SIAMP TEST DURATION & SIAMP EXAM MATERIAL

SIAMP Test Duration & SIAMP Exam Material

SIAMP Test Duration & SIAMP Exam Material

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EXIN SIAM Professional Exam Sample Questions (Q42-Q47):

NEW QUESTION # 42
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?

  • A. . 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
  • B. Determine which staff has the right capabilities for their new role
  • C. Ask staff to apply for a new role with the service integrator in the new SIAM ecosystem
  • D. -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
  • E. Ask the service integrator after they are appointed to create customized role profiles.
  • F. Create a framework for generic role profiles for the retained capabilities

Answer: F

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


NEW QUESTION # 43
ZYX decided to use a phased approach for implementation SIAMRUS was appointed as the service integrator and is now live The next phase is to replace the services currently provided by OUTSCO with services provided by ZYXS, ZYXD, FIELDSCO and NETSCO. This is expected to be completed in 2 months OUTSCO has established a small transition team to assist with the service transfer Over the past 4 months the performance of the OUTSCO service desk has deteriorated, with 50% of calls to the service desk exceeding the call answer time service level OUTSCO has admitted that this is due to reduced numbers of staff on their service desk What is the best approach to address the service level failures?

  • A. Move staff from the transition team back into the service desk
  • B. Apply service credits to OUTSCO according to their contract
  • C. Offer OUTSCO a bonus for any service level improvements
  • D. Ask SIAMRUS staff to take over the work of the transition team

Answer: A

Explanation:
Context Understanding: The performance of the OUTSCO service desk has deteriorated due to reduced staff numbers, affecting service levels significantly.
Service Level Management: Ensuring that service levels are met is critical for maintaining customer satisfaction and operational efficiency. Immediate action is needed to address the shortfall in service desk performance.
Reallocation of Resources: Moving staff from the transition team back into the service desk provides an immediate solution to bolster the service desk and improve call answer times.
Transition Team's Role: The transition team's primary goal is to assist with service transfer. However, since the transition will not be completed for another two months, reallocating some team members temporarily can help maintain service levels without significantly impacting the transition process.
Alternative Options:
Applying service credits penalizes OUTSCO but does not resolve the immediate issue.
Asking SIAMRUS staff to take over the transition work may not be feasible or efficient, as they may not have the specific knowledge required.
Offering a bonus for improvements might motivate OUTSCO but does not address the immediate staffing issue.
Conclusion: The most practical and effective immediate solution is to move staff from the transition team back into the service desk to improve service levels.
Reference:
SIAM Foundation Body of Knowledge (BoK), Chapter on Service Level Management SIAM Professional Body of Knowledge (BoK), Transition Planning and Support Sections


NEW QUESTION # 44
The planning for NEWGEN has started
-ZYXS will be the service integrator
-OUTSCO will provide application support services
-NETSCO will provide network services.
-PAYSCO is asked to continue to provide payroll services
Users are happy with the services of PAYSCO The contract with PAYSCO has 2 years left to run This is 18 months after the expected completion date ot the implementation of the SIAM model Initial discussions by ZYXS with PAYSCO have indicated that PAYSCO does not want to make any contract changes to support the SIAM model.
Given this constraint what is most likely to be the best method to plan for onboarding PAYSCO?

  • A. Ask to terminate the existing PAYSCO contract earlier than agreed on for an additional fee Engage in the market to source a replacement payroll service provider
  • B. Wait until the current contract expires to onboard PAYSCO Until then, PAYSCO will operate outside of the SIAM model to avoid the need for contract changes
  • C. Implement an interim operating model for the management of PAYSCO Manage the ongoing relationship with PAYSCO to align operations to the SIAM model
  • D. Renew PAYSCO's current contract to NETSCO OUTSCO will manage PAYSCO as a subcontractor under a new SIAM based contract between ZYX and OUTSCO

Answer: C

Explanation:
Understanding the Scenario:
* ZYXS will be the service integrator.
* OUTSCO, NETSCO, and PAYSCO are the service providers.
* PAYSCO provides payroll services and users are satisfied with PAYSCO's services.
* The contract with PAYSCO has 2 years remaining, which extends 18 months beyond the SIAM model implementation.
Analyzing Constraints:
* PAYSCO is unwilling to modify the existing contract to support the SIAM model.
Evaluating Options:
* Option A:Terminating the contract early involves additional costs and may disrupt payroll services, leading to dissatisfaction among users and potential operational risks.
* Option C:Renegotiating contracts with NETSCO and OUTSCO to manage PAYSCO indirectly could introduce complexity and might not align with the direct relationship PAYSCO has with ZYXS.
* Option D:Waiting for the contract to expire is not feasible as it delays SIAM model implementation and integration benefits for 18 months.
Selecting the Optimal Approach:
* Option B:Implementing an interim operating model allows ZYXS to manage PAYSCO within the current contract constraints, ensuring continuity of payroll services and gradual alignment with the SIAM model. This approach maintains user satisfaction and operational stability while working towards full integration.
Justification:
* An interim model provides a practical solution without immediate contractual changes, leveraging existing relationships and ensuring service continuity.
* This approach aligns with ITIL and SIAM principles of maintaining service quality and managing supplier relationships effectively during transitions.


NEW QUESTION # 45
The CEO has asked SIAMRUS to assist in the Discovery and Strategy stage. Given this stage, SIAMRUS is not appointed as the service integrator yet. The first task assigned to SIAMRUS is to analyze the current ZYX services and service providers.
OUTSCO has refused to provide any information to SIAMRUS because they are a competitor SIAMRUS still needs information to create a baseline assessment What is the best approach for SIAMRUS to get the necessary information about OUTSCO and its services'?

  • A. Ask the ZYXH contract governance team to formally instruct OUTSCO to provide the information
  • B. Rely on the analysis of services and providers included in the report prepared by the CIO
  • C. Analyze the current and historic OUTSCO related incidents recorded in the ZYXS service desk tool
  • D. Review the OUTSCO contract and performance reports with the ZYXUK service delivery managers

Answer: A

Explanation:
Information Gathering: SIAMRUS needs comprehensive information about current services and service providers to create a baseline assessment during the Discovery and Strategy stage.
Formal Instruction: As OUTSCO has refused to provide information due to competition concerns, a formal instruction from the ZYXH contract governance team can mandate compliance. This leverages contractual obligations and authority.
Contractual Authority: The contract governance team has the authority to enforce contract terms and can compel OUTSCO to provide the necessary information.
Alternative Approaches:
Analyzing incident records (Option A) may provide limited insights and lacks the comprehensive data needed.
Relying on the CIO's report (Option C) might not provide up-to-date or complete information.
Reviewing contracts and performance reports with service delivery managers (Option D) could help but may not yield all required details.
Conclusion: Formal instruction from the ZYXH contract governance team is the most effective approach to ensure compliance and obtain the necessary information for a thorough baseline assessment.
Reference:
SIAM Foundation Body of Knowledge (BoK), Chapter on Discovery and Strategy SIAM Professional Body of Knowledge (BoK), Information Gathering and Contract Management Sections


NEW QUESTION # 46
The SIAM model in ZYX has been successfully implemented and operational for 6 months All service providers have signed up to multi-party service level agreements and a detailed collaboration agreement. All providers are either using or interfacing with the common ITSM tool.
NETSCO is providing all LAN and WAN services across the group Although NETSCO is consistently achieving all of its service levels and attends all necessary meetings. NETSCO is not contributing to the overall relationship with the other service providers.
The service integrator wishes to address this problem with NETSCO
What action should the service integrator take?

  • A. Do nothing immediately as it is still early in the contract but monitor the contributions from NETSCO.
  • B. Reinforce the need for positive cultural engagement from all service providers at the next service provider forum.
  • C. Hold a meeting with NETSCO to discuss why they are not engaging in the cultural elements of the contract
  • D. There is nothing that the service integrator can do as NETSCO is meeting all of the contracted service levels .

Answer: C

Explanation:
* Context Understanding:NETSCO is meeting its service levels but not engaging collaboratively with other service providers. This lack of engagement can impact the overall effectiveness of the SIAM model, which relies on collaborative effort and shared goals.
* Cultural Engagement Importance:SIAM emphasizes not just meeting service levels but also fostering a collaborative culture among service providers. This helps in creating a cohesive and integrated service environment.
* Initial Steps:Doing nothing immediately may allow the problem to persist and worsen, as cultural engagement is critical from the start.
* Direct Discussion:Holding a meeting with NETSCO provides a direct approach to understand their perspective, identify reasons for their lack of engagement, and reinforce the importance of cultural elements outlined in the collaboration agreement.
* Service Provider Forum:While reinforcing the need for positive cultural engagement in a service provider forum can help, it may not address specific issues with NETSCO effectively.
* Contractual Compliance:Even though NETSCO is meeting contractual service levels, the service
* integrator has a role in ensuring that all aspects of the agreement, including cultural engagement, are fulfilled.
References:
* SIAM Foundation Body of Knowledge (BoK), Chapter on Collaboration and Cooperation
* SIAM Professional Body of Knowledge (BoK), Governance and Cultural Integration Sections


NEW QUESTION # 47
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