Whats our position on SIAM for SLM
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SIAM (Service Integration and Management) aims to maximize the performance of end-to-end services in a cost-effective manner by covering the complete lifecycle of services and being recognized by all stakeholders. There are different models for integrating SIAM with service level management. Implementing SIAM successfully requires having a consistent shared vision, robust program delivery, a CSI culture, and business relationship management including service design packages. Service design packages contain requirements, designs, plans, and acceptance criteria for services. SIAM sets overall service SLAs to be achieved by the SIAM provider and suppliers. SIAM may challenge traditional SLM and portfolio management by changing risk balances and responsibilities while adopting good supplier management practices.
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Whats our position on SIAM for SLM
- 1. 28/01/16 Confidential - Presentation4 What really is SIAM?What really is SIAM? An effective SIAM function maximizes the performance of end-to-end services to the business in the most cost- effective manner. A SIAM framework needs to cover the complete lifecycle of services and is recognized by all stakeholders, representing both service supply and service demand. A SIAM structure relies on a set of working practices with clear bounds of responsibility.
- 2. SIAM integration with SLMSIAM integration with SLM Model 1: Retained Client SI Function Client Organisation Service Integration Applications Management Provider Infrastructure Provider Networks Provider Client Organisation Service Integration Applications Management Services Infrastructure Services Network Services Model 2: Single Supplier Client Organisation Service Integration Applications Management Provider Infrastructure Services Networks Provider Model 3: Service Guardian Client Organisation Service Integrator Applications Management Provider Infrastructure Provider Networks Provider Model 4: Separate Service Integrator
- 3. Single Theoretical Model Single Framework Common Principles Good Practice Guidelines A Framework, not a Standard Multiple Practical Implementations Evidenced across Public Sector Must Meet Client Service Needs (Adapt) Meet Client Rules/Constraints Account for Practicalities (e.g. Economic, Volumetric) Intended to Facilitate, not to Restrict Is there a single way of doing it?Is there a single way of doing it?
- 4. Service Integration & Management (SIAM) Rolls-Royce GSM Case study: Rolls-Royce Plc Rolls- Royce In- sourced IT RR Aero- space RR Power -Gen ITSP1 RR Other ITSP2 ITSP3 ITSPn RR List X
- 5. Case study: Rolls-Royce Plc Rolls-Royce GSM/ Service Integration & Management (SIAM) Rolls-Royce In-Sourced IT Out sourced ITSP 1 Rolls-Royce In-sourced Business Units Rolls-Royce Ecosystem Business Units Out sourced ITSPn Out sourced ITSP 2 Out sourced ITSP n
- 6. Implementing SIAM Implementing SIAM the Challengesthe Challenges Understanding the role of SIAM People Process Technology
- 7. Implementing SIAM Implementing SIAM the Challengesthe Challenges Understanding the role of SIAM People Process Technology
- 8. Implementing SIAM Implementing SIAM the Challengesthe Challenges Understanding the role of SIAM People Process Technology
- 9. Implementing SIAM Implementing SIAM the Challengesthe Challenges Understanding the role of SIAM People Process Technology
- 10. Implementing SIAM Implementing SIAM the Challengesthe Challenges Understanding the role of SIAM People Process Technology
- 12. Implementing SIAM successfully Consistent, shared vision; Robust program and project delivery framework;
- 13. Implementing SIAM successfully Consistent, shared vision; Robust program and project delivery framework; CSI culture;
- 14. Implementing SIAM successfully Consistent, shared vision; Robust program and project delivery framework; CSI culture; Business Relationship Management: Driving the right behaviours Managing Issues Facilitating Collaboration Service Design Packages
- 15. Service Design Package (SDP) Organisational Readiness Assessment Agreed Statement of Requirements ResourceTechnicalBusiness Financial Service ContactsBusiness Goal Service Functional Requirements Service Support Level Requirements Operational Management Requirements Service Design & Topology Service Programme Service Transition Plan Operational Acceptance Plan Service Acceptance Criteria ServiceLifecyclePlan ServiceDesign Service Applicability Organisation Service Design PackageService Design Package
- 16. Service Design Package (SDP) Organisational Readiness Assessment Agreed Statement of Requirements ResourceTechnicalBusiness Financial Service ContactsBusiness Goal Service Functional Requirements Service Support Level Requirements Operational Management Requirements Service Design & Topology Service Programme Service Transition Plan Operational Acceptance Plan Service Acceptance Criteria ServiceLifecyclePlan ServiceDesign Service Applicability Organisation Service Design PackageService Design Package
- 17. Service Design Package (SDP) Organisational Readiness Assessment Agreed Statement of Requirements ResourceTechnicalBusiness Financial Service ContactsBusiness Goal Service Functional Requirements Service Support Level Requirements Operational Management Requirements Service Design & Topology Service Programme Service Transition Plan Operational Acceptance Plan Service Acceptance Criteria ServiceLifecyclePlan ServiceDesign Service Applicability Organisation Service Design PackageService Design Package
- 18. Service Design Package (SDP) Organisational Readiness Assessment Agreed Statement of Requirements ResourceTechnicalBusiness Financial Service ContactsBusiness Goal Service Functional Requirements Service Support Level Requirements Operational Management Requirements Service Design & Topology Service Programme Service Transition Plan Operational Acceptance Plan Service Acceptance Criteria ServiceLifecyclePlan ServiceDesign Service Applicability Organisation Service Design PackageService Design Package
- 19. Service Design Package (SDP) Organisational Readiness Assessment Agreed Statement of Requirements ResourceTechnicalBusiness Financial Service ContactsBusiness Goal Service Functional Requirements Service Support Level Requirements Operational Management Requirements Service Design & Topology Service Programme Service Transition Plan Operational Acceptance Plan Service Acceptance Criteria ServiceLifecyclePlan ServiceDesign Service Applicability Organisation Service Design PackageService Design Package
- 20. Service Design Package (SDP) Organisational Readiness Assessment Agreed Statement of Requirements ResourceTechnicalBusiness Financial Service ContactsBusiness Goal Service Functional Requirements Service Support Level Requirements Operational Management Requirements Service Design & Topology Service Programme Service Transition Plan Operational Acceptance Plan Service Acceptance Criteria ServiceLifecyclePlan ServiceDesign Service Applicability Organisation Service Design PackageService Design Package
- 21. Service Design Package (SDP) Organisational Readiness Assessment Agreed Statement of Requirements ResourceTechnicalBusiness Financial Service ContactsBusiness Goal Service Functional Requirements Service Support Level Requirements Operational Management Requirements Service Design & Topology Service Programme Service Transition Plan Operational Acceptance Plan Service Acceptance Criteria ServiceLifecyclePlan ServiceDesign Service Applicability Organisation Service Design PackageService Design Package
- 22. Service Design PackageService Design Package Service Design Package (SDP) Organisational Readiness Assessment Agreed Statement of Requirements ResourceTechnicalBusiness Financial Service ContactsBusiness Goal Service Functional Requirements Service Support Level Requirements Operational Management Requirements Service Design & Topology Service Programme Service Transition Plan Operational Acceptance Plan Service Acceptance Criteria ServiceLifecyclePlan ServiceDesign Service Applicability Organisation
- 23. Overall Service SLAs Set by Client To be achieved by SIAM Provider (Accountable) and Suppliers (Responsible) Policed by SIAM Provider SIAM Provider Policed by Client SIAM and Service LevelSIAM and Service Level RequirementsRequirements
- 24. Supplier SLAs, OLAs, Underpinning Contracts It Depends Tower lot SLAs often set by Client (Potential issue as SIAM responsible for end to end performance) Some Supplier SLAs may be set by SIAM Some Supplier SLAs may be dictated All policing by SIAM provider SIAM and Service LevelSIAM and Service Level RequirementsRequirements
- 25. SIAM and Service LevelSIAM and Service Level RequirementsRequirements OLAs and Underpinning Contracts Team and Contributing Targets Business Objective Service Objective Service Level Agreement Targets Performance
- 26. SIAM QuestionsSIAM Questions DOES SIAM CHALLENGE TRADITIONAL THINKING ON SLM AND PORTFOLIO MANAGEMENT?
- 27. Fundamentally the Same Service Many people doing same/similar roles Different Drivers Responds to new challenges Greater commercial focus Change to some cultures Moves Responsibilities and Accountabilities for the Service Adopts good Supplier Management practice Emperors new clothes?Emperors new clothes?
- 28. Changes the Balance of Risk SIAM has full (?) accountability Potential for greater financial accountability Business Risk remains with Client Removes some Conflicts and Problems Principle that SIAM does not provide Tower services (no marking own homework) Emperors new clothes?Emperors new clothes?
Editor's Notes
- #5: SIMON An effective SIAM function maximizes the performance of end-to-end services to the business in the most cost-effective manner. A SIAM framework needs to cover the complete lifecycle of services and is recognized by all stakeholders, representing both service supply and service demand. A SIAM structure relies on a set of working practices with clear bounds of responsibility.
- #6: SIMON
- #7: SIMON
- #8: TONY Business forecast demand SIAM Aggregates demand from separate businesses within the organisation SIAM translates the business activity forecasts and disaggregates the information, giving each service provider the necessary information for its capacity planning Service providers plan their activity to address the business demand, providing SIAM with their capacity planning SIAM assures the plans and communicates the end-to-end enterprise capacity plan to the client Coordination role is pivotal in all Service delivery processes, eg, the delivery of new cross supplier services, the resolution of incidents, affecting service across multiple suppliers, and coordinated disaster recovery.
- #9: TONY
- #10: TONY
- #11: TONY ROLE OF SIAM: Role of SIAM often is misunderstood, leading to mismatched expectations among the client, the SIAM provider and the other service providers and businesses. Where everyone is expecting someone else to manage or resource delivery of tasks, the momentum required for successful and timely delivery is lost. In some instances an organization will appoint a SIAM provider contractually but then fail to empower the provider as the agent, allowing for businesses and providers to bypass SIAM as the central control point described in Figure 1. If the SIAM provider is unable to perform that role, the organization loses confidence in the SIAM function and increasingly bypasses SIAM; thus, the organization spirals away from its target operating model. Contracts or agreements with other service providers must therefore include clearly defined service integration responsibilities.
- #12: SIMON PEOPLE: Culture implementation often accompanied by people transfer Responsibilities changes to responsibility and accountability across organisations and people Resistance to Change? Drive the right behaviour
- #13: SIMON Process: Compliance internal suppliers comply e.g. in-house, tower providers Non-compliance external services may not e.g. PaaS End to end process integration
- #14: SIMON Technology: Master SM tool not used by all? Interfaces introduce potential for delay Challenge to manage SLAs/OLAs and overall perfromance Reporting Challenge across multiple systems Transparency Challenges
- #15: SIMON
- #16: SIMON
- #17: TONY 1. A consistent, shared vision, including: A target operating model that considers the impact across all parties, embodied by: Consistent cross-provider service management processes Contracts and service levels with each provider that support the role of SIAM and cooperative working practices across providers Effective governance forums, processes and controls that enable the client to manage risk, exercise appropriate control and provide direction to the providers A business change lifecycle which ensures the early consideration of how a new service integrates with existing services A consistent understanding of the roles of the parties through communication and education The empowerment of SIAM by the client, with a zero-tolerance policy to non-adherence to the model and processes, ensuring that service providers interface with, and support SIAM appropriately Buy-in from the businesses through education on the benefits and their engagement throughout the life cycle
- #18: TONY 2. A robust program and project structure, including: A clearly defined target with key deliverables and acceptance criteria set at the start, including the documentation of and widespread adherence to SIAM processes Appropriately skilled and incentivized joint teams made up of individuals from all parties, including project and program management skills, SIAM process experts, business representatives and operational leads with accountability for the future state processes
- #19: TONY 3. A continuous service improvement culture, characterized by: A delivery approach based on the evolution of existing service management processes and the delivery of early benefits, and perpetuation of benefits beyond the initial establishment of the SIAM function
- #20: TONY 4. BRM: a. Driving the right behaviours Common Goals Win, win Transparency/open book b. Managing Issues Fix first, argue later Relationship Maturity Escalations c. Facilitating Collaboration Operational Level Agreements Collaboration Schedules Service Design Packages (SDP)
- #21: TONY
- #22: TONY Requirements: Deliver the right stuff to the business Agreed SOR with the customer; Service Contacts business/customer/service stakeholders
- #23: TONY Service Applicability how and where will the service deliver;
- #24: TONY Service Design: Guidance on producing and maintaining IT policies, architectures, and documents for the design of appropriate and innovative IT infrastructure service solutions and processes. Should include as much detail as possible, not least the service SLA, all supporting services/agreements for control, operations, monitoring, measuring, and reporting and the service topology. Service Support Level Requirements: Service Level Requirement, SLA, (includes service and quality targets).
- #25: TONY Service and Operational Management Requirements. Formalises supporting services and agreements for a live service.. Covers how we support, maintain and update the service.
- #26: TONY Service Lifecycle Plan: Overall plan to cover the tactical and operational stages of the service lifecycle including details for transitioning, operation, and CSI of the new service. Cradle to grave. The Service Lifecycle Plan incorporates the Service Programme (Service Retirement Plan is also included here since the SDP will follow the service to the grave.)
- #27: TONY Service Program: Covers all stages of the lifecycle of the service. Phasing, transition, operation, improvement. How do we manage the service from a-z?
- #28: TONY Service Operational Acceptance Plan: Refers to the overall operational strategy, objectives, policy, risk assessment and plans for interface dependency management and planning, event reporting for service issues, and final service acceptance. Management of the operational environment.
- #29: SIMON
- #30: SIMON
- #31: SIMON
- #32: ANY TAKERS????
- #33: SIMON
- #34: SIMON