Monday, 6 October 2014

SIAM – Service Intelligence And Management


One of the key benefits of adopting a SIAM delivery model pattern is the efficiencies that can be achieved by creating a single overarching Service Management function that orchestrates and manages Service Management activities across an IT Supply Chain grouped into Towers. The ability for the SIAM to manage and orchestrate is a critical success factor and underpins the ability of the Tower based approach to deliver robust and trustworthy End to End services.
Intelligent SIAM
Many organisations assume that existing Service Management methodologies and ways of working can simply be re-positioned to enable SIAM. I believe that this is a fundamentally flawed approach that undervalues the role of the SIAM by treating it as an “administrative” function that has had its scope extended and can just be re-positioned organisationally.
The SIAM needs to become the Intelligent Service Management Function – in many was the term SIAM should stand for Service Intelligence And Management where intelligence is needed to enable key activities, for example:
Intelligence to ensure that services are properly defined and described in ways that are accessible to those that need to build, manage and use them. Taking an intelligent approach to service definition will ensure that existing monolithic or “black-box” supplier-driven solutions can be dis-aggregated and re-aggregated as an end to end service across a best of breed supply chain enabling the exploitation of competition across the supply chain. A Service Catalogue is needed that describes the End to End service including information about the IT Supply Chain that will deliver them and the span of control or responsibility that each Managed Service Provider has.
Intelligence to ensure that complex multi-tower End to End services have a known configuration to a level of detail and accuracy that will enable the SIAM functions to:
  • make intelligent and informed decisions in resolving incidents ensuring faster and better incident management across the IT Supply Chain
  • managing change with a complete End to End contextual awareness
  • measure End to End performance and establish meaningful End to End Service Level Agreements
  • understand service events and how these correlate to create a bigger and more meaningful picture across the IT Supply Chain
  • managing the transition (both in and out) of services and Managed Service Providers
In summary, the SIAM should be viewed as the Service Intelligence And Management function and will need investment to ensure that it has the tools and skills needed add value. Failure to put Service Intelligence at the heart of the SIAM will create an ineffective administrative function that has no choice but to rely on poor information resulting in the SIAM functions making ill-informed decisions that will ultimately degrade the services and cost the business more in the long run.

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