The “Key Stages” of a SIAM Implementation
How can a client ensure the management of a wide range of suppliers for its own information and communication technology? The tried and tested means of choice is “SIAM” – Service Integration and Management. A practical school of thought for the efficient management of tasks arising from a large number of suppliers. SIAM offers a catalog of measures for the management and control of the services provided by the suppliers – “providers” – as a whole.
In the first part of the blog – Outsourcing, multi-provider, SIAM – how do I put it on paper? – I presented the key stages of a SIAM implementation. To recap:
- Discovery & Strategy;
- Plan & Build;
- Implement;
- Run & Improve.
In this second part, I will take a closer look at the contractual aspects of the service integrator. In the SIAM ecosystem, the “service integrator” is, in a sense, the central intermediary between the client and the suppliers. It coordinates and manages the various suppliers for the client and is seen as a central element in preventing problems and optimizing the network IT organization.
Key Stage “Discovery & Strategy”
The key stage “Discovery & Strategy” should define the SIAM strategy, the structure of the SIAM model and an overarching framework for SIAM governance. An essential component of these definitions should be the envisaged design of the service integrator. In particular, which entity will take on the role of service integrator. The following ideal types can be presented:
- Internal service integrator (a staff or central function within the client organization)
- External service integrator (an independent service integrator appointed as a dedicated third party)
- Service integrator located with the primary supplier or general contractor (lead provider)
Hybrid service integrator (a combination of the above models)Hybrider Service Integrator (Mischform der bereits genannten Möglichkeiten)
Key Stage “Plan and Build”.
In the key stage “Plan and Build”, the outsourcing contract is drawn up, approved by the client for negotiation with the suppliers and finally concluded between all parties involved. The role of the service integrator as a central feature of a SIAM contract model must therefore already be defined at this stage. The rights that the service integrator exercises for the client in managing and controlling the interaction of all providers are incorporated into almost all parts of the contract and must be defined as binding obligations for each individual service provider.
If a hybrid or lead provider – service integrator is selected, a separate part of the outsourcing contract is usually required to clearly define its content. A specific contract should be drawn up for an external service integrator that is coordinated with and references the outsourcing contract.
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