All Rights ReservedPage No. - 1Copyright 2004. All Rights ReservedPage 1 Training Plus Copyright 2004. All Rights ReservedPage 1 Training Plus Copyright 2004. All Rights ReservedPage 1 Training Plus
TM Forum Training Plus at TeleManagement WorldLong Beach, USA - 11th October 2004
Enhanced Telecom Operations Map®
eTOM:An Introduction
Enrico Ronco Mike Kelly
All Rights ReservedPage No. - 2Copyright 2004. All Rights ReservedPage 2 Training Plus Copyright 2004. All Rights ReservedPage 2 Training Plus Copyright 2004. All Rights ReservedPage 2 Training Plus
Agenda• Welcome
• eTOM: an Overview• eTOM: the Business Process Framework• Break
• Bringing eTOM into your Business • eTOM applications• Q&A• Close
All Rights ReservedPage No. - 3Copyright 2004. All Rights ReservedPage 3 Training Plus Copyright 2004. All Rights ReservedPage 3 Training Plus Copyright 2004. All Rights ReservedPage 3 Training Plus
TimelineMorning Session
Start: 9.00Break: 10.30-11.00Close: 12.30
Afternoon SessionStart: 2.00Break: 3.30-4.00Close: 5.30
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Housekeeping
CourtesyPlease silence mobiles, pagers, etc.
Q&APoints of clarification as they ariseOther issues at start/end of sessions during the breaks, end of day …
FeedbackPlease return Evaluation Forms
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Agenda• Welcome
• eTOM: an Overview• eTOM: the Business Process Framework• Break
• Bringing eTOM into your Business • eTOM applications• Q&A• Close
All Rights ReservedPage No. - 6Copyright 2004. All Rights ReservedPage 6 Training Plus Copyright 2004. All Rights ReservedPage 6 Training Plus Copyright 2004. All Rights ReservedPage 6 Training Plus
TeleManagement World Training PlusLong Beach, USA - 11th October 2004
eTOM:an Overview
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Enhanced Telecom Operations Map® - eTOM:What is It?
A telecommunications Service Provider business process frameworkDeveloped collaboratively over a decadeProvides business-oriented view
emphasizes structure/ process components/ process interactivity/ roles/ responsibilitiessets requirements for (but is neutral towards) system solution/ architecture/ technology/ implementation
Represents industry-consensus on Service Provider processes
harmonized position across global scenecan be tailored/ extended for individual companies
eTOM represents a framework for defining your own processes, and a tool for communication with others
All Rights ReservedPage No. - 8Copyright 2004. All Rights ReservedPage 8 Training Plus Copyright 2004. All Rights ReservedPage 8 Training Plus Copyright 2004. All Rights ReservedPage 8 Training Plus
A Brief History of eTOM1995 – 1998: development of TOM (Telecom Operations Map)
1999: stabilization of TOM
2000 – 2001: evolution of TOM towards ETOM2001: eTOM v1.0, and v2.0 for Member Evaluation
Jan 2002: eTOM v2.5 for Public Evaluation
May 2002: eTOM v3.0 is TMF Approved
2002 - 2003: Updates to core eTOM released to Members and Public
March 2004: New release eTOM 4.0 is TMF Approvedextends v3.0 with further process decompositions and flows in selected application areas, also B2B support and ITIL mappings
“e” for enhanced
April 2004: Submission of eTOM 4.0 to ITU-T as a standard
… and work never stops
May/June 2004: Formal acceptance of eTOM by ITU-T
August 2004: eTOM 4.5 released as part of NGOSS 4.5
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eTOM Business Process Framework Conceptual Structure
Enterprise Management
Strategy, Infrastructure & Product Operations
Market, Product and Customer
Service
Resource
Supplier/ Partner
(Application, Computing and Network)
Customer
Suppliers/Partners
Shareholders Other StakeholdersEmployees
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eTOM: Enhanced Telecom Operations Map®
Enterprise Management
Strategy, Infrastructure & Product OperationsFulfillment Assurance BillingProduct
LifecycleManagement
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
Knowledge & ResearchManagement
Enterprise RiskManagement
Strategic & EnterprisePlanning
Financial & AssetManagement
Stakeholder & ExternalRelations Management
Human ResourcesManagement
eTOM has now been adopted by ITU-T, as a full
international Recommendation
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eTOM 4.0 compared with eTOM v3.0Areas of Update
Operations Process Area fully decomposed to Level 3Rationalization of Strategy Infrastructure & ProductLevel 2 process groupings
SIP Level 3 decompositions now being worked for eTOM v4.5Re-design of Enterprise Management Level 1 - 2Process groupingsRationalization of B2B theme with the introduction of the eTOM Business Operations Map
StandardizationeTOM 4.0 now accepted by ITU-T as a formal international Recommendation
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What is NGOSS?NGOSS is a comprehensive, integrated framework for developing, procuring and deploying operational and business support systems
Industry-agreed, business & systems framework to guide the implementation of process automation :
Defines methodologies for evolving OSS and BSS infrastructure into a lean operations approachSpecifies the key characteristics of OSS/BSS (business processes, data models and integration architectures) that allow high degrees of process integration and automationDeveloped by major operators and suppliers worldwideDriven and managed by TM ForumImplemented as a set of programs
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NGOSS Goals
Decrease OSS softwaredevelopment effort
Decrease operationscosts
Reduce time to introduce new
services
Reduce number ofphysical interfacesper OSS component
Across the board cost reductions
• Centralize work/process flow functionality• Provide common data schema and implementation• Facilitate migration from legacy OSS environments• Uniform look at feel of user interfaces• High scalability• Security in all systems
Using New Generation Principles and Architecture
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NGOSS Lifecycle
Service DevelopersView
Service Providers View
Service DevelopersView
Service Providers View
ImplementationDeployment
Business System
Deployment Capabilities, Constraints & Context
Implementation Capabilities, Constraints & Context
Business Capabilities, Constraints & Context
System Capabilities,Constraints & Context
ImplementationDeployment
Business System
Deployment Capabilities, Constraints & Context
Implementation Capabilities, Constraints & Context
Business Capabilities, Constraints & Context
System Capabilities,Constraints & Context
CorporateKnowledge
Base
NGOSSKnowledge
BaseShared
CorporateKnowledge
Base
NGOSSKnowledge
BaseShared
CorporateKnowledge
Base
NGOSSKnowledge
BaseShared
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eTOM: Linkage to NGOSS
eTOM provides the NGOSS Business VieweTOM processes, flows and information are input as requirements to the NGOSS System ViewFeedback from the NGOSS development cycle is used to validate the eTOM
Service DevelopersView
Service Providers View
Service DevelopersView
Service Providers View
ImplementationDeployment
Business System
Deployment Capabilities, Constraints & Context
Implementation Capabilities, Constraints & Context
Business Capabilities, Constraints & Context
System Capabilities,Constraints & Context
ImplementationDeployment
Business System
Deployment Capabilities, Constraints & Context
Implementation Capabilities, Constraints & Context
Business Capabilities, Constraints & Context
System Capabilities,Constraints & Context
CorporateKnowledge
Base
NGOSSKnowledge
BaseShared
CorporateKnowledge
Base
NGOSSKnowledge
BaseShared
CorporateKnowledge
Base
NGOSSKnowledge
BaseShared
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GB921 4.0 Suite ContentGB921* - Main documentGB921B - Addendum on B2B integration GB921D* - Addendum on DecompositionsGB921F* - Addendum on FlowsGB921C - Application Note on Public B2B
Business Operations Map (BOM)GB921L - Application Note on eTOM-ITIL Mappings
Note: * = updated in GB921 4.5 (Members Only), also addsGB921P – eTOM PrimerGB921T – eTOM-M.3400 MappingsGB922 – SID/eTOM Linkages (SID document)
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ITU-T M.3050 (based on GB921 4.0)
M.3050.0: Brief context/positioning of eTOM by/for ITU-T
M.3050.1 : reproduces GB921 main document
M.3050.2: reproduces GB921 Addendum D
M.3050.3: reproduces GB921 Addendum F
M.3050.4: reproduces GB921 Addendum B
M.3050 Supplement 1: reproduces GB921 App. Note L
M.3050 Supplement 2: reproduces GB921 App. Note C
M.3050 Supplement 3: eTOM/M.3400 Mappings, jointly developed with ITU-T, now also published as GB921 App. Note T
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eTOM Process CoverageeTOM Business Process Framework (includes new GB921 4.5 material)
Inter-Enterprise using Public Processes
ICT IndustrySpecific Process Decomposition
Cross IndustryHorizontal Processes
B2B Transaction Pattern Template Dictionary
RosettaNet, ebXML
GB921C Application Note
GB921 Main
RosettaNet, ebXML
Core eTOM Viewpoint
ICT IndustrySpecific Process Decomposition
GB921 Addendum D
GB921L Application Note
Using eTOM to Model ITIL Processes
GB921 Addendum F
ICT IndustryExample
Process Flows
eTOM Introductory PrimerGB921 Addendum P
eTOM Public B2B Business Operations Map
GB921 Addendum B
GB921T Application Note
eTOM to M.3400 Mapping
Relationship with Other Frameworks
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eTOM Adoptions (SPs)eTOM is a reference guideline in the definition of the Vodafone worldwide IT Enterprise Architecture.
eTOM is used to map functionality of existing systemsand discover redundancies.
Telstra enhanced the core eTOM Framework to create a Framework for all Process Elements in Telstra down to Level 4.
eTOM is referenced in the design and implementation of the New Broadband Services Management Architecture.
eTOM is used in the definition and implementation of the business Process Framework for the merged Telia and Sonera companies.
eTOM is used to provide the basic framework for describing the process scope and positions the process capabilities of current / future systems. It also provides a neutral reference model with an associated lexicon for the processes to be addressed.
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eTOM Adoptions (Vendors, SIs, etc)Reorganized existing BPM and Best Practices around eTOM, with strategic decision to increase participation in eTOM team work. Introduced internal eTOM training, with eTOM as a common language and reference throughout the company. Mapped Amdocs products to eTOM, and used as sales tool.
Used eTOM to map existing industry processes, analyze business drivers and pains, and guide the design of new processes. Also, as a framework for ISV & SI Partnerships.
Have developed Telecom Reference Business Model based on eTOM (Levels 1,2 & 3), and extended to Levels 5 & 6 for business scenario investigation, legacy system gap analysis, new OSS/BSS specification, consultancy support, etc.
Used eTOM for internal product training, product features cross-referencing and functional gap analysis, marketing analysis (competitors/partners), customer communication (incl. RFI/RFP), workflow “seed” processes.
Used eTOM for mapping Motorola products and managed services, for gap analysis of solution portfolio and for partnership communications.
Copyright 2004. All Rights Reserved
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eTOM Relationships with Industry GroupseTOM has been formally approved as an ITU-T Recommendation (M.3050): “M.3050 aims to improve efficiency of the business processes at the heart of any service provider’s operation. The new framework will be used by industry to more efficiently implement operations and business support systems (OSS/BSS) and by ITU in the continued production of OSS/BSS specifications.”
OSS/J (enabling marketplace of interchangeable, interoperable components that can be rapidly and cost effectively assembled into end-to-end telecommunications solutions) and TM Forum have established a formal partnership. OSS/J is the first and only technology specific realization of TM Forum’s NGOSS. eTOM has been used by as the base for the OSS/J Roadmap since 2001.
RosettaNet (enabling supply chain optimization for the high technology sector) and TM Forum have established formal partnership. eTOM business processes will be mapped to RosettaNet processes.
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eTOM Futures: Ongoing WorkCurrent
Guidelines on eTOM application and useProcess metrication, KPIs/KQIs, etcDetailed eTOM mapping for ITIL process flows, etcBilling eTOM applications and process flowsResource Management mappings to network/element management scenarios, and process flows
PlannedeTOM Compliance - approach and testsLinkage with other industry work (RosettaNet, SCOR, BPMI, etc)Security ManagementConsideration of further process decomposition detail
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Getting Involved with eTOMContributions needed:
for member review and comment on resultsfor member participation in the ongoing work with expertise in a variety of areas….
More contributions and resources wanted on the eTOM team!
Is there a work area important for your business?Do you have a view on the technical debate?Do you want feedback or advice on using eTOM?Do you want to influence where eTOM goes?
…. Then join the eTOM Team!
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SummaryeTOM addresses Service Provider operation
guides process design and evaluationprovides common structure/terminology for process/role/responsibility negotiationencompasses public/private process interaction
eTOM provides the NGOSS Business MapeTOM is now a formal standard through adoption by ITU-T as Recommendation M.3050
eTOM is already in wide use across the industry!and eTOM needs YOU
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Agenda• Welcome
• eTOM: an Overview• eTOM: the Business Process Framework• Break
• Bringing eTOM into your Business • eTOM applications• Q&A• Close
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TeleManagement World Training PlusLong Beach, USA - 11th October 2004
eTOM:the Business Process Framework
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eTOM: the Big Picture
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
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eTOM Operations (OPS)
OperationsFulfillment Assurance BillingOperations
Support &Readiness
Customer
Customer Relationship Management
Service Management & Operations
Supplier/Partner Relationship Management
Resource Management & Operations(Application, Computing and Network)
“FAB” remains the core of the Operations area Operations Support & Readiness is separated from FAB“OPS” also supports functional process groupings shown as horizontal layers
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eTOM Strategy, Infrastructure & Product (SIP)
Strategy, Infrastructure & ProductProductLifecycleManagement
InfrastructureLifecycleManagement
Strategy &Commit
Customer
Marketing & Offer Management
Service Development & Management
Resource Development & Management
Supply Chain Development & Management
(Application, Computing and Network)
“SIP” encompasses strategy and lifecycle management processes in support of operations
Strategy & CommitInfrastructure Lifecycle ManagementProduct Lifecycle Management
“SIP” also has functional groupings, aligned with those in “OPS”
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eTOM Enterprise Management (EM)Enterprise Management
Stakeholder & ExternalRelations Management
Human ResourcesManagement
Financial & Asset Management
Strategic &Enterprise Planning
Knowledge & ResearchManagement
Enterprise EffectivenessManagement
Enterprise RiskManagement
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OPS Horizontal Level 1 ProcessesCustomer Relationship Management: handles customers needs, including the acquisition, enhancement and retention of a relationship with a customer.Service Management & Operations: handles services (Access, Connectivity, Content, etc.), and the provision of communications and information services required by or proposed to customers.Resource Management & Operations: handles resources (application, computing and network infrastructures), utilized to deliver and support services required by or proposed to customers.Supplier/Partner Relationship Management: supports the core operational processes through interaction with external suppliers and/or partners. These processes align closely with a supplier’s or partner’s Customer Relationship Management processes.
Operations
Customer Relationship Management
Service Management & Operations
Resource Management & Operations(Application, Computing and Network)
Supplier/Partner Relationship Management
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OPS Vertical Level 1 ProcessesOperationsAll operations processes that support the customer operations and management, as well those that enable direct customer operations with the customer. These processes include both day-to-day, and operations support and readiness processes.
Fulfillment: provides customers with their requested products in a timely and correct manner
Assurance: executes proactive and reactive maintenance activities to ensure service to customers
Billing: produces timely and accurate bills, processes and collects payments, and handles billing enquiries.
Operations Support & Readiness: supports the "FAB" processes. In general, the processes are concerned with activities that are less "real-time" than those in FAB, and which are typically concerned less with individual customers and services and more with groups of these.
OperationsFulfillment Assurance BillingOperations
Support &Readiness
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The OPS Level 2 ProcessesOperations
Fulfillment Assurance BillingOperations Support & Readiness
Service Management &Operations
Resource Management &Operations
Supplier/Partner RelationshipManagement
Customer RelationshipManagement
Retention & Loyalty
Customer Interface ManagementSelling
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
ManagementMarketingFulfillmentResponse
S/PRMSupport &Readiness
SM&O Support &Readiness
RM&O Support &Readiness
CRM Support &Readiness
ServiceConfiguration & Activation
OrderHandling
ProblemHandling
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OPS-FABOperations
Fulfillment Assurance BillingOperations Support & Readiness
Service Management &Operations
Resource Management &Operations
Supplier/Partner RelationshipManagement
Customer RelationshipManagement
Retention & Loyalty
Customer Interface ManagementSelling
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
ManagementMarketingFulfillmentResponse
S/PRMSupport &Readiness
SM&O Support &Readiness
RM&O Support &Readiness
CRM Support &Readiness
ServiceConfiguration & Activation
OrderHandling
ProblemHandling
““FABFAB””
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OPS-OSROperations
Fulfillment Assurance BillingOperations Support & Readiness
Service Management &Operations
Resource Management &Operations
Supplier/Partner RelationshipManagement
Customer RelationshipManagement
Retention & Loyalty
Customer Interface ManagementSelling
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
ManagementMarketingFulfillmentResponse
S/PRMSupport &Readiness
SM&O Support &Readiness
RM&O Support &Readiness
CRM Support &Readiness
ServiceConfiguration & Activation
OrderHandling
ProblemHandling
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An Example of Level 3 DecompositionFulfillment (L1)
Resource Management & Operations (L1)
Resource Provisioning (L2)
Allocate & DeliverResource (L3)
Configure & ActivateResource (L3)
Test Resource (L3)Collect, Update &Report Resource
Configuration Data (L3)
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SIP Horizontal Level 1 ProcessesMarketing & Offer Management: focuses on running and developing the Core Business for an ICSP Enterprise; including defining strategies, developing new products, managing existing products and implementing marketing and offering strategies.Service Development & Management: plans, develops and delivers services to the Operations domain; including defining strategies for service creation and design, assessing service performance, and anticipating future service demand.
Resource Development & Management: plans, develops and delivers the resources needed to support services and products to the Operations domain; including defining strategies for development of network and other resources, interworking of new and existing technologies, assessing resource performance, and anticipating resource needs for future service demand.
Supply Chain Development & Management: focuses on the external interactions required with the supply chain to ensure that the best suppliers and partners are chosen; including support for sourcing decisions made by the enterprise, and ensuring that contribution of suppliers and partners to the supply chain is timely and to the required performance.
Strategy, Infrastructure & Product
Marketing & Offer Management
Service Development & Management
Resource Development & Management(Application, Computing and Network)
Supply Chain Development & Management
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SIP Vertical Level 1 ProcessesStrategy, Infrastructure & Product
Product Lifecycle Management
Infrastructure Lifecycle Management
Strategy & Commit
Strategy & Commit: generates strategies in support of the Infrastructure and Product Lifecycle processes. It is also responsible for establishing business commitment within the enterprise to support these strategies.Infrastructure Lifecycle Management: defines, plans and implements all necessary infrastructures (application, computing and network), as well as all other support infrastructures and business capabilities (operations centers, architectures, etc.).Product Lifecycle Management: defines, plans, designs and implements all products in the enterprise’s portfolio.
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The SIP Level 2 ProcessesInfrastructureLifecycle 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
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The Enterprise Management Hierarchy
Enterprise ManagementStrategic & Enterprise Planning
StrategicBusiness Planning
GroupEnterprise
Management
BusinessDevelopment
EnterpriseArchitectureManagement
Enterprise Risk Management
BusinessContinuity
Management
AuditManagement
Security Management
FraudManagement
InsuranceManagement
Financial & Asset Management
ProcurementManagement
Financial Management
AssetManagement
Stakeholder & External Relations Management
Corporate Communications & Image Management
LegalManagement
Community Relations
Management
Shareholder Relations
Management
Board & Shares/Securities
Management
Regulatory Management
Human Resources Management
HR Policies & Practices
Workforce Development
Organization Development
Workforce Strategy
Employee & Labor Relations
Management
Enterprise Effectiveness Management
Process Management
& Support
Enterprise Performance Assessment
Enterprise Quality
Management
Program & Project
Management
Facilities Management
& Support
Knowledge & ResearchManagement
Technology Scanning
KnowledgeManagement
Research Management
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EnterpriseManagement
Level 0
Level 1
Level 2
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eTOM - The Level 2 ProcessesLevel 1 Vertical Grouping
Level 1 Horizontal GroupingLevel 2 Process Element
External Entity
Customer
Service Development & Management
Resource Development & Management
Supply Chain Development & Management
Marketing & Offer Management
Product Lifecycle Management
Strategy & Commit
Strategy, Infrastructure & Product
Product & Offer Capability Delivery
Product & Offer Portfolio
Planning
Market Strategy &
Policy
Marketing Capability Delivery
Infrastructure Lifecycle Management
Product Marketing Communications
& Promotion
Product & Offer Development &
Retirement
Sales Development
Service Strategy & Planning
Service Capability Delivery
Service Development &
Retirement
Resource Strategy & Planning
Resource Capability Delivery
Resource Development &
Retirement
Supply Chain Strategy & Planning
Supply Chain Development &
Change Management
Supply Chain Capability Delivery
OperationsFulfillment Assurance BillingOperations Support
& Readiness
Customer Relationship Management
Service Management & Operations
Resource Management & Operations
Supplier/Partner Relationship Management
Customer Interface Management
Billing & Collections
Management
Customer QoS/SLA
Management
Problem Handling
Selling
Order Handling
Marketing Fulfillment Response
CRM Support & Readiness
Retention & Loyalty
Service Configuration &
Activation
Service Problem
Management
Service Quality
Management
Service & Specific
Instance RatingSM&O
Support & Readiness
Resource Provisioning
Resource Trouble
Management
Resource Performance ManagementRM&O
Support & Readiness
Resource Data Collection & Processing
S/P Interface Management
S/P Requisition
Management
S/P Problem Reporting &
Management
S/P Settlements & Billing
Management
S/P Performance ManagementS/PRM
Support & Readiness
Supplier/PartnerCop
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Enterprise ManagementStrategic & Enterprise Planning
StrategicBusiness Planning
BusinessDevelopment
EnterpriseArchitectureManagement
GroupEnterprise
Management
Enterprise Risk ManagementBusiness Continuity
ManagementSecurity
ManagementFraud
ManagementAudit
ManagementInsurance
Management
Enterprise Effectiveness ManagementProcess
Management & Support
Enterprise Quality
Management
Program & Project
Management
Enterprise Performance Assessment
Facilities Management &
Support
Knowledge & Research ManagementKnowledge
ManagementResearch
ManagementTechnology Scanning
Financial & Asset ManagementFinancial
ManagementAsset
ManagementProcurement Management
Stakeholder & External Relations ManagementCorporate
Communications & Image Management
Community Relations
Management
Shareholder Relations
Management
RegulatoryManagement
LegalManagement
Board & Shares/Securities
Management
Human Resources ManagementHR Policies &
PracticesOrganization Development
Workforce Strategy
Workforce Development
Employee & Labor Relations
Management
Employees Other StakeholdersShareholders
All Rights ReservedPage No. - 43Copyright 2004. All Rights ReservedPage 43 Training Plus Copyright 2004. All Rights ReservedPage 43 Training Plus Copyright 2004. All Rights ReservedPage 43 Training Plus
Example Process Dynamics Flow: Ordering (Fulfillment)
MarketProduct &Customer
Resource(Application,Computingand Network)
Supplier/Partner
Service
Customerrequests SPoffering
Customer InterfaceManagement Customer Interface
ManagementCustomer InterfaceManagement
Selling
CustomerRequestReceived
CustomerOrderConfirmed
S/P RequisitionManagement
ExternalComponentRequested
ResourceProvisioning
ResourceProvisioning
ResourceProvisioning
ServiceConfiguration &Activation
ResourceAllocated
ServiceConfiguration &Activation
External Supplier required
ResourceAllocationrequested
ServiceConfiguration &Activation
InternalWork OrderInitiated
ServiceConfiguration &Activation
Internal ResourceProvisioningCompleted
ResourceActivationrequested
OrderHandling
Customer OrderInitiated
Design Requested
Order Handling
Design Completed
Design Confirmationby Engineeringrequested
OrderHandling
InternalService OrderInitiated
DesignAccepted byCustomer
Retention &Loyalty
PriorityRequested
Priority Advised
External OrderIssued
Service Detailsfor Assurance
Service Detailsfor Billing
ServiceConfiguration &Activation
ResourceActivated
S/P Requisition Management
External ResourceActivated
Order Handling
Service Activated
Completion advisedto Customer
OrderCompletionNotification
ExternalResourceActivated
MarketProduct &Customer
Resource(Application,Computingand Network)
Supplier/Partner
Service
Customerrequests SPoffering
Customer InterfaceManagement Customer Interface
ManagementCustomer InterfaceManagement
Selling
CustomerRequestReceived
CustomerOrderConfirmed
S/P RequisitionManagement
ExternalComponentRequested
ResourceProvisioning
ResourceProvisioning
ResourceProvisioning
ServiceConfiguration &Activation
ResourceAllocated
ServiceConfiguration &Activation
External Supplier required
ResourceAllocationrequested
ServiceConfiguration &Activation
InternalWork OrderInitiated
ServiceConfiguration &Activation
Internal ResourceProvisioningCompleted
ResourceActivationrequested
OrderHandling
Customer OrderInitiated
Design Requested
Order Handling
Design Completed
Design Confirmationby Engineeringrequested
OrderHandling
InternalService OrderInitiated
DesignAccepted byCustomer
Retention &Loyalty
PriorityRequested
Priority Advised
External OrderIssued
Service Detailsfor Assurance
Service Detailsfor Billing
ServiceConfiguration &Activation
ResourceActivated
S/P Requisition Management
External ResourceActivated
Order Handling
Service Activated
Completion advisedto Customer
OrderCompletionNotification
ExternalResourceActivated
All Rights ReservedPage No. - 44Copyright 2004. All Rights ReservedPage 44 Training Plus Copyright 2004. All Rights ReservedPage 44 Training Plus Copyright 2004. All Rights ReservedPage 44 Training Plus
Example Process Dynamics Flow: Ordering (Fulfillment) - Detail
MarketProduct &Customer
Service
Customerrequests SPoffering
Customer InterfaceManagement Customer Interface
Management
Selling
CustomerRequestReceived
CustomerOrderConfirmed
ServiceConfiguration &Activation
ServiceConfiguration &Activation
OrderHandling
Customer OrderInitiated
Design Requested
Order Handling
Design Completed
Design Confirmationby Engineeringrequested
OrderHandling
InternalService OrderInitiated
DesignAccepted byCustomer
Retention &Loyalty
PriorityRequested
Priority Advised
MarketProduct &Customer
Service
Customerrequests SPoffering
Customer InterfaceManagement Customer Interface
Management
Selling
CustomerRequestReceived
CustomerOrderConfirmed
ServiceConfiguration &Activation
ServiceConfiguration &Activation
OrderHandling
Customer OrderInitiated
Design Requested
Order Handling
Design Completed
Design Confirmationby Engineeringrequested
OrderHandling
InternalService OrderInitiated
DesignAccepted byCustomer
Retention &Loyalty
PriorityRequested
Priority Advised
MarketProduct &Customer
Resource(A pplication,Computingand Netw ork)
Supplier/Partner
Service
Customerrequests SPoffering
Customer InterfaceManagement Customer Interface
ManagementCustomer InterfaceManagement
Selling
CustomerRequestReceived
CustomerOrderConfirmed
S/P Buying S/P PurchaseOrderManagement
Ex ternalComponentRequested
ResourceProvisioning &A llocation to ServiceInstance
ResourcePr ovisioning &A llocation toService Instance
ResourceProvisioning &A llocation to ServiceInstance
ServiceConf iguration &Activation
ResourceA llocated
ServiceConf iguration &Activation
Ex ternal Supplier required
ResourceA llocationrequested
ServiceConfiguration &Activation
InternalWork OrderInitiated
ServiceConf iguration &Activation
Internal ResourcePr ovisionningCompleted
ResourceActivationr equested
OrderHandling
Customer OrderInitiated
Des ign Requested
Or der Handling
Des ign Completed
Des ign Conf irmationby Engineeringrequested
OrderHandling
InternalService OrderInitiated
DesignAccepted byCustomer
Retention &Loyalty
Pr iorityRequested
Priority Advised
Ex ternal OrderIssued
Service Detailsfor Assurance
Service Detailsf or Billing
ServiceConfiguration &Activation
ResourceActivated
S/P PurchaseOrderManagement
External ResourceAcrivated
Order Handling
Service Activated
Completion advisedto Customer
OrderCompletionNotif ication
ExternalResourceActivated
All Rights ReservedPage No. - 45Copyright 2004. All Rights ReservedPage 45 Training Plus Copyright 2004. All Rights ReservedPage 45 Training Plus Copyright 2004. All Rights ReservedPage 45 Training Plus
Modelling B2B in the Context of eTOM
Operations
Fulfillment Assurance BillingOperationsSupport &Readiness
Customer Relationship Management
Service Management & Operations
Resource Management & Operations
Supplier/Partner Relationship Management
(Application, Computing and Network)
Strategy, Infrastructure & ProductProductLifecycleManagement
InfrastructureLifecycleManagement
Strategy &Commit
Marketing & Offer Management
Service Development & Management
Resource Development & Management
Supply Chain Development & Management
(Application, Computing and Network)
CustomerOperations
Fulfillment Assurance BillingOperationsSupport &Readiness
Customer Relationship Management
Service Management & Operations
Resource Management & Operations
Supplier/Partner Relationship Management
(Application, Computing and Network)
Strategy, Infrastructure & ProductProductLifecycleManagement
InfrastructureLifecycleManagement
Strategy &Commit
Marketing & Offer Management
Service Development & Management
Resource Development & Management
Supply Chain Development & Management
(Application, Computing and Network)
CustomerOperations
Fulfillment Assurance BillingOperationsSupport &Readiness
Customer Relationship Management
Service Management & Operations
Resource Management & Operations
Supplier/Partner Relationship Management
(Application, Computing and Network)
Strategy, Infrastructure & ProductProductLifecycleManagement
InfrastructureLifecycleManagement
Strategy &Commit
Marketing & Offer Management
Service Development & Management
Resource Development & Management
Supply Chain Development & Management
(Application, Computing and Network)
Customer
Operations
Fulfillment Assurance BillingOperationsSupport &Readiness
Customer Relationship Management
Service Management & Operations
Resource Management & Operations
Supplier/Partner Relationship Management
(Application, Computing and Network)
Strategy, Infrastructure & ProductProductLifecycleManagement
InfrastructureLifecycleManagement
Strategy &Commit
Marketing & Offer Management
Service Development & Management
Resource Development & Management
Supply Chain Development & Management
(Application, Computing and Network)
Customer
B2B Environment
All Rights ReservedPage No. - 46Copyright 2004. All Rights ReservedPage 46 Training Plus Copyright 2004. All Rights ReservedPage 46 Training Plus Copyright 2004. All Rights ReservedPage 46 Training Plus
eTOM in a B2B ContextCustomer
B2B
Env
ironm
ent
Sell Side
Buy Side
Customer
Service Development & Management
Resource Development & Management
Supply Chain Development & Management
Marketing & Offer Management
Product Lifecycle Management
Strategy & Commit
Strategy, Infrastructure & Product
Product & Offer Capability Delivery
Product & Offer
Portfolio Planning
Market Strategy &
Policy
Marketing Capability Delivery
Infrastructure Lifecycle
Management
Product Marketing
Communications& Promotion
Product & Offer
Development & Retirement
Sales Development
Service Strategy
& Planning
Service Capability Delivery
Service Development & Retirement
Resource Strategy & Planning
Resource Capability Delivery
Resource Development &
Retirement
Supply Chain Strategy & Planning
Supply Chain Development &
Change Management
Supply Chain
Capability Delivery
OperationsFulfillment Assurance BillingOperations
Support & Readiness Customer Relationship
Management
Service Management & Operations
Resource Management & Operations
Supplier/Partner Relationship Management
Customer Interface Management
Billing & Collections
Management
Customer QoS/SLA
Management
Problem Handling
Selling
Order Handling
Marketing Fulfillment Response
CRM Support & Readiness
Retention & Loyalty
Service Configuration & Activation
Service Problem
Management
Service Quality
Management
Service & Specific Instance Rating
SM&O Support & Readiness
Resource Provisionin
g
Resource Trouble
Management
Resource Performance ManagementRM&O
Support & Readiness
Resource Data Collection & Processing
S/P Interface Management
S/P Requisition
Management
S/P Problem Reporting &
Management
S/P Settlements &
Billing Management
S/P Performance Managemen
t
S/PRM Support & Readiness
Enterprise ManagementStrategic & Enterprise Planning
StrategicBusiness Planning
BusinessDevelopment
EnterpriseArchitectureManagement
GroupEnterprise
Management
Enterprise Risk ManagementBusiness Continuity
Management
Security Management
Fraud Management
AuditManagement
InsuranceManagement
Enterprise Effectiveness ManagementProcess
Management & Support
Enterprise Quality
Management
Program & Project
Management
Enterprise Performance Assessment
Facilities Management &
Support
Knowledge & Research ManagementKnowledge
ManagementResearch
ManagementTechnology Scanning
Financial & Asset ManagementFinancial
ManagementAsset
ManagementProcurement Management
Stakeholder & External Relations ManagementCorporate
Communications & Image Management
Community Relations
Management
Shareholder Relations
Management
RegulatoryManagement
LegalManagement
Board & Shares/Securitie
sManagement
Human Resources ManagementHR Policies &
PracticesOrganization Development
Workforce Strategy
Workforce Development
Employee & Labor
RelationsManagement
All Rights ReservedPage No. - 47Copyright 2004. All Rights ReservedPage 47 Training Plus Copyright 2004. All Rights ReservedPage 47 Training Plus Copyright 2004. All Rights ReservedPage 47 Training Plus
eTOM-ITIL Mapping for Operations
Low correlation of processes
Med correlation of processes
High correlation of processes
red = internal IT services blue = customer services
All Rights ReservedPage No. - 48Copyright 2004. All Rights ReservedPage 48 Training Plus Copyright 2004. All Rights ReservedPage 48 Training Plus Copyright 2004. All Rights ReservedPage 48 Training Plus
Summary
eTOM provides a Business Process Framework forprocess structure (hierarchy)process decompositions (levels)process flows (linkages)process dynamics (behavior)
eTOM is customizable and extensible for specific applicationseTOM links with related industry work
All Rights ReservedPage No. - 49Copyright 2004. All Rights ReservedPage 49 Training Plus Copyright 2004. All Rights ReservedPage 49 Training Plus Copyright 2004. All Rights ReservedPage 49 Training Plus
Agenda• Welcome
• eTOM: an Overview• eTOM: the Business Process Framework• Break
• Bringing eTOM into your Business • eTOM applications• Q&A• Close
All Rights ReservedPage No. - 50Copyright 2004. All Rights ReservedPage 50 Training Plus Copyright 2004. All Rights ReservedPage 50 Training Plus Copyright 2004. All Rights ReservedPage 50 Training Plus
Agenda• Welcome
• eTOM: an Overview• eTOM: the Business Process Framework• Break
• Bringing eTOM into your Business• eTOM applications• Q&A• Close
All Rights ReservedPage No. - 51Copyright 2004. All Rights ReservedPage 51 Training Plus Copyright 2004. All Rights ReservedPage 51 Training Plus Copyright 2004. All Rights ReservedPage 51 Training Plus
TeleManagement World Training PlusLong Beach, USA - 11th October 2004
Bringing eTOM into your Business
All Rights ReservedPage No. - 52Copyright 2004. All Rights ReservedPage 52 Training Plus Copyright 2004. All Rights ReservedPage 52 Training Plus Copyright 2004. All Rights ReservedPage 52 Training Plus
To Start with …What eTOM is:
Framework of organized Business ProcessesCommon terminologyStructured catalogue of process elements, which can be viewed in more and more detail
What eTOM is not:It is not a set of system specificationsIt is not a methodology
All Rights ReservedPage No. - 53Copyright 2004. All Rights ReservedPage 53 Training Plus Copyright 2004. All Rights ReservedPage 53 Training Plus Copyright 2004. All Rights ReservedPage 53 Training Plus
First Steps in Using eTOM …Gain internal commitment
Business process analysis/change needs buy-in and active participationObtain senior management recognition and support
Define success criteriaIdentify and assess area where eTOM may bring benefit
Build confidenceUse initial results to justify further work
All Rights ReservedPage No. - 54Copyright 2004. All Rights ReservedPage 54 Training Plus Copyright 2004. All Rights ReservedPage 54 Training Plus Copyright 2004. All Rights ReservedPage 54 Training Plus
Applying eTOMeTOM provides a ready-made business process framework for you to use
BUT NOTE:eTOM is being further developed to lower-leveldetailIt provides a generic framework which may need adjustment or extension for your business
… so, customize eTOM for your own needs
All Rights ReservedPage No. - 55Copyright 2004. All Rights ReservedPage 55 Training Plus Copyright 2004. All Rights ReservedPage 55 Training Plus Copyright 2004. All Rights ReservedPage 55 Training Plus
Applying eTOM
Using eTOM directly
Adapting and extending eTOM
Linking eTOM with other work
All Rights ReservedPage No. - 56Copyright 2004. All Rights ReservedPage 56 Training Plus Copyright 2004. All Rights ReservedPage 56 Training Plus Copyright 2004. All Rights ReservedPage 56 Training Plus
Using eTOM DirectlyUse eTOM as a checklist and source of common terminology & approachUse eTOM framework structure to assist your business partitioningUse eTOM process groupings and definitions to define roles and responsibilities within your organizationSeek supply of system and solutions from vendors to align with the eTOM framework
brings economies of scale across industryaccelerates availability of productsallows customization and extension
All Rights ReservedPage No. - 57Copyright 2004. All Rights ReservedPage 57 Training Plus Copyright 2004. All Rights ReservedPage 57 Training Plus Copyright 2004. All Rights ReservedPage 57 Training Plus
Examples: eTOM as a ReferenceContains a full enterprise map to checkpoint your activities
depending on business, some may be in/out of scope
Defines and describes business processes using a common vocabulary
avoids misunderstandings between departments/BUsand with external partners/suppliers/customers
Structures processes to assist (but not force) organizational groupings
Organizational boundaries can be set at any point
All Rights ReservedPage No. - 58Copyright 2004. All Rights ReservedPage 58 Training Plus Copyright 2004. All Rights ReservedPage 58 Training Plus Copyright 2004. All Rights ReservedPage 58 Training Plus
Example - Structuring OperationsFor example,FABallows clear definition of customer-facing processes in ordering, repair, billing, etc.positions network-facing processes within Operationshandles supplier interactionsseparates major “through-flows” on Fulfillment, Assurance, Billing
Operations Support & Readiness: allows separation of “front-office”and “back-office” functions in Operations
OperationsFulfillment Assurance BillingOperations Support
& Readiness
Service Management &Operations
Resource Management &Operations
Supplier/Partner RelationshipManagement
Customer RelationshipManagement
Retention & Loyalty
Customer Interface ManagementSelling
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
ManagementMarketingFulfillmentResponse
S/PRMSupport &Readiness
SM&O Support &Readiness
RM&O Support &Readiness
CRM Support &Readiness
ServiceConfiguration & Activation
OrderHandling
ProblemHandling
Retention & Loyalty
Customer Interface ManagementSelling
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
ManagementMarketingFulfillmentResponse
S/PRMSupport &Readiness
SM&O Support &Readiness
RM&O Support &Readiness
CRM Support &Readiness
ServiceConfiguration & Activation
OrderHandling
ProblemHandling
All Rights ReservedPage No. - 59Copyright 2004. All Rights ReservedPage 59 Training Plus Copyright 2004. All Rights ReservedPage 59 Training Plus Copyright 2004. All Rights ReservedPage 59 Training Plus
Example - Structuring OperationsOperations
Fulfillment Assurance BillingOperations Support & Readiness
Service Management &Operations
Resource Management &Operations
Supplier/Partner RelationshipManagement
Customer RelationshipManagement
Retention & Loyalty
Customer Interface ManagementSelling
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
ManagementMarketingFulfillmentResponse
S/PRMSupport &Readiness
SM&O Support &Readiness
RM&O Support &Readiness
CRM Support &Readiness
ServiceConfiguration & Activation
OrderHandling
ProblemHandling
Cop
yrig
ht 2
004.
All
Rig
hts
Res
erve
d
All Rights ReservedPage No. - 60Copyright 2004. All Rights ReservedPage 60 Training Plus Copyright 2004. All Rights ReservedPage 60 Training Plus Copyright 2004. All Rights ReservedPage 60 Training Plus
Example – Procurement ScopeOperations
Fulfillment Assurance BillingOperations Support & Readiness
Service Management &Operations
Resource Management &Operations
Supplier/Partner RelationshipManagement
Customer RelationshipManagement
Retention & Loyalty
Customer Interface ManagementSelling
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
ManagementMarketingFulfillmentResponse
S/PRMSupport &Readiness
SM&O Support &Readiness
RM&O Support &Readiness
CRM Support &Readiness
ServiceConfiguration & Activation
OrderHandling
ProblemHandling
Cop
yrig
ht 2
004.
All
Rig
hts
Res
erve
d
All Rights ReservedPage No. - 61Copyright 2004. All Rights ReservedPage 61 Training Plus Copyright 2004. All Rights ReservedPage 61 Training Plus Copyright 2004. All Rights ReservedPage 61 Training Plus
Adapting eTOMUse eTOM framework as baselineDefine additional detail and modifications in areas specific to your businessExtend eTOM for use within your companyInfluence ongoing eTOM development through direct participation
share ideas and gain insightensure eTOM evolves in line with your needsmaximize the relevance of industry products
All Rights ReservedPage No. - 62Copyright 2004. All Rights ReservedPage 62 Training Plus Copyright 2004. All Rights ReservedPage 62 Training Plus Copyright 2004. All Rights ReservedPage 62 Training Plus
Extending eTOM Bottom-up
Start with your enterprise existing Business Processes definitionsMap existing Business Process flows back to eTOMConstruct your own decomposition of eTOM published Business Processes
Top downDecompose eTOM processes into component processes, to expose more detailDefine process flows, to link processes togetherCombine decompositions and flows, to describe fully the behavior of each process area
Continue to lower levels of detail
Typically, there are some special needs/constraints, so this is not an exact science!
All Rights ReservedPage No. - 63Copyright 2004. All Rights ReservedPage 63 Training Plus Copyright 2004. All Rights ReservedPage 63 Training Plus Copyright 2004. All Rights ReservedPage 63 Training Plus
Process Decompositions
• Define components of a process that perform part of that process
• Aim to provide complete analysis of the process decomposition - i.e. the sum of the components equals the totality of the original process
• Continue to as many sub-levels as needed
Process X
-Process Element X1
-Process Element X3
-Process Element X2
-Process Element X21
-Process Element X22
-Process Element X211
-Process Element X212
All Rights ReservedPage No. - 64Copyright 2004. All Rights ReservedPage 64 Training Plus Copyright 2004. All Rights ReservedPage 64 Training Plus Copyright 2004. All Rights ReservedPage 64 Training Plus
Process Decompositions
Provide insight into the structure and content of process areas (groupings)Reveal finer detail at lower levels, as decomposition proceedsAim to provide a complete view of process capability / functionalityRepresent a static perspective of process
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Process Flows
Resource Management& Operations
Supplier Partner Relationship Management
S / P Requisition
Mgmt
Resource Provisioning
Service Management& Operations
ServiceConfiguration
&Activation
Customer Interface
Management
Customer Relationship Management
Customer Request
Request Service
Availability
Resource Activated
• Analyze a typical scenario
• Choose an appropriate level of process detail
• Capture the interactions amongst the processes involved
• Capture the triggers
• Aim to provide an example of the process flows - i.e. only some of the possible interactions are described in each scenario
Selling Order Handling
Customer Order
Request ResourceAvailability
Resource Provisioning
ServiceConfiguration
&Activation
Request Service
Activation
Request ResourceActivation
Fulfi
llmen
t de
tails
Ser
vice
A
ctiv
ated
Fulfi
llmen
t co
mpl
eted
END
Order completed
Customer Contacts SP
All Rights ReservedPage No. - 66Copyright 2004. All Rights ReservedPage 66 Training Plus Copyright 2004. All Rights ReservedPage 66 Training Plus Copyright 2004. All Rights ReservedPage 66 Training Plus
Process Flows
Provide insight into the behavior and interaction amongst processesCan use process decompositions (and vice versa) to enhance/refine detailTypically, provide a partial view of process behavior (because flows are based on specific scenarios)Represent a dynamic perspective of process
All Rights ReservedPage No. - 67Copyright 2004. All Rights ReservedPage 67 Training Plus Copyright 2004. All Rights ReservedPage 67 Training Plus Copyright 2004. All Rights ReservedPage 67 Training Plus
Decomposed Process Flows• Use results from previous
process decompositions and flows to analyze fully the behavior within a specific process area
• Capture all the interactions amongst the process components within that process area
• Aim to provide complete analysis of the process flows within the specific process decomposition -i.e. all interactions amongst all the process components are fully described.
Process X
Process Element X1
Process Element X2
Process Element X3
decomposes into …
Perform task A Request
dataResponse with data
Transfer control
Start Finish
All Rights ReservedPage No. - 68Copyright 2004. All Rights ReservedPage 68 Training Plus Copyright 2004. All Rights ReservedPage 68 Training Plus Copyright 2004. All Rights ReservedPage 68 Training Plus
Decomposed Process FlowsProvide insight into both the internal structure and the behavior within a processReveal finer detail at lower levels, as decomposition proceedsAim to provide a complete view of process operationCombine the static and dynamic perspectives of process
All Rights ReservedPage No. - 69Copyright 2004. All Rights ReservedPage 69 Training Plus Copyright 2004. All Rights ReservedPage 69 Training Plus Copyright 2004. All Rights ReservedPage 69 Training Plus
Customizing eTOM
The steps outlined are not mandatorythey provide insight into your process needs -use them as you find usefulfor example, go directly to decomposed process flows from a process decomposition, if you feel you can, and this is useful
All Rights ReservedPage No. - 70Copyright 2004. All Rights ReservedPage 70 Training Plus Copyright 2004. All Rights ReservedPage 70 Training Plus Copyright 2004. All Rights ReservedPage 70 Training Plus
Closing the LoopTM Forum is continuing eTOM development along these lines
Addenda to GB921 are being released with lower-level decompositions and flowsPrioritized business scenarios are being analyzed and documentedThe eTOM “map” is being populated progressively
So, contribute through participation and comment to ensure relevance of the work to your business
All Rights ReservedPage No. - 71Copyright 2004. All Rights ReservedPage 71 Training Plus Copyright 2004. All Rights ReservedPage 71 Training Plus Copyright 2004. All Rights ReservedPage 71 Training Plus
Demonstrating the Approach
Enterprise Management
Strategy, Infrastructure & Product OperationsFulfillment Assurance BillingProduct
LifecycleManagement
InfrastructureLifecycleManagement
OperationsSupport &ReadinessCustomer 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
Knowledge & ResearchManagement
Enterprise RiskManagement
Strategic & EnterprisePlanning
Financial & AssetManagement
Stakeholder & ExternalRelations Management
Human ResourcesManagement
All Rights ReservedPage No. - 72Copyright 2004. All Rights ReservedPage 72 Training Plus Copyright 2004. All Rights ReservedPage 72 Training Plus Copyright 2004. All Rights ReservedPage 72 Training Plus
Fulfillment - End to End FlowDefinition of :
General Process interactionLevel 2 process interactionLevel 2 process flowLevel 3 process flow
All Rights ReservedPage No. - 73Copyright 2004. All Rights ReservedPage 73 Training Plus Copyright 2004. All Rights ReservedPage 73 Training Plus Copyright 2004. All Rights ReservedPage 73 Training Plus
eTOM Operations DomainDSL Fulfillment
OperationsOSR Fulfillment Assurance Billing
Customer Relationship Management
CRM
Supplier/Partner Relationship Management
S/PRM
Service Management SM
Customer Interface Management
CRMSupport &Readiness
MarketingFulfillmentResponse
Selling OrderHandling
ProblemHandling
CustomerQoS / SLA
Management
Billing & Collections
Management
Retention & Loyalty
ServiceProblem
Management
Service QualityManagement
Service &Specific Instance
RatingService
Configuration & Activation
SM&OSupport &Readiness
Resource Management
RM
ResourceTrouble
Management
ResourcePerformanceManagementRM&O
Support &Readiness
ResourceProvisioning
Resource Data Collection & Processing
S/P Settlements& Billing
Management
S/PRMSupport &Readiness
S/P RequisitionManagement
S/P ProblemReporting &
Management
Supplier/Partner Interface Management
S/PPerformanceManagement
All Rights ReservedPage No. - 74Copyright 2004. All Rights ReservedPage 74 Training Plus Copyright 2004. All Rights ReservedPage 74 Training Plus Copyright 2004. All Rights ReservedPage 74 Training Plus
eTOM Operations DomainDSL Fulfillment
OperationsOSR Fulfillment Assurance Billing
Customer Relationship Management
CRM
Supplier/Partner Relationship Management
S/PRM
Service Management SM
Customer Interface Management
CRMSupport &Readiness
MarketingFulfillmentResponse
Selling OrderHandling
ProblemHandling
CustomerQoS / SLA
Management
Billing & Collections
Management
Retention & Loyalty
ServiceProblem
Management
Service QualityManagement
Service &Specific Instance
RatingService
Configuration & Activation
SM&OSupport &Readiness
Resource Management
RM
ResourceTrouble
Management
ResourcePerformanceManagementRM&O
Support &Readiness
ResourceProvisioning
Resource Data Collection & Processing
S/P Settlements& Billing
Management
S/PRMSupport &Readiness
S/P RequisitionManagement
S/P ProblemReporting &
Management
Supplier/Partner Interface Management
S/PPerformanceManagement
All Rights ReservedPage No. - 75Copyright 2004. All Rights ReservedPage 75 Training Plus Copyright 2004. All Rights ReservedPage 75 Training Plus Copyright 2004. All Rights ReservedPage 75 Training Plus
DSL Fulfillment Process Threads Defined
Three different process threads were defined
• Pre-Sale activities• Ordering activities• Post-Order activities
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Graphical Conventions External Event
Internal Event
External Result
Internal Result
Break (awaiting input/response)
Process
Swim lane: represents eTOM “layer”(i.e. horizontal Level 1)
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Pre-Sale ThreadLevel 2 Processes Interaction
Customer Relationship Management
Service Management & Operations
Resource Management & Operations
Supplier/Partner Relationship Management
MarketingFulfillment Res ...
Selling
Customer Interface Management
Sales InquiryRouted
AlternativeSolutionOffered
Sales ProposalOffered
CustomerNeedClarificationProvided
CustomerNeedClarificationRequested
Order HandlingFeasibilityRequested
FeasibilityAssessmentCompleted
Service Configuration & Activation
Design &TechnologySelection Request
Resource Provisioning & Allocation to Service Instance
ResourceReservationRequested
ResourceReservationConfirmed
Customercontacts retailer
Retention &Loyalty
CustomerContactRecorded
CustomerProfileRetrieved
S/P Buying
Check ExternalSupplierSolution
Sales Proposalreceived ByCustomer
S/P PurchaseOrderManagement
Pre-Order initiated Pre-Order
All Rights ReservedPage No. - 78Copyright 2004. All Rights ReservedPage 78 Training Plus Copyright 2004. All Rights ReservedPage 78 Training Plus Copyright 2004. All Rights ReservedPage 78 Training Plus
Ordering Thread Process Flow (1/3)M
arke
tPro
duct
&C
usto
mer
Customer Interface
Management
Order Handling
Retention & Loyalty
CustomerrequestService
Selling
Awaiting Design Design Completed
Order Handling
Awaiting Activationcompletion
Request CustomerPriority
CustomerPriority
Assessed
CustomerRequest SP Offering
All Rights ReservedPage No. - 79Copyright 2004. All Rights ReservedPage 79 Training Plus Copyright 2004. All Rights ReservedPage 79 Training Plus Copyright 2004. All Rights ReservedPage 79 Training Plus
Mar
ketP
rodu
ct&
Cus
tom
er
Customer Interface
Management
Order Handling
Retention & Loyalty
CustomerrequestService
Selling
Awaiting Design Design Completed
Order Handling
Serv
ice Service
Configuration & Activation
Design Requested
Awaiting Resource Allocation
Awaiting Activationcompletion
Ordering Thread Process Flow (2/3)
Request CustomerPriority
CustomerPriority
Assessed
CustomerRequest SP Offering
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Ordering Thread Process Flow (3/3)Su
pplie
r/ Pa
rtne
rR
esou
rce
Mar
ketP
rodu
ct&
Cus
tom
er
Customer Interface
ManagementOrder
Handling
Retention & Loyalty
CustomerRequest SP Offering
CustomerrequestService
Selling
Awaiting Design Design Completed
Order Handling
Serv
ice Service
Configuration & Activation
Design Requested
Awaiting Resource Allocation
Resource Provisioning
S/PRequisitionManagement
Awaiting Activationcompletion
ResourceAllocation Requested
ExternalComponent Requested
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Handle Customer Request
Interaction Info
Customer Request
End
Managing the request identification and request fulfillment initiation.Also take care of tracking request status.
Start
Entering the Selling Process
DSL Ordering Thread Customer Interface Management (L3)
Manage Contact
Yes
Managing the creation and maintenance of customer information.This should include the ability to capture and maintain customer organizational and financial structure.
NoNew Customer?
Create Customer
Identify Customer
Capture Customer
Info
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Level 3 Decomposed Process Flows Diagram
SellingOffer Customer
SolutionAlternatives
CustomerSelects
preferredoption
CustomerRequestService
Sales Enquiryrouted to
Selling group
SalesProposal,offer to
Customer
Pre-orderto OrderHandling
ManageProspect
QualifyCustomer
NegotiateSales
AcquireCustomer
Data
Cross/Upselling
CustomerOrder toOrder
HandlingPre-Order
result
AcquireCustomer
Data
Negotiate Sales
Negotiate Sales
AcquireCustomer
Data
AcquireCustomer
Data
NegotiateSales
All Rights ReservedPage No. - 83Copyright 2004. All Rights ReservedPage 83 Training Plus Copyright 2004. All Rights ReservedPage 83 Training Plus Copyright 2004. All Rights ReservedPage 83 Training Plus
… links with Process Decomposition DiagramSelling
ProspectManagement
CustomerQualification andEducation
Sales Negotiation Cross / Up SellingCustomer DataAcquisition
Customer IdentityCapture
RelationshipEstablishment
Customer ProfileCapture andRecord
CustomerPreferencesCapture andRecord
Prospect NeedsAnalysis
Track and ReportProspect Result
Potential SolutionsIdentification
UnderstandCustomer Need
Qualify Customer
Develop SolutionAlternatives
CustomizeSolutions toCustomerRequirem
Confirm SolutionAvailability
Sales ProposalDevelopment
Solution DetailsNegotiation
Sales Closure
SolutionDetermination Withthe Customer
ProductDevelopmentInquiry
Up & Cross SaleOpportunitiesIdentifica
Up & Cross SalePackagesApplication
Level
2
3
4
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Some Lessons Learned ….Must clearly scope the scenario being modeled!End-to-end process flows help to validate process decompositions (and vice versa)Several types of flow diagram are usefulProcess flows can be described at different levels of process decomposition (providing wider/narrower views)Process flows allow a natural linkage with the SID information viewpointLots of iterations may be neededThe more cases considered, the better …
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Practical Steps …Firm up agreement at a given level of decomposition and analysisProceed to develop the next level of detailStop when you wish!
when you have sufficient detail to use within your businesswhen you consider the added value gained of developing further detail is not in proportion of the extra work needed.
All Rights ReservedPage No. - 86Copyright 2004. All Rights ReservedPage 86 Training Plus Copyright 2004. All Rights ReservedPage 86 Training Plus Copyright 2004. All Rights ReservedPage 86 Training Plus
Conclusions
eTOM provides a ready-made business process frameworkeTOM can be applied directly as a business tool, internally and with other (trade) organizationseTOM can be extended for your specific needs
All Rights ReservedPage No. - 87Copyright 2004. All Rights ReservedPage 87 Training Plus Copyright 2004. All Rights ReservedPage 87 Training Plus Copyright 2004. All Rights ReservedPage 87 Training Plus
Linking eTOM with Other WorkTM Forum actively seeks liaisons with other relevant industry bodiesSome examples are:
ITU-T – adoption of eTOM as ITU-T Recommendation (M.3050), with other work underwayRosettaNet – joint work to link eTOM processes with RosettaNet PIPsOSS/J – NGOSS compliance assessment for OSS/J solutions
Within NGOSS, eTOM and SID have defined mappings for process / information linkages
All Rights ReservedPage No. - 88Copyright 2004. All Rights ReservedPage 88 Training Plus Copyright 2004. All Rights ReservedPage 88 Training Plus Copyright 2004. All Rights ReservedPage 88 Training Plus
Overview of Mapping between eTOM Business Processes and SID Information Domains
Strategy, Infrastructure & Product OperationsFulfillment Assurance BillingProduct
LifecycleManagement
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)
ProductMarket/Sales
Supplier/Partner
Resource
Service
Customer
Com
mon
Cop
yrig
ht 2
004.
All
Rig
hts
Res
erve
d
Enterprise ManagementEnterprise EffectivenessManagement
Knowledge & ResearchManagement
Enterprise RiskManagement
Strategic & EnterprisePlanning
Financial & AssetManagement
Stakeholder & ExternalRelations Management
Human ResourcesManagement
Enterprise
All Rights ReservedPage No. - 89Copyright 2004. All Rights ReservedPage 89 Training Plus Copyright 2004. All Rights ReservedPage 89 Training Plus Copyright 2004. All Rights ReservedPage 89 Training Plus
Detailed SID ABE to eTOM Process Mappings(Partial View of Product Domain)
Product ABEs Primary
Vertical eTOM Process
Groupings
Primary eTOM Level 2
Processes
Secondary eTOM Level 2
Processes
Market Strategy & Policy
Strategic Product Portfolio Plan Is concerned with the plans of the product port-folio, which product offerings to make available to each market segment and the plans to deve-lopment and deploy product offerings, as well as retirement of products.
M&OM – SC Product & Offer Portfolio Planning Product & Offer
Development & Retirement
Product & Offer Capability Delivery
Service Configuration & Activation
Product Specification Defines the functionality and characteristics of product offerings made available to the market.
M&OM – PLM Product & Offer Development & Retirement
SM&O Support & Readiness
Marketing Fulfillment Response Product Marketing Communications & Promotion
Product Offering Represents tangible and intangible goods and services made available for a certain price to the market in the form of product catalogs. This ABE is also responsible for targeting market segments based on the appropriate market strategy.
M&OM – PLM Product & Offer Development & Retirement
Product & Offer Capability Delivery
All Rights ReservedPage No. - 90Copyright 2004. All Rights ReservedPage 90 Training Plus Copyright 2004. All Rights ReservedPage 90 Training Plus Copyright 2004. All Rights ReservedPage 90 Training Plus
Agenda• Welcome
• eTOM: an Overview• eTOM: the Business Process Framework• Break
• Bringing eTOM into your Business • eTOM applications• Q&A• Close
All Rights ReservedPage No. - 91Copyright 2004. All Rights ReservedPage 91 Training Plus Copyright 2004. All Rights ReservedPage 91 Training Plus Copyright 2004. All Rights ReservedPage 91 Training Plus
TeleManagement World Training PlusLong Beach, USA - 11th October 2004
eTOM Applications
Experiences in Individual Enterprises
All Rights ReservedPage No. - 92Copyright 2004. All Rights ReservedPage 92 Training Plus Copyright 2004. All Rights ReservedPage 92 Training Plus Copyright 2004. All Rights ReservedPage 92 Training Plus
eTOM in : Real ApplicationDifferences within Telia (fixed&mobile, Sweden) and Sonera(fixed&mobile, Finland) were evident: terminology, ways of operating, OSSs, culture, etc.eTOM is used in e.g.:
Contribution in Identification of a new corporate OSS ArchitectureA new OSS architecture definition project is runningeTOM level 3 processes have been mapped with functional components of this new OSS Architectureexisting systems are mapped with the new architecture and gaps/overlaps identified
Contribution in Definition of a new process framework for the “merged”company
Saved effort in defining new process referenceAdopted a neutral reference in solving potential conflictsConsolidated a TeliaSonera “Level 1 & 2” view, derived from eTOMCurrently facing issues in consolidating eTOM at the operational level (how to apply eTOM –based framework in real process management/development)Several individual process development activities utilise eTOM elements
Contribution in Definition of a new Corporate IT ArchitectureOverall IT architecture development for TeliaSonera based on eTOM and SID
Courtesy of Veli Kokkonen - TeliaSonera
All Rights ReservedPage No. - 93Copyright 2004. All Rights ReservedPage 93 Training Plus Copyright 2004. All Rights ReservedPage 93 Training Plus Copyright 2004. All Rights ReservedPage 93 Training Plus
eTOM in : Real Application Used as Industry Standard Process Model for Reference PurposesUsed to ensure Architecture completenessContributes to development of Functional ArchitectureContributes to production of future target architectureArchitecture used to develop future strategyFuture strategy enables convergence and consolidation of diverse systems across many countriesSavings have been and will be achieved in avoidance of duplication and building the right systems for the business
Courtesy of Roger Cutts - Vodafone
All Rights ReservedPage No. - 94Copyright 2004. All Rights ReservedPage 94 Training Plus Copyright 2004. All Rights ReservedPage 94 Training Plus Copyright 2004. All Rights ReservedPage 94 Training Plus
eTOM in Group: Real ApplicationThe eTOM framework is currently utilised in different contexts
Wireline
The TOM/eTOM framework was utilized as the Process Model to define the functionalities needed in the New Broadband Management Architecture (especially for the Fulfillment and the Assurance area)The framework was utilized in conjunction with other TMF NGOSS outcomes such the Technology Neutral Architecture
Experimented with the eTOM to define high level processes for 3G(new) Streaming, with the following benefits:
Specific case study: guideline for process engineering and checklist for process completeness and checklist for end-to-end flow definition General statement: guideline in the identification of process linkages within the enterprise
Referenced eTOM, among other sources, in the Company’s Technology Innovation Plan definitionIs evaluating future adoption of eTOM as the reference process framework Courtesy of Enrico Ronco – Telecom Italia
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eTOM and ITU-T:A Resource Management Perspective on
Applying eTOM in a TMN Environment
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Background
ITU-T – TM Forum collaboration agreementeTOM 3.0 submitted to ITU-T in Sep 2003 for information and to initiate the joint workJoint work approved during SG4 Meeting in Oct 2004Formed joint Telecom Management Collaboration Focus Group at SG4 MeetingTerms of Reference (Charter):
Incorporate eTOM into an ITU-T recommendationDevelop a view of Process-to-Functional mapping
= also objective of the eTOM Technology Resource Integration Process (TRIP) activities
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TMCFG Deliverables based on GB921 4.0
M.3050.0: Brief context/positioning of eTOM by/for ITU-T
M.3050.1 : reproduces GB921 main document
M.3050.2: reproduces GB921 Addendum D
M.3050.3: reproduces GB921 Addendum F
M.3050.4: reproduces GB921 Addendum B
M.3050 Supplement 1: reproduces GB921 App. Note L
M.3050 Supplement 2: reproduces GB921 App. Note C
M.3050 Supplement 3: eTOM/M.3400 Mappings, jointly developed with ITU-T, now also published as GB921 App. Note T
All Rights ReservedPage No. - 98Copyright 2004. All Rights ReservedPage 98 Training Plus Copyright 2004. All Rights ReservedPage 98 Training Plus Copyright 2004. All Rights ReservedPage 98 Training Plus
Positioning of M.3050 with ITU-T TMN
M.3200
Management Service Managed Area
M.3200
Management Service Managed Area
M.3etom
Process Element
Process
M.3050
Process Element
Process
M.3400
Management Function
Management Function Set
M.3400
Management Function
Management Function Set
Grouping of Telecom Resources
Set of Processes neededTo achieve business goals
Grouping ofManagement Functions
Sequenced set of Functional activitiesTo deliver a specific result
Building blocks For process flows
Com
prise
d o
f …
Mapping
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Process Decomposition & Functions
M.3400 Management Functions meld with processes
ResourceManagement &Operations
ResourceProvisioning
Resource DataCollection &Processing
RM&O Support &Readiness
Resource TroubleManagement
ResourcePerformanceManagement
Allocate & DeliverResource
Configure &Activate Resource
Test Resource
Collect, Update &Report ResourceConfiguration Data
Manage ResourceInventory
Manage Workforce
Enable ResourceProvisioning
SupportRessource TroubleManagement
Enable RessourcePerformanceManagement
Enable ResourceDataCollection &Processing
Track & ManageResource Trouble
Correct & RecoverResource Trouble
Localise ResourceTrouble
Survey & AnalyseResource Trouble
Report ResourceTrouble
Close ResourceTrouble
Report ResourcePerformance
Control ResourcePerformance
Analyse ResourcePerformance
Monitor ResourcePerformance
Audit ResourceUsage Data
Collect ResourceData
Process ResourceData
Report ResourceData
Mappings at lower levels for further study M.3400 Function sets
More granularity
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Objectives of mapping
Assist in validating & completing eTOM process analysis work in the relevant process areas
Facilitate the linkage of process and functional views
Provide a framework for level of granularity and abstraction required for interface definitions
Get a better view on what should be implemented within systems in terms of:
Reusable software components
Implementation boundaries
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OSI/TMN Functional Areas & OPS
Operations
Fulfillment Assurance BillingOperationsSupport &Readiness
Customer Relationship Management
Service Management & Operations
Resource Management & Operations
Supplier/Partner Relationship Management
(Application, Computing and Network)
Perf
orm
ance
Faul
tFa
ult
Faul
t
Con
figur
atio
nC
onfig
urat
ion
Con
figur
atio
n
A cco
untin
gA c
coun
ting
A cco
untin
g
Faul
tFa
ult
FCA
P
Secu
rity
Secu
rity
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TMN Logical Layering & RM&O
Element Management
Network Management
BusinessManagement
ServiceManagement
Element Management
Network Management
BusinessManagement
ServiceManagement
Element Management
Network Management
BusinessManagement
ServiceManagement
Operations
Fulfillment Assurance BillingOperationsSupport &Readiness
Customer Relationship Management
Service Management & Operations
Resource Management & Operations
Supplier/Partner Relationship Management
(Application, Computing and Network)
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TMN: Network Vs. Element Mgmt
TMN Logical Layered Architecture definition:
The Element Management Layer:Manages each network element individuallyControls a subset of network elements
The Network Management Layer:Manages all the NE’s as presented by the EML, both individually and as a setControls the network view of all network elements within its scope or domain
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Process/Function Mapping
CRUD: Create, Read, Update, Delete
Process 1 Process 2
Trigger 1
Result 1
Result 2 Trigger 2
Result 1
Result 2Step 3 Step 1
Func3
Step 1
Func1 Func2
Step 2
Func4
Step 2
Data 1 Data 2 Data 3 Data 4 Data 5
CRUD
Curr
ent
Map
pin
gFu
ture
work
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Linking Level 2 Processes to Function Set Groups
RM&O Level 2 Processes from eTOM
ResourceProvisioning
Resource DataCollection &Processing
RM&O Support &Readiness
Resource TroubleManagement
ResourcePerformanceManagement
Function Set Groups (M.3400)
Provisioning AlarmSurveillance
FaultLocalization
TroubleAdmin.
PerformanceQualityAssurance
PerformanceAnalysis
NetworkPlanning /Engineering
PerformanceMonitoringInstallation Testing
FaultCorrection
SecurityAdmin.
PerformanceManagementControl
Containment& Recovery
RASAssurance
Status &Control Detection
UsageMeasurement
From M.3etom Supplement 3
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Mutual ContributionsTMCFG
Dev
elop
V4.0
GB921 4.0
valid
ate M
.3050
M.3050 mapping supplementM.3050 multipart recomm.
map
pin
g
Rev
iew
Map
Adden
.
Map
Adden
.
mapping supplement update
TRIP output
Mapping supplement update
valid
ate
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Outlook for Possible Future Work …
Further elaborate mapping for specific scenario’s which are relevant for e.g.:
TRIP: B2B interactions on maintenance & purchasing interface for Managed Services of infrastructureSoIP: Standardize Network Management interfaces for new generation services
Validate / Complete mapping using the MTNM and IPNM deliverablesAdd the Data View
All Rights ReservedPage No. - 108Copyright 2004. All Rights ReservedPage 108 Training Plus Copyright 2004. All Rights ReservedPage 108 Training Plus Copyright 2004. All Rights ReservedPage 108 Training Plus
Process Metrics and eTOM
All Rights ReservedPage No. - 109Copyright 2004. All Rights ReservedPage 109 Training Plus Copyright 2004. All Rights ReservedPage 109 Training Plus Copyright 2004. All Rights ReservedPage 109 Training Plus
A Few Words About Performance
(Continuous) Performance Improvement:Constantly making improvements to processes and overall corporate activities. By applying a Continuous Improvement philosophy.Promote self-diagnosis and identify areas for improvementpromote effective planning
Performance Assessment and Management:Is a process that supports the strategic objectives of the organizationHelps understand, predict and manage corporate performance.Useful to improve business processes and to measure and understand overall performance
Two aspects of managing performance :
… a vital question: what do you measure ?
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Measurable Key Performance Indicators (KPI) are Derived from Critical Success Factors (CSF).
BillingFulfillment /Assurance
Sales /Customer Interaction
Customer
Relationship
Management
throughput time correct bill empowermentemployeesavailability
waiting time
rate ofabandoned
calls...
CSF
KPI
All Rights ReservedPage No. - 111Copyright 2004. All Rights ReservedPage 111 Training Plus Copyright 2004. All Rights ReservedPage 111 Training Plus Copyright 2004. All Rights ReservedPage 111 Training Plus
Example of Overall CRM Objectives and Key Success Factors
Objectives
Maximize Customer
SatisfactionMaximize Employee
SatisfactionMaximize
Shareholder ValueMaximize Improvement through Info Exchange
Key Success Factors
• Employee Satisfaction Measure
• Employee Churn
• Customer Satisfaction Measure• Percent Customer Churn• Customer Longevity
• Customer Care Cost Per Subscriber
• Revenue per Subscriber• Lost Revenue
• Info Exchange Impact on Customer Satisfaction
• Info Exchange Impact on Employee Satisfaction
All Rights ReservedPage No. - 112Copyright 2004. All Rights ReservedPage 112 Training Plus Copyright 2004. All Rights ReservedPage 112 Training Plus Copyright 2004. All Rights ReservedPage 112 Training Plus
Example - Driving Objectives and Key Success Factors into Each Customer Management Process
Process Measures• Activations• Inbound Customer Care• Usage Monitoring• Major Accounts
Common Process Measures
High Level Objectives and Key Success Factors• Maximize Customer Satisfaction• Maximize Employee Satisfaction• Maximize Shareholder Value• Maximize Improvement through Information
Exchange
All Rights ReservedPage No. - 113Copyright 2004. All Rights ReservedPage 113 Training Plus Copyright 2004. All Rights ReservedPage 113 Training Plus Copyright 2004. All Rights ReservedPage 113 Training Plus
Some KPIs and Measures for PLMAverage product development lead timeRevenue achieved for new product(s), actual vs plannedPercentage of revenue achieved from new productsPercentage of new product specifications developed on targetPercentage of new product plans developed on targetRevenue by product, actual vs plannedProfit by product, actual vs plannedRevenue and profit growth rates by productMarket share by productMarket share growth rate by productNumber of new customers by productNumber of customers discontinuing productAdvertising and promotion expenditure as a percent of total expenditurePercentage of products enhancedPercentage revenue increase from enhanced productsPercentage of customers satisfied with the company’s product(s)Percentage of products discontinued
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Making Measurement Relevant …Process metrics assist visibility of business efficiencyMetrics in one area of operation may need interpretation/transformation to be useful in supporting other areas and the business overallAn example is metrics used to assess and support Customer SLAs
much of the source information relates to underlying performance of network and other resourcesImmediate measures are not customer-focused
… another vital question: how to make the link ?
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KPIs
Inte
rnal
Foc
us
ServiceKQIs Additional
Data(Policies,Objectives,Service PlansEtc.)
Cus
tom
er F
ocus
ProductKQIs
AdditionalData
Quality Indicator Hierarchy
ServiceResourceData
Service ResourcesRef: TM Forum TMF506 & GB923Ref: TM Forum TMF506 & GB923
All Rights ReservedPage No. - 116Copyright 2004. All Rights ReservedPage 116 Training Plus Copyright 2004. All Rights ReservedPage 116 Training Plus Copyright 2004. All Rights ReservedPage 116 Training Plus
Outlook for Possible Future Work …
Develop metrication framework for eTOM based on Quality Indicator Hierarchy and Catalyst/other experienceSpecify metrics (KPIs/KQIs) for selected eTOM processes (populate progressively)Link with other industry work using eTOM in this way (e.g. GBA for Billing metrics based on eTOM)Deliver Performance Assessment strategy around the eTOM Framework
All Rights ReservedPage No. - 117Copyright 2004. All Rights ReservedPage 117 Training Plus Copyright 2004. All Rights ReservedPage 117 Training Plus Copyright 2004. All Rights ReservedPage 117 Training Plus
Agenda• Welcome
• eTOM: an Overview• eTOM: the Business Process Framework• Break
• Bringing eTOM into your Business • eTOM applications• Q&A• Close
All Rights ReservedPage No. - 118Copyright 2004. All Rights ReservedPage 118 Training Plus Copyright 2004. All Rights ReservedPage 118 Training Plus Copyright 2004. All Rights ReservedPage 118 Training Plus
Questions & Answers
All Rights ReservedPage No. - 119Copyright 2004. All Rights ReservedPage 119 Training Plus Copyright 2004. All Rights ReservedPage 119 Training Plus Copyright 2004. All Rights ReservedPage 119 Training Plus
Getting Involved with eTOMContributions needed:
for member review and comment on resultsfor member participation in the ongoing work with expertise in a variety of areas….
More contributions and resources wanted on the eTOM team!
Is there a work area important for your business?Do you have a view on the technical debate?Do you want feedback or advice on using eTOM?Do you want to influence where eTOM goes?
…. Then join the eTOM Team!
All Rights ReservedPage No. - 120Copyright 2004. All Rights ReservedPage 120 Training Plus Copyright 2004. All Rights ReservedPage 120 Training Plus Copyright 2004. All Rights ReservedPage 120 Training Plus
Contacting the TM Forum
In EuropeTel:+44-1473-288595
In North AmericaTel.: +1 973-292-1901
[email protected]:Web: www.tmforum.orgTraining Plus: [email protected]
T+ @ Long Beach (2004), Intro to the eTOM
All Rights ReservedPage No. - 121Copyright 2004. All Rights ReservedPage 121 Training Plus Copyright 2004. All Rights ReservedPage 121 Training Plus Copyright 2004. All Rights ReservedPage 121 Training Plus
Next Steps
Training Plus at TeleManagement World, Nice, France, 16-19 May, 2005:
http://www.tmforum.org/browse.asp?catID=2194
TeleManagement Regional Summit, Bangalore, India, 5-6 December, 2004:
http://www.tmforum.org/browse.asp?catID=1118&linkID=29688
TM Forum “We Come to You” courses: http://www.tmforum.org/browse.asp?catID=1565
TM Forum Webinar series:http://www.tmforum.org/browse.asp?catID=2065
eTOM Users’ Group: http://www.tmforum.org/browse.asp?catID=1639
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