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?
ZYX has implemented a SIAM structure, appointing SIAMRUS as the service integrator. The SIAM strategy is to consolidate to a smaller number of service providers over time as existing contracts expire Until then. ZYX wants all current service providers to be part of the SIAM ecosystem. What should ZYX do?
ZYX has gathered information about their current services. The CEO wants to keep up the momentum in the project by arranging a contract with SIAMRUS to be the external service integrator using their proposed SIAM model. The CIO wants to investigate alternative service integration offerings and structures., to mitigate possible nsks. The CEO has agreed to this Considering the ZYX mandate for change and the ZYX corporate strategy, what is the best way to conduct this investigation?
What is unlikely to be included in the outline business case for NEWGEN?
A consequence of ZYX’s SIAM transition is that the small IT team of 5 staff within ZYXUK, who currently develop and support small stand -alone applications, are being displaced, with their roles outsourced to a new external service provider. This external service provider will provide a standardized approach to the development and B support of bespoke applications across all of the ZYX organizations It is hoped that this will allow similar requirements from different ZYX organizations to be identified a more manner The impacted staff is expected to be reluctant to transfer to the new service provider, who is based outside of the UK and has a very different organizational culture B I he project team is concerned that these staff members may either be reluctant to pass on their knowledge of the existing applications, or may leave before knowledge transfer can take place What would be the most effective strategy for handling this risk?
The SIAM Project Board has decided that a big bang implementation approach is unsuitable for ZYX What is the most likely reason for this decision?
