Get All EXIN SIAM Professional Exam Questions with Validated Answers
| Vendor: | Exin |
|---|---|
| Exam Code: | SIAMP |
| Exam Name: | EXIN SIAM Professional Exam |
| Exam Questions: | 56 |
| Last Updated: | September 6, 2025 |
| Related Certifications: | EXIN SIAM Certification |
| Exam Tags: |
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OUTSCO is in the final 12 months of their contract with ZYXUK, but they would like to be part of the new SIAM model. However, the quality and performance of services ZYXUK receives from OUTSCO is decreasing
In the new SIAM model, service credits will apply to all service providers ZYXUK has never applied service credits to OUTSCO before
What is the best way to increase the performance of OUTSCO?
Understanding the Scenario:
OUTSCO is in the final 12 months of their contract with ZYXUK and wants to be part of the new SIAM model.
The quality and performance of services from OUTSCO are decreasing.
ZYXUK has not applied service credits to OUTSCO before, but service credits will apply in the new SIAM model.
Analyzing the Options:
Option A: Applying service credits for breached SLAs without prior agreement could strain the relationship and may not immediately improve performance.
Option B: Appointing a project manager may help but might not address the underlying causes of performance issues.
Option D: Making ZYXUK develop an improvement plan might be effective but doesn't directly involve OUTSCO in identifying and resolving issues.
Selecting the Optimal Approach:
Option C: Holding reviews between OUTSCO and ZYXUK service delivery managers allows for direct communication and collaboration to identify and address the root causes of performance issues. This approach fosters a cooperative environment and aligns with continuous improvement practices.
Justification:
Collaborative reviews enable a better understanding of performance issues and facilitate the development of targeted improvement actions.
This approach aligns with ITIL and SIAM principles of continual service improvement and effective stakeholder engagement.
ZYX has decided to appoint ZYXS as service integrator using the lead supplier structure ZYXS will need to fill new roles with additional skilled resources The contract with OUTSCO will be terminated, and all the component services will be transitioned to FIELD$CO: MAILSCO. NETSCO. ZYXD and ZYXS
The SIAM Project Board has just agreed that after the transition there will no longer be a requirement for service delivery managers in ZYXUK to manage the outsourced contract with OUTSCO
What is the best way to deal with this situation?
Situation Overview:
The termination of the contract with OUTSCO and the transition to a lead supplier structure with ZYXS as the service integrator has made the roles of the service delivery managers redundant.
Communication and Involvement:
Directly informing the service delivery managers promptly shows transparency and respect, reducing uncertainty and speculation.
Inviting them to participate in designing the new SIAM model involves them in the transition process, utilizing their experience and knowledge, and helping them feel valued.
Opportunity for New Roles:
Encouraging the service delivery managers to apply for new roles within the SIAM ecosystem provides them with career opportunities and helps retain experienced staff.
This approach demonstrates a commitment to employee development and continuity.
Minimizing Resistance:
By involving the service delivery managers in the transition, their potential resistance to change can be minimized, ensuring a smoother transition process.
SIAM Professional Body of Knowledge (BoK) recommends early and clear communication with impacted staff during transitions.
ITIL 4: Create, Deliver and Support (CDS) emphasizes the importance of engaging and involving staff in change initiatives.
SIAM Professional Body of Knowledge (BoK), Chapter on Organizational Change Management
ITIL 4: Create, Deliver and Support (CDS), Section on Workforce and Talent Management
ZYX has decided to create an internal service provider for application development and support This new service provider is formed by merging relevant staff from every ZYX company with the necessary capabilities and skills.
This internal service provider will operate from multiple locations, which enables the provision of year-round 24-hour support.
A capability framework for application development and support is drawn up for the new internal service provider
What will the development of the capability framework help to address?
Capability Framework: Developing a capability framework for application development and support helps in defining the necessary skills, competencies, and roles required for effective service delivery.
Skill Mapping: Mapping skill levels for application development and support roles ensures that the internal service provider has the right capabilities in place to meet operational demands and deliver high-quality services.
Effective Working: While supporting effective working between staff in different locations (Option C) and understanding boundaries and interactions with other service providers (Option D) are important, they are broader objectives that rely on having a well-defined capability framework first.
Process Forum: Establishing a process forum (Option A) can be a subsequent step, but it is not the primary purpose of a capability framework.
Strategic Alignment: By mapping skill levels, ZYX ensures that their internal service provider is equipped with the necessary expertise and can effectively support application development and operations across multiple locations.
Conclusion: The development of a capability framework is most directly aimed at mapping skill levels, which is foundational for ensuring that the new internal service provider can operate effectively.
SIAM Foundation Body of Knowledge (BoK), Chapter on Capability and Competency Frameworks
SIAM Professional Body of Knowledge (BoK), Skill Mapping and Role Definition Sections
Project NEWGEN was completed against demanding timescales Because of time pressures, ZYX reduced the scope for testing of the end-to-end processes.
- SIAMRUS is the service integrator and also provider of the service desk for the SIAM ecosystem
- ZYXS is the internal service provider for NEWBNK, which is hosted by OUTSCO
- NETSCO provides the wide area network connecting the OUTSCO data center to the banks using NEWBNK.
Since the transition to SIAM, users of NEWBNK have experienced a significant increase in the time taken to fix incidents The ZYX sales team is now experiencing resistance from customers who were expected to migrate to NEWBNK This is affecting the planned rollout of the new application The ZYX sales team has told the customers that the issues were caused by the providers to ZYX not working together, and not the NEWBNK application itself.
What is the best approach for SIAMRUS to improve the situation?
Issue Identification:
Users of NEWBNK are experiencing increased incident resolution times, affecting customer satisfaction and sales.
The problem is attributed to the lack of collaboration among service providers.
Process Forums:
Process forums bring together representatives from all service providers to collaboratively map, analyze, and improve end-to-end processes.
This collaborative approach ensures that all stakeholders have a clear understanding of the processes and their interdependencies.
Mapping and Analysis:
Mapping the processes helps identify bottlenecks, inefficiencies, and areas for improvement.
Analyzing these processes enables the identification of specific issues and the development of targeted solutions.
Assignment of Responsibilities:
Assigning specific activities to appropriate individuals ensures accountability and clarity in process execution.
This structured approach improves coordination and efficiency among the service providers.
Outcome:
Improved process efficiency and collaboration lead to faster incident resolution times and enhanced customer satisfaction.
SIAM Professional Body of Knowledge (BoK), Chapter on Process Integration
ITIL 4: Create, Deliver and Support (CDS), Section on Value Streams and Processes
What is unlikely to be included in the outline business case for NEWGEN?
Outline Business Case Components:
An outline business case typically includes the boundaries of responsibilities, measurements of benefits, and proposed future services.
The business case should provide a clear justification for the initiative, detailing expected benefits, costs, risks, and impact on the organization.
Boundaries of Responsibilities:
This section defines who is responsible for what aspects of the project, ensuring clear accountability and delineation of duties.
Measurements of Benefits:
This part outlines how the success of the project will be measured, detailing the specific benefits that the project aims to achieve and how these benefits will be quantified.
Proposed Future Services:
This section describes the new or improved services that will be offered as a result of the project, giving stakeholders an understanding of what to expect.
Procedures from Internal Providers:
Procedures from internal providers typically relate to operational details and specific processes rather than the strategic or high-level overview provided in a business case.
The focus in the business case is on the what and why, rather than the detailed how, which is more relevant in procedural documentation.
SIAM Professional Body of Knowledge (BoK), Chapter on Business Case Development
ITIL 4: Direct, Plan and Improve (DPI), Section on Business Cases
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