Oct 20 2021 |
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This is the EXIN SIAM™ Professional (SIAMP.EN) sample exam. The Rules and Regulations for EXIN’s examinations apply to this exam.
This exam consists of 40 multiple-choice questions. Each multiple-choice question has a number of possible answers, of which only one is correct.
The maximum number of points that can be obtained for this exam is 40. Each correct answer is worth 1 point. You need 26 points or more to pass the exam.
The time allowed for this exam is 90 minutes.
You are allowed to use the
for this exam. Please click on the link to open it. If you close the case study, use the Navigator button to go back to the Introduction (dot before question 1) and click on the link again.
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1 of 40
ZYX has decided to use an external service integrator, and to use the tool provided by that integrator.
Of all the constituent companies in the ZYX organization, which is likely to see the
change to their overall governance model?
2 of 40
ZYX would like to use an external service integrator. The CIO has asked the consultancy organization, SIAMRUS, to provide some initial recommendations on how the future SIAM ecosystem should be governed, the roles that will be required, and where those roles should be established.
SIAMRUS is currently documenting the proposed role of SIAM Governance Lead.
Who is the
likely person to take this role?
ZYXS IT director
ZYXS Service Management and Service Desk Lead
3 of 40
As part of the NEWGEN transition project, the contract manager for ZYXH has been seconded to work with the project team. They are looking at how new contracts will need to be structured and worded, including how service performance will be measured.
Having attended SIAM training to understand what is required, the contract manager is now getting input from business representatives and IT tooling experts to identify proposed performance metrics to be monitored for each contracted service.
What approach should the contract manager take?
Produce standardized sets of performance measures and standardized targets, which will be monitored for each contracted service across all ZYX divisions, which will provide a standardized approach.
Produce standardized sets of performance measures, which will be monitored for each service contracted by ZYX. Then identify different targets depending on the actual service and the required service level.
Produce different sets of performance measures, standardized for each category of service. Set specific targets that will be used for each contracted service of that category, no matter which ZYX division is using the service.
Produce different sets of performance measures, standardized for each category of service. Then identify different targets depending on the actual service and the service level required by ZYX.
4 of 40
ZYXUK has proposed that ZYX's current service providers capability to deliver a SIAM model should be assessed.
How should the assessment be initially approached?
A capability assessment produced by ZYXS one year ago should be used as a starting point to determine the current capabilities within ZYX. Information on services not currently included should be added. This will enable a swift assessment of the current situation.
Employ SIAMRUS to supply an analysis of the current capabilities within the external providers. A maturity assessment of the processes used should also be undertaken. This will provide a good basis to determine whether additional resources would be required.
ZYX should commission an independent investigation into the level of capability within the current service providers. A capability portfolio should be created. The SIAMRUS proposition should be considered together with other viable options found.
ZYXH should interview ZYXS, ZYXD, OUT$CO, NET$CO, and SIAMRUS concentrating on their capability to support a SIAM model. Use the information provided to set up an accurate capability portfolio to be used as an initial benchmark for the program.
5 of 40
The transition to the SIAM model is anticipated to complete in 12 months’ time. The CIO of ZYX is concerned that some of the current service providers might not agree to the contract changes required for the new SIAM model.
Legacy contracts will not be bought out during the transition time.
Which service provider will probably
want to agree to the changes required?
6 of 40
ZYX has resources in different locations that should also be used within the retained organization when the new SIAM model is implemented. SIAMRUS has reviewed the available documentation.
What does ZYX need to gain insight in the current capabilities?
Human Resources (HR) training records
Training and development plans
7 of 40
ZYX is considering the SIAM model proposed by SIAMRUS.
The CEO wants to understand what impact any expansion of ZYX into other countries will have on this SIAM model as a result of considerations for compliance and standards. She wants to minimize any risks to the profitability of ZYX.
What would be the
likely effect to the SIAM model arising from the expansion?
The impact of the expansion will be significant. This will have the potential to disrupt the agreed provision of services. Any changes to the model should be delayed until the renewal of any affected contracts.
The impact will be different depending on the country involved. Wherever possible, any changes to the SIAM model should be made only after careful assessment of the capabilities, risks and potential value of the changes.
The impact will be known, as growth is an identified requirement that has been incorporated into the SIAMRUS SIAM model. Therefore, additional locations should be accommodated with minimum risk.
The impact will be minimal since compliance and standards are international concepts. Any risks generated would be identified. Changes to the model would be accommodated irrespective of the level of risk.
8 of 40
Which part of the corporate strategy of ZYX will a successful transition to SIAM
Be ready to adapt to change
Control any change in headcount
Ensure delivery against contracts
Remove reliance on legacy systems
9 of 40
The CIO of ZYX is creating the outline business case for the SIAM transition.
What should be included in the outline business case as a critical success factor for NEWGEN?
A measurable reduction in the cost of building, implementing and supporting ZYX IT services
A strategy for the service groups that considers and resolves the current data center capacity issue
Establishment of positive and productive relationships between the business and the providers
Successful deployment of the NEWBNK application across all ZYX organizations
10 of 40
Project NEWGEN is in the Discovery and Strategy stage.
- SIAMRUS is selected in a consulting capacity only.
- OUT$CO is selected as the service integrator, but the contract is not yet signed.
ZYX has asked for input on defining the role profiles in the new SIAM model. There has been some discussion between the SIAMRUS consultant and the ZYX CIO.
The SIAMRUS consultant recommends that ZYX starts with a baseline inventory of the skills that the ZYX staff already have before moving on to creating role profiles by adapting a standard framework to the SIAM model.
The CIO thinks this is too costly and unnecessary. The CIO wants to move ahead with choosing a standard framework from which to copy the role profiles without change and states that the baseline inventory is unnecessary.
Who is correct and why?
The CIO, because he is better placed to oversee consequences of costs and knows better if the baseline inventory is really necessary.
The CIO, because it is better to start with role profiles taken directly from a standard skills framework and do a baseline inventory after a while.
The SIAMRUS consultant, because doing the baseline inventory ensures that available skills are used, and staff are correctly placed.
The SIAMRUS consultant, because they have been selected in the role of consultant, which gives them executive power over this matter.
11 of 40
The ZYX Board of Directors wants to confirm the SIAM strategy for ZYX. They have asked SIAMRUS to provide more information on their standardized SIAM model.
SIAMRUS has proposed that ZYX uses the following service providers:
- Hosting: SIAMRUS
- Networks: NET$CO
- Application development: OUT$CO
- Application support: OUT$CO
- End user compute: MOB$CO
- Service Integrator: SIAMRUS
- Service desk: SIAMRUS
The ZYX Board of Directors is concerned that this omits ZYXS. The SIAM model should support the ZYX corporate strategy and the ZYX mandate for change.
What is the
approach with ZYXS?
Add ZYXS as an internal service provider
Exclude ZYXS' services from the SIAM model
Put ZYXS into the retained capabilities
Transfer the services from ZYXS to OUT$CO
12 of 40
ZYX Corporation is a group of 5 different companies: ZYXA, ZYXG, ZYXH, ZYXUK, and ZYXS.
Project NEWGEN has now been established. A SIAM strategic governance board has been created. Work is about to start on creating the ZYX SIAM strategy.
6 months ago, the directors of ZYXUK asked a consultancy organization, SIAMRUS, to review ZYXUK’s IT service provision strategy and suggest a new strategy for the future. The report from SIAMRUS was received 4 weeks ago. SIAMRUS suggests that ZYXUK moves to a SIAM-based model and includes an outline SIAM strategy.
The senior staff and directors of ZYXUK do not like any interference in their strategy and operations from ZYXH and ZYXS, and historically have always objected to any imposed changes in working practices that do not align with their own aspirations. ZYXUK have not attended the last two meetings of the ZYX IT steering group.
The CEO wants to ensure that the SIAM strategy for ZYX is appropriate for all ZYX companies. She also wants ZYXUK to embrace it and actively support its implementation.
Which approach will be the
successful in achieving these aims?
Adopt the SIAM strategy from the report created for ZYXUK by SIAMRUS as the ZYX SIAM strategy
Appoint the ZYXUK Operations Director as the SIAM Governance Lead who owns the ZYX SIAM strategy
Make ZYXUK IT staff take part in the IT steering group, as they have not attended the last two meetings
Send the ZYXUK Management Board a copy of the SIAM strategy and ask them to send it to their staff
13 of 40
ZYX wants to establish the SIAM environment as quickly as possible, because the CEO wants to accelerate the expansion into the USA.
What is the
appropriate way to initiate project NEWGEN?
Create the SIAM strategy and business case, along with the outline SIAM model for the implementation
Define the critical success factors and the plan to communicate the ongoing performance of the project
Establish a Waterfall program, which defines a series of Agile projects with minimum viable products
Onboard an Agile team with a mandate to provide rapid, prioritized implementation of required components
14 of 40
The SIAM project board has decided that the chosen SIAM structure will be the lead supplier as service integrator.
- OUT$CO has been awarded the service integration contract. They are designing the service grouping for local area networks.
- ZYXS will provide a central service desk for the SIAM ecosystem.
Who would be the
provider of the local area network support for ZYXA?
15 of 40
ZYXH has commissioned the SIAM ecosystem. SIAMRUS is the proposed service integrator. The following service groups and service providers have been selected:
- Application services: ZYXS
- Desktop support: DESK$CO
- Hosting: ZYXD
- LAN: OUT$CO
- WAN: NET$CO
The WAN (wide area network) connects the LAN (local area networks) to the hosting service, so that users across ZYX can access the application services.
Who else will NET$CO have operational and functional relationships with?
All other selected service providers and SIAMRUS
All other selected service providers, SIAMRUS, and ZYXH
OUT$CO, ZYXD, ZYXS, and SIAMRUS
OUT$CO, ZYXS, DESK$CO, and SIAMRUS
16 of 40
The ZYX Board of Directors has decided on a SIAM strategy. They want to use the expertise from SIAMRUS, but with ZYX retaining control of architecture, strategy and business relationship management.
What SIAM structure should ZYX choose?
Hybrid service integrator between ZYXH and SIAMRUS, splitting specific responsibilities
SIAMRUS as external service integrator, with ZYXH providing the retained capabilities
SIAMRUS as lead supplier service integrator, giving them additional application support roles
ZYXH as internal service integrator, using SIAMRUS for resource augmentation
17 of 40
The SIAM transition is complete.
- SIAMRUS is appointed as an external service integrator.
- ZYXH provides the retained capabilities for ZYX.
For the past three months OUT$CO has not met their SLA targets and SIAMRUS wants to apply service credits.
How should these credits be applied?
SIAMRUS calculates the service credits due and passes the data onto ZYXH who then processes the collection.
SIAMRUS informs OUT$CO that credits are due and tells OUT$CO to contact the ZYXH purchasing department.
SIAMRUS informs ZYXH of the service failure. ZYXH then verifies, calculates and collects the amounts due.
SIAMRUS raises the service credits using delegated authority, collects the sums due, and passes them on to ZYXH.
18 of 40
ZYX has appointed a service integrator.
- OUT$CO is the service integrator.
- ZYXS will be an internal service provider, providing development, support, and service desk services.
- All other current service providers will continue to provide their services.
ZYXS service management has asked OUT$CO if ZYXS can continue to report on the current ZYXS measures and targets:
- Number of incidents received and resolved by the service desk
- Number of changes approved each month
- Service availability
ZYXH and ZYXG have asked OUT$CO if they could receive a report each month from OUT$CO, showing achievement of these three targets by every service provider.
What is the
step that OUT$CO should take?
Develop a performance measurement plan to collect and analyze this data from all providers
Identify a common set of calculations for these measures and targets for use by all service providers
Instruct all service providers to adjust their internal models to report on these measures and targets
Lead a discussion with all service providers on the impact of adopting these measures and targets
19 of 40
The ZYX SIAM model has been operational for two months.
- OUT$CO is the service integrator.
- ZYXS provides the service desk and application development and support services, using different teams.
- ZYXD is hosting the ZYXS applications.
ZYXS and ZYXD are both meeting their individual service levels. However, OUT$CO has identified that there is often tension and conflict between the different teams of ZYXS and ZYXD.
What is the
approach to ensure that these teams work together more effectively?
Bring the teams of ZYXS and ZYXD together to discuss the issues and agree a suitable way forward
Escalate to the SIAM Operational Lead and ask for a formal warning to be given to ZYXS and ZYXD
Establish a collaboration forum with all providers to ZYX and raise this example at the first meeting
Introduce a specific target in the overall set of KPIs measuring how all providers work together
20 of 40
ZYX decided to continue to use all existing service providers apart from OUT$CO.
New contracts, including service integration requirements and revised service levels, have now been signed with all providers. SIAMRUS provided advice on the contents of these contracts.
However, it has been decided to appoint OUT$CO as the service integrator, as the costs received from SIAMRUS were too high. ZYX is now negotiating the contract with OUT$CO.
What is the
way to incentivize the performance of OUT$CO as the service integrator in the contract?
If any service provider fails to achieve any service level target, service credits will be applied to OUT$CO, who can then seek recourse against the service provider.
If any service provider fails to achieve any service level target, service credits will be equally applied to both the service provider and OUT$CO.
OUT$CO will be rewarded for the achievement of targets for end-to-end service performance, collaboration, and improvement.
OUT$CO will receive a bonus for each period where every service provider achieves their individual service levels.
21 of 40
ZYX has decided to use different service providers for hosting, application development, networks, application support, desktop support, and networks. Cloud and commodity services will be used wherever possible. OUT$CO have been selected as the hosting provider, they will also be the service integrator.
When discussing the design of the new contracts for the service providers and the service integrator, the ZYX CEO, ZYX CFO, ZYX CIO, and the ZYXS IT director have a disagreement.
- The ZYX CEO wants to use a single contract structure for all service providers, in order to ensure adherence to a common set of rules and governance.
- The ZYX CFO wants to use a single contract structure for all service providers, because this will keep the complexity, and with it the costs, as low as possible.
- The ZYX CIO wants to use one contact structure for OUT$CO and another for all other providers, as this will ensure the lowest possible costs of service provision.
- The ZYXS IT director wants several different contracts and structures, because this will allow the most flexibility.
ZYXS IT director
22 of 40
The SIAM transition has been started.
- SIAMRUS has been selected as the service integrator.
- The contract with OUT$CO has been renewed.
The ZYX project team involved with the transition to SIAM realizes that successful transition will rely on the way that organizational change management (OCM) is done. They decide to recruit an OCM expert. As part of the selection process, the ZYX project team asks each candidate to consider the impact of OCM on four specific areas namely ZYXH, SIAMRUS, OUT$CO and ZYXS.
demonstrates an understanding of how to overcome challenges during the SIAM transition?
During implementation of the SIAM model it is necessary to get commitment mainly from the project people involved. The enthusiasm of ZYXH must be maintained and demonstrated to reduce organizational resistance. Communication with all staff from ZYXS and OUT$CO should be undertaken by SIAMRUS using the same channels.
OCM is very important. The approach should be established at the beginning of the project. Making staff in ZYXH, SIAMRUS, OUT$CO and ZYXS aware of the need for change is key. Analysis of the current employees' appetite for change will enable comprehensive communications plans and approaches to be tailored for each area.
The attitude of people will influence the ability of any organization to transition to SIAM. Therefore, OCM should be planned early in the program. It is essential that all staff from OUT$CO supports the initiative. SIAMRUS should maintain the momentum of the project by circulating weekly e-mails to ZYXS and ZYXH reporting progress.
The SIAM transition program should consider its impact on the new staff structure during the Plan and Build stage. SIAMRUS must champion the proposed changes by building the confidence of staff from ZYXS and ZYXH. Communication should be via a weekly video and e-mails to senior staff in all organizations.
23 of 40
The service integrator is organizing a series of onboarding workshops during the transition. ZYX has been asked to host a session.
How can ZYX
assist with onboarding during these workshops?
Contribute to new approaches and working models
Define the low-level operational interfaces for each of the services
Guide the resolution of operational details of the implementation
Highlight their business goals to ensure alignment
24 of 40
A major bank has decided to stop using BNK and the bank counter terminals (BCTs). This will severely affect the profitability of ZYX.
The CEO has asked the CIO to consider transferring all services currently provided by ZYXS and ZYXD to OUT$CO.
What would be the
risk with adopting this strategy?
Amending the terms of the hosting contract with BANK$CO
Changing the culture of the staff in the ZYXS and ZYXD teams
Maintaining the support of the current staff in ZYXS and ZYXD
OUT$CO acquiring the knowledge needed to operate the services
25 of 40
ZYX is considering using the service segregation proposed by SIAMRUS, including appointing SIAMRUS as the service integrator. ZYX would like a mix of current and new service providers.
ZYX wants to understand what tooling strategy and integration method will best support the new service model. The solution should be seamless and cost effective, with the lowest complexity possible.
Which approach for tooling strategy and integration method will
meet the requirements of ZYX?
During the Plan and Build stage ZYX should mandate the use of the SIAMRUS toolset for all providers in the SIAM ecosystem. This tool would take automated bulk updates of data from the service providers, and then convert the data into a format that SIAMRUS could use to report on the end-to-end performance of the services.
In the Implementation stage ZYX should find and appoint an external provider of an integration service. This integration service should facilitate data transmission from all service providers in the SIAM model without them having to make any changes. The toolset should also provide real time status tracking and audit trails.
The market should be searched for potential toolsets during the Discovery and Strategy stage. In Plan and Build the data requirements for integration should be analyzed. The analysis should be used as input to the tooling strategy, considering the tools available, service provider capabilities, and the SIAM model.
ZYX should select and implement a single toolset before the Plan and Build stage. The tooling strategy should mandate the requirement for all service providers to interface with this toolset. The toolset must reduce the tasks associated with data integration and achieve seamless reporting with minimal overheads.
26 of 40
There is a wide variety of contract arrangements with service providers to the ZYX companies, including internal operating agreements. Some contracts can be terminated with relatively short notice, with some contracts ending within the next year, but with others having longer to run. The contract under which OUT$CO provides ZYXUK with all of its IT services ends in 12 months’ time and will not be extended.
SIAMRUS has just been appointed as the external service integrator. All existing service providers apart from OUT$CO have expressed their willingness to be part of the new SIAM model, but so far there have been no changes to current contracts.
The ZYX Board of Directors has asked the CIO to recommend an implementation approach for SIAM across ZYX that best achieves the mandate for SIAM with the least risk and cost to ZYX and its individual companies.
Which is the
appropriate implementation approach?
Transition all services and service providers for all ZYX companies to the SIAM model at the same time, when the contract with OUT$CO ends
Transition all services and service providers for all ZYX companies to the SIAM model within 6 months, addressing current integration issues
Transition new service providers for ZYXUK to the new SIAM model first, pilot for 3 months, then transition all other service providers for ZYX
Transition ZYXD to the new SIAM model, pilot for 3 months, then transition ZYXS, pilot for 3 months, then transition all other service providers
27 of 40
The CIO of ZYX has been asked to go to the IT Steering Committee to discuss a phased implementation.
What is the
concern raised by business units for this type of approach?
ZYX is unsure about the impact on business unit budgets.
ZYX is unsure about the number of business units involved.
ZYX needs to integrate both old and new working practices.
ZYX will introduce a higher level of risk by using phases.
28 of 40
ZYX is currently undertaking project NEWGEN, aimed at transitioning the ZYX organizations to a SIAM model.
The ZYX management team is considering a number of alternative approaches that have been suggested for transitioning to the new service integrator and service providers.
What would be the
transition approach for ZYX?
- Appoint and onboard the service integrator and work with them to define the detailed SIAM model.
- Onboard service providers in phases related to a specific ZYX organization.
- Initially allow each service provider to use their own processes with no changes, integrate them once all providers have been onboarded.
- Define and agree the detailed SIAM model.
- Engage the service integrator so that they can support the transition activities during the onboarding of the different service providers.
- Undertake user scenario testing with all parties to validate the integration of the service provider processes across the new SIAM ecosystem.
- Identify and onboard appropriate service providers based on the services ZYX requires.
- Closely monitor their performance, and then select the best performing provider to be the service integrator.
- Transition the other service providers to align to processes defined by the new service integrator.
- Identify the logical order for disengaging existing service providers that will not be part of the new SIAM ecosystem.
- Engage the service integrator to manage the transition of services from the old to the new providers in the agreed order.
- Ensure that the onboarding of new service providers includes their alignment with the detailed SIAM model.
29 of 40
MOB$CO delivers desktop support for field- and home-based users to ZYXG and ZYXUK.
ZYX has decided that MOB$CO will not continue to provide services under the new SIAM model. OUT$CO will be the new service provider for desktop support for all ZYX organizations.
MOB$CO has reacted badly after receiving this news and is not being cooperative with OUT$CO.
What can OUT$CO do to ensure a successful transition of desktop support services into the SIAM model?
Develop a process model showing all interactions between the current processes used by MOB$CO
Discover what expectations and demands users in the ZYX organizations have for desktop support
Get ZYXS to obtain MOB$CO’s full history of all closed incidents, problems, changes, and releases
Use the process forum structural elements to encourage more cooperation from MOB$CO
30 of 40
The SIAM model for ZYX includes an internal service provider for application development. The staff for this service provider will come from the current development teams in ZYXS and ZYXUK.
An external consultancy company has been asked to create an awareness campaign about the new SIAM model for the affected staff in ZYXS and ZYXUK. The campaign must influence the staff to make the required changes in working practices and culture. A combination of e-mail communications and workshops will be used to deliver the campaign.
What approach is
to determine the effectiveness of the awareness campaign?
Carry out ongoing measurements of changes in staff attitudes and achievement of outcomes
Measure the adoption of Lean and Agile approaches by the application development teams
Monitor the attendance of the ZYXUK stakeholders at the IT Steering Group meetings
Review the statistics for the number of e-mail replies received in response to the communications
31 of 40
Project NEWGEN has started.
- The ZYX Board of Directors has decided that ZYXUK should terminate the contract with OUT$CO.
- The external service providers and service integrator for the new SIAM model must be chosen after bidding.
What is the
approach to ensure that OUT$CO is motivated to provide good quality services until the end of their current contract with ZYXUK?
Arrange for OUT$CO to be the lead supplier on the Executive Steering Board for the SIAM transition
Ensure that regular communications are provided to OUT$CO and all other current service providers
Instruct the ZYXUK service delivery managers to have monthly service review meetings with OUT$CO
Leave making the announcement to OUT$CO that the contract will be terminated until as late as possible
32 of 40
The transition to the new SIAM model is complete.
- SIAMRUS is the service integrator.
- ZYXH provides the retained capabilities for ZYX.
- ZYXS provides application, support, and service desk services.
- Services for network provision, application development, and application support remain with the same service providers as before the transition.
Last week an e-mail about the launch of a new mobile application created as part of NEWBNK was circulated to all users of BNK and NEWBNK. Yesterday, this created excessive demand, causing a four-hour outage of the online banking system. The cause is believed to be an overload of the network services.
During the outage ZYXS led the activities for service restoration, without involving the service integrator. ZYXS logged and assessed the incidents reported by users, and involved the network service providers in order to diagnose the cause and restore the services.
What approach should be taken
- Because they are accountable for the delivery of the end to end service, SIAMRUS should take overall control of the investigation into the outage.
- The tactical governance boards of ZYXS and NET$CO should independently investigate the cause of the outage and report back to SIAMRUS.
- SIAMRUS will use these to form the basis of a report that they present to the strategic governance board.
- Further investigation into what happened should be led by the incident management process forum.
- The forum should review what went well and what requires improvement, utilizing the expertise of the ZYXS scrum team and other providers.
- Requests for any additional funding required to implement improvements would be initially made to the operational governance board.
- The incident should be escalated to an ad hoc problem management working group for investigation.
- SIAMRUS should chair the group, with representatives from NET$CO, DLAN$CO, BANK$CO and ZYXS.
- If further escalation is required this would go to the appropriate operational, tactical or strategic board. ZYXH would play a major role in in all the governance boards.
- This was a major outage, therefore ZYXS should immediately inform ZYX senior management.
- A representative from ZYXH should investigate with the relevant service providers.
- When a solution is found the details should be captured and used by ZYXS to inform the relevant process forums and operational boards.
- This should enable SIAMRUS to prepare a report for the strategic governance board.
33 of 40
The ZYX SIAM executive steering board is compiling the agenda for their first meeting.
Receiving updates on the progress of the implementation project is already on the agenda.
What else should be included?
The effect of the potential merger of ZYXA with the Japanese competitor
The introduction of additional capacity issue at the ZYXD data center
The lack of engagement with the ZYXS change forum
The treatment of the applications developed in house by ZYXUK’s IT team
34 of 40
BNK has now been replaced by NEWBNK.
- OUT$CO is the service integrator.
- ZYXS provides application support
- ZYXD provides hosting
- NET$CO provides the wide area network.
ZYXS has an availability service level target of 99.9% for NEWBNK.
Four weeks ago, all users of NEWBNK lost access to it for six hours. ZYXS investigated but could find no fault with the application, and service was restored without taking any action by ZYXS.
ZYXS has noticed that the service report from NET$CO shows that the wide area network connection to ZYXD was lost for six hours due to a fault with NET$CO's equipment. This was at the same time that NEWBNK users experienced the outage. The service report from ZYXD shows 100% availability for hosting NEWBNK.
OUT$CO is asking ZYXS to submit their service report for the period.
What should ZYXS do?
Convene a working group with NET$CO and ZYXD to investigate why service was lost
Make a formal complaint to NET$CO and ask them to compensate users for loss of service
Provide OUT$CO with the full information about the outage and delay sending the service report
Report the availability of NEWBNK as 100%, with a comment about the six-hour loss of service
35 of 40
The new SIAM model has been in use for 6 months.
- SIAMRUS has been chosen as the service integrator.
- OUT$CO now provides services to all ZYX companies.
- ZYXD is hosting the OUT$CO services.
- ZYXS are an internal provider for application development and support
- ZYXD is a wholly owned subsidiary of ZYXS
- All ZYXD staff report to the ZYXS Operations and Support manager
Recently, OUT$CO has not been achieving their service levels of 99.5% availability. They blame ZYXD for being the cause of the outages, but ZYXD refuses to cooperate in investigating who is at fault. ZYXD say that they are meeting their own service levels of 90% uptime. Last week two staff from ZYD and OUT$CO met, but had a violent disagreement including allegations of incompetence.
SIAMRUS is asked to investigate and concludes that OUT$CO and ZYXD do not trust each other and do not work well together.
What is the
way for SIAMRUS to address the lack of cooperation?
Organize a meeting between the OUT$CO CEO and the ZYXS Operations and Support Manager
Make sure that staff from OUT$CO and ZYXD do not meet anymore to prevent further arguments
Provide a summary of contractual responsibilities for OUT$CO and ZYXD to clear up expectations
Set up a working party involving staff from OUT$CO and ZYXD to develop end-to-end measurements
36 of 40
SIAMRUS has been appointed as the service integrator.
They recently consulted with representatives from BANK$CO, NET$CO, OUT$CO and ZYXS in order to confirm their understanding of the required audit and compliance processes. As expected, the responses were varied and related to the experience of each service provider. SIAMRUS created a summary of the approach taken for each service provider.
Which summary provides the
starting point for developing the SIAMRUS approach for SIAM ecosystem audits?
In BANK$CO the audit is undertaken by a qualified person. An audit takes place after any major issue to determine where improvements could be made. The focus is only on areas of non-compliance to regulatory standards where fines may be imposed on ZYX. ZYXS provides the auditor with details and evidence of suspected issues with processes and procedures. BANK$CO must rectify all notified findings within two months.
NET$CO audits are carried out annually or after major issues. The audit considers evidence of collaboration with other service providers, end-to-end delivery, and compliance. The findings are formally reported to ZYXS. The details include a description of each non-conformance, with supporting evidence and recommendations for improvement. An action plan is created and monitored by ZYXS until all items have been addressed.
The audits for compliance are carried out according to an agreed schedule in OUT$CO's contract. This uses ISO/IEC 20000 as a basis for assessment which is carried out by an independent assessor. All non-conformances are documented and formally reported to the ZYXUK quality manager. OUT$CO owns the creation and management of any action plan, and provides additional training where any requirement has been identified.
ZYXS performs an annual internal audit of both ZYXS and ZYXD. The audit considers adherence to documented processes, procedures, and job descriptions. Sometimes there is also an additional objective to review if a specific internal or external regulatory compliance requirement is being met. The auditor will only produce an audit report if any non-conformances have been found. ZYXH reviews the audit reports.
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The SIAMRUS consultancy has produced a SIAM strategy report to help form the outline business case for SIAM.
It has considered the business, process and technological practices in detail.
What people aspects must be included for staff employed by ZYX?
Accurate job descriptions for all staff in every ZYX company
The employment laws of IT staff and their location
The gender split of IT staff in ZYX group companies
The risk and reward approaches used to incentivize performance
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During the Plan and Build stage of project NEWGEN, company ZYX has identified that NEWBNK deployment will run late.
The transition to NEWBNK will occur after SIAM is in the Run and Improve stage. This means that there will be a significant period where ZYXS will need to retain BANK$CO to support BNK under the new SIAM model.
Which strategy will contribute
to reducing the operational risk and cost to other parties from the transition to NEWBNK?
Apply an enterprise process framework and align contracts, processes and tooling to this framework
Ensure that all contracts have exit clauses and establish data record governance for operational data
Implement a common toolset to be shared by all service providers and align it to end-to-end processes
Standardize processes operated internally by all service providers and align them to end-to-end processes
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SIAMRUS is the service integrator.
In preparation for their SIAM implementation, service integrator SIAMRUS has created scenarios to support the running of pre-implementation ‘conference room pilots’. The scenarios are based around services provided by ZYXS, ZYXD, ZYX$DESK, NET$CO, OUT$CO and PAY$CO, together with any additional supporting services required. Approximately 20 scenarios have been produced for each discrete service.
However, there is not enough time available to run through all scenarios for every process.
What is the
way to tailor the testing approach to maximize the benefits from testing within the time available?
Exclude the OUT$CO scenarios from the plan, because they have experience using SIAM in other contracts they support. Also omit PAY$CO, as their services do not directly support the core banking operation.
Prioritize the scenarios for ZYXS, ZYXD, ZYX$DESK, NET$CO, OUT$CO and PAY$CO to ensure coverage of all identified service integrations at least once. Re-prioritize the remaining tests by business impact.
Reduce each scenario down into the separate service components that are linked to form the services. Test each of these components in isolation to ensure that the testing will adequately cover all major services.
Redesign the scenarios to concentrate on the end-to-end services by removing all the ZYX$DESK activities from incident recording through to service restoration. Test ZYX$DESK independently at the same time.
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A year after the SIAM implementation at ZYX has been completed, the problem manager of the service integrator is sure that the problem management process is not working as well as expected.
What would be the
approach to improve the problem management process?
Decide on the changes needed and communicate them to the service providers in a memo
Engage a Lean consultant to review the process and make recommendations for improvement
Engage an ITSM consultant to rewrite the process from scratch based on industry best practice
Set up a cross-service provider workshop to walk through the process to identify improvements
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