siam your answer to multisourcing? -...

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SIAMYouranswertomultisourcing?

itSMFDKconference– 25thofOctober2017

LiseDallEriksen,BlueHatP/S


About BlueHatBlueHatP/SisaScandinavianbasedconsultingcompanyprovidingsubjectmatterexpertassistancewithinthedomainsofITservicemanagement,LeanITandITgovernance.

AllofBlueHat’sconsultantshaveextensivepracticalexperiencefromleadingpositionsintheprivateorpublicsectorandathoroughknowledgeofinternationalbestpracticesandstandards.

BlueHatisheavilyinvolvedinresearchanddevelopmentoftheITIL,LeanITandCOBITframeworks.

Seemoreonwww.bluehat.dk

LiseDall EriksenITSMExpert

[email protected]+4530520566

BlueHat P/SBorupvang 3DK-2750 BallerupCVR: 37555908


SIAM– anewconcept?

Customer

Supplier

Sub-supplier

Sub-supplier

Sub-supplier

Customer

Serviceprovider

Supplier Supplier Supplier

Serviceprovider

Serviceprovider

Supplier Supplier

Singlesupplier setup Multipleserviceproviders


Serviceproviderrelationships

Userdepartments

Internal IT/Internal services

Externalservice

Externalservice

Externalservice

Customer

Serviceprovider

Serviceprovider

Serviceprovider

Shadow

IT

Shadow

IT

Multiplerelationships Consistent relationships

Serviceintegrator

Strategy

Integration

Delivery


Multisourcing– thenewblack!Whymultisource?• Speedofresponse• Competition• Widerservicesportfolio• Decreasedtimetomarket• Easeofobtainingadditionalresources

• Utilisebest-of-breed• Avoidlock-in

Multisourcingchallenges:• Fragmentedservicedelivery• Scopingandmanagingend-to-

endservices• Lackofresponsibility• Inconsistent,incoherentand

complexprocesses• Unmanageable contract

management

Leadingto:• A“hotpotato”culture• Finger-pointingbehavior• Ineffectivecontrol• Highercoststhanexpected• Pooroverallperformance• LackofflexibilityandinnovationSIAMcouldbetheanswer!


WhatisSIAM?

ToensurethatthecustomerorganizationgetsmaximumvaluefromitsserviceprovidersSIAMprovides“MAGIC”:

Management

Assurance

Governance

IntegrationCoordination

Amanagementmethodologythatcanbeappliedinanenvironmentthatincludesservicessourcedfromanumberofserviceproviders


HowmuchSIAMshouldbepouredintotheglassinordertoobtainMAGIC?


8stepstoestablishSIAMprinciples

AppointService

Integrator

Appointandcategorizeservice

provider(s)

Establishserviceoverview

Establishcorecross-functionalprocesses

EstablishunifiedRACI

Establishgovernance

Establishservice

monitoringand

reporting

Establishagreements

Culture – OrganizationalChangeManagement


Step1:AppointServiceIntegratorBasedonyourimperatives,needandcapabilities

1. Externallysourced

2. Internallysourced

3. Hybrid

4. Leadsupplier

BasedonSIAMFoundationBoK


Step2:AppointandcategorizeServiceProvider(s)Basedonyourserviceoverviewyoushouldconsider• WhichserviceprovidersshouldbepartoftheSIAMmodel?• Howtightdoyouwanttomanage,assure,govern,integrateandcoordinatewithyouservice

providers?

Tiering/categorizingyourserviceprovidersmightbeveryhelpful:

Thecharacteristicsofthethreelayerscouldbe:Tier1– StrategicServiceProviders:ServiceProvidersarefullyintegratedin SIAM,highlyservicemanagementmatured,managedandreportedend-to-end.Tier2– TacticalServiceProviders:ServiceprovidersarepartlyintegratedinSIAM,servicemanagementmatured,andpartlymanagedandreported.Tier3– CommodityServiceProviders:ServiceProvidersarenotintegrated,havelowservicemanagementmaturityandend-to-endserviceisnotprovided.


Tiering Model– prerequisitesBasedontheirtieringmodeldefinetheappropriateprerequisitesforthedifferenttiers:

Area Tier 1 Tier 2 Tier 3

Tool integration Fully integrated in SIAM ITSM tool

Partly integrated in SIAM ITSM tool

Not integrated in SIAM ITSM tool

Process-activities Process-activities are fulfilled due to own ITSM processes, procedures and instructions -based on input/output specified from SIAM Provider

Process-activities are fulfilled due to own ITSM processes guided by SIAM Provider -based on input/output specified and process guidelines from SIAM Provider

Process-activities are fulfilled guided by SIAM Provider. The fulfilment is based on process guidelines from SIAM Provider

SIAM Governance Participate in relevant governance forums

Participate – per request – in relevant governance forums

Are not expected to participate in governance forums

SLA/OLA SLA with CustomerOLA (Tier1) with SIAM provider

No SLA with CustomerOLA (Tier2) with SIAM provider

No SLA with CustomerNo OLA with SIAM provider

Compliance Comply with policies, templates, instructions etc.

Comply with policies, templates, instructions etc.

No prerequisites

Management and Coordination

Managed and coordinated End-2-End services (following up)

Partly managed and coordinated single activities based on statuses only (following up)

Following up and assistance on service delivery

Shared KPIs Could be prepared for shared KPIs

No shared KPIs No shared KPIs

Reporting End-2-End reporting on services and current status provided in Scorecards

Reporting on statuses only. Reporting on statuses only


Step3:Establish serviceoverviewBased onOBASHI

Ownership

Business process

Application

System

Hardware

Infrastructure

Finance Department Mobile sales

Orderprocessing

Invoiceprocessing

Creditcheck

Transactionprocessing e-Commerce

iBankORACLE FinancialsRDBMSORACLE

Solaris iOS

ServerIBM

Blade 5 Cloud platform

iPhone

Net Switch 2500 Cisco – Router Corp Fin-17b SwitchCAT1

SwitchCAT1 - BU

Router Backbone 56 Router –EU feed Master

PC2 PC4

PC1 PC3 PC5

Windows XP

Business

Internal IT

Supplier 1

Supplier 2

Supplier 3


Step4:EstablishcoreprocessesCore(ServiceIntegrator)processareas:

• Incidentmanagement• Majorincidentandproblemmanagement• Integratedchangemanagement• Releasescheduling• Servicecontinuity• Capacitymanagement• Servicereporting

Tips&trickswhendesigningcross-functionalprocesses:

• Focusontheprocessoutcome• Focusontheprocessinterfaces

(input/output)• Donotaimforsharedprocesses– instead

defineandspecifyinteractionpointsandprocessexchangesthoroughly

• Establishclearrolesandresponsibilities• Ensureunderpinning tool• Aimforconsistency,butexpectvariation


Step5:EstablishunifiedRACIRACIdescriptionsshouldbeestablishedacrosstheSIAMecosystemtobeabsoluteclearonrolesandresponsibilities

RACI- IncidentManagement

Activity Customer ServiceIntegrator

ServiceProvider

DefineandmanagetheSIAM IncidentManagementprocess I A/R I

Provide andmaintaintheITSMtool I A/R I

Identification andlogging A R/C/I

InvestigationandDiagnosis I A/R/C/I R/C/I

Resolution I A/R/C/I R/C/I

Closure I A/R C/I

CoordinateIncident resolutionacross ServiceProviders I A/R C/I

Monitor overallIncidentstatusduringitslifecycle I A/R C/I

Service Reporting C/I A/R C/I


Step6:EstablishgovernanceCOBIT5®businessframeworkforthegovernanceandmanagementofenterpriseITmappedintoSIAM:

BasedonSIAMFoundationBoK


Step6:EstablishgovernancesetupGovernanceondifferentlevels

Process forum- Incident

Process forum- Problem

IntegratedCAB(iCAB)

WorkingGroups(adhoc)

ServiceManagement

Board

ExecutiveCommittee

CommercialBoard

Operational

Tactical

Strategic


Step7:EstablishservicemonitoringandreportingAnend-to-endviewisaggregatedbytheserviceintegratorusingdatafromallserviceproviders

Tips&trickswhenestablishingcross-functionalmeasurementandreporting:

• Focusontheoutcome– shouldprovidevalue• Identifynecessaryandvaluable

measurementsandhowtocollect• Startwhereitispossible– buildupyour

measurementframeworkalongtheway• Makeitvisibleandeasytounderstand

(scorecardsetc.)


Step8:EstablishagreementsAgreementsmustbeestablishedinordertoagreeonthedifferentrolesandtasksinthesetup

Tips&trickswhenestablishingagreements:

• Creatinga“codeofconduct”or“rulesoftheclub”agreement,withinputfromallpartiesintheSIAMecosystem.Thesegovernbehaviorsonaday-to-daybasis

• Signingcollaborationagreementsthatarepartofeachcontractoragreedbetweenpartiesafterthecontactissigned,toaddmoredetailabouthowtheywillworktogether

• Fixfirst– arguelaterprinciple


Nottoforget - CULTURE


PleaserememberThereisnosingle”perfect”SIAMmodel.

EachorganizationhastodevelopitsownSIAMmodeloradaptownSIAMprinciples.

KeepitsimpleKeepitflexible


Questions?


Backupslides


Multisourcing– typicalquestions• HowcanIgetmultiplesupplierstocooperatewitheachother?

• Whatistheoptimalbreakdowninmultisourcingservices?

• HowdoIgovernandmanagemultisourcedservicesinaunifiedway?

• Whatskillsandresourcesareneededtothriveinamultisourcingscenario?

• ShouldIhireanexternalintegratortohelpmewithserviceintegration?


Step2:Establish overviewBased onITIL

It-service

BusinessProcess

BusinessProcess

UtilityName, description, purpose,Impact, contacts

WarrantyService levels, targets, service hours,assurance, responsibilitiesAssets/resourcesSystems, assets, components

Assets/capabilitiesProcesses, supporting targets

Assets/capabilitiesResources, people, skills,suppliers

Service

Supporting Services

Functions Roles

BusinessProcess

Business caseService Design-Package

Business Service

Suppliers

Infrastructure Data Application / Integration

OLAsContracts IT processes

SLA / SLRs

Business SIAM Supplier


Tiering Model– maturityassessmentServiceProvidersareplacedintothetieringmodelbasedontheirServiceManagementmaturitybasedonthefollowingcharacteristicsofthematurity

Area Tier 1 Tier 2 Tier 3

Service Management maturity –TIPA® maturity level, ISO/IEC 15504

Minimum level 3 –EstablishedA defined process is used based on a standard process

Minimum level 1 –PerformedThe process is implemented and achieve its process purpose

No requirements

Process control Process Owners are present with dedicated roles and responsibilities

Process Owners are not present. Service Integrator Process Owner role could take the role on behalf of the Service Provider

No requirements

Service Landscape Able to document own service landscape (element view) –

Able to document own service landscape (element view) assisted by SIAM Provider

Not able to document own service landscape (element view) – if necessary the SIAM Provider will document (payable service)

Service Control Service Owners are present with dedicated roles and responsibilities

Service Owners are not present. The SIAM defined Service Owner role is at the disposal for the Service Provider

No requirements


Recommendations• Serviceintegrationandmanagementishard– bereadyforsignificanteffort• Establishasimpleandconsistentgovernancemodelwithclearrolesandresponsibilities• Maintainawelldefinedarchitecture• Retaininternalarchitectureskills• EnsurethatcontractsandservicelevelswitheachprovidersupporttheroleofSIAMand

cooperativeworkingpracticesacrossproviders• Haveplansforrenegotiation/tenderofallagreements• Establishandimproveconsistentcross-supplierprocessesandcontrols• Retainownershipofconfigurationdata• Assessserviceprovidersatfixedintervals

• Keepitsimple• Keepitflexible

siam your answer to multisourcing? -...

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