SIAMP EXIN SIAM Professional Exam Dumps

1. The SIAM Project Board has decided that a big bang implementation approach is unsuitable for ZYX What is the most likely reason for this decision?

2. Previously, there was no common set of performance targets and metrics used across all ZYX companies ZYXH Contract Governance is concerned about this. They would like to see metrics that

drive improvement once the transition has been made to a SIAM model.

ZYXS provide a range of services to some ZYX companies The ZYX IT steering group meets every 4 months chaired by the ZYXS IT Director It is attended by representatives from each ZYX company SIAMRUS provided a report for ZYXUK. This included a set of metrics that SIAMRUS have used before with other organizations. ZYXS has been selected to be the internal service integrator in the new SIAM model The ZYXS IT director has provided a set of metrics from an organization that she previously worked for

What is the best way for ZYX to ensure effective metrics are in place to improve services?

3. ZYX has implemented a SIAM structure, appointing SIAMRUS as the service integrator.

The SIAM strategy is to consolidate to a smaller number of service providers over time as existing contracts expire Until then. ZYX wants all current service providers to be part of the SIAM ecosystem.

What should ZYX do?

4. ZYX has gathered information about their current services. The CEO wants to keep up the momentum in the project by arranging a contract with SIAMRUS to be the external service integrator using their proposed SIAM model.

The CIO wants to investigate alternative service integration offerings and structures., to mitigate possible nsks. The CEO has agreed to this

Considering the ZYX mandate for change and the ZYX corporate strategy, what is the best way to conduct this investigation?

5. What is unlikely to be included in the outline business case for NEWGEN?

6. A consequence of ZYX’s SIAM transition is that the small IT team of 5 staff within ZYXUK, who currently develop and support small stand-alone applications, are being displaced, with their roles outsourced to a new external service provider. This external service provider will provide a standardized approach to the development and B support of bespoke applications across all of the ZYX organizations It is hoped that this will allow similar requirements from different ZYX organizations to be identified a more manner

The impacted staff is expected to be reluctant to transfer to the new service provider, who is based outside of the UK and has a very different organizational culture B I he project team is concerned that these staff members may either be reluctant to pass on their knowledge of the existing applications, or may leave before knowledge transfer can take place

What would be the most effective strategy for handling this risk?

7. The transition to SIAM was completed 12 months ago using a big bang approach. ZYXS is the service integrator. The ZYX Board of Directors set a strategic vision for SIAM to gam control over changes to all IT services within 2 years This is not being achieved and there are issues with the performance of several service providers.

Who should be in the service review board?

8. ZYX completed the Discovery and Strategy stage one week ago. The Plan and Build stage is expected to take six months to complete. ZYX would like to put a service integrator in place before they complete the design of the detailed SIAM model

The outline SIAM model proposed that ZYXS would be an internal service integrator because of their service integration capabilities Additional staff would be recruited to provide additional capacity. The development and support staff from ZYXS would be transferred to ZYXD to become an internal service provider.

The CEO does not want to use a hybrid or lead supplier structure Because of the internal capabilities of ZYXS, no evaluation has been done for using an external service integrator

The ZYXS IT Director has just announced that she. and all ten staff identified to work as the service integrator, are leaving ZYXS in four weeks They intend to form their own company ZSSIAM, specializing in providing service integration services

OUTSCO is a global provider of a range of outsourced services They are in the last year of a 10-year contract to provide services to ZYXUK Over the last 2 years their performance has decreased OUTSCO can also provide service integration services They have a good reputation as a flexible and reliable service integrator who are willing to amend their SIAM model.

SIAMRUS is a global provider of service integration services in the manufacturing sector Their SIAM model includes a standardized process model, with every provider using the same process, a shared toolset owned by SIAMRUS, and 5 contracted service providers They recently provided an outline SIAM strategy for ZYXUK

What is the best approach for ZYX to appoint a service integrator?

9. The SIAM model in ZYX has been successfully implemented and operational for 6 months All service providers have signed up to multi-party service level agreements and a detailed collaboration agreement. All providers are either using or interfacing with the common ITSM tool.

NETSCO is providing all LAN and WAN services across the group Although NETSCO is consistently achieving all of its service levels and attends all necessary meetings. NETSCO is not contributing to the overall relationship with the other service providers.

The service integrator wishes to address this problem with NETSCO

What action should the service integrator take?

10. ZYX has used a phased approach for implementing the SIAM model

- ZYXS is the service integrator and provides the service desk for the SIAM ecosystem

- NETSCO had all network services transitioned to them

- OUTSCO has been selected to provide hosting services

The next phase is to transition all services currently hosted by ZYXS and ZYXD to OUTSCO Due to time pressures, it has not been possible to test how the services will perform after transition.

The ZYX CEO is concerned about the risks to the services and the ability of ZYX to be able to carry out its business activities She wishes that an early life support (ELS) function is implemented

What approach should be taken to resolve incidents and problems caused by the transition of services?

11. The CEO of ZYX has commissioned SIAMRUS to assess the readiness of ZYX to adopt SIAM. She knows that in order to get approval for the SIAM business case from the Board of Directors, she will have to be able to demonstrate that SIAM will make a significant contribution to the corporate strategic objectives. There is no appetite from the Board for ZYX to use any ZYX staff to provide the service integration capability

Which ZYX strategic objective can SIAM contribute to most for ZYX?

12. One year ago. OUTSCO was appointed as the service integrator for ZYX. ZYXH provides the retained capabilities.

After a year of operating the SIAM model, OUTSCO has noticed that the 99 5% availability service level target for NEWBNK has been consistently overachieved by 0.4% every month.

In order to provide better value to ZYX and to challenge the service providers in their delivery, ZYXH would like to increase the availability target to 99 9% as soon as possible.

What is the best way of doing this?

13. Project NEWGEN is in the Discovery and Strategy stage. SIAMRUS is assisting ZYX with the design of the SIAM model ZYX has decided to use OUTSCO as an external service integrator but they have not yet been appointed.

The CIO is concerned that the retained capabilities might not have the necessary capability to perform their new role in the SIAM model

What is the best course of action?

14. The CEO has asked the IT Director to create a SIAM strategy for ZYX that aligns with the mandate for change and the corporate strategy The CEO wants it as soon as possible.

What should the IT Director do?

15. Project NEWGEN was completed against demanding timescales Because of time pressures, ZYX reduced the scope for testing of the end-to-end processes.

- SIAMRUS is the service integrator and also provider of the service desk for the SIAM ecosystem

- ZYXS is the internal service provider for NEWBNK, which is hosted by OUTSCO

- NETSCO provides the wide area network connecting the OUTSCO data center to the banks using NEWBNK.

Since the transition to SIAM, users of NEWBNK have experienced a significant increase in the time taken to fix incidents The ZYX sales team is now experiencing resistance from customers who were expected to migrate to NEWBNK This is affecting the planned rollout of the new application The ZYX sales team has told the customers that the issues were caused by the providers to ZYX not working together, and not the NEWBNK application itself.

What is the best approach for SIAMRUS to improve the situation?

16. The implementation of NEWGEN will onboard a number of existing service providers at differing levels of maturity. In addition, there will be new services (such as NEWBNK) and service providers (such as those to support planned expansion in the Asia Pacific region).

What would be the most advantageous approach to onboarding?

17. ZYX decided to use a phased approach for implementation SIAMRUS was appointed as the service integrator and is now live

The next phase is to replace the services currently provided by OUTSCO with services provided by ZYXS, ZYXD, FIELDSCO and NETSCO. This is expected to be completed in 2 months OUTSCO has established a small transition team to assist with the service transfer

Over the past 4 months the performance of the OUTSCO service desk has deteriorated, with 50% of calls to the service desk exceeding the call answer time service level OUTSCO has admitted that this is due to reduced numbers of staff on their service desk

What is the best approach to address the service level failures?