LATEST UPDATED EXIN RELATED SIAMP CERTIFICATIONS - UPDATED EXIN SIAM PROFESSIONAL EXAM TEST CRAM

Latest Updated EXIN Related SIAMP Certifications - Updated EXIN SIAM Professional Exam Test Cram

Latest Updated EXIN Related SIAMP Certifications - Updated EXIN SIAM Professional Exam Test Cram

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Tags: Related SIAMP Certifications, Updated SIAMP Test Cram, Valid SIAMP Test Question, Real SIAMP Dumps, Exam SIAMP Simulator Online

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EXIN SIAMP Exam Syllabus Topics:

TopicDetails
Topic 1
  • 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 2
  • 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.
Topic 3
  • Discovery and Strategy: In this section, the focus is given to identifying service integration needs and designing the SIAM model.
Topic 4
  • Plan and Build: This section of the exam focuses on defining roles, responsibilities, processes, and technologies for SIAM adoption and deployment.
Topic 5
  • Implement: In this section, the focus is given to using the SIAM framework in action and establishing governance.

EXIN SIAM Professional Exam Sample Questions (Q23-Q28):

NEW QUESTION # 23
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?

  • A. Apply service credits for the breached SLAs, even though service credits were not previously applied
  • B. Appoint a ZYXUK project manager to take ownership for resolving the provider s performance issues
  • C. Make ZYXUK develop an improvement plan with target dates and measures for OUTSCO to follow
  • D. Hold reviews between OUTSCO and the ZYXUK service delivery managers to address causes of failure

Answer: D

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 # 24
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?

  • A. A major predicted cost relates to BANKSCO. Since the introduction of NEWBNK is imminent, the scope of OCM should be reduced by leaving out BANKSCO. This would enable additional funds to be available for the adoption of the ADKAR change model Using this disciplined approach for the transition of all the remaining service providers would ensure a successful and cost-effective transition to the new SIAM model
  • B. Reduce the scope of the OCM initiative so that the commodity service providers are only made aware of the changes and how they will be affected by them Arrange for all the other service providers to nominate a dedicated OCM representative to ensure effective communication with all the remaining parties involved Undertake specific training in the cross-provider ways of working using Computer Based Training.
  • C. Exclude OUTSCO as they already have an established approach to service provision and have communication links in place with the other service providers This significantly reduces the scale of the OCM initiative, and therefore helps to control costs Concentrate on ensuring that the other service providers are aware of the changes, and assess their desire for success using liaison with their appointed OCM representatives.
  • D. The scope of OCM should include all service providers and be based on a recognized change model such as ADKAR The intentions of large established providers including OUTSCO and NETSCO should be fully understood, as there might be potential conflicts of interest which need to be addressed. The OCM activities should be tailored to the characteristics of the service providers. This will assist in controlling costs

Answer: D

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.
Reference:
SIAM Professional Body of Knowledge (BoK), Chapter on Organizational Change Management ITIL 4: Create, Deliver and Support (CDS), Section on Change Management 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 # 25
The SIAM model in ZYX has been successfully implemented and operational for 6 months All service providers have signed up to multi-party service level agreements and a detailed collaboration agreement. All providers are either using or interfacing with the common ITSM tool.
NETSCO is providing all LAN and WAN services across the group Although NETSCO is consistently achieving all of its service levels and attends all necessary meetings. NETSCO is not contributing to the overall relationship with the other service providers.
The service integrator wishes to address this problem with NETSCO
What action should the service integrator take?

  • A. Do nothing immediately as it is still early in the contract but monitor the contributions from NETSCO.
  • B. There is nothing that the service integrator can do as NETSCO is meeting all of the contracted service levels .
  • C. Hold a meeting with NETSCO to discuss why they are not engaging in the cultural elements of the contract
  • D. Reinforce the need for positive cultural engagement from all service providers at the next service provider forum.

Answer: C

Explanation:
Context Understanding: NETSCO is meeting its service levels but not engaging collaboratively with other service providers. This lack of engagement can impact the overall effectiveness of the SIAM model, which relies on collaborative effort and shared goals.
Cultural Engagement Importance: SIAM emphasizes not just meeting service levels but also fostering a collaborative culture among service providers. This helps in creating a cohesive and integrated service environment.
Initial Steps: Doing nothing immediately may allow the problem to persist and worsen, as cultural engagement is critical from the start.
Direct Discussion: Holding a meeting with NETSCO provides a direct approach to understand their perspective, identify reasons for their lack of engagement, and reinforce the importance of cultural elements outlined in the collaboration agreement.
Service Provider Forum: While reinforcing the need for positive cultural engagement in a service provider forum can help, it may not address specific issues with NETSCO effectively.
Contractual Compliance: Even though NETSCO is meeting contractual service levels, the service integrator has a role in ensuring that all aspects of the agreement, including cultural engagement, are fulfilled.
Reference:
SIAM Foundation Body of Knowledge (BoK), Chapter on Collaboration and Cooperation SIAM Professional Body of Knowledge (BoK), Governance and Cultural Integration Sections


NEW QUESTION # 26
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?

  • A. Understand the boundaries and interactions with other service providers
  • B. Map skill levels for application development and support roles
  • C. Establish a process forum for application development and support
  • D. Support effective working between staff in the different locations

Answer: B

Explanation:
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.
Reference:
SIAM Foundation Body of Knowledge (BoK), Chapter on Capability and Competency Frameworks SIAM Professional Body of Knowledge (BoK), Skill Mapping and Role Definition Sections


NEW QUESTION # 27
ZYX has started the SIAM transition project The project team has recognized that a major factor to success will be managing people through the transition from the current operational model to the future SIAM model. It has been decided to create a dedicated consultation group to formulate the best approach to supporting the staff Who should best be included in the consultation group?

  • A. There is not enough capability to form the group from the existing resources An external organization should be engaged to provide specialists in organizational change management. They would undertake all of the necessary activities throughout the transition.
  • B. ZYXS should be used to form the group as they have well documented processes, job descriptions and skills profiles. Using their expertise to define the future requirements for the SIAM model will enable all staff to understand what will be expected from them
  • C. Senior representatives from the management boards of all ZYX organizations and their current service providers should form the consultation group This would ensure fair representation for all parties. They would cascade information to the affected staff.
  • D. People with HR expertise, and representatives from across ZYX and the providers with the skills and ability to 'sell the ideas' The group needs to represent multiple functions, and could be supplemented with specialist expertise from external contractors.

Answer: D

Explanation:
Purpose of the Consultation Group:
The group is formed to manage the transition of staff from the current operational model to the future SIAM model.
Key Participants:
HR expertise is essential for understanding and managing the people aspects of the transition.
Representatives from across ZYX and the providers ensure that multiple perspectives and insights are considered, facilitating a holistic approach.
Skills and Abilities:
Members should have the skills to communicate and 'sell the ideas' effectively to gain staff buy-in and reduce resistance to change.
Including representatives with these skills ensures the effective dissemination of information and support for the transition.
External Expertise:
If necessary, supplementing the group with external contractors who have specialist expertise in organizational change management can provide additional support and insights.
Reference:
SIAM Professional Body of Knowledge (BoK), Chapter on Organizational Change Management ITIL 4: Create, Deliver and Support (CDS), Section on Workforce and Talent Management


NEW QUESTION # 28
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