telecom framework overview

8/18/2019 Telecom Framework Overview

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Telecom Frameworks Overview

By Prakash Kajave –

ESG-T, Pune


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Objectives

At the end of this sessions participants

will be able to:

Understand Telecom Eco system and

challenges in front

Appreciate the role of TM Forum in

Telecom eco system

Understand historical perspective of

frameworks Understand NGOSS aka Frameworx

umbrella

Explain the basic building blocks of

eTOM, SID and TAM framework

Appreciate role of TNA in telecom

Explain the purpose and basic

functionalities of ITIL framework


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3

Agenda

Frameworks Historical overview

TM Forum – Who’s Who

Role of Standards and Frameworks

SID – Quick Journey

Tele Frameworks -An Ice Breaker

TAM – What’s in it for me

TNA – Is this a last mile ?

Introduction to ITIL

Summary & a way forward ....

eTOM – Bird’s Eye View


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Telecom Frameworks – An Ice Breaker












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Players in Telecom Eco System

Telecom Service

Providers Telecom EquipmentVendors

Independent Software

Vendors

Telecom Solution

Providers

Independent Bodies,

Forums, Std. organization,

Regularity Authorities


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Telecom Solution Providers

We have telecom solution provider like TCS, TechM, Accenture,

Capgemini.

These are the one who provide solution to telecom industries.

It provides end to end telecom solution including consulting,

system integration and managed services

Telecom Service Providers

It provides telecom services such as voice, data, value addedservices (VAS) ect to retail customers, wholesale customers, &

enterprise customers

Few examples for Telecom Service Providers are idea, Airtel,

Vodaphon

Telecom Equipment Vendors They manufacture network infrastructure like modem, SetTop box,

network element, cable TV

Few examples for Telecom Equipment Vendors are NOKIA,

ERICSON, NORTEL, SIEMENS


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Independent Software Vendors

They create enterprise grade application software , COTS software

in telecom industry

Venders like TIBCO, ORACLE, LHS, CLARITY

Independent Bodies / Regularity Authorities

They are important part of telecom industry

They set standard, protocol, framework and best practices for

telecom industry

TM Forum, IEEE, TRAI


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http://www.wimaxforum.org/http://www.openet-telecom.com/default.aspxhttp://www.sprint.com/


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Telecom Business Challenges

Competition is knee

Obsolescence in Technology

Ekla Chalo Re vs. Partnerships

Cost of technology is inversely

proportional to maturity of the

technology

Investment : Should I or I should

not ?

Center of focus is no more a

product but a customer

C2M, L2C and T2R redefined

Business Challenge Where to invest ? CAPEx

How to reduce ? OPEx

How to enhance ? PAT

How to increase ? ARPU, AON

How to Balance ? TCO vs ROI


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The Problem

Thousandsof

discrete

processes

Hundreds or

thousands of

discrete

OSS/BSS

applications

Integration ofmultiple

Applications

to achieve

automation

of a single

process

Limited by

complexity of

changing

systems to

keep up withprocess

enhancements

Changes not

affordable


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So, what should be starting point ?

Success Parameters…

Competitive

Success

Business

Strategy

Continual

OperationalEffectiveness


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From Problem to Solution

Standardization!


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How Standards and Frameworks are Useful?

It provides standard structure, terminology and

classification scheme for capturing

Enterprise’s business processes, information andsystem functionalities

It provides a basis for

Sharing and agreeing these aspects internally &

externally (all other eco system players of Telco)

Support neutral reference point Not biased towards any company, religion, country,

language, technology, scale etc.

Reusability

Promotion of reuse of business process, applications,

data, interfaces thus reducing C2M, L2C as well asT2R


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TM Forum


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Business Process Automation

Automating processes requires a multi-step approach:

Defining and engineering processes

Defining systems to implement processes

Defining data in information model

Defining integration interfaces

Defining architecture for integration

The tools to achieve these steps

are provided by NGOSS from end-to-end


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Where Does Best Practices Come From?

Adopting good practice can help a service provider to

create an effective service management system

Good practice is simply doing things that have beenshown to work and to be effective based on past

experience

Good practice can come from many different

sources, including

Forums (such as TM Forum)

Public frameworks (such as ITIL, COBIT and CMMI)

Standards (such as ISO/IEC 20000 and ISO 9000)

Proprietary knowledge of people and organizations


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Frameworks Historical Overview

Frameworks Historical Overview











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From TMN NGOSS

TMNTOM

eTOM NGOSS


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TMN: Flash Back

Who Telecommunications Management Network

(TMN)

TMN project started fall 1985

What

Initial recommendation CCITT M.30 (published

in 1988) included work of several StudyGroups

Renamed to recommendation M.3010 in 1992

which defines basic principles for TMN


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TMN Objective

Homorganic within heterogenic

Provide a framework for telecommunications network and

service management for interoperability

Why the problem?

Heterogeneous systems, technologies, vendors, networks,

elements

To provide a organized architecture to achieve the

Interconnection: between various types of OS’s and/ortelecommunications equipment

Exchange: for the exchange of management information

Standard: using an agreed architecture with standardized

interfaces including protocols and messages


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TMN Logical Architecture, Strength and Weakness

Functional, Information, Physical, Logical

TMN Logical Architecture

TMN Strength

Very Strong foundation ( bottom layer of Pyramid)

TMN Weakness

Does not map very well to service management. It originates from

the bottom layers of the pyramid

Business

Management

ServiceManagement

Network

Management

Element

Management


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TMN Management Functions

Fault management , Configuration management , Accounting

management, Performance management, Security management ….

•Fault Detection

•Fault Correction

•Fault Isolation

•Network Recovery

• Alarm handling

• Alarm Filtering

• Alarm Generation

•Clear Correlation

•Diagnostic test

•Error Logging

•Error Handling

•Error Statistics

F•Resource

Initialization

•Network

Provisioning

• Auto Discovery

•Backup and

Restore

•Resource

shut down

•Change

Management

•Pre-provisioning

•Inventory /

Asset Management

•Copy Configuration

•Remote Configuration

•Job Initiation, Tracking

and Execution

• Automated Software

Distributor

•Track Service

Resource Usage

•Cost of Services

• Accounting Limit

•Combined cost for

multiple Resources

•Set quotas for

usage

• Audits

•Fraud Reporting

•Support for

different modes of

accounting

•Utilization and

Error rates

•Consistent Perfor-

mance level

•Performance Data

collection

•Performance

Report generation

•Performance Data

analysis

•Problem reporting

•Capacity planning

•Performance data

and statistics

collection

•Maintaining and

examining historical

logs

•Selective Resource

Access

• Enable NE

Functions

• Access Logs

•Security Alarm/Event Reporting

•Data Privacy

•User Access Rights

Checking

•Take care of security

Breaches and

attempts•Security audit trail

log

•Security related

information distribution

C A P S


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Customer Care Process

SalesOrder

Handling

Problem

Handling

Customer

QoS

Management

Invoicing/

Collections

Service Development and Operations Processes

Service

Planning/

Development

Service

Configuration

Service

Problem

Resolution

Service

Quality

Management

Rating and

Discounting

Network and Systems Management Processes

Network

Planning/

Development

Network

Provisioning

Network

Inventory

Management

Network

Maintenance

& Restoration

Network Data

Management

Customer Interface Management Process

Customer

Physical Network and Information Technology

Information

Systems

Management

Processes

Element Management Technology Related

Service

Management

Network

Management

TOM – Telecom Operations Map


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TMN Layers correspond

with TOM horizontals



Customer Care Processes

Customer

Network Element Management Processes

InformationSystemsManage

mentProcesses

Network

Planning and

Development

Network

Provisioning

Network

Maintenance &

Restoration

Network Data

Management

Network

Inventory

Management

Service

Planning and

Development

Service

Problem

Management

Service

Quality

Management

Rating and

Discounting

Service

Configuration

Customer Interface Management Processes

Sales Order

Handling

Invoicingand

Collections

Problem

Handling

Customer QoS

Management

Physical Resource and Information Technology

eTOM vs. TMN

Business

Management

Service

Management

Network

Management

Element

Management


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TM Forum – Who’s Who?












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TMF: Who’s Who

Telecom Management Forum

Non profit global Consortium

Who all are involved?

All telecom Eco System players

800 + members world wide Provides strategic leadership and direction for IT

Objective and Vision of TMF

Set IT directions

Focus on controlling EX where OP or CAP

Focus on reduction of customer churn

Standards and best practices platform for all stakeholder

• Concept: By the people for the people


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Telecom Eco System and Challenges







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What should be starting point ?


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Why Start With eTOM?

Business Needs MUST be the Driving Force – NOT Technology

The eTOM Framework provides a Vision for the Telecom Industryto Compete Successfully through the Implementation of Business

Process Driven Approaches to Manage the Enterprise


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Business process ???

What is it: Collection of set of logically related tasks

For what purpose: performed to achieve a defined business outcome/goal For whom: for a particular Customer or market

Processes are identified in terms of

Beginning and End Points

Interfaces and Organizational Units involved

What is Business Process?


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A Telecommunications Service Provider Business Process

framework

eTOM is a ‘de facto’ standard for the Information and Communications

Services industry processes [ ICSP ]

Provides business-oriented view

Useful for planners/ managers/ strategists

Emphasizes structure/ process components/ process interactivity/ roles/

responsibilities

Neutral

• system solution/ architecture/ technology/ service provider / services

eTOM: What is it?


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“e” for enhanced,

eWay, enriched

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A Brief History of eTOM

1995-1999

Original TOM

(Telecom

Operations Map)developed

End 2002

Original TOM

(Telecom


Apr 2004

Original TOM

(Telecom

Operations Map)

developed

2000 –2001

Original TOM

(Telecom


2001 –2002

Original TOM

(Telecom


May 2002

Original TOM

(Telecom


Sept 2003

Original TOM

(Telecom

Operations Map)

developed

Q3/Q4 2003

Original TOM

(Telecom

Operations Map)

developed

Mar 2004

Original TOM

(Telecom

Operations Map)

developed

Nov 2004

eTOM v4.6 is

released

Nov 2005

eTOM v6.0 is

released

Aug 2007

eTOM v7.0 is

released

2009

eTOM v8.0 is

released

Aug 2010

eTOM 9.x is

released


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eTOM Level 0: Satellite View

Th TOM M d l L l 0 C t l


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Customer

Enterprise

EmployeesShareholders Other Stakeholders

Suppliers / PartnersRun

The

Business

Plan

The

BusinessStrategy, Infrastructure andProduct

Operations

Market, Product and Customer

Service

Resource (Application, Computing and Network)

Supplier / Partner

Management

Manage

The

Business

The eTOM Model: Level 0: Conceptual


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TOM M d l L l 1


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Enterprise Management

Strategy, Infrastructure & Product Operations

Fulfillment Assurance BillingProduct

Lifecycle

Management

Infrastructure

Lifecycle

Management

Operations

Support &

Readiness

Customer Relationship Management

Service Management & Operations

Resource Management & Operations

Supplier/Partner Relationship Management

Strategy &

Commit

Marketing & Offer Management

Service Development & Management

Resource Development & Management

Supply Chain Development & Management

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

Customer

Enterprise Effectiveness

ManagementEnterprise Risk

Management

Strategic & Enterprise

Planning

Knowledge & Research

Management

Financial & Asset

Management

Stakeholder & External

Relations Management

Human Resources

Management

Look at Matrix

4 x 4 : OPS

3 x 4 : Strategy

eTOM Model: Level 1


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eTOM from Level 1 to Level 2

TOM OPS F L l 1 t L l 2


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Lifecycle

Management

Infrastructure

Lifecycle

Management

Operations

Support &

Readiness





Strategy &

Commit






Customer



ManagementStrategic & Enterprise

Planning


Management

Financial & Asset

Management



Human Resources

Management

eTOM OPS: From Level 1 to Level 2

TOM SIP F L l 1 t L l 2


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Lifecycle

Management

Infrastructure

Lifecycle

Management

Operations

Support &

Readiness





Strategy &

Commit






Customer



ManagementStrategic & Enterprise

Planning


Management

Financial & Asset

Management



Human Resources

Management

eTOM SIP: From Level 1 to Level 2


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eTOM from Level 2 to Level 3

eTOM OPS Level 2


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Operations

Fulfillment Assurance BillingOperations Support

& Readiness





Service

Configuration

& Activation

Service &Specific

InstanceRating

SM&O Support & ProcessManagement

Service Management &Operations Readiness

Supplier/Partner Interface Management

S/P

Buying

S/P

PurchaseOrder

Management

S/P Problem

Reporting &Managemen

t

S/P

Performance

Management

S/PRMSettlements

& Billing

Management

S/PRM Operations Support

& Process Management

S/P RelationshipManagement

Operations Readiness

Resource

Provisioning

& Allocationto Service Instance

RM&O Support & Process

Management

Resource Management

& Operations Readiness

Retention & Loyalty

Customer QoS / SLAManagement

Customer Interface Management

Billing &CollectionsManagement

Problem HandlingSelling

OrderHandling

MarketingFulfillmen

tRespons

e

CRM OperationsSupport & Process

Management

CRM Operations

Readiness

Sales & Channel

Management

Resource Data Collection, Analysis & Control

Service Development &

Management

Resource Development &

Management

Supply Chain Development &

Management

Marketing & Offer

Management

Infrastructure

Lifecycle Mgmt.

Product Lifecycle

Management

Strategy & Commit

Strategy, Infrastructure & Product

Supply

Chain

Strategy &Policy

Supply

Chain

Planning &Commitme

nt

Supply

Chain

Development

& ChangeManageme

nt

Supply

Chain

Performance

Assessment

Supply

Chain

Capability Availability

ServicePlanning &

Commitment

ServicePerformanc

e Assessment

ServiceStrategy &

Policy

Service &Operations

CapabilityDelivery

ServiceDevelopme

nt &Retirement

Resource&

OperationsCapability

Delivery

ResourcePerformanc

e Assessmen

t

Resource&

Technology

Strategy &Policy

Resource &Technology

Plan &Commitment

ResourceDevelopme

nt

ProductDevelopme

nt &

Retirement

Product &Offer

Portfolio

CapabilityDelivery

Product & Offer

PortfolioStrategy,

Policy &Planning

MarketingCapability

Delivery

Product &Offer

Business

Planning &Commitment

Product,

Marketing&

CustomerPerformanc

e

Assessment

CRM

CapabilityDelivery

MarketStrategy

& Policy

Sales &

ChannelDevelopme

nt

MarketingCommu-

nications

&Promotion


Resource Quality Analysis, Action & Reporting

Resource ProblemManagement

Service ProblemManagement

Service Quality Analysis, Action & Reporting


PlanningStrategic

&Business

Planning

BusinessDevelopme

nt

Enterprise

ArchitecturePlanning

Group

EnterpriseManageme

nt

Financial & Asset

Management

FinancialManageme

nt

Procuremant

Management

Real EstateManageme

nt

Stakeholder & External Relations

ManagementPR &

CommunityRelations

Management

Shareholde

r RelationsManageme

nt

RegulatoryManageme

nt

LegalManageme

nt

Brand Management, Market Research

& Advertising

Brand

Management

Market

Research & Analysis

Advertisi

ng

Human Resources

Management

HR Policies& Practices

WorkforceStrategy

WorkforceDevelopme

nt

Employee &Labor Relations

Management

Enterprise Quality Management, Process

&

IT Planning & ArchitectureKnowledgeManageme

nt

EnterpriseQuality

Management

Information

SystemsStrategy &

Planning

Process Architecture

Management &Support

Research & Development

Technology

AcquisitionResearch &Development

Technology

Acquisition

Disaster Recovery, Security &

Fraud Management

SecurityManageme

nt

FraudManageme

nt

Disaster

Recovery &Contingency

Planning

eTOM OPS Level 2

eTOM: CRM Level 2 Process


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Operations

Fulfillment Assurance BillingOperations Support

& Readiness




Supplier/Partner Relationship

Management

ServiceConfiguratio

n& Activation

Service &

Specific

InstanceRating

SM&O Support & ProcessManagement

Service Management &


Supplier/Partner Interface Management

S/P

Buying

S/P

PurchaseOrder

Managemen

t

S/P Problem

Reporting &Managemen

t

S/P

Performance

Manageme

nt

S/PRM

Settlements

& BillingManagement

S/PRM Operations Support& Process Management

S/P RelationshipManagement


Resource

Provisioning& Allocation

to Service Instance

RM&O Support & ProcessManagement

Resource Management

& Operations Readiness

Retention & Loyalty

Customer QoS / SLA

Management

Customer Interface Management

Billing &Collections

Management

Problem HandlingSelling

Order

Handling

Marketin

gFulfillmen

t

Response

CRM OperationsSupport & Process

Management

CRM OperationsReadiness

Sales & ChannelManagement

Resource Data Collection, Analysis & Control

Service Development &

Management

Resource Development &Management

Supply Chain Development &

Management

Marketing & Offer

Management

Infrastructure

Lifecycle Mgmt.

Product Lifecycle

Management

Strategy & Commit

Strategy, Infrastructure & Product

SupplyChain

Strategy

&Policy

SupplyChain

Planning &

Commitment

SupplyChain

Developme

nt& Change

Management

SupplyChain

Performan

ce Assessme

nt

SupplyChain

Capability

Availability

Service

Planning &

Commitment

Service

Performanc

e Assessmen

t

Service

Strategy &

Policy

Service &

Operations

CapabilityDelivery

Service

Developme

nt &

Retirement

Resource

&Operations

CapabilityDelivery

Resource

Performance

Assessment

Resource

&Technolog

yStrategy &

Policy

Resource &

TechnologyPlan &

Commitment

Resource

Development

ProductDevelopme

nt &

Retirement

Product &Offer

Portfolio

CapabilityDelivery

Product & Offer

Portfolio

Strategy,Policy &

Planning

MarketingCapability

Delivery

Product &Offer

Business

Planning &Commitme

nt

Product,

Marketing

&Customer

Performance

Assessment

CRM

Capability

Delivery

MarketStrategy

& Policy

Sales &

Channel

Development

MarketingCommu-

nications

&Promotion


Resource Quality Analysis,

Action & Reporting

Resource ProblemManagement

Service ProblemManagement

Service Quality Analysis,

Action & Reporting


PlanningStrategic

&Business

Planning

Business

Development

Enterprise

Architectur e Planning

Group

EnterpriseManageme

nt

Financial & Asset

Management

FinancialManageme

nt

Procuremant

Management

Real EstateManageme

nt

Stakeholder & External Relations

ManagementPR &

Community

RelationsManagement

Shareholder Relations

Management

Regulatory

Manageme

nt

LegalManageme

nt

Brand Management, Market

Research

& AdvertisingBrandManageme

nt

Market

Research &

Analysis

Advertisi

ng

Human Resources

Management

HR Policies

& Practices

Workforce

Strategy

Workforce

Development

Employee &

Labor Relations

Management

Enterprise Quality Management, Process

&

IT Planning & ArchitectureKnowledgeManageme

nt

Enterprise

QualityManagement

Information

SystemsStrategy &

Planning

Process

ArchitectureManagement &

Support

Research & Development

Technology

AcquisitionResearch &Development

Technology

Acquisition

Disaster Recovery, Security &

Fraud Management

SecurityManageme

nt

FraudManageme

nt

DisasterRecovery &

Contingency

Planning

eTOM: CRM Level 2 Process

eTOM CRM Level 3: Billing and Collections


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eTOM CRM Level 3: Billing and Collections

eTOM Users


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eTOM provides a Common Terminology for Service Providers, System

Integrators, Vendors/ Partners

eTOM Users

Service Providers

System Integrators

Suppliers and

Partners

OSS Vendors

Facilitate ServiceProvider’s

relationships with

suppliers and partners

by identifying and

categorizing the

processes used in

business-to-business

interactions

Provide

understanding of

business

requirements & sohelps develop

functionalities in sync

with requirements

Greenfield Operator/ Start-

up – Helps design processes

faster, Helps achieve

consistency process flows

Existing Operator –

Facilitates processimprovement by Gap

Identification and Process

Flow Analysis

Provide a basis for setting

requirements for systemsolutions, technical

architectures, technology

choices and implementation

paths

eTOM Users


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TMN TOM eTOM Relationship


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Element Management

Network Management

Business Management

Service Management

TMN Layers

correspond with TOM

horizontals

TOM processes are

captured in “FAB” area

of eTOM Operations




Customer


InformationS

ystemsManagementProcesses

Network

Planning and

Development

Network

Provisioning

Network

Maintenance &

Restoration

Network Data

Management

Network

Inventory

Management

Service

Planning and

Development

Service

Problem

Management

Service

Quality

Management

Rating and

Discounting

Service

Configuration


Sales Order

Handling

Invoicing

and

Collections

Problem

Handling

Customer

QoS

Management




Fulfil lment Assurance Bill ingProduct

Lifecycle

Management

Infrastructure

Lifecycle

Management

Operations

Support &

Readiness





Strategy &

Commit






Customer



Management


Planning


Management

Financial & Asset

Management



Human Resources

Management

TMN TOM eTOM Relationship

Rechristening!


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Rechristening!

now

called



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SID: Shared Information & Data Model


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SID: Shared Information & Data Model

Enterprise-wide Information Decomposition Model

• Based on eTOM Process Definitions

• Independent of platform, language & protocol• Standard way of structuring, defining and implementing information and

behavior

• Information Vocabulary (Consistent & common terminology) streamlines

processes associated with information exchange

• within an Service Provider

and

• between the Service Provider and it’s external stakeholders

• Simplifies & Reduces cost of System Integration/ Changes

Origins

• Came into existence in 2001• Based on existing industry models such as ITU-T and DMTF CIM

• Enriched over a period of time by member contributions

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SID Composition


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SID Composition

SID includes:

• Things of interest to the enterprise (Entities)

• Relationships between these things (Associations)• Details / Characteristics of these things (Attributes)

Example : Entity, Association and Attributes

• Entity Customer

• Association Customer is associated with one or more Account• Attributes Customer reference number, Customer type, Customer

address

• How Entity works which is not shown in eTOM !!!

• Behavior Functionality• Constraints What’s possible and what’s not

54

Today’s Reality


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Today s Reality

Customer:1. Last Name, First Name

2. Customer ID number

3. Billing Account No

4. Customer Contact ID

Billing

Translator

Customer:

1. First name, middle init, lastname




CRM

Translator

Customer:1. Customer ID

2. Service Account ID

3. First name, last name

4. Ticket ID

Trouble Ticketing

Translator

Customer:1. Customer ID number

2. Last name, first name,

middle init

3. Order ID4. Service Instance ID

Provisioning

Translator

n(n-1) Interface Definitions

What’s Required


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What s Required …



3. Billing Account No4. Customer Contact ID

Billing

Customer:

1. First name, middle init, lastname




CRM

Customer:

1. Customer ID2. Service Account ID


4. Ticket ID

Trouble Ticketing

Customer:

1. Customer ID number2. Last name, first name,

middle init

3. Order ID

4. Service Instance ID

Provisioning

Customer:

1. Last Name, First Name


3. Street Address, Zip code

4. Social Security number

n Interface Definitions

SID: Key Framework Concepts


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SID: Key Framework Concepts

Business Entity

Something of interest to the business /

enterprise Tangible thing – Customer

Active thing – Customer Order

Conceptual thing – Customer Account

Characterized by Attributes

Participate in relationships with otherBusiness Entities

Aggregate Business Entity (ABE)

Well defined set of information that

characterize a highly cohesive, loosely

coupled set of business entities Domain

Collection of ABEs associated with a

specific management area

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DOMAIN

ABE

Business Entity

SID Domains


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SID Domains




Lifecycle

Management

Infrastructure

Lifecycle

Management

Operations

Support &

Readiness





Strategy &

Commit






Customer



Management


Planning


Management

Financial & Asset

Management



Human Resources

Management

Market/Sales Product Customer

Service

Resource

Supplier Partner

Enterprise

SID Domains (Contd.)


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Market/Sales

Product

Customer

Service

Resource

Supplier/Partner

Common Business EntitiesEnterprise

SID Domains (Contd.)

SID Level 1 of Abstract Business Entity Framework


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SID Level 1 of Abstract Business Entity Framework


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SID Users


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SID provides a Common Business Entity vocabulary for Service

Providers, System Integrators, Vendors/ Partners

SID Users

62

Service Providers

System Integrators

Suppliers and

Partners

OSS Vendors

SID provides

common

Business Entity

Vocabulary which

simplifies B2B

Integration

SID provides

common Business

Entity Vocabulary

which simplifiesIntegration

Application Convergence

(Acquisition, Mergers)

Application Integration

(Internal & External. e.g -

Integration with Partners/

Vendors)Data Integrity

System Separation/

Application Re-organization

SID based industry standard

APIs reduce Integration

efforts

SID Users

Applying SID


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For Information & Data Modeling Data Definition

Data overlap Data Gap

Data sharing

Using Data Modeling StandardUML (especially Class Diagram)

pp y g

Rechristening!


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g

now

called



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TAM: Context Setting


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g

Within TM Forum there is strong definition of process (eTOM) and

data (SID)

What does TAM do? This application Framework provides a formalized way of grouping

together function and data into recognized components so Telecom

Applications Map

So, what’s the good news?

Components can be regarded as potentially procurable as eitherapplications or services ( e.g. web service)

What’s common in Objected oriented world and TAM ?

TAM is grouping of set of applications together with the data they act

upon and use function/process they perform

Telecom Applications Map [TAM] Overview


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It is framework of application map reference to understand the relationship of the multitude of operational and business

systems

TAM uses a common language already common in the industry and builds on the process and common

information models key to the TM Forum’s NGOSS program especially theeTOM and the SID

Related to eTOM & SID domains eTOM level 1 vertical process areas: Fulfilment, Assurance, & Billing (FAB),

and Operational Support Readiness (OSR) functions along with the layeringSID domains of Market/Sales, Product, Customer, Service, Resource,Supplier / Partner, and Enterprise

pp p [ ]

TAM Application Domains x OFAB


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Market/Sales

Product

Customer

Service

Resource

Supplier

/Partner

Enterprise

OSR F A B

pp

TAM: Telecom Applications Map


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TAM Users


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TAM provides a Common Application Framework for Service Providers,

System Integrators, Vendors/ Partners

Service Providers

System Integrators

Suppliers and

Partners

OSS Vendors

Related applicationintegration with the

interface minimizes

integration time with

tools/utilities and links

with supplier partner

systems

Ease of

application

integration withCOTS products

Application Conformance

(Acquisition, Mergers)

Application Integration

(Internal & External. e.g. -

Integration with Partners/

Vendors)

System Separation/

Application Re-organization

Application

analysis and

gaps

TAM Users

Applying TAM


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To have a common framework andlanguage for defining and procuringsolutions

Faster integration with lower costs

Fosters re-use, which lowers customdevelopment and licensing costs

Identification of functional gapsconsidering and mapping toappropriate applications

Rechristening!


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now

called

TNA – Is this a last mile?


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TNA – Is this a last mile?




The Transformation in Integration!!!


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User Single System

User Multiple Systems

System Multiple Systems

Multiple Systems Multiple Systems

Service Service ( Software as a service SAS …)

Multiple Services Multiple Services

Service Oriented Architecture

ESB

CRMNetwork

Services

Order

ManagementProvisioning

Trouble

ticketInventory Billing Compliance

Message Broker

NGOSS Architecture


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Billing CRM

Trouble TicketingProvisioning

Common Bus

SecurityPolicy

Framework servicesApplication Services



3. Billing Account No4. Customer Contact ID

Customer:

1. First name, middleinit, last name




Customer:

1. Customer ID2. Service Account ID


4. Ticket ID

Customer:


2. Last name, first name,middle init

3. Order ID

4. Service Instance ID


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Rechristening!


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now

called



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Service Lifecycle: Let’s Understand the Wheels …


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Inside Out Journey

Service: Strategy, Design, Transition and Operations


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Service

Strategy

Shows organization howto transform Service

Management into astrategic asset and then

think and act in a strategicmanner

Design

Provides guidance forthe design and

development of servicesand Service

Management processes

TransitionPlan and implement the

deployment of allreleases to create a new

service or improve anexisting service

Operations

Coordinate and carry-out day-to-day activitiesand processes to

deliver and manageservices at agreed

levels

ITIL Process Decomposition …


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• Service Strategy

• Financial Management

• Service Portfolio Management

• Demand Management

• Service Design

• Service Catalog Management

• Capacity Management

• Availability Management• Service Continuity Management

• Information Security Management

• Supplier Management

• Service Level Management

• Continual Service Improvement• 7 Step improvement Process

• Service reporting

• Service Measurement

• Service Transition

• Change Management

• Service Asset & Configuration

Management

• Release & Deployment

Management

• Knowledge Management

• Service Operation

• Event Management

• Incident Management

• Request Fulfillment

• Problem Management

• Access Management

• Service Desk• Technical Management

• IT Operations Management

• Application Management

ITIL Benefits


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Increased user and customer satisfaction with

IT services

Improved service availability, directly leadingto increased business profits and revenue

financial savings from

Reduced rework, lost time, improved resource

management and usage

Improved time to market for new products andservices

Improved decision making and optimized risk

Summary and Way forward ….


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Summary & a Way Forward ....


eTOM TMN NGOSS: How are They Related!!!


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Element Management

Network Management

Business Management

Service Management

TMN Layers

correspond with TOM

horizontals

TOM processes are

captured in “FAB” area

of eTOM Operations

eTOM maps theNGOSS Business

View




Customer


InformationSystemsManagementProcesses

Network

Planning and

Development

Network

Provisioning

Network

Maintenance &

Restoration

Network Data

Management

Network

Inventory

Management

Service

Planning and

Development

Service

Problem

Management

Service

Quality

Management

Rating and

Discounting

Service

Configuration


Sales Order

Handling

Invoicing

and

Collections

Problem

Handling

Customer

QoS

Management




Fulfil lment Assurance Bill ingProduct

Lifecycle

Management

Infrastructure

Lifecycle

Management

Operations

Support &

Readiness





Strategy &

Commit






Customer



Management


Planning


Management

Financial & Asset

Management



Human Resources

Management


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Rechristening!


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now

called

eTOM vs. ITIL


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eTOM ITIL

Telco enterprise model IT / ICT Service Management

ITU international standard ISO/IEC international standard

Enterprise-wide Process

Framework

Set of best practices in IT/ICT

industry

Blueprint for process directionfor Service providers

Best Practice Framework, that canthen be applied within enterprises

Common language to describe

processes

Mechanisms to deliver controlled

and optimizable services

Standardized vocabulary Standardized vocabulary

TM Forum Baby OGC UK, Baby


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telecom framework overview

Documents