SIAMP Exam Questions and Answers | Exam-Dumps (Page: 2)

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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QUESTION: 9

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?

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

Answer(s): B

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.

Reference:

SIAM Foundation Body of Knowledge (BoK), Chapter on Collaboration and Cooperation SIAM Professional Body of Knowledge (BoK), Governance and Cultural Integration Sections

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QUESTION: 10

ZYX has used a phased approach for implementing the SIAM model
- ZYXS is the service integrator and provides the service desk for the SIAM ecosystem
- NETSCO had all network services transitioned to them
- OUTSCO has been selected to provide hosting services The next phase is to transition all services currently hosted by ZYXS and ZYXD to OUTSCO Due to time pressures, it has not been possible to test how the services will perform after transition. The ZYX CEO is concerned about the risks to the services and the ability of ZYX to be able to carry out its business activities She wishes that an early life support (ELS) function is implemented What approach should be taken to resolve incidents and problems caused by the transition of services?

Complete the transition over a weekend when the number of people using the services will be low
Ensure that the ZYXS service desk is fully briefed and ready to handle any increase in call and incident volumes
Establish a data room containing all information about the services so that facts and data can be quickly checked
Set up a short-term function with staff from BANKSCO, ZYXS. ZYXD: ZYXG. NET$CO and OUTSCO

Answer(s): D

Explanation:

Early Life Support (ELS): ELS involves providing additional support during the initial period after a transition to ensure stability and address any issues promptly. Comprehensive Coverage: Setting up a short-term function with staff from all involved parties ensures comprehensive coverage and expertise in resolving incidents and problems caused by the transition.
Collaboration: Including staff from various service providers and internal teams fosters collaboration and knowledge sharing, essential for quick problem resolution. Risk Mitigation: This approach directly addresses the CEO's concerns about risks to services and business activities by ensuring that experienced staff are available to handle issues as they arise. Service Desk Preparation: While ensuring the service desk is ready to handle increased volumes is important, it alone is insufficient without dedicated resources to address specific transition-related issues.
Data Room: Establishing a data room is beneficial for information access but does not provide the necessary hands-on support required during the transition.

Reference:

SIAM Foundation Body of Knowledge (BoK), Chapter on Transition Planning and Support SIAM Professional Body of Knowledge (BoK), Early Life Support Sections

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EXIN SIAMP Exam (page: 2) EXIN SIAM Professional Updated on: 12-Feb-2026

QUESTION: 6

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QUESTION: 7

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QUESTION: 8

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QUESTION: 9

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QUESTION: 10

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EXIN SIAMP Exam (page: 2)
EXIN SIAM Professional
Updated on: 12-Feb-2026