ZYX decides to go with SIAMRUS as the service integrator.
The SIAM Project Board has recognized there will be challenges to making the changes required to the attitude and behavior of individuals and the culture of the ZYX companies that are necessary for a successful transition to a SIAM model
What is the best approach that should be taken to ensure success with organizational change management (OCM)?
Introduction:
Organizational Change Management (OCM) is critical in transitioning to a SIAM model.
Effective OCM ensures that individuals, teams, and organizations move from their current state to a desired future state.
Analyzing the Options:
Option A:
Suggests enforcing a rigid governance structure from the onset.
While governance is important, starting with a rigid structure may not address underlying cultural and behavioral issues effectively.
Option B:
Proposes that SIAMRUS, holding primary responsibility for OCM, should engage in ADKAR (Awareness, Desire, Knowledge, Ability, Reinforcement) activities from the Discovery and Strategy stage.
This proactive approach addresses organizational uncertainties early and helps build a foundation for change.
Option C:
Focuses OCM activities on relationships and interfaces with new and existing service providers from the beginning.
Important, but it may overlook the internal cultural and behavioral changes required within ZYX.
Option D:
Suggests starting OCM activities in the Plan and Build stage, focusing on weak or missing ADKAR elements.
This delayed approach may result in resistance and increased challenges as changes progress.
Conclusion:
Option B is the best approach as it ensures OCM activities begin early in the transition, focusing on building awareness and addressing uncertainties proactively.
ZYX completed the Discovery and Strategy stage one week ago. The Plan and Build stage is expected to take six months to complete. ZYX would like to put a service integrator in place before they complete the design of the detailed SIAM model
The outline SIAM model proposed that ZYXS would be an internal service integrator because of their service integration capabilities Additional staff would be recruited to provide additional capacity. The development and support staff from ZYXS would be transferred to ZYXD to become an internal service provider.
The CEO does not want to use a hybrid or lead supplier structure Because of the internal capabilities of ZYXS, no evaluation has been done for using an external service integrator
The ZYXS IT Director has just announced that she. and all ten staff identified to work as the service integrator, are leaving ZYXS in four weeks They intend to form their own company ZSSIAM, specializing in providing service integration services
OUTSCO is a global provider of a range of outsourced services They are in the last year of a 10-year contract to provide services to ZYXUK Over the last 2 years their performance has decreased OUTSCO can also provide service integration services They have a good reputation as a flexible and reliable service integrator who are willing to amend their SIAM model.
SIAMRUS is a global provider of service integration services in the manufacturing sector Their SIAM model includes a standardized process model, with every provider using the same process, a shared toolset owned by SIAMRUS, and 5 contracted service providers They recently provided an outline SIAM strategy for ZYXUK
What is the best approach for ZYX to appoint a service integrator?
Current Situation:
The internal capabilities of ZYXS are compromised due to the departure of the IT Director and key staff.
Evaluation of Options:
A competitive bidding process allows ZYX to evaluate the strengths, weaknesses, and proposed solutions of each potential service integrator.
It ensures that the chosen service integrator aligns best with ZYX's requirements and strategic goals.
Benefits of Competitive Bidding:
This approach promotes transparency and fairness.
It provides ZYX with multiple options to choose from, facilitating a well-informed decision based on thorough analysis.
Consideration of Capabilities:
OUTSCO, despite past performance issues, could be a viable option if improvements are demonstrated.
SIAMRUS and ZSSIAM bring their own strengths and unique propositions, providing a range of options for ZYX to consider.
SIAM Professional Body of Knowledge (BoK), Chapter on Service Integrator Selection
ITIL 4: High-velocity IT (HVIT), Section on Sourcing and Supplier Management
The SIAM strategy for ZYX has been agreed:
- There will be a mix of new service providers and continuing existing service providers
- An external service integrator will be appointed
- ZYXS will provide the service desk.
- An agreement has been reached with OUTSCO to extend their contract to provide services to ZYXUK by two years
As key activities for the critical path to implement the SIAM model for ZYX, three parties must be transitioned into the SIAM model (listed in random order):
- continuing service providers
- the service integrator
- new service providers
In this instance, which sequence of activities offers the least risk to continuity of service for all ZYX companies'?
Service Continuity: Ensuring continuity of service is critical during the transition to a SIAM model. Phasing the transition in a manner that minimizes risk is essential.
Phased Transition: Starting with the continuing service providers helps to stabilize the current environment before introducing new variables (service integrator and new providers).
Role of Service Integrator: Once the continuing providers are integrated, the service integrator can then take over the management of the SIAM ecosystem. This ensures that the integrator has a stable foundation to work with.
Introducing New Providers: Bringing in new service providers last minimizes disruption and allows the service integrator to establish robust governance and management practices first.
Alternative Sequences:
Transitioning all parties simultaneously (Option A) carries high risk of service disruption.
Starting with the service integrator or new providers first (Options C and D) before stabilizing current services could lead to significant operational challenges.
Conclusion: The sequence of first transitioning the continuing service providers, followed by the service integrator, and finally the new service providers offers the least risk and ensures a smooth transition process.
SIAM Foundation Body of Knowledge (BoK), Chapter on Transition Planning and Support
SIAM Professional Body of Knowledge (BoK), Service Transition Sections
ZYX has appointed a service integrator in addition to measunng specific service provider service levels, the ZYX Board of Directors also wants information on end-to-end process KPIs based on business outcomes
The KPIs that the ZYX Board would like are
- End-to-end availability of services supporting sales activity
- End-to-end resolution time for support requests received from users
- Timeliness of invoice production, distribution and payment
How should the service integrator implement these KPIs?
Understanding the Scenario:
ZYX has appointed a service integrator and wants to measure end-to-end process KPIs based on business outcomes.
The desired KPIs include end-to-end availability of services supporting sales, resolution time for support requests, and timeliness of invoice processing.
Analyzing the Options:
Option B: Engaging consultants from SIAMRUS may provide expertise but could be costly and time-consuming.
Option C: Reviewing existing KPIs might not cover all the necessary business outcomes and could miss specific requirements.
Option D: Requesting ZYX to produce data definitions could lead to inconsistencies and may not ensure provider alignment.
Selecting the Optimal Approach:
Option A: Bringing the providers together to map the services and define and agree on the supporting measurements ensures alignment and collaboration. This approach fosters a common understanding and commitment to the KPIs across all providers, facilitating accurate and meaningful measurements.
Justification:
Collaborative mapping and agreement on KPIs ensure that all providers understand their roles and responsibilities in achieving business outcomes.
This approach aligns with SIAM principles of collaborative governance and integrated service management, ensuring that KPIs are relevant and aligned with business objectives.
The CEO has asked the IT Director to create a SIAM strategy for ZYX that aligns with the mandate for change and the corporate strategy The CEO wants it as soon as possible.
What should the IT Director do?
Context and Requirements:
The CEO has requested the IT Director to create a SIAM strategy aligned with the mandate for change and the corporate strategy.
Utilizing Existing Reports:
Using the report from SIAMRUS as input ensures that the new strategy leverages the insights, analysis, and recommendations already provided by SIAMRUS.
This approach ensures that the IT Director can build on existing work rather than starting from scratch, saving time and effort.
Customization and Alignment:
While the SIAMRUS report provides a foundation, the IT Director needs to design a strategy that is tailored to ZYX's specific needs, objectives, and corporate strategy.
This customized strategy will ensure better alignment and effectiveness.
Strategic Integration:
Integrating insights from SIAMRUS with the unique requirements of ZYX ensures that the strategy is comprehensive and well-rounded.
SIAM Professional Body of Knowledge (BoK), Chapter on SIAM Strategy
ITIL 4: Direct, Plan and Improve (DPI), Section on Strategy Management
