Telecom Application Map (Etom, Release 3.1)

These physical suffice elements clear then be positi integrityd deep d carry got a baffle to show establishmental, available and early(a) kinds, and support be buzz off in spite of appearance functioning flows that trace runivity paths through the concern. The e tur overstep cock ignore chaffer as the blueprint for regulationizing and categorizing telephone circuit activities (or fulfil elements) that bequeath help deal direction and the starting get for cultivation and integration of occupancy and trading operations back off Systems (BSS and OSS respectively). An substantial additional finish for e gobbler is that it helps to underpin and channel act as by TM assembly members and early(a)s to dispel NGOSS solutions. For wait on suppliers, it submits a telephone avail patience-standard summon point, when considering internal suffice reengineering needs, get bulgenerships, completelyiances, and general in operation(p) agreements with other(a) suppliers.For suppliers, the eTOM fashion model out stresss likely boundaries of move solutions, and the required functions, inputs, and outputs that moldiness be supported by mould solutions. This roll consists of An introduction to the role of the eTOM commercial opening abut textile. An over vista of the eTOM argumentation crop textile, from twain Intra- enterprisingness and Inter-Enterprise conniptionpoints, that garnishs out the main structural elements and attempt. The implications and impact of e backing for function providers and their seam relationships, and how eTOM supports them. A description of extensions to eTOM for line of products to bloodline Interactions. Several Annexes and App fireices, including oral communication and glossary. An Addendum (Addendum D) describing the dish out supplier nterprise borderes and sub- emergencees in a form that is screening down, node-centric, and passim reduce. do mildew decompositions be provided for all plowes from the highest abstract weigh of the simulation to the working take of the eTOM, and more than than another(prenominal) selected lower aim decompositions in the textile argon in whatever case take ond. An Addendum (Addendum F) describing selected routine flows at some(prenominal)(prenominal) levels of celestial horizon and detail that provides passim insight into the industry of eTOM. A separate exertion subscriber line (GB921L) that shows how eTOM can be intentd to model the ITIL goes. ?Tele guidance gathering 2002 GB921v3. 5 Draft 4 paginate 2 eTOM logical argument edge mannequinAnother employment find (GB921B, really under development) outlining implications and impact of e avocation for proceeds providers and their tune relationships, and how eTOM supports them, including a description of intervention of craft to disdain Interactions by eTOM. flavour Annexes and Appendices ii accept material to be re resett lementd from the in-line flow of the enumeration main body, so that the reader does not become embedded in interchangeablely much detail as they read. However, they have a different experimental condition deep down a muniment. Annexes condition prescriptive material, i. e. they have equivalent lieu to the material at bottom the main body of the document, darn Appendices argon non-normative, i. e. they contain material complicated for k instantlyledge or general guidance however which does not range formal agreement and requirements for hirers of the document.Addenda have a similar status to Annexes, but ar presented as a separate document that is an adjunct to the main document. This is typically beca handling otherwise a undivided document would become cumbersome due to its size. Thus, a document body, in concert with its Annexes and Addenda (and their Annexes, if any), represents the normative material presented, while any Appendices in the main document or its A ddenda represent non-normative material, embarrass for info completely. Application nones ar a special document type, utilise to provide insight into how a itemation or other agreed artifact is used in a particular condition or range of application. They argon non-normative as they provide information and guidance only within the field of operation concerned.The basic operations textile continues to be stable even as the Information and communication theory betroth manufacturing continues to change, largely because, like the TM fabrications antecedent Telecom operations Map (TOM), the eTOM melodic line bidding framework Uses a high level and generic approach Reflects a broad set of operations and initiative summons model overtakes Reflects the way serve up providers unfreeze and be architecting their melodic phrasees eTOM is already being widely used eTOM is accepted as the Telco industry standard by utility Providers, Vendors, Integrators and Consulta nts. The eTOM significantly enhances the TOM, the previous(prenominal) de facto standard for profit Provider operations mathematical adjoines for the industry. eTOM has become the effort process, e byplay modifyd, de facto standard for the Information and Communications overhauls industry processes. For those familiar with the TOM, it may be helpful to refer to the prior release of this document (GB921 v3. 0) that includes appendices covering TOM to eTOM Chapter Comparison, and TOM To eTOM work on Name Changes. GB921v3. 6 ?Tele focal point gathering 2003 eTOM Business appendage manikin paginate 3 alliance to Standardization ActivitiesMuch of the vigilance basiss upon which systems will be built atomic number 18 expected to be based on standard interfaces. Relating military tame needs to obtainable, or necessary, standards is a primitive cultivation of the TM Forum in promoting a standardsbased approach to information and communication theory operate attention . Where applicable, the TM Forum uses industry standards in its work to assist the acceptance of standards and to minimize redundant work. People active in centering standardization (in the broadest sense) will find the eTOM effective in setting a top down, enterprise-level, client-centric context of how fudgement specifications need to work together.TM Forum uses animated standards as much as possible. As a result of instruction murder experience through Catalyst projects, TM Forum provides feedback to appropriate standards bodies. NGOSS and eTOM NGOSS is the TM Forums New Generation trading operations Systems and Software program, which delivers a toolkit to guide the definition, development, procural and deployment of OSS/BSS solutions while as thoroughly as defining a strategicalal direction for a much standardized OSS martplace. NGOSS uses a roughhewn personal line of credit process map, systems descriptions, and information models and couples them with pre-de fined integration interfaces, architectural principles and compliance criteria.NGOSSs lengthwise approach enables assistance providers to redesign their key channel processes in line with industry best practices while allowing suppliers to cost-effectively develop OSS software product that can considerably fit into a aid providers IT environment. ?Tele vigilance Forum 2003 GB921v3. 6 rascal 4 eTOM Business help Framework S S A y A n ysstte na em m a D ly D e lyssiis ss essi s & adenine ig n & antiophthalmic factor g n NGOSS sponsoring Tools s es ap s in s M Bu ces M) O o Pr (eT Co nt ra Ne c ut Tec t In ra h te l A no rf rc log ac hi y e & te ct ur e In S f h Da orm are ta at d i (S Mo on ID de & ) l So An Souu An l l t to ii aa n De lyys on De l sis is& ssg iig & nnPr B Pr u oo Bus cc sin ee ssss ine e & & A sss De An s De naa ssg lyy iig l ss nn iss i Co m p Te lia st nce s ?Tele focussing Forum 2003 mannequin P. 1 TM Forum NGOSS Framework get a line P. 1 shows the NGOSS Framework, and the vital role of eTOM within this. eTOM provides the Business Process Map for NGOSS. travel around the NGOSS wheel, eTOM feeds requirements to the Information Model and t wherefore to the Integration Framework and Compliance Criteria. More information on NGOSS is available through the TM Forum nettsite www. tmforum. org GB921v3. 6 C S Coo Soollu n nff o uttiio o Te orrm n m n Te ssttii aanc n n ngg cee eTOM Business Process Framework Page 5Chapter 1- eTOM Business Process Framework Introduction Purpose of the Business Process Framework traditionally in the tele communication theory industry, returns providers delivered end-toend serve to their guests. As much(prenominal), the entire value fibril was controlled by a single enterprise, if necessary via interconnection arrangements with other service providers. However in a liberalized marketplace, service providers are having to respond some(prenominal) to the nodes accessiond demands for superior customer service and to stiffer competition. They have thitherfore been expanding their markets beyond their self-contained boundaries and broadening their argumentation relationships.Service Providers face in truth different regulatory environments and their affair strategies and approaches to competition are quite distinct, nonetheless they share some(prenominal) common land characteristics Heavily dependent upon effective guidance of information and communications engagements to stay competitive Adopting a service charge approach to the way they run their business and their mesh topologys Moving to much of an lengthways Process counselling approach developed from the customers point of involve Automating their client care, Service and Network way Processes Need to unify sore OSSs with legacy systems focalisation on data work offerings and Focusing on total service performance, including customer satisfaction Integrating with current technology (e. g. S DH/SONET and ATM) and mod technologies (e. g. , IP, DWDM) Emphasizing more than of a buy rather than get up approach that integrates systems from multiple suppliers Some Service Providers pick to operate their own communicate and/or information technology infrastructure, while others choose to outsource this segment of their business.The effective exploitation of this information technology and network infrastructure, whether directly operated or outsourced, is an integral part of the service delivery ambit and directly influences the service quality and cost perceived by the end customer. Service Providers will need to become skilled at assessing outsourcing opportunities whether in information technology and/or network infrastructure areas or other areas and then, be skilled at integrating and managing any outsourcing arrangements. ?Tele centering Forum 2003 GB921v3. 6 Page 6 eTOM Business Process Framework To meet both existing and new demands, Service providers still urge ntly require wellautomated operations processes whether they are incumbent providers or new entrants, and whether communications service providers, application service providers, Internet service providers, etc. Some service roviders are struggling with high growth from a start-up phase, others with the commoditization of key cash-cow services, and yet others with the move from a manual-intensive, inconsistent, inflexible environment to one that provides significant improvement in customer focus, service quality, unit cost, and epoch to market. Service providers have to pervasively do business electronically with trading partners, suppliers and wholesale and retail customers. For the maturation Mobile/Wireless and IP Services markets, these service providers are focused on quickly provisioning new customers and supporting service quality issues, while continually reducing development and in operation(p) costs.. For all service providers, on that point is an intense reason to i ntroduce both new value-added services and melodramatic improvements in customer support.There is as well an increasing need for Service Providers to manage the integration required in mergers and acquisitions activity due to the consolidation curl the industry is now experiencing. For the full range of service providers and network floozies, the leash focus of the TM Forums mission is to enable throughout process mechanisation of the business and operations processes that deliver information and communications services. The eTOM is the business process role model for accomplishing this mission. The office of the eTOM is to continue to set a vision for the industry to compete masteryfully through the implementation of business process driven approaches to managing the enterprise.This includes ensuring integration among all vital enterprise support systems concerned with service delivery and support. The focus of the eTOM document is on the business processes used by service p roviders, the linkages amidst these processes, the identification of interfaces, and the use of Customer, Service, imaginativeness, supplier/ quisling and other information by multiple processes. Exploitation of information from every corner of the business will be essential to success in the future. In an ebusiness environment, automation to gain productivity enhancement, increased tax and better customer relationships is vital. Perhaps at no other time has process automation been so searing to success in the marketplace.The over-arching objectives of the eTOM Business Process Framework are to continue to build on TM Forums success in establishing An industry standard business process theoretical account. roughhewn definitions to describe process elements of a service provider. symmetry on the basic information required to perform separately process element within a business activity, and use of this within the boilersuit NGOSS program for business requirements and informa tion model development that can guide industry agreement on contract interfaces, divided data model elements, and supporting system infrastructure and products. A process framework for identifying which processes and interfaces are in most need of integration and automation, and most dependent on industry agreement.This document, the eTOM Business Process Framework and its associated business process modeling, describes for an enterprise the process elements and their relationship that are involved in information and communications services and technologies management. Additionally, the points of interconnection that contract up the lengthwise, customer operations process flows for fulfillment, pledge, heraldic bearing within trading operations, and for dodge, Infrastructure & harvest-tide are addressed. GB921v3. 6 ? TeleManagement Forum 2003 eTOM Business Process Framework Page 7 Note that, although eTOM has been focused on information and communications services and tec hnologies management, this work is also proving to be of interest in other business areas.Service providers need this common framework of processes to enable them to do business streamlinedly and effectively with other entities and to enable the development and use of third- fellowship software without the need for major customization. In an ebusiness environment, this common understanding of process is critical to managing the more interwoven business relationships of todays information and communications services marketplace. eBusiness integration among enterprises seems to be most successful through strong process integration. Recent industry fallout, particularly in relation to dotcoms, does not reduce the pressure for ebusiness automation it strengthens the need to capitalize on ebusiness opportunities to be successful.However, the eTOM is not just an ecommerce or ebusiness process framework, it supports traditional business processes with the integration of ebusiness. Defin e Common speech The eTOM document also provides the definition of common terms concerning enterprise processes, sub-processes and the activities performed within each. Common terminology makes it easier for service providers to negotiate with customers, third party suppliers, and other service providers. See Annex B for the definition of eTOM acronyms and terminology. Consensus Tool The TM Forum produced the TOM initially as a consensus tool for raillery and agreement among service providers and network doers.Its broad consensus of support, which has been built on and all-embracing with the eTOM, enables Focused work to be carried out in TM Forum teams to define flesh out business requirements, information agreements, business application contracts and divided up data model specifications (exchanges between applications or systems) and to review these outputs for consistency Relating business needs to available or required standards A common process view for equipment suppliers , applications builders and integrators to build management systems by combining third party and in-house developments The anticipated result is that the products purchased by service providers and network operators for business and useable management of their networks, information technologies and services will integrate better into their environment, modify the cost benefits of end-to-end automation. Furthermore, a common industry view on processes and information facilitates operator-to-operator and operator-to-supplier process interconnection, which is essential for rapid service provisioning and puzzle handling in a competitive spheric environment.This process interconnection is the key to ebusiness supply chain management in particular. ?TeleManagement Forum 2003 GB921v3. 6 Page 8 eTOM Business Process Framework What is the eTOM? The eTOM is a business process framework, i. e. a reference framework or model for categorizing all the business activities that a service provid er will use. It is NOT a service provider business model. In other words, it does not address the strategic issues or questions of who a service providers target customers should be, what market segments should the service provider serve, what are a service providers vision, mission, etc. A business process framework is one part of the strategic business model and plan for a service provider.The eTOM can be regarded as a Business Process Framework, rather than a Business Process Model, since its aim is to categorize the process elements business activities so that these can then be unite in many different ways, to implement end-to-end business processes (e. g. fulfillment, assurance, complaint) which deliver value for the customer and the service provider. eTOM Release 3. 0 provided a member-approved eTOM Business Process Framework with global agreement from its highest conceptual level to its starting working level. This eTOM Release 3. 5 builds on this to take account of real-wo rld experience in applying this work, and to incorporate new detail in process decompositions, flows and business to business interaction.However, eTOM is still ontogeny in areas such(prenominal) as further lower-level process decompositions and flows, and ongoing feedback together with its linkage with the wider NGOSS program, will be used to guide future development priorities. Note that the development of a total process framework is a significant undertaking with process work that will be phased over time based on member process priorities and member pick availability. This is visible in eTOMs own history, from the original Telecom operations Map (TOM) that was carried forward into the eTOM and broadened to a total enterprise framework, through several generations of detail and refinement, to the current Release. More information on TOM and its associate with eTOM are provided in the previous release of this document (GB921 v3. 0).A great many service providers, as well as s ystem integrators, ASPs and vendors, are working already with eTOM. They need an industry standard framework for procuring software and equipment, as well as to interface with other service providers in an more and more interlinking network of business relationships. Many service providers have payd their own process models because they recognize the need to have a broader industry framework that doesnt just address operations or traditional business processes. GB921v3. 6 ?TeleManagement Forum 2003 eTOM Business Process Framework Page 9 Customer outline, Infrastructure & carre 4 Operations Customer Market, increase & Customer Market, Product and Customer Service Serviceimagination Resource (Application, cypher and Network) (Application, Computing and Network) Supplier/ furnish Supplier/Partner Supplier/Partner Suppliers/Partners Enterprise Management Shareholders TeleManagement Forum October, 2001 Employees Other Stakeholders get in 1. 1 eTOM Business Process Framework direct 0 Processes Figure 1. 1 shows the highest conceptual view of the eTOM Business Process Framework. This view provides an boilers suit context that differentiates schema and lifecycle processes from the operations processes in two large groups, seen as two boxes. It also differentiates the key functional areas in five horizontal layers. In addition, Figure 1. also shows the internal and external entities that interact with the enterprise (as ovals). Figure 1. 2 shows the direct 0 view of direct 1 processes in the eTOM Framework. This view is an boilersuit view of the eTOM processes, but in practice it is the next level the level 1 view of take 2 processes at which users break by to work, as this detail is inevitable in analyzing their businesses. This view is presented later in the document in a series of diagrams examining each area of the eTOM framework. Figure 1. 2 below shows seven unsloped process mathematical groups. These are the end-to-end processes that a re required to support customers and to manage the business.The focal point of the eTOM (as it was for the TOM) is on the snapper customer operations processes of fulfilment, Assurance and Billing (mythologic). Operations Support & hardening is now differentiated from FAB real-time processes to increase the focus on enabling support and automation in FAB, i. e.. on line and immediate support of customers. The strategy & frame upright, as well as the two Lifecycle Management verticals, are also now differentiated because, unlike Operations, they do not directly support the customer, are intrinsically different from the Operations processes and work on different business time cycles. The horizontal process sorts in Figure 1. 2 divulge functional operations processes and other types of business functional processes, e. g. Marketing versus Selling, Service phylogeny versus Service Configuration, etc. The functional processes on the left (within the Strategy & Commit, Inf rastructure Lifecycle Management and Product Lifecycle Management vertical process groupings) enable, support and direct the work in the Operations verticals. ?TeleManagement Forum 2003 GB921v3. 6 Page 10 Customer Strategy, Infrastructure and Product Operations eTOM Business Process Framework Strategy & Commit Infrastructure Lifecycle Mgmt Product Lifecycle Mgmt Operations Support & preparation fulfilment Assurance Billing Marketing and Offer Management Customer family relationship Management Service Development & ManagementService Management & Operations Resource Development & Management Resource Management & Operations egress Chain Development & Management Supplier/Partner kind Management Enterprise Management Strategic & Enterprise plan Brand Management, Market Research & denote Enterprise feel Mgmt, Process & IT Planning & Architecture Human Resource s Management Research & Development Acquisistion & engineering science Financial &a mp Asset Management TeleManagement Forum October, 2001 Stakeholder & extraneous Relations Management Disaster Recovery , Security & postiche Management Figure 1. 2 eTOM Business Process FrameworkLevel 1 Processes As can be seen in Figure 1. , eTOM makes the pursuit improvements to the high level TOM Framework Expands the scope to all enterprise processes. Distinctly identifies Marketing processes due to heightened importance in an ebusiness world. Distinctly identifies Enterprise Management processes, so that everyone in the enterprise is able to identify their critical processes, thereby enabling process framework acceptance crosswise the enterprise. Brings Fulfillment, Assurance and Billing (FAB) onto the high-level framework view to emphasize the customer anteriority processes as the focus of the enterprise. Defines an Operations Support & Readiness vertical process grouping, applicable for all functional layers, except Enterprise Management. To ntegrate ebusiness a nd make customer selfmanagement a reality, the enterprise has to understand the processes it needs to enable for direct, and more and more, online customer operations support and customer self-management. Recognizes triad enterprise process groupings that are distinctly different from operations processes by identifying the SIP processes, i. e. , Strategy & Commit, Infrastructure Lifecycle Management and Product Lifecycle Management. Recognizes the different cycle multiplication of the strategy and lifecycle management processes and the need to separate these processes from the customer priority operations processes where automation is most critical. This is done by decoupling the Strategy & Commit and the two Lifecycle Management processes from the day-to-day, minute-to-minute cycle times of the customer operations processes. GB921v3. 6 ?TeleManagement Forum 2003 eTOM Business Process Framework Page 11 Moves from a customer care or service orientation to a customer relations hip management orientation that emphasizes customer selfmanagement and control, increasing the value customers contribute to the enterprise and the use of information to customize and personalize to the mortal customer. It adds more elements to this customer operations functional layer to represent better the merchandising processes and to integrate marketing fulfillment within Customer Relationship Management. Note that eTOM Customer Relationship Management is very broadly defined and bigger in scope than some definitions of CRM.Ac grappleledges the need to manage resources across technologies, (i. e. , application, reckon and network), by integrating the Network and Systems Management functional process into Resource Management & Operations. It also moves the management of IT into this functional layer as opposed to having a separate process grouping. eTOM is More Than One enumeration It is think that the eTOM Business Process Framework will become a collection of document s and models. The current view is as follows This document the eTOM The Business Process Framework is merged as a core document that explains the overall framework approach and all its elements.In addition, two Addenda are associated with the core document Addendum D provides process descriptions for the eTOM at Level 0, Level 1, Level 2 and selected Level 3 processes Addendum F provides examples of process flows that use the eTOM Business Process Framework and its component process elements to address high-priority business scenarios The eTOM Overview/Executive Summary is a single sheet document that provides an overall view of the eTOM business process framework and highlights key concepts. The eTOM Business Process Framework Model provides a version of the eTOM framework, processes and flows intended for automated process by modeling tools, etc.This is intended to be available in several formats Tool-based (e. g. XML for import into a process analysis environment) Browsable (e . g. HTML) Using This Document A service providers specific process architecture and giving medication structure are highly specific and critical aspects of a providers competitiveness. The eTOM provides a common view of service provider enterprise process elements or business activities that can easily translate to an individual providers internal approaches. The document is not intended to be prescriptive about how the tasks are carried out, how a provider ? TeleManagement Forum 2003 GB921v3. 6 Page 12 eTOM Business Process Framework r operator is organized, or how the tasks are identified in any one organization. It is also not prescriptive about the sequence of Process pieces that are combined to implement end-to-end business processes. The eTOM provides a starting point for detailed work coordinated through TM Forum that leads to an integrated set of specifications that will provide real benefit to both suppliers and procurers in enhancing industry service provider enterpri se management efficiency. This document is not a specification, in the sense that vendors or operators must comply directly. However, it does represent a standard way of naming, describing and categorizing process elements.It will enable unambiguous communication and facilitate the development of standard solutions and reuse of business processes. It is not intended to incorporate all the detail of eventual process implementation, but is more a guiding reference for the industry. One of the strengths of the eTOM is that it can be adoptive at a variety of levels, in whole or in part, depending upon a service providers needs. The eTOM can also act as a translator by allowing a service provider to map their distinct processes to the industry framework. As the process examples are developed, service providers can use and adapt these examples to their business environment.The eTOM Business Process Framework can be used as a tool for analyzing an organizations existing processes and for developing new processes. Different processes delivering the same business functionality can be identified, duplication eliminated, gaps revealed, new process design speeded up, and difference reduced. Using eTOM, it is possible to assess the value, cost and performance of individual processes within an organization. Relationships with suppliers and partners can also be facilitated by identifying and categorizing the processes used in interactions with them. In a similar manner, it is possible to identify the all- key customer relationship processes and evaluate whether they are functioning as required to meet customers expectations. mean AudienceThe eTOM aims at a wide audience of professionals in the Information and Communications Services Industry. For experienced Telecommunications professionals, the eTOM has proven itself to be intuitive and a strong, common framework of service provider enterprise processes. Through TM Forum Catalyst projects and other work, it has been veri fied that the eTOM framework has strong application in many applications and throughout many companies. More information on use of eTOM within the industry is available at the TM Forum website www. tmforum. org The eTOM is aimed at service provider and network operator decision makers who need to know and input to he common business process framework used to enable enterprise automation in a cost efficient way. It is also an beta framework for specialists across the industry working on business and operations automation. The document or framework supports, and is consistent with, many efforts under way in the industry supporting the need to deepen business and operations automation in the information and communications services marketplace. GB921v3. 6 ? TeleManagement Forum 2003 eTOM Business Process Framework Page 13 The eTOM will continue to give providers and suppliers a common framework for discussing complex business needs in a complex industry with complex technologies.For b oth service providers and network operators additional complexities arise from Moving away from developing their own business and operations systems software, to a more procurement and systems integration approach. New business relationships between service providers and network operators The creation of new business relationships and the move away from developing internally are a reaction to market forces. These market forces require service providers and network operators to increase the range of services they offer, reduce time to market for new services, increase speed of service, as well as to drive down systems and functional costs.The eTOM is also aimed at service provider and network operator employees involved in business process re-engineering, operations, procurement and other activities for apprehensiveness the common business process framework being used to drive integration and automation Getting involved in providing processes, inputs, priorities and requirements T he eTOM Business Process Framework is also aimed at designers and integrators of business and operational management systems software and equipment suppliers. They can benefit from understanding how management processes and applications need to work together to deliver business benefit to service providers and network operators.An equally important and related audience is suppliers of management applications, management systems, and networking equipment, who need to understand the deployment environment for their products and solutions. The eTOM Business Process Framework provides a common framework useful in supporting the significant amount of merger and acquisition activity. Common process understanding and a common process framework can greatly improve integration performance for mergers and acquisitions. eTOM is applicable for an established service provider or a new entrant, green field provider. It is important to note that not all areas defined in the eTOM are needfully use d by all providers.As mentioned earlier, the framework is flexible, so that the process elements the specific service providers require can be selected on a modular basis and at the appropriate level of detail for their needs. Benefits of Using eTOM eTOM makes available a standard structure, terminology and classification scheme for describing business processes and their gene building blocks eTOM supplies a foundation for applying enterprise-wide discipline to the development of business processes eTOM provides a basis for understanding and managing portfolios of IT applications in terms of business process requirements ? TeleManagement Forum 2003 GB921v3. 6 Page 14 eTOM Business Process FrameworkUse of the eTOM enables consistent and high-quality end-to-end process flows to be created, with opportunities for cost and performance improvement, and for re-use of existing processes and systems Use of the eTOM across the industry will increase the likelihood that off-the-shelf applica tions will be readily integrated into the enterprise, at a lower cost than custom applications GB921v3. 6 ?TeleManagement Forum 2003 eTOM Business Process Framework Page 15 Chapter 2 eTOM Business Process Enterprise Framework The main purpose of this Chapter is to provide a formal description of the eTOM Business Process Framework, with two distinct outdoor stages The Internal Viewpoint, which considers the processes that characterize the internal behavior of a Service Provider The out-of-door Viewpoint, which considers the processes necessary for a Service Provider to cover external interactions (e. g. xecute electronic transactions) with Customers, Suppliers and Partners in a Value Chain. In the by-line sections both of these viewpoints are presented. The Internal Viewpoint follows the structure of former releases of GB921, the External Viewpoint is new material and a general overview is provided. Internal viewpoint The eTOM Business Process Element Enterprise Framework cons iders the Service Providers (SPs) enterprise, and positions this within its overall business context i. e. the business interactions and relationships, which allow the SP to carry on its business with other organizations. These wider aspects, together with the implications for an eBusiness and eCommerce world are introduced in Chapter 3.This section introduces the eTOM Business Framework and explains its structure and the significance of each of the process areas within it. It also shows how the eTOM structure is decomposed to lower-level process elements. This explanation is useful for those who decide where and how an Enterprise will use eTOM, and those who may be modifying it for use in their Enterprise. To assist the reader in locating the process area concerned within eTOM, a graphical icon of eTOM, alongside the text, is provided to draw attention to the relevant eTOM area. This is highlighted in red to indicate the focus of the adjacent text or discussion. eTOM Conceptual Vi ew The eTOM Business Process Element Enterprise Framework represents the whole of a service providers enterprise environment.At the overall conceptual level, eTOM can be viewed as having three major areas of process, as shown in Figure 2. 1. Strategy, Infrastructure & Product covering planning and lifecycle management Operations covering the core of operational management Enterprise Management covering corporate or business support management ? TeleManagement Forum 2003 GB921v3. 6 Page 16 eTOM Business Process Framework Customer Strategy, Infrastructure & Product Operations Market, Product and Customer Service Resource (Application, Computing and Network) Supplier/Partner Suppliers/Partners Enterprise Management Shareholders Employees Other Stakeholders TeleManagement ForumOctober, 2001 Figure 2. eTOM Business Process Framework Conceptual Structure The Conceptual Structure view provides an overall context that differentiates strategy and lifecycle processes from operation s processes in two large process areas, seen as the two large boxes towards the top of the diagram, together with a third area beneath which is concerned with enterprise management. It also differentiates the key functional areas in quaternity horizontal groupings across the two upper process areas. In addition, Figure 2. 1 shows the internal and external entities (as ovals) that interact with the enterprise. eTOM is a structured catalogue (a taxonomy) of process elements, which can be viewed in more and more detail.When viewed in terms of the flat Functional groupings, it follows a strict power structure where every element is only associated with or parented to a single element at the next higher hierarchical level. In a taxonomy, any activity must be unique, i. e. it must be listed only once. Figure 2. 1 shows the top level (Level 0) Groupings that eTOM is decomposed into. Because the purpose of the eTOM framework is to help SPs to manage their end-toend Business processes, the eTOM enhances the TOM practice of showing how process elements have a strong association with one (or several) end-to-end business processes (e. g. Fulfillment, Assurance, Billing, Product Development etc. which are introduced later in this Chapter). These upright End-To-End groupings are essentially overlays onto the hierarchical top-level horizontal groupings, because in a hierarchical taxonomy an element cannot be associated with or parented to more than one element at the next higher level. Because eTOM was developed to help build and implement the process elements for a Service Provider, it was decided from the start that the primary top-level hierarchy of process elements would be the functional (horizontal) groupings, rather than the endto-end process (vertical) groupings. GB921v3. 6 ?TeleManagement Forum 2003 eTOM Business Process Framework Page 17To understand the eTOM Business Process Framework, each process area is analyzed and decomposed into further groupings and proce sses. For each level of analysis or decomposition, the process area, grouping or process element itself is presented with a brief, summary-level description. At this highest level, the three basic process areas are outlined below. The Operations Process Area is the heart of eTOM. It includes all operations processes that support the customer operations and management, as well as those that enable direct customer operations with the customer. These processes include both day-to-day and operations support and readiness processes.The eTOM view of Operations also includes sales management and supplier/partner relationship management. The Strategy, Infrastructure & Product Process Area includes processes that develop strategies and commitment to them within the enterprise, that plan, develop and manage infrastructures and products, and that develop and manage the provide Chain. In the eTOM, infrastructure refers to more than just the IT and resource infrastructure that supports produ cts and services. It includes the infrastructure required to support functional processes, e. g. , Customer Relationship Management (CRM). These processes direct and enable the Operations processes.The Enterprise Management Process Area includes those basic business processes that are required to run any large business. These generic processes focus on both the setting and achieving of strategic corporate goals and objectives, as well as providing those support services that are required throughout an Enterprise. These processes are sometimes considered to be the corporate functions and/or processes. e. g. , Financial Management, Human Resources Management processes, etc Since Enterprise Management processes are aimed at general support within the Enterprise, they may interface as needed with almost every other process in the Enterprise, be they operational, strategy, infrastructure or product processes.The conceptual view of the eTOM Business Process Framework addresses both the ma jor process areas as above and, just as importantly, the supporting functional process groupings, depicted as horizontal groupings. The functional groupings mull the major expertise and focus required to pursue the business. The four functional groupings are described below The Market, Product and Customer processes include those dealing with sales and channel management, marketing management, and product and offer management, as well as Customer Relationship Management and ordering, problem handling, SLA Management and mission. The Service processes include those dealing with service development and configuration, service problem management, quality analysis, and rating. The Resource processes include those dealing with development nd management of the enterprises infrastructure, whether related to products and services, or to supporting the enterprise itself. The Supplier/Partner processes include those dealing with the enterprises interaction with its suppliers and partners. Th is involves both processes that manage the deliver Chain that underpins product and infrastructure, as well as those that support the Operations interface with its suppliers and partners. ?TeleManagement Forum 2003 GB921v3. 6 Page 18 eTOM Business Process Framework Additionally, in the diagram (Figure 2. 1), the major entities with which the enterprise interacts are shown. These are Customers, to whom service is provided by means of the products sold by the enterprise the focus of the businessSuppliers, who provides products or resources, bought and used by the enterprise directly or indirectly to support its business Partners, with whom the enterprise co-operates in a shared area of business Employees, who work for the enterprise to pursue its business goals Shareholders, who have invested in the enterprise and thus own stock Stakeholders, who have a commitment to the enterprise other than through stock ownership. eTOM CEO Level View Below the conceptual level, the eTOM Business P rocess Framework is decomposed into a set of process element groupings, which provide a first level of detail at which the entire enterprise can be viewed. These process groupings are considered the CEO level view, in that the performance of these processes determines the success of the enterprise. The eTOM Business Process Framework is defined as generically as possible, so that it is independent of organization, technology and service. The eTOM is basically intuitive, business driven and customer focused. To reflect the way usinesses look at their processes, the eTOM supports two different perspectives on the grouping of the detailed process elements Horizontal process groupings, which represent a view of functionallyrelated processes within the business, such as those involved in managing contact with the customer or in managing the supply chain. This structuring by functional groupings is useful to those who are accountable for creating the capability that enables the processes . The IT teams will look at groups of IT functions which tend to be implemented together e. g. the front-of-house applications in the Customer Grouping, back-of-house applications which focus on managing information about the services sold to customers, the network management applications which focus on the technology which delivers the services.For processes delivered by race there is a similar disengagement of workgroups the front-of-house workgroups in the Customer Grouping, back-of-house workgroups which focus on managing information about the services sold to customers, the network management workgroups which focus on the technology which delivers the services. tumid process groupings, which represent a view of end-to-end processes within the business, such as those involved in the overall billing flows to customers. This end-to-end view is important to those people who are accountable for changing, operating and managing the end-to-end processes. These people are more int erested in the outcomes of the process and how they support customer need rather than worrying about the IT or the workgroups that need to work together to deliver the result. GB921v3. 6 ?TeleManagement Forum 2003 eTOM Business Process Framework Page 19 The overlay of the Functional (horizontal) groupings of process elements and the endto-end process (vertical) groupings forms the inborn matrix structure of eTOM. This matrix structure is the core of one of the innovations and unsounded benefits of eTOM it offers for the first time a standard language and structure for the process elements that are understood and used by both the people specifying and operating the end-to-end business, as well as those people who are responsible for creating the capability that enables the processes (whether automated by IT or implemented manually by workgroups).The integration of all these processes provides the enterprise-level process framework for the information and communications service pro vider. This is the Level 0 view of the enterprise and shows the vertical and horizontal process groupings that are the decompositions of the process areas introduced above. These groupings are Level 1 process groupings in the parlance of the eTOM business process model, e. g. Customer Relationship Management, Fulfillment. The Level 0 view, which reveals the Level 1 process detail, is shown in Figure 2. 2. As process decomposition proceeds, each level is decomposed into a set of constituent process elements at the level below.Thus, Level 0 is decomposed into Level 1 processes, Level 1 into Level 2,and so on. The Enterprise Level 0 view decomposes into seven vertical (or end-to-end) Level 1 process groupings as well as eight Horizontal (or functional) Level 1 process groupings in four layers. These Vertical and Horizontal process groupings represent alternative views relevant to different concerns on the way that processes should be associated. Note that we will see that these altern atives have been selected to yield a single, common view of the Level 2 processes defined at the next level of decomposition, and hence do not represent a divergence in the modeling.In addition, there are eight additional enabling and support Level 1 process groupings within Enterprise Management. This full view of the Level 1 processes is shown in Figure 2. 2. Customer Strategy, Infrastructure and Product Operations Strategy Commit Infrastructure Lifecycle Mgmt Product Lifecycle Mgmt Operations Support Readiness Fulfillment Assurance Billing Marketing and Offer Management Customer Relationship Management Service Development Management Service Management Operations Resource Development Management Resource Management Operations Supply Chain Development Management Supplier/Partner Relationship Management Enterprise Management Strategic Enterprise PlanningBrand Management, Market Research Advertising Enterprise Quality Mgmt, Process R esea rch D evelo p m en t IT Planning A rchitecture T ech n o lo g y A cq u isistio n Human Resources Management Disaster Recovery, Security Fraud Management Financial Asset Management TeleManagement Forum October, 2001 Stakeholder External Relations Management Figure 2. 2 eTOM Level 0 View of Level 1 Process Groupings ?TeleManagement Forum 2003 GB921v3. 6 Page 20 eTOM Business Process Framework eTOM Operations Processes To be useful to a Service Provider, the eTOM Process Element Framework must help the SP to develop and operate their business processes.This sections shows how the matrix structure of eTOM offers for the first time a standard language and structure for the process elements that are understood and used by both the people specifying and operating the end-to-end business, as well as those people who are responsible for creating the capability that enables the processes (whether automated by IT or implemented manually by workgroups). OPS Vertical Process Groupings The Operations (OPS) process area contai ns the direct operations vertical process groupings of Fulfillment, Assurance Billing, together with the Operations Support Readiness process grouping (see Figure 2. 3). The FAB processes are sometimes referred to as Customer Operations processes. Customer Operations Operations Support and Readiness Fulfillment Assurance Billing Figure 2. eTOM OPS Vertical Process Groupings The TOM was focused only on the direct customer processes represented by FAB. However, FAB processes were not on the TOM framework map, they were rather an overlay. In an ebusiness world, the focus of the enterprise must be enabling and supporting these processes as the highest priority. Therefore, in the eTOM, Fulfillment, Assurance Billing are an integrated part of the overall framework. Fulfillment this process grouping is responsible for providing customers with their requested products in a timely and correct manner. It translates the customers business or personal need into a solution, which can be del ivered using the specific products in the enterprises portfolio.This process informs the customers of the status of their purchase order, ensures completion on time, as well as a prosperous customer. Assurance this process grouping is responsible for the execution of proactive and reactive maintenance activities to ensure that services provided to customers are ceaselessly available and to SLA or QoS performance levels. It performs continuous resource status and performance monitoring to proactively detect possible failures. It collects performance data and analyzes them to identify potential problems and resolve them without impact to the customer. This process manages the SLAs and reports service performance to the customer.It receives trouble reports from the customer, informs the customer of the trouble status, and ensures restoration and repair, as well as a delighted customer. GB921v3. 6 ? TeleManagement Forum 2003 eTOM Business Process Framework Page 21 Billing this process grouping is responsible for the production of timely and ideal bills, for providing pre-bill use information and billing to customers, for processing their payments, and performing payment collections. In addition, it handles customer inquiries about bills, provides billing inquiry status and is responsible for solvent billing problems to the customers satisfaction in a timely manner. This process grouping also supports prepayment for services.For a high-level view of how the eTOM Process Elements can be used to create Fulfillment, Assurance Billing process flows, please see document GB921 v3. 5 Addendum f, Process Flow Examples. In addition to these FAB process groupings, the OPS process area of the eTOM Framework contains a new, fourth vertical process grouping Operations Support Readiness (see Figure 2. 3). Operations Support Readiness this process grouping is responsible for support to the FAB processes, and for ensuring operational readiness in the fulfillment, assurance a nd billing areas. In general, the processes are concerned with activities that are less real-time than those in FAB, and which are typically concerned less with individual customers and services and more with groups of these.They reflect a need in some enterprises to divide their processes between the immediate customer-facing and real-time operations of FAB and other Operations processes which act as a second-line in carrying out the operational support tasks. Not all enterprises will choose to employ this split, or to position the subdivision in exactly the same place, so it is recognized that in applying the eTOM Business Framework in particular scenarios, the processes in Operations Support Readiness and in FAB may be merged for day-today operation. Nevertheless, it is felt important to acknowledge this separation to reflect a real-world division that is present or emerging in many enterprises.The separation, definition and execution of the Operations Support Readiness proces ses can be critical in taking value of ebusiness opportunities, and is particularly important for successful implementation of Customer Self Management. OPS Horizontal Process Groupings In the OPS process area of the eTOM Framework, there are four OPS functional process groupings that support the operations processes discussed above, and also the management of operations to support customer, service, resource and supplier/partner interactions (see Figure 2. 4). The original TOM Process Framework used the ITU-T TMN Logical Business, Service, and Network Layers to organize the core business processes. This facilitated mapping of the Management Functions defined in TMN, to the TOM processes.As the eTOM Business Process Framework is an evolution of the TOM Process Framework and because the TMN layering approach is still relevant, the TMN Logical Layers continue to be loosely coupled to the functional process groupings. The TM Forum is working with ITU-T to harmonize the eTOM and TMN mo dels. See reference 3 for further information on ITU-T TMN. ?TeleManagement Forum 2003 GB921v3. 6 Page 22 eTOM Business Process Framework Cu stome r Oper ati ons C usto mer R el ation ship Manag emen t Serv ice Man ag ement Op eration s R eso urce Man ag em ent Op erat ion s (Applicati on, C om puting a nd N etwor k) Sup plier/Partn er R elat ionsh ip Man ag em en t Figure 2. eTOM OPS Functional Process Groupings Customer Relationship Management (CRM) this process grouping considers the fundamental knowledge of customers needs and includes all functionalities necessary for the acquisition, enhancement and computer storage of a relationship with a customer. It is about customer service and support, whether storefront, telephone, web or field service. It is also about property management, cross-selling, up-selling and direct marketing for the purpose of selling to customers. CRM also includes the collection of customer information and its application to personalize, customize and integrate delivery of service to a customer, as well as to identify opportunities for increasing the value of the customer to the enterprise.CRM applies to both customary retail customer interactions, as well as to wholesale interactions, such as when an enterprise is selling to another enterprise that is acting as the retailer. The introduction of CRM is a key feature of eTOM over TOM. At the highest, most general level, the TOM Business Process Framework included two process groupings to manage relations with customers, Customer Interface Management and Customer Care. In the TOM, it is explicitly mentioned that Customer Interface Management may effectively be a distinct process within Customer Care or may be performed as part of the lower level Customer Care processes. However, eTOM advances the TOM in several key ways It expands Customer Care to Customer Relationship Management (CRM), which is management approach to supporting and interacting with customers, that enables enterpr ises to identify, attract and increase retention of utile customers. CRM focuses on collection and application of customer data and managing relationships with customers to improve customer retention and customer value contribution to the enterprise. CRM is more than Customer Care or Customer Interface Management, it is the integration of customer acquisition, enhancement and retention through managing the customer relationship over time. For eTOM, CRM also represents the integration of gross sales and Service processes and ensuring a consistent customer interface across all CRM functional processes. GB921v3. 6 ?TeleManagement Forum 2003 eTOM Business Process Framework Page 23 eTOM integrates Customer Interface Management for Fulfillment, Assurance Billing across all the CRM functional processes and with customer processes. Customer Interface Management represents any type of contact, e. g. , phone, email, face-to-face, etc. It expects an integration and coordination across these different interface types, to provide a consistent interface and highlights the requirement for customer process control and customer self management. eTOM also encourages the design of solutions so that systems interfaces used within the enterprise are the same as those used by customers.TOM CRM processes include an expansion of TOM Customer Care processes to Focus on customer retention Improve enterprise process exception customer retort Integrate marketing fulfillment execution Better represent the billing function at the customer level and the need to assure revenue. Service Management Operations (SMO) this process grouping focuses on the knowledge of services (Access, Connectivity, Content, etc. ) and includes all functionalities necessary for the management and operations of communications and information services required by or proposed to customers. The focus is on service delivery and management as opposed to the management of the underlying network and information t echnology. Some of the