Software AG SIAM Workshop Report

Software AG
SIAM Workshops
March 2014
SIAM Workshop Report
Toby Hart, Client Director, Software AG
Tommy Butler, Territory Manager, Software AG
Subtitle if necessary goes here

SIAM Workshops Week 1, March 2014. March 2014
©2014 Software AG. In confidence. Page 2 of 16
DOCUMENT INFORMATION
Authors:
Software AG: Toby Hart, Tommy Butler
Date: March 2014
Table of contents
1.0 Introduction 3
2.0 SIAM elements prioritisation exercise 5
3.0 SIAM prioritsation by attendee, mapped to average responses. 6
3.1 Organisation A 6
3.2 Organisation B 7
3.3 Organisation C 8
3.4 Organisation D 9
3.5 Organisation E 10
3.6 Organisation F 11
3.7 Organisation G 12
4.0 Contacts 13
4.1 Software AG attendees: 13
4.2 Inproc attendees 13
5.0 Reference materal 14
5.1 Tools for SIAM: 14
5.2 SME business consultancy for SIAM - Inproc: 14

1.0 INTRODUCTION
UK Government is determined that Service Integration and Management, SIAM, will let an
organisation manage the service providers in a consistent and efficient way, making sure that
performance across a portfolio of multi-sourced goods and services meets user needs. But, what
are the key elements that will drive a successful SIAM implementation and where do you start?
Software AG SIAM workshops were created to deliver a pragmatic view of the challenges that
implementing SIAM presents and how they may be addressed. The sessions were highly interactive
and we thank all the participants for openly offering their views and experiences.
Teaming with SME consultancy Inproc, the objective of the workshops was to deliver an
experienced and usable approach to implementing SIAM, during which the attendees could discuss
their goals, prioritise those elements important to their organisation and discuss those choices with
expert practitioners that have overcome these challenges before.
A key observation from the workshops was the range of different business objectives across the
departments and the varying opinions of how the transitioning to a SIAM model could help them
achieve their goals. Each was derived from improving the way things are done today, providing
scalable more efficient technology whilst ensuring continuity of service to the business.
The three highest ranked objectives on average from participants were as follows:
1. Make business changes faster – highlighting the shift towards departments being able to
react quickly to changing needs whether that is of the citizen, changing government
policies or provision of new innovative services with the UK public sector digital
transformation. This is a key driver for commercial and financial institutions who want to
be able to react to customer and policy demand quickly to ensure they deliver valuable
business services.
2. Design services from a user perspective and not from the constraints of a supplier -
Organisations are frustrated at being restricted by the capabilities of incumbent suppliers,
and the costs and contractual obligations associated with making changes. With the
transition to a SIAM model, a common objective was to utilise the tower structure to
ensure services are built ‘fit for purpose’ and that they adhere to what the business
demands, rather than what the service providers are able, or willing, to deliver.
3. Categorise services by criticality – Having transparency across the IT estate and by
building a detailed and accurate assessment of each services criticality will deliver a
number of objectives detailed in this report, including of course, lowering the cost of
service delivery.
Is SIAM a one-size-fits-all ? No!
For some, the journey will be too onerous, require too big a leap and contain complexity for which
skills are unavailable (or unachievable). Taking control will require significant effort and buy-in
from all the key-stakeholders too and these steps may be too great for some organisations to take.
In which case, they may be forced to outsource the problem by contacting preferred SIs,
(remembering to mandate that they produce portfolio transparency as a contractual obligation).
These organisations will pay more of course, but someone else will be assigned these challenges

and organisations will eventually, (perhaps optimistically), be in a more informed position and
better able to assume this role in the future.
Alternatively, they retake control!
Define their plan, where they are today, where they need to be, prioritise the journey to get them
there, then continuously monitor progress and adapt to the changing business needs. This will
enable organisations to outsource solutions and take the benefit of being able to categorise their
services by criticality and significantly lowering their cost of delivery. They will be making
business changes faster and no less importantly, they’ll be able to design services from the user
perspective and not from the constraints of their suppliers.
SIAM offers Government an extremely powerful proposition to retake control, manage and meet
their goals, delivering even more with even less.

2.0 SIAM ELEMENTS PRIORITISATION EXERCISE
Average prioritisations, taken from all workshop attendees of the defined considerations and
objectives for SIAM :

3.0 SIAM PRIORITSATION BY ATTENDEE, MAPPED TO AVERAGE RESPONSES.
3.1 Organisation A
Elements in either BIN IT or not selected have the same evaluation score.
ORG A

3.2 Organisation B
ORG B

3.3 Organisation C
ORG C

3.4 Organisation D
ORG D

3.5 Organisation E
ORG E

3.6 Organisation F
ORG F

3.7 Organisation G
ORG G

4.0 CONTACTS
4.1 Software AG attendees:
Role Name Phone Email
Local Government Manager Tommy Butler 07964-244602 tommy.butler@softwareag.com
Client Director Government Toby Hart 07584-727877 toby.hart@softwareag.com
CTO IT Portfolio and EA Conrad Langhammer Conrad.langhammer@softwareag.com
Business architect Moritz Roedel 07795-163828 moritz.roedel@softwareag.com
4.2 Inproc attendees
Role Name Phone Email
Executive Director Barney Smith 07900 801668 barney.smith@inproc.co.uk
Executive Director Dave Cox 0117 905 5008 dave.cox@inproc.co.uk

5.0 REFERENCE MATERAL
5.1 Tools for SIAM:
 Alfabet Portfolio Management -
https://www.softwareag.com/corporate/products/alfabet/it_planning/overview/default.asp:
o Video: IT Portfolio Mgt: http://www.youtube.com/watch?v=0ASAd0ki_vE
o Video: Squeezing budgets: http://www.youtube.com/watch?v=d2RuYlNW0S0
 ARIS Business Process Analysis -
https://www.softwareag.com/corporate/products/aris/bpa/overview/default.asp
o Video: Business efficiency and visibility:
http://www.youtube.com/watch?v=iwbuWmsdIzs
 Are you still using spreadsheets to manage your portfolio? Microsoft doesn’t !
o http://www.alfabet.com/en/news/press-releases/alfabet’s-exchange-2010-examines-
how-it-can-transform-business-through-insight-and-planning/
 Credit Suisse reducing IT costs by millions:
o http://www.alfabet.com/en/news/press-releases/alfabet-client-honored-for-reducing-
it-costs-by-millions-avoids-development-projects,-retires-software,-reduces-software-
related-costs/
 Continental retiring 10% of applications:
o https://www.softwareag.com/corporate/images/continental_case_study_screen_tcm1
6-114077.pdf
 Cosmosdirekt reduced process costs by 20% and reduced the need for contractual add-ons by
28%!
o https://www.softwareag.com/corporate/images/SAG_Cosmos_RS_Oct13-Web_tcm16-
114240.pdf
 Article: SIAM and BPM – Reality Check:
http://www.softwareag.com/blog/reality_check/index.php/uncategorized/is-siam-the-right-
answer-for-government/
5.2 SME business consultancy for SIAM - Inproc:
 Inproc Home Page: http://www.inproc.co.uk/
 SIAM Whitepaper: http://www.inproc.co.uk/challenges-for-implementing-the-siam-model/
 Use case - Bristol City Council: http://www.inproc.co.uk/towards-siam-bristol-city-council-
case-study/

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Software AG is the global leader in Business Process Excellence. Our 40 years of innovation include the
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