Service Integration & Management (SIAM) is a term given to IT Operating Models which cater for multi-vendor strategies. This presentation describes the 11 Actions that you must adopt to make your SIAM programme a success

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

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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”