SIAMP 무료 덤프문제 온라인 액세스

ZYX has implemented a SIAM structure, appointing SIAMRUS as the service integrator.
The SIAM strategy is to consolidate to a smaller number of service providers over time as existing contracts expire Until then. ZYX wants all current service providers to be part of the SIAM ecosystem.
What should ZYX do?

• A.Communicate the SIAM strategy and instruct SIAMRUS to speak to all service providers to explain their role
• B.Write to all the service providers informing them that SIAMRUS has been appointed as the service integrator
• C.Put a clause in service provider contracts that SIAMRUS is acting on behalf of ZYX or negotiate themselves
• D.Draw up a collaboration agreement across all service providers setting out how they will work together

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?

• A.Amount of changes not submitted to the CAT on-time
• B.Percentage of approved changes achieving the stated outcomes
• C.Number of normal changes not recorded by the service provider
• D.Consistent achievement of high-quality service provider changes

ZYX has decided to appoint ZYXS as service integrator using the lead supplier structure ZYXS will need to fill new roles with additional skilled resources The contract with OUTSCO will be terminated, and all the component services will be transitioned to FIELD$CO: MAILSCO. NETSCO. ZYXD and ZYXS The SIAM Project Board has just agreed that after the transition there will no longer be a requirement for service delivery managers in ZYXUK to manage the outsourced contract with OUTSCO What is the best way to deal with this situation?

• A.Conduct a SIAM awareness campaign across all ZYX companies, briefing all staff about the benefits of moving to a SIAM model Ensure that the possibility of staff redundancies is not mentioned until the transition plan has been agreed
• B.Directly inform the two service delivery managers as soon as possible and invite them to Amsterdam to meet the ZYXS staff Ask them to be part of the team designing the SIAM model and encourage them to apply for the new roles
• C.Leave the service delivery managers in uncertainty about whether their role will cease to exist or not.Offer them a financial incentive to be part of the transition team and stay with ZYXUK until the end if they decide they want to leave
• D.inform the ZYXUK Directors of the situation and ask them to review the employment contracts of the service delivery managers. Once they are satisfied that there is no risk to sensitive data, inform the staff that their role will be redundant

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?

• A.Review the existing KPIs used by all providers to see which ones can be used as the new KPIs
• B.Bring the providers together to map the services, and define and agree on the supporting measurements
• C.Request ZYX to produce data definitions and distnbute these to the service providers
• D.Engage a team of consultants from SIAMRUS to map the processes and define the calculations required

A consequence of ZYX's SIAM transition is that the small IT team of 5 staff within ZYXUK, who currently develop and support small stand-alone applications, are being displaced, with their roles outsourced to a new external service provider. This external service provider will provide a standardized approach to the development and B support of bespoke applications across all of the ZYX organizations It is hoped that this will allow similar requirements from different ZYX organizations to be identified a more manner The impacted staff is expected to be reluctant to transfer to the new service provider, who is based outside of the UK and has a very different organizational culture B I he project team is concerned that these staff members may either be reluctant to pass on their knowledge of the existing applications, or may leave before knowledge transfer can take place What would be the most effective strategy for handling this risk?

• A.Take immediate steps to embed staff from the new service provider, to work alongside the impacted staff members Initiate a coordinated exercise to ensure that all existing documentationregarding the applications is brought up to date.
• B.identify the one or two key members of the team, who have the greatest knowledge of the applications Find these individuals suitable alternative roles within the retained IT capability, to ensure that the knowledge does not leave the organization
• C.identify a minimum set of documentation. Task the impact team to produce or update these documents for each application. Put in place a handover process which includes formal review and sign-off of the documents by the new service provider
• D.Provide clear communication to the impacted staff regarding why the change is happening, the implications for themselves and the timescales involved. Incentivize some or all of the impacted staff to remain throughout the handover and early life support phases.