QUESTION: 5

What is unlikely to be included in the outline business case for NEWGEN?

Boundanes of responsibilities
Measurements of benefits
Procedures from internal providers
Proposed future services

Answer(s): C

Explanation:

Outline Business Case Components:
An outline business case typically includes the boundaries of responsibilities, measurements of benefits, and proposed future services.
The business case should provide a clear justification for the initiative, detailing expected benefits, costs, risks, and impact on the organization.
Boundaries of Responsibilities:
This section defines who is responsible for what aspects of the project, ensuring clear accountability and delineation of duties.
Measurements of Benefits:
This part outlines how the success of the project will be measured, detailing the specific benefits that the project aims to achieve and how these benefits will be quantified.
Proposed Future Services:
This section describes the new or improved services that will be offered as a result of the project, giving stakeholders an understanding of what to expect.
Procedures from Internal Providers:
Procedures from internal providers typically relate to operational details and specific processes rather than the strategic or high-level overview provided in a business case. The focus in the business case is on the what and why, rather than the detailed how, which is more relevant in procedural documentation.

Reference:

SIAM Professional Body of Knowledge (BoK), Chapter on Business Case Development ITIL 4: Direct, Plan and Improve (DPI), Section on Business Cases

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QUESTION: 6

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?

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
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
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.
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 documentation regarding the applications is brought up to date.

Answer(s): C

Explanation:

Understanding the Context:
The small IT team is being displaced and their roles outsourced, raising concerns about knowledge transfer and staff retention.
Communication Strategy:
Clear and transparent communication is crucial to ensure that staff understand the reasons behind the change, what it means for them, and the timeline of the transition.
This helps in reducing uncertainty and resistance.
Incentivizing Staff:
Offering incentives (financial or otherwise) encourages key staff members to stay during the critical phases of handover and early support.
This ensures that the knowledge and expertise necessary for a smooth transition are retained within the organization for as long as needed.
Risk Mitigation:
This strategy directly addresses the risk of staff leaving prematurely or being reluctant to share their knowledge, which could severely impact the project's success.

Reference:

SIAM Professional Body of Knowledge (BoK), Chapter on Organizational Change Management ITIL 4: Create, Deliver and Support (CDS), Section on People Management and Communication

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QUESTION: 7

The transition to SIAM was completed 12 months ago using a big bang approach. ZYXS is the service integrator
The ZYX Board of Directors set a strategic vision for SIAM to gam control over changes to all IT services within 2 years This is not being achieved and there are issues with the performance of several service providers.
Who should be in the service review board?

. The ZYX CEO (chair) and the ZYXS IT Director
The service delivery directors from each of the service providers
. The ZYXS service improvement manager (chair)
The service improvement process owners from each of the service providers
. The ZYXS IT Director (chair)
The senior representative from each of the service providers
. The CAF and the ZYXS Service Management and Service Desk Lead (chair) - The change managers from each of the service providers

Answer(s): C

Explanation:

Service Review Board (SRB) Role:

The SRB is responsible for overseeing service performance, managing issues, and driving continuous improvement across the service ecosystem.
Key Members:
The ZYXS IT Director, as chair, provides leadership and accountability for the overall service integration and management.
Senior representatives from each service provider ensure that there is direct communication and accountability from all parties involved in service delivery.
Rationale:
Having the IT Director chair the SRB ensures alignment with organizational goals and strategies. Including senior representatives from each service provider ensures that all service partners are actively engaged in performance discussions and improvement initiatives.
Impact on Performance:

This composition fosters collaboration, ensures transparency, and enhances accountability, addressing the issues with service provider performance.

Reference:

SIAM Professional Body of Knowledge (BoK), Chapter on Governance ITIL 4: Drive Stakeholder Value (DSV), Section on Stakeholder Management

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QUESTION: 8

ZYX completed the Discovery and Strategy stage one week ago. The Plan and Build stage is expected to take six months to complete. ZYX would like to put a service integrator in place before they complete the design of the detailed SIAM model
The outline SIAM model proposed that ZYXS would be an internal service integrator because of their service integration capabilities Additional staff would be recruited to provide additional capacity. The development and support staff from ZYXS would be transferred to ZYXD to become an internal service provider.
The CEO does not want to use a hybrid or lead supplier structure Because of the internal capabilities of ZYXS, no evaluation has been done for using an external service integrator The ZYXS IT Director has just announced that she. and all ten staff identified to work as the service integrator, are leaving ZYXS in four weeks They intend to form their own company ZSSIAM, specializing in providing service integration services OUTSCO is a global provider of a range of outsourced services They are in the last year of a 10-year contract to provide services to ZYXUK Over the last 2 years their performance has decreased OUTSCO can also provide service integration services They have a good reputation as a flexible and reliable service integrator who are willing to amend their SIAM model. SIAMRUS is a global provider of service integration services in the manufacturing sector Their SIAM model includes a standardized process model, with every provider using the same process, a shared toolset owned by SIAMRUS, and 5 contracted service providers They recently provided an outline SIAM strategy for ZYXUK
What is the best approach for ZYX to appoint a service integrator?

Appoint SIAMRUS as the service integrator for ZYX without further analysis
O Appoint ZSSIAM as the service integrator for ZYX without further analysis
O invite OUTSCO, SIAMRUS and ZSSIAM to bid to be the service integrator
Update the current contract with OUTSCO to include service integration

Answer(s): C

Explanation:

Current Situation:
The internal capabilities of ZYXS are compromised due to the departure of the IT Director and key staff.
Evaluation of Options:
A competitive bidding process allows ZYX to evaluate the strengths, weaknesses, and proposed solutions of each potential service integrator.
It ensures that the chosen service integrator aligns best with ZYX's requirements and strategic goals.
Benefits of Competitive Bidding:
This approach promotes transparency and fairness.
It provides ZYX with multiple options to choose from, facilitating a well-informed decision based on thorough analysis.
Consideration of Capabilities:
OUTSCO, despite past performance issues, could be a viable option if improvements are demonstrated.
SIAMRUS and ZSSIAM bring their own strengths and unique propositions, providing a range of options for ZYX to consider.

Reference:

SIAM Professional Body of Knowledge (BoK), Chapter on Service Integrator Selection ITIL 4: High-velocity IT (HVIT), Section on Sourcing and Supplier Management

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