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

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

Information Gathering: SIAMRUS needs comprehensive information about current services and

service providers to create a baseline assessment during the Discovery and Strategy stage.

Formal Instruction: As OUTSCO has refused to provide information due to competition concerns, a

formal instruction from the ZYXH contract governance team can mandate compliance. This leverages

contractual obligations and authority.

Contractual Authority: The contract governance team has the authority to enforce contract terms

and can compel OUTSCO to provide the necessary information.

Alternative Approaches:

Analyzing incident records (Option A) may provide limited insights and lacks the comprehensive data

needed.

Relying on the CIO's report (Option C) might not provide up-to-date or complete information.

Reviewing contracts and performance reports with service delivery managers (Option D) could help

but may not yield all required details.

Conclusion: Formal instruction from the ZYXH contract governance team is the most effective

approach to ensure compliance and obtain the necessary information for a thorough baseline

assessment.

Reference:

SIAM Foundation Body of Knowledge (BoK), Chapter on Discovery and Strategy

SIAM Professional Body of Knowledge (BoK), Information Gathering and Contract Management

Sections

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

Understanding Big Bang Implementation: A big bang implementation approach involves transitioning

all service elements simultaneously. This method is swift but high-risk, particularly when dealing

with multiple service providers.

Contractual Considerations: Different service providers often have contracts ending at various times.

Aligning all these to terminate simultaneously for a big bang approach is challenging and impractical.

This mismatch in termination periods means that transitioning all services at once would likely lead

to contract breaches, penalties, or service disruption.

Agile Methods Applicability: Agile methods focus on iterative and incremental delivery rather than a

single, all-encompassing change. Although Agile could be challenging in a big bang approach, it’s not

the primary reason for ZYX's decision.

Service Level Maintenance: Maintaining consistent service levels is critical during any transition. A

phased approach ensures better control and less disruption, ensuring continuous service delivery.

Strategic Alignment: Although the p

of directors and external suggestions (like from

SIAMRUS) influence decisions, they are not the fundamental reasons behind avoiding a big bang

approach.

Conclusion: The core issue lies in the contractual termination periods, making a phased

implementation more feasible and less risky.

Reference:

SIAM Foundation Body of Knowledge (BoK), Chapter on Implementation Approaches

SIAM Professional Body of Knowledge (BoK), Contract Management Sections