Rik Lammers
9 juni 2017
SIAM: Principles and Practices for Service Integration and Management
Dave Armes,
Peter McKenzie,
Niklas Engelhart,
Peter Wiggers
e.a.
SIAM: Principles and Practices for Service Integration and Management
Paperback Engels 2015 1e druk 9789401800259Nu besteld, zaterdag in huis
Gratis verzonden
Samenvatting
The increasing complexity of the IT value chain and the rise of multi-vendor supplier ecosystems has led to the rise of Service Integration and Management (SIAM) as a new approach.
Service Integration is the set of principles and practices, which facilitate that collaborative working relationships between service providers required to maximize the benefit of multi-sourcing. Service integration facilitates the linkage of services, the technology of which they are comprised and the delivery organizations and processes used to operate them, into a single operating model.
SIAM is a relatively new and fast evolving concept. SIAM teams are being established in many organizations and in many different sectors, as part of a strategy for (out)sourcing IT services and other types of service.
This is the first book that describes the concepts of SIAM. It is intended for:
- ITSM professionals working in integrated multi-sourced environments;
- Service customer managers, with a responsibility to secure the business supply of IT services in a multi-sourced environment;
- Service provider delivery managers with a responsibility to integrate multiple services to meet the demands of the customers' business and users;
- Service provider managers with responsibilities to manage integrated services, participating in a multi-sourced environment.
Trefwoorden
Specificaties
ISBN13:9789401800259
Taal:Engels
Bindwijze:paperback
Aantal pagina's:212
Uitgever:Van Haren Publishing B.V.
Druk:1
Verschijningsdatum:25-11-2015
Hoofdrubriek:IT-management / ICT
Expertrecensies (1)
Lezersrecensies
Wees de eerste die een lezersrecensie schrijft!
Inhoudsopgave
Foreword
Preface
1. Introduction
1.1 The growth of Service Integration
1.2 What is different in a multi-sourced environment?
1.3 Why is Service Integration different?
1.4 Conceptual model for Service Integration
1.4.1 SIAM integration model
1.5 Benefits of effective Service Integration
1.6 An example model of Service Integration (SIAM)
1.7 Managing the intersections
1.8 Structure of this book
1.9 Case studies
1.9.1 Case study 1 – Global large automotive manufacturer
1.9.2 Case study 2 – Global energy company
1.9.3 Case study 3 – European bank
1.9.4 Summary
2. Basic Concepts and Terminology
2.1 What is sourcing?
2.1.1 Separation of duties
2.1.2 Sourcing types
2.1.3 The retained organization
2.1.4 Service Integration and SIAM versus service orchestration 28
2.1.5 Service Integration and SIAM versus cloud service brokerage 29
2.2 Business relationships in outsourcing
2.2.1 Relationship types
2.2.2 Benefits of relationship planning
2.2.3 Impact on Service Integration
2.3 Sourcing the Service Integrator function
2.3.1 Why outsource Service Integration?
2.4 Service Sourcing archetypes
2.4.1 Sourcing Archetype A - Internal
2.4.2 Sourcing Archetype B - External
2.4.3 Sourcing Archetype C - Multiple
2.4.4 Sourcing Archetype D - Matrix
2.5 SIAM guiding principles
2.5.1 Integrate the intersections
2.5.2 Service Providers are not enterprises
2.5.3 Every Service Provider encapsulates its services
2.5.4 The integration of services is a service
2.5.5 Services are assets
2.5.6 Propagation of responsibilities
2.5.7 ITSM operates on services (and not on the provider or its assets) 58
2.5.8 Agreements are defi ned and established by service and not provider
2.6 Process integration
2.6.1 Direct and indirect management of integrated processes 62
2.7 The Integrator and the Integrated
2.7.1 Contracts and agreements – backward propagation of requirements 64
2.7.2 Assets are communicating vessels
2.7.3 SIAM is recursive
3. People and Processes for Service Integration
3.1 The people perspective
3.1.1 Competences required
3.2 Enabling a culture of collaboration
3.2.1 Relationships charter
3.2.2 Multi-supplier relationships
3.2.3 Joint governance
Preface
1. Introduction
1.1 The growth of Service Integration
1.2 What is different in a multi-sourced environment?
1.3 Why is Service Integration different?
1.4 Conceptual model for Service Integration
1.4.1 SIAM integration model
1.5 Benefits of effective Service Integration
1.6 An example model of Service Integration (SIAM)
1.7 Managing the intersections
1.8 Structure of this book
1.9 Case studies
1.9.1 Case study 1 – Global large automotive manufacturer
1.9.2 Case study 2 – Global energy company
1.9.3 Case study 3 – European bank
1.9.4 Summary
2. Basic Concepts and Terminology
2.1 What is sourcing?
2.1.1 Separation of duties
2.1.2 Sourcing types
2.1.3 The retained organization
2.1.4 Service Integration and SIAM versus service orchestration 28
2.1.5 Service Integration and SIAM versus cloud service brokerage 29
2.2 Business relationships in outsourcing
2.2.1 Relationship types
2.2.2 Benefits of relationship planning
2.2.3 Impact on Service Integration
2.3 Sourcing the Service Integrator function
2.3.1 Why outsource Service Integration?
2.4 Service Sourcing archetypes
2.4.1 Sourcing Archetype A - Internal
2.4.2 Sourcing Archetype B - External
2.4.3 Sourcing Archetype C - Multiple
2.4.4 Sourcing Archetype D - Matrix
2.5 SIAM guiding principles
2.5.1 Integrate the intersections
2.5.2 Service Providers are not enterprises
2.5.3 Every Service Provider encapsulates its services
2.5.4 The integration of services is a service
2.5.5 Services are assets
2.5.6 Propagation of responsibilities
2.5.7 ITSM operates on services (and not on the provider or its assets) 58
2.5.8 Agreements are defi ned and established by service and not provider
2.6 Process integration
2.6.1 Direct and indirect management of integrated processes 62
2.7 The Integrator and the Integrated
2.7.1 Contracts and agreements – backward propagation of requirements 64
2.7.2 Assets are communicating vessels
2.7.3 SIAM is recursive
3. People and Processes for Service Integration
3.1 The people perspective
3.1.1 Competences required
3.2 Enabling a culture of collaboration
3.2.1 Relationships charter
3.2.2 Multi-supplier relationships
3.2.3 Joint governance
3.2.4 Shared KPIs
3.3 Defining the scope of an SIAM function
3.3.1 Service desk
3.3.2 Key capabilities of the Service Integrator
3.3.3 Accountable and enabling Service integrator
3.3.4 Process control and execution
3.3.5 Planning process scope for SI
3.3.6 Using service models for the service strategy phase
3.4 Other processes impacted by Service Integration
3.4.1 Knowledge management
3.4.2 Service catalog
3.4.3 Configuration management
3.4.4 Event management and monitoring
4. Data and Tools
4.1 Introduction
4.1.1 The Open Groups IT4IT
4.2 Foundation principles for multi-sourced architectures
4.2.1 Output vs outcome
4.2.2 Identify the requirements for tools and data integration 95
4.2.3 Principles for simplifying tools design
4.3 Data implications of multi-sourcing
4.3.1 Foundation data
4.3.2 Performance data
4.3.3 Customer and consumer data
4.3.4 Service Provider data
4.3.5 Summary
4.4 Operational tool landscape definition
4.4.1 Defining a top-down architecture framework
4.5 Tools configuration
4.6 Common tools governance and sourcing
4.6.1 Owned versus sourced common platforms
4.6.2 Common tools governance
5. Sourcing Service Providers in the Multi-Sourcing Framework 117
5.1 Introduction
5.2 The sourcing process
5.2.1 On getting third party advice
5.2.2 Cost drivers of the sourcing process
5.2.3 Service framework
5.2.4 Scope
5.2.5 RFI and RFP
5.2.6 Contract negotiations and signing
5.2.7 Transition and transformation
5.3 Contractual aspects
5.3.1 Reversibility and exit plans
5.3.2 Definitions
5.3.3 Statements of work
5.3.4 Service catalog and service request catalog
5.3.5 Pricing and chargeback
5.3.6 Invoicing and chargeback
5.3.7 Service levels
5.3.8 Management of operational data
5.3.9 Intellectual property
5.3.10 Miscellaneous multi-sourcing specifics
5.4 Managing outsourced contracts in a multi-service provider environment
5.4.1 The contents of the ecosystem
5.4.2 Managing the Service Integrator
5.4.3 Project and changes
5.4.4 Step-in
5.4.5 Onboarding
5.4.6 Subcontracting
5.4.7 Performance measurement in a multi-service provider environment
5.4.8 Best practice example: multi-service provider common KPI model
5.4.9 Contract changes, renegotiations and renewals
5.5 The impact of cloud services
5.6 Conclusion
6. Strategies for Governance and Management
6.1 Formalizing SIAM governance
6.1.1 Management of SIAM
6.2 Practical lessons for SIAM implementation
6.2.1 Organizational change and sponsorship
6.2.2 Separation of duties
6.2.3 Management of operational data and intellectual property 163
6.2.4 Conflict of interest (CoI) management plan
6.2.5 Output/outcome oriented management
6.2.6 Model driven, service-based design
6.2.7 Sourcing model independence
6.2.8 Standardization of roles and responsibilities
7. Continual Service Improvement (CSI)
7.1 CSI methods
7.2 CSI and Innovation in SIAM
7.3 Framework for innovation and CSI
7.4 Organizing for CSI
7.5 An improvement culture
7.5.1 Interactions within interactions
7.5.2 Five successful strategies for CSI
7.5.3 CSI facilitators
7.5.4 CSI inhibitors
7.6 Contracting for CSI
8. Conclusion
8.1 Basic concepts and terminology
8.2 People and process
8.3 Tools and data
8.4 Sourcing from multiple Service Providers
8.5 Governance
8.6 Continual service improvement (CSI)
8.7 Ready to jump?
Annex A Glossary of Terms
Table of Figures
Bibliography
Author Biographies
Index
3.3 Defining the scope of an SIAM function
3.3.1 Service desk
3.3.2 Key capabilities of the Service Integrator
3.3.3 Accountable and enabling Service integrator
3.3.4 Process control and execution
3.3.5 Planning process scope for SI
3.3.6 Using service models for the service strategy phase
3.4 Other processes impacted by Service Integration
3.4.1 Knowledge management
3.4.2 Service catalog
3.4.3 Configuration management
3.4.4 Event management and monitoring
4. Data and Tools
4.1 Introduction
4.1.1 The Open Groups IT4IT
4.2 Foundation principles for multi-sourced architectures
4.2.1 Output vs outcome
4.2.2 Identify the requirements for tools and data integration 95
4.2.3 Principles for simplifying tools design
4.3 Data implications of multi-sourcing
4.3.1 Foundation data
4.3.2 Performance data
4.3.3 Customer and consumer data
4.3.4 Service Provider data
4.3.5 Summary
4.4 Operational tool landscape definition
4.4.1 Defining a top-down architecture framework
4.5 Tools configuration
4.6 Common tools governance and sourcing
4.6.1 Owned versus sourced common platforms
4.6.2 Common tools governance
5. Sourcing Service Providers in the Multi-Sourcing Framework 117
5.1 Introduction
5.2 The sourcing process
5.2.1 On getting third party advice
5.2.2 Cost drivers of the sourcing process
5.2.3 Service framework
5.2.4 Scope
5.2.5 RFI and RFP
5.2.6 Contract negotiations and signing
5.2.7 Transition and transformation
5.3 Contractual aspects
5.3.1 Reversibility and exit plans
5.3.2 Definitions
5.3.3 Statements of work
5.3.4 Service catalog and service request catalog
5.3.5 Pricing and chargeback
5.3.6 Invoicing and chargeback
5.3.7 Service levels
5.3.8 Management of operational data
5.3.9 Intellectual property
5.3.10 Miscellaneous multi-sourcing specifics
5.4 Managing outsourced contracts in a multi-service provider environment
5.4.1 The contents of the ecosystem
5.4.2 Managing the Service Integrator
5.4.3 Project and changes
5.4.4 Step-in
5.4.5 Onboarding
5.4.6 Subcontracting
5.4.7 Performance measurement in a multi-service provider environment
5.4.8 Best practice example: multi-service provider common KPI model
5.4.9 Contract changes, renegotiations and renewals
5.5 The impact of cloud services
5.6 Conclusion
6. Strategies for Governance and Management
6.1 Formalizing SIAM governance
6.1.1 Management of SIAM
6.2 Practical lessons for SIAM implementation
6.2.1 Organizational change and sponsorship
6.2.2 Separation of duties
6.2.3 Management of operational data and intellectual property 163
6.2.4 Conflict of interest (CoI) management plan
6.2.5 Output/outcome oriented management
6.2.6 Model driven, service-based design
6.2.7 Sourcing model independence
6.2.8 Standardization of roles and responsibilities
7. Continual Service Improvement (CSI)
7.1 CSI methods
7.2 CSI and Innovation in SIAM
7.3 Framework for innovation and CSI
7.4 Organizing for CSI
7.5 An improvement culture
7.5.1 Interactions within interactions
7.5.2 Five successful strategies for CSI
7.5.3 CSI facilitators
7.5.4 CSI inhibitors
7.6 Contracting for CSI
8. Conclusion
8.1 Basic concepts and terminology
8.2 People and process
8.3 Tools and data
8.4 Sourcing from multiple Service Providers
8.5 Governance
8.6 Continual service improvement (CSI)
8.7 Ready to jump?
Annex A Glossary of Terms
Table of Figures
Bibliography
Author Biographies
Index
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