Leaning on a wealth of IT Service Management experience, our consultants are subject matter experts in planning, execution and assurance of all aspects of service management in all environments. Our pragmatic approach can help provide an accelerated route to your objectives.
Option A: Outsourced SIAM
Benefits
- It shifts multi-supplier performance risks away from the IT organisation while making the SIAM provider accountable and responsible
- The SIAM provider can be made to comply to financial and performance expectations in line with agreed statements of work including the stated performance service level agreements
- It allows the customer to leverage the process management capability and best practices of an experienced SIAM provider
- Outsourcing SIAM means flexibility of implementation as well as tried and tested integrator advice
- Enforcement and adherence to the SIAM discipline by all participating parties i.e. customer, integrator and suppliers
- Reduced retained staff need
- Enables easier separation of SIAM provider non-performance
- Single point of visibility and control
- Consistent governance, management and control
Risks
- Added complexity if it’s not governed properly or if the retained organisation’s third-party suppliers do not support a collaborative culture through
transparency - There could be resistance from suppliers to share their performance related oversights with the SIAM provider
- Provision of additional contracts or OLAs between Service Integrator and third-party providers
- Potential single point failure if wrong supplier selected
- Longer lead time to deliver as required detailed specification
Option B: Outsourced Service Management
Benefits
- More suppliers to choose from who have the required knowledge and maturity levels
- Removed the need to run necessary capabilities without retraining or going to market for additional skills
- Less complex than SIAM therefore a shorter time to stand up
- Commercial process is easier
- Many service management providers have ‘off-the-shelf’ services which are a sufficient maturity for the interim state
- More influence over the touch- points and outcomes of the processes
Risks
- The accountability of the integration and reporting lies within the retained organisation which needs to ensure it has the capability
- The integration and reporting will require additional people with the right management
capabilities which increases overall headcount - Temptation to identify a limited number of processes to outsource resulting in more
management for the retained organisation - Finding the right suppliers who have experience of integrating processes across multiple
suppliers - Require a capable retained service management team for assurances
Option C: Inhouse Service Management
Benefits
- Full control of all elements of service management
- Ability of customise more than the outsourced options
- Better knowledge of the business than an outsourced partner initially
- Underpins a ‘build not buy’ IT strategy
- Less complex to own and deliver
- Not constrained by scope limitations in a contract
Risks
- A lack of sufficient service management capability will limit the benefits delivered
- Acquisition of right skills for the capability areas will come at a price
- As the necessary outcomes are mapped to roles there is a high probability of deciding between the desired outcomes and a headcount increase
- Slowest route to meet the maturity desires of the organisation