Post on 07-Apr-2015
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)
The eTOM model 20 K view ( Level 1)
The eTOM model 10 K view ( Level 2)
The eTOM model 0 K view ( Level 3)
Tech Mahindra Limited confidential© Tech Mahindra Limited 2007
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
CONFIDENTIAL© Copyright 2008 Tech Mahindra Limited7 of 62
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
CONFIDENTIAL© Copyright 2008 Tech Mahindra Limited8 of 62
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
CONFIDENTIAL© Copyright 2008 Tech Mahindra Limited9 of 62
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
CONFIDENTIAL© Copyright 2008 Tech Mahindra Limited12 of 62
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 ……
CONFIDENTIAL© Copyright 2008 Tech Mahindra Limited13 of 62
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
NGOSSNGOSSSupportingSupporting
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.
CONFIDENTIAL© Copyright 2008 Tech Mahindra Limited22 of 62
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
CONFIDENTIAL© Copyright 2008 Tech Mahindra Limited26 of 62
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
CONFIDENTIAL© Copyright 2008 Tech Mahindra Limited29 of 62
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
Enterprise Management
31
eTOM: Enhanced Telecom Operations Map®
Enterprise Management
Strategy, Infrastructure & Product Operations
Customer
Enterprise EffectivenessManagement
Enterprise RiskManagement
Strategic & EnterprisePlanning
Knowledge & ResearchManagement
Financial & AssetManagement
Stakeholder & ExternalRelations Management
Human ResourcesManagement
32
eTOM: Enhanced Telecom Operations Map®
Enterprise Management
Strategy, Infrastructure & Product
Operations
Customer
Enterprise EffectivenessManagement
Enterprise RiskManagement
Strategic & EnterprisePlanning
Knowledge & ResearchManagement
Financial & AssetManagement
Stakeholder & ExternalRelations Management
Human ResourcesManagement
33
eTOM: Enhanced Telecom Operations Map®
Enterprise Management
Strategy, Infrastructure & Product OperationsAssuranceOperations
Support &Readiness
Customer
Enterprise EffectivenessManagement
Enterprise RiskManagement
Strategic & EnterprisePlanning
Knowledge & ResearchManagement
Financial & AssetManagement
Stakeholder & ExternalRelations Management
Human ResourcesManagement
FulfilmentBillingOperations
Support & Readiness FAB
FulfilmentAssuranceBilling
34
eTOM: Enhanced Telecom Operations Map®
Enterprise Management
Strategy, Infrastructure & Product Operations
Fulfilment Assurance BillingProductLifecycleManagement
InfrastructureLifecycleManagement
OperationsSupport &Readiness
Strategy &Commit
Customer
Enterprise EffectivenessManagement
Enterprise RiskManagement
Strategic & EnterprisePlanning
Knowledge & ResearchManagement
Financial & AssetManagement
Stakeholder & ExternalRelations Management
Human ResourcesManagement
SIPStrategy , & Commit
Infrastructure Lifecycle Management
Product Lifecycle Management
35
eTOM: Enhanced Telecom Operations Map®
Enterprise Management
Strategy, Infrastructure & Product Operations
Fulfilment Assurance BillingProductLifecycleManagement
InfrastructureLifecycleManagement
OperationsSupport &Readiness
Strategy &Commit
Customer
Enterprise EffectivenessManagement
Enterprise RiskManagement
Strategic & EnterprisePlanning
Knowledge & ResearchManagement
Financial & AssetManagement
Stakeholder & ExternalRelations Management
Human ResourcesManagement
S I P O F A B
7 Verticals
36
eTOM: Enhanced Telecom Operations Map®
Enterprise Management
Strategy, Infrastructure & Product Operations
Fulfilment Assurance BillingProductLifecycleManagement
InfrastructureLifecycleManagement
OperationsSupport &Readiness
Customer Relationship Management
Strategy &Commit
Marketing & Offer Management
Customer
Enterprise EffectivenessManagement
Enterprise RiskManagement
Strategic & EnterprisePlanning
Knowledge & ResearchManagement
Financial & AssetManagement
Stakeholder & ExternalRelations Management
Human ResourcesManagement
37
eTOM: Enhanced Telecom Operations Map®
Enterprise Management
Strategy, Infrastructure & Product Operations
Fulfilment Assurance BillingProductLifecycleManagement
InfrastructureLifecycleManagement
OperationsSupport &Readiness
Customer Relationship Management
Service Management & Operations
Strategy &Commit
Marketing & Offer Management
Service Development & Management
Customer
Enterprise EffectivenessManagement
Enterprise RiskManagement
Strategic & EnterprisePlanning
Knowledge & ResearchManagement
Financial & AssetManagement
Stakeholder & ExternalRelations Management
Human ResourcesManagement
38
eTOM: Enhanced Telecom Operations Map®
Enterprise Management
Strategy, Infrastructure & Product Operations
Fulfillment Assurance BillingProductLifecycleManagement
InfrastructureLifecycleManagement
OperationsSupport &Readiness
Customer Relationship Management
Service Management & Operations
Resource Management & Operations
Strategy &Commit
Marketing & Offer Management
Service Development & Management
Resource Development & Management
(Application, Computing and Network)(Application, Computing and Network)
Customer
Enterprise EffectivenessManagement
Enterprise RiskManagement
Strategic & EnterprisePlanning
Knowledge & ResearchManagement
Financial & AssetManagement
Stakeholder & ExternalRelations Management
Human ResourcesManagement
39
eTOM: Enhanced Telecom Operations Map®
Enterprise Management
Strategy, Infrastructure & Product Operations
Fulfilment Assurance BillingProductLifecycleManagement
InfrastructureLifecycleManagement
OperationsSupport &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 EffectivenessManagement
Enterprise RiskManagement
Strategic & EnterprisePlanning
Knowledge & ResearchManagement
Financial & AssetManagement
Stakeholder & ExternalRelations Management
Human ResourcesManagement
40
Element Management
Network Management
BusinessManagement
ServiceManagement
TMN Pyramid Model
41
Element Management
Network Management
BusinessManagement
ServiceManagement
TMN Layers correspond with TOM horizontals
Network and Systems Management Processes
Service Development and Operations Processes
Customer Care Processes
Customer
Network Element Management Processes
Info
rma
tion
Sy
ste
ms
Ma
na
ge
me
nt P
roc
es
se
s
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
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
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
Enterprise Management
Strategy, Infrastructure & Product Operations
Fulfillment Assurance BillingProductLifecycleManagement
InfrastructureLifecycleManagement
OperationsSupport &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 EffectivenessManagement
Enterprise RiskManagement
Strategic & EnterprisePlanning
Knowledge & ResearchManagement
Financial & AssetManagement
Stakeholder & ExternalRelations Management
Human ResourcesManagement
NGOSSNGOSSSupportingSupporting
ToolsTools
ContractsContracts
eTOM vs TMN
eTOM Model : Level 1
Enterprise Management
Strategy, Infrastructure & Product Operations
Fulfillment Assurance BillingProductLifecycleManagement
InfrastructureLifecycleManagement
OperationsSupport &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 EffectivenessManagement
Enterprise RiskManagement
Strategic & EnterprisePlanning
Knowledge & ResearchManagement
Financial & AssetManagement
Stakeholder & ExternalRelations Management
Human ResourcesManagement
Tech Mahindra Limited confidential© Tech Mahindra Limited 2007
eTOM Business Process Framework
Operations Process Area Level 1 Process Groupings
Tech Mahindra Limited confidential© Tech Mahindra Limited 2007
eTOM Business Process Framework
Operations Process Area Level 1 Process Groupings
CONFIDENTIAL© Copyright 2008 Tech Mahindra Limited46 of 62
Customer
Operations
Operations Support & Readiness
FulfillmentAssurance Billing
Operations Vertical Process Groupings…
CONFIDENTIAL© Copyright 2008 Tech Mahindra Limited47 of 62
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
CONFIDENTIAL© Copyright 2008 Tech Mahindra Limited48 of 62
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
CONFIDENTIAL© Copyright 2008 Tech Mahindra Limited49 of 62
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
CONFIDENTIAL© Copyright 2008 Tech Mahindra Limited50 of 62
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
CONFIDENTIAL© Copyright 2008 Tech Mahindra Limited51 of 62
Customer
Operations
Customer Relationship Management
Service Management and Operations
Supplier/Partner Relationships Management
Resource Management and Operations
Operations Horizontal Functional Process Groupings…
CONFIDENTIAL© Copyright 2008 Tech Mahindra Limited52 of 62
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
CONFIDENTIAL© Copyright 2008 Tech Mahindra Limited53 of 62
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)
CONFIDENTIAL© Copyright 2008 Tech Mahindra Limited54 of 62
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
CONFIDENTIAL© Copyright 2008 Tech Mahindra Limited55 of 62
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
Tech Mahindra Limited confidential© Tech Mahindra Limited 2007
eTOM Business Process Framework
SIP Process Area Level 1 Process Groupings
CONFIDENTIAL© Copyright 2008 Tech Mahindra Limited57 of 62
Customer
Strategy, Infrastructure and Product
Strategy andCommit
InfrastructureLifecycleManagement
ProductLifecycleManagement
SIP Vertical Process Groupings…
CONFIDENTIAL© Copyright 2008 Tech Mahindra Limited58 of 62
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
CONFIDENTIAL© Copyright 2008 Tech Mahindra Limited59 of 62
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
CONFIDENTIAL© Copyright 2008 Tech Mahindra Limited60 of 62
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
CONFIDENTIAL© Copyright 2008 Tech Mahindra Limited61 of 62
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…
CONFIDENTIAL© Copyright 2008 Tech Mahindra Limited62 of 62
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
CONFIDENTIAL© Copyright 2008 Tech Mahindra Limited63 of 62
Service Development and Management…
Focus on Planning, Developing and Delivering Services to the Operations Domain
Includes functionalities necessary for
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
CONFIDENTIAL© Copyright 2008 Tech Mahindra Limited64 of 62
Resource Development and Management…
Focus on Planning, Developing and Delivering the resources needed to support services and products to the Operation Domain
Includes functionalities necessary for
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
CONFIDENTIAL© Copyright 2008 Tech Mahindra Limited65 of 62
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
Tech Mahindra Limited confidential© Tech Mahindra Limited 2007
eTOM Business Process Framework
Enterprise Management Process Area Level 1 Process Groupings
CONFIDENTIAL© Copyright 2008 Tech Mahindra Limited67 of 62
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
CONFIDENTIAL© Copyright 2008 Tech Mahindra Limited68 of 62
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
CONFIDENTIAL© Copyright 2008 Tech Mahindra Limited69 of 62
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
CONFIDENTIAL© Copyright 2008 Tech Mahindra Limited70 of 62
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
CONFIDENTIAL© Copyright 2008 Tech Mahindra Limited71 of 62
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
CONFIDENTIAL© Copyright 2008 Tech Mahindra Limited72 of 62
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
CONFIDENTIAL© Copyright 2008 Tech Mahindra Limited73 of 62
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
CONFIDENTIAL© Copyright 2008 Tech Mahindra Limited74 of 62
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
Tech Mahindra Limited confidential© Tech Mahindra Limited 2007
eTOM Business Process Framework
Level 2 Process Groupings
76
Process X
-Process Element X1
-Process Element X3
-Process Element X2
-Process Element X21
-Process Element X22
-Process Element X211
-Process Element X212
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
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
Level 2 OPS processes
79
InfrastructureLifecycle Management
ProductLifecycle Management
Strategy & Commit
Strategy, Infrastructure & Product
Marketing & Offer Management
Service Development & Management
Resource Development & Management
Supply Chain Development & Management
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
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
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
CONFIDENTIAL© Copyright 2007 Tech Mahindra Limited
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
Service & SpecificInstance Rating
SM&O Support & Process Management
SM&O Support & Process Management
Service Management & Operations Readiness
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
S/P Problem Reporting &Managemen
t
S/P Performanc
eManageme
nt
S/P Performanc
eManageme
nt
S/PRMSettlements
& BillingManagement
S/PRMSettlements
& BillingManagement
S/PRM Operations Support & Process Management
S/PRM Operations Support & Process Management
S/P Relationship Management
Operations Readiness
S/P Relationship Management
Operations Readiness
Resource Provisioning & Allocation
to Service Instance
RM&O Support & ProcessManagement
RM&O Support & ProcessManagement
Resource Management& Operations Readiness
Resource Management& Operations Readiness
Retention & LoyaltyRetention & Loyalty
Customer QoS / SLA Management
Customer QoS / SLA Management
Customer Interface ManagementCustomer Interface Management
Billing & Collections
Management
Billing & Collections
Management
Problem HandlingProblem HandlingSellingSelling
Order Handling
Order Handling
MarketingFulfillmen
tResponse
MarketingFulfillmen
tResponse
CRM Operations Support & Process
Management
CRM Operations Support & Process
Management
CRM OperationsReadiness
CRM OperationsReadiness
Sales & Channel Management
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
Strategy, Infrastructure & Product
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
CapabilityAvailability
Service Planning & Commitme
nt
Service Planning & Commitme
nt
Service Performanc
eAssessment
Service Performanc
eAssessment
Service Strategy &
Policy
Service Strategy &
Policy
Service &OperationsCapabilityDelivery
Service &OperationsCapabilityDelivery
Service Developme
nt & Retirement
Service Developme
nt & Retirement
Resource &
Operations CapabilityDelivery
Resource &
Operations CapabilityDelivery
Resource Performanc
eAssessmen
t
Resource Performanc
eAssessmen
t
Resource &
Technology
Strategy &Policy
Resource &
Technology
Strategy &Policy
Resource & Technology
Plan & Commitment
Resource & Technology
Plan & Commitment
Resource Developme
nt
Resource Developme
nt
Product Developme
nt &Retirement
Product Developme
nt &Retirement
Product & Offer
Portfolio Capability Delivery
Product & Offer
Portfolio Capability Delivery
Product & Offer Portfolio Strategy,Policy & Planning
Product & Offer Portfolio Strategy,Policy & Planning
MarketingCapability Delivery
MarketingCapability Delivery
Product & Offer
Business Planning & Commitme
nt
Product & Offer
Business Planning & Commitme
nt
Product,Marketing
& Customer
Performance
Assessment
Product,Marketing
& Customer
Performance
Assessment
CRMCapabilityDelivery
CRMCapabilityDelivery
MarketStrategy & Policy
MarketStrategy & Policy
Sales & Channel
Development
Sales & Channel
Development
Marketing Commu-nications
&Promotion
Marketing Commu-nications
&Promotion
Enterprise Management
Resource Quality Analysis,Action & Reporting
Resource Quality Analysis,Action & Reporting
Resource Problem Management
Resource Problem Management
Service Problem Management
Service Problem Management
Service Quality Analysis,Action & Reporting
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
Group Enterprise Manageme
nt
Financial & AssetFinancial & AssetManagementManagement
Financial Manageme
nt
Financial Manageme
nt
Procuremant
Management
Procuremant
Management
Real Estate Manageme
nt
Real Estate Manageme
nt
Stakeholder & External RelationsStakeholder & External RelationsManagementManagement
PR & Community Relations
Management
PR & Community Relations
Management
Shareholder Relations Manageme
nt
Shareholder Relations Manageme
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
HR Policies & Practices
Workforce Strategy
Workforce Strategy
Workforce Developme
nt
Workforce Developme
nt
Employee & Labor Relations
Management
Employee & Labor Relations
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
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
Disaster Recovery & Contingency
Planning
CONFIDENTIAL© Copyright 2007 Tech Mahindra Limited
eTOM Operations Level 3
CONFIDENTIAL© Copyright 2007 Tech Mahindra Limited
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
Service & SpecificInstance Rating
Service & SpecificInstance Rating
SM&O Support & Process Management
SM&O Support & Process Management
Service Management & Operations Readiness
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
S/P Problem Reporting &Managemen
t
S/P Performanc
eManageme
nt
S/P Performanc
eManageme
nt
S/PRMSettlements
& BillingManagement
S/PRMSettlements
& BillingManagement
S/PRM Operations Support & Process Management
S/PRM Operations Support & Process Management
S/P Relationship Management
Operations Readiness
S/P Relationship Management
Operations Readiness
Resource Provisioning & Allocation
to Service Instance
RM&O Support & ProcessManagement
RM&O Support & ProcessManagement
Resource Management& Operations Readiness
Resource Management& Operations Readiness
Retention & LoyaltyRetention & Loyalty
Customer QoS / SLA Management
Customer QoS / SLA Management
Customer Interface ManagementCustomer Interface Management
Billing & Collections
Management
Billing & Collections
Management
Problem HandlingProblem HandlingSellingSelling
Order Handling
Order Handling
Marketing
Fulfillment
Response
Marketing
Fulfillment
Response
CRM Operations Support & Process
Management
CRM Operations Support & Process
Management
CRM OperationsReadiness
CRM OperationsReadiness
Sales & Channel Management
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
Strategy, Infrastructure & Product
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
CapabilityAvailability
Service Planning & Commitme
nt
Service Planning & Commitme
nt
Service Performanc
eAssessmen
t
Service Performanc
eAssessmen
t
Service Strategy &
Policy
Service Strategy &
Policy
Service &OperationsCapabilityDelivery
Service &OperationsCapabilityDelivery
Service Developme
nt &
Retirement
Service Developme
nt &
Retirement
Resource &
Operations CapabilityDelivery
Resource &
Operations CapabilityDelivery
Resource Performanc
eAssessmen
t
Resource Performanc
eAssessmen
t
Resource &
Technology
Strategy &Policy
Resource &
Technology
Strategy &Policy
Resource & Technology
Plan & Commitmen
t
Resource & Technology
Plan & Commitmen
t
Resource Developme
nt
Resource Developme
nt
Product Developme
nt &Retirement
Product Developme
nt &Retirement
Product & Offer
Portfolio Capability Delivery
Product & Offer
Portfolio Capability Delivery
Product & Offer Portfolio Strategy,Policy & Planning
Product & Offer Portfolio Strategy,Policy & Planning
MarketingCapability Delivery
MarketingCapability Delivery
Product & Offer
Business Planning & Commitme
nt
Product & Offer
Business Planning & Commitme
nt
Product,Marketing
& CustomerPerforman
ceAssessme
nt
Product,Marketing
& CustomerPerforman
ceAssessme
nt
CRMCapabilityDelivery
CRMCapabilityDelivery
MarketStrategy & Policy
MarketStrategy & Policy
Sales & Channel
Development
Sales & Channel
Development
Marketing Commu-nications
&Promotion
Marketing Commu-nications
&Promotion
Enterprise Management
Resource Quality Analysis,Action & Reporting
Resource Quality Analysis,Action & Reporting
Resource Problem Management
Resource Problem Management
Service Problem Management
Service Problem Management
Service Quality Analysis,Action & Reporting
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
Group Enterprise Manageme
nt
Financial & AssetFinancial & AssetManagementManagement
Financial Manageme
nt
Financial Manageme
nt
Procuremant
Management
Procuremant
Management
Real Estate Manageme
nt
Real Estate Manageme
nt
Stakeholder & External RelationsStakeholder & External RelationsManagementManagement
PR & Community Relations
Management
PR & Community Relations
Management
Shareholder Relations Manageme
nt
Shareholder Relations Manageme
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
HR Policies & Practices
Workforce Strategy
Workforce Strategy
Workforce Developme
nt
Workforce Developme
nt
Employee & Labor Relations
Management
Employee & Labor Relations
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
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
Disaster Recovery & Contingency
Planning
CONFIDENTIAL© Copyright 2007 Tech Mahindra Limited
eTOM CRM Level 3: Billing and Collections
CONFIDENTIAL© Copyright 2007 Tech Mahindra Limited
eTOM CRM Level 3: Billing and Collections
CONFIDENTIAL© Copyright 2007 Tech Mahindra Limited
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
Enterprise Management
Enterprise EffectivenessManagement
Stakeholder& ExternalRelations Management
Enterprise RiskManagement
Strategic & EnterprisePlanning
Financial & AssetManagement
Knowledge & ResearchManagement
Human ResourcesManagement
Enterprise EffectivenessManagement
Stakeholder& ExternalRelations Management
Enterprise RiskManagement
Strategic & EnterprisePlanning
Financial & AssetManagement
Knowledge & ResearchManagement
Human ResourcesManagement
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
Tech Mahindra Limited confidential© Tech Mahindra Limited 2007
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
Customer Interface Management
CRMSupport & Readiness
CustomerQoS / SLA
ManagementProblemHandling
Billing & Collections
Management
Retention & Loyalty
SM&OSupport & Readiness
ServiceProblem
Management
Service QualityManagement
Service & Specific Instance
Rating
RM&OSupport & Readiness
ResourceTrouble
Management
Resource Performance Management
S/P PerformanceManagement
S/PRMSupport &Readiness
S/P Settlements & Billing
Management
S/P Problem Reporting &Management
ResourceProvisioning
S/P Purchase Order
Management
S/P Buying
Supplier/Partner Interface Management
Customer Interface Management
Order HandlingMarketing
FulfillmentResponse
Retention & Loyalty
Selling
ServiceConfiguration & Activation
Billing & Collections
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
Determine Credit Limit
Check Technical Availability
102
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
Determine Credit Limit
Check Technical Availability
103
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
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
Customer Interface Management
Retention & LoyaltyCheck Customer
Credit
Check Tech.Availability
Service Design feasibility request
Line provisioning feasibility request
Line provisioningfeasibility confirmed
Service designfeasibility confirmed
Service Configuration & Activation
Service Design Request
Resource Provisioning
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
Customer Interface Management
Service Design informed with Contract
Order Handling
Service design contract accepted by customer
As part of design contract the preferred payment
method is enforced
Service Configuration & Activation
Issue Service Order
Resource Provisioning
Issue WO to technical group Install line and close WO
Service Activation completed
Customer Interface Management
Send welcome letter
Billing & Collections
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
S/PRM Support & Readiness
109
PLM: Major Processes Involved
Product Development &
Retirement
Sales Development & Retirement
Service Development &
Retirement
Resource Development &
Retirement
Supply Chain Development &
Retirement
RM&O Support & Readiness
SM&O Support & Readiness
CRM Support & Readiness
Product Marketing
Comm.
SIP Stage OPS Stage
S/PRM Support & Readiness
RM&O Support & Readiness
SM&O Support & Readiness
CRM Support & Readiness
Product Marketing
Comm.
OPS Stage
110
PLM: Major Processes Involved
Product Development &
Retirement
Sales Development & Retirement
Service Development &
Retirement
Resource Development &
Retirement
Supply Chain Development &
Retirement
RM&O Support & Readiness
SM&O Support & Readiness
CRM Support & Readiness
Product Marketing
Comm.
OPS Stage
S/PRM Support & Readiness
Service Development & Retirement
Sales 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
Authorization Request/ Balance Reservation
Scenario: Enough Balance1
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
Authorization Request/ Balance Reservation
Request for Prepaid call authorization balance
Scenario: Enough Balance1
1
115
Authorization Request/ Balance Reservation
Scenario: Enough Balance
Process Resource Data
2
2
116
Authorization Request/ Balance Reservation
Scenario: Enough Balance
Report Resource Data
3
3
117
Authorization Request/ Balance Reservation
Scenario: Enough Balance
Mediate Usage Records
4
4
118
Authorization Request/ Balance Reservation
Scenario: Enough Balance
Rate usage Records
5
5
119
Authorization Request/ Balance Reservation
Scenario: Enough Balance
Apply Pricing Discounting and Rebate
6
6
120
Authorization Request/ Balance Reservation
Scenario: Enough Balance
Apply Pricing Discounting and Rebate
7
7
121
Authorization Request/ Balance Reservation
Authorize call , Reserve Balance
Scenario: Enough Balance
8
8
122
Thank You