Thank you to our sponsor
The ITSM Review
The ITSM Review
• Independent voice since 2011
• News, Reviews, Events, Networking
• Part of Enterprise Opinions network
• 150K worldwide monthly visitors
12.00 – 12.30
Registration / Lunch
12.30 – 12.35
Welcome & Open:
Martin Thompson, ITSM Review
12.35 – 13.05
When SIAM is Not Working:
Steve Ingall, iCore
13.05 – 14.05
SIAM Skills Workshop 1:
How do you build a SIAM practice,
Steve Morgan, Syniad IT
14.05 – 14.25
14.25 – 14.45
An End User’s experience of SIAM
Karen Brusch, Nationwide
14.45 – 15.45
SIAM Skills Workshop 2:
How to Sell to Senior Management,
15.45 – 16.00
SMSG & Closing Remarks
16.00 – 17.00
Networking Reception in the Atrium
When SIaM is Not Working
Who am I / Why am I here?
• Steve Ingall, Head of Business Services for iCore Ltd
• Service Management Practitioner for 30+ years
• Working in SIaM for 30+ years
• ITIL / COBIT Qualified
• Worked with a multitude of organisations who:
– Aspire for SIaM
– Hate SIaM
– Had no idea about SIaM
– Want to visit SIaM
– Did SIaM and just didn’t know it
• Recently ran the iCore Masterclass on SIaM
What am I going to talk about?
• So much misunderstanding about SIaM
• What I think this looks like
• When it goes wrong
• Understanding what went wrong
• Putting it right
SIaM – What it is and what it isn’t
Service Integration and Management is a cross-functional Service
Management organisation that has an overarching responsibility to
control and ensure that the Providers work in unison to meet the IT
service levels agreed with the Business.
• Service Integration is the process of linking together and orchestrating
different component services and capabilities so as to provide your
Business with an end-to-end service that delivers value.
• Systems Integration is the process of linking together different
computing systems and software applications physically or functionally,
to act as a coordinated whole.
A SIaM Model
• It’s a new thing
• ITIL is the guarantee
• It must include the Service Desk
• Managing Agent doesn’t work
• It’s about outsourcing the admin stuff
• It’s system integration under another name
• If we call the Providers ‘The Ecosystem’ we’ve cracked it
• Everyone needs to use our tool
• KPIs can have teeth
• The existing in-house team will understand and adapt
• Once you are in, you can’t get out
When we get it wrong!
• Releases are made into ‘Live’ without passing testing and transition accreditation
• IT Services are in use that are not fully understood and are not capable of meeting
the required SLA. There is a lack of understanding of the interdependencies between
service components, resulting in poor impact and risk assessment
• IT Services do not have sufficient controls in place to assess performance and
service reviews are fraught and ineffective
• Suppliers become competitive and deliberately non-cooperative
• No understanding of the relationships between business processes, business
services and technical services, resulting in failure to meet required business
outcomes which lowers customer satisfaction
• Confused points of contact for IT users which often mean issues are not properly
addressed and users are frustrated
• Business Units start to develop direct relationships with suppliers, causing the IT
organisation to have reduced visibility of workloads and changes
• Processes appear complicated and cumbersome leading to extended delivery
timescales, lack of control, and duplicated efforts when businesses request additional
services that have been designed in silos
What is the purpose of a SIaM readiness assessment?
§ A SIaM readiness assessment is a quantitative measurement of an organisation’s readiness for
going to a SIaM Model (or similar organizational changes).
§ The assessment is used to identify the critical activities that are in place and those that need to
be put in place before moving to a SIaM model.
SIaM readiness gains a clear understanding of organisational, leadership, business & IT readiness at a single point of time
to help identify key barriers and enablers to implementation success
• Where are you now?
• Where do you want to be?
• How do you get there?
Example of Assessment
SIaM Maturity Model
Get Control / Keep Control
• Are you Ready
• Have you got the right Governance
• Have you defined your Policies
• How do you assess Business Impact
• Do you have clear RACI / Interactions
• How do you assess Performance Management
• How do you manage Risk
• Do you have clear Relationship Management
• Is there good Demand Management
• How are you enabling Collaboration
• Where can you improve Tooling / Automation
Example of Controls
• Keep them simple
• Keep them focused on business need
• Keep them measurable
• Keep it serious
• This exists whether you call it SIaM or not
• It is not about them and us
• It is not about outsource v. insource
• It is about control
• It is about your Service Delivery
How to build a
Steve Morgan, Syniad IT Solutions
SERVICE MANAGEMENT SOLUTIONS TO DELIVER I.T. EXCELLENCE
• Today, we will work collaboratively to build a conceptual SIAM
• We will explore the pre-implementation considerations, design
features, risk factors and business outcomes desired in a typical
• For ease of reference, we will break up the task into bite-size
• But first, a short introduction to SIAM
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
• Generally a key part in a new or changed IT Operating Model
• 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
Background & Introduction
• Growth in multi-sourced
• Public sector lead the way in
adoption of SIAM models
• Now becoming more
widespread in the private
• Multitude of models makes it
difficult to define “standards”
and templated approaches
Your IT department has been outsourced to a single vendor for the
last 5 years. A recent sourcing strategy project has recommended
the implementation of a SIAM model
• A high level target operating model has been developed
• Staff morale is low, and rumours of SIAM being introduced have
caused some staff to leave
• Your existing ITSM tool is Remedy v6, a high customised version,
unique to your organisation
You must answer a number of key questions, firstly :
Should the SIAM function be outsourced or retained?
SIAM Sourcing Considerations
• SIAM service provider might be
better at doing it than you.
• Not a core competence – delegate
• More levers with an external
• Injection of new blood / skills
• Bridge skills gaps in a flexible way
• Innovation / new technologies
• New business models, inject
• Fresh perspectives
• New business perspective
• Single point of contact
• Can’t outsource problems
• Retain it, learn then explore later
• Workforce disruption
• Comfortable pair of slippers – if it
ain’t broke etc.
• Lose business perspective
• Lose control if IT Strategy
• Risk of outsourcing knowledge
1.SI is IT Org
+ EUS Service
Int. Service Integrator
2. SI is a Supplier
+ EUS Service
+ EUS Service
4. SI is Lead Tower Supplier3. Hybrid - SI is IT Org plus a Supplier
+ EUS Service
People, culture and behaviour
• What are the key activities likely
to be in this workstream?
– Organisation Design
– Communication Plan
– Skills gap analysis
– Cultural Change programme
• Communications plan / briefings on on-going
process not just at the start
• Skills audit / RACI
• Interim roles / staging
• Responsibilities / autonomy
• Identify rogue strategies / political sabotage
• External / hands-on experience to share scars
• Clear schedule / setting expectations
• Stakeholder management including engaging with
HR / Union reps / individual staff
• 1-2-1 relationships with the business and suppliers
• HR as part of program team
• Training plan / capture internal knowledge – as part
of gap analysis
• Be an honest broker – transparent communications
• Mentoring / individual skills analysis for those
transitioning to brand new roles
• Retain vision / strategy – don’t lose focus whilst
navel gazing / introspection
• Shared vision / long term goals
• We’ll need to build a process model to support our Operating
Model. What sources could be use to help us deliver this?
• The process model will need to help us identify the scope of SIAM
and who does what in the SIAM eco-system
• We should not only consider the processes themselves, but how
the processes, and the services delivered by the eco-system
partners are governed
• What challenges are we likely to encounter?
• What potential transition approaches from “as-is” to “to-be”?
• What industry process models and frameworks could we use?
• What would be our recommendation for our aged Remedy
system, and why?
• What other tools should we consider?
• What are the general tooling issues we should consider?
• What tooling challenges are we likely to encounter in each of
these tooling categories?
The SIAM Tooling Requirements
• Contact Details
– Email: Steve@SyniadITSolutions.co.uk
– Twitter: @SteveBMorgan
• Further reading
– There is a wealth of information available for free download from
• Define a Target Operating Model
• Align SIAM Model to Business Strategy
• Define your Tooling Strategy
• Design the Organisation Structure
• Define the SIAM scope
• Encourage positive behaviour
• Undertake a skills gap analysis
• Procure, configure and test the tools
• Embrace Cultural Change
• Build the SIAM Capability First
Four Key Elements of a good ITSM Tool
Workflow Common Data
My scope of experience
Myths & challenges of SIAM
– It solves all your problems!
– You don’t have to know what you want
– It solves all your supplier contract issues!
– There is no single definition of SIAM
– There’s a difference between cross functional operations and
• Some providers excel at managing your cross functional
• Some providers excel at providing thought leadership
• Difficult to find providers who are good at both! So you have
The challenges for insourced
Culture shift: Internal IT to Service Provider
of 3rd parties
Used to managing own Support & Delivery
Used to managing 3rd party
developer partners directly
Control over development Direct control of contracts
The lessons from Outsourcing
SIAM partner: what to look for
• Thought Leadership
– Someone to learn from and bounce ideas off
• Someone to help define ITSM Process Improvement Strategy
– Need your SIAM partner to help uncover the hidden blockers
• Someone prepared to do pre-Contract work
– Ideally Service Catalogue should be agreed pre-Contract
• Reference sites within your industry
– Experience in your industry
– Knowledge of challenges posed to your business
• Excellent business change record
– Experience in cultural change
– Good understanding of differing business cultures & operating models
How To Sell To Senior
Some thoughts to get us started
• What is SIAM?
• Why do I need it?
• What are the benefits?
• What does SIAM look like?
What is SIAM?
• Service Integration and Management (SIAM) is a framework for
managing multiple suppliers of information technology services and
integrating them to provide a single business-facing IT organisation.
• SIAM is an adaptation of ITIL that focuses on the delivery of key
services by multiple suppliers in a way that appears seamless to the
rest of the business.
Why do I need it?
• Quick show of hands
• What do we support?
• When do we support it?
• Who supports it?
Leading to this!
What does SIAM look like?
• Start with the people!
• Manages multiple suppliers to give the magic formula of innovation
and consistent service.
• Accountable for the integrated services that are being delivered
back to the business.
• Specifies IT service management processes and procedures to be
deployed across the enterprise and ensure they are followed.
• Acts as the central point of control between IT demand and IT
• Plays a pivotal coordinating role in all service management
What happens if we don’t put
the people first!
So what are the benefits?
• A single point of contact, ownership & control for IT Services.
• Clearly defined roles & responsibilities
• Optimised cost of services
• Streamlined management of IT services
• Increased customer satisfaction
• Consistently applied processes
• A more transparent IT landscape
Now lets get to work!
Your mission should you choose to accept it:
What’s the first thing you do in establishing a SIAM practice?
What would you put in the business case?
What does good look like? How do we build in CSI?
First thing to do?
• What outcome does SIAM deliver
• Problem Statement / Opportunity
• Take stock (People, Process, Data)
• Stick the kettle on!
• Agile approach
– Discovery, where are we
– What does SIAM bring / gap analysis / do we need to bridge gap?
• What is the scope
• What is our model (insource, outsource, hybrid)
• How will all of this support business outcomes?
• Aligned to future vision / goals of company
• Who, what, where, when
• Executive steering group, speak to experts, identify needs / service catalogue
• Build cross-functional team / begin to make business case (Savings £, Efficiency)
• Develop KPI to measure success
• Feasibility / Cost options / risks
• One page, lots of pictures
• ROI, Time to value
• Quality factors up
• Risk factors down (what are risks of new model, how to mitigate. Roll back plan?)
• Market share, profitability,
• Closer alignment to business vision
• Engagement with stakeholders
• Customer / Stakeholder engagement
• Responsiveness, quality, cost
• Competitive Advantage
• Why SIAM is better than anything we are doing now?
• What is the business pain that will be resolved (inefficiencies, more value, what we do well and how to improve on that,
• Desired state, critical success factors,
– Do nothing, insource, outsource, risk of doing nothing (including transition costs)
• Level of business case appropriate to the audience (e.g. Board, CFO, Service owner – different pitches)
• What are IT requirements / business requirements - might be different
• Can we help the business grow, become more profitable
• We have to maintain service
• Board level visibility of services and governance thereof
• Availability – measured and quantified
• KEEP IT REAL / DOWN TO EARTH / REALISTIC
• Prioritize investment
How do we measure success?
• Communicating - where are we in the journey. Use a maturity model to measure progress.
Maturity model needs to be replicable to assess along the journey.
• CSI is the first process – from within and always. Stay focussed.
• How do we know we’ve got there - Move from hand holding to leadership
• Customer centric – therefore agree metrics that work for them and measure accordingly
• Speed, availability and new innovation
• CSF agreed, KPIS, meets needs of business, reacts to business needs as required.
• Responds to industry legislation
• Delivers to budget
• Meaningful reporting including customer satisfaction
• SMILING CUSTOMERS
• Objective measure vs. Subjective feedback
• Concise measures, aligned reporting to delivery against business case
• Success needs to be translated per audience (benefits assigned to stakeholders)
Introduction to SMSG
17 November 2015
Service Management Specialist Group
• The Service Management Specialist Group provides an avenue for
developing and promoting IT service management techniques and
standards such as ITIL®, COBIT® and ISO/IEC 20000
• The goal of the SMSG is to facilitate free and open exchange of
ideas, experiences and best practice in all that is IT Service
• We look to do this by delivering open events for Continual Professional
Development to all levels of the community from top industry and
academic speakers, practitioners and thought leaders
SMSG AGM 68
Review of SMSG Membership
Membership in 55
Sri Lanka 64
Hong Kong 26
Followed by Nigeria, Mauritius, Switzerland,
Main categories Sep 2015
• The SMSG has been running since September 2005
Holidays in ITSM
1 December 2015, London
What is happening in the world of Axelos?
20 October 2015, London
How ITSM contributes to cyber resilience
9 Sep 2015, London
ISO/IEC 20000 present and future - applicable to all IT enabled services
15 July 2015, London
Wine, Networking and All Things ITSM
18 June 2015, London
How to Avoid Atrophy and Become an Innovator - Integrate or Die
13 May 2015, London
Eliminating the waste in IT management through Active Management and Active Governance
15 April 2015, London
The value of elusive information
25 February 2015, London
A new way for Service assessment & benchmarking
14 January 2015, London
The most powerful IT
network in Britain
* based on 1 September 2011 to 31 August 2012. Correct as of 1 September 2012.
face to face
Get connected. Join BCS.
Please join us for networking
in the Atrium