Case Study: Standing up a SIAM-aligned service operating model and uplifting ITIL service management maturity
Client: Defence Industry Security Program (DISP), via Curijudi Services
Project: DISP Transformation and DMS Sustainment
How Profectus delivered a SIAM-aligned service operating model and uplifted Service Design, Service Transition and Service Operations maturity for the Defence Industry Security Program, then embedded the ongoing service governance to sustain it.
Client and context
The Defence Industry Security Program (DISP) helps Australian businesses understand and meet their security obligations when engaging in Defence projects, contracts and tenders. As a minority shareholder in Curijudi Services, Profectus provides the industry-leading IT Service Management (ITSM) and Service Integration and Management (SIAM) capability that underpins the DISP Transformation Project and the ongoing sustainment of the DISP Management System.
DISP needed to move to a modern, multi-vendor service operating model while raising the maturity of its ITIL service management practices and establishing durable governance. Profectus, through its collaboration with Curijudi, was engaged to uplift DISP ITSM maturity, streamline governance and enhance service delivery operations in line with DISP strategic objectives and operational needs.
The engagement
Profectus provided a Sustainment Process Uplift Lead to deliver a new service operating model aligned to the SIAM framework, uplift all Service Design, Service Transition and Service Operations ITIL capabilities, and provide ongoing service governance within the DISP program. The remit included assigning, onboarding, educating and empowering newly introduced Process Operators, Process Owners and Policy Owners, both internally and within service provider groups, so that roles and responsibilities were clearly documented and operationalised while improvements were championed among service management stakeholders.
The challenge
Modernising service management across a multi-vendor environment placed several compounding demands on the program:
- New operating model: the introduction of a new vendor required the existing System Support Model Plan to be reassessed for maturity and realigned to a hybrid, SIAM-based model
- Undefined accountabilities: Policy Owner, Process Manager and Process Operator roles had to be introduced, documented and operationalised across internal teams and service provider groups
- Process maturity gaps: Service Transition and Service Operations policy, process and procedural documentation needed structured review against a recognised maturity model
- Fragmented governance and tooling: duplicate meetings, limited visibility of action items and the absence of a dedicated ITSM tool constrained consistent, auditable service delivery
Our approach
Profectus worked in a collaborative delivery plan with the Defence Industry Security Branch, sequencing prioritised milestones across four connected workstreams.
SIAM operating model
Profectus assessed the maturity of the existing System Support Model Plan and its alignment with the newly introduced vendor, then developed a revised hybrid Operating Model with designated Policy Owner, Process Manager and Process Operator roles across all ITIL functions. The team established decision and escalation pathways, defined governance, management and operational layers, and produced educational materials supported by training workshops.
Process and procedure uplift
An in-depth review of Service Transition and Service Operations ITIL policy, process and procedural documentation was measured against Profectus criteria aligned with the Axelos ITIL Maturity Model. Recommendations were documented, actions prioritised with stakeholders and progress tracked through CSI sprint cycles on a Kanban board. Profectus authored Process Definition Documents for Change and Release Management, Incident Management, Problem Management and Access Management, each with business rules, process workflows, RACI matrices, CSFs, KPIs and SOPs.
ITSM tooling and gap analysis
Profectus identified efficiencies achievable through a dedicated ITSM tool, facilitated discussions to integrate the Defence Industry Security Branch into the DSMS ITSM platform, and performed a gap analysis to align tooling with the developed Process Definition Documents and policy requirements.
Measures, SLAs and governance
Unique Critical Success Factors and corresponding Key Performance Indicators were defined for each ITIL capability and operationalised through live dashboards. Working with contract managers, Profectus developed realistic SLAs based on KPI trial periods and vendor performance, complemented by a Service Level Management process, and established Strategic, Tactical and Operational governance forums with clear terms of reference, agendas and participant roles, supported by a centralised SIAM Governance website with dynamic Kanban boards.
What we delivered
- Role clarity: clearly defined roles and responsibilities that lifted adoption of the new SIAM Operating Model across DISP and vendor teams
- Matured processes: standardisation that reduced risks and incidents, leading to fewer unplanned outages and more reliable operations
- Efficiency and resource optimisation: ITSM tool automation that cut manual effort, while duplicate meetings were eliminated and resources reallocated more effectively
- Performance and CSI: educated resources using live performance data to drive continual service improvement
- Visibility and risk management: auditable Kanban boards that tracked action item progress, with better risk capture and analysis informing mitigation strategies
- Change and release planning: defined approval gates and communication plans that reduced deployment risk and ensured effective outage notifications
Systems and methods
SIAM · ITIL Service Design, Transition and Operations · Axelos ITIL Maturity Model · Process Definition Documents · RACI matrices · CSFs, KPIs and SLAs · Service Level Management · CSI sprint cycles · Kanban governance boards
The result
Profectus SIAM transformation delivered a significant increase in DISP ITIL maturity, but the true success lies in enhanced daily operations and service delivery effectiveness. The revised operating model, integrating DISP and vendor services, empowered team members by clarifying accountabilities and establishing robust communication channels. This alignment ensured DISP strategic objectives were met while fostering a culture of continual service improvement and operational excellence, sustained through ongoing service governance.