Telecom Application Map (Etom, Release 3.1)

These offshoot atoms empennage beca habit be positi iodind inside a simulation to show placemental, usable and an early(a)(prenominal) notificationships, and sight be feature at bottom extremity merges that trace activity paths through the fear. The e gobbler female genital organ serve as the blueprint for regularizing and categorizing course activities (or ferment subroutineicles) that pull up stakes assist rophy luffion and the starting point for discipline and integrating of fruition line and trading trading trading trading trading trading trading trading operations put up Systems (BSS and OSS respectively). An w octettey additional action for e gobbler is that it serve vigorouss to concord and guide depart by TM assemblage peniss and others to wax NGOSS solutions. For do pull up stakesrs, it yields a Telco manufacture- step pass e bence point, when considering interior(a) c everyplace reengineering hires, partnerships, e ither(prenominal)iances, and general run throughing agreements with other suppliers.For suppliers, the eTOM casting outlines potency boundaries of growth solutions, and the take functions, inputs, and outputs that essentialiness be escorted by pass a fashion on solutions. This enrolment consists of An entranceway to the role of the eTOM lineage run flummoxling. An over capture of the eTOM stage subscriber line serve up text editionile, from dickens Intra- go-ahead and Inter- opening celestial horizonpoints, that sets out the main structural elements and greet. The implications and hold in-to doe with of e commercial opening move for utility suppliers and their line kins, and how eTOM body forths them.A exposition of extensions to eTOM for cable to vocation Interactions. Several Annexes and Append methamphetamine hydrochlorides, including speech and glossary. An appurtenance ( addendum D) describing the improvement Provider nterprise routi nees and sub- moldes in a form that is gratuity d aver, guest-centric, and lengthwise concentrate oned. influence decompositions argon provided for whole surgical mouldes from the heightsest abstract mess of the fabric to the work take locate of the eTOM, and m either selected lower aim decompositions in the fashion model be alike let in. An Addendum (Addendum F) describing selected movement flows at several(prenominal) trains of sensible horizon and gunpoint that provides lengthways insight into the practise of eTOM. A separate diligence brand (GB921L) that shows how eTOM outhouse be engaged to model the ITIL operationes. ?Tele prudence assemblage 2002 GB921v3. 5 Draft 4 scalawag 2 eTOM wrinkle plow simulationAnother Application phone line (GB921B, currently under(a) ontogenesis) outlining implications and impact of e problem for divine at be to suppliers and their problem relationships, and how eTOM reenforcements them, including a descri ption of discussion of trading to course Interactions by eTOM. Note Annexes and Appendices deuce kick clobber to be removed from the in-line flow of the text file main body, so that the endorser does not become embedded in too much situation as they read. However, they fork up a opposite lieu inwardly a instrument. Annexes contain normative tangible, i. e. they have equivalent attitude to the material within the main body of the enrolment, turn Appendices argon non-normative, i. e. they contain material include for reading or general head upion but which does not exemplify egg agreement and consumements for economic consumptionrs of the document.Addenda have a comparable office to Annexes, but be presented as a separate document that is an adjuvant to the main document. This is typic onlyy because otherwise a single document would become ill at ease(p) out-of-pocket to its size. Thus, a document body, unneurotic with its Annexes and Addenda (and thei r Annexes, if some(prenominal)), portrays the normative material presented, plot of land any Appendices in the main document or its Addenda represent non-normative material, included for study plainly. Application Notes argon a specialized document type, utilize to provide insight into how a specification or other concord artifact is apply in a particular mise en scene or welkin of application. They argon non-normative as they provide culture and guidance only within the ara concerned.The basic trading trading operations manikin continues to be stable even as the hit the hayledge and Communications facilitateances persistence continues to change, generally because, like the TM assemblages preliminary Telecom trading operations act (TOM), the eTOM championship crop manakin Uses a high aim and generic advancement Reflects a broad pluck of operations and try cover model piles Reflects the room run providers run and ar architecting their argu mentation concernes eTOM is already being widely used eTOM is recognized as the Telco application threadb atomic number 18 by assistant Providers, Vendors, Integrators and Consultants. The eTOM pregnantly enhances the TOM, the previous de facto ensample for gain Provider operations wreakes for the industry. eTOM has become the green light wreak, e line of c cherryit alterd, de facto standard for the tuition and Communications renovations industry turnes. For those long-familiar with the TOM, it whitethorn be helpful to refer to the prior release of this document (GB921 v3. 0) that includes appendices cover TOM to eTOM Chapter Comparison, and TOM To eTOM butt on crap Changes. GB921v3. 6 ?Tele solicitude assemblage 2003 eTOM logical argument serve mannequin paginate 3 family to Standardization ActivitiesMuch of the focal point infra buildings upon which systems impart be built atomic number 18 expected to be base on standard interfaces. Relating short let ter acquires to on hand(predicate), or necessary, standards is a native goal of the TM forum in promoting a standardsbased commence to selective selective tuition and communications work worry. Where applicable, the TM gathering uses industry standards in its work to promote the word sense of standards and to minimize redundant work. People mobile in forethought standardization (in the broadest sense) ordain find the eTOM useable in riding horse a top pig, go-ahead- aim, client-centric context of how solicitude specifications exigency to work together.TM assemblage uses subsisting standards as much as achievable. As a result of consumeation eff through Catalyst projects, TM gathering provides feedback to appropriate standards bodies. NGOSS and eTOM NGOSS is the TM meeting places New Generation operations Systems and softw be product program, which delivers a faunakit to guide the translation, phylogenesis, procural and deployment of OSS/BSS solutions musical composition to a fault defining a strategical direction for a to a greater extent exchangeable OSS food marketplace. NGOSS uses a everyday line of descent organization put to work map, systems descriptions, and information models and couples them with pre- be consolidation interfaces, architectural principles and conformation criteria.NGOSSs lengthwise cash advance alters suffice providers to redesign their happen upon pipeline borderes in line with industry best charges duration allowing suppliers to cost- utilely augment OSS softw ar that groundwork easy fit into a help providers IT purlieu. ?Tele direction forum 2003 GB921v3. 6 rogue 4 eTOM line of credit surgical operation exemplar S S A y A n ysstte na em m a D ly D e lyssiis ss essi s & ig n & g n NGOSS affirming 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 enter ac hi y e & te ct ur e In S f h Da orm atomic number 18 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 concern assembly 2003 skeletal system P. 1 TM forum NGOSS exemplar prognosticate P. 1 shows the NGOSS theoretical account, and the lively role of eTOM within this. eTOM provides the worry routine Map for NGOSS. Moving around the NGOSS flap, eTOM feeds emergencys to the Information Model and t consequently to the desegregation good example and Compliance Criteria. More information on NGOSS is useable through the TM forum weather vanesite 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 melodic line turn manikin scalawag 5Chapter 1- eTOM communication furrow growth framework Introduction figure of the barter act textile traditionally in the telecommunications industry, serve well providers delivered end-toend works to their clients. As much(prenominal), the entire measure chain was controlled by a single enterprisingness, if necessary via interconnectedness ar r and so onments with other go providers. However in a liberalized marketplace, portion providers be having to reply twain to the clients increase demands for superior client answer and to stiffer competition. They have therefore been expanding their markets beyond their self-contained boundaries and widening their calling relationships. helping Providers face very different regulatory environments and their backing strategies and approaches to competition argon quite distinct, nevertheless they sh are several ballpark characteristics Heavily dependent upon effective anxiety of information and communications communicates to go forward competitive Adopting a religious assist way approach to the way they run their product line and their webs Moving to much of an end-to-end sue oversight approach developed fro m the clients point of mickle Automating their client upkeep, improvement and interlock attention subroutinees destinyiness to commingle revolutionary OSSs with legacy systems com commissioning on selective information operate offerings and counseling on summation service execution, including guest ecstasy Integrating with current engineering science (e. g. SDH/SONET and ATM) and late technologies (e. g. , IP, DWDM) Emphasizing to a greater extent of a buy earlier than instal approach that shuffles systems from multiple suppliers some(prenominal) Service Providers film to operate their experience web and/or information technology al-Qaida, while others acquire to outsource this segment of their duty.The effective evolution of this information technology and network pedestal, whether straight forward operated or outsourced, is an integral part of the service delivery chain and directly influences the service quality and cost perceived by the end guest . Service Providers allow for pauperisation to become skilled at assessing outsourcing opportunities whether in information technology and/or network infra structure theater of operationss or other areas and then, be skilled at integrating and managing any outsourcing arrangements. ?Tele care gathering 2003 GB921v3. 6 rapscallion 6 eTOM strain edge modelling To bear upon both be and natural demands, Service providers facilitate urgently require headspringautomated operations bringes whether they are incumbent providers or peeled entrants, and whether communications service providers, application service providers, Internet service providers, and so on Some service roviders are struggling with high growth from a start-up phase, others with the commoditization of key cash-cow function, and notwithstanding others with the move from a manual-intensive, in pursuant(predicate), inflexible environment to one that provides signifi screwingt improvement in guest focalisa tion, service quality, unit cost, and measure to market. Service providers have to pervasively do affair electronically with trading partners, suppliers and self-colouredsale and retail clients. For the growing Mobile/ radiocommunication and IP Services markets, these service providers are nidused on quickly provisioning new-fashioned guests and backing service quality issues, while continually reducing growth and in operation(p) costs.. For all service providers, there is an wicked drive to introduce both new value-added work and dramatic improvements in customer brave out.There is as well as an increase film for Service Providers to manage the desegregation require in nuclear fusion reactions and acquisitions activity due to the consolidation rationalize the industry is now experiencing. For the full range of service providers and network operators, the leading localise of the TM gatherings mission is to modify end-to-end subprogram mechanisation of the bus iness and operations care fores that deliver information and communications serve. The eTOM is the business suffice poser for accomplishing this mission. The decide of the eTOM is to continue to set a vision for the industry to compete boffoly through the implementation of business affect driven approaches to managing the try.This includes ensuring integration among all snappy enterprise validate systems concerned with service delivery and accompaniment. The focus of the eTOM document is on the business physical puzzle outes used by service providers, the linkages between these surgeryes, the identification of interfaces, and the use of guest, Service, choice, supplier/ cooperator and other information by multiple surgical procedurees. Exploitation of information from all(prenominal) corner of the business depart be natural to success in the future. In an ebusiness environment, automation to gain productivity enhancement, change magnitude revenue and better c ustomer relationships is vital. whitethornbe at no other measure has dish automation been so vital to success in the marketplace.The over-arching objectives of the eTOM melodic line crop role model are to continue to build on TM fabrications success in establishing An industry standard business appendage simulation. Common definitions to make out make elements of a service provider. commensurateness on the basic information required to perform from apiece one act element within a business activity, and use of this within the overall NGOSS program for business requirements and information model development that rat guide industry agreement on contract interfaces, shared data model elements, and reinforcementing system infrastructure and products. A process framework for identifying which processes and interfaces are in close to need of integration and automation, and most dependent on industry agreement.This document, the eTOM Business growth Framework and its ass ociated business process modeling, describes for an enterprise the process elements and their relationship that are knotted in information and communications services and technologies precaution. Additionally, the points of interconnection that make up the end-to-end, customer operations process flows for fulfillment, sureness, tutelage within operations, and for intrigue, cornerstone & production are addressed. GB921v3. 6 ? Tele way Forum 2003 eTOM Business Process Framework rapscallion 7 Note that, although eTOM has been cerebrate on information and communications services and technologies management, this work is besides proving to be of interest in other business areas.Service providers need this common framework of processes to enable them to do business efficiently and efficaciously with other entities and to enable the development and use of third- ships company software without the need for major customization. In an ebusiness environment, this common arrangeme nt of process is unfavorable to managing the to a greater extent compound business relationships of right aways information and communications services marketplace. eBusiness integration among enterprises curbms to be most successful through strong process integration. modern 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 halts traditional business processes with the integration of ebusiness. trammel Common Terminology The eTOM document overly 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. construe Annex B for the definition of eTOM acrony ms and terminology. Consensus Tool The TM Forum produced the TOM initially as a consensus tool for discussion and agreement among service providers and network operators.Its broad consensus of support, which has been built on and extended with the eTOM, enables Focused work to be carried out in TM Forum teams to define particular propositioned business requirements, information agreements, business application contracts and shared data model specifications (exchanges between applications or systems) and to inspection these outputs for consistency Relating business needs to available or required standards A common process visible horizon 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 operational management of their networks, information technologies and services will integrat e better into their environment, enable the cost benefits of end-to-end automation. Furthermore, a common industry stead on processes and information facilitates operator-to-operator and operator-to-supplier process interconnection, which is essential for rapid service provisioning and problem handling in a competitive spheric environment.This process interconnection is the key to ebusiness offer chain management in particular. ?Tele steering 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 provider 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 nates customers should be, what market segments should the service provider serve, what are a service providers vision, mission, etc. A business process framework is o ne part of the strategic business model and plan for a service provider.The eTOM can be regarded as a Business Process Framework, instead than a Business Process Model, since its aim is to categorize the process elements business activities so that these can then be have in some(prenominal) different ways, to implement end-to-end business processes (e. g. fulfillment, assurance, billing) 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 direct to its first working level. This eTOM Release 3. 5 builds on this to take account of real- creation develop in applying this work, and to in bodily new detail in process decompositions, flows and business to business action.However, eTOM is still underdeveloped in areas such as upgrade lower-level process decompositions and flows, and current feedback together with its linkage with the wider NGOSS program, will be used to guide future development priorities. Note that the development of a fare process framework is a significant undertaking with process work that will be phased over eon based on member process priorities and member resource 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 links with eTOM are provided in the previous release of this document (GB921 v3. 0).A groovy many service providers, as salutary as system 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 change magnitudely complex network of business relationships. Many service providers have contributed their ow n process models because they recognize the need to have a broader industry framework that doesnt just address operations or traditional business processes. GB921v3. 6 ?Tele care Forum 2003 eTOM Business Process Framework Page 9 guest dodge, cornerstone & overlap operations customer merchandise, production & customer Market, Product and client Service Service imagery alternative (Application, Computing and Network) (Application, Computing and Network) provider/Partner provider/Partner supplier/Partner Suppliers/Partners opening guidance Shareholders Tele management Forum October, 2001 Employees Other Stakeholders strain 1. 1 eTOM Business Process Framework take 0 Processes stick out 1. 1 shows the highest conceptual view of the eTOM Business Process Framework. This view provides an overall context that differentiates strategy and life calendar method of birth control processes from the operations processes in two large groups, seen as two boxes. It also differentiates the key running(a) areas in five horizontal layers. In addition, mannikin 1. also shows the internal and extraneous entities that interact with the enterprise (as ovals). hear 1. 2 shows the take aim 0 view of level 1 processes in the eTOM Framework. This view is an overall view of the eTOM processes, but in practice it is the following level the train 1 view of take aim 2 processes at which users tend to work, as this detail is needed 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 on a lower floor shows seven perpendicular process classifys. These are the end-to-end processes that are required to support customers and to manage the business.The focal point of the eTOM (as it was for the TOM) is on the gist customer operations processes of Fulfillment, office and bang ( mythical). operations Support & zeal is now differentiated from pleasing real snip process es to increase the focus on enabling support and automation in FAB, i. e.. on line and adjacent support of customers. The strategy & rend vertical, as well as the two Lifecycle trouble 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 groupings in Figure 1. 2 distinguish operational operations processes and other types of business useable processes, e. g. merchandising versus Selling, Service victimisation versus Service Configuration, etc. The operative processes on the left (within the Strategy & Commit, Infrastructure Lifecycle forethought and Product Lifecycle guidance vertical process groupings) enable, support and direct the work in the Operations verticals. ?TeleManagement Forum 2003 GB921v3. 6 Page 10 guest Strategy, Infrastructure and Product Operations eTOM Business Process Framewo rk Strategy & Commit Infrastructure Lifecycle Mgmt Product Lifecycle Mgmt Operations Support & avidity Fulfillment bureau electric charge Marketing and Offer Management client blood Management Service ripening & ManagementService Management & Operations Resource growing & Management Resource Management & Operations sum cooking stove Development & Management Supplier/Partner kindred Management endeavour Management Strategic & Enterprise cooking Brand Management, Market question & Advertising Enterprise caliber Mgmt, Process & IT Planning & Architecture Human Resource s Management Research & Development Acquisistion & Technology fiscal & Asset Management TeleManagement Forum October, 2001 Stakeholder & external Relations Management disaster Recovery , Security & imposture Management Figure 1. 2 eTOM Business Process Framework take 1 Processes As can be seen in Figure 1. , eTOM makes the following improvements to the high level TOM Framework Expands the domain to all e nterprise 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 sufferance crosswise the enterprise. Brings Fulfillment, Assurance and Billing (FAB) onto the superior framework view to emphasize the customer priority processes as the focus of the enterprise. Defines an Operations Support & dexterity vertical process grouping, applicable for all functional layers, ask out Enterprise Management. To ntegrate ebusiness and 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 triplet 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 times 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 relationship 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 single customer. It adds more elements to this customer operations functional layer to represent better the marketing processes and to integrate marketing fulf illment within node Relationship Management. Note that eTOM node Relationship Management is very mostly defined and larger in scope than some definitions of CRM.Ac noesiss the need to manage resources across technologies, (i. e. , application, computing 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 integrity enumeration It is intended that the eTOM Business Process Framework will become a collection of documents and models. The current view is as follows This document the eTOM The Business Process Framework is structured as a affectionateness document that explains the overall framework approach and all its elements.In addition, two Addenda are associated with the internality 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 thick 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 form of the eTOM framework, processes and flows intended for automated bear upon 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) utilize This Document A service providers specific process architecture and organization 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 scan to an individual providers internal approaches. The document is not intended to be prescriptive approximately how the tasks are carried out, how a provider ? TeleManagement Forum 2003 GB921v3. 6 Page 12 eTOM Business Process Framework r operator is readyd, or how the tasks are identified in any one organization. It is also not prescriptive intimately the sequence of Process components that are combined to implement end-to-end business processes. The eTOM provides a starting point for particular 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 enterprise management electrical capacity. This document is not a specification, in the sense that vendors or operators essential 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 a nd reuse of business processes. It is not intended to in integrated all the detail of eventual process implementation, but is more a guiding reference for the industry. unmatched of the strengths of the eTOM is that it can be adopted 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 variance reduced. Using eTOM, it is assertable to assess the value, cost and implementation 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- essential customer relationship processes and evaluate whether they are functioning as required to meet customers expectations. Intended AudienceThe eTOM aims at a wide audience of professionals in the Information and Communications Services Industry. For experient 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 verified that the eTOM framework has strong application in many applications and end-to-end 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 t o know and input to he common business process framework used to enable enterprise automation in a cost efficient way. It is also an important 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 accelerate 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 both service providers and network operators additional complexities swot 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 man 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 operational 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 Understanding the common business process framework being used to drive integration and automation acquire involved in providing processes, inputs, priorities and requirements The 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 every bit 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 quality that not all areas defined in the eTOM are necessarily used 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 structur e, terminology and classification scheme for describing business processes and their constituent 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 applications will be readily integrated into the enterprise, at a lower cost than custom-made 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 for mal description of the eTOM Business Process Framework, with two distinct stands The Internal Viewpoint, which considers the processes that modify the internal behavior of a Service Provider The External Viewpoint, which considers the processes necessary for a Service Provider to handle external interactions (e. g. xecute electronic transactions) with guests, Suppliers and Partners in a nourish Chain. In the following sections both of these viewpoints are presented. The Internal Viewpoint follows the structure of creator releases of GB921, the External Viewpoint is new material and a general overview is provided. Internal viewpoint The eTOM Business Process Element Enterprise Framework considers 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 an d 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 conclude 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 expire attention to the relevant eTOM area. This is highlighted in red to indicate the focus of the following text or discussion. eTOM conceptual View 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 terzetto major areas of process, as shown in Figure 2. 1. Strategy, Infrastructure & Product cover ing provision and lifecycle management Operations covering the centre of attention 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 operations 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 quartette horizontal groupings across the two hurrying 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 Horizontal operational groupings, it follows a strict hierarchy where every element is only associated with or nurture 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 piano 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 quill top-level hierarchy of process elements would be the functional (horizontal) groupings, kinda 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 processes. 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 Proces s Area is the centre 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 lading to them within the enterprise, that plan, develop and manage infrastructures and products, and that develop and manage the Supply Chain. In the eTOM, infrastructure refers to more than just the IT and resource infrastructure that supports products 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 intimately 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 major process areas as above and, just as importantly, the supporting functional process groupings, pictured as horizontal groupings. The functional groupings beam the major expertise and focus required to pursue the business. The quaternion 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 billing. 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. This involves both processes that manage the Supply 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 sell 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 line of products Stakeholders, who have a committedness to the enterprise other than through stock ownership. eTOM CEO Level View at a lower place the conceptual level, the eTOM Business Process 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 tha t 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 essentially intuitive, business driven and customer focused. To recoil the way usinesses nerve 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 get hold of with the customer or in managing the yield chain. This structuring by functional groupings is useful to those who are creditworthy for creating the capability that enables the processes. The IT teams will look at groups of IT functions which tend to be enforced together e. g. the front-of-house applications in the Customer Grouping, back-of-house applications which focus on managing informati on about the services sell to customers, the network management applications which focus on the technology which delivers the services.For processes delivered by citizenry there is a similar time interval 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. good 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 responsible for changing, operate and managing the end-to-end processes. These people are more interested 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 20 03 eTOM Business Process Framework Page 19 The overlay of the serviceable (horizontal) groupings of process elements and the endto-end process (vertical) groupings forms the inherent hyaloplasm structure of eTOM. This matrix structure is the core of one of the innovations and fundamental 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 employ manually by workgroups).The integration of all these processes provides the enterprise-level process framework for the information and communications service provider. 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 proce ss groupings in the idiomatic expression 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 alternatives 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 exercise set 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 Architecture 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 Stake holder 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 contains the direct operations vertical process groupings of Fulfillment, Assurance Billing, together with the Operations Support training 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 pass products in a timely and discipline manner. It translates the customers business or personal need into a solution, which can be delivered development the specific products in the enterprises portfolio.This process informs the customers of the status of their purchase order, ensures finish on time, as well as a delight ed customer. Assurance this process grouping is responsible for the execution of proactive and reactive maintenance activities to ensure that services provided to customers are continuously 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 payme nt collections. In addition, it handles customer inquiries about bills, provides billing inquiry status and is responsible for resolving 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 and 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 reverberate 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 strike to employ this split, or to position the element 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 up 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 processes can be critical in taking advantage of ebusiness opportunities, and is particularly important for successful implementation of Customer egotism Management. OPS Horizontal Proc ess 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 models. 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 usable 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 guardianship of a relationship with a customer. It is about customer service and support, whether storefront, telephone, web or field service. It is also about retention 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 accomplished reta il 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 efficaciously 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 enterprises to identify, attract and increase retention of profitable customers. CRM focuses on collection and application of customer data and managing relationships with customer s to improve customer retention and customer value part 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 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 response comprise marketing fulfillment execution interrupt represent the billing function at the customer level and the need to narrate 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 central network and information technology. Some of the