The document discusses Service Integration and Management (SIAM) and lessons learned from implementing SIAM models. It defines SIAM as managing IT service delivery when using multiple suppliers instead of a single supplier. Reasons for adopting a SIAM include achieving efficiencies through commodity procurement at scale and meeting demands for better, quicker, cheaper services. The SIAM integrates separate "tower" suppliers into a single service and acts as the single point of contact, implementing ITIL and managing performance against service levels. Lessons include creating the SIAM function before other towers, ensuring open dialogue between stakeholders, and having a clear and robust IT service management toolset.

1. Making SIAM Work
Making SIAM Work
(for you)
Mike Nayler
Lockheed Martin UK Ltd
14 January 2014
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2. Agenda
Making SIAM Work
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What is a SIAM?
Why do I need one?
What does the SIAM do?
Some Lessons Learned implementing
SIAMs
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Lockheed Martin Proprietary Information

3. What is SIAM?
Making SIAM Work
Service Integration & Management
Its all about managing delivery when multisourcing your IT services, instead of single
sourcing or prime contracting……..
Customer
Supplier
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Supplier
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Supplier
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Supplier
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4. An Example…..
Making SIAM Work
Ministry of Justice SIAM Model – Before and After
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5. Multi-Sourcing - The ‘Tower’ Model
Making SIAM Work
• To achieve efficiencies by ‘commoditising’
commodities and buying at scale
• To achieve optimum effectiveness by procuring
services at an Enterprise level and delivering them
with a common, standardised approach
• To enable the delivery of innovative ideas and
technologies through a mix of different businesses
(commitment to SME revenue)
• To meet user demands for “better, quicker, cheaper”
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6. Making SIAM Work
Why do I need one?
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7. To make life simpler?
Making SIAM Work
Enterprise Architecture
Security & IA
Retained Controls
- Architecture Governance
- Architecture Vision
- Opportunities & Solutions (Roadmap) - Information Systems Architecture
- Migration Plans (Roadmap)
- Technology Architecture
- Architecture Change Management
- Security Architecture
- Standards & Policies
- IA Governance
- IA Technical Assurance
- Accreditation Authority
- Procurement & Contract
Management
-Vendor Management
- Exit Management
Demand
Solution Assurance
Programme Governance & Project Integration
-Business Architecture
-Requirements
Development
- Work & Project Prioritisation
- Resourcing
- Portfolio Planning
- Portfolio & Programme Management
- Risk Management
-Integration & User Test Management
-Define & Maintain Standards, Methods and Processes
-Business Relationship
Management
- Decision Analysis &
Support
- Demand Management
- Solution Design
- Solution Assurance &
Validation
- Service Desk
- Capacity Management
- Change Management
- Event Management
- Knowledge Management
- Problem Management
- Continual Service Improvement
- IT Service Continuity
Security Services
- Availability Management
- Service Level Management
- Release & Deployment Management
- Service Verification (Quality)
- Incident Management
- Access Management
- Service Asset & Configuration Management
- Ops Security
Service Integrator – Catalogue Services
Service Integration
- Request Fulfilment
- Consumption Verification
- Catalogue Management
- Acceptance Into Service
- Service Transition & Testing
- Test Environment Management
End User Compute – Common
Services
End User Compute – User Devices
- Service Assurance
- Customer Service
Management
Network
- WAN
- PSN Compliant
- Data, Voice, Video
Mobile Telephony
Hosting
Intrusion
Detection
Retained
- Service Strategy (Inc.
Architecture)
- Financial Management
- Management Reporting
Service Integration & Management
Retained
Supported by
Managed Service
- ICT Strategy & Planning
-Workforce Planning
Single
Outsourced
Service Provider
Outsourced
Specialist
Security
-ICT Professionalism
Protective
Monitoring
Outsourced
Forensic
Analysis
IT Health
Checks
(Testing)
AMS
AD (Core Line of
Business)
AD (Niche Development)
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8. Making SIAM Work
Because the Cabinet Office say I have to
have one?
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9. Why implement a SIAM?
Making SIAM Work
• Integration of the delivery of the separate Towers
into a single service, supported by effective service
levels
• Management of the Tower suppliers to deliver to this
set of service levels
• The need for someone to have a focus on the
customer and delivery of the Business objectives
• Enterprise delivery against corporate policies and
processes
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10. Making SIAM Work
What does SIAM do?
(and not do)
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11. Making SIAM Work
Transport for London Information management – Multi-Sourcing Model
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12. What should you retain?
Making SIAM Work
In designing your SIAM ‘Tower’, it is important to consider
what to retain within the organisation as well as what to
devolve to the SIAM:
• Governance & Authority – regardless of the contractual
model, the organisation must retain overall Governance of
the delivery of ICT services
• Policies – such as Security, Environmental, Health & Safety
etc. This provide the ‘rules’ upon which the SIAM is
required to deliver (ie develop processes to deliver the
policies)
• Enterprise Architecture – whilst the SIAM might provide
useful guidance on this, the organisation needs to retain
overall control on the architecture
• Procurement and removal of suppliers
• Options also include: Business Relationship Management,
VIP Services, Marketing (such as Portal Content Generation)
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13. What does SIAM do?
Making SIAM Work
• The SIAM manages the delivery of a disparate set of Tower
suppliers into a single service – to meet the enterprise
service level requirements of the organisation
• They provide a ‘single pane of glass’ view of a complex
range of constituent parts, allowing the organisation to
focus on the priorities – providing decision quality
• Implements the ITIL framework and delivers the service
desk
• Fosters collaboration among the suppliers for the best
outcome for the Business – BS11000
• Manage change and delivery of Continuous Service
Improvement
• Creates and Manages the Total Cost of Ownership of the
ICT Estate
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14. Optional Roles
Making SIAM Work
• Transition – planning and executing the move
from single sourcing to multi-sourcing
• Systems Integration – manage the integration of
new systems
• Delivers Information Security across the
organisation
• Acts as the organisation’s Innovation Partner Assists with the development of future Business
Cases to implement innovation and improvement
• Programme & Project Management
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15. A word about the Tower suppliers
Making SIAM Work
• Need clear and early guidance about the role
of SIAM
• Need to ensure their Service Management
functions can interface closely with SIAM
• Must recognise the ‘authority’ of SIAM
(devolved from the customer)
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16. Making SIAM Work
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17. Lessons Learned
Making SIAM Work
• Create the SIAM function first, then the other Towers
-reverse engineering processes is painful and
expensive!
• Open, constructive dialogue is essential for a
collaborative model to work – between the
Business, the ICT Department, the SIAM and the
Tower Suppliers
• A shared and consistent vision for the organisation –
takes initial investment, but ensures a single sense of
purpose (make this happen early)
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18. Lessons Learned
Making SIAM Work
• A clear and robust service management (ITSM) toolset – to
provide the organisation a highly effective ‘single-pane-ofglass’ will save significant problems later on
• Visible and demonstrable independence of the SIAM function
– ensuring objectivity in managing competing demands. Clear
devolution of Authority
• A culture of innovation and Continuous Service Improvement
– giving a focus on future business needs
• Programme level Multi-Sourcing /SIAM models are still being
evaluated- for some this is proving too complex and negates
the benefits of commoditisation
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19. Making SIAM Work
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20. Making SIAM Work
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21. Making SIAM Work
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22. Making SIAM Work
Thanks for coming
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