Service Integration and Management (SIAM™) Foundation Body of Knowledge (BoK), Second edition

The official guide for the EXIN SIAM™ Foundation certification SIAM (service integration and management) is an evolution of how to apply a framework for integrated service management across multiple service providers. It has developed as organizations have moved away from outsourced contracts with a single supplier to an environment with multiple service providers. SIAM supports cross-functional, cross-process and cross-provider integration. It creates an environment where all parties: Know their role, responsibilities and context in the ecosystem Are empowered to deliver Are held accountable for the outcomes they are required to deliver Service Integration and Management (SIAM™) Foundation Body of Knowledge (BoK), Second edition has been updated to reflect changes to the market and is the official guide for the EXIN SIAM™ Foundation certification. This book will help candidates pass their Foundation certification, as well as serve as a useful reference guide once they are implementing SIAM practices. Suitable for anyone working in ITSM (IT service management), IT, service integration and project management, the book introduces the EXIN SIAM™ Foundation syllabus and provides essential reading for the Foundation exam. It also offers a detailed introduction to the SIAM methodology for those who do not want to undertake formal certification. Prepare for your SIAM™ Foundation exam and understand how SIAM can benefit your organization!

• Cover Image
• Title Page
• Copyright
• Foreword
• Contents
• About This Book
• Chapter 1: Introduction to Service Integration and Management (SIAM)
  • 1.1 What is SIAM?
    • 1.1.1 The SIAM ecosystem
    • 1.1.2 SIAM practices
    • 1.1.3 SIAM and processes
    • 1.1.4 SIAM functions
    • 1.1.5 SIAM roles
    • 1.1.6 SIAM structural elements
    • 1.1.7 SIAM models
    • 1.1.8 SIAM contractual and sourcing considerations
  • 1.2 The history of SIAM
    • 1.2.1 SIAM as a concept
    • 1.2.2 The emergence of the term ‘SIAM’
    • 1.2.3 Growth and adoption of SIAM within the UK government
    • 1.2.4 SIAM history
  • 1.3 The purpose of SIAM
  • 1.4 The scope of SIAM
    • 1.4.1 Types of service
  • 1.5 SIAM and the business strategy
    • 1.5.1 Why change?
    • 1.5.2 Drivers for SIAM
  • 1.6 Value to the organization – the SIAM business case
    • 1.6.1 Improved service quality
    • 1.6.2 Optimized costs and improved value
    • 1.6.3 Improved governance and control
    • 1.6.4 Improved flexibility
• Chapter 2: SIAM roadmap
  • 2.1 Discovery & Strategy
    • 2.1.1 Objectives
    • 2.1.2 Triggers
    • 2.1.3 Inputs
    • 2.1.4 Activities
    • 2.1.5 Outputs
  • 2.2 Plan & Build
    • 2.2.1 Objectives
    • 2.2.2 Triggers
    • 2.2.3 Inputs
    • 2.2.4 Activities
    • 2.2.5 Outputs
  • 2.3 Implement
    • 2.3.1 Objectives
    • 2.3.2 Triggers
    • 2.3.3 Inputs
    • 2.3.4 Activities
    • 2.3.5 Outputs
  • 2.4 Run & Improve
    • 2.4.1 Objectives
    • 2.4.2 Triggers
    • 2.4.3 Inputs
    • 2.4.4 Activities
    • 2.4.5 Outputs
• Chapter 3: SIAM structures
  • 3.1 Externally sourced service integrator
    • 3.1.1 When does a customer use this structure?
    • 3.1.2 Advantages
    • 3.1.3 Disadvantages
  • 3.2 Internally sourced service integrator
    • 3.2.1 When does a customer use this structure?
    • 3.2.2 Advantages
    • 3.2.3 Disadvantages
  • 3.3 Hybrid service integrator
    • 3.3.1 When does a customer use this structure?
    • 3.3.2 Advantages
    • 3.3.3 Disadvantages
  • 3.4 Lead supplier as service integrator
    • 3.4.1 When does a customer use this structure?
    • 3.4.2 Advantages
    • 3.4.3 Disadvantages
• Chapter 4: SIAM and other practices
  • 4.1 Service management
    • 4.1.1 What is ITIL?
    • 4.1.2 VeriSM
    • 4.1.3 ISO standards
  • 4.2 COBIT
    • 4.2.1 What is COBIT?
    • 4.2.2 COBIT in a SIAM ecosystem
  • 4.3 Lean
    • 4.3.1 What is Lean?
    • 4.3.2 Lean in a SIAM ecosystem
  • 4.4 DevOps
    • 4.4.1 What is DevOps?
    • 4.4.2 DevOps in a SIAM ecosystem
  • 4.5 Agile, including Agile Service Management
    • 4.5.1 agile, Agile and agility
    • 4.5.2 What is Agile?
    • 4.5.3 What is Agile Service Management?
    • 4.5.4 Agile in a SIAM ecosystem
    • 4.5.5 Agile Service Management in a SIAM ecosystem
• Chapter 5: SIAM roles and responsibilities
  • 5.1 Roles and the SIAM roadmap
    • 5.1.1 Definition of principles and policies
    • 5.1.2 Design
    • 5.1.3 Allocation
    • 5.1.4 Monitoring and improvement
  • 5.2 How is a role different in a SIAM ecosystem?
    • 5.2.1 The role of the customer organization
    • 5.2.2 The role of retained capabilities
    • 5.2.3 The role of the service integrator
    • 5.2.4 The role of service providers
  • 5.3 Role description: Customer organization, including retained capabilities
  • 5.4 Role description: Service integrator
  • 5.5 Role description: Service provider
  • 5.6 Governance roles
    • 5.6.1 Strategic governance: Executive boards
    • 5.6.2 Tactical board
    • 5.6.3 Operational boards
    • 5.6.4 Operational board: Integrated change advisory board
  • 5.7 Operational roles
    • 5.7.1 Knowledge management forum
    • 5.7.2 Continual improvement forum
    • 5.7.3 Major incident working group
    • 5.8 The service desk in a SIAM ecosystem
• Chapter 6: SIAM practices
  • 6.1 People practices: Managing cross-functional teams
    • 6.1.1 Challenges related to cross-functional teams
    • 6.1.2 Practices for managing cross-functional teams
  • 6.2 Process practices: Integrating processes across service providers
    • 6.2.1 Challenges related to integrating processes across service providers
    • 6.2.2 Practices for integrating processes across service providers
  • 6.3 Measurement practices: Enable and report on end-to-end services
    • 6.3.1 Challenges related to enabling and reporting on end-to-end services
    • 6.3.2 Practices for enabling and reporting on end-to-end services
  • 6.4 Technology practices: creating a tooling strategy
    • 6.4.1 Challenges related to creating a tooling strategy
    • 6.4.2 Practices related to creating a tooling strategy
• Chapter 7: SIAM cultural considerations
  • 7.1 Cultural change
    • 7.1.1 What does this mean in a SIAM environment?
    • 7.1.2 Why is it important?
    • 7.1.3 What challenges will be faced?
    • 7.1.4 How can they be resolved?
    • 7.1.5 Cultural change and the SIAM structures
  • 7.2 Collaboration and cooperation
    • 7.2.1 What does this mean in a SIAM ecosystem?
    • 7.2.2 Why is it important?
    • 7.2.3 What challenges will be faced?
    • 7.2.4 How can they be resolved?
    • 7.2.5 Collaboration and cooperation and the SIAM structures
  • 7.3 Cross-service provider organization
    • 7.3.1 What does this mean in a SIAM ecosystem?
    • 7.3.2 Why is it important?
    • 7.3.3 What challenges will be faced?
    • 7.3.4 How can they be resolved?
    • 7.3.5 Cross-service provider organization and the SIAM structures
• Chapter 8: Challenges and risks
  • 8.1 Challenge: Building the business case
    • 8.1.1 Which parties will this challenge affect?
    • 8.1.2 Which roadmap stage will this challenge affect?
    • 8.1.3 Associated risks
    • 8.1.4 Potential mitigation
  • 8.2 Challenge: Level of control and ownership
    • 8.2.1 Which parties will this challenge affect?
    • 8.2.2 Which roadmap stage will this challenge affect?
    • 8.2.3 Associated risks
    • 8.2.4 Potential mitigation
  • 8.3 Challenge: Commercial challenges
    • 8.3.1 Which parties will this challenge affect?
    • 8.3.2 Which roadmap stage will this challenge affect?
    • 8.3.3 Associated risks
    • 8.3.4 Potential mitigation
  • 8.4 Challenge: Security
    • 8.4.1 Which parties will this challenge affect?
    • 8.4.2 Which roadmap stage will this challenge affect?
    • 8.4.3 Associated risks
    • 8.4.4 Potential mitigation
  • 8.5 Challenge: Cultural fit and behaviors
    • 8.5.1 Which parties will this challenge affect?
    • 8.5.2 Which roadmap stage will this challenge affect?
    • 8.5.3 Associated risks
    • 8.5.4 Potential mitigation
  • 8.6 Challenge: Measuring success
    • 8.6.1 Which parties will this challenge affect?
    • 8.6.2 Which roadmap stage will this challenge affect?
    • 8.6.3 Associated risks
    • 8.6.4 Potential mitigation
• Appendix A: Glossary of terms
• Appendix B: The SIAM™ Process Guides
  • 1. What is a process?
  • 2. Processes and the SIAM ecosystem
    • 2.1 Process guides
  • 3. Common SIAM considerations
    • 3.1 Complexity
    • 3.2 Who owns the end-to-end process?
    • 3.3 Toolset considerations
    • 3.4 Data and information considerations
      • 3.4.1 Who owns the data?
      • 3.4.2 Who owns the intellectual property on artefacts?
      • 3.4.3 Is data and information consistent?
      • 3.4.4 How is access to shared data, information and tools controlled?
      • 3.4.5 Who is responsible for process improvement?
      • 3.4.6 How will compliance and assurance be managed?
  • 4. Process guide: Service portfolio management
    • 4.1 Process purpose
    • 4.2 SIAM considerations
    • 4.3 Generic process information
      • 4.3.1 Activities
      • 4.3.2 Example roles
      • 4.3.3 Example metrics
      • 4.3.4 Example inputs and outputs
  • 5. Process guide: Monitoring and measuring
    • 5.1 Process purpose
    • 5.2 SIAM considerations
    • 5.3 Generic process information
      • 5.3.1 Activities
      • 5.3.2 Example roles
      • 5.3.3 Example metrics
      • 5.3.4 Example inputs and outputs
  • 6. Process guide: Event management
    • 6.1 Process purpose
    • 6.2 SIAM considerations
    • 6.3 Generic process information
      • 6.3.1 Activities
      • 6.3.2 Example roles
      • 6.3.3 Example metrics
      • 6.3.4 Example inputs and outputs
      • 6.3.5 Event management outputs can include
  • 7. Process guide: Request management
    • 7.1 Process purpose
    • 7.2 SIAM considerations
    • 7.3 Generic process information
      • 7.3.1 Activities
      • 7.3.2 Example roles
      • 7.3.3 Example metrics
      • 7.3.4 Example inputs and outputs
  • 8. Process guide: Incident management
    • 8.1 Process purpose
    • 8.2 SIAM considerations
    • 8.3 Generic process information
      • 8.3.1 Activities
      • 8.3.2 Example roles
      • 8.3.3 Example metrics
      • 8.3.4 Example inputs and outputs
  • 9. Process guide: Problem management
    • 9.1 Process purpose
    • 9.2 SIAM considerations
    • 9.3 Generic process information
      • 9.3.1 Activities
      • 9.3.2 Example roles
      • 9.3.3 Example metrics
      • 9.3.4 Example inputs and outputs
  • 10. Process guide: Change and release management
    • 10.1 Process purpose
    • 10.2 SIAM considerations
    • 10.3 Generic process information Generic process information Generic process information
      • 10.3.1 Activities
      • 10.3.2 Example roles
      • 10.3.3 Example metrics
      • 10.3.4 Example inputs and outputs
  • 11. Process guide: Configuration management
    • 11.1 Process purpose
    • 11.2 SIAM considerations
    • 11.3 Generic process information
      • 11.3.1 Activities
      • 11.3.2 Example roles
      • 11.3.3 Example metrics
      • 11.3.4 Example inputs and outputs
  • 12. Process guide: Service level management
    • 12.1 Process purpose
    • 12.2 SIAM considerations
    • 12.3 Generic process information
      • 12.3.1 Activities
      • 12.3.2 Example roles
      • 12.3.3 Example metrics
      • 12.3.4 Example inputs and outputs
  • 13. Process guide: Supplier management
    • 13.1 Process purpose
    • 13.2 SIAM considerations
    • 13.3 Generic process information
      • 13.3.1 Activities
      • 13.3.2 Example roles
      • 13.3.3 Example metrics
      • 13.3.4 Example inputs and outputs
  • 14. Process guide: Contract management
    • 14.1 Process purpose
    • 14.2 SIAM considerations
    • 14.3 Generic process information
      • 14.3.1 Activities
      • 14.3.2 Example roles
      • 14.3.3 Example metrics
      • 14.3.4 Example inputs and outputs
  • 15. Process guide: Business relationship management
    • 15.1 Process purpose
    • 15.2 SIAM considerations
    • 15.3 Generic process information
    • 15.4 Activities
    • 15.5 Example roles
    • 15.6 Example metrics
    • 15.7 Example inputs and outputs
  • 16. Process guide: Financial management
    • 16.1 Process purpose
    • 16.2 SIAM considerations
    • 16.3 Generic process information
      • 16.3.1 Activities
      • 16.3.2 Example roles
      • 16.3.3 Example metrics
      • 16.3.4 Example inputs and outputs
  • 17. Process guide: Information security management
    • 17.1 Process purpose
    • 17.2 SIAM considerations
    • 17.3 Generic process information
      • 17.3.1 Activities
      • 17.3.2 Example roles
      • 17.3.3 Example metrics
      • 17.3.4 Example inputs and outputs
  • 18. Process guide: Continual service improvement
    • 18.1 Process purpose
    • 18.2 SIAM considerations
    • 18.3 Generic process information
      • 18.3.1 Activities
      • 18.3.2 Example roles
      • 18.3.3 Example metrics
      • 18.3.4 Example inputs and outputs
  • 19. Process guide: Knowledge management
    • 19.1 Process purpose
    • 19.2 SIAM considerations
    • 19.3 Generic process information
      • 19.3.1 Activities
      • 19.3.2 Example roles
      • 19.3.3 Example metrics
      • 19.3.4 Example inputs and outputs
  • 20. Process guide: Toolset and information management
    • 20.1 Process purpose
    • 20.2 SIAM considerations
    • 20.3 Generic process information
      • 20.3.1 Activities
      • 20.3.2 Example roles
      • 20.3.3 Example metrics
      • 20.3.4 Example inputs and outputs
  • 21. Process guide: Project management
    • 21.1 Process purpose
    • 21.2 SIAM considerations
    • 21.3 Generic process information
      • 21.3.1 Activities
      • 21.3.2 Example roles
      • 21.3.3 Example metrics
      • 21.3.4 Example inputs and outputs
  • 22. Process guide: Audit and control
    • 22.1 Process purpose
    • 22.2 SIAM considerations
    • 22.3 Generic process information
      • 22.3.1 Activities
      • 22.3.2 Example roles
      • 22.3.3 Example metrics
      • 22.3.4 Example inputs and outputs
• Further reading