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NEW QUESTION # 47
ZYX has now appointed SIAMRUS as the service integrator and has started to plan and build the new SIAM ecosystem Initially the new SIAM model will be supported by the existing service providers.
In a recent program progress meeting, it was highlighted that the planned Organizational Change Management (OCM) initiative has a high cost What approach should be taken to ensure that the OCM initiative for the service providers will cost effectively support the transition to SIAM?
Answer: B
Explanation:
* Comprehensive OCM Scope:
* Including all service providers in the OCM initiative ensures that every stakeholder is aligned with the changes, minimizing resistance and ensuring a smoother transition.
* Use of ADKAR Model:
* Utilizing a recognized change management model like ADKAR provides a structured approach to managing change.
* The ADKAR model focuses on Awareness, Desire, Knowledge, Ability, and Reinforcement, which are critical for effective change management.
* Understanding Provider Intentions:
* Fully understanding the intentions and potential conflicts of interest of large providers like OUTSCO and NETSCO helps tailor the OCM activities appropriately.
* Addressing these factors early mitigates risks and ensures cooperation from all parties.
* Tailored OCM Activities:
* Customizing the OCM activities to suit the characteristics of each service provider ensures relevance and effectiveness.
* Tailoring the approach helps in controlling costs by focusing efforts where they are most needed and avoiding unnecessary expenses.
* Cost-Effective Transition:
* A well-planned and tailored OCM initiative ensures that the transition to the new SIAM model is cost-effective and achieves the desired outcomes.
* References:
* SIAM Professional Body of Knowledge (BoK), Chapter on Organizational Change Management
* ITIL 4: Create, Deliver and Support (CDS), Section on Change Management References:
* SIAM Professional Body of Knowledge (BoK), Chapter on Organizational Change Management
* ITIL 4: Direct, Plan and Improve (DPI), Section on Managing Organizational Change
NEW QUESTION # 48
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?
Answer: C
Explanation:
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 strainthe
* 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.
NEW QUESTION # 49
ZYX decided to use a phased approach for implementation SIAMRUS was appointed as the service integrator and is now live The next phase is to replace the services currently provided by OUTSCO with services provided by ZYXS, ZYXD, FIELDSCO and NETSCO. This is expected to be completed in 2 months OUTSCO has established a small transition team to assist with the service transfer Over the past 4 months the performance of the OUTSCO service desk has deteriorated, with 50% of calls to the service desk exceeding the call answer time service level OUTSCO has admitted that this is due to reduced numbers of staff on their service desk What is the best approach to address the service level failures?
Answer: C
Explanation:
* Context Understanding:The performance of the OUTSCO service desk has deteriorated due to reduced staff numbers, affecting service levels significantly.
* Service Level Management:Ensuring that service levels are met is critical for maintaining customer satisfaction and operational efficiency. Immediate action is needed to address the shortfall in service desk performance.
* Reallocation of Resources:Moving staff from the transition team back into the service desk provides an immediate solution to bolster the service desk and improve call answer times.
* Transition Team's Role:The transition team's primary goal is to assist with service transfer. However, since the transition will not be completed for another two months, reallocating some team members temporarily can help maintain service levels without significantly impacting the transition process.
* Alternative Options:
* Applying service credits penalizes OUTSCO but does not resolve the immediate issue.
* Asking SIAMRUS staff to take over the transition work may not be feasible or efficient, as they may not have the specific knowledge required.
* Offering a bonus for improvements might motivate OUTSCO but does not address the immediate staffing issue.
* Conclusion:The most practical and effective immediate solution is to move staff from the transition team back into the service desk to improve service levels.
References:
* SIAM Foundation Body of Knowledge (BoK), Chapter on Service Level Management
* SIAM Professional Body of Knowledge (BoK), Transition Planning and Support Sections
NEW QUESTION # 50
The ZYXS IT Director has proposed to the CIO that ZYXS should be the service integrator in the new SIAM model. The CIO wants to validate if the necessary capabilities exist in ZYXS. The CIO has asked SIAMRUS to perform the assessment.
What is the first activity that SIAMRUS should carry out?
Answer: D
Explanation:
Objective and Context:
The ZYXS IT Director proposes ZYXS as the service integrator in the new SIAM model.
The CIO needs to validate if ZYXS possesses the necessary capabilities.
Assessment of Capabilities:
SIAMRUS must begin by comparing the current service integration capabilities of ZYXS with the defined SIAM objectives and the target SIAM model.
This involves identifying the specific capabilities required for the target SIAM model and evaluating whether ZYXS meets these requirements.
Alignment with SIAM Objectives:
This comparison ensures that ZYXS can fulfill the roles and responsibilities expected of the service integrator, in line with the overall goals of the SIAM implementation.
Initial Activity:
This step serves as the foundation for understanding gaps and strengths, which will guide further detailed assessments and development plans if necessary.
Reference:
SIAM Professional Body of Knowledge (BoK), Chapter on Capability Assessment ITIL 4: Direct, Plan and Improve (DPI), Section on Continual Improvement
NEW QUESTION # 51
ZYX has gathered information about their current services. The CEO wants to keep up the momentum in the project by arranging a contract with SIAMRUS to be the external service integrator using their proposed SIAM model.
The CIO wants to investigate alternative service integration offerings and structures., to mitigate possible nsks.
The CEO has agreed to this
Considering the ZYX mandate for change and the ZYX corporate strategy, what is the best way to conduct this investigation?
Answer: K
Explanation:
* Mandate for Change:ZYX's mandate for change requires a thorough investigation to ensure the chosen service integration model aligns with its strategic goals and mitigates potential risks.
* Marketplace Research:Exploring the marketplace for potential external service integrators provides insights into available options and industry best practices.
* Internal Capability Assessment:Evaluating current internal capabilities helps determine if internal resources can be leveraged or improved to meet SIAM requirements.
* Provider Analysis:Analyzing potential providers based on their capabilities and alignment with ZYX's specific needs ensures a tailored fit, reducing implementation risks.
* Informal Testing:Informally testing the validity of the proposed SIAM model with selected providers allows ZYX to gauge the practical applicability and make adjustments before formal engagement.
* Strategic Fit and Validation:This approach ensures that the final selection of the service integrator is well-informed, validated, and aligned with ZYX's strategic objectives, ensuring a smoother transition and better service outcomes.
References:
* SIAM Foundation Body of Knowledge (BoK), Chapter on Service Integration and Management Strategy
* SIAM Professional Body of Knowledge (BoK), Service Integrator Selection and Governance Sections
NEW QUESTION # 52
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