Business Process

Management System
Catalyst
Phase 3

Project Charter

Version 3.1 August, 2005

© TeleManagement Forum 2005

Business Process Management System Catalyst Project Charter

NOTICE
This document is a working document of the BPMS team of the TeleManagement Forum (“TM Forum”)
and is provided to members of the team solely for comment and evaluation. It is not yet a Forum Working
Document nor is it a Forum Approved Document. It is solely circulated to the team for the purpose of
assisting with the preparation of a final Working Document in furtherance of the aims and mission of TM
Forum.
No recipient of this document shall in any way interpret this document as representing a position or
agreement of the TM Forum or its members. Although it is a copyrighted document of the TM Forum,
members of the TM Forum are only granted a limited copyright waiver to distribute this document within
their companies and may not make paper or electronic copies for distribution outside their companies.
Any use of this document by the recipient, other than as set forth specifically herein, is at its own risk, and
under no circumstances will the TM Forum be liable for direct or indirect damages or any costs or losses
resulting from the use of this document by the recipient.
This document may involve a claim of patent rights by one or more TM Forum members, pursuant to the
agreement on Intellectual Property Rights between TM Forum and its members, and by non-members of
TM Forum.
Direct inquiries to the TM Forum office:

240 Headquarters Plaza

East Tower – 10th Floor,
Morristown, NJ 07960 USA
Tel No: +1 973 944 5100
Fax No: +1 973 944 5110
TM Forum Web Page: www.tmforum.org

Version 3.1 TeleManagement Forum 2005 Page 2 of15

Business Process Management System Catalyst Project Charter

TABLE OF CONTENTS
1 Project Identification................................................................................................. 4
2 Project Overview ...................................................................................................... 4
3 Project Success Criteria........................................................................................... 5
4 The Business Problem ............................................................................................. 5
4.1 Value Contribution Statements ............................................................................. 5
4.2 CUSTOMER BENEFITS....................................................................................................... 6
4.3 SERVICE PROVIDER BENEFITS .......................................................................................... 6
4.4 SUPPLIER BENEFITS ......................................................................................................... 6
5 Project Scope, Objectives and Deliverables ............................................................ 6
5.1 PROJECT SCOPE................................................................................................................ 6
5.2 PROJECT OBJECTIVES ....................................................................................................... 6
5.3 PROJECT DELIVERABLES .................................................................................................. 6
5.4 PROJECT RULES OF ENGAGEMENT ................................................................................... 7
5.5 RISK IDENTIFICATION AND RISK MITIGATION.................................................................. 7
6 Project Support for the TM Forum Strategic Plan..................................................... 7
7 Relationship to Other TM Forum Projects and Industry Groups............................... 8
7.1 RELATIONSHIP WITH OTHER TM FORUM PROJECTS ......................................................... 8
7.2 LIAISONS WITH INDUSTRY GROUPS.................................................................................. 8
7.3 INPUT TO TMF INDUSTRY GROUP ADVISORY BOARD (IGAB) ........................................ 8
8 Project Diagrams...................................................................................................... 8
8.1 BUSINESS ENVIRONMENT ................................................................................................. 8
9 References............................................................................................................. 10
10 Document History ............................................................................................... 10
11 Resources and Roles ......................................................................................... 12
11.1 PROJECT TEAM RESOURCES AND ROLES ........................................................................ 12
11.2 COMPANY PRINCIPAL CONTACTS .................................................................................. 14

Version 3.1 TeleManagement Forum 2005 Page 3 of15

Business Process Management System Catalyst Project Charter

1 Project Identification
Charter Status: Approved

Program Name: Business Support Systems (BSS)

Project Type: Catalyst

Project Name: Business Process Management Catalyst

New or Extension Project: Project Extension

Expiry Date of Charter May 2006

Industry Sector Wireless & Fixed

Project Sponsor(s): Chip Srull, SBC Communications

cs2519@sbc.com
Peter Wischnewski, Vodafone D2 GmbH
peter.wischnewski@vodafone.com
Steve Harknett, COLT Telecom Group Plc
sharknett@colt-telecom.com
Jose Ricardo Formagio Bueno, CPqD
formagio@cpqd.com.br

Team Leader: Upendra Dharmadhikary, Mahindra British Telecom

upendrak@mahindrabt.com

Project Charter Editor: Upendra Dharmadhikary, Mahindra British Telecom

upendrak@mahindrabt.com

TMF Staff Project Support: Debbie Burkett, TMF

dfburkett@tmforum.org

Target Venue: Phase 3: TMW Dallas 2005

Open Call Date & Method: Birds of Feather session was held in TMW Dallas 2005. Published in News
Central and the www.tmforum.org website in the Technical Program zone.

2 Project Overview
Business Process Management is an emerging approach to realising Business Agility. BPM Solutions
involve the management of business processes across the entire Enterprise. Whilst the eTOM framework
is the starting point to implement Business processes, BPM provides the ability to manage changes to
these business processes over time.
The BPM System enables business users to design and implement optimised business processes in a
flexible and adaptable manner. The BPM System supports a business process modelling environment
that can be shared by business analysts, IT architects and programmers. The modelling environment
creates business process that describes how application system functionality, information and human
activities should interact. Complex Business Process can be broken down into simple process
components linked to Business Rules. The Process engines execute the processes and provide ability to
change and redeploy the processes. Changing the business process requires changes to the graphical
model, regeneration of the metadata and redeployment of the process instances. Once the processes are
executed, Business Process Data provides measures to analyse the business process. Business Rules

Version 3.1 TeleManagement Forum 2005 Page 4 of15

Business Process Management System Catalyst Project Charter

can be modified and redeployed by Business Users. This faster rate of change to operational processes
and the ability to change activities dynamically make an organisation adaptive.
The response to the Catalyst in TMW was very good – more than 250 attendees and maximum
audience for Deep Dive session. More requirements were fed to address the Process Layer & OSS
integration issues and use of business Rules in iBPM Methodology. Also, We need to address the
use of BPM standards for the iBPM implementation and benefits to operators.
Phase 3 of the Catalyst will address these two areas:
How to manage End to End Processes for Mobile Multimedia Service Management Process
How to manage Business Processes related to Network Surveillance and Alarm Resolution
Management.

3 Project Success Criteria

The goal of this project is to demonstrate that BPMS allows processes to be modelled and then
dynamically modified as business requirements are refined or modified.
For the project to be deemed successful, the applicability and usage of BPMS will to be documented and
demonstrated across the following areas:
• Modeling: Demonstrate Business Process Modeling of the scenarios supplied based on the
eTOM and SID framework. USE BPMN and BPEL for Process Definition & Translation to
Executable Process
• Integration: Demonstrate the Integration of the Process Layer with the OSS. Clarify Process
Manager Integration with TIBCO Orchestrator
• Orchestration: Demonstrate the Process Orchestration of various sub processes . Use of Rules
Engine to change the process
• Monitoring & Management: Demonstrate runtime Monitoring and dynamic management of the
Processes
• Analysis: Implement Process Improvements based on Analysis.

4 The Business Problem

Many of the pressures on the use of technology in business have their roots in the requirement to deploy
new or improved business processes. Processes are often implicit within an organization, buried in the
network of people and systems that has evolved over the years. As such, these processes are often very
hard to formally observe and define. It is often difficult for organisations to understand exactly how their
processes work today and even harder to work out how to practically implement improved processes.
Improving customer service, bringing new products to market quickly, cutting out cost inefficiencies and
conforming to new regulations all push business processes and their effective management to the top of
the priority list. These challenges are now forcing many organisations to focus explicitly on processes and
their practical implementation.
Increasingly, companies are looking for a different way of improving business processes, leveraging
dedicated software to capture, design and implement processes across the organisation.
Business Process Management Systems provide the new mantra for Agile Business Process
Management. BPM defines business processes based on the organization strategies and assuring real
value to its customers.
4.1 Value Contribution Statements

The Industry will benefit by achieving achieve Lean Operations using Business Process
Management.

Version 3.1 TeleManagement Forum 2005 Page 5 of15

Business Process Management System Catalyst Project Charter

4.2 Customer Benefits

The End Customer benefits from faster response to their changing requirements.

4.3 Service Provider Benefits

Implementing Business Process Management will provide business agility to Service Providers.
The time to market for new products will be reduced as business processes are reused and
adaptive to increased demands for services. Implementing BP will provide measurable reduction
in Operational Costs.

4.4 Supplier Benefits

This catalyst will provide a holistic approach to Business Process Management to the suppliers
including consultants. They will be able to link the Business benefits of OSS Deployment.

5 Project Scope, Objectives and Deliverables

5.1 Project Scope

Phase 2 of the Catalyst Project will investigate the full life cycle of a Business Process from AS-IS
Process Mapping to the Execution of the TO-BE Design and Dynamic Management. The
scenarios for the Catalyst will focus on the fulfilment processes for Fixed Operators & the
nominated process for Wireless Operators. These scenarios will cover many aspects of the
eTOM model, and will map the chosen scenario onto the relevant areas for the business
processes involved.
The scenarios taken will be attractive to Wireless and Fixed Service Operators. A set of use
cases will be selected to demonstrate the Dynamic management of Business Processes.

5.2 Project Objectives

Work items and Milestones for the project:

• Project charter defined and submitted for TMF approval by Jul 15th, 2005
• First face-to-face team meeting: Europe Meet September 05
• Complete draft of Business Process Management System Specification, with the following
sub-work items by November 1st 2005
o Detailed scenario definitions
o Detailed process modeling based on the eTOM framework
• BPMS Scenario Implementations by 25th Nov 2005

5.3 Project Deliverables

The following are the planned deliverables for this catalyst:

o A demonstration system that showcases how Business Process Management addresses
the project objectives. This demonstration system will be showcased at TMW Dallas
2005.

Version 3.1 TeleManagement Forum 2005 Page 6 of15

Business Process Management System Catalyst Project Charter

o A Business Process Management System Implementation Interface Specification (IIS)

that contains the following (final specification due by December 15, 2005):
ƒ A set of use-cases defining the scope of the demonstration
ƒ Detailed process design and process / system implementation artifacts, e.g.
Process Models and implementation models for the demonstration system
ƒ Detailed description of the Rules Design and development
ƒ Detailed description of how Business Process Models were translated to
Process Execution on different Tools
ƒ Detailed description of BPM standards used
ƒ Any contributions to other working groups (e.g., eTOM, NGOSS, OASIS, BPMG
etc.) will be placed in appendices that can be used as a contribution document to
that group

5.4 Project Rules of Engagement

The BPMS members, as identified in Section 11.1 of this charter, agree the following rules of
engagement:

1. All members of the team will abide by TM Forum By-Laws and operating guidelines.
2. Participants are expected to attend all team meetings (including conference calls, face-to-
face meetings at Team Action Weeks and TeleManagement World events, and any other
face-to-face meetings deemed necessary by the team). It is expected that members who
cannot attend a particular meeting will send apologies, and provide any deliverables that may
be due for that meeting, to the team prior to the scheduled meeting time.
3. Meeting notes shall be produced for each meeting and distributed to the team’s exploder list.
The notes serve as the formal record of all decisions and actions agreed by the team. The
taking of meeting notes may be rotated between team members.
4. Team members will attempt to achieve consensus decisions on all aspects of deliverables.
However, where such a consensus is not forthcoming after a reasonable discussion period,
the team may use a simple majority viewpoint.
5. When actions are assigned to team members, a “due date” will be agreed. In the case where
a slippage is likely, the person responsible is expected to let the team know as soon as
possible so that alternative plans can be proposed. It is acceptable, and may be appropriate,
for the team to request another member to take responsibility or to provide assistance in
support of timely completion of the action item.

5.5 Risk Identification and Risk Mitigation

The Catalyst team is dependent upon infrastructure from Mahindra British Telecom &
Staffware:
ƒ TIBCO(Staffware) will provide licenses for Process Suite
ƒ Mahindra BT to provide hardware for the catalyst work
ƒ Amdocs will provide Licenses for Clarify
ƒ Sponsors will provide detail processes

6 Project Support for the TM Forum Strategic Plan

Version 3.1 TeleManagement Forum 2005 Page 7 of15

Business Process Management System Catalyst Project Charter

This catalyst supports the TMF Strategic Plan by detailing and demonstrating how NGOSS can be
realized in the context of both Web Services and OSS/J APIs. The catalyst scenario also contains
services and infrastructure components that are identified as being hot in the current strategic plan.

7 Relationship to Other TM Forum Projects and Industry Groups

7.1 Relationship with other TM Forum Projects

The following TMF Forum Projects will be extensively used and referenced throughout this
catalyst:
o eTOM: The eTOM Framework will be used to Model Scenario processes;
o SID: The SID will be used as the basis for describing our business environment and
scenario; it will form the basis for the information exchanged across all defined interfaces;
and
o NGOSS Lifecycle Team: Managing the Life cycle of BPM.

7.2 Liaisons with Industry Groups

A formal relationship between this project team and the BPMG initiative (or other applicable
industry groups such as OASIS, Rosetta Net), is not required for this catalyst project. However,
the team will work closely on an informal basis with the BPMG group to ensure mutual
consistency of direction. Lessons learned, as well as probable extensions to the work for other
groups, will be coordinated through the IGAB members for handling beyond the lifecycle of this
catalyst.

7.3 Input to TMF Industry Group Advisory Board (IGAB)

The IGAB is chartered with establishing liaison relationships with standards bodies that are
strategically important to TMF. These include the ITU-T, OSS/J, DMTF, OMG, Rosetta Net, OMA,
and the IETF.

The following is a partial list of the standards bodies from which this project will draw information:
o OASIS – Web Services (BPEL, UDDI)
o W3C – Web Services (WSDL, SOAP, WSCI, XML Schema)
o WS-I – Web Services (WS interoperability specs)
o OSS/J – OSS/J APIs
o Workflow Management Coalition (WfMC) – Process Modeling/Execution (XPDL)

The project will report back to the IGAB on gap standards areas that would need to be addressed
by TMF.

8 Project Diagrams

8.1 Business environment

Business Processes are designed and developed using different tools such as Visio, Word, PowerPpoint,
Excel and numerous modeling tools. The various departments within an organisation tend to use different
process strategies. It is difficult to define & deploy process strategies top -down focusing on realisation of
business objectives. The key elements of Business Process Management are defined in the BPM
Solution below:

Version 3.1 TeleManagement Forum 2005 Page 8 of15

Business Process Management System Catalyst Project Charter

i BPM Map - How does it work

Influencing Factors /
eTO OSS
SID Standards
solution
Business Benchmark
Existing Process
Drivers
/ Business

Existing BPMN Design ‘To-Be’ Process

OSS Gap Process
Analysis Define Performance
Measures (KPI)
Repository
‘As-Is’ Process Business Rules Repository Animation /
Mapping Simulation
Process Model
Process
Analysis Process
Process Executable Process Repository
Process Translation
Instance
Analysis
Dynamic Process Process Executable
Management Execution Process Definition
Process Monitoring
Business Activity
Monitoring Setup &
Process Execution
Validation
Engine

Rule Engine Process OSS / NGOSS Systems

EAI SOA Development
OSS
OSS OSS

Wireline Scenario:

Wire-line scenario is to manage Network Monitoring and problem resolution across many technologies
from an Operational perspective. The process will be implemented through the various stages of the
BPMS Solution as shown above. The Business Support System needs to demonstrate agility in both
implementing Business Processes and dynamically managing existing processes across the enterprise.
The current scenario includes Provision only.

Business Process Design and translation to executable processes is a challenge. Service Providers
need to deploy new or altered processes rapidly and implement them using their current and evolving
OSS. Business Rules will be used to provide agility to Operational Users. We need to monitor the
business processes during their execution and once executed, detailed process analysis needs to be
carried out to identify bottlenecks and best practices for improvements to the business.

Wireless Scenario:
The current wireless scenario is to translate the Goals and Objectives of a Technical Department and
implement it in Operations. An example of this process is being developed to show the various
organisations involved and the timelines attached to each activity. The current business processes are
implemented without a complete Business Process Management Solution. The processes don’t reflect
completeness and an audit trail for process compliance is complex. The translation of the process from
Process Models to Execution is a challenge. It is important that the measures and metrics are developed
with the process linked to them.

Version 3.1 TeleManagement Forum 2005 Page 9 of15

Business Process Management System Catalyst Project Charter

Systems Architecture Diagram is attached for reference. The detail design will be carried out in the first
stage of the Phase 3 Catalyst.
Process Design
Process
Casewise
Monitoring/Analysis
ARIS
SPM
ADONIS
Business Factor

Rules Engine
Order
Order Instance
Schema
Process
Process Execution Orchestration
Order Injector (IPL) (COM)

JMS JMS JMS

Business Works Integration Hub

JMS B
Other Licensed 2
Clarify Inventory Activation Billing
Operator B
Activation

SP OSS
Key: VBDF

TIBCO Amdocs

ILOG Out of Scope

9 References
Reference Description Use by the Project
[Ref 1] Title, revision, date, Describes how the reference was used by the project
source

10 Document History
Revision Date Author Description
0.1 13/07/2005 Upendra First Draft
Dharmadhikary
0.2 15/07/2005 Upendra Updates from comments and submitted for
Dharmadhikary approval.
3.0 July 20, 2005 Debbie Burkett Updated version number to correspond with
previous charters & current phase of project; also

Version 3.1 TeleManagement Forum 2005 Page 10 of15

Business Process Management System Catalyst Project Charter

made minor changes in prep for Approval

Committee review.
3.1 August 18, Tina O'Sullivan Made a number of corrections to format and
2005 Project ID table in advance of web posting.

Version 3.1 TeleManagement Forum 2005 Page 11 of15

 Business Process Management System Catalyst Project Charter

11 Resources and Roles

11.1 Project Team Resources and Roles

Role Name Company Phone E-mail Commitment Comments
Leader, Sponsor and Support Roles (Required)
Sponsor(s) Peter Wischnewski Vodafone peter.wischnewski@vod
afone.com
Chip Srull SBC chip@sbc.com
Steve Harknett COLT Telecom Group Plc Sharknett@colt-
telecom.com
José Ricardo F. Bueno CPqD formagio@cpqd.com.br
Team Leader Upendra Dharmadhikary Mahindra British Telecom upendrak@mahindrabt.
com
TMF Support Manager Debbie Burkett TM Forum dfburkett@tmforum.org
Required Roles in Addition to Leader, Sponsor and Support
Documentation Upendra Dharmadhikary Mahindra British Telecom upendrak@mahindrabt.
Editor(s) com
Information Modeler
Role Name Company Phone E-mail Commitment Comments
Logistics Lead
Technical Lead Colin Crofts Amdocs colin.crofts@amdocs.co
m
BPM Rules Technical Jean-Yves Tripier ILOG jtripier@ilog.com
Lead
Development and
Integration Test Lead
Marketing Lead ** Saleel Tambe Mahindra British Telecom saleelt@mahindrabt.co
m

Version 3.1 TeleManagement Forum 2005 Page 12 of15

 Business Process Management System Catalyst Project Charter

Catalyst Showcase Per Skenhall Teleca OSS per.skenhall@oss.telec

Coordinator ** a.se
Team Link Support

** For a catalyst project, the following roles must be identified prior to approval: Technical Lead, Marketing Lead, Integration Test Lead and
Showcase Coordinator.

Others to be named

Version 3.1 TeleManagement Forum 2005 Page 13 of15

Business Process Management System Catalyst Project Charter

12 Company Principal Contacts

Company Team Member Representative
Amdocs Name: Colin Croft
Title: Senior Business Consultant
Email: colin.crofts@amdocs.com
Phone: + 44 1189555617
Fax: + 441189555201
COLT Telecom Plc Name: Steve Harknett
Title: Head of Process Architecture
Email: sharknett@colt-telecom.com
Phone: + 44 (0)78 8071 4672/ + 44 (0)20 7863 5729
Fax: + 44 (0)20 7947 1176
Fundacao CPqD Name: José Ricardo Formagio Bueno
Title: Project Manager
Email: formagio@cpqd.com.br
Phone: +55 19 37056188
Fax: +55 19 37056786
ILOG Name: Jean-Yves TRIPIER
Title: Director of Marketing
Email: jtripier@ilog.com
Phone: +1 650 567-8102
Fax: +1 650 567-8009
Mahindra British Telecom Name: Upendra Dharmadhikary
Title: Business Process Architect
Email: upendrak@mahindrabt.com
upendra.dharmadhikary@bt.com
Phone: + 44 1908 297734/ 00 44 7717377917
Fax: NA
QinetiQ Name: Nick Webb
Title: Senior Engineer
Management Systems & Requirements
Email: npwebb@QinetiQ.com
Phone: +44(0)1252 395943/ +44(0)1206 306874
Fax: +44(0)1252 396320
SBC Communications Name: Chip Srull
Title: Area Manager – TTC Business Implementation
Email: cs2519@sbc.com
Phone: + 1 312.553.0794
Fax:
Teleca OSS Name: Per Skenhall
Title: Architect, Process Management
Email: per.skenhall@oss.teleca.se
Phone: + 46 40 665 9273
Fax: +46 40 665 90 20
TIBCO (Staffware) Name: Jeremy Wright
Title: Telecom Marketing
Email: jwright@staffware.com
Phone: +44 (7769931651)
Fax:
Vidus Name: Hans Eriksson
Title: Product Marketing
Email: heriksson@road-inc.com
Phone: +44 1628 660914/ +44 7766 714496

Version 3.1 TeleManagement Forum 2005 Page 14 of15

Business Process Management System Catalyst Project Charter

Vodafone D2 GmbH
Fax:
Name: Peter Wischnewski
Title: Head Business Process Management
Email: peter.wishnewski@vodafone.com
Phone: +49 211 533 2536/ +491722900207
Fax: +49 211 533 2804

Version 3.1 TeleManagement Forum 2005 Page 15 of15