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SIAM & Service Management

Moving from ITSM and ITIL to Modern Service Management

Service Management & ITIL

The IT Service Management (ITSM) world has its foundations in ITIL, traditionally supporting well known processes like Incident management, Change management, Configuration management, etcetera.

In the early days of ITIL and ITSM this was all based on internal IT departments providing services to the organization with little help of external providers. Specialization in IT services was still in its early stages and ITSM was aiming at a better understanding between the IT department and the organization it was a part of.

Over time service management and service delivery have matured a lot and additional concepts and developments changed its course.

Going Beyond ITSM

Service management was no longer an IT only domain, with other internal departments such as HR, Facilities, Legal, Finance and more applying service management principles and making use of the same tools to make their services available to employees. A development that became known as Enterprise Service Management (ESM).

Other developments were based on how an organization or department is organized, how teams work together, how projects are run and how software development is done. Agile, Scrum and DevOps are now well-known concepts in service management.

At the same time organizations started to outsource more and more services. Initially to just a single service provider, but increasingly to multiple service providers. One of the problems that occurred when organizations started to work with multiple providers was the lack of orchestration. This resulted in everyone working towards the same goal instead of working to achieve the goals set for that single provider.

service management - watermelon effect

The Watermelon Effect

The watermelon effect occurs when a report is ‘green on the outside, red on the inside’. The service provider(s) meet individual targets, but the end-to-end service is not meeting the customer’s requirements. This does not deliver a good outcome for the customer, and should also be a concern for the service provider. 

It may be good for the service provider to be meeting its targets, but if the customer is not happy, it will not have a good long-term relationship. In this situation, the target is not aligned to business requirements.

SIAM - A New Approach to Service Management

It became clear to the industry that another approach was required to better manage an ecosystem of service providers. This led to Service Integration and Management (SIAM), a management methodology that can be applied in an environment that includes services sourced from several service providers.

In 2016, Scopism, a management consultancy, worked with a team of experts from many companies to create the SIAM Foundation Body of Knowledge. This BoK is available for free download from the Scopism website. It is linked to a new SIAM certification scheme launched by EXIN, BCS and Scopism. The SIAM Foundation BoK was then followed by the SIAM Professional BoK in 2017 and the associated SIAM Professional certification. In 2019/2020 Scopism released the updated 2nd edition of the SIAM Foundation and Professional Body of Knowledge as well as the SIAM Process Guide.

SIAM BOK for Service Management Professionals
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“It’s a profitable solution for all – collaboration improved, we became more and more of a partner instead of an external supplier. All of this is standard functionality in 4me. With other service management applications, we would have to build and maintain all of these integrations which would have been very costly.”


Dynamic Sourcing With SIAM

SIAM is not a replacement for ITIL or other service management principles. It is a methodology that is of value to any organization that deals with multiple providers. It is used next to other frameworks and approaches and often makes use of many of the concepts from ITIL and others. 

CIOs are now adopting a dynamic sourcing model. The goal is to be able to obtain expertise when it is needed from providers that have the right skills available. You can then let go of these providers when the technologies they support are no longer needed, when the level of service they provide is deemed insufficient, or when there is another supplier that can provide the required level of service at a better price.

Organizations that work with multiple service providers have traditionally struggled to implement their service management tools to support this tight collaboration between their providers and themselves. 4me was built from the ground up to support the required collaboration between service providers and their customers, and for organizations to manage multiple providers. 

Customer Success

Many 4me customers have already improved their SIAM services both with internal and external providers and their customers.

Service Integration and Management Success Story - Savaco

“The SIAM capabilities of 4me, resulting in superb collaboration possibilities, is something we really needed and that only 4me could offer us.”

Service Integration and Management Success Story - Prosus

“With 4me, Prosus has a platform that works seamlessly with all our providers. On top of that, we have more functionality and a reduction in costs of 75%.”

Service Integration and Management Success Story - ssp

“4me’s ability to integrate all of our internal and external service providers has radically improved supplier collaboration.”