11 actions that will make your siam programme successful

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SERVICE MANAGEMENT SOLUTIONS TO DELIVER I.T. EXCELLENCE

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11 actions that will make your SIAM Programme successful by Steve Morgan

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What is SIAM?

“SIAM is primarily the management function that co-ordinates the people, processes, and tools across multiple Service Providers, both internal and external, to manage the seamless delivery of end-to-end, operational IT services to our customers.”

• Typically adopted by organisations with a multi-supplier strategy

• SIAM can be sourced as a service tower, or retained in-house• SIAM relies upon an effective governance framework to bring

together all parties, to work in an eco-system• SIAM programmes encompass people, processes, tools,

governance, and critically, cultural change too

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Background & Introduction• Growth in multi-sourced

contracts• Public sector lead the way in

adoption of SIAM models• Now becoming more

widespread in the private sector

• Multitude of models makes it difficult to define “standards” and templated approaches

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Critical Success Factors• Due to the potentially huge variation in implementation, it is

impossible to prescribe a one-size-fits-all solution• However, there are common themes which emerge not only

specifically in SIAM programmes, but in change programmes more generally.

• SIAM is not✘ a process improvement programme✘ a tooling programme ✘ sourcing programme

• SIAM is a change programme that encompasses all of the above, along with governance changes, changes which impact more broadly than IT (e.g. Commercial / Supplier management)

• Above all else, SIAM is a cultural and behavioural change programme

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11 Actions that will make your SIAM programme a success

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Develop a Target Operating Model

• Critical to help understand how SIAM fits into the wider IT operating model and how SIAM will work with the current and future sourcing strategy

• Defines process scope and boundaries (who does what)

• Addresses the critical question of whether SIAM will be sourced or retained

• Acts as the genesis for governance, process, tooling and organisational design

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DESIGN BUILD TEST

BUSINESS CHANGE MANAGEMENT

TECHNOLOGY LEADERSHIP

IT STRATEGY

ENTERPRISE ARCHITECTURE

TDA

SERVICE STRA

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OPERATIONALCONTROL

Technology Organisation Process Model

BUSINESS / CUSTOMER RELATIONSHIP MANAGEMENT

SERVICE OPER

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Group Strategy Business Customers End Users

DETAILED REQUIREMENT

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PROGRAMME AND PROJECT MANAGEMENT

Commercial

Demand Management

Relationship ManagementCommercial and Financial Management

Succession Planning and Exit Management

Learning and DevelopmentRecruitment Performance

Management

Financial planning and control MI and Reporting Risk ManagementHealthchecksPortfolio Management

Business Relationship and Engagement Mgt

Business Demand Management Customer Solutions

Technology Strategy and Roadmap

Technology Innovation

Knowledge Management

EA Management

Security Management

Technology Standards Management

Embedding Business Change

Service Asset & Configuration Mgt.

Release Management

Transition Planning & Support

Requirements DefinitionProject ExecutionProject Planning

Project Support

Technology Thought Leadership

Solution Conformance

Platform Management

Project CloseProject Initiation

Build / Configure SolutionSolution Design

Service / Solution TestingSolution Integration

Service Design Solution Acceptance

Process Improvement

Service Development

Technology Goals Definition

Quality Management

Service Reporting

Contract Management

Resource Management

Budget Planning

Supplier Performance Management

Internal Communications

External Communications

Change Management

Requirements Management

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Environments Management

Business Change Definition Business Change Planning Business Change

ExecutionEnvironments Planning

Define Solution Architecture

Agile Development

Business Case Development

Benefits Identification and Realisation

Opportunity Assessment

TIC and GICTIC and GIC

Opportunity Identification

Test Planning

Test Delivery Assurance

Policies and Standards ManagementIT Business Continuity

Incident Management

Problem Management

Request Fulfilment

Access Management

Event Management

IT Service Performance & Reporting

Service Portfolio Management

Service Catalogue Management

Capacity Management

Availability ManagementService Level Management

Service Continuity Management

Service Demand Management

Service Architecture Management

Service Security Management

Service Risk Management

Service Strategy Management

Service Validation& Testing

CSI Continual Service

Improvement

Technology Process Model Scope

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Align SIAM model to Business Strategy

• Determine the business direction• Build the SIAM business case, operating model and KPIs to support

this direction• Ensure involvement from Contract and Supplier Management to

ensure that their objectives can be met• Ensure the views of senior business stakeholders are sought to

ensure that the IT/Business engagement requirements of the business are also factored in to the design

• Determine how a SIAM model will support the business objectives

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Define your Tooling Strategy

• Need to define the Tooling landscape

• Don’t confine your thinking to ITSM tool

• Define ownership• Define interoperability / data

exchange principles• Further reading is available on

White Paper available from Syniad IT’s website

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ITSM

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Reporting

Discovery

SIAM Tooling

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Design the IT Organisation Structure

• Using the Operating Model and Sourcing Strategy as key inputs, it is necessary to design the retained IT organisation structure

• Take into account the principles defined in the operating model over who will be doing what

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 the SIAM scope

• Use ITIL & COBIT as a reference point to build a process / controls based operating model

• This can be extended by adopting a “sliding scale” approach to indicate what is done by retained organisation versus SIAM and other service providers

Source: ISACA implementation of Service Integration in a Multi-provider Environment Using COBIT 5

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Encourage positive behaviour• Metrics drive behaviours• Traditionally, contract KPIs

don’t drive the behaviours desired by the business

• IT and Commercial / Contracts team must collaborate the ensure that KPIs for service providers are appropriate

• KPIs should encourage innovation, collaboration, business focus and service awareness

• Internal service providers and retained functions must be aligned with sourced service provider’s measures – common measurement platform

• Behaviour change supports cultural change objectives

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Undertake a skills gap analysis

• In most organisations, the creation of a SIAM model will generate skills gaps

• Typically, these occur when:– Service Management has been undertaken by the incumbent

sourcing providers and the retained organisation is creating its own in-house SIAM function

– Service Management has been retained in-house and the organisation is moving to a sourced SIAM model

• In addition, the organisation may not possess– Supplier & Contract Management skills– Advanced analysis and reporting skills

• The skills gap analysis will act as the catalyst for:– Recruitment activity– Staff development– Interim positions– Skills transfer through a third party consulting provider

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Procure, Configure and Test the tools

• Using the tooling strategy as the primary source, the tooling landscape will need to be assembled

• This may involve a mixture of tools owned by a multitude of internal and external entities

• A data model is essential to define the authoritative source for the specific data items (e.g. Location data) and the means by which that data item will be:

– Initially populated– Maintained– Verified

• Data transmission across organisational and technology boundaries can be a major headache

– Develop a testing strategy for this early, and ensure that testing starts early

• Use real use-case scenarios to undertake testing

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Embrace Cultural Change• Ultimately SIAM is a cultural change• Culture in itself cannot be changed but

behaviours can• KPIs can contribute to this• Bringing in new-staff from other

organisations can also help• Management to lead by example• Set a clear vision which describes the

desired state• Dysfunctional SIAM eco-systems cannot be fixed by training

or coaching, but by systematic resolution of underlying issues which are driving undesirable behaviours in the retained organisation or service provider community

• Identification of these issues may be simple, but may require some external help to identify and develop resolution strategies without the burden of organisational baggage and politics

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Build the SIAM Capability First

• Where SIAM is part of a sourcing strategy, it should be established prior to moving to a multi-sourced model

• Whether phased or big bang implementation, it must be fully operational before tower service providers come on board

• This reduces the need to effectively transition SIAM twice;– Once using the existing delivery model to support

onboarding of new Service Providers– Again to transition the existing delivery model to a SIAM

model• It also reduces the risk (and cost) of service transition from the

service providers perspective, as they transition to a stable SIAM model rather than one which is subject to transition itself

• It enables working practices to be established quickly across the entire SIAM eco-system, decreasing time to realise benefits

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Conclusions• SIAM implementation experience is vital to avoid common

pitfalls• Recognise that SIAM encompasses Operating Model, Process

and Tooling Models, Organisation Design, Contract Change but above all else Cultural & Behavioural change

• Use a trusted advisor or at least, interim resource with experience, to increase your chances of programme success

• Research industry studies and papers to learn from other’s mistakes

• Collaborate with your existing and future service provider community to develop the SIAM model

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Contact and Download Details

Steve MorganSyniad IT Solutions Ltd

[email protected]

Tel: +44 (0) 20 3143 3492

For more information on SIAM, visit our web site to download the “11 Actions to Make Your SIAM Programme a Success” white paper and read our other SIAM related material

http://www.syniaditsolutions.co.ukClick on “Thought Leadership”

mailto:[email protected]

http://www.syniaditsolutions.co.uk/

