iterative or may even be undertaken in parallel. Practices, Processes, Roles and Structural Elements
The Body-of-Knowledge defines Practices, Processes, Roles and Structural Elements, and how they need to be applied within a SIAM model. Principles and policies for these are defined during the Discovery and Strategy stage of the SIAM roadmap, before detail is added during Plan and Build. They are put in place during the Implement stage and monitored during Run and Improve.
Whilst not revolutionary these components of a SIAM model need careful consideration to deal with some of
description for many of the processes within SIAM, and the considerations that should be made when designing and using these in a SIAM ecosystem.
The BoK itself describes in detail the relationship of SIAM with the following enabling practices:
IT Service Management( including ITIL ® and ISO / IEC
20000)
• Lean
• COBIT ® 5
• DevOps
• Agile, including agile service management.
This is not an exhaustive list, and there are( many) other practices that can complement and support the design, implementation, operation and improvement of a SIAM ecosystem. Because SIAM itself focusses on outcomes( the‘ what’), it can work harmoniously together with many of these practices as they focus more on‘ how’ to achieve those outcomes. It also allows different providers( including the service integrator) to use different enabling practices, but still be able to work together on end-to-end outcomes that bring value to the customer organisation.
But wait, there is more!
Figure: a high-level SIAM model(© Scopism Limited 2016. All Rights Reserved.)
the unique challenges and structures of a multi-provider ecosystem. The key consideration is a focus on the outcomes of the individual service provider, not how those outcomes are achieved( i. e. the‘ what’ and not the‘ how’).
SIAM and other practices
SIAM itself is not a process; it draws on and uses other management processes. Many of the processes used within a SIAM ecosystem are familiar processes like change management and business relationship management. Within a SIAM model, however, these processes require adaptation and augmentation to support integration and coordination between the different parties. Rather than prescriptive process flows, this means a focus on respective inputs, outputs and communication between providers.
Together with the Body-of-Knowledge( BoK) a set of‘ Process Guides’ has been released, which provides a
SIAM does not pretend to be a silver bullet, and whilst the Body-of-Knowledge is a succinct description of all the key concepts and considerations for the implementation( and operation) of a SIAM ecosystem, important factors to consider are the organisational culture( of the different parties, in the different layers) and the collaboration between those parties.
The BoK describes the need for Organisational Change Management, collaboration & cooperation, crossprovider management; as well as the challenges with these and potential mitigation of them.
The story so far …
The finished Body of Knowledge is a truly definitive baseline for SIAM. It covers all of the key concepts in accessible language. Since the launch of the SIAM Foundation BoK and the certification( in January), it has received acclaim and positive endorsement from experts and members of the service management community, regarding its relevance and value to thought leadership in the multi-provider IT arena( conference mentions, feedback from users, publisher uptake). The free BoK had been downloaded nearly
6 itSMF Bulletin— July 2017