etom framework concepts

Tech Mahindra Limited confidential© Tech Mahindra Limited 2007

eTOM® Framework ConceptsA Practitioner’s Perspective

2

Agenda

Before we begin

Introducing the TeleManagement Forum

What is eTOM and how does it fit in?

The eTOM model 36 K view ( Level 0)





Before we being ….Your understanding !!!!

CONFIDENTIAL© Copyright 2008 Tech Mahindra Limited4 of 62

Your Understanding…

Telecom Eco System composition Telecom Business Challenges Business Process Introducing the TeleManagement Forum What is eTOM and how does it fit in? The eTOM model

CONFIDENTIAL© Copyright 2008 Tech Mahindra Limited5 of 6204/11/23 Confidential © Tech Mahindra 2007 5

Telecom Ecosystem

Telecom Equipment Manufacturers Experience in managing Products belonging to

different Development Life cycle stages Experience in Traditional as well as NGN systems Clients: Leading equipment manufacturers

Telecom Service Providers Encompass the entire range from consulting to

Systems Integration Rich Customer Base: Varying from largest telcos in

Tier 1 to many growing clients belonging to Tier 3

Independent Software Vendors End to end solutions integration expertise: from

product evaluation, recommendations, business process re-engineering to COTS implementation

Relationship Transformation: Many a clients have chosen Tech Mahindra as a preferred vendor

Telecom Ecosystem

•Telecom Service Providers (TSPs)

•Business Operations•Transformation Journey

•Telecom Equipment Manufacturers (TEMs)

•Product Lifecycle Management

• Independent Software Vendors (ISVs)

•Solution Integration•Application Development

TSP TEM

ISV

CONFIDENTIAL© Copyright 2008 Tech Mahindra Limited6 of 62CONFIDENTIAL© Copyright 2007 Tech Mahindra Limited

Telecom Eco System Players

604/11/23

Service Providers

Service Providers

EquipmentVendors

EquipmentVendors

Independent Software Vendors

Independent Software Vendors

WhereR VIn

this ?

WhereR VIn

this ?

VR

Telecom SolutionsProvider

V Understand

All Telecom

Eco systemWell

VR

Telecom SolutionsProvider

V Understand

All Telecom

Eco systemWell


Telecom Business : Challanges

Competition Declining Margins Obsolescence in technology,

system To be in sync with today an

tomorrow is must Partnerships are apparent Cost of technology is inversely

proportional to maturity of the technology

Investment : Should I or Not? Center of focus is no more a

product but a customer C2M, L2C and T2R redefined Regulations Where to invest ? CAPEX How to reduce ? OPEX How to enhance ? PAT


Current Scenario

Reach out Expanding of markets , Customer Base, Geography Going beyond self-contained boundaries to broaden

business relationships Challenges to T2/T3 Service Providers

Meet Demands of Communications, Applications, Internet, etc. Face Challenges of High growth, Commoditization of key cash-

cow services, shift from manual to process based operations e-Business with trading partners, suppliers, wholesale & retail

Customers Introduce new value-added Services Dramatically improve Customer support Mergers and Acquisitions


Market Demands…

Rapid Service Development and T2M Making full use of available infrastructure to support as

many customers. Increase revenue by optimizing network infrastructure

utilization (bandwidth, CPU, memory, DB, call processing, etc.)

Real-time Flow-through Service Delivery Reducing provisioning cycle time

Proactive, Real-time, Content-based, Location- based billing convergent services

Service Level Guarantees across Multi-Service, Multi-Technology, Multi-Provider Infrastructures

Providing high availability and high usage services at reasonable cost, anywhere, anytime

Flexible and Responsive Technology Base…But yesterday’s systems can’t cope

10

Today’s Back-office Reality High manpower costs because of a lack of automated process

flow-through Poor time-to-revenue because of having rigid and inflexible

business processes Weak customer service because of poorly integrated systems

with inaccurate data Slow growth because processes and systems can’t scale Slow new service introduction because of high risks & costs to

make system changes Poor economies of scale because of using hundreds of suppliers

Mar

keti

ng

Sal

es

Cu

sto

mer

se

rvic

e

En

gin

eeri

ng

Pla

nn

ing

Fin

ance

Most processes doesn’t work smoothly – barriers to success Most processes doesn’t work smoothly – barriers to success

11

Today’s Telecom Process Automation Landscape

Thousands of

discrete processes

Hundreds or thousands of

discrete OSS/BSS

applications

Integration of multiple

Applications to achieve automation of a single

process

Limited by complexity of changing systems to

keep up with process enhanceme

nts

Process Automatio

n is not optimized

Changes not affordable


Success Parameters…

Competitive Success = Business Strategy + Continual Operational Effectiveness

Bad Business Process = Lower Profits + Loss of Customers to competitors

Business Process Management is crucial in competitive industries

So is the starting point ……


Business Process…

A set of logically related tasks performed to achieve a defined business outcome/goal for a particular Customer or market

Processes are identified in terms of Beginning and End Points Interfaces and Organizational Units involved, particularly

Customer unit

Service Providers need to visit/revisit Business Process for Engineering , Reengineering , Auditing , Compliance , Analysis etc.

Remove Gaps and Overlaps

14

The TeleManagement Forum (TMF)

Non-profit global consortium focused on Operations Support Systems (OSS) and Business Support System (BSS) issues and solutions

Provide strategic leadership by giving the industry a common direction and approach to solving problems

Members represent the full telecom value/supply chain

Solutions suppliers

Middleware suppliers

Application/ system

suppliers

Service and network

operators

15

Who is Participating?

Over 400 companies… Service Providers Computing and network equipment suppliers ISV Software Solution Providers Customers of communications services

16

Business Process Automation

Modeling business process Defining and engineering of processesDefining systems to implement processesDefining data in information modelDefining integration interfaces Defining architecture for integration

The tools to achieve these steps are provided by NGOSS from end-to-end

17

NGOSS

NGOSS – New Generation Operations Systems and Software

Addresses…. Operations costs Development costs Integration costs Future direction for Telecom/Communications IT

Enables…. Better customer service Rapid service evolution Technology choices without OSS worries Affordable and supportable OSS solutions

18

Who Needs a New Way to Do OSS?

Service Providers Operational agility Cost effective OSS/BSS implementations Long term direction for IT strategy

OSS Software Vendors Affordable development costs Supportable Software

Systems Integrators Predictable, repeatable, scalable, implementation

projects

19

NGOSS – New Generation OSS

STEP 1. Define the Business Challenge

Busines

s

Busines

s

Pro

cess

Anal

ysis

Proce

ss A

nalys

is

& Des

ign

& Des

ignBusi

ness

Busines

s

Pro

cess

Anal

ysis

Proce

ss A

nalys

is

& Des

ign

& Des

ign

STEP 4. Execute the

Business Solution

Conformance

Conformance

Testing &

Testing &

Deployment

Deployment

Conformance

Conformance

Testing &

Testing &

Deployment

Deployment

STEP 2. Architect the

Business Solution

Systems

Systems

Analysis &

Analysis &Design

Design

Systems

Systems

Analysis &

Analysis &Design

Design

STEP 3. Implement the

Business Solution

Solutio

n

Solutio

n

Desig

n &

Desig

n &

Inte

gratio

n

Inte

gratio

n

Solutio

n

Solutio

n

Desig

n &

Desig

n &

Inte

gratio

n

Inte

gratio

n

NGOSSNGOSSSupportingSupporting

ToolsTools

20

NGOSS – New Generation OSS

STEP 1. Define the Business Challenge

Busines

s

Busines

s

Pro

cess

Anal

ysis

Proce

ss A

nalys

is

& Des

ign

& Des

ignBusi

ness

Busines

s

Pro

cess

Anal

ysis

Proce

ss A

nalys

is

& Des

ign

& Des

ign

STEP 4. Execute the

Business Solution

Conformance

Conformance

Testing &

Testing &

Deployment

Deployment

Conformance

Conformance

Testing &

Testing &

Deployment

Deployment

STEP 3. Implement the

Business Solution

Solutio

n

Solutio

n

Desig

n &

Desig

n &

Inte

gratio

n

Inte

gratio

n

Solutio

n

Solutio

n

Desig

n &

Desig

n &

Inte

gratio

n

Inte

gratio

n


ToolsTools

Busi

ness

Pr

oces

s M

ap

(eTO

M)

STEP 2. Architect the

Business Solution

Systems

Systems

Analysis &

Analysis &Design

Design

Systems

Systems

Analysis &

Analysis &Design

DesignShared

Information

& Data

Model (SID

)

Tech

nolo

gy

Neutral

Arch

itect

ure

Complianc

e Tests

21

How does eTOM fit in?

Enhanced Telecom Operations Map (eTOM)The Business Process Framework describes all the enterprise processes required by a service provider.


Why Start With eTOM?

Business Needs MUST be the Driving Force – NOT Technology or systems

23

eTOM: What is it?

A Telecommunications Service Provider Business Process framework

Provides business-oriented view Useful for planners/ managers/ strategists Emphasizes structure/ process components/ process

interactivity/ roles/ responsibilities Sets requirements for (but is neutral towards) system

solution/ architecture/ technology/ implementation

What eTOM is not !!!!

NOT a Service Provider Business Model

Does not address strategic questions like: Who a Service Provider’s target customer should be? What market segment should the Service Provider serve? What a Service Provider’s Vision, Mission, SOD are?

04/11/23 CONFIDENTIAL© Copyright 2007 Tech Mahindra Limited 24

25

eTOM: Face Off

For Service Providers Serves as the blueprint for process direction Provides a neutral reference point for internal process

re-engineering needs/ partnerships/ alliances General working agreements with other enterprises

For Suppliers Outlines potential boundaries of software components

to align with customer’s needs Provides insight on the required functions, inputs and

outputs that must be supported by products


eTOM Benefits…

High-quality, enterprise-wide view Standard Structure, Terminology and Classification

scheme for Key Business Processes Basis for Ensuring IT Applications meet Business

Requirements Identifies Areas for Cost Improvement, Performance Enhancement and Re-use of Processes and Systems Helps Drive Development of Off-The-Shelf Applications Ease of Process Interconnection

27

A Brief History of eTOM

1995–1999 Original TOM (Telecom Operations Map) developed

2000–2001 evolution of TOM towards eTOM 2001–2002 eTOM v1.0, and v2.0 developed May 2002 eTOM v3.0 is TMF Approved end 2002 Updates to core eTOM released to

Members Sept 2003 Submission of eTOM to ITU-T Q3/Q4 2003 eTOM v3.5/v3.6 released for evaluation Mar 2004 eTOM v4.0 is TMF Approved Apr 2004 ITU-T adopts eTOM as a formal standard Nov 2004 eTOM v4.6 is released Nov 2005 eTOM v6.0 is released Aug 2007 eTOM v7.0 is released Current eTOM Version 8.x

“e” for enhanced

CONFIDENTIAL© Copyright 2007 Tech Mahindra Limited

Transition from TOM eTOM

eTOM wanted to evolve this model in order to make it more suitable for an eBusiness environment and thus encompass the greater variety and complexity of relationships in that environment

Focus on eBusiness Focus on Strategy as well as Operations along with equal

emphasis on Enterprise

Network and Systems Management Processes

Service Development and Operations Processes

Customer Care Processes

Customer

Network Element Management Processes

Info

rmatio

n S

yste

ms M

an

ag

em

en

t Pro

cesses

NetworkPlanning andDevelopment

NetworkProvisioning

NetworkMaintenance &

Restoration

Network DataManagement

NetworkInventory

Management

ServicePlanning andDevelopment

ServiceProblem

Management

ServiceQuality

Management

Rating andDiscounting

ServiceConfiguration

Customer Interface Management Processes

SalesOrder

Handling

Invoicingand

Collections

ProblemHandling

CustomerQoS

Management

Physical Resource and Information Technology


Customer

Enterprise

EmployeesShareholders Other Stakeholders

Suppliers / PartnersRunTheBusiness

PlanTheBusiness Strategy, Infrastructure and

ProductOperations

Market, Product and Customer

Service

Resource (Application, Computing and Network)

Supplier / Partner

Management

Sales & Channel, Mktg, Product & Offer Mgmt, Cust Intface Mgmt, Ordering, Prob Handling, SLA Mgmt, Billing

ManageTheBusiness

Development & Delivery of Resource Infrastructure, Its Ops Mgmt – Provisioning, Trouble Mgmt, Performance Mgmt

Service Development & Service Capability Delivery, Service Config, Service Prob Mgmt, Quality Analysis, Rating

Ent’s Interactions with Its Suppliers & Partners (Supply Chain + Ops Interface with Suppliers & Partners)

The eTOM Model : Level 0 : Conceptual

30

eTOM: Enhanced Telecom Operations Map®

Enterprise Management

Strategy, Infrastructure & Product

Operations

Customer

Strategy, Infrastructure

& Product


31



Strategy, Infrastructure & Product Operations

Customer

Enterprise EffectivenessManagement

Enterprise RiskManagement

Strategic & EnterprisePlanning

Knowledge & ResearchManagement

Financial & AssetManagement

Stakeholder & ExternalRelations Management

Human ResourcesManagement

32




Operations

Customer








33



Strategy, Infrastructure & Product OperationsAssuranceOperations

Support &Readiness

Customer








FulfilmentBillingOperations

Support & Readiness FAB

FulfilmentAssuranceBilling

34




Fulfilment Assurance BillingProductLifecycleManagement

InfrastructureLifecycleManagement

OperationsSupport &Readiness

Strategy &Commit

Customer








SIPStrategy , & Commit

Infrastructure Lifecycle Management

Product Lifecycle Management

35







Strategy &Commit

Customer








S I P O F A B

7 Verticals

36







Customer Relationship Management

Strategy &Commit

Marketing & Offer Management

Customer








37








Service Management & Operations

Strategy &Commit


Service Development & Management

Customer








38




Fulfillment Assurance BillingProductLifecycleManagement





Resource Management & Operations

Strategy &Commit



Resource Development & Management

(Application, Computing and Network)(Application, Computing and Network)

Customer








39










Supplier/Partner Relationship Management

Strategy &Commit




Supply Chain Development & Management


Customer








40

Element Management

Network Management

BusinessManagement

ServiceManagement

TMN Pyramid Model

41

Element Management

Network Management

BusinessManagement

ServiceManagement

TMN Layers correspond with TOM horizontals




Customer


Info

rma

tion

Sy

ste

ms

Ma

na

ge

me

nt P

roc

es

se

s


NetworkProvisioning


Restoration


NetworkInventory

Management


ServiceProblem

Management

ServiceQuality

Management




SalesOrder

Handling

Invoicingand

Collections

ProblemHandling

CustomerQoS

Management


eTOM vs TMN

42

Element Management

Network Management

BusinessManagement

ServiceManagement

TMN Layers correspond with TOM horizontals

TOM processes are captured in “FAB” area of eTOM Operations

eTOM maps the NGOSS Business View




Customer


Info

rmatio

n S

yste

ms M

an

ag

em

en

t Pro

cesses


NetworkProvisioning


Restoration


NetworkInventory

Management


ServiceProblem

Management

ServiceQuality

Management




SalesOrder

Handling

Invoicingand

Collections

ProblemHandling

CustomerQoS

Management











Strategy &Commit






Customer









ToolsTools

ContractsContracts

eTOM vs TMN

eTOM Model : Level 1










Strategy &Commit






Customer









eTOM Business Process Framework

Operations Process Area Level 1 Process Groupings


Customer

Operations

Operations Support & Readiness

FulfillmentAssurance Billing

Operations Vertical Process Groupings…


Fulfillment…

Provide Customers with requested products correctly and on time

Translate Customer’s needs into a solution

Deliver the solution using specific products in the enterprise’s portfolio

Inform Customers of the status of their Purchase Order

Ensure completion on time Ensure a delighted Customer


Assurance…

Execute proactive and reactive maintenance activities

Ensure that services provided are continuously available and performing to SLA or QoS performance levels

Perform Resource Status and Performance Monitoring

Collect and analyze Performance Data

Manage SLAs Report Service Performance to

Customer


Billing…

Collect usage records to produce timely

Rate usage records Invoice customer Provide pre-bill use information

and billing to Customers Process Customer payments Perform payment collections Support pre-payment for

services Handle Customer inquiries

about bills Provide billing inquiry status Resolve billing problems


Operations Support & Readiness…

Provide management, logistics and administrative support to FAB processes

Ensure operational readiness in FAB

Less concerned with “real-time” activities and those concerned with individual Customers and Services

More concerned with ensuring the FAB processes run effectively

Critical for e-business Important for successful

implementation of Customer Self Management


Customer

Operations


Service Management and Operations

Supplier/Partner Relationships Management

Resource Management and Operations

Operations Horizontal Functional Process Groupings…


Customer Relationship Management (CRM)…

Fundamental knowledge of Customers needs

Functionalities necessary for Acquisition, Enhancement and Retention of Customer

Customer life cycle management and Service order Support

Retention Management, Cross-Selling, Up-Selling and Direct Marketing

Customer Information to personalize, customize and integrate Service Delivery

Identify opportunities to increase value of the Customer to the enterprise


Service Management & Operations (SM&O)…

Focus on knowledge of services (Service access, Service connectivity, P&A aspects, service resources)

Functionalities necessary for management and operations of

communications and information services (F&A as well as B angle)

SA Perspective Accountable to meet targets set

for Service Quality (process performance, customer satisfaction at a service level as well as service cost)


Resource Management & Operations (RM&O)…

Manage complete service provider network and sub-network and IT infrastructures

Functionalities responsible for direct management of Resources utilized within an enterprise.

Ensure Network and IT infrastructure support end-to-end delivery of required services

Collect data about Resources and then integrate, correlate and summarize to provide information to Service Management Systems or to take action in appropriate Resource


Supplier/Partner Relationship Management (S/PRM)…

Supports core Operational Processes of FAB as well as Functional Operational Processes

Align closely with Supplier / Partner’s CRM Processes



SIP Process Area Level 1 Process Groupings


Customer

Strategy, Infrastructure and Product

Strategy andCommit


ProductLifecycleManagement

SIP Vertical Process Groupings…


Strategy and Commit…

Generate Strategies in support of the Infrastructure and Product Lifecycle Processes

Establish business commitment within the enterprise to support these strategies

Embrace 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


Infrastructure Lifecycle Management…

Define & Design, Plan, Implement & Deploy and Maintain

All necessary Infrastructure (Application, Computing & Network)

Other Support Infrastructure & Business Capabilities (Operations Centers, Architectures)

Identify New Requirements, New Capabilities and Design & Develop New or Enhanced Infrastructure to support Products


Product Lifecycle Management…

Define, Plan, Design and Implement all Products in the Enterprise’s portfolio

Manage Products to Required P&L Margins Customer Satisfaction Quality Commitments

Deliver New Products to Market T2M or C2M


Customer

Strategy, Infrastructure and Product

Marketing and Offer Management

Service Development and Management

Supply Chain Development and Management

Resource Development and Management(Application, Computing and Network)

SIP Horizontal Functional Process Groupings…


Marketing and Offer Management…

Focus on the knowledge of running and developing the Core Business for ICSP Enterprise

Includes functionalities necessary for

Defining Strategies Conceiving new Products Managing Existing Products Implementing Marketing &

Offering Strategies suitable for IC Products & Service


Service Development and Management…

Focus on Planning, Developing and Delivering Services to the Operations Domain


Defining the strategies for Service Creation and Design

Managing and Assessing the performance of Existing Services

Ensuring that Capabilities are in place to meet future service demand


Resource Development and Management…

Focus on Planning, Developing and Delivering the resources needed to support services and products to the Operation Domain


Defining the strategies for development of the Network and other physical & non-physical Resources

Introduction of New Technology and interworking with existing ones

Managing and assessing the performance of Existing Resources

Ensuring that Capabilities are in place to meet future Service Needs


Supply Chain Development and Management…

Focus on the interactions required by the Organization with Suppliers and Partners who are involved in maintaining the Supply Chain

The Supply Chain is a complex network of relationships that a Service Provider manages to source and deliver products

Ensure that the Best Suppliers and Partners are chosen as part of the Enterprise Supply Chain



Enterprise Management Process Area Level 1 Process Groupings


Enterprise Management Process Groupings…

Strategic and Enterprise Planning

Enterprise Risk Management

Enterprise Effectiveness Management

Knowledge and Research Management

Financial and Asset Management

Stakeholder and External Relations Management

Human Resources Management


Strategic and Enterprise Management…

Focus on processes required to develop Strategies and Plans for the Enterprise

Strategic Planning determines the business and focus of the Enterprise

Markets to Address Financial requirements to be met Acquisitions to enhance Financial and Market Position

Enterprise Planning develops and coordinates overall plan for the business working with all key units

Drive the Vision and Mission of the Enterprise IT planning directs IT across the Enterprise, provides IT

guidelines and policies, funding approval Note: IT Development and Management processes are

managed within Resource Development & Management


Enterprise Risk Management…

Focus 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

Deal with issues surrounding business continuity, security and fraud

Audit Management provides an independent assessment that the identified controls are in place and working effectively

Insurance Management manages those risks which are outside of the ability of the Enterprise to reduce


Enterprise Effectiveness Management…

Focus on defining and providing tools, methodologies and training to ensure that the Enterprise processes and activities are managed and run efficiently and effectively

Process Management & Support ensures that the Enterprise has the capability to evolve and change over time

Program & Project Management establishes and maintains the core competency of the Enterprise to deliver products & services, provide other facilities and deliver new processes

Enterprise Quality Management establishes the quality framework to be employed within the Enterprise

Enterprise Performance Assessment provides control framework to establish and manage appropriate enterprise performance measures

Facilities Management & Support takes makes sure that the workplace facilities are adequate to guarantee an optimal employee performance


Knowledge and Research Management…

Knowledge Management ensures retention and availability of the tacit and explicit knowledge contained with the Enterprise

Research Management plans and prioritizes R & D activities within the Enterprise by identifying and evaluating the business value of the R & D investment

Technology Scanning performs scanning and initial assessment of emerging technology from external sources for the Enterprise by identifying and evaluating the business value of the potential technologies along with the source and comparison with the “in-house” research capabilities


Financial and Asset Management…

Focus on managing the finances and assets of the Enterprise

Financial Management processes collect data, report & analyze the results of the Enterprise and are accountable for overall management of the Enterprise Income Statement

AP, AR, RA, Expense Reporting, Payroll, Book Closing, Tax Planning, Payment, etc.

Asset Management processes set asset policies, track assets and manage overall corporate Balance Sheet


Stakeholder & External Relations Management…

Focus on managing the Enterprise’s relationship with stakeholders ( Shareholders, Employees, etc.) and outside entities (Regulators, Local Community, Unions, etc.)

Corporate Communications & Image Management Community Relations Management Shareholders Relations Management Regulatory Management Legal Management


Human Resources Management…

Provides the HR infrastructure for the people resources that the Enterprise uses to fulfill its objectives

Supports the definition of the Enterprise and coordinates its reorganization

Concerned with preparing people to carry out their assigned tasks (organizing training, remuneration, recruitment, etc.) and the actual assignment of specific tasks is the responsibility of Work Force Management

HR Policies & Practices Organization Development Workforce Strategy Workforce Development Employee & Labour Relations Management



Level 2 Process Groupings

76

Process X

-Process Element X1

-Process Element X3

-Process Element X2

-Process Element X21




Process Decomposition

77

Process Decomposition

Concept and Overview : Level 0:

Common Process Oriented Components ( Entities)Process Groups ( V/H) for common understanding: Level 1Components for Common Process: Level 2

Software Reuse Oriented Components

Components common in Level 1 and specific in Level 2: Level 3

Components common in Level 2 and specific in Level 3: Level 4

Atomic Components ?

78

Operations

Fulfillment Assurance BillingOperations Support & Readiness

Service Management &Operations

Resource Management &Operations

Supplier/Partner RelationshipManagement

Customer RelationshipManagement

Retention & Loyalty

Customer Interface Management

Selling

Resource Data Collection & Processing

Supplier/Partner Interface Management

S/P PerformanceManagement

S/P Problem Reporting &Management

S/P Requisition

Management

ResourceProvisioning

ResourceTrouble

Management

ResourcePerformance Management

ServiceQuality

Management

ServiceProblem

Management

CustomerQoS / SLA

Management

S/P Settlements& Billing

Management

Service &Specific Instance

Rating

Billing & Collections

Management

MarketingFulfillmentResponse

S/PRMSupport &Readiness

SM&O Support &Readiness

RM&O Support &Readiness

CRM Support &Readiness

ServiceConfiguration & Activation

OrderHandling

ProblemHandling

Retention & Loyalty


Selling

Resource Data Collection & Processing




S/P Requisition

Management


ResourceTrouble

Management

ResourcePerformance Management

ServiceQuality

Management

ServiceProblem

Management

CustomerQoS / SLA

Management

S/P Settlements& Billing

Management

Service &Specific Instance

Rating


Management

MarketingFulfillmentResponse


SM&O Support &Readiness

RM&O Support &Readiness

CRM Support &Readiness


OrderHandling

ProblemHandling

Level 2 OPS processes

79

InfrastructureLifecycle Management

ProductLifecycle Management

Strategy & Commit






Sales Development

Product Marketing Communications

& Promotion

ServiceDevelopment &

Retirement

ResourceDevelopment &

Retirement

Supply Chain Development

& Change Management

MarketingCapability Delivery

Product & OfferCapability Delivery

Product & Offer Portfolio Planning

MarketStrategy &

Policy

ServiceCapabilityDelivery

Service Strategy & Planning

Resource Strategy & Planning

Supply ChainStrategy & Planning

ResourceCapabilityDelivery

Supply ChainCapabilityDelivery

Product & OfferDevelopment& Retirement

Sales Development

Product Marketing Communications

& Promotion

ServiceDevelopment &

Retirement

ResourceDevelopment &

Retirement

Supply Chain Development

& Change Management


Product & OfferCapability Delivery

Product & Offer Portfolio Planning

MarketStrategy &

Policy

ServiceCapabilityDelivery

Service Strategy & Planning

Resource Strategy & Planning

Supply ChainStrategy & Planning

ResourceCapabilityDelivery

Supply ChainCapabilityDelivery

Product & OfferDevelopment& Retirement

Level 2 SIP Processes

80

Fulfillment (L1)

Resource Management & Operations (L1)

Resource Provisioning (L2)

Allocate & DeliverResource (L3)

Configure & ActivateResource (L3)

Test Resource (L3)Collect, Update &Report Resource

Configuration Data (L3)

Example of Level 3 OPS processes


eTOM Level 3

OperationsFulfillmentFulfillment AssuranceAssurance BillingBillingOperations Support Operations Support

&& Readiness ReadinessCustomer Relationship Customer Relationship ManagementManagement

Service Management Service Management && Operations Operations

Resource Management Resource Management & & OperationsOperations

Supplier/Partner Relationship ManagementSupplier/Partner Relationship Management

ServiceConfiguratio

n & Activation

ServiceConfiguratio

n & Activation

Service & SpecificInstance Rating


SM&O Support & Process Management


Service Management & Operations Readiness


Supplier/Partner Interface ManagementSupplier/Partner Interface Management

S/P Buying

S/P Buying

S/P Purchase Order

Management

S/P Purchase Order

Management

S/P Problem Reporting &Managemen

t


t

S/P Performanc

eManageme

nt

S/P Performanc

eManageme

nt

S/PRMSettlements

& BillingManagement

S/PRMSettlements

& BillingManagement

S/PRM Operations Support & Process Management


S/P Relationship Management

Operations Readiness



Resource Provisioning & Allocation

to Service Instance

RM&O Support & ProcessManagement


Resource Management& Operations Readiness


Retention & LoyaltyRetention & Loyalty

Customer QoS / SLA Management


Customer Interface ManagementCustomer Interface Management


Management


Management

Problem HandlingProblem HandlingSellingSelling

Order Handling

Order Handling

MarketingFulfillmen

tResponse

MarketingFulfillmen

tResponse

CRM Operations Support & Process

Management


Management

CRM OperationsReadiness


Sales & Channel Management


Resource Data Collection, Analysis & ControlResource Data Collection, Analysis & Control

Service Development Service Development && ManagementManagement

Resource Development Resource Development && ManagementManagement

Supply Chain Development Supply Chain Development && ManagementManagement

Marketing & Offer Marketing & Offer ManagementManagement

Infrastructure Infrastructure Lifecycle Mgmt.Lifecycle Mgmt.

Product Lifecycle Product Lifecycle ManagementManagement

Strategy & CommitStrategy & Commit


Supply Chain

Strategy &Policy

Supply Chain

Strategy &Policy

Supply Chain

Planning & Commitme

nt

Supply Chain

Planning & Commitme

nt

Supply Chain

Development

& Change Manageme

nt

Supply Chain

Development

& Change Manageme

nt

Supply Chain

Performance

Assessment

Supply Chain

Performance

Assessment

Supply Chain

CapabilityAvailability

Supply Chain


Service Planning & Commitme

nt


nt

Service Performanc

eAssessment

Service Performanc

eAssessment

Service Strategy &

Policy

Service Strategy &

Policy

Service &OperationsCapabilityDelivery


Service Developme

nt & Retirement

Service Developme

nt & Retirement

Resource &

Operations CapabilityDelivery

Resource &


Resource Performanc

eAssessmen

t

Resource Performanc

eAssessmen

t

Resource &

Technology

Strategy &Policy

Resource &

Technology

Strategy &Policy

Resource & Technology

Plan & Commitment


Plan & Commitment

Resource Developme

nt

Resource Developme

nt

Product Developme

nt &Retirement

Product Developme

nt &Retirement

Product & Offer

Portfolio Capability Delivery

Product & Offer


Product & Offer Portfolio Strategy,Policy & Planning




Product & Offer

Business Planning & Commitme

nt

Product & Offer


nt

Product,Marketing

& Customer

Performance

Assessment

Product,Marketing

& Customer

Performance

Assessment

CRMCapabilityDelivery


MarketStrategy & Policy


Sales & Channel

Development

Sales & Channel

Development

Marketing Commu-nications

&Promotion


&Promotion


Resource Quality Analysis,Action & Reporting


Resource Problem Management


Service Problem Management


Service Quality Analysis,Action & Reporting


Strategic & EnterpriseStrategic & EnterprisePlanningPlanning

Strategic &

Business Planning

Strategic &

Business Planning

Business Developme

nt

Business Developme

nt

Enterprise Architecture

Planning

Enterprise Architecture

Planning

Group Enterprise Manageme

nt


nt

Financial & AssetFinancial & AssetManagementManagement

Financial Manageme

nt

Financial Manageme

nt

Procuremant

Management

Procuremant

Management

Real Estate Manageme

nt


nt

Stakeholder & External RelationsStakeholder & External RelationsManagementManagement

PR & Community Relations

Management


Management

Shareholder Relations Manageme

nt


nt

Regulatory Manageme

nt

Regulatory Manageme

nt

Legal Manageme

nt

Legal Manageme

nt

Brand Management, Market ResearchBrand Management, Market Research& Advertising& Advertising

Brand Manageme

nt

Brand Manageme

nt

Market Research &

Analysis

Market Research &

Analysis

Advertising

Advertising

Human ResourcesHuman ResourcesManagementManagement

HR Policies & Practices


Workforce Strategy

Workforce Strategy

Workforce Developme

nt

Workforce Developme

nt

Employee & Labor Relations

Management


Management

Enterprise Quality Management, Process Enterprise Quality Management, Process &&IT Planning & ArchitectureIT Planning & Architecture

Knowledge Manageme

nt

Knowledge Manageme

nt

Enterprise Quality

Management

Enterprise Quality

Management

Information Systems

Strategy & Planning

Information Systems

Strategy & Planning

Process Architecture

Management & Support



Research & Development Research & Development TechnologyTechnologyAcquisitionAcquisition

Research & DevelopmentResearch &

DevelopmentTechnology Acquisition

Technology Acquisition

Disaster Recovery, Security &Disaster Recovery, Security &Fraud ManagementFraud Management

Security Manageme

nt

Security Manageme

nt

Fraud Manageme

nt

Fraud Manageme

nt

Disaster Recovery & Contingency

Planning


Planning


eTOM Operations Level 3


eTOM : CRM Level 2 Process Operations

FulfillmentFulfillment AssuranceAssurance BillingBillingOperations Support Operations Support && Readiness Readiness

Customer Relationship Customer Relationship ManagementManagement

Service Management Service Management && Operations Operations

Resource Management Resource Management & & OperationsOperations

Supplier/Partner Relationship Supplier/Partner Relationship ManagementManagement

ServiceConfiguratio

n & Activation

ServiceConfiguratio

n & Activation







Supplier/Partner Interface ManagementSupplier/Partner Interface Management

S/P Buying

S/P Buying

S/P Purchase Order

Management

S/P Purchase Order

Management


t


t

S/P Performanc

eManageme

nt

S/P Performanc

eManageme

nt

S/PRMSettlements

& BillingManagement

S/PRMSettlements

& BillingManagement







Resource Provisioning & Allocation

to Service Instance





Retention & LoyaltyRetention & Loyalty



Customer Interface ManagementCustomer Interface Management


Management


Management

Problem HandlingProblem HandlingSellingSelling

Order Handling

Order Handling

Marketing

Fulfillment

Response

Marketing

Fulfillment

Response


Management


Management





Resource Data Collection, Analysis & ControlResource Data Collection, Analysis & Control

Service Development Service Development && ManagementManagement

Resource Development Resource Development && ManagementManagement

Supply Chain Development Supply Chain Development && ManagementManagement

Marketing & Offer Marketing & Offer ManagementManagement

Infrastructure Infrastructure Lifecycle Mgmt.Lifecycle Mgmt.

Product Lifecycle Product Lifecycle ManagementManagement

Strategy & CommitStrategy & Commit


Supply Chain

Strategy &

Policy

Supply Chain

Strategy &

Policy

Supply Chain

Planning & Commitme

nt

Supply Chain

Planning & Commitme

nt

Supply Chain

Development

& Change Manageme

nt

Supply Chain

Development

& Change Manageme

nt

Supply Chain

Performance

Assessment

Supply Chain

Performance

Assessment

Supply Chain


Supply Chain



nt


nt

Service Performanc

eAssessmen

t

Service Performanc

eAssessmen

t

Service Strategy &

Policy

Service Strategy &

Policy



Service Developme

nt &

Retirement

Service Developme

nt &

Retirement

Resource &


Resource &


Resource Performanc

eAssessmen

t

Resource Performanc

eAssessmen

t

Resource &

Technology

Strategy &Policy

Resource &

Technology

Strategy &Policy


Plan & Commitmen

t


Plan & Commitmen

t

Resource Developme

nt

Resource Developme

nt

Product Developme

nt &Retirement

Product Developme

nt &Retirement

Product & Offer


Product & Offer






Product & Offer


nt

Product & Offer


nt

Product,Marketing

& CustomerPerforman

ceAssessme

nt

Product,Marketing

& CustomerPerforman

ceAssessme

nt





Sales & Channel

Development

Sales & Channel

Development


&Promotion


&Promotion










Strategic & EnterpriseStrategic & EnterprisePlanningPlanning

Strategic &

Business Planning

Strategic &

Business Planning

Business Developme

nt

Business Developme

nt

Enterprise Architecture Planning

Enterprise Architecture Planning


nt


nt

Financial & AssetFinancial & AssetManagementManagement

Financial Manageme

nt

Financial Manageme

nt

Procuremant

Management

Procuremant

Management


nt


nt

Stakeholder & External RelationsStakeholder & External RelationsManagementManagement


Management


Management


nt


nt

Regulatory Manageme

nt

Regulatory Manageme

nt

Legal Manageme

nt

Legal Manageme

nt

Brand Management, Market ResearchBrand Management, Market Research& Advertising& Advertising

Brand Manageme

nt

Brand Manageme

nt

Market Research &

Analysis

Market Research &

Analysis

Advertising

Advertising

Human ResourcesHuman ResourcesManagementManagement



Workforce Strategy

Workforce Strategy

Workforce Developme

nt

Workforce Developme

nt


Management


Management

Enterprise Quality Management, Process Enterprise Quality Management, Process &&IT Planning & ArchitectureIT Planning & Architecture

Knowledge Manageme

nt

Knowledge Manageme

nt

Enterprise Quality

Management

Enterprise Quality

Management

Information Systems

Strategy & Planning

Information Systems

Strategy & Planning





Research & Development Research & Development TechnologyTechnologyAcquisitionAcquisition

Research & DevelopmentResearch &

DevelopmentTechnology Acquisition

Technology Acquisition

Disaster Recovery, Security &Disaster Recovery, Security &Fraud ManagementFraud Management

Security Manageme

nt

Security Manageme

nt

Fraud Manageme

nt

Fraud Manageme

nt


Planning


Planning


eTOM CRM Level 3: Billing and Collections


eTOM CRM Level 3: Order Handling

87

Resource TroubleManagement

ReportResource Trouble

Correct & RecoverResource Trouble

Localise ResourceTrouble

Survey & AnalyseResource Trouble

Track & ManageResource Trouble

Evaluate and Qualify

Plan and assignResolution

Track ResolutionClose

and Report

Service Problem

Management

Diagnose

CloseResource Trouble

Level 3 Component of Service/Resource Management

88

Service configuration and activation decomposition into level 3 processes

Resource provisioning decomposition into level 3 processes

89

Evaluation and Qualification

Resolution Planning

andAssignment

Resolution Tracking

Closing and

Reporting

Service Problem

Management

Diagnosis

Problem Request Receipt

Problem TestingPerformance

Problem Qualification

Problem Escalation

Diagnosis ofProblem

Identification ofResolution

Responsibility

Resolution OptionInvestigation andRecommendation

Monitoring of Fault Resolution

Progress Reporting

ScheduledTask

Specific ActivityAssignment

Service Testing

Repair and Reconfiguration

Checking

Issue of clearedProblem Report

Service Problem Management-Level 3/4 Process

90

Process Decompositions : Order HandlingProcess Decompositions : Order Handling

Order Handling

CreditA uthorization

Order Issuance Order Trackingand Status

PreorderFeasibilityDetermination

Order Completion

Receive Pre-OrderFeas ibility Request

Order PlanDevelopment

Order Creation Confirm OrderCompletion w ithCustomer

Report unmetcommitments orcapabilities

Status Report

CustomerJeopardyNotif ication

Committed DateRe-negotiatio w /Customer

Validate info forAssurance andBilling

CustomerSatisfactionValidation

Conf irm CustomerValue delivery

Billing SatisfactionValidation

Test solution anddemonstrate tocust

Order Cancellation

Order Amendment

Obtain AppropriateApprovals

Advise andNegotiateA cceptable Terms

Order RequestValidation

Issue Pre-OrderFeasibility Study

CreditInvestigationDetermination

CreditInvestigation

StatusEs tablishment andManagement

Manage Customerchanges toA greement Con

Train the customer

Follow up onoptimal CustomerUtilisation

© TeleManagement Forum eTOM April 2001

TEA M DRAFT Level 2

Level 3

Level 4

91



Stakeholder& ExternalRelations Management







Stakeholder& ExternalRelations Management






Business Development

Strategic Business Planning

Enterprise Architecture Management

GroupEnterprise Management

AssetManagement

Financial Management

Community Relations Management

Corporate Comms & Image Mgt

Enterprise Quality Management

Process Management& Support

Organization Development

HR Policies& Practices

Knowledge Management

ProcurementManagement

Security Management

Business Continuity Management

Fraud Management

Insurance Management

Audit Management

Program& Project Management

Enterprise Performance Assessment

Facilities Management& Support

ResearchManagement

Technology Scanning

Level 0

Level 1

Level 2

ShareholderRelations Management

Regulatory Management

Legal Management

Board & Shares/Secur.Management

Workforce Strategy

Workforce Development

Employee& Labor Relations Mgt

EM Processes


eTOM Users

93

Some eTOM Users...

94

Some eTOM Users...

95

Some eTOM Users...

Using eTOM: Examples Major US Service Provider using eTOM to clarify process

implications for new projects under assessment - cost reduction from $4m to $160K achieved

Major European Service Provider using eTOM as a “neutral” process framework to arbitrate process disputes between internal Business Units

Major Australian Service Provider using eTOM as an “industry-standard” process framework to evolve its own business, and also drive system solutions and vendors to meet its needs

Major Asia-Pacific Service Provider comments its incumbent competitor changed from being known as poorly-managed to become a management reference, over the period when it applied eTOM in process improvement

97

DSL Fulfillment Process Flows

CASE STUDY

98

Assumptions There is limited pre-provisioning of infrastructure to

end users

Part of the resource needed will be provided internally and part externally using supplier-partner processes

e.g. the ISP is the retailer and is buying the Local Loop from the incumbent carrier

At Level 2 only the dominant process flow is shown - exception cases (e.g. no resource available) may be detailed in Level 3 Flows

Multiple external suppliers will be considered for external supply of resources

The service has moderate complexity and after negotiations with the customer's purchasing staff are completed, the SP's technical contacts will interact with the customer's engineering staff

99

DSL Fulfillment (Contd..)

OperationsOSR Fulfillment Assurance Billing

Supplier/Partner Relationship Management Supplier/Partner Relationship Management

Resource Management Resource Management

Service Management Service Management

Customer Relationship Management Customer Relationship Management

S/PRM

RMRM

SMSM

CRMCRM


CRMSupport & Readiness

CustomerQoS / SLA

ManagementProblemHandling


Management

Retention & Loyalty

SM&OSupport & Readiness

ServiceProblem

Management

Service QualityManagement

Service & Specific Instance

Rating

RM&OSupport & Readiness

ResourceTrouble

Management

Resource Performance Management



S/P Settlements & Billing

Management



S/P Purchase Order

Management

S/P Buying



Order HandlingMarketing

FulfillmentResponse

Retention & Loyalty

Selling



Management

S/P Settlements & Billing

Management

CustomerQoS / SLA

Management

100

Order FulfillmentCASE Study

101

Order Fulfillment ProcessLine Installation: Assuming that LPM & Service Provisioning systems aren’t available

Tec

hnic

al S

ide

Bac

k O

ffice

Fro

nt O

ffice

Debit – Black Listed NO

Clean

Yes

NO

Inform Back OfficeAutomatically

Yes

Assign W.O To tech. side

Assign the W.O to installation team

Regret

Number Selection

Send Welcome letter

Issue work order

Inform customer to Visit the OSS and Select the number

Define VAS- Products

Capture Customer Info.

Start

Check Technical Availability

Determine Credit Limit

Automatically send to Wait List

(Wait list management)

Generate installation fees

voucher

Install line and complete W.O

Tech. Reservation Update Tech. D.B

Regret

generate contract to be signed

end

Settle Due Amounts

Credit Check

Configure the line and related

service on switch

Alert if customer has request in

waiting list

Send Task Automatically

Customer to pay via preferred method

Cancel customer request

NO

Yes

Capture Customer InformationCredit Check



102


Tec

hnic

al S

ide

Bac

k O

ffice

Fro

nt O

ffice


Clean

Yes

NO


Yes



Regret

Number Selection

Send Welcome letter

Issue work order




Start






voucher



Regret


end

Settle Due Amounts

Credit Check


service on switch


waiting list




NO

Yes

Capture Customer InformationCredit Check



103


Tec

hnic

al S

ide

Bac

k O

ffice

Fro

nt O

ffice


Clean

Yes

NO


Yes



Regret

Number Selection

Send Welcome letter

Issue work order




Start






voucher



Regret


end

Settle Due Amounts

Credit Check


service on switch


waiting list




NO

Yes

1

2

3

4

104

Fulfillment Process to eTOM Process Mapping(Scenario: Happy Flow)

Primary Flow

SM

&O

RM

&O

Cu

sto

me

r R

etio

nsh

ip

Ma

na

ge

me

nt

Resource Provisioning

Service Configuration & Activation

Order Handling Billing & Collections Management

Customer contacts retailer


Retention & LoyaltyCheck Customer

Credit

Check Tech.Availability

Service Design feasibility request

Line provisioning feasibility request

Line provisioningfeasibility confirmed

Service designfeasibility confirmed


Service Design Request


Line Reservation Request Line Reservation

Confirmed and Tech DBUpdated

Order Handling

Sevice Design Confirmed

Manage Service Inventory

Number Request

Number Reservation Confirmed

Generate Installation fee Voucher


Service Design informed with Contract

Order Handling

Service design contract accepted by customer

As part of design contract the preferred payment

method is enforced


Issue Service Order


Issue WO to technical group Install line and close WO

Service Activation completed


Send welcome letter


Mgmt.

Service Mgmt.

Processes

105

PLM Process FlowCASE Study

106

Assumptions

Product Lifecycle Management encompasses the processes required for the definition, planning, design, build, delivery, maintenance, revision and retirement of all products in the enterprise’s portfolio.

They enable a Service Provider to manage products in relation to profit and loss margins, customer satisfaction and quality commitments.

PLM processes are end-to-end oriented processes that enable the enterprise strategic and business vision

They drive the core operations and customer processes to meet market demand and customer expectations.

107

Scope of Product Life Cycle Management

108

PLM: Major Processes Involved

Product Development & Retirement

Sales Development & Retirement

Service Development & Retirement

Resource Development & Retirement

Supply Chain Development & Retirement

S/PRM Support & Readiness

RM&O Support & Readiness

SM&O Support & Readiness

CRM Support & Readiness

Product Marketing

Comm.

SIP Stage OPS Stage


109


Product Development &

Retirement


Service Development &

Retirement

Resource Development &

Retirement

Supply Chain Development &

Retirement




Product Marketing

Comm.

SIP Stage OPS Stage





Product Marketing

Comm.

OPS Stage

110


Product Development &

Retirement


Service Development &

Retirement

Resource Development &

Retirement

Supply Chain Development &

Retirement




Product Marketing

Comm.

OPS Stage


Service Development & Retirement


Resource Development & Retirement

Supply Chain Development & Retirement

SIP Stage

Product Development & Retirement

111

Billing Process Flows

CASE Study

112

Authorization Request/ Balance Reservation

Scenario: Enough Balance1

2

3

4 5

6 7

8

113



2

3

4 5

6 7

8

Request for Prepaid call authorization balance

1 Process Resource Data

2

2 Report Resource Data

3

3 Mediate Usage Records

4

4 Rate usage Records

5

5 Apply Pricing Discounting and Rebate

6

6 Apply Pricing Discounting and Rebate

7

7 Authorize call , Reserve Balance

8

8

114


Request for Prepaid call authorization balance


1

115


Scenario: Enough Balance

Process Resource Data

2

2

116



Report Resource Data

3

3

117



Mediate Usage Records

4

4

118



Rate usage Records

5

5

119



Apply Pricing Discounting and Rebate

6

6

120



Apply Pricing Discounting and Rebate

7

7

121


Authorize call , Reserve Balance


8

8

122

Thank You

etom framework concepts

Documents