This document discusses lessons learned from implementing Service Integration and Management (SIAM). Key points include: - Implementing SIAM is a major change to IT operations that affects processes, tools, governance, and culture. Dedicated change management is vital. - SIAM encompasses more than just IT service management and requires skills in areas like project management, finance, and commercial/vendor management. - Changing existing contracts to align with a new SIAM operating model can be difficult, as suppliers may see it as high risk. - An automated tooling strategy is critical for tasks like service management, but organizations must decide whether all providers use the same tool or allow their own. - Effective

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SERVICE MANAGEMENT SOLUTIONS TO DELIVER IT EXCELLENCE

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8 things I’ve learnt
implementing SIAM
operating models
Steve Morgan
September 2019

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Change is hard!
• Implementing SIAM is a change to the IT Operating
Model
• Its effect is far-reaching, covering processes, tools,
governance, measures and above all else, culture
• It’s vital to have a dedicated and specialist business
change team
• Take people on the journey, get consensus, get
leadership “on-message” in their comms
• Don’t underestimate the size of the task

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SIAM isn’t just ITSM
• ITSM is a key part of SIAM, but it is not the
only part
• Use the SIAM Body of Knowledge
capabilities, as well as ITIL and COBIT to find
a complete list of capabilities
• SIAM affects the whole project lifecycle
• Also requires an uplift in commercial,
financial and vendor management skills
ITSM
Demand
Finance
Project Mgt
Solution
Office
Commerical

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Changing existing contracts is hard
• SIAM often relies upon a compelling
event
– Move away from existing
monolithic contract
– Creation of new IT team
– Desire to save money
– IT Operating Model change
– Merger or Acquisition
• If there’s no compelling event,
aligning existing contracts to new
ways of working is hard
• Contract change notes may be
difficult to negotiate
• Suppliers may see the request as high
risk and therefore high cost

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A tooling strategy is critical
• Automating key tasks is vital
• Aim for a single source of the truth
• With regards the ITSM tool
– Should all service providers use
the client tool, or;
– Be allowed to bring their own?

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Don’t assume everyone has the required knowledge, there’s
lots of people ”winging it!”
Ensure there’s a basic level of
understanding amongst all affected
stakeholders
• ITSM
• SIAM
• CObIT
• Agile
• Cloud
• Commercial frameworks

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• In ITIL we said “we must adopt and adapt”
• There’s good practice, there’s common things
which tend to work, but your organisation is
different, and will have unique requirements
• An “out of the box” operating model doesn’t
exist – and by the way – neither does an out
of the box tool!
• So, adopt and adapt to suit your needs
There’s no one size fits all

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• Do the leg work early, create an effective
governance model for the programme
• Avoid management by committee
• Avoid “cast of thousands”
• Encourage delegated authority
• Ensure decisions are discussed, logged and
communicated
• Have mechanisms in place to prevent them
coming back if it doesn’t meet with universal
approval
SIAM Programme governance is critical to get decisions reviewed
and landed (and to make sure they don’t come back!)

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Cultural change is your biggest barrier
• How will you introduce the collaborative
environment which SIAM encourages?
• How will you bridge the cultural gap
between as-is and to-be?
• Is your supply chain ready?
• Are your leadership ready?
• Are the teams who deliver IT service today
ready?
• Ensure consistency and reward good
behaviours
• Be prepared for shorter SLAs with less
targets!!

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Further reading
• The Body of Knowledge is your authoritative source of SIAM goodness
• Download Foundation and Professional versions from
www.scopism.com/downloads
• Go to bit.ly/ServiceNorth for our SIAM content
• Explore our website for more!

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THANK YOU