11 Actions that will make your SIAM Programme successful
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The document outlines the concept of Service Integration and Management (SIAM), emphasizing its role in coordinating various service providers to ensure seamless IT service delivery. It identifies critical success factors, common challenges, and specific actions necessary for a successful SIAM program, including establishing an operating model, aligning with business strategy, and promoting cultural change. Additionally, it highlights the importance of skills gap analysis and the need for effective governance to facilitate collaboration among multiple stakeholders.
11 Actions that will make your SIAM Programme successful
- 1. 1 SERVICE MANAGEMENT SOLUTIONS TO DELIVER I.T. EXCELLENCE
- 2. 2 11 actions that will make your SIAM Programme successful by Steve Morgan
- 3. 3 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
- 4. 4 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
- 5. 5 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
- 6. 6 11 Actions that will make your SIAM programme a success
- 7. 7 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 SOLUTION DELIVERY SERVICE DELIVERY PDF GATES QUALIFICATIONANDCONCEPT SERVICE TRANSITION SOLUTION DEVELOPMENT DESIGN BUILD TEST BUSINESS CHANGE MANAGEMENT TECHNOLOGY LEADERSHIP IT STRATEGY ENTERPRISE ARCHITECTURE TDA SERVICESTRATEGY ITMANAGEMENT OPERATIONAL CONTROL Technology Organisation Process Model BUSINESS / CUSTOMER RELATIONSHIP MANAGEMENT SERVICEOPERATIONS PEOPLE MANAGEMENT IT SUPPLIER MANAGEMENT Group Strategy Business Customers End Users DETAILED REQUIREMENT S 1 7 PROGRAMME AND PROJECT MANAGEMENT Commercial Demand Management Relationship Management Commercial and Financial Management Succession Planning and Exit Management Learning and Development Recruitment 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 RequirementsDefinition Project ExecutionProject Planning Project Support Technology Thought Leadership Solution Conformance Platform Management Project CloseProject Initiation Build / Configure Solution Solution 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 3 4 5 62 Environments Management Business Change Definition Business Change Planning Business Change Execution EnvironmentsPlanning DefineSolution Architecture Agile Development BusinessCase Development BenefitsIdentification andRealisation OpportunityAssessment TIC and GICTIC and GIC Opportunity Identification TestPlanning TestDeliveryAssurance Policies and Standards Management IT 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 Management Service 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
- 8. 8 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
- 9. 9 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
- 10. 10 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 Service Performance Analyst L3a Kevin Crawford Service Introduction Analyst L3b Darrel Higginson Head of Service Change Management L1 Julian White Senior Service Manager L2 Central Functions Gloria Hughes Infrastructure Manager L3a Andy Brightmore Infrastructure Manager L3a Martyn Poiney Infrastructure Manager L3a Sara Bell Service Introduction Manager L2 Jane Chilton Head of Service Management L1 Andrew Miles Senior Service Manager L2 Operations Richard Bramley Support Analyst L4 Emma Ashton Service Performance Analyst L3a Jonathan Gavan Service Performance Analyst L3a Andy Stubley Senior Service Manager L2 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 L3a Jason Brough Service Performance Analyst L3a Pat Taylor Senior Service Manager L2 EIB & ER Charlotte Brown Service Performance Analyst L3a Elaine Ireland Service Performance Analyst L3a Peter McNiff Digital Investigation Manager L2 Andrew Tomlinson Security Operations Lead L2 Martin Lenaghan Info Security Analyst L3a Geoff Kitson Info Security Analyst L4 Kelly Mills Info Security Analyst L3b John Giddens Senior Infrastructure Manager L2 Dave Hickey Service Change Analyst L3a Fraser Gonnnella Senior Infrastructure Manager L2 Anna Williams Senior Infrastructure Manager L2 Mike Davies Property Analyst L3b Keith Lovejoy Senior Service Manager L2 Andi Marsden Service Service Manager L2 Angela V Jarvis Service Introduction Analyst L4 Louise Hunt Service Change Analyst L3a Richard Kirk Service Change Analyst L3a Katy Boden Info Security Analyst L3b 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 Analyst L3b John Woodhouse Service Introduction Analyst L3b Kerry Twena Service Introduction Manager L2 Matthew Felgate Service Change Analyst L4 Tom Walton Service Change Analyst L4 Claire Cope Service Change Analyst L4 Rachel Bown Head of Infrastructure Management L1 Richard Howell Senior Service Manager Fi Blenkiron L2 Secondment to ITST Senior Service Manager L2 Paul Dimitrasch Infrastructure Analyst L4 Justin Bermingham
- 11. 11 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
- 12. 12 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
- 13. 13 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
- 14. 14 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
- 15. 15 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
- 16. 16 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
- 17. 17 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
- 18. 18 Contact and Download Details Steve Morgan Syniad IT Solutions Ltd Steve@SyniadITSolutions.co.uk www.SyniadITSolutions.co.uk 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.uk Click on “Thought Leadership”