33:
121:
733:
SIAM Framework - Detailed Cross
Government Reference Set - The following link seems to be a virus and try to launch a command prompt on my windows computer http://web.archive.org/web/20160304061807/http://gps.cabinetoffice.gov.uk/sites/default/files/files/Cat_ICT/Sup_industry_day/Service%20Integration%20%20Management%20(SIAM)%20Framework%20v4.pdf
314:: Multi-sourcing organizations need to be able to understand and manage the business services end-to-end. This includes consolidation of business as well as IT services especially during mergers & acquisitions and demergers & spinoffs. Integral part is IT service management including relevant processes.
260:(TCO) loses its relevancy to a certain extent as the cost an organization incurs for consuming any service from a service provider cannot be measured using TCO. This is where TCC is useful. TCC reflects the cost that organization incurs during the life of a service that it has sourced from a service provider.
162:
Sourcing from multiple suppliers allows an organization to maintain in-house technical teams or large single source suppliers, and become more adaptable by taking advantage of competitive marketplace behaviors which incentivise cost reduction and leverage innovation. The use of multiple suppliers can
461:
Examples of specific activities that a SIAM team would undertake include: assessing changes to the infrastructure and applications; managing the resolution of incidents which affect a service supported by multiple service providers; and coordinating disaster recovery. In addition, a SIAM team would
189:
This new approach reduced the duplication of activities in the service providers, and introduced the concept of a ‘service integrator’. This new service integration capability provided governance and coordination to encourage service providers to work together to drive down costs and improve service
511:
processes and capabilities provide a strong foundation for implementing SIAM because they cover the lifecycle of IT services, and the terminology is recognized and understood by most IT suppliers. ITIL, therefore, provides a strong platform and common language with which a SIAM team can manage and
205:
and Sopra Steria to create the SIAM Foundation Body of
Knowledge. This BoK is available for free download from the Scopism website. It is linked to the global SIAM training and certification scheme launched by EXIN, a Dutch certification organisation and Scopism. The SIAM Foundation BoK was then
541:
SIAM has been adopted by organizations in many different countries. The 2021 Global SIAM Survey published by
Scopism Ltd had respondents from 32 countries. India provided the most responses, followed by the UK, Australia, the Netherlands and the USA. Anecdotal evidence suggests that SIAM is more
276:
In order to perform effective and efficient service integration and management, multi-sourcing clients require key IT capabilities. They need to build and continuously improve these capabilities for performing successful service integration and management. In total, research identifies six key IT
499:
Hence, a key feature of the SIAM approach is that the SIAM team might itself be sourced either entirely or in part from a supplier. Whilst it might be considered beneficial from a governance perspective for that supplier to have no other commercial interest in the provision of IT services to the
177:
According to the SIAM Body of
Knowledge, the term ‘service integration and management’ or SIAM, and the concept of SIAM as a management methodology originated in around 2005 from within the UK public sector, which was also the source of other best practice methodologies such as ITIL®.
495:
Prime vendor, where one organisation sub-contracts services to external service providers is not a SIAM structure, although it requires similar capabilities. The service integrator in a SIAM model will not typically hold contractual relationships with the service providers.
206:
followed by the SIAM Professional BoK in 2017 and the associated SIAM Professional certification. In 2019, the SIAM Foundation and
Professional BoKs were revised to reflect changes in the SIAM and IT management landscape, including the publication of COBIT 2019 and ITIL 4.
465:
Four different organizational models exist to institutionalize service integration and management in multi-sourcing settings with interdependent services. The models describe the position of the organizational unit that is performing service integration and management:
163:
incur large management overhead costs and lead to difficulty in managing end to end (E2E) services. SIAM thinking has developed to aid that management challenge. It has expanded beyond IT services to be used for many different types of business service.
266:
Federated
Knowledge Management: With knowledge being sourced from a number of providers (both internal as well as external), management of this distributed set becomes critical. Distributed Knowledge Management (through federated knowledge base) gains
417:
Ownership is often not defined. Root cause identification and decision making for solution deployment spreads across the organizations and lack ownership. SIAM implementation can be only fruitful if certain level of decision making is inbuilt within
193:
SIAM is a rapidly developing area of service management, and one that is closely associated with multiple disciplines including IT service management, enterprise architecture, organisational change management, quality management and risk management.
326:
When services are provided by myriad teams or suppliers, ensuring seamless service delivery to the business or organization being served presents a challenge. To sustain the benefits, strong operational and commercial governance are essential.
545:
SIAM practitioners later begin to host
Service North. Service North is a global SIAM conference that has been taking place since 2018. Initially held in the UK, the 2021 and 2022 events were virtual, with attendees from around the world.
410:
Alignment of
Service Level Agreements is biggest challenge in SIAM as whenever an organization signs contracts with one vendor they look only specifics and current requirement. Overall SLA and Contractual alignment is biggest challenge in
173:
it is seen as a way for large governmental IT organisations to better manage and control multi-sourced operations, by compiling (and then sharing between themselves) their best practices and their most successful management methods.
652:
Goldberg M., G. Satzger and A. Kieninger (2015), A Capability
Framework for IT Service Integration and Management in Multi-Sourcing, forthcoming, Twenty-Third European Conference on Information Systems (ECIS), Münster,
542:
mature in Europe, Japan and
Australia than in North America. According to the certification institute EXIN, SIAM certifications have been taken in over 21 countries since the certification program’s launch in 2017
214:
The SIAM Foundation Body of Knowledge (BoK) from Scopism Ltd defines SIAM as ″a management methodology that can be applied in an environment that includes services sourced from a number of service providers″.
397:
SIAM aims to bring the desired governance and control which will ensure organisational policies and standards are not ignored or inconsistently applied; and suppliers act in a cohesive and efficient manner.
564:
Auth, G. (2021). The Evolution of IT Management Standards in Digital Transformation: Current Status and Research Implications. In Engineering the Transformation of the Enterprise (pp. 301-318). Springer,
185:
to obtain better value for money from services delivered by multiple service providers, and specifically to separate service integration capabilities from systems integration and IT service provision.
728:
430:
The creation of a service integration team, which acts as the single point of accountability and orchestrate multiple suppliers, is seen as an effective way of minimizing or mitigating potential
108:
Sourcing information technology capabilities and capacity from multiple external suppliers is becoming a dominant operating model for many large IT organisations. This model is commonly known as
100:
organization. It aims at seamlessly integrating interdependent services from various internal and external service providers into end-to-end services in order to meet business requirements.
600:
393:
Having the ability to utilise suppliers who are either best-of-breed or specialists, experts in niche technologies, or who can bring individual strengths to specific service offerings.
500:
customer in practice the SIAM provider is often the supplier with the largest contract value. In theory this means that they have the greatest interest in delivering a good service.
578:
318:
A conscious and systematic implementation of these capabilities should contribute to the effectiveness of multi-sourcing engagements and overall multi-sourcing success.
533:
The SIAM Process Guides, published by Scopism Ltd and available as a free download, explains how to adapt service management processes in a multi-supplier environment.
520:. Whilst ITIL provides high level guidance on many aspects of IT management relevant to SIAM it does not currently do so in the context of a multi-supplier eco-system.
359:
Individual suppliers fulfilling their contractual obligations does not provide assurance that the end to end service delivered to the enterprise will be acceptable
166:
The term SIAM was predated by the term Service Integration which has been in use since at least 2009. It should not be confused with the term System integration.
362:
Fragmentation can complicate the tasks of integration and governance, both of which are essential to delivering effective services to a business or organisation.
729:
https://www.itgovernanceusa.com/shop/product/siam-msi-an-introduction-to-service-integration-and-management-multi-sourcing-integration-for-it-service-management
414:
Blame Game is still an issue. SIAM functions as a neutral party but when issues crops up vendors blame each other and finding a common ground is a challenge.
308:: Multi-sourcing organizations need to be able to select an appropriate provider portfolio and to manage the providers according to the outsourcing contracts
473:: The client itself can take responsibility for service integration. Its retained organization is accountable for coordinating and integrating the services.
479:: One of the clients's existing service providers is responsible for service integration in addition to its original service delivery responsibilities.
347:
Service integration and management functions have to manage these key issues in order to prevent common issues with SIAM and realize its key benefits.
290:: Multi-sourcing organizations need to be able to develop and manage the distributed organization in accordance with changing business requirements.
138:
296:: Multi-sourcing organizations need to be able to manage business demand and develop a service portfolio in alignment with business requirements.
253:
Return On Value (ROV): Since SIAM provides both tangible and intangible benefits, ROV become a key for measuring the benefits that SIAM provides.
727:
SIAM-MSI – An Introduction to Service Integration and Management-Multi-Sourcing Integration for IT Service Management by David Clifford (FSM) -
604:
620:
Agutter, C. et al. (2021). Service Integration and Management (SIAMTM) Foundation Body of Knowledge (BoK), Second edition. IT Governance Ltd.
527:
In an organisational ecosystem using processes based on ITIL, SIAM capabilities are needed to align processes across service providers.
390:
Allowing the retained organisation to focus on IT strategy, business relationship management, enterprise architecture, and governance.
421:
SIAM aims to remove the gaps in communication but the communication gap is often seen as a challenge in a multi-sourcing environment.
406:
SIAM is beneficial for organizations outsourcing their key functions and services but SIAM Implementation faces multiple challenges:
512:
work with a full spectrum of suppliers. SIAM draws on other sources of best practice as well in specific domain areas, for instance
365:
Individual suppliers can focus on attributing blame rather than identifying and addressing the root cause of service quality issues.
76:
54:
485:: An independent third-party company is responsible for service integration without additional service delivery responsibilities.
182:
743:
284:: Multi-sourcing organizations need to be able to define, establish and continuously adapt the service integration governance.
758:
689:
742:
Service Integration and Management in a Multisourced IT Operating Model by Hannah Patterson, Principal Consultant, ISG -
643:
Making SIAM Work: Adopting Service Integration And Management For Your Business, Sumit K. Jha & Rakesh Kumar, 2015
302:: Multi-sourcing organizations need to be able to manage distributed information and the integration tool solutions.
197:
In 2016, Scopism, a management consultancy, worked with a team of experts from companies and independents including
441:
Manage the multiple suppliers to give the optimal mix of flexibility, innovation, standard and consistent service.
239:
SIAM ecosystem: made of up three layers – the customer organization, the service integrator, and service providers
202:
370:
The SIAM BoK claims that some key benefits of moving to a well managed multisourced IT organisation can include:
263:
SIAM Knowledge Management System (SIAMKMS): A number of management and information systems constitutes SIAMKMS.
47:
41:
677:
491:: Service integration responsibilities are distributed across the client and one of their service providers.
257:
93:
58:
330:
According to research, service integration and management needs to address and overcome four key issues:
737:
663:
448:
462:
act as the gatekeeper by enforcing change, security accreditation, testing and release processes.
17:
744:
http://www.isg-one.com/docs/default-source/default-document-library/assembling-the-jigsaw.pdf
676:
Global SIAM Survey 2021 Whitepaper now available!(n.d.). Retrieved September 19, 2022, from
218:
The SIAM Foundation Body of Knowledge also introduces the four most common SIAM structures:
451:
processes and procedures to be deployed across the enterprise and ensure they are followed.
356:
Individual teams (both in-house and outsourced) can act autonomously and lack coordination.
444:
Be accountable for the integrated services that are being delivered back to the business.
579:
Organizational Models for the Multi-Sourcing Service Integration and Management Function
92:
is an approach to managing multiple suppliers of services (business services as well as
530:
ITIL is less applicable in situations where SIAM is being applied to non-IT services.
752:
517:
431:
249:
SIAM introduces some of the following key concepts for effective Service Management:
170:
109:
590:"Service Integration Deliver's Multisourcing's Promise" Euan Davis, Forrester, 2009
387:
Decreased time to market, with increased innovation and business to IT alignment.
245:
SIAM structural elements: including boards, process forums and working groups
601:"Is SIAM the right answer for Government – what about the business process?"
384:
Widening the portfolio of services and skills available to the organisation.
524:, the current owners of ITIL have published several white papers on SIAM.
678:
https://www.scopism.com/global-siam-survey-2021-whitepaper-now-available/
256:
Total Cost Of Consumption (TCC): With SIAM being a consumer of services,
131:
381:
Competition between suppliers to drive down costs and increase quality.
378:
Increased adaptability and speed of response to business requirements.
242:
SIAM practices: addressing people, process, measurement and technology
738:
https://www.gov.uk/service-manual/technology/service-integration.html
630:
521:
457:
Play a pivotal coordinating role in all service management processes.
713:
712:
Service North Conference (n.d.). Retrieved September 19, 2022, from
454:
Act as the central point of control between IT demand and IT supply.
581:, Proceedings of the 16th Conference on Business Informatics (CBI).
340:
Managing relationships and collaboration with and between providers
96:
services) and integrating them to provide a single business-facing
513:
690:"How is SIAM Performing Globally? Worldwide Adoption Infographic"
235:
The SIAM Foundation BoK also introduces other SIAM key concepts:
508:
198:
736:
SIAM Future Model Approach - Government Procurement Service -
114:
26:
664:"SIAM Future Model Approach - Government Procurement Service"
337:
Aligning scope and specifications across provider contracts
97:
142:
434:
issues, and optimising the composite IT organisation.
277:
capabilities that clients should build and optimize.
437:
A SIAM function, department or team will typically:
322:
Issues, Benefits and SIAM Implementation Challenges
616:
614:
375:Ease of obtaining additional resources "on tap".
577:Goldberg M., A. Kieninger and H. Fromm (2014),
181:The methodology was initially designed for the
573:
571:
137:There might be a discussion about this on the
8:
560:
558:
343:Defining standardization and modularization
288:Manage the Service Integration Organization
90:Service Integration and Management (SIAM)
77:Learn how and when to remove this message
40:This article includes a list of general
631:"The SIAM Foundation Body of Knowledge"
554:
282:Manage Service Integration Governance
7:
477:Lead supplier as service integrator
231:Lead supplier as service integrator
46:it lacks sufficient corresponding
25:
18:Service Integration and Management
714:https://servicenorth.scopism.com/
402:Challenges in SIAM Implementation
183:Department for Work and Pensions
119:
31:
306:Manage Providers and Contracts
1:
334:Measuring services end-to-end
300:Manage Tools and Information
483:External service integrator
471:Internal service integrator
351:Some common issues include:
225:External service integrator
222:Internal service integrator
775:
312:Manage End-to-end Services
130:contain a large number of
489:Hybrid service integrator
228:Hybrid service integrator
426:Organisational structure
128:This article appears to
258:Total Cost Of Ownership
61:more precise citations.
94:information technology
759:IT service management
449:IT service management
143:improve this article
294:Manage the Business
160:
159:
87:
86:
79:
16:(Redirected from
766:
722:Additional Links
716:
710:
704:
703:
701:
700:
686:
680:
674:
668:
667:
660:
654:
650:
644:
641:
635:
634:
627:
621:
618:
609:
608:
603:. Archived from
597:
591:
588:
582:
575:
566:
562:
155:
152:
146:
123:
122:
115:
82:
75:
71:
68:
62:
57:this article by
48:inline citations
35:
34:
27:
21:
774:
773:
769:
768:
767:
765:
764:
763:
749:
748:
724:
719:
711:
707:
698:
696:
688:
687:
683:
675:
671:
662:
661:
657:
651:
647:
642:
638:
629:
628:
624:
619:
612:
599:
598:
594:
589:
585:
576:
569:
563:
556:
552:
539:
537:Global Adoption
506:
428:
324:
274:
272:IT capabilities
212:
156:
150:
147:
136:
124:
120:
106:
83:
72:
66:
63:
53:Please help to
52:
36:
32:
23:
22:
15:
12:
11:
5:
772:
770:
762:
761:
751:
750:
747:
746:
740:
734:
731:
723:
720:
718:
717:
705:
681:
669:
655:
645:
636:
622:
610:
607:on 2014-10-23.
592:
583:
567:
553:
551:
548:
538:
535:
505:
502:
493:
492:
486:
480:
474:
459:
458:
455:
452:
445:
442:
427:
424:
423:
422:
419:
415:
412:
395:
394:
391:
388:
385:
382:
379:
376:
367:
366:
363:
360:
357:
345:
344:
341:
338:
335:
323:
320:
316:
315:
309:
303:
297:
291:
285:
273:
270:
269:
268:
264:
261:
254:
247:
246:
243:
240:
233:
232:
229:
226:
223:
211:
208:
158:
157:
141:. Please help
127:
125:
118:
105:
102:
85:
84:
39:
37:
30:
24:
14:
13:
10:
9:
6:
4:
3:
2:
771:
760:
757:
756:
754:
745:
741:
739:
735:
732:
730:
726:
725:
721:
715:
709:
706:
695:
691:
685:
682:
679:
673:
670:
665:
659:
656:
649:
646:
640:
637:
632:
626:
623:
617:
615:
611:
606:
602:
596:
593:
587:
584:
580:
574:
572:
568:
561:
559:
555:
549:
547:
543:
536:
534:
531:
528:
525:
523:
519:
518:ISO/IEC 38500
515:
510:
504:ITIL and SIAM
503:
501:
497:
490:
487:
484:
481:
478:
475:
472:
469:
468:
467:
463:
456:
453:
450:
446:
443:
440:
439:
438:
435:
433:
432:multisourcing
425:
420:
416:
413:
409:
408:
407:
404:
403:
399:
392:
389:
386:
383:
380:
377:
374:
373:
372:
371:
364:
361:
358:
355:
354:
353:
352:
348:
342:
339:
336:
333:
332:
331:
328:
321:
319:
313:
310:
307:
304:
301:
298:
295:
292:
289:
286:
283:
280:
279:
278:
271:
265:
262:
259:
255:
252:
251:
250:
244:
241:
238:
237:
236:
230:
227:
224:
221:
220:
219:
216:
209:
207:
204:
200:
195:
191:
187:
184:
179:
175:
172:
171:UK government
167:
164:
154:
144:
140:
134:
133:
126:
117:
116:
113:
111:
110:multisourcing
103:
101:
99:
95:
91:
81:
78:
70:
67:December 2013
60:
56:
50:
49:
43:
38:
29:
28:
19:
708:
697:. Retrieved
693:
684:
672:
658:
648:
639:
625:
605:the original
595:
586:
544:
540:
532:
529:
526:
507:
498:
494:
488:
482:
476:
470:
464:
460:
436:
429:
405:
401:
400:
396:
369:
368:
350:
349:
346:
329:
325:
317:
311:
305:
299:
293:
287:
281:
275:
248:
234:
217:
213:
210:Key concepts
196:
192:
188:
180:
176:
168:
165:
161:
148:
129:
107:
89:
88:
73:
64:
45:
267:prominence.
145:if you can.
59:introducing
699:2023-08-24
550:References
104:Background
42:references
190:quality.
151:July 2018
139:talk page
132:buzzwords
753:Category
653:Germany.
447:Specify
55:improve
522:Axelos
514:COBIT5
44:, but
565:Cham.
418:SIAM.
411:SIAM.
694:EXIN
516:and
509:ITIL
199:Atos
203:TCS
169:In
755::
692:.
613:^
570:^
557:^
201:,
112:.
98:IT
702:.
666:.
633:.
153:)
149:(
135:.
80:)
74:(
69:)
65:(
51:.
20:)
Text is available under the Creative Commons Attribution-ShareAlike License. Additional terms may apply.