Overview

Service integration and management (SIAM) is a management methodology for creating value in an ecosystem where multiple service providers contribute to end-to-end services. It has evolved as organizations moved from single-supplier outsourcing to multi-sourced, increasingly digital, cloud-enabled delivery, where objectives, contracts, data and targets can become misaligned.   SIAM enables cross-functional, cross-process and cross-provider integration by establishing a service integrator capability that provides governance, management, integration, assurance and coordination at strategic, tactical and operational levels. It creates an ecosystem where all parties: Understand their role, responsibilities and context Are empowered to deliver within clear boundaries Are accountable for the outcomes they enable   This updated edition of SIAM Foundation provides a comprehensive introduction to SIAM and is the official guide for the EXIN SIAM™ Foundation certification. This publication helps candidates prepare for the Foundation exam and introduces SIAM concepts, roadmap stages, structures, roles, practices and cultural considerations for successful adoption. It will appeal to:   Anyone seeking an introduction to SIAM and the SIAM™ Foundation certification Customer organizations and their staff managing multi-provider ecosystems Service integrators and their teams establishing end-to-end accountability Internal and external service providers wanting to work effectively in SIAM Consultants in service management supporting SIAM design and adoption   “SIAM Foundation brings together the real-world experience of practitioners from across the SIAM community to provide a clear, practical introduction to managing services in a multi-provider ecosystem. It will help you focus on outcomes, deliver maximum value, and manage end-to-end services across complex supply networks, a necessity in today’s digital, cloud-enabled environments. SIAM Foundation sets out the essential definitions, roles, structures and practices, and explores the common challenges you’ll face when adopting SIAM, making it valuable for practitioners at every level as well as those studying for the globally recognised SIAM Foundation certification.” Claire Agutter

Full Product Details

Author:   Claire Agutter ,  Michelle Major-Goldsmith ,  Simon Dorst
Publisher:   IT Governance Publishing
Imprint:   IT Governance Publishing
Edition:   3rd edition
ISBN:  

9781787786233

ISBN 10:   1787786234
Pages:   218
Publication Date:   28 April 2026
Audience:   Professional and scholarly ,  Professional & Vocational
Format:   Paperback
Publisher's Status:   Forthcoming
Availability:   Not yet available  
This item is yet to be released. You can pre-order this item and we will dispatch it to you upon its release.
Language:   English, English

Table of Contents

Introduction to service integration and management (SIAM). 17 1.1. What is SIAM?. 17 1.1.1.... The SIAM ecosystem... 19 1.1.2.... SIAM practices. 25 1.1.3.... SIAM and processes. 26 1.1.4.... SIAM roles. 26 1.1.5.... SIAM structural elements. 27 1.1.6.... SIAM model 31 1.1.7.... SIAM contractual and sourcing considerations. 32 1.2. The history of SIAM... 33 1.2.1.... SIAM as a concept 33 1.2.2.... The emergence of the term ‘SIAM’. 34 1.2.3.... Adoption of SIAM within the UK government 35 1.2.4.... The SIAM Body of Knowledge.. 36 1.3. The purpose of SIAM... 37 1.4. The scope of SIAM... 38 1.4.1.... Types of service within a SIAM model 40 1.4.2.... Commodity services. 41 1.5. SIAM and the business strategy. 41 1.5.1.... Why change?. 41 1.5.2.... Drivers for SIAM... 42 1.6. Value to the organization – the SIAM business case.. 53 1.6.1.... Improved service quality. 54 1.6.2.... Optimized costs and improved value.. 55 1.6.3.... Improved governance and control 56 1.6.4.... Improved flexibility. 56 SIAM roadmap.. 57 2.1. Discovery & Strategy. 59 2.1.1.... Objectives. 59 2.1.2.... Triggers. 59 2.1.3.... Inputs. 59 2.1.4.... Activities. 60 2.1.5.... Outputs. 65 2.2. Plan & Build.. 65 2.2.1.... Objectives. 65 2.2.2.... Triggers. 66 2.2.3.... Inputs. 66 2.2.4.... Activities. 66 2.2.5.... Outputs. 78 2.3. Implement 79 2.3.1.... Objectives. 79 2.3.2.... Triggers. 79 2.3.3.... Inputs. 80 2.3.4.... Activities. 80 2.3.5.... Outputs. 83 2.4. Run & Improve.. 83 2.4.1.... Objectives. 83 2.4.2.... Triggers. 84 2.4.3.... Inputs. 84 2.4.4.... Activities. 84 2.4.5.... Outputs. 87 SIAM structures. 88 3.1. Internally sourced service integrator 88 3.1.1.... When does a customer organization use this structure?. 89 3.1.2.... Advantages. 90 3.1.3.... Disadvantages. 91 3.2. Externally sourced service integrator 91 3.2.1.... When does a customer organization use this structure?. 92 3.2.2.... Advantages. 93 3.2.3.... Disadvantages. 94 3.3. Lead supplier as service integrator 94 3.3.1.... When does a customer organization use this structure?. 96 3.3.2.... Advantages. 97 3.3.3.... Disadvantages. 98 3.4. Hybrid service integrator 98 3.4.1.... When does a customer organization use this structure?. 99 3.4.2.... Advantages. 100 3.4.3.... Disadvantages. 101 SIAM roles. 102 4.1. Roles and the SIAM roadmap.. 102 4.1.1.... Definition of principles and policies. 102 4.1.2.... Design.. 103 4.1.3.... Allocation.. 103 4.1.4.... Monitoring and improvement 104 4.2. How is a role different in a SIAM ecosystem?. 104 4.2.1.... The role of the customer organization.. 105 4.2.2.... The role of retained capabilities. 105 4.2.3.... The role of the service integrator 105 4.2.4.... The role of service providers. 106 4.3. Role description: Customer organization.. 106 4.4. Role description: Service integrator 107 4.5. Role description: Service provider 108 4.6. Governance roles. 109 4.6.1.... Strategic governance: Executive boards. 111 4.6.2.... Tactical boards. 113 4.6.3.... Operational boards. 115 4.6.4.... Example operational board: Integrated change advisory board.. 116 4.7. Operational roles. 118 4.7.1.... Knowledge management forum... 121 4.7.2.... Continual improvement forum... 121 4.7.3.... Major incident working group.. 122 4.8. The service desk in a SIAM ecosystem... 123 SIAM practices. 125 5.1. People practices. 125 5.1.1.... Managing cross-functional teams. 126 5.1.2.... Challenges related to cross-functional teams. 127 5.1.3.... Recommendations for managing cross-functional teams. 128 5.2. Process practices. 132 5.2.1.... Integrating processes across service providers. 133 5.2.2.... Challenges related to integrating processes. 133 5.2.3.... Recommendations for integrating processes. 135 5.3. Measurement practices. 137 5.3.1.... Reporting on end-to-end services. 138 5.3.2.... Challenges related to reporting on end-to-end services. 138 5.3.3.... Recommendations for reporting.. 140 5.4. Technology practices. 142 5.4.1.... Creating a tooling strategy. 142 5.4.2.... Challenges related to creating a tooling strategy. 144 5.4.3.... Recommendations related to creating a tooling strategy. 146 5.5. SIAM and other practices. 148 5.5.1.... Service management practices. 148 5.5.2.... ISO standards. 149 SIAM cultural considerations. 151 6.1. Cultural change.. 151 6.1.1.... What does this mean in a SIAM ecosystem?. 151 6.1.2.... Why is it important?. 152 6.1.3.... What challenges will be faced?. 153 6.1.4.... How can they be resolved?. 153 6.1.5.... Cultural change and the SIAM structures. 154 6.2. Collaboration and cooperation.. 155 6.2.1.... What does this mean in a SIAM ecosystem?. 155 6.2.2.... Why is it important?. 156 6.2.3.... What challenges will be faced?. 156 6.2.4.... How can they be resolved?. 157 6.2.5.... Collaboration and cooperation and the SIAM structures. 162 6.3. Cross-service provider organization.. 163 6.3.1.... What does this mean in a SIAM ecosystem?. 163 6.3.2.... Why is it important?. 164 6.3.3.... What challenges will be faced?. 164 6.3.4.... How can they be resolved?. 164 6.3.5.... Cross-service provider organization and the SIAM structures. 165 Challenges and risks. 166 7.1. Challenge: Building the business case.. 166 7.1.1.... Which parties will this challenge affect?. 167 7.1.2.... Which roadmap stage will this challenge affect?. 167 7.1.3.... Associated risks. 167 7.1.4.... Potential mitigation.. 168 7.2. Challenge: Level of control and ownership.. 168 7.2.1.... Which parties will this challenge affect?. 169 7.2.2.... Which roadmap stage will this challenge affect?. 169 7.2.3.... Associated risks. 169 7.2.4.... Potential mitigation.. 170 7.3. Challenge: Commercial challenges. 170 7.3.1.... Which parties will this challenge affect?. 171 7.3.2.... Which roadmap stage will this challenge affect?. 171 7.3.3.... Associated risks. 172 7.3.4.... Potential mitigation.. 172 7.4. Challenge: Security. 173 7.4.1.... Which parties will this challenge affect?. 173 7.4.2.... Which roadmap stage will this challenge affect?. 174 7.4.3.... Associated risks. 174 7.4.4.... Potential mitigation.. 174 7.5. Challenge: Cultural fit and behaviors. 175 7.5.1.... Which parties will this challenge affect?. 176 7.5.2.... Which roadmap stage will this challenge affect?. 176 7.5.3.... Associated risks. 176 7.5.4.... Potential mitigation.. 176 7.6. Challenge: Measuring success. 177 7.6.1.... Which parties will this challenge affect?. 177 7.6.2.... Which roadmap stage will this challenge affect?. 177 7.6.3.... Associated risks. 178 7.6.4.... Potential mitigation.. 178 Appendix A: SIAM Processes. 179 SIAM processes. 179 1.1. What is a process?. 179 1.2. Process vs. practice.. 180 1.3. Process roles. 181 1.3.1.... Process owner 181 1.3.2.    Process manager 181 1.3.3.... Process coordinator 182 1.3.4.... Process practitioner 183 1.4. Processes and the SIAM ecosystem... 183 Common SIAM process considerations. 185 2.1. Complexity. 185 2.2. Who owns the end-to-end process?. 185 2.3. Toolset considerations. 186 2.4. Data and information considerations. 186 2.4.1.... Who owns the data?. 186 2.4.2.... Who owns the intellectual property on artefacts?. 186 2.4.3.... Is data and information consistent?. 186 2.4.4.... How is access to shared data, information, and tools controlled?. 187 2.4.5.... Who is responsible for process improvement?. 187 2.4.6.... How will compliance and assurance be managed?. 187 2.4.7.... Details of individual processes. 187 Tactical processes. 189 3.1. Continual service improvement 189 3.1.1.... Process purpose and objective.. 189 3.1.2.... Process scope.. 189 3.1.3.... Process activities. 189 3.1.4.... SIAM considerations. 190 3.1.5.... Examples of roles. 191 3.1.6.... Examples of process touchpoints. 191 3.1.7.... Examples of inputs & outputs. 191 3.1.8.... Example metrics. 192 3.1.9.... SIAM process forum... 192 3.2. Supplier management 192 3.2.1.... Process purpose and objective.. 192 3.2.2.... Process scope.. 193 3.2.3.... Process activities. 193 3.2.4.... SIAM considerations. 193 3.2.5.... Examples of roles. 194 3.2.6.... Examples of process touchpoints. 194 3.2.7.... Examples of inputs & outputs. 195 3.2.8.... Example metrics. 195 3.2.9.... SIAM process forum... 195 3.3. Change and release management 196 3.3.1.... Process purpose and objective.. 196 3.3.2.... Process scope.. 196 3.3.3.... Process activities. 197 3.3.4.... SIAM considerations. 197 3.3.5.... Examples of roles. 198 3.3.6.... Examples of process touchpoints. 199 3.3.7.... Examples of inputs & outputs. 199 3.3.8.... Example metrics. 200 3.3.9.... SIAM process forum... 200 Appendix B: Glossary of terms. 201 Appendix C: List of acronyms. 210

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Author Information

Scopism would like to thank the following people and organizations for their contributions to this document:   SIAM Body of Knowledge Architects Claire Agutter, Scopism Michelle Major-Goldsmith, Kinetic IT Simon Dorst, Kinetic IT   Contributors Akira Kato, Independent Dolf van der Haven, Powerful Answers Gary Williams, Independent Helen Nunn, Independent Ian Clark, Fox ITSM Ingrid Moleveld, EXIN Jordy Mertens, 2Grips Keith Palmer-Hughes Michele Renault Patrick Follon, Follon & Partners Peter McKenzie Ronald Israels Stéphane Joret, Liscience Tim Hughes, Independent Tony Williams, Independent (formerly Sellafield Ltd Wim Bonte, Proximus

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