Exin SIAM Professional Exam Practice Test

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Question 1

ZYX has now appointed SIAMRUS as the service integrator and has started to plan and build the new SIAM ecosystem Initially the new SIAM model will be supported by the existing service providers.

In a recent program progress meeting, it was highlighted that the planned Organizational Change Management (OCM) initiative has a high cost

What approach should be taken to ensure that the OCM initiative for the service providers will cost effectively support the transition to SIAM?

AA major predicted cost relates to BANKSCO. Since the introduction of NEWBNK is imminent, the scope of OCM should be reduced by leaving out BANKSCO. This would enable additional funds to be available for the adoption of the ADKAR change model Using this disciplined approach for the transition of all the remaining service providers would ensure a successful and cost-effective transition to the new SIAM model

BExclude OUTSCO as they already have an established approach to service provision and have communication links in place with the other service providers This significantly reduces the scale of the OCM initiative, and therefore helps to control costs Concentrate on ensuring that the other service providers are aware of the changes, and assess their desire for success using liaison with their appointed OCM representatives.

CReduce the scope of the OCM initiative so that the commodity service providers are only made aware of the changes and how they will be affected by them Arrange for all the other service providers to nominate a dedicated OCM representative to ensure effective communication with all the remaining parties involved Undertake specific training in the cross-provider ways of working using Computer Based Training.

DThe scope of OCM should include all service providers and be based on a recognized change model such as ADKAR The intentions of large established providers including OUTSCO and NETSCO should be fully understood, as there might be potential conflicts of interest which need to be addressed. The OCM activities should be tailored to the characteristics of the service providers. This will assist in controlling costs

Answer : D

Comprehensive OCM Scope:

Including all service providers in the OCM initiative ensures that every stakeholder is aligned with the changes, minimizing resistance and ensuring a smoother transition.

Use of ADKAR Model:

Utilizing a recognized change management model like ADKAR provides a structured approach to managing change.

The ADKAR model focuses on Awareness, Desire, Knowledge, Ability, and Reinforcement, which are critical for effective change management.

Understanding Provider Intentions:

Fully understanding the intentions and potential conflicts of interest of large providers like OUTSCO and NETSCO helps tailor the OCM activities appropriately.

Addressing these factors early mitigates risks and ensures cooperation from all parties.

Tailored OCM Activities:

Customizing the OCM activities to suit the characteristics of each service provider ensures relevance and effectiveness.

Tailoring the approach helps in controlling costs by focusing efforts where they are most needed and avoiding unnecessary expenses.

Cost-Effective Transition:

A well-planned and tailored OCM initiative ensures that the transition to the new SIAM model is cost-effective and achieves the desired outcomes.

SIAM Professional Body of Knowledge (BoK), Chapter on Organizational Change Management

ITIL 4: Create, Deliver and Support (CDS), Section on Change Management

SIAM Professional Body of Knowledge (BoK), Chapter on Organizational Change Management

ITIL 4: Direct, Plan and Improve (DPI), Section on Managing Organizational Change

Question 2

When planning for the NEWGEN project which is the most likely set of audit findings and recommendations?

AMany service providers are used across the ZYX organizations Before commencing the NEWGEN project these should be consolidated to focus on the design of the NEWBNK service in order to concentrate efforts on operating the future SIAM environment.

BThe ZYX companies all have different management structures One ownership and management structure should be identified and then implemented across the group companies in order to ensure the simplest possible reporting and decision-making regime

CThere is a high number of legacy applications still in use To ensure a smooth transition to a single service provided to all customers across the ZYX group these should all be replaced before initiating the project to introduce the NEWBNK service.

DThere is a use of many different services and service providers across the ZYX organizations This should be consolidated under the standard SIAM model proposed by SIAMRUS thus ensunng the objective of rapid introduction of new services and service providers

Answer : D

Current Situation:

ZYX utilizes numerous services and service providers, leading to complexity and potential inefficiencies.

Consolidation under SIAM:

Consolidating services and providers under a standard SIAM model simplifies management, improves coordination, and enhances service quality.

A standardized approach ensures consistency, better integration, and streamlined processes.

SIAMRUS Proposal:

SIAMRUS's standard SIAM model offers a structured and proven methodology for managing multiple service providers.

Implementing this model helps ZYX achieve rapid and efficient service integration, facilitating the introduction of new services and providers.

Benefits of Consolidation:

Reduces complexity and operational overhead.

Enhances visibility and control over the service ecosystem.

Improves the ability to meet contractual obligations and service levels.

SIAM Professional Body of Knowledge (BoK), Chapter on Service Provider Consolidation

ITIL 4: Drive Stakeholder Value (DSV), Section on Service Provider Management

SIAM Professional Body of Knowledge (BoK), Chapter on Service Provider Integration

ITIL 4: Drive Stakeholder Value (DSV), Section on Sourcing and Supplier Management

Question 3

The ZYX Board of Directors is considering which SIAM structure should be selected for the ZYX SIAM model

What is most likely to influence the selection?

APlanned expansion of ZYX into other countries

BThe attitude of the ZYXUK Directors

CThe content of the report from SIAMRUS

DUnderstanding existing capabilities in ZYX

Answer : D

Selection Criteria:

Choosing the appropriate SIAM structure involves assessing various factors that influence the organization's ability to implement and manage the model effectively.

Existing Capabilities:

Understanding the current capabilities within ZYX is crucial as it determines the organization's readiness for different SIAM structures.

This includes evaluating the skills, processes, and infrastructure already in place.

Influence on Structure:

The existing capabilities will help decide whether an internal, external, hybrid, or lead supplier model is most suitable.

If ZYX has strong internal capabilities, it may lean towards an internal or hybrid model. Conversely, if capabilities are lacking, an external integrator might be preferred.

Strategic Alignment:

Aligning the SIAM structure with existing capabilities ensures that the transition is smooth, cost-effective, and aligned with strategic goals.

SIAM Professional Body of Knowledge (BoK), Chapter on SIAM Structure Selection

ITIL 4: Create, Deliver and Support (CDS), Section on Assessing Organizational Capabilities

SIAM Professional Body of Knowledge (BoK), Chapter on SIAM Structure and Sourcing

ITIL 4: Direct, Plan and Improve (DPI), Section on Strategic Planning

Question 4

ZYXS has been appointed as the service integrator ZYXH will provide the retained capabilities The CEO has asked the ZYXS IT Director to prepare a governance approach for monitoring and measuring service performance that will support the achievement of the strategic objective to ensure delivery against contracts.

What is the best approach?

AZYXH will monitor the individual service providers with whom they have retained legal contracts and report the findings to ZYXS ZYXS will then integrate this with data gathered from its own contracted service providers to produce an end-to-end report

BZYXH will review the performance of each delivered service in order to determine whether service levels have been achieved ZYXS will monitor its own performance, collect findings from the service providers, and collate these in a summary report to ZYXH

CZYXS will assure delivery of the end to end service ZYXH will monitor the performance of ZYXS and overall achievement of the expected outcomes This includes ZYXH measuring the realization of benefits expected from the transition to SIAM

DZYXS will monitor and measure each individual service provider for fulfilment of contractual targets. Based on reports from ZYXS. ZYXH will assume responsibility for monitoring the implementation of any improvements with the individual service providers

Answer : C

Objective and Context:

ZYXH wants to ensure delivery against contracts and has appointed ZYXS as the service integrator.

The CEO requests a governance approach to monitor and measure service performance.

End-to-End Service Assurance:

ZYXS, as the service integrator, is responsible for ensuring the delivery of end-to-end services. This includes integrating services from various providers and maintaining overall service performance.

Monitoring by ZYXH:

ZYXH will focus on monitoring ZYXS's performance as the integrator, ensuring that the strategic objectives are met and benefits are realized.

ZYXH will evaluate the overall outcomes and effectiveness of the SIAM transition, including service quality and contract adherence.

Governance Approach:

This approach aligns with the SIAM principle of having the service integrator manage operational responsibilities while the retained organization oversees strategic performance and benefits realization.

SIAM Professional Body of Knowledge (BoK), Chapter on Service Performance Management

ITIL 4: Direct, Plan and Improve (DPI), Section on Governance and Reporting

SIAM Professional Body of Knowledge (BoK), Chapter on Governance and Service Assurance

ITIL 4: Direct, Plan and Improve (DPI), Section on Monitoring and Measuring Performance

Question 5

ZYX has experienced a failure in their finance system leading to the delay of an invoicing run, a resulting temporary cash flow problem, and a breach of the service level for the end-to-end service.

Investigations show that this was caused by a change implemented by NETSCO A change request had been raised but not yet authorized As the NETSCO engineer thought it was urgent, they implemented the change without following the appropriate change processes to obtain authorization.

What is the most appropriate course of action the service integrator should take?

ACreate a service improvement initiative for the treatment of emergency changes

BImpose service credits on NETSCO to compensate for the service level failure

Cinform the management of NETSCO and let them deal with it as an operational matter

Dintroduce a service level target on changes implemented outside of the change control process

Answer : A

Incident Analysis: The failure in the finance system was caused by an unauthorized change implemented by a NETSCO engineer. This indicates a gap in the emergency change management process.

Service Improvement: Creating a service improvement initiative focused on the treatment of emergency changes addresses the root cause of the issue and prevents future occurrences.

Process Enhancement: This initiative should involve reviewing and strengthening the emergency change management process, including clear guidelines, authorization procedures, and training for engineers.

Alternative Actions:

Imposing service credits (Option B) addresses the symptom (service level failure) but not the underlying process issue.

Informing NETSCO management (Option C) alone is insufficient to drive systemic change.

Introducing a service level target on unauthorized changes (Option D) adds a monitoring mechanism but does not directly improve the change management process.

Conclusion: The most appropriate course of action is to create a service improvement initiative for emergency changes. This proactive approach enhances the overall change management process and reduces the risk of similar issues in the future.

SIAM Foundation Body of Knowledge (BoK), Chapter on Change Management

SIAM Professional Body of Knowledge (BoK), Service Improvement and Emergency Change Management Sections

Question 6

ZYX decided to use a phased approach for implementation SIAMRUS was appointed as the service integrator and is now live

The next phase is to replace the services currently provided by OUTSCO with services provided by ZYXS, ZYXD, FIELDSCO and NETSCO. This is expected to be completed in 2 months OUTSCO has established a small transition team to assist with the service transfer

Over the past 4 months the performance of the OUTSCO service desk has deteriorated, with 50% of calls to the service desk exceeding the call answer time service level OUTSCO has admitted that this is due to reduced numbers of staff on their service desk

What is the best approach to address the service level failures?

AApply service credits to OUTSCO according to their contract

BAsk SIAMRUS staff to take over the work of the transition team

CMove staff from the transition team back into the service desk

DOffer OUTSCO a bonus for any service level improvements

Answer : C

Context Understanding: The performance of the OUTSCO service desk has deteriorated due to reduced staff numbers, affecting service levels significantly.

Service Level Management: Ensuring that service levels are met is critical for maintaining customer satisfaction and operational efficiency. Immediate action is needed to address the shortfall in service desk performance.

Reallocation of Resources: Moving staff from the transition team back into the service desk provides an immediate solution to bolster the service desk and improve call answer times.

Transition Team's Role: The transition team's primary goal is to assist with service transfer. However, since the transition will not be completed for another two months, reallocating some team members temporarily can help maintain service levels without significantly impacting the transition process.

Alternative Options:

Applying service credits penalizes OUTSCO but does not resolve the immediate issue.

Asking SIAMRUS staff to take over the transition work may not be feasible or efficient, as they may not have the specific knowledge required.

Offering a bonus for improvements might motivate OUTSCO but does not address the immediate staffing issue.

Conclusion: The most practical and effective immediate solution is to move staff from the transition team back into the service desk to improve service levels.

SIAM Foundation Body of Knowledge (BoK), Chapter on Service Level Management

SIAM Professional Body of Knowledge (BoK), Transition Planning and Support Sections

Question 7

The implementation of NEWGEN will onboard a number of existing service providers at differing levels of maturity. In addition, there will be new services (such as NEWBNK) and service providers (such as those to support planned expansion in the Asia Pacific region).

What would be the most advantageous approach to onboarding?

ACreate a standard onboarding approach for all service providers Apply this approach as contracts are renewed created., or extended Use service criticality and an impact assessment to determine the best sequence for onboarding

BPrioritize the transition of the least mature service providers in order to maximize an early realization of benefits Delay adding new service providers until the SIAM model is well established to avoid any disruption to the plan.

CReview the incident history for current service providers and prioritize transition based on the volume of incidents with their services in order to quickly improve service quality Add new service providers as required by the expansion

DTransition the most mature service providers using a simplified approach as they will be more able to adapt to SIAM Onboard new service providers to take advantage of the Greenfield opportunity they represent Finally onboard the least mature

Answer : B

Onboarding Challenges:

Onboarding multiple existing and new service providers with varying levels of maturity and different services.

Standard Onboarding Approach:

Creating a standard onboarding approach ensures consistency and clarity in the onboarding process.

This approach provides a structured methodology that can be applied uniformly, ensuring that all service providers meet the required standards.

Application Based on Contract Timelines:

Applying the standard approach as contracts are renewed, created, or extended ensures that the onboarding process aligns with contractual timelines and avoids disruption.

This phased approach allows for manageable and controlled onboarding.

Service Criticality and Impact Assessment:

Prioritizing onboarding based on service criticality and impact assessment ensures that the most critical services are onboarded first.

This prioritization minimizes risk and ensures that the most important services are stable and well-integrated.

Benefits:

A structured and prioritized onboarding process ensures a smoother transition, better integration, and reduced risk of service disruption.

SIAM Professional Body of Knowledge (BoK), Chapter on Onboarding and Transitioning

ITIL 4: Drive Stakeholder Value (DSV), Section on Onboarding and Offboarding