpose, value and drivers Roles and responsibilities Practices

Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Challenges and risks - commercial u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 218 Introduction Purpose, value and drivers Roles and responsibilities Practices

Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Challenges and risks - commercial u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 219 Introduction Roles and responsibilities Purpose, value and drivers Practices

Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Challenges and risks - security u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 220 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers

Processes Structures Challenges, risks Roadmap Other practices Challenges and risks - security u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 221 Introduction Purpose, value and drivers Roles and responsibilities Practices

Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices Challenges measuring success u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 222 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers

Processes Structures Challenges, risks Roadmap Other practices Challenges Trust and micro management u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 223 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes

Structures Challenges, risks Roadmap Other practices Challenges and risks Culture u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 224 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes

Structures Challenges, risks Roadmap Other practices Challenges and risks Culture u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 225 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures

Challenges, risks Roadmap Other practices Challenges Collaboration u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 226 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures

Challenges, risks Roadmap Other practices Challenges Collaboration u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 227 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks

Roadmap Other practices Challenges Collaboration u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 228 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks

Roadmap Other practices Challenges Collaboration u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 229 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap

Other practices Challenges Collaboration u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 230 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices

Challenges Collaboration u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 231 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices

Challenges DevOps u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 232 Introduction Purpose, value and drivers Roles and responsibilities Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices

Challenges Integrated processes u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 233 Introduction Purpose, value and drivers Roles and responsibilities Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap

Other practices Challenges Integrated processes u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 234 Introduction Purpose, value and drivers Roles and responsibilities Practices Ecosystem and layers Processes Structures Challenges, risks

Roadmap Other practices Challenges Data and information u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 235 Introduction Purpose, value and drivers Roles and responsibilities Practices Ecosystem and layers Processes Structures Challenges, risks

Roadmap Other practices Challenges Process improvements u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 236 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks

Roadmap Other practices Other practices, frameworks, standards Other practices IT Service Management LEAN COBIT u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 237 Introduction Purpose, value and drivers Roles and responsibilities Practices Ecosystem and layers Processes

Structures Challenges, risks Roadmap Other practices IT Service Management - ITIL Includes capabilities for implementing and managing IT services, including people, processes, technology ITIL g n i n d l i b Service Strategy, Service Design, Service Transition, Service Operation, Continual Service Improvement u s t i k o t a K t U SIAM builds on these and adapts them (during Plan and build) to multi-service provider environment Katokitsu Utbildning Copyright 2017 238

Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices IT Service Management - ITIL u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 239 Introduction

Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices IT Service Management - ITIL u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 240 Introduction Roles and responsibilities

Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices IT Service Management - ITIL u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 241 Introduction Roles and responsibilities

Purpose, value and drivers Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices IT Service Management - ITIL u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 242 Introduction Roles and responsibilities Purpose, value and drivers

Practices Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices IT Service Management - ITIL u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 243 Introduction Roles and responsibilities Purpose, value and drivers Practices

Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices IT Service Management ISO/IEC20000 u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 244 Introduction Roles and responsibilities Purpose, value and drivers Practices

Ecosystem and layers Processes Structures Challenges, risks Roadmap Other practices IT Service Management ISO/IEC20000 u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 245 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers

Processes Structures Challenges, risks Roadmap Other practices LEAN u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 246 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes

Structures Challenges, risks Roadmap Other practices COBIT Control framework for the governance and management of enterprise IT u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 247 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers

Processes Structures Challenges, risks Roadmap Other practices DEVOPS u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 248 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes

Structures Challenges, risks Roadmap Other practices DEVOPS u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 249 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes

Structures Challenges, risks Roadmap Other practices DEVOPS u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 250 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures

Challenges, risks Roadmap Other practices AGILE u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 251 Introduction Roles and responsibilities Purpose, value and drivers Practices Ecosystem and layers Processes Structures

Challenges, risks Roadmap Other practices AGILE u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 252 Control questions u s t i k o t a K

t U g n i n d l i b Katokitsu Utbildning Copyright 2017 253 61 - Challenge Which SIAM challange can result in manmarking? a) b) c) d) g n Building a business case i n d Level of control and ownership l i b t Measuring success U Security u s t i k o t a

K B Katokitsu Utbildning Copyright 2017 254 62 - Challenge The service provider is the main role affected by the inability to build a strong business case a) True b) False u s t i k o t a K t U g n i n d l i b B Katokitsu Utbildning Copyright 2017 255 63 - Challenge Adopting SIAM changes the role of the service integrator and requires it to take a more strategic role

a) True b) False u s t i k o t a K t U g n i n d l i b B Katokitsu Utbildning Copyright 2017 256 64 - Challenge Which of these options is NOT a challenge normally associated with legacy contracts? a) b) c) d) g n They expire before the SIAM model is in place i n

d They are too flexible l i b t They are not fit for purpose for the new SIAM U model u s t i They dont mandate a collaborative approach k o t a K B Katokitsu Utbildning Copyright 2017 257 65 - Risk Which risk can lead to a lack of clarity about which service provider is delivering which element of a service? a) b) c) d) g n i n d l i b Unfair contracts

Lack of Service integrator empowerment Poorly defined service boundaries Too much delegation u s t i k o t a K t U C Katokitsu Utbildning Copyright 2017 258 66 - Challenge / Risk It is never acceptable for a service provider to impose their own standard contract as part of a SIAM model a) True b) False u s t i k o t a K t U g n i

n d l i b B Katokitsu Utbildning Copyright 2017 259 67 - Risk Which of these is NOT one of the risks associated with measuring success? a) b) c) d) g n Identifying information assets and having i n d procedures to protect them l i b No effective reporting framework t U Measurements dont support the business case u s t for SIAM i k o Not measuring the right things

t a K A Katokitsu Utbildning Copyright 2017 260 68 - Risk Cultural issues will start to manifest in which roadmap stage? a) b) c) d) Discovery and strategy Plan and build Implement Run and improve u s t i k o t a K t U g n i n d l i b C

Katokitsu Utbildning Copyright 2017 261 69 - Terminology What is defined as a high level agreement that explains how all parties in the SIAM ecosystem will work together? a) b) c) d) g n i n d l i b Code of conduct Reporting framework Operational level agreement Collaboration agreement u s t i k o t a K t U A Katokitsu Utbildning Copyright 2017 262

70 - Terminology A code of conduct isnt normally a contractual document. a) True b) False u s t i k o t a K t U g n i n d l i b A Katokitsu Utbildning Copyright 2017 263 71 - Terminology Which tool will include required behaviours and mechanisms to support collaboration? a) b) c) d) g n

i n d l i b Code of conduct Reporting framework Operational level agreement Collaboration agreement u s t i k o t a K t U D Katokitsu Utbildning Copyright 2017 264 72 - ITSM What is the missing word from this definition of IT Service Management? ITSM includes all the ....... a service provider uses to implement and manage IT services, including people, processes and technology. a) b) c) d) u s t i

k o t a K Assets Capabilities Skills Knowledge t U g n i n d l i b B Katokitsu Utbildning Copyright 2017 265 73 - ITSM Most organizations that adopt SIAM will have some ITSM processes already in place a) True b) False u s t i k o t a K

t U g n i n d l i b A Katokitsu Utbildning Copyright 2017 266 74 - Practices What practices can be applied to SIAM environment to reduce waste and increase value? a) b) c) d) Lean IT Service Management COBIT ADKAR u s t i k o t a K t U

g n i n d l i b A Katokitsu Utbildning Copyright 2017 267 75 - Practices Which standard, framework or practice is described as a philosophy? a) b) c) d) g n Lean i n IT Service Management ild b t DevOps U COBIT u s t i k o t a K C

Katokitsu Utbildning Copyright 2017 268 76 - Practices Which of these options is NOT of DevOps practices? a) b) c) d) g Ownership and accountability in n d Culture and sharing l i b t Automation U Service lifecyclesu t i k o t a K D Katokitsu Utbildning Copyright 2017 269 77 - Practices Agile focuses on delivering change in small increments. a) True b) False u s

t i k o t a K t U g n i n d l i b A Katokitsu Utbildning Copyright 2017 270 u s t i k o t a K t U g n i n d l

i b End u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 272 SIAM vs Service Orchestration vs Cloud Service Brokerage Orchestration automated aggregation of different services. Does not change or add to the services, unlike SIAM, which also creates components Cloud Service Brokerage (CSB) aggregation, integration, customization service. Not suitable for SIAM for commodity services, as they are standard, inflexible. u s t

i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 276 In which SIAM roadmap stage are roles and responsibilities allocated? A) Discovery and Strategy B) Implement C) Plan and Build D) Run and Improve u s t i k o t a K t U g n

i n d l i b Katokitsu Utbildning Copyright 2017 277 What is the focus of the customer organization layer? A) delivery B) integration C) operation D) strategy u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 278 What is an activity of the Run and Improve stage

of the SIAM roadmap? A) approve the full business case B) introduce service providers C) operate governance structures D) understand the marketplace u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 279 What is a type of practice within SIAM? A) improvement practices B) management practices C) technology practices D) user practices u s t i k o t

a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 280 In which stage of the SIAM roadmap should an organization start to create their business case for SIAM? A) Discovery and Strategy B) Implement C) Plan and Build D) Run and Improve u s t i k o t a K t U g n i n d

l i b Katokitsu Utbildning Copyright 2017 281 What is an objective of the Discovery and Strategy stage of the SIAM roadmap? A) appoint the service integrator and provider B) establish a governance framework C) manage day to day service delivery D) manage processes, teams, and tools u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 282 Within SIAM, what does not support effective management of cross-functional teams? A) clear goals and objectives B) knowledge, data and information

C) roles and responsibilities D) world class toolset u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 283 What is one of the activities of the Plan and Build Stage of the SIAM roadmap? A) design the detailed SIAM model B) ongoing organizational change management C) produce the outline business case D) transition to the approved SIAM model u s t i k o t a K

t U g n i n d l i b Katokitsu Utbildning Copyright 2017 284 What is a benefit of adopting SIAM for an organization? A) SIAM enables effective contracts between the service integrator and the service providers. B) SIAM makes service providers accountable for the end-to-end delivery of services. C) SIAM provides a single point of control for the integrated delivery of services. D) SIAM provides service providers with a tool to support their internal processes. u s t i k o t a K t U g n i n d

l i b Katokitsu Utbildning Copyright 2017 285 What is an objective of the Run and Improve stage of the SIAM roadmap? A) design processes B) implement processes C) manage processes u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 286 The generic drivers for SIAM can be placed into groups. What is a driver group for SIAM? A) customer demands B) government regulation C) legal compliance

D) operational efficiencies u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 287 What is an example of an end-to-end service measurement? A) average availability of an application B) average call pickup time at the service desk (in seconds) C) percentage of service downtime related to failed changes D) percentage of SLA targets met by one of the external service providers u s t i k o t

a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 288 Which process evaluates and negotiates proposals from prospective service providers? A) contract management B) financial management C) service level management D) supplier management u s t i k o t a K t U g n i n d l

i b Katokitsu Utbildning Copyright 2017 289 A service provider wants to deploy a change that will affect the end-to-end service. Who is responsible for confirming that the change has been evaluated for risk? A) change management forum B) integrated change advisory board C) service owner D) service provider u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 290 Which COBIT component maps to the governance model component from SIAM? A) control objectives

B) framework C) management guidelines D) process descriptions u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 291 What is not an activity of ongoing organizational change management in the Implement stage of the SIAM roadmap? A) communicating with and preparing stakeholders for the change B) conducting awareness campaigns throughout the organization C) ensuring appropriate training is completed D) establishing end-to-end service management processes and supporting infrastructure u s t i

k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 292 In the SIAM roadmap, which objective relates to the Plan and Build stage? A) analyze the current state of the organization, including skills, services, service providers, tools and processes B) commence organizational change management C) establish a governance framework D) manage the transition from the organizations current as-is state to the to-be desired future state u s t i k o t a K t U

g n i n d l i b Katokitsu Utbildning Copyright 2017 293 Service level management considerations in a SIAM environment include defining thresholds for when a breach of a service providers performance should be escalated. Which process first receives these escalations from service level management? A) business relationship management B) contract management C) financial management D) supplier management u s t i k o t a K t U g n i n d l i b

Katokitsu Utbildning Copyright 2017 294 What is an activity in the Run and Improve stage of the SIAM roadmap? A) appoint service providers B) appoint the service integrator C) operate governance structural elements D) plan for service provider and service retirement u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 295 In a SIAM ecosystem, what operational role is accountable for end-to-end process design? A) process owner B) process manager C) service owner D) service manager

u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 296 What is most likely to be an additional challenge for the service integrator, when managing a commodity cloud-based service provider? A) ensure the cloud-based service provider has adopted the same process-activities as the other service providers B) establishing a back to back contract between the service provider and the service integrator C) manual and time-consuming activities to maintain informed of the service provider's activities D) utilising the same toolset as the cloud-based service provider u s t i k o t

a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 297 Which two processes work in conjunction with supplier management to manage the performance of service providers? A) business relationship management, contract management B) business relationship management, change management C) change management, service level management D) service level management, contract management u s t i k o t a K t U g n i

n d l i b Katokitsu Utbildning Copyright 2017 298 One SIAM consideration is: a clear definition for when to apply remedies for failures to meet service level targets. For which process is this a SIAM consideration? A) change and release management B) incident management C) supplier management u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 299 What is a potential mitigation for the risks

associated with security in a SIAM ecosystem? A) apportioning targets across service providers B) demonstrating correct behaviour at the customer and service integrator level C) implementing effective access management processes D) making sure service levels flow down to service providers u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 300 Creating a business case is critical during the SIAM roadmap. Which activity will make sure the business case is complete enough? A) approve the full business case during the Discovery & Strategy stage B) approve the full business case during the Plan & Build stage C) produce the full business case during the Discovery & Strategy stage D) produce the outline business case during the Plan & Build

stage u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 301 Company X is a service provider in a SIAM ecosystem. Another service provider, Company Y, has reported that Company X attends the incident management process forum, but refuses to work with them. Who is responsible for the initial engagement with Company X to see if they will improve their behavior? A) Company Y B) the customer organization C) the incident management working group D) the service integrator u s t i k o

t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 302 What is the best potential mitigation to overcome the risks associated with measuring success? A) creating a schedule for audits and testing B) measuring as much as possible C) using a mix of qualitative and quantitative measures u s t i k o t a K t U g n i n

d l i b Katokitsu Utbildning Copyright 2017 303 What is a trigger for a customer organization to start the Discovery and Strategy stage of the SIAM roadmap? A) approved outline business case for SIAM B) inflexible contracts with current service providers C) the selected SIAM structure D) the strategy for SIAM u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 304 What is the focus and responsibility of the

customer organization in the SIAM ecosystem? A) delivery B) integration C) management D) strategy u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 305 What is an activity in the Implement stage of the SIAM roadmap? A) appoint the service integrator B) appoint service providers C) review stage and approve implementation D) transition to the approved SIAM model u s t i k o

t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 306 What would be addressed by a technical architecture for a SIAM ecosystem and services? A) common data dictionary B) data integration capabilities C) event management process u s t i k o t a K t U g n i n d

l i b Katokitsu Utbildning Copyright 2017 307 A customer organization wants to provide the service integration capability. They intend to supplement their own resources with staff provided by an external organization. Which SIAM structure should they choose? A) externally sourced B) hybrid C) internally sourced D) lead supplier u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 308 For what reason would a customer choose the externally

sourced service integrator structure? A) The customer does not have in-house service integration capabilities and does not intend to develop them. B) The customer has or intends to develop in-house service integration capabilities. C) The customer wishes to retain an element of involvement in the service integrator role, but does not have sufficient in-house capabilities or resources. u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 309 A customer has implemented ISO/IEC 20000. Their retained capabilities routinely check every report provided by their internal service integrator. What is the best reason they do this? A) the customer has to comply with the control requirements of ISO/IEC 20000 B) the retained capabilities may not trust the service integrator C) the service integrator and the retained capabilities use different toolsets

D) the service integrator and the service providers use different toolsets u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 310 In a SIAM ecosystem, what role is accountable for continual improvement across an end-toend process? A) process manager B) process owner C) service manager D) service owner u s t i k o t a K

t U g n i n d l i b Katokitsu Utbildning Copyright 2017 311 Which stage of the SIAM roadmap has the outline SIAM model as an output? A) Discovery and Strategy B) Implement C) Plan and Build D) Run and Improve u s t i k o t a K t U g n i n d l i b

Katokitsu Utbildning Copyright 2017 312 What driver is related to service satisfaction? A) a corporate governance requirement, for instance a new act B) prevention of duplication of resources and activities across multiple service providers C) the reduction of Shadow IT D) the pace with which changes are made to meet business requirements u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 313 How can ISO/IEC 20000 best be used during the execution of a SIAM roadmap? A) as the SIAM model B) as the standard for prospective service providers

C) as means creating a collaborative culture for SIAM ecosystems u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 314 Within a SIAM measurement framework, what is an example of a qualitative measure? A) average call pickup time at the service desk B) customer satisfaction score C) reduction in the percentage of SLA breaches D) the number of incidents that were resolved in the agreed timescale u s t i k o t a

K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 315 What is a purpose of contract management? A) define a policy to deliver value for money to the customer B) evaluate proposals from prospective service providers C) review and validate the service level targets against service provider capability and planned service provision u s t i k o t a K t U g n i n d

l i b Katokitsu Utbildning Copyright 2017 316 There is a risk that continuity of service may be compromised if legacy contracts expire before new SIAM based contracts are in place. How can this risk be mitigated? A) by creating a mechanism for the service integrator to report any issues related to existing contracts B) by developing a roadmap for the transition to SIAM that aligns with existing expiry dates C) by sharing the new SIAM vision with the existing service providers D) by renegotiating and amending SLAs and measurements in legacy contracts u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 317

What roles are most likely to be found in a customer organization that has adopted SIAM? A) head of service, service owner, enterprise architect B) head of service integration, service delivery manager, service manager C) performance manager, process owner, service assurance manager D) service manager, account manager, process manager u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 318 In the transition to SIAM, what is a cultural consideration for collaboration and cooperation? A) The focus on ROI and profit. B) The service integrator should direct the activities of the customer organization. C) Service providers must acknowledge that the service integrator is the voice of the customer. D) SIAM should be managed as a sourcing strategy.

u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 319 Which risk is most directly associated with a customer who relinquishes all control and accountability for the service delivery? A) an increase in the workload of the service integrator B) the costs of the transition to SIAM are understated C) the service integrator might not have enough strategic direction to carry out its role D) the service providers have targets that do not align with end-to-end service requirements u s t i k o t a

K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 320 Why must the service providers and service integrator share information and collaborate in a SIAM ecosystem? A) because different service providers have different objectives that they need to prioritize B) because they may not wish to share intellectual property with a potential competitor C) because this leads to innovating effectively and improving service delivery D) because toolsets can lack automation u s t i k o t a K t U g n i

n d l i b Katokitsu Utbildning Copyright 2017 321 Which Discovery and Strategy activity enables the identification of critical service assets and dependencies? A) define governance requirements and the high level governance framework B) define principles and policies for roles and responsibilities C) define the strategic objectives D) map the existing services and sourcing environment u s t i k o t a K t U g n i n d l i b Katokitsu Utbildning Copyright 2017 322

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