SIAM Foundation Body of Knowledge



Introduction to SIAM

The first chapter of the SIAM BoK introduces SIAM and its origins in other service management practices, and provides an overview of what is included in the SIAM methodology.

The SIAM ecosystem and the service integrator

At the highest level, SIAM is presented as an 'ecosystem', consisting of three layers:

  1. Customer organization (including retained capabilities)
  2. Service integrator
  3. Service provider(s).

The service integrator layer is SIAM's unique concept to ensure appropriate governance across all service providers.

SIAM structures

There are various options for setting up the service integrator layer. SIAM describes four common structures and discusses their advantages and disadvantages:

  • Externally sourced: An external party takes the role of the service integrator.
  • Internally sourced: The service integration capability is provided with the organization's internal resources.
  • Lead supplier: The role of service integrator is taken by an external party that is also an external service provider.
  • Hybrid: The organization collaborates with an external party to provide the service integration capability.

SIAM practices

SIAM introduces four types of practice:

  • People practices
  • Process practices
  • Measurement practices
  • Technology practices.

For each practice, the SIAM Foundation BoK gives an example and illustrates how it can be applied in a SIAM ecosystem.

SIAM processes

SIAM is not a process, nor does it define a set of processes that organizations should introduce. But SIAM acknowledges that processes are a key element of the SIAM models adopted by individual organizations, and advises that organizations use other processes, which are often familiar ones from other service management practices like ITIL and ISO 20000. These processes should be adapted and enhanced with the SIAM guidance, as necessary to support the integration of multiple-sourced services.

To help organizations with choosing the right processes, the SIAM BoK includes a collection of 'commonly used' processes with high-level descriptions

SIAM roles

Another key element in a SIAM ecosystem are defined roles and responsibilities. The SIAM roadmap therefore includes activities to define, allocate and monitor roles and responsibilities. RACI matrices are a useful tool for mapping the SIAM roles.

SIAM presents a list of typical roles that are mostly familiar from other service management practices, including their typical accountabilities and responsibilities. These roles are assigned to high-level roles that broadly correspond to the layers of the SIAM ecosystem:

  • Customer organization
  • Retained capabilities
  • Service integrator
  • Service provider

SIAM structural elements

SIAM "Structural elements" are organizational entities that have specific responsibilities in the SIAM ecosystem.

SIAM introduces, and gives examples for, three types of structural element:

  • Boards
  • Process forums
  • Working groups.

The SIAM roadmap

The SIAM roadmap is a high-level plan for the implementation of SIAM that consists of four stages:

  1. Discovery and strategy
  2. Plan and build
  3. Implement
  4. Run and improve.

For each stage, the SIAM BoK provides examples of:

  • Objectives
  • Triggers
  • Inputs
  • Activities
  • Outputs.

The SIAM roadmap includes activities for running and improving the organization's SIAM model, so it's not the description of a one-time initiative but of an ongoing effort to adopt and maintain the SIAM ecosystem. The SIAM roadmap is thus arguably similar to the service lifecycle concept known from other service management practices. 

SIAM cultural considerations

Organizations that wish to adopt the SIAM approach face specific cultural challenges, and SIAM includes guidance for three particular cultural aspects that should be considered:

  • Cultural change
  • Collaboration and cooperation
  • Cross-service provider organization.

SIAM drivers

The authors of the SIAM BoK also provide arguments for adopting the SIAM approach. They describe the drivers and motivations for moving to a SIAM model, which can be used to create a business case for the transition to SIAM.

Challenges and risks

The last section of the SIAM BoK describes common challenges and risks associated with adopting the SIAM approach, and ways of addressing those challenges and risks.


SIAM Foundation Process Guides

The SIAM Foundation Process Guides provide a list of some common processes that support SIAM, including

  • Generic descriptions and process objectives
  • Specific SIAM considerations
  • High-level activities
  • Example roles
  • Example metrics
  • Example inputs and outputs


SIAM Professional Body of Knowledge

The SIAM Professional BoK builds on the SIAM foundation publication and provides practical guidance for each of the four stages in the SIAM roadmap. This includes advice on how to address the typical challenges and pitfalls when adopting the SIAM approach.

In addition, the Professional BoK contains summarized information about practices that support the transition to SIAM, such as project management and organizational change management, as well as some real-world case studies.