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EXIN SIAMP Exam Syllabus Topics:

Topic	Details
Topic 1	Implement: In this section, the focus is given to using the SIAM framework in action and establishing governance.
Topic 2	Plan and Build: This section of the exam focuses on defining roles, responsibilities, processes, and technologies for SIAM adoption and deployment.
Topic 3	Run and Improve: In this part, candidates are tested for their ability to operate the SIAM framework. It also covers improving monitoring the performance and making sure that necessary adjustments are made.
Topic 4	Discovery and Strategy: In this section, the focus is given to identifying service integration needs and designing the SIAM model.
Topic 5	SIAM Practices Across the Stages: In this section of the exam, the focus is given to the application of core practices throughout the whole lifecycle.

EXIN SIAM Professional Exam Sample Questions (Q50-Q55):

NEW QUESTION # 50
ZYX has decided on their SIAM strategy and appointed SIAMRUS as the service integrator.
The decision has been made to consolidate services into four service groups (in order of proportion of the services)
-OUTSCO: service desk, desktop and laptop support services, networking, infrastructure support
-ZYXS bespoke application support and development
-ZYXD data centers and hosting
-BANKSCO: BCT and BNK application support
Services from all other current service providers will be transitioned into these service groups as their contracts expire After the service integrator has been onboarded, which of the providers should be onboarded as the first priority?

A. O ZYXD
B. O OUTSCO
C. ZYXS
D. O BANKSCO

Answer: B

Explanation:
* Service Proportion Consideration:OUTSCO provides the largest proportion of services, including the service desk, desktop and laptop support, networking, and infrastructure support. Their onboarding is crucial for stabilizing the core service operations.
* Service Desk Integration:The service desk is a critical function in the SIAM ecosystem. Ensuring its seamless operation is foundational to managing other service integrations effectively.
* Operational Stability:OUTSCO's services are essential for the day-to-day operations of ZYX.
Prioritizing their onboarding ensures that the majority of service operations are stabilized early.
* Supporting Functions:Once OUTSCO is onboarded, it can support the integration of other service groups more effectively, given its comprehensive service coverage.
* Alternative Providers:
* BANKSCO (Option A) and ZYXD (Option C) provide specialized services that, while important, do not cover as broad a range of critical functions as OUTSCO.
* ZYXS (Option D), although important for bespoke application support and development, does not cover the critical operational infrastructure that OUTSCO does.
* Conclusion:Onboarding OUTSCO first ensures that the critical infrastructure and broad range of support services are stabilized, providing a strong foundation for the subsequent integration of other
* service providers.
References:
* SIAM Foundation Body of Knowledge (BoK), Chapter on Service Onboarding
* SIAM Professional Body of Knowledge (BoK), Transition Planning and Support Sections

NEW QUESTION # 51
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?

A. 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.
B. 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
C. 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
D. 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.

Answer: D

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

NEW QUESTION # 52
When planning for the NEWGEN project which is the most likely set of audit findings and recommendations?

A. There is a high number of legacy applications still in use To ensure a smooth transition to a single service provided to all customers across the ZYX group these should all be replaced before initiating the project to introduce the NEWBNK service.
B. There is a use of many different services and service providers across the ZYX organizations This should be consolidated under the standard SIAM model proposed by SIAMRUS thus ensunng the objective of rapid introduction of new services and service providers
C. The ZYX companies all have different management structures One ownership and management structure should be identified and then implemented across the group companies in order to ensure the simplest possible reporting and decision-making regime
D. Many service providers are used across the ZYX organizations Before commencing the NEWGEN project these should be consolidated to focus on the design of the NEWBNK service in order to concentrate efforts on operating the future SIAM environment.

Answer: B

Explanation:
Current Situation:
ZYX utilizes numerous services and service providers, leading to complexity and potential inefficiencies.
Consolidation under SIAM:
Consolidating services and providers under a standard SIAM model simplifies management, improves coordination, and enhances service quality.
A standardized approach ensures consistency, better integration, and streamlined processes.
SIAMRUS Proposal:
SIAMRUS's standard SIAM model offers a structured and proven methodology for managing multiple service providers.
Implementing this model helps ZYX achieve rapid and efficient service integration, facilitating the introduction of new services and providers.
Benefits of Consolidation:
Reduces complexity and operational overhead.
Enhances visibility and control over the service ecosystem.
Improves the ability to meet contractual obligations and service levels.
Reference:
SIAM Professional Body of Knowledge (BoK), Chapter on Service Provider Consolidation ITIL 4: Drive Stakeholder Value (DSV), Section on Service Provider Management SIAM Professional Body of Knowledge (BoK), Chapter on Service Provider Integration ITIL 4: Drive Stakeholder Value (DSV), Section on Sourcing and Supplier Management

NEW QUESTION # 53
The ZYX Board of Directors decided that the proposal from SIAMRUS for ZYXUK was not suitable to be used for the whole of the group, and asked the ZYXS IT Director to lead the creation of a new SIAM strategy. This new SIAM strategy has now been approved by the NEWGEN Executive Steering Board.
What is the best approach to ensure that the ZYXUK Management Board supports the implementation of this SIAM Strategy?

A. Ensure that the ZYXUK stakeholders understand how their perspective has been considered within the strategy
B. Delay the implementation of the strategy until the ZYXUK Management Board has formally approved it
C. Ensure that each ZYXUK Management Board member is teamed with a member of the strategy team they know
D. Provide financial incentives to buy into the strategy for ZYXUK stakeholders who are not yet convinced

Answer: A

Explanation:
Stakeholder Engagement: Successful implementation of the SIAM strategy requires buy-in from all key stakeholders, including the ZYXUK Management Board.
Perspective Consideration: Demonstrating that the perspectives and concerns of ZYXUK stakeholders have been considered helps in gaining their support. It shows that the strategy is tailored to address their specific needs and challenges.
Communication Strategy: Clear and transparent communication about how stakeholder feedback has been incorporated can alleviate concerns and build trust.
Alternative Approaches:
Delaying implementation (Option A) can stall progress and may not address underlying concerns.
Teaming board members with strategy team members they know (Option B) might help but does not ensure understanding and buy-in at a strategic level.
Financial incentives (Option D) may be seen as coercive and can undermine genuine commitment to the strategy.
Conclusion: Ensuring stakeholders understand how their input has shaped the strategy is the most effective approach to securing their support and facilitating smooth implementation.
Reference:
SIAM Foundation Body of Knowledge (BoK), Chapter on Stakeholder Engagement and Management SIAM Professional Body of Knowledge (BoK), Strategic Alignment Sections

NEW QUESTION # 54
Project NEWGEN is in the Implementation stage. OUTSCO and ZYXD are service providers. ZYXD is still managed by ZYXS.
Services provided by OUTSCO and ZYXD are not performing as expected due to poor conformance with expected processes and behaviors.
What are the most important activities to resolve performance issues?

A. Ensure OUTSCO and ZYXD executives have committed to alion to this approach
B. Implement direct subcontractor reporting to minimize impact on other suppliers
- Implement quick fixes to resolve transitional issues and move on to important things
C. - Assess the communication provided by the SIAM staff and the status of the training roll out of OUTSCO and ZYXD - Monitor the alignment of providers' incentives
. Assign corrective actions to OUTSCO and ZYXD and measure the trend of performance improvements.
D. Apply service level credits if performance does not improve
. Deliver a SIAM management oversight capability to control the delivery of the OUTSCO and ZYXD

Answer: C

Explanation:
Understanding the Scenario:
* OUTSCO and ZYXD services are not performing as expected due to poor conformance with expected processes and behaviors.
* Project NEWGEN is in the implementation stage with ZYXS managing ZYXD.
Analyzing the Options:
* Option B:Applying service level credits may not address the root cause and only penalize the providers.
* Option C:Implementing direct subcontractor reporting and quick fixes might not solve the underlying issues and could lead to further problems.
* Option D:Ensuring executive commitment is important but may not address operational issues directly.
Selecting the Optimal Approach:
* Option A:Assessing communication and training status helps identify gaps in understanding and execution. Monitoring incentives ensures alignment with desired outcomes. Assigning corrective actions and measuring performance improvements provides a structured approach to resolving issues.
Justification:
* This comprehensive approach ensures that the root causes of performance issues are identified and addressed, promoting long-term improvements.
* Aligns with ITIL and SIAM principles of continuous improvement and effective stakeholder communication.

NEW QUESTION # 55
......

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