Quiz Authoritative EXIN - SIAMP - EXIN SIAM Professional Exam Valid Dumps Questions

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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	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 3	Discovery and Strategy: In this section, the focus is given to identifying service integration needs and designing the SIAM model.
Topic 4	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 5	Plan and Build: This section of the exam focuses on defining roles, responsibilities, processes, and technologies for SIAM adoption and deployment.

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EXIN SIAM Professional Exam Sample Questions (Q42-Q47):

NEW QUESTION # 42
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?

A. Move staff from the transition team back into the service desk
B. Offer OUTSCO a bonus for any service level improvements
C. Apply service credits to OUTSCO according to their contract
D. Ask SIAMRUS staff to take over the work of the transition team

Answer: A

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.
Reference:
SIAM Foundation Body of Knowledge (BoK), Chapter on Service Level Management SIAM Professional Body of Knowledge (BoK), Transition Planning and Support Sections

NEW QUESTION # 43
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. 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
B. 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
C. 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.
D. 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.

Answer: C

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 # 44
Project NEWGEN was completed against demanding timescales Because of time pressures, ZYX reduced the scope for testing of the end-to-end processes.
-SIAMRUS is the service integrator and also provider of the service desk for the SIAM ecosystem
-ZYXS is the internal service provider for NEWBNK, which is hosted by OUTSCO
-NETSCO provides the wide area network connecting the OUTSCO data center to the banks using NEWBNK.
Since the transition to SIAM, users of NEWBNK have experienced a significant increase in the time taken to fix incidents The ZYX sales team is now experiencing resistance from customers who were expected to migrate to NEWBNK This is affecting the planned rollout of the new application The ZYX sales team has told the customers that the issues were caused by the providers to ZYX not working together, and not the NEWBNK application itself.
What is the best approach for SIAMRUS to improve the situation?

A. Implement a new customer marketing campaign focusing on the benefits of NEWBNK and stress that the issues are temporary and will be resolved M|
B. Implement Lean systems thinking in each provider to review and optimize the procedures, eliminating waste within the internal activities of the providers
C. Design and implement a program of organizational change management and skills training with each service provider and measure the success of it
D. Use the process forums to mao analyze and improve the end to end processes assigning specific activities to appropriate mdividuals

Answer: D

Explanation:
* Issue Identification:
* Users of NEWBNK are experiencing increased incident resolution times, affecting customer satisfaction and sales.
* The problem is attributed to the lack of collaboration among service providers.
* Process Forums:
* Process forums bring together representatives from all service providers to collaboratively map, analyze, and improve end-to-end processes.
* This collaborative approach ensures that all stakeholders have a clear understanding of the
* processes and their interdependencies.
* Mapping and Analysis:
* Mapping the processes helps identify bottlenecks, inefficiencies, and areas for improvement.
* Analyzing these processes enables the identification of specific issues and the development of targeted solutions.
* Assignment of Responsibilities:
* Assigning specific activities to appropriate individuals ensures accountability and clarity in process execution.
* This structured approach improves coordination and efficiency among the service providers.
* Outcome:
* Improved process efficiency and collaboration lead to faster incident resolution times and enhanced customer satisfaction.
References:
* SIAM Professional Body of Knowledge (BoK), Chapter on Process Integration
* ITIL 4: Create, Deliver and Support (CDS), Section on Value Streams and Processes

NEW QUESTION # 45
ZYXS has been appointed as the service integrator The CIO of ZYX would like to disband the IT Steering Group. She wants the former Product Development Forum to be expected to include representatives from every provider.
This new body will be known as the Services Steering Group (SSG). The responsibilities of the SSG will include approving the design and funding for new products and services and the supporting architectures, setting policies for related governance, and considering new technologies that can assist with achieving the goals of the ZYX corporate strategy. The SSG will be chaired by the ZYXS IT Director.
The representatives of the SSG must be empowered to take decisions on behalf of their organizations What type of structural element is this steering group*?

A. Tactical governance board
B. Working group
C. Service design forum
D. Strategic governance board

Answer: D

Explanation:
* SSG Responsibilities:
* The SSG is responsible for approving the design and funding for new products and services, setting policies for related governance, and considering new technologies to achieve corporate strategy goals.
* Strategic Nature:
* These responsibilities are strategic in nature, focusing on high-level decision-making, long-term planning, and alignment with corporate strategy.
* The board's role is to provide strategic direction and oversight for the SIAM ecosystem.
* Empowerment and Decision-Making:
* The representatives in the SSG must be empowered to make decisions on behalf of their organizations, indicating a high level of authority and responsibility.
* Structural Element:
* Given its role and responsibilities, the SSG is best categorized as a strategic governance board, providing direction and governance at the highest level.
References:
* SIAM Professional Body of Knowledge (BoK), Chapter on Governance Structures
* ITIL 4: Direct, Plan and Improve (DPI), Section on Governance

NEW QUESTION # 46
The CEO has asked SIAMRUS to assist in the Discovery and Strategy stage. Given this stage, SIAMRUS is not appointed as the service integrator yet. The first task assigned to SIAMRUS is to analyze the current ZYX services and service providers.
OUTSCO has refused to provide any information to SIAMRUS because they are a competitor SIAMRUS still needs information to create a baseline assessment What is the best approach for SIAMRUS to get the necessary information about OUTSCO and its services'?

A. Analyze the current and historic OUTSCO related incidents recorded in the ZYXS service desk tool
B. Rely on the analysis of services and providers included in the report prepared by the CIO
C. Review the OUTSCO contract and performance reports with the ZYXUK service delivery managers
D. Ask the ZYXH contract governance team to formally instruct OUTSCO to provide the information

Answer: D

Explanation:
* 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.
References:
* SIAM Foundation Body of Knowledge (BoK), Chapter on Discovery and Strategy
* SIAM Professional Body of Knowledge (BoK), Information Gathering and Contract Management Sections

NEW QUESTION # 47
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QUIZ AUTHORITATIVE EXIN - SIAMP - EXIN SIAM PROFESSIONAL EXAM VALID DUMPS QUESTIONS

Quiz Authoritative EXIN - SIAMP - EXIN SIAM Professional Exam Valid Dumps Questions