Enhanced Telecom Operations Map: The Business Process Framework

eTOM
Enhanced Telecom Operations Map

The Business Process Framework
PROCESS DEFINITION
 Process : A Process describes a systematic, sequenced set of

functional activities that deliver a specified result.
 Business process: A collection of activities that work

together to produce a defined set of products and services. All
business processes in an enterprise exist to fulfill the mission
of the enterprise.
BUSINESS MODEL FOCUS
Past Present Future
•Acquisitions of New •Culture of

•In house Research Innovation
Ideas
Innovation •Steady Improvement •Market Education
•Changing the Rules
•Risk Averse •Constantly Delight
of the Game
•Embracing Risk the customer
•In house Research •Delivery •Customized

•Steady Improvement •High Quality Solutions
Operational •Outsourcing
•Risk Averse •Price
•End-to-End Process
Effectiveness
•Ease of Use •Excellent Support •Self-Service

•Reliability •Quality of Products •One-to-one
Customer Marketing
•Basic Functionality •Service Orientation
Service •Value
MULTIPLYING SERVICES IN THE IT/TELECOM INDUSTRY
TELE MANAGEMENT FORUM
 International consortium of Communications Service Providers

and their Suppliers.
 Mission: Help service providers and network operators automate their
business processes in a cost- and time effective way.
 The work of the TM Forum includes:
• Establishing operational guidance on the shape of business processes

• Agreeing on information that needs to flow from one process activity to
another
• Identifying a realistic systems environment to support the interconnection
of operational support systems.
• Enabling the development of a market and real products for integrating
and automating telecom operations processes.
PURPOSE OF THE FRAMEWORK
 Service providers require well-automated operations processes.
 They are faced with
• Ever-increasing competition
• Unpredictable market
• An industry undergoing shakeup
 The challenges before the service providers are

• Quickly provisioning new customers
• Service quality issues
• Introduction of new value-added services
• Improvements in customer support.
• Manage the integration required in mergers and acquisitions activity due to the
consolidation trend the industry is now experiencing
TOM & eTOM
Objective
 An ‘Industry owned’ common business process model.
 Common definitions to describe processes of a Service Provider.
Agreement on the basic information required to perform each process, sub-
process and process activity.
 A process framework for identifying which processes and interfaces are in
most need of integration and automation.
 Purpose of the framework is to implement a process driven approach for
managing the enterprise.
Focus
 The linkages between the processes.
 Identification of interfaces.
 Common definition of terms.
 Agreement on basic information required for each process and
identification of interfaces.
Telecommunication Management Network (TMN) model
The Network Element Layer is

responsible for Individual Elements of
the Network
This layer deals with vendor specific

management functions and hides these
functions from the layer above, the Network
Management layer. Examples of functions
performed at the Element Management layer
are:
 Detection of equipment errors,
 Measuring power consumption,
 Measuring the temperature of equipment,
 measuring the resources that are being
used, like CPU-time, buffer space, queue
length etc.,
The responsibility of the Network

Management layer is to manage the functions
related to the interaction between multiple
pieces of equipment. Examples of functions
performed at this layer are:
 creation of the complete network view,
 modification of routing tables,
 monitoring of link utilization,
 optimizing network performance, and
 detection of faults.
The Service Management layer is concerned

with management of those aspects that may
directly be observed by the users of the
telecommunication network. These users may
be end users (customers) but also other service
providers (administrations). Service
Management builds upon the management
information that is provided by the Network
Management layer, but does not `see' the
internal structure of the network. Routers,
switches, links etc. can therefore not directly be
managed at Service Management level.
The Business Management layer is

responsible for the management of the whole
enterprise. This layer has a broad scope;
communications management is just a part of it.
Business management can be seen as goal
setting, rather than goal achieving. For this
reason business Management can better be
related to strategical and tactical management,
instead of operational management, like the
other management layers of TMN.
ETOM BUSINESS PROCESS FRAMEWORK – (LEVEL ZERO)
CUSTOMER
Strategy Infrastructure and Product Operations
Market, Product and Customer
Service
Resource
(APPLICATION, COMPUTING & NETWORK)
Supplier/Partner
SUPPLIER/PARTNER
Enterprise Management
SHAREHOLDERS EMPLOYEES STAKEHOLDERS

ETOM BUSINESS PROCESS FRAMEWORK (Level 0)
Three major Process areas:
 Strategy, Infrastructure and Product (SIP)-Planning & Lifecycle
Management
 Operations (OFAB)-Core of Operational Management
 Enterprise Management-Corporate or Business Support
Management.
Strategy,
Infrastructure Operations Process Area
and Product
ETOM BUSINESS PROCESS FRAMEWORK (Level 0): Three basic process areas
 The Operations Process Area is the traditional heart of the SP enterprise and of
the eTOM framework. Includes all operations processes that support both day-to-
day operations support and readiness processes as under:
• Customer (and network) operations and management.
• Sales management and Supplier/partner relationship management.
 The Strategy, Infrastructure & Product Process Area includes processes
that develop the following:
• Strategies and commitment to them within the enterprise.
• Plan, develop and manage the delivery and enhancement of infrastructures and
products.
• Manage the Supply Chain.
 The Enterprise Management Process Area includes those basic business
processes that are required to run and manage any large business. These generic
processes focus on the following:
• Setting and achieving of strategic corporate goals and objectives, as well as
providing those support services that are required throughout an Enterprise.
Four Functional Areas:
 Market, Product and Customer Processes
 Service Processes
 Resource Processes
 Supplier/Partner Processes
CUSTOMER
Market, Product and Customer Processes
Service Processes
Resource Processes
(APPLICATION, COMPUTING & NETWORK)
Supplier/Partner Processes
ETOM BUSINESS PROCESS FRAMEWORK (LEVEL 0):Supporting Functional Process
Structures
 The Market, Product and Customer processes include those dealing with
following :
• Sales and channel management
• Marketing management, product and offer management.
• Operational processes such as managing the customer interface, ordering, problem
handling, SLA management and billing.
 The Service processes include those dealing with following:

• Service development and delivery of service capability
• Service configuration and service problem management
• Quality analysis and rating
ETOM BUSINESS PROCESS FRAMEWORK (LEVEL 0):Supporting Functional Process
Structures
 The Resource processes These Processes include those dealing with following:
• Development and delivery of resource (network and IT) infrastructure
• It’s operational management including aspects such as provisioning, trouble
management and performance management.
• Resource infrastructure supports products and services, as well as supporting the
enterprise itself.
 The Supplier/Partner processes These Processes include those dealing with

following:
• Enterprise’s interaction with its suppliers and partners.
• The above involves both processes that develop and manage the Supply Chain that
underpins product and infrastructure, as well as those that support the operational
interface with its suppliers and partners.
Major Entities enterprise interact with:
 Customer
 Suppliers
 Partners CUSTOMER
 Employees
 Shareholders
 Stakeholders
SUPPLIER/PARTNER

ETOM BUSINESS PROCESS FRAMEWORK (Level 0): Major Interacting Agencies
 Customers, to whom products are sold by the enterprise: the focus of the
business
 Suppliers, who provide resources or other capabilities, 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.
CUSTOMER
Strategy Infrastructure and Product Operations

Strategy and Infrastructure Product Fulfilme Assuranc Billing
Commitment Lifecycle Lifecycle nt e
OSR
Management Management
Marketing and Offer Management Customer Relationship Management
Service Development and Management Service Management and Operations
Resource Development and Management Resource Development and Management

(Application,Computing and Network) (Application,Computing and Network)
Supply Chain Development and Management Supplier/Partner Relationship Management
SUPPLIER/PARTNER
Enterprise Management Enterprise Risk Enterprise

Strategic and Management Effectiveness
Enterprise Planning Management
Knowledge and Stakeholder and
Financial and Asset Research External Relations Human Resources
Management Management Management Management

OPERATIONS VERTICAL PROCESS GROUPINGS
Customer
Operations
Operations Fulfill- Assur- Billing

Support & ment ance
Readiness
 Fulfillment: Responsible for providing customers with their requested products
in a timely and correct manner.
• Translates the customer's business or personal need into a solution which can be
delivered using the specific products in the enterprise’s portfolio.
• Informs the customers of the status of their purchase order
• Ensures completion on time and a delighted customer.
Customer
Operations
Operations
Support
Fulfillment Assurance Billing
And
Readiness
 Assurance: Responsible for the execution of proactive and reactive maintenance
activities:
• Ensures that services provided to customers are continuously available and
performing to SLA or QoS performance levels.
• Performs continuous resource status and performance monitoring to proactively
detect possible failures.
• Collects performance data and analyzes them to identify potential problems and
resolve them without impact to the customer.
• Receives trouble reports from the customer, informs the customer of the trouble
status, and ensures restoration and repair.
Customer
Operations
Operations
Support
And
Readiness
 Billing: Responsible for the collection of appropriate usage records, production
of timely and accurate bills:
• Provides pre-bill use information and billing to customers, for processing their
payments, and performing payment collections.
• Handles customer inquiries about bills, provides billing inquiry status for resolving
billing problems.
• Supports prepayment for services.
Customer
Operations
Operations
Support
And
Readiness
 Operations Support & Readiness: Responsible for providing management,
logistics and administrative support to the FAB process groupings:
• Ensures operational readiness in the fulfillment, assurance and billing areas.
• End-end processes concerned with activities that are less “real-time” than those in
FAB.
Customer
Operations
Operations
Support
And
Readiness
OPERATIONS HORIZONTAL FUNCTIONAL PROCESS GROUPINGS
Customer
Operations
Customer Relationship Management
Service Management and Operations
Resource Management and Operations

(Application,Computing and Network)
Supplier/Partner Relationship Management

 Customer Relationship Management (CRM): Considers the fundamental
knowledge of customers needs and includes all functionalities necessary for the
acquisition, enhancement and retention of a relationship with a customer:
• Retention management, cross-selling, up-selling and direct marketing.
• Includes the collection of customer information and its application to personalize,
customize and integrate delivery.
• Identify opportunities for increasing the value of the customer to the enterprise.
• Applies to both conventional retail and wholesale customer interactions.
Customer
Operations


 Service Management & Operations (SM&O): Focuses on the knowledge of
services (Access, Connectivity, Content, etc.) and includes:
• All functionalities necessary for the management.
• Operations of communications and information services required by or proposed
to customers.
• The focus is on service delivery and management underlying network and IT.
• The functions are closely connected with the day-to-day customer experience.
• The processes are accountable to meet, at a minimum, targets set for Service
Quality, including process performance and customer satisfaction at a service level,
as well as Service Cost.
Customer
Operations


 Resource Management & Operations (RM&O): Maintains knowledge of
resources (application, computing and network infrastructures):
• Responsible for managing all the resources.(e.g. networks, IT systems, servers,
routers, etc.) utilized to deliver and support services required by or proposed to
customers.
• All functionalities responsible for the direct management of all such resources
utilized within the enterprise.
• Assemble information about the resources (e.g. from network elements and/or
element management systems), and then integrate, correlate, summarize that data to
pass on the relevant information to Service Management systems.
Customer
Operations


 Supplier/Partner Relationship Management (S/PRM): Supports the core
operational processes, both the customer instance processes of Fulfillment,
Assurance and Billing and the functional operations processes.
• Processes align closely with a supplier’s or partner’s CRM processes.
• Enables the direct interface with the appropriate lifecycle, end-to-end customer
operations or functional processes with suppliers and/or partners.
• The processes include issuing requisitions and tracking them through to delivery,
mediation of requisitions as required to conform to external processes, handling
problems, validating billing and authorizing payment, as well as quality management
of suppliers and partners.
Customer
Operations


SIP VERTICAL PROCESS GROUPINGS
Customer
Strategy Infrastructure and Product

Strategy and Infrastructure Product
Commitment Lifecycle Lifecycle
 Strategy & Commitment: Responsible for the generation of strategies in
support of the Infrastructure and Product Lifecycle processes.
• Responsible for establishing business commitment within the enterprise to support
these strategies.
• Embraces all levels of operation from market, customer and products, through the
services and the resources on which these depend, to the involvement of suppliers
and partners in meeting these needs.
• Focused on analysis and commitment management and within the enterprise for
generating specific business strategy and gaining buy-in within the business to
implement this strategy.
• Track the success and effectiveness of the strategies and make adjustments as
required.
Customer
Strategy Infrastructure Product

And Lifecycle Lifecycle
Commitment Management Management
 Lifecycle Management: Drive and enable core operations and customer
processes to meet market demand and customer expectations.
• Performance of processes are viewed at the highest levels of the enterprise, due to
their impact on customer retention and competitiveness. There are two end-to-end
Lifecycle Management processes i.e., Infrastructure and Product.
• Lifecycle Management processes have different business cycle times, different types
of objectives for the enterprise and are inherently different processes than operations
processes, i.e., enabling processes rather than operations processes.
• Lifecycle Management processes need to be designed to meet cycle time and other
performance characteristics critical to the success of the enterprise, e.g., new product
time to market, and infrastructure unit cost.
Lifecycle
Management
Infrastructure Product
Lifecycle Lifecycle
 Infrastructure Lifecycle Management: Responsible for the definition,
planning and implementation of all necessary and support infrastructures:
• Application, Computing and Network.
• Business capabilities (operations centers, architectures, etc.).
• Identify new requirements, new capabilities and design and develop new or enhanced
infrastructure to support products.
• Processes respond to needs of the Product Lifecycle Management processes whether
unit cost reductions, product quality improvements, new products, etc.
Customer

 Product Lifecycle Management: Responsible for the definition, planning,
design and implementation of all products in the enterprise’s portfolio:
• Manage products to required profit and loss margins, customer satisfaction and
quality commitments, as well as delivering new products to the market.
• Understand the market across all key functional areas, the business environment,
customer requirements and competitive offerings in order to design and manage
products that succeed in their specific markets.
• Product Development is predominantly a project-oriented process that develops and
delivers new products to customers, as well as new features and enhancements for
existing products and services.
Customer

SIP HORIZONTAL FUNCTIONAL PROCESS GROUPINGS
Customer
Strategy, Infrastructure and Product
Marketing and Offer Management
Service Development and Management
Resource Development and Management

Supply Chain Development and Management

SIP HORIZONTAL PROCESS GROUPINGS
 Marketing & Offer Management: Focuses on the knowledge of running and
developing the core business for an Information & CSP enterprise. It includes
functionalities necessary for defining:
• Strategies for developing new products,managing existing products and
implementing marketing and offering strategies.
• Processes are accountable for commitment to the enterprise for revenue, overall
product results and profit and loss.
• Processes deal with the creation of product, markets and channels; they manage
market and product strategies, pricing, sales, channels, new product development
(and retirement), marketing communications and promotion.
Customer


 Service Development & Management: Focuses on planning, developing and
delivering services to the Operations domain. It includes processes:
• Necessary for defining the strategies for service creation and design.
• Managing existing services, and ensuring that capabilities are in place to meet future
service demand.
Customer


 Resource Development & Management: Focuses on planning, developing and
delivering the resources needed to support services and products to the
Operations domain:
• For defining the strategies for development of the network and other physical and
non-physical resources.
• Introduction of new technologies and inter working with existing ones, managing
existing resources.
• Ensuring that capabilities are in place to meet future service needs.
Customer


 Supply Chain Development & Management: Focuses on the interactions
required by the enterprise with suppliers and partners, who are involved in
maintaining the supply chain:
• Processes ensure that the best suppliers and partners are chosen as part of the
enterprise supply chain.
• They help to support sourcing decisions made by the enterprise, and ensure that the
capabilities are in place for interaction between the enterprise and its suppliers and
partners.
• Ensure that the contribution of suppliers and partners to the supply chain is timely
and delivers the required support.
• Processes include establishing and maintaining all the information flows, managing
any mediation required, and financial flows between the provider and supplier.
Customer


ENTERPRISE MANAGEMENT PROCESS AREA LEVEL 1 PROCESS GROUPINGS
Enterprise
Strategic and Enterprise Risk
Effectiveness
Enterprise Planning Management
Management
Knowledge and
Research
Management
Financial and Asset Stakeholder and Human Resources

Management External Relations Management
Management
 Strategic & Enterprise Planning: Focuses on the processes required to

develop the strategies and plans for the service provider enterprise.
• Includes the discipline of Strategic Planning that determines the business and focus
of the enterprise.
• Develops and coordinates the overall plan for the business working with all key units
of the enterprise.
• Drive the mission and vision of the enterprise.
• Directs IT across the enterprise, provides IT guidelines and policies,funding
approval, etc.
 Enterprise Risk Management: Focuses on assuring that risks and threats to the
enterprise value and/or reputation are identified, and appropriate controls are in
place to minimize or eliminate.
• The identified risks may be physical or logical/virtual.
• Ensures that the enterprise can support its mission critical operations, processes,
applications, communications in the face of a serious incidents, from security
threats/violations and fraud attempts.
 Enterprise Effectiveness Management: Focuses on defining and providing the

tools, methodologies and training to ensure that the enterprise operational
processes and activities are managed and run efficiently and effectively:
• Processes ensure that the enterprise’s operational processes evolve as required over
time; that
• Program and project management processes are effective.
• Quality and performance management processes are effective.
 Knowledge & Research Management: Focuses on knowledge management,
technology research within the enterprise and evaluation of potential technology
acquisitions.
 Financial & Asset Management: Focuses on managing the finances and assets
of the enterprise.
• Financial Management processes include Accounts Payable, Accounts Receivable,
Expense Reporting, Revenue Assurance, Payroll, Book Closings, Tax Planning and
Payment etc.
• Processes collects data, reports on and analyzes the results of the enterprise.
• They are accountable for overall management of the enterprise income statement.
• Asset Management processes set asset policies, track assets and manage the overall
corporate balance sheet.
 Stakeholder & External Relations Management: Focuses on managing the

enterprise's relationship with stakeholders and outside entities. Stakeholders
include shareholders, employee organizations, etc. Outside entities include
regulators, local community, and unions. Some of the processes within this
grouping are Shareholder Relations, External Affairs, Labor Relations, and
Public Relations.
 Human Resources Management: Focuses on the processes necessary for the
people resources that the enterprise uses to fulfill its objectives.
• Processes provide salary structures by level, coordinates performance appraisal and
compensation guidelines, sets policies in relation to people management.
• Employee benefit programs, labor relations, including Union contract negotiations,
safety program development and communication, employee review policies, training
programs, employee acquisition and release processes, retirement processes, resource
planning and workplace operating policies.
• Defines the organization of the enterprise and coordinates its reorganizations.
Thank You

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eTOM

Enhanced Telecom Operations Map

 Process : A Process describes a systematic, sequenced set of

 Business process: A collection of activities that work

Past Present Future

•Acquisitions of New •Culture of

•In house Research •Delivery •Customized

•Ease of Use •Excellent Support •Self-Service

 International consortium of Communications Service Providers

 The work of the TM Forum includes:

• Establishing operational guidance on the shape of business processes

 The challenges before the service providers are

The Network Element Layer is

This layer deals with vendor specific

The responsibility of the Network

The Service Management layer is concerned

The Business Management layer is

Market, Product and Customer

SHAREHOLDERS EMPLOYEES STAKEHOLDERS

Market, Product and Customer Processes

 The Service processes include those dealing with following:

 The Supplier/Partner processes These Processes include those dealing with

SHAREHOLDERS EMPLOYEES STAKEHOLDERS

enterprise directly or indirectly to support its business

 Partners, with whom the enterprise co-operates in a shared area of business

 Stakeholders, who have a commitment to the enterprise other than through

Strategy Infrastructure and Product Operations

Marketing and Offer Management Customer Relationship Management

Service Development and Management Service Management and Operations

Resource Development and Management Resource Development and Management

Supply Chain Development and Management Supplier/Partner Relationship Management

Enterprise Management Enterprise Risk Enterprise

SHAREHOLDERS EMPLOYEES STAKEHOLDERS

Operations Fulfill- Assur- Billing

Customer Relationship Management

Service Management and Operations

Resource Management and Operations

Supplier/Partner Relationship Management

Service Management and Operations

Resource Management and Operations

Supplier/Partner Relationship Management

Service Management and Operations

Resource Management and Operations

Supplier/Partner Relationship Management

Service Management and Operations

Resource Management and Operations

Supplier/Partner Relationship Management

Service Management and Operations

Resource Management and Operations

Supplier/Partner Relationship Management

Strategy Infrastructure and Product

Strategy Infrastructure and Product

Strategy Infrastructure Product

Strategy Infrastructure and Product

Strategy Infrastructure Product

Strategy Infrastructure and Product

Strategy Infrastructure Product

Strategy, Infrastructure and Product

Marketing and Offer Management

Service Development and Management

Resource Development and Management

Supply Chain Development and Management