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SIAMP信息資訊 & SIAMP考試指南

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>> SIAMP信息資訊 <<

SIAMP考試指南 - SIAMP考古題

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EXIN SIAMP 考試大綱：

主題
簡介

主題 1

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.

主題 2

Discovery and Strategy: In this section, the focus is given to identifying service integration needs and designing the SIAM model.

主題 3

Plan and Build: This section of the exam focuses on defining roles, responsibilities, processes, and technologies for SIAM adoption and deployment.

主題 4

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.

主題 5

Implement: In this section, the focus is given to using the SIAM framework in action and establishing governance.

最新的 SIAM Professional SIAMP 免費考試真題 (Q48-Q53):

問題 #48
The corporate strategy of ZYX contains these objectives:
- Ensure delivery against contracts
- Invest in and tram all ZYX staff
- Reduce operating costs
- Be ready to adapt to change
The ZYX strategy requires that the costs of the service integrator should be as low as possible, and that service levels and high-quality services should be achieved at all times. The CEO wants the new SIAM model to be in place as soon as possible OUTSCO is a global provider of a range of services, including service integration They have a good reputation as a flexible and reliable service integrator who is willing to amend their SIAM model. They are in the last year of a 10-year contract to provide outsourced services to ZYXUK. Over the last two years the performance and quality of their services has decreased SIAMRUS is a global provider of service integration services in the manufacturing sector They use a standardized SIAM model with limited flexibility SIAMRUS recently created an outline SIAM strategy for ZYXUK: proposing that they should be the service integrator.
ZYXS is experienced in the service management of corporate services including managing the delivery of service providers The ZYXS IT Director used to be a senior service manager in a small service integration company The ZYXS office location is almost at capacity with no possibility of expansion ZYXS are the developers of NEWBNK, which is strategic to the future of ZYX The CEO wants to retain as many of the existing service providers as possible Which is the most appropriate structure and sourcing approach for choosing the service integrator for ZYX?

A. OUTSCO as a hybrid service integrator, acting with the service management function of ZYXS
B. OUTSCO as an external service integrator, providing service integration services to ZYX
C. SIAMRUS as an external service integrator, providing service integration services to ZYX
D. ZYXS as an internal service integrator, transferring their application and support services into ZYXD

答案：D

解題說明：
Corporate Strategy Alignment:
The ZYX strategy emphasizes low costs for the service integrator, high service levels, and maintaining existing service providers. ZYXS, with its internal capabilities, aligns well with these objectives.
Internal Capabilities:
ZYXS has experience in service management and developing NEWBNK, a strategic application for ZYX. Utilizing internal capabilities can reduce costs and ensure tighter control over service quality.
Transfer of Services:
Transferring application and support services to ZYXD consolidates resources and leverages existing internal expertise, ensuring continuity and stability in service provision.
Avoiding External Constraints:
Appointing an external service integrator like OUTSCO or SIAMRUS could introduce higher costs and less flexibility. ZYXS's internal management can better align with the strategic goals and existing corporate culture.
Capacity Considerations:
Although the ZYXS office is at capacity, transferring application and support services to ZYXD helps manage this limitation by distributing workloads and responsibilities.
Reference:
SIAM Professional Body of Knowledge (BoK) discusses the benefits and considerations of different service integrator models.
ITIL 4: Drive Stakeholder Value (DSV) provides insights into managing service provider relationships and aligning them with organizational strategy.
SIAM Professional Body of Knowledge (BoK), Chapter on Service Integrator Models ITIL 4: Drive Stakeholder Value (DSV), Section on Sourcing and Supplier Management

問題 #49
The ZYXS IT Director has proposed to the CIO that ZYXS should be the service integrator in the new SIAM model. The CIO wants to validate if the necessary capabilities exist in ZYXS. The CIO has asked SIAMRUS to perform the assessment.
What is the first activity that SIAMRUS should carry out?

A. Identify and then map the stakeholders, process owners and managers for all services across ZYX
B. Assess the existing capabilities of each team in ZYXS and determine if they are at the required maturity
C. Prepare a heat map to provide a graphical summary of capabilities and show it to the CIO
D. Compare the ZYXS service integration capabilities with the SIAM objectives and the target SIAM model

答案：D

問題 #50
Previously, there was no common set of performance targets and metrics used across all ZYX companies ZYXH Contract Governance is concerned about this. They would like to see metrics that drive improvement once the transition has been made to a SIAM model.
ZYXS provide a range of services to some ZYX companies The ZYX IT steering group meets every 4 months chaired by the ZYXS IT Director It is attended by representatives from each ZYX company SIAMRUS provided a report for ZYXUK. This included a set of metrics that SIAMRUS have used before with other organizations. ZYXS has been selected to be the internal service integrator in the new SIAM model The ZYXS IT director has provided a set of metrics from an organization that she previously worked for What is the best way for ZYX to ensure effective metrics are in place to improve services?

A. Run a pilot with metrics from the ZYXS IT director, involving ZYXS and all service providers
B. At the next IT steering group meeting, agree on a common set of metrics that all service providers must use.
C. Take the set of metrics currently used by ZYXS and apply them across all service providers
D. Proceed with the set of metrics that SIAMRUS has previously used with other service providers

答案：B

解題說明：
Current State Assessment: ZYX companies currently lack a unified set of performance targets and metrics, leading to inconsistent service performance assessments.
Governance and Alignment: Effective governance in a SIAM model requires standardized metrics to drive improvement across all service providers. This ensures comparability and unified improvement goals.
Stakeholder Engagement: Involving representatives from each ZYX company at the IT steering group meeting promotes buy-in and ensures the metrics are relevant and acceptable to all parties.
Internal vs. External Metrics: While external metrics provided by SIAMRUS or those from the ZYXS IT director can offer insights, they may not be fully aligned with ZYX's specific needs and context. Directly adopting these without consensus can lead to misalignment and resistance.
Pilot Testing: Running a pilot with metrics from the ZYXS IT director could provide practical insights but does not guarantee consensus or applicability across all service providers.
Common Metrics Agreement: By agreeing on a common set of metrics in a collaborative forum (the IT steering group meeting), ZYX ensures these metrics are tailored, accepted, and effective in driving improvements across the board.
Reference:
SIAM Foundation Body of Knowledge (BoK), Chapter on Performance Management SIAM Professional Body of Knowledge (BoK), Metrics and Reporting Sections

問題 #51
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. Retain existing business
B. invest in their people
C. Control headcount
D. Ensure delivery against contracts

答案：C

解題說明：
* 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.
References:
* SIAM Foundation Body of Knowledge (BoK), Chapter on SIAM Business Case Development
* SIAM Professional Body of Knowledge (BoK), Strategic Alignment Sections

問題 #52
ZYX has decided to appoint ZYXS as service integrator using the lead supplier structure ZYXS will need to fill new roles with additional skilled resources The contract with OUTSCO will be terminated, and all the component services will be transitioned to FIELD$CO: MAILSCO. NETSCO. ZYXD and ZYXS The SIAM Project Board has just agreed that after the transition there will no longer be a requirement for service delivery managers in ZYXUK to manage the outsourced contract with OUTSCO What is the best way to deal with this situation?

A. Directly inform the two service delivery managers as soon as possible and invite them to Amsterdam to meet the ZYXS staff Ask them to be part of the team designing the SIAM model and encourage them to apply for the new roles
B. Leave the service delivery managers in uncertainty about whether their role will cease to exist or not.Offer them a financial incentive to be part of the transition team and stay with ZYXUK until the end if they decide they want to leave
C. inform the ZYXUK Directors of the situation and ask them to review the employment contracts of the service delivery managers. Once they are satisfied that there is no risk to sensitive data, inform the staff that their role will be redundant
D. Conduct a SIAM awareness campaign across all ZYX companies, briefing all staff about the benefits of moving to a SIAM model Ensure that the possibility of staff redundancies is not mentioned until the transition plan has been agreed

答案：A

解題說明：
* Situation Overview:
* The termination of the contract with OUTSCO and the transition to a lead supplier structure with ZYXS as the service integrator has made the roles of the service delivery managers redundant.
* Communication and Involvement:
* Directly informing the service delivery managers promptly shows transparency and respect, reducing uncertainty and speculation.
* Inviting them to participate in designing the new SIAM model involves them in the transition process, utilizing their experience and knowledge, and helping them feel valued.
* Opportunity for New Roles:
* Encouraging the service delivery managers to apply for new roles within the SIAM ecosystem provides them with career opportunities and helps retain experienced staff.
* This approach demonstrates a commitment to employee development and continuity.
* Minimizing Resistance:
* By involving the service delivery managers in the transition, their potential resistance to change can be minimized, ensuring a smoother transition process.
* References:
* SIAM Professional Body of Knowledge (BoK) recommends early and clear communication with impacted staff during transitions.
* ITIL 4: Create, Deliver and Support (CDS) emphasizes the importance of engaging and involving staff in change initiatives.
References:
* SIAM Professional Body of Knowledge (BoK), Chapter on Organizational Change Management
* ITIL 4: Create, Deliver and Support (CDS), Section on Workforce and Talent Management

問題 #53
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