Exin SIAMP EXIN SIAM Professional Exam Practice Test

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Total 56 questions

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Question 1

rhe corporate strategy of ZYX contains these objectives

* Ensure delivery against contracts

Invest in and train all ZYX staff

Control staff costs

Reduce operating costs

Be ready to adapt to change

Fhe ZYX SIAM strategy including the outline business case and outline SIAM model, has been created by the ZYXH CIO It will be considered for approval at the next neetmg of the ZYX Board of Directors in one week.

rhe strategy proposes that:

SIAMRUS is the external service integrator

ZYXS. ZYXD and the development team from ZYXUK will form a new internal service provider, led by the current ZYXS IT Director

The ZYXS IT Director will continue to report to the ZYXH CFO in the new structure

The ZYXS IT Director has e mailed a formal complaint directly to the CEO about this strategy She believes that a hybnd service integrator structure, using capabilities from both SIAMRUS and ZYXS, would be a better option for ZYX

What should ZYXS do to get the ZYXS IT Director to buy into the SIAM strategy?

AAsk the ZYXH CFO and ZYXH CIO to meet with the ZYXS IT Director to understand her concerns

BCarry out an awareness campaign to brief all staff in ZYXS ZYXD, and ZYXUK

CRemind the ZYXS IT Director that the ZYX Board of Directors will make the final decision on the SIAM strategy

DResend copies of the outline business case and the outline SIAM model to the ZYXS IT Director

Answer : A

Introduction:

Addressing the concerns of the ZYXS IT Director is crucial for gaining buy-in and ensuring the successful implementation of the SIAM strategy.

Analyzing the Options:

Option A:

Involves a direct meeting with the ZYXH CFO and ZYXH CIO to understand and address the IT Director's concerns.

This approach fosters open communication and helps in addressing any valid concerns or objections.

Option B:

Suggests an awareness campaign to brief all staff.

While important, this does not specifically address the IT Director's concerns.

Option C:

Simply reminding the IT Director that the final decision lies with the Board may not address the root cause of the concerns.

Option D:

Resending documents may not address the underlying issues or concerns.

Conclusion:

Option A is the most effective approach as it ensures the IT Director's concerns are heard and addressed through direct communication with key decision-makers.

Question 2

OUTSCO is in the final 12 months of their contract with ZYXUK, but they would like to be part of the new SIAM model. However, the quality and performance of services ZYXUK receives from OUTSCO is decreasing

In the new SIAM model, service credits will apply to all service providers ZYXUK has never applied service credits to OUTSCO before

What is the best way to increase the performance of OUTSCO?

AApply service credits for the breached SLAs, even though service credits were not previously applied

BAppoint a ZYXUK project manager to take ownership for resolving the provider s performance issues

CHold reviews between OUTSCO and the ZYXUK service delivery managers to address causes of failure

DMake ZYXUK develop an improvement plan with target dates and measures for OUTSCO to follow

Answer : C

Understanding the Scenario:

OUTSCO is in the final 12 months of their contract with ZYXUK and wants to be part of the new SIAM model.

The quality and performance of services from OUTSCO are decreasing.

ZYXUK has not applied service credits to OUTSCO before, but service credits will apply in the new SIAM model.

Analyzing the Options:

Option A: Applying service credits for breached SLAs without prior agreement could strain the relationship and may not immediately improve performance.

Option B: Appointing a project manager may help but might not address the underlying causes of performance issues.

Option D: Making ZYXUK develop an improvement plan might be effective but doesn't directly involve OUTSCO in identifying and resolving issues.

Selecting the Optimal Approach:

Option C: Holding reviews between OUTSCO and ZYXUK service delivery managers allows for direct communication and collaboration to identify and address the root causes of performance issues. This approach fosters a cooperative environment and aligns with continuous improvement practices.

Justification:

Collaborative reviews enable a better understanding of performance issues and facilitate the development of targeted improvement actions.

This approach aligns with ITIL and SIAM principles of continual service improvement and effective stakeholder engagement.

Question 3

ZYX have decided to use the external service integrator structure The ZYX CEO wants to minimize risks to service availability. In order to avoid reliance on single service providers the CEO wants to use four different providers for hosting There will be one service provider for hosting for each of the following countries

- the UK

- Germany

- the Netherlands

- Australia

To provide resilience every application used by ZYX will be hosted by three different hosting service providers

The CEO wants to ensure a rapid introduction of new services and service providers She also wants to ensure that the costs for the service integrator are as low as possible The ZYXH legal team does not want to make the drafting of the contracts more difficult than necessary

It is clear that there is a single structure needed for the service integrator contract

Which contract structure is the most appropriate for ZYX?

AAdopt that same structure for the hosting provider contracts

BAdopt a single structure for the hosting provider contracts

CAdopt custom structures for each hosting provider contract

DAsk the hosting providers to provide their own structure.

Answer : B

Understanding the Scenario:

ZYX wants to minimize risks to service availability by using four different providers for hosting in the UK, Germany, the Netherlands, and Australia.

Each application will be hosted by three different providers to ensure resilience.

The CEO aims for rapid introduction of new services, low costs for the service integrator, and simplified contract drafting.

Analyzing the Options:

Option A: Adopting the same structure for all hosting provider contracts might reduce complexity but doesn't address the requirement for a single contract structure.

Option C: Custom structures for each hosting provider contract would complicate the contract drafting process, going against the legal team's preference.

Option D: Allowing hosting providers to provide their own structure would lead to inconsistencies and difficulties in managing multiple contracts.

Selecting the Optimal Approach:

Option B: Adopting a single structure for all hosting provider contracts ensures consistency, simplifies the management process, and aligns with the legal team's requirement to avoid complexity in contract drafting. It also supports rapid service introduction and cost efficiency by streamlining contract management.

Justification:

A single contract structure facilitates easier management and integration across different providers, which is critical for maintaining service resilience and availability.

This approach aligns with SIAM principles of consistent and streamlined service integration and management.

Question 4

The outline SIAM model has been determined.

- ZYXS will be the service integrator

- The development teams from ZYXS and ZYXUK will merge to provide application development and support services

- OUTSCO will provide a centralized service desk the wide area network and local area networks

- ZYXD will provide hosting services

- MAILSCO will provide e-mail services

- MOBSCO will provide desktop support for all users

The strategy is to transfer the current services to these named service providers as the legacy contracts expire The CIO wants to ensure that the tooling strategy supports the corporate strategy

What would be the most appropriate tooling strategy*?

AThe service providers and ZYXS interface their tool with OUTSCO

BThe service providp-s .isp the QI .'W.C; tool exr iisivpIv

CThe service providers use the ZYXS tool exclusively

DThe service providers use the ZYXS tool or use an interface with it

Answer : D

Understanding the Scenario:

ZYXS is the service integrator.

Various service providers (ZYXUK, OUTSCO, ZYXD, MAILSCO, MOBSCO) are responsible for different services.

The CIO wants a tooling strategy that supports the corporate strategy.

Analyzing Tooling Requirements:

A single, centralized tool would ensure consistency, integration, and easier management.

Flexibility is needed to accommodate existing tools used by different service providers.

Evaluating Options:

Option A: Interfacing all tools with OUTSCO limits flexibility and may not support the corporate strategy effectively.

Option B: Exclusive use of the QI tool is too restrictive and could lead to resistance from service providers.

Option C: Exclusive use of the ZYXS tool might not be feasible for all providers, especially if they have established tools that are integral to their operations.

Selecting the Optimal Approach:

Option D: Allowing service providers to use the ZYXS tool or interface with it provides a balanced approach. It ensures integration and consistency while offering flexibility for providers to use their established tools, aligning with the corporate strategy for seamless service delivery and support.

Justification:

This approach aligns with ITIL and SIAM best practices, promoting collaboration, integration, and flexibility in tool usage.

It ensures that the tooling strategy is adaptable, supports the corporate strategy, and facilitates efficient service management across diverse service providers.

Question 5

The planning for NEWGEN has started

- ZYXS will be the service integrator

- OUTSCO will provide application support services

- NETSCO will provide network services.

- PAYSCO is asked to continue to provide payroll services

Users are happy with the services of PAYSCO The contract with PAYSCO has 2 years left to run This is 18 months after the expected completion date ot the implementation of the SIAM model Initial discussions by ZYXS with PAYSCO have indicated that PAYSCO does not want to make any contract changes to support the SIAM model.

Given this constraint what is most likely to be the best method to plan for onboarding PAYSCO?

AAsk to terminate the existing PAYSCO contract earlier than agreed on for an additional fee Engage in the market to source a replacement payroll service provider

BImplement an interim operating model for the management of PAYSCO Manage the ongoing relationship with PAYSCO to align operations to the SIAM model

CRenew PAYSCO's current contract to NETSCO OUTSCO will manage PAYSCO as a subcontractor under a new SIAM based contract between ZYX and OUTSCO

DWait until the current contract expires to onboard PAYSCO Until then, PAYSCO will operate outside of the SIAM model to avoid the need for contract changes

Answer : B

Understanding the Scenario:

ZYXS will be the service integrator.

OUTSCO, NETSCO, and PAYSCO are the service providers.

PAYSCO provides payroll services and users are satisfied with PAYSCO's services.

The contract with PAYSCO has 2 years remaining, which extends 18 months beyond the SIAM model implementation.

Analyzing Constraints:

PAYSCO is unwilling to modify the existing contract to support the SIAM model.

Evaluating Options:

Option A: Terminating the contract early involves additional costs and may disrupt payroll services, leading to dissatisfaction among users and potential operational risks.

Option C: Renegotiating contracts with NETSCO and OUTSCO to manage PAYSCO indirectly could introduce complexity and might not align with the direct relationship PAYSCO has with ZYXS.

Option D: Waiting for the contract to expire is not feasible as it delays SIAM model implementation and integration benefits for 18 months.

Selecting the Optimal Approach:

Option B: Implementing an interim operating model allows ZYXS to manage PAYSCO within the current contract constraints, ensuring continuity of payroll services and gradual alignment with the SIAM model. This approach maintains user satisfaction and operational stability while working towards full integration.

Justification:

An interim model provides a practical solution without immediate contractual changes, leveraging existing relationships and ensuring service continuity.

This approach aligns with ITIL and SIAM principles of maintaining service quality and managing supplier relationships effectively during transitions.

Question 6

SIAMRUS has created a report that suggests moving to several contracted service providers and an external service integrator ZYX has decided to separate the services into providers for.

- hosting

- networks

- application development and support

- desktop and laptop support

In order to avoid reliance on single providers, the CEO wants to use two different providers for each of these types of services. The CEO also wants to ensure that the costs for the service integrator are as low as possible

It is clear that there is a single structure needed for the service integrator contract.

Which contract structure is the most appropriate for ZYX?

AAdopt the same structure for the service provider contracts

BAdopt a single structure for the service provider contracts.

CAdopt a few different structures for the service provider contracts

DAdopt custom structures for each service provider contract

Answer : B

Contract Structure Importance: A single contract structure ensures consistency, simplifies management, and reduces complexity. This aligns with the CEO's goal of minimizing costs for the service integrator.

Multiple Providers: Using two providers for each service type necessitates clear and consistent contract terms to avoid confusion and ensure all providers operate under the same expectations and guidelines.

Consistency and Simplicity: A single structure across all service provider contracts ensures that all providers are subject to the same terms and conditions, making it easier for the service integrator to manage and enforce contracts.

Cost Management: Consistent contract structures streamline administration, reduce legal costs, and simplify the integration process, contributing to lower overall costs for the service integrator.

Avoiding Customization: Customizing contracts for each provider increases complexity and administrative overhead, which can lead to higher costs and potential inconsistencies in service delivery.

Conclusion: Adopting a single contract structure for all service providers is the most appropriate approach for ZYX, ensuring consistency, reducing complexity, and aligning with the CEO's objective of cost minimization.

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

SIAM Professional Body of Knowledge (BoK), Governance and Contract Structure Sections

Question 7

ZYXS has been selected as the service integrator. The ZYXS Service Management and Service Desk Lead is the process owner of the change management process. Service providers are allowed to develop their own procedures. The IT Director has asked for a metric for the change management process that aligns with the SIAM principles of measurement

Which is the best metric?

AAmount of changes not submitted to the CAT on-time

BConsistent achievement of high-quality service provider changes

CNumber of normal changes not recorded by the service provider

DPercentage of approved changes achieving the stated outcomes

Answer : D

SIAM Principles of Measurement: Metrics in a SIAM environment should focus on outcomes, continuous improvement, and the overall effectiveness of processes across the ecosystem.

Outcome-Based Measurement: The percentage of approved changes achieving the stated outcomes directly reflects the effectiveness of the change management process. It measures whether changes deliver the intended benefits without adverse effects.

Comparison of Metrics:

Amount of changes not submitted to the CAB on-time focuses on process adherence but not on the effectiveness of changes.

Consistent achievement of high-quality service provider changes is important but needs a more specific metric to quantify quality.

Number of normal changes not recorded by the service provider indicates compliance issues but not process effectiveness.

Alignment with SIAM Goals: The chosen metric should align with SIAM's goals of integrated service management and continuous improvement by providing actionable insights into the effectiveness of change management.

Continuous Improvement: Measuring the percentage of changes achieving the stated outcomes helps identify areas for improvement in the change management process and aligns with SIAM's focus on delivering value through effective service management.

SIAM Foundation Body of Knowledge (BoK), Chapter on Performance Management and Measurement

SIAM Professional Body of Knowledge (BoK), Change Management Sections