QUESTION: 13

Project NEWGEN is in the Discovery and Strategy stage. SIAMRUS is assisting ZYX with the design of the SIAM model ZYX has decided to use OUTSCO as an external service integrator but they have not yet been appointed.
The CIO is concerned that the retained capabilities might not have the necessary capability to perform their new role in the SIAM model
What is the best course of action?

Ask the service integrator after they are appointed to create customized role profiles.
Ask staff to apply for a new role with the service integrator in the new SIAM ecosystem
Create a framework for generic role profiles for the retained capabilities
-Ask staff to apply for a new role with the service providers in the new SIAM ecosystem O . Create customized role profiles for all parties in the new SIAM ecosystem
Determine which staff has the right capabilities for their new role
. Have the staff do assessments based on generic role profiles from a framework - Fire those staff from the original organization that are lacking SIAM skills

Answer(s): C

Explanation:

Context and Issue Identification:

The CIO is concerned about the retained capabilities' ability to perform their new roles in the SIAM model designed by SIAMRUS.
OUTSCO has been selected as the external service integrator but not yet appointed.
Customized Role Profiles:
Creating customized role profiles for all parties involved ensures that each role is clearly defined with specific responsibilities, skills, and competencies required. This approach allows for a tailored fit to the organization's unique needs and the specific requirements of the SIAM model.
Assessment of Capabilities:
Determining which staff have the right capabilities for their new roles ensures that the right people are placed in the right positions.
This process involves assessing the current skills and competencies of staff and matching them to the new role profiles.
Avoiding Generic Solutions:
Using generic role profiles may not address the specific needs and context of the organization and its SIAM ecosystem.
Customized profiles provide a better alignment with the strategic goals and operational requirements.

Reference:

SIAM Professional Body of Knowledge (BoK), Chapter on Roles and Responsibilities ITIL 4: Create, Deliver and Support (CDS), Section on Workforce and Talent Management

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QUESTION: 14

The CEO has asked the IT Director to create a SIAM strategy for ZYX that aligns with the mandate for change and the corporate strategy The CEO wants it as soon as possible.
What should the IT Director do?

Adopt the SIAM strategy proposed by SIAMRUS for ZYX
Adopt the SIAM strategy proposed by SIAMRUS for ZYXUK
Design a new SIAM strategy ignoring the report from SIAMRUS
Design a new SIAM strategy using the report from SIAMRUS as input

Answer(s): D

Explanation:

Context and Requirements:
The CEO has requested the IT Director to create a SIAM strategy aligned with the mandate for change and the corporate strategy.
Utilizing Existing Reports:
Using the report from SIAMRUS as input ensures that the new strategy leverages the insights, analysis, and recommendations already provided by SIAMRUS. This approach ensures that the IT Director can build on existing work rather than starting from scratch, saving time and effort.
Customization and Alignment:
While the SIAMRUS report provides a foundation, the IT Director needs to design a strategy that is tailored to ZYX's specific needs, objectives, and corporate strategy. This customized strategy will ensure better alignment and effectiveness.

Strategic Integration:
Integrating insights from SIAMRUS with the unique requirements of ZYX ensures that the strategy is comprehensive and well-rounded.

Reference:

SIAM Professional Body of Knowledge (BoK), Chapter on SIAM Strategy ITIL 4: Direct, Plan and Improve (DPI), Section on Strategy Management

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QUESTION: 15

Project NEWGEN was completed against demanding timescales Because of time pressures, ZYX reduced the scope for testing of the end-to-end processes.
- SIAMRUS is the service integrator and also provider of the service desk for the SIAM ecosystem
- ZYXS is the internal service provider for NEWBNK, which is hosted by OUTSCO
- NETSCO provides the wide area network connecting the OUTSCO data center to the banks using NEWBNK.
Since the transition to SIAM, users of NEWBNK have experienced a significant increase in the time taken to fix incidents The ZYX sales team is now experiencing resistance from customers who were expected to migrate to NEWBNK This is affecting the planned rollout of the new application The ZYX sales team has told the customers that the issues were caused by the providers to ZYX not working together, and not the NEWBNK application itself.
What is the best approach for SIAMRUS to improve the situation?

Design and implement a program of organizational change management and skills training with each service provider and measure the success of it
Implement a new customer marketing campaign focusing on the benefits of NEWBNK and stress that the issues are temporary and will be resolved M|
Implement Lean systems thinking in each provider to review and optimize the procedures, eliminating waste within the internal activities of the providers
Use the process forums to mao analyze and improve the end to end processes assigning specific activities to appropriate mdividuals

Answer(s): D

Explanation:

Issue Identification:

Users of NEWBNK are experiencing increased incident resolution times, affecting customer satisfaction and sales.
The problem is attributed to the lack of collaboration among service providers.
Process Forums:
Process forums bring together representatives from all service providers to collaboratively map, analyze, and improve end-to-end processes.
This collaborative approach ensures that all stakeholders have a clear understanding of the processes and their interdependencies.
Mapping and Analysis:
Mapping the processes helps identify bottlenecks, inefficiencies, and areas for improvement. Analyzing these processes enables the identification of specific issues and the development of targeted solutions.

Assignment of Responsibilities:
Assigning specific activities to appropriate individuals ensures accountability and clarity in process execution.
This structured approach improves coordination and efficiency among the service providers.
Outcome:
Improved process efficiency and collaboration lead to faster incident resolution times and enhanced customer satisfaction.

Reference:

SIAM Professional Body of Knowledge (BoK), Chapter on Process Integration ITIL 4: Create, Deliver and Support (CDS), Section on Value Streams and Processes

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QUESTION: 16

The implementation of NEWGEN will onboard a number of existing service providers at differing levels of maturity. In addition, there will be new services (such as NEWBNK) and service providers (such as those to support planned expansion in the Asia Pacific region).
What would be the most advantageous approach to onboarding?

Create a standard onboarding approach for all service providers Apply this approach as contracts are renewed created., or extended Use service criticality and an impact assessment to determine the best sequence for onboarding
Prioritize the transition of the least mature service providers in order to maximize an early realization of benefits Delay adding new service providers until the SIAM model is well established to avoid any disruption to the plan.
Review the incident history for current service providers and prioritize transition based on the volume of incidents with their services in order to quickly improve service quality Add new service providers as required by the expansion
Transition the most mature service providers using a simplified approach as they will be more able to adapt to SIAM Onboard new service providers to take advantage of the Greenfield opportunity they represent Finally onboard the least mature

Answer(s): B

Explanation:

Onboarding Challenges:
Onboarding multiple existing and new service providers with varying levels of maturity and different services.
Standard Onboarding Approach:
Creating a standard onboarding approach ensures consistency and clarity in the onboarding process. This approach provides a structured methodology that can be applied uniformly, ensuring that all service providers meet the required standards.
Application Based on Contract Timelines:
Applying the standard approach as contracts are renewed, created, or extended ensures that the onboarding process aligns with contractual timelines and avoids disruption. This phased approach allows for manageable and controlled onboarding.
Service Criticality and Impact Assessment:
Prioritizing onboarding based on service criticality and impact assessment ensures that the most critical services are onboarded first.

This prioritization minimizes risk and ensures that the most important services are stable and well- integrated.
Benefits:
A structured and prioritized onboarding process ensures a smoother transition, better integration, and reduced risk of service disruption.

Reference:

SIAM Professional Body of Knowledge (BoK), Chapter on Onboarding and Transitioning ITIL 4: Drive Stakeholder Value (DSV), Section on Onboarding and Offboarding

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