Sequencing FitSM® Process Implementations

The implementation sequence of FitSM® processes should allow for a flexible implementation approach. This also allows organizations to adapt based on their specific needs and priorities. However, there is a general recommended sequence that many organizations find effective. Here’s an overview of a typical FitSM® implementation sequence.

1. Foundation

The processes to start the FitSM® implementation are:

• Service Portfolio Management (SPM)
• Service Level Management (SLM)

These processes provide a basis for understanding and managing the services offered. Remember, FitSM® is a service management standard. Knowing which services you are going to manage, is a crucial first step. It significantly influences the remaining process implementations. Think of the prioritization of incidents, service requests, and changes and released. As well as, for example, the determination of requirements for business continuity, capacity and availability of services.

2. Core Operational Processes

Next are the core operational processes, including:

• Incident and Service Request Management (ISRM)
• Configuration Management (CONFM)

These are often implemented early as they’re crucial for day-to-day operations and provide immediate visible benefits. While FitSM® rightfully combines both the incident and the service request management processes into one process, it might be more practical to separate their implementations. Service request management benefits from standardization due to its predictability of requests and the handling of each. While the occurrence of incidents is less predictable. So is the handling of incidents as circumstances may vary over time.

The configuration management process sets the boundaries of those assets and configuration items that fall within the scope of the service management system, or SMS. These boundaries also influence the depth and breadth of the subsequent processes implementations.

3. Change and Release & Deployment Management

After addressing the core operational processes, it is time to address two other operational processes:

• Change Management (CHM)
• Release and Deployment Management (RDM)

These processes help control changes to the organization’s environment, think of changes to assets and configuration items, think of equipment and software, and manage the rollout of new or updated services and service components. Since changes happen on a daily basis, the rollout should be adjacent to the rollout of the previous processes. Or, if resources allow for it, start while the implementation of the previous processes is still in flight.

4. Continual Service Improvement Management

The next process to go live is:

• Continual Service Improvement Management (CSI)

This process is often implemented alongside others to ensure ongoing refinement of practices. And with several processes, and potentially several services, already operational, opportunities for improvement will arise. These should be orderly addressed and per a formalized process.

5. Additional Operational Processes and the First Tactical Processes

• Problem Management (PM)
• Availability and Continuity Management (ACM)
• Capacity Management (CAPM)

These processes help in managing and preventing issues, i.e. problem management, and ensuring service reliability. Ensuring service reliability is the result of the planning activities of service availability management, service continuity management, and capacity management. Proper planning activities by each ensures the reliability of services.

6. Supplier Management

With today’s reality of multiple services and service components offered as a cloud service by third parties, the management of the parties is a critical success factor for service management. It is therefor time to implement:

• Supplier Relationship Management (SUPM)

Supplier Relationship Management deals with external relationships. The increasing dependency on these third parties warrants a solid set of activities, often executed in a collaborative fashion.

7. Information Security

The continuing increase in information security and cybersecurity threats asks for a formalization of the management of each rather sooner than later through a process for:

• Information Security Management (ISM)

While important throughout, formal implementation often comes after core processes are in place.

8. Customer Relationship

8. Customer Relationship:
   • Customer Relationship Management (CRM)

This process helps in managing and improving relationships with customers or service users.

It’s important to note that:

1. This sequence can be adjusted based on organizational priorities.
2. Implementation is often iterative, with processes being refined over time.
3. FitSM® allows for different maturity levels (basic, intermediate, advanced) for each process, so organizations can implement basic levels across all processes before deepening specific ones.
4. Some processes may be implemented in parallel, especially if they’re closely related.
5. When seeking training about what each process entails, and why this sequence is recommended, we encourage you to consider attending a FitSM® Foundation certification training course.

Organizations typically start with a subset of these processes and expand over time, often beginning with those that address their most pressing needs or align with their strategic goals.