10 Steps to successful SIAM Implementation - Service Desk ...

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SERVICE MANAGEMENT SOLUTIONS TO DELIVER IT EXCELLENCE

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10 Steps to successful SIAM Implementation

Steve Morgan

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What is SIAM?• ServiceIntegration&Management(SIAM)isamanagementmethodadoptedby

organisationswhoneedtomanagemultipleserviceproviders• Serviceproviderscanbeacombinationofinternalorexternal• ASIAMmodelwillinclude

– Acustomerorganisation– AServiceIntegrator– OneormoreServiceProviders

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What is SIAM?

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1.SIisITOrg

ITOrg

Infrastructure+EUSServiceProvider

ApplicationsServiceProvider

TelecomsServiceProvider

Int.ServiceIntegrator

2.SIisaSupplier

ServiceIntegratorITOrg

Infrastructure+EUSService

Provider



ServiceIntegrator

ITOrg

Infrastructure+EUSService

Provider



4.SIisLeadTowerSupplier3.Hybrid- SIisITOrgplusaSupplier

ITOrg

Int.SI

ServiceIntegrator

Infrastructure+EUSServiceProvider



Common SIAM Models

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SIAM – The Big Questions you need to be asking…• WhatarethekeyissuesthatwearetryingtoresolvebyadoptingaSIAMbasedapproach?• ArewelookingtoachievetransformationalchangeinIT?• Whatarewecomfortableoutsourcingandwhatneedstoberetained?• DoweacceptthatourIToperatingmodelmayneedtochange?• Whatwillourprocessmodelslooklikeintermsofrolesandresponsibilities?• WhowillownandoperatetheITSMtools?• WillweoperateSIAMin-house,orasoneofourServiceproviders?• ArewealreadyoperatinginaSIAMmodel,butwejustdon’tcallitSIAM!?

Wecouldincreaseourchancesofsuccessby:• Askingtheseatthestartoftheprogramme• Seekinganswers• Gainingconsensusfromallstakeholders• Documentingtheanswersinaprogrammecharterthatformsthebasisoftheproject

initiationdocumentation

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SIAM Implementation – Establish a Programme• SIAMRoadmap

• UsedtoplanSIAMimplementation

• Discovery&Strategy

• Whatdowehave?• Whatdoweneedtochange?

• Plan&Build

• CompletethedesignoftheSIAMmodel,includingtheservicesthatareinscope

• ObtainfullapprovalfortheSIAMmodel• Appointtheserviceintegratorandservice

providers• Commenceorganizationalchange

management

• Implement

• Approaches(bigbangvsphased)

• Run&Improve

• Measure• Report

• Improve• Audit

• Refinetheroadmapandplan

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SIAM Programme Objectives and Structure• TheSIAMprogrammewillbeaccountablefordesigning,buildingandimplementingthenewIT

operatingmodeltosupportthemultivendorsourcingstrategy• ThenewOperatingModelwilltypicallyencompass:

– Aprocessworkstream– Anorganisationalchangeworkstream– Acommunication/culturalchangeworkstream– Atoolingworkstream– Agovernanceworkstream

• IdeallytheSIAMoperatingmodelwillbeestablishedpriortoimplementationofthemulti-vendorstrategy

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Defining the SIAM Operating Model

• KeyActivitiesindesigningtheSIAMOperatingModel– Whattosourceandwhattoretain– DefinetheSIAMfunction,anddeterminewhichSIAMmodelwillbeadopted– Foreachprocess,describewhatwillbewithinthescopeoftheServiceIntegrator,

theServiceProvidersandwhatwillberetained

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Define the SIAM scope

• UseITIL&COBITasareferencepointtobuildaprocess/controlsbasedoperatingmodel

• Thiscanbeextendedbyadoptinga“slidingscale”approachtoindicatewhatisdonebyretainedorganisationversusSIAMandotherserviceproviders

Source:ISACAimplementationofServiceIntegrationinaMulti-providerEnvironmentUsingCOBIT5

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Align the SIAM model to the Business Strategy

• DeterminethebusinessdirectionandtherequirementsofITwhichwillarise• BuildtheSIAMbusinesscase,operatingmodelandKPIstosupportthisdirection• EnsureinvolvementfromContractandSupplierManagementtoensurethattheir

objectivescanbemet• Ensuretheviewsofseniorbusinessstakeholdersaresoughttoensurethatthe

IT/Businessengagementrequirementsofthebusinessarealsofactoredintothedesign

• DeterminehowaSIAMmodelwillsupportthebusinessobjectives

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Design the SIAM Capability First

• WhereSIAMispartofasourcingstrategy,itshouldbeestablishedpriortomovingtoamulti-sourcedmodel

• Whetherphasedorbigbangimplementation,itmustbefullyoperationalbeforetowerserviceproviderscomeonboard

• ThisreducestheneedtoeffectivelytransitionSIAMtwice;– OnceusingtheexistingdeliverymodeltosupportonboardingofnewServiceProviders– AgaintotransitiontheexistingdeliverymodeltoaSIAMmodel

• Italsoreducestherisk(andcost)ofservicetransitionfromtheserviceprovidersperspective,astheytransitiontoastableSIAMmodelratherthanonewhichissubjecttotransitionitself

• ItenablesworkingpracticestobeestablishedquicklyacrosstheentireSIAMeco-system,decreasingtimetorealisebenefits

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Design the IT Organisation Structure• UsingtheOperatingModelandSourcing

Strategyaskeyinputs,itisnecessarytodesigntheretainedITorganisationstructure

• Takeintoaccounttheprinciplesdefinedintheoperatingmodeloverwhowillbedoingwhat

Director of Service Delivery

Chris X Bennett

PA to Director Tracey Shepherd

Infrastructure Team Lead L2

Karl Snowden

Service Performance Analyst L3a

Avi Johal


Kevin Crawford

Service Introduction Analyst L3b

Darrel Higginson

Head of Service Change Management L1

Julian White

Senior Service Manager L2

Central FunctionsGloria Hughes

Infrastructure Manager L3a

Andy Brightmore

Infrastructure Manager L3aMartyn Poiney

Infrastructure Manager L3a

Sara Bell

Service Introduction Manager L2 Jane Chilton

Head of Service Management L1

Andrew Miles

Senior Service Manager L2Operations

Richard Bramley

Support AnalystL4

Emma Ashton

Service PerformanceAnalyst L3a

Jonathan Gavan


Andy Stubley


Steve Woods

Service Change Manager L2

Michelle Livesey

Service Controls Manager L2

Tracey Goulsbra

Service Change Analyst L3a

Gary Cushnie

Property Team Lead

L3a Phil Bennett

Service Change Analyst L4

Lee Woodhouse

Infrastructure Manager L3aJason Brough

Service Performance Analyst L3aPat Taylor


EIB & ERCharlotte Brown


Elaine Ireland

Service Performance Analyst L3aPeter McNiff

Digital Investigation Manager L2

Andrew Tomlinson

Security Operations Lead L2

Martin Lenaghan

Info Security AnalystL3a

Geoff Kitson

Info Security AnalystL4

Kelly Mills

Info Security AnalystL3b

John Giddens

Senior Infrastructure Manager L2Dave Hickey

Service Change Analyst L3a

Fraser Gonnnella

Senior Infrastructure Manager L2

Anna Williams

Senior Infrastructure Manager L2Mike Davies

Property AnalystL3b

Keith Lovejoy


Andi Marsden

Service Service Manager L2

Angela V Jarvis

Service Introduction Analyst L4

Louise Hunt

Service Change Analyst L3aRichard Kirk

Service Change Analyst L3aKaty Boden

Info Security AnalystL3b

Daniel Rocchi

Security Incident Manager L3a

Duncan Hayes

Senior Infrastructure Manager L2

Steve Perkins

Service Introduction Analyst L3b

Wendy Smedley

Head of Service Introduction L1

Debra North

Property AnalystL3b

John Woodhouse

Service Introduction Analyst L3bKerry Twena

Service Introduction Manager L2

Matthew Felgate


Tom Walton


Claire Cope


Rachel Bown

Head of Infrastructure Management L1Richard Howell

Senior Service Manager

Fi Blenkiron L2Secondment to ITST


Paul Dimitrasch

Infrastructure Analyst L4

Justin Bermingham

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Define your Tooling Strategy

• NeedtodefinetheToolinglandscape• Don’tconfineyourthinkingtotheITSM

tool• Defineownership• Defineinteroperability/dataexchange

principles• FurtherreadingisavailableonWhite

PaperavailablefromSyniadIT’swebsite

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Procure, Design, Configure and Test the tools• Usingthetoolingstrategyastheprimarysource,thetooling

landscapewillneedtobeassembled• Thismayinvolveamixtureoftoolsownedbyamultitudeof

internalandexternalentities• Adatamodelisessentialtodefinetheauthoritativesourcefor

thespecificdataitems(e.g.Locationdata)andthemeansbywhichthatdataitemwillbe:

– Initiallypopulated– Maintained– Verified

• Datatransmissionacrossorganisationalandtechnologyboundariescanbeamajorheadache

– Developatestingstrategyforthisearly,andensurethattestingstartsearly

• Userealuse-casescenariostoundertaketesting

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Encourage positive behaviour

• Metricsdrivebehaviours• Traditionally,contractKPIsdon’tdrivethe

behavioursdesiredbythebusiness• ITandCommercial/Contractsteammust

collaboratetheensurethatKPIsforserviceprovidersareappropriate

• KPIsshouldencourageinnovation,collaboration,businessfocusandserviceawareness

• Internalserviceprovidersandretainedfunctionsmustbealignedwithsourcedserviceprovider’smeasures– commonmeasurementplatform

• Behaviourchangesupportsculturalchangeobjectives

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Undertake a skills gap analysis• Inmostorganisations,thecreationofaSIAMmodelwillgenerateskillsgaps• Typically,theseoccurwhen:

– ServiceManagementhasbeenundertakenbytheincumbentsourcingprovidersandtheretainedorganisationiscreatingitsownin-houseSIAMfunction

– ServiceManagementhasbeenretainedin-houseandtheorganisationismovingtoasourcedSIAMmodel

• Inaddition,theorganisationmaynotpossess– Supplier&ContractManagementskills– Advancedanalysisandreportingskills

• Theskillsgapanalysiswillactasthecatalystfor:– Recruitmentactivity– DefiningthescopeoftheSIAMmodelandinformingsourcingdecisions– Staffdevelopment– Interimpositions– Skillstransferthroughathirdpartyconsultingprovider

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Embrace Cultural Change

• UltimatelySIAMisaculturalchangeprogramme• Cultureinitselfcannotbechangedbutbehaviourscan• KPIscancontributetothis• Bringinginnew-stafffromotherorganisationscanalso

help• Managementtoleadbyexample• Setaclearvisionwhichdescribesthedesiredstate

• DysfunctionalSIAMeco-systemscannotbefixedbytrainingorcoaching,butbysystematicresolutionofunderlyingissueswhicharedrivingundesirablebehavioursintheretainedorganisationorserviceprovidercommunity

• Identificationoftheseissuesmaybesimple,butmayrequiresomeexternalhelptoidentifyanddevelopresolutionstrategieswithouttheburdenoforganisationalbaggageandpolitics

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Critical Success Factors

• Duetothepotentiallyhugevariationinimplementation,itisimpossibletoprescribeaone-size-fits-allsolution

• However,therearecommonthemeswhichemergenotonlyspecificallyinSIAMprogrammes,butinchangeprogrammesmoregenerally.

• SIAMisnot✘ aprocessimprovementprogramme✘ atoolingprogramme✘ sourcingprogramme

• SIAMisachangeprogrammethatencompassesalloftheabove,alongwithgovernancechanges,changeswhichimpactmorebroadlythanIT(e.g.Commercial/Suppliermanagement)

• Aboveallelse,SIAMisaculturalandbehaviouralchangeprogramme

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Conclusions

• SIAMimplementationexperienceisvitaltoavoidcommonpitfalls• RecognisethatSIAMencompassesyourITOperatingModel,ProcessandToolingModels,

OrganisationDesign,ContractChangebutaboveallelseCultural&Behaviouralchange• Useatrustedadvisororatleast,interimresource withexperience,toincreaseyourchancesof

programmesuccess• Researchindustrystudiesandpaperstolearnfromother’smistakes• CollaboratewithyourexistingandfutureserviceprovidercommunitytodeveloptheSIAMmodel

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Next steps and actions• ComeandtalktousonStand102 todiscussyour

ITSMandSIAMchallenges• Youcanalsoenterourdrawwithachancetowin

anAmazonEcho• Followus@SyniadIT,@stevebmorgan andon

LinkedInCompanypage• Headtoourwebsitetofindlotsofmaterialfor

downloadwww.SyniadITSolutions.co.uk

22THANK YOU

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