GET THE EXIN SIAMP CERTIFICATION EXAM TO BOOST YOUR PROFESSIONAL CAREER

Get the EXIN SIAMP Certification Exam to Boost Your Professional Career

Get the EXIN SIAMP Certification Exam to Boost Your Professional Career

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EXIN SIAMP Exam Syllabus Topics:

TopicDetails
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.

>> Exam SIAMP Topic <<

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EXIN SIAM Professional Exam Sample Questions (Q31-Q36):

NEW QUESTION # 31
The CEO of ZYX has commissioned SIAMRUS to assess the readiness of ZYX to adopt SIAM. She knows that in order to get approval for the SIAM business case from the Board of Directors, she will have to be able to demonstrate that SIAM will make a significant contribution to the corporate strategic objectives. There is no appetite from the Board for ZYX to use any ZYX staff to provide the service integration capability Which ZYX strategic objective can SIAM contribute to most for ZYX?

  • A. invest in their people
  • B. Control headcount
  • C. Retain existing business
  • D. Ensure delivery against contracts

Answer: B

Explanation:
Strategic Objectives Alignment: Demonstrating alignment with corporate strategic objectives is crucial for gaining board approval for the SIAM business case.
Headcount Control: One of the primary benefits of SIAM is optimizing resources, which includes controlling headcount by reducing the need for extensive internal service integration capabilities.
External Service Integration: Given that there is no appetite from the Board for using ZYX staff for service integration, leveraging external capabilities aligns with the objective of controlling headcount.
Contract Delivery: While ensuring delivery against contracts is important, SIAM's contribution to headcount control is more direct and measurable.
Investment in People and Business Retention: While SIAM can contribute to these areas, the most immediate and significant impact is on controlling headcount through efficient external service integration.
Reference:
SIAM Foundation Body of Knowledge (BoK), Chapter on SIAM Business Case Development SIAM Professional Body of Knowledge (BoK), Strategic Alignment Sections


NEW QUESTION # 32
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. Apply service level credits if performance does not improve
    . Deliver a SIAM management oversight capability to control the delivery of the OUTSCO and ZYXD
  • 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. Implement direct subcontractor reporting to minimize impact on other suppliers
    - Implement quick fixes to resolve transitional issues and move on to important things

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 # 33
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. Hold reviews between OUTSCO and the ZYXUK service delivery managers to address causes of failure
  • B. Make ZYXUK develop an improvement plan with target dates and measures for OUTSCO to follow
  • C. Appoint a ZYXUK project manager to take ownership for resolving the provider s performance issues
  • D. Apply service credits for the breached SLAs, even though service credits were not previously applied

Answer: A

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 # 34
Project NEWGEN is in the Discovery and Strategy stage. SIAMRUS is assisting ZYX with the design of the SIAM model ZYX has decided to use OUTSCO as an external service integrator but they have not yet been appointed.
The CIO is concerned that the retained capabilities might not have the necessary capability to perform their new role in the SIAM model What is the best course of action?

  • A. Ask staff to apply for a new role with the service integrator in the new SIAM ecosystem
  • B. . Have the staff do assessments based on generic role profiles from a framework - Fire those staff from the original organization that are lacking SIAM skills
  • C. Create a framework for generic role profiles for the retained capabilities
  • D. Ask the service integrator after they are appointed to create customized role profiles.
  • E. Determine which staff has the right capabilities for their new role
  • F. -Ask staff to apply for a new role with the service providers in the new SIAM ecosystem O . Create customized role profiles for all parties in the new SIAM ecosystem

Answer: C

Explanation:
* Context and Issue Identification:
* The CIO is concerned about the retained capabilities' ability to perform their new roles in the SIAM model designed by SIAMRUS.
* OUTSCO has been selected as the external service integrator but not yet appointed.
* Customized Role Profiles:
* Creating customized role profiles for all parties involved ensures that each role is clearly defined with specific responsibilities, skills, and competencies required.
* This approach allows for a tailored fit to the organization's unique needs and the specific requirements of the SIAM model.
* Assessment of Capabilities:
* Determining which staff have the right capabilities for their new roles ensures that the right people are placed in the right positions.
* This process involves assessing the current skills and competencies of staff and matching them to the new role profiles.
* Avoiding Generic Solutions:
* Using generic role profiles may not address the specific needs and context of the organization and its SIAM ecosystem.
* Customized profiles provide a better alignment with the strategic goals and operational requirements.
References:
* SIAM Professional Body of Knowledge (BoK), Chapter on Roles and Responsibilities
* ITIL 4: Create, Deliver and Support (CDS), Section on Workforce and Talent Management


NEW QUESTION # 35
Project NEWGEN is in the Discovery and Strategy stage. SIAMRUS is assisting ZYX with the design of the SIAM model ZYX has decided to use OUTSCO as an external service integrator but they have not yet been appointed.
The CIO is concerned that the retained capabilities might not have the necessary capability to perform their new role in the SIAM model What is the best course of action?

  • A. . Have the staff do assessments based on generic role profiles from a framework - Fire those staff from the original organization that are lacking SIAM skills
  • B. Create a framework for generic role profiles for the retained capabilities
  • C. Ask the service integrator after they are appointed to create customized role profiles.
    a. Ask staff to apply for a new role with the service integrator in the new SIAM ecosystem
  • D. -Ask staff to apply for a new role with the service providers in the new SIAM ecosystem O . Create customized role profiles for all parties in the new SIAM ecosystem a. Determine which staff has the right capabilities for their new role

Answer: D

Explanation:
Context and Issue Identification:
The CIO is concerned about the retained capabilities' ability to perform their new roles in the SIAM model designed by SIAMRUS.
OUTSCO has been selected as the external service integrator but not yet appointed.
Customized Role Profiles:
Creating customized role profiles for all parties involved ensures that each role is clearly defined with specific responsibilities, skills, and competencies required.
This approach allows for a tailored fit to the organization's unique needs and the specific requirements of the SIAM model.
Assessment of Capabilities:
Determining which staff have the right capabilities for their new roles ensures that the right people are placed in the right positions.
This process involves assessing the current skills and competencies of staff and matching them to the new role profiles.
Avoiding Generic Solutions:
Using generic role profiles may not address the specific needs and context of the organization and its SIAM ecosystem.
Customized profiles provide a better alignment with the strategic goals and operational requirements.
Reference:
SIAM Professional Body of Knowledge (BoK), Chapter on Roles and Responsibilities ITIL 4: Create, Deliver and Support (CDS), Section on Workforce and Talent Management


NEW QUESTION # 36
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