Business Process
Framework
FunDamentals Online
Student Notebook
Notice
This document is an annex to the Business Process Framework
Fundamentals Online Training Course.
No recipient of this document shall in any way interpret this document
as representing a position or agreement of TM Forum or its members. It
is a copyrighted document of TM Forum, provided for the sole use of
the course student to make one printed copy. It is forbidden to make
further paper or electronic copies for distribution.
Any use of this document by the recipient, other than as set forth
specifically herein, is at its own risk, and under no circumstances will
TM Forum be liable for direct or indirect damages or any costs or losses
resulting from the use of this document by the recipient.
This document may involve a claim of patent rights by one or more
TM Forum members, pursuant to the agreement on Intellectual
Property Rights between TM Forum and its members, and by non-
members of TM Forum.
Direct inquiries to the TM Forum office:
240 Headquarters Plaza
East Tower, 10th Floor
Morristown, NJ 07960 USA
Tel No. +1 973 944 5100
Fax No. +1 973 944 5110
TM Forum Web Page www.tmforum.org
The Business Process Framework
About the Business Process Framework
How is it structured?
What are its origins?
Why have an process framework?
What does the framework include?
Is it a standard?
Goals Achieved by the Framework
Provide an enterprise wide process discipline
Manage complex business relationships
Create consistent process flows
Understand application
portfolios
Reducing management time
and cost
Problem Handling Problem Handling Problem Handling
Isolate Customer
Start Isolate Customer
Fill Shopping Isolate Customer
Problem
Shopping Problem Check
Problem Out
Cart
At a designated point in
time a reminder of an
upcoming appointment
is received.
Ask attendee(s)
when and Add the appointment
where the to a calendar
appointment’s including the date,
event should time, and location,
take place. attendees, and send
the appointment to
attendees.
Market / Sales
Product
Customer
Service
Resource
Engaged Party
Enterprise
Common Process Patterns
Developing process flows
Defining project scope
Plan, design, test, and deploy applications
Transforming business processes
Procurement request support
Role/organization mapping
Managing
Key Performance Indicators
Focus process related discussion
Problem Handling
Rollout/Launch
Isolate Customer
Product
Problem
Offering
Name: Policies:
Scope: Processes:
Level: Pre-conditions: Develop Product Offering Procedures develops the procedures
Audience: Post-conditions: for the specific fulfillment, assurance and revenue generation
Primary Actor(s): Triggers: processes for a new or enhanced product offering as well as
keeping them up to date. Develop policy support and decision
Supporting Actor(s): Main scenario: support knowledge for these product offering processes and
Primary Goal(s): Extension scenarios: procedures.
Stakeholder Goal(s):
I am the No, I am the
owner of this owner of this
Problem Handling
process process
Product Specification &
Isolate Customer
Offering Development
Problem
& Retirement
eTOM Core Process eTOM Sub-process Product Product
Designer Manager
Product Specification
& Offering
A A
Development &
Retirement
Product Specification
Development & A/R C
Retirement
Product Offering
Development & C A/R
Retirement
Potential Partner Visits Enterprise Web Site
Establish Party
Potential Partner
Log Party Interaction Collect Party Data
Relationship
Partner Self On-boarding
Collect Party Gain Approval for
Collect Party Profile
Demographic Party Agreement
Sales/Marketing
Welcome New Party
Partner On-boarded and Welcomed
Problem Handling
Isolate Customer
Selling
Problem
Problem Handling Problem Handling
Customer
Isolate Customer Order
Isolate Customer
Problem
Management Handling
Problem
Problem Handling
Workforce
Isolate Customer
Problem
Management
Operations
Operations
Strategy, Infrastructure & Product Operations
Enterprise
Common Process Patterns Domain
This process is responsible for managing the schedule of appointments which
are formal arrangements with customers about planned site visits.
Appointments are associated with particular work items to be done. The
responsibilities of the Manage Appointment Schedule process include the
ability to view the availability of appropriate assignable staff as well as the
ability to schedule an appointment. Both the viewing and the scheduling may
be based on workforce availability and skill and not a specific person. Similarly,
times can be windows of time (i.e. AM or PM) or a specific time. Manage
Appointment Schedule scope includes the following: •Creating and canceling
appointments, including required coordination with the customer or request to
CRM systems, for such coordination and updates •In-flight modification,
rescheduling, and cancellation of appointments.
Problem Handling
Isolate
ManageCustomer
Problem
Appointments
Problem
AssociateHandling Problem Handling Problem Handling Problem Handling
Isolate Customer Isolate Customer Isolate Customer
Schedule Isolate Customer
Appointment With View Staff Availability Create Appointment
Problem Problem Appointment
Problem Problem
Work Item
Problem Handling Problem Handling Problem Handling Problem Handling
Isolate Customer Isolate Customer
Coordinate Isolate Customer Isolate Customer
Reschedule
Cancel Appointment Modify Appointment
Problem Appointment
Problem Problem Appointment
Problem
Problem Handling
Isolate Customer
Manage Appointment
Problem
Problem
AssociateHandling Problem Handling Problem Handling Problem Handling
Isolate Customer Isolate Customer Isolate Customer
Schedule Isolate Customer
Appointment With View Staff Availability Create Appointment
Problem Problem Appointment
Problem Problem
Work Item
Problem Handling Problem Handling Problem Handling Problem Handling
Isolate Customer Isolate Customer
Coordinate Isolate Customer Isolate Customer
Reschedule
Cancel Appointment Modify Appointment
Problem Appointment
Problem Problem Appointment
Problem
This process is responsible for managing the schedule of appointments which
are formal arrangements with customers about planned site visits.
Appointments are associated with particular work items to be done. The
responsibilities of the Manage Appointment Schedule process include the
ability to view the availability of appropriate assignable staff as well as the
ability to schedule an appointment. Both the viewing and the scheduling may
be based on workforce availability and skill and not a specific person. Similarly,
times can be windows of time (i.e. AM or PM) or a specific time. Manage
Appointment Schedule scope includes the following: •Creating and canceling
appointments, including required coordination with the customer or request
to CRM systems, for such coordination and updates •In-flight modification,
rescheduling, and cancellation of appointments.
Problem Handling
Isolate Customer
Manage Appointment
Problem
Problem
AssociateHandling Problem Handling Problem Handling Problem Handling
Isolate Customer Isolate Customer Isolate Customer
Schedule Isolate Customer
Appointment With View Staff Availability Create Appointment
Problem Problem Appointment
Problem Problem
Work Item
Problem Handling Problem Handling Problem Handling Problem Handling
Isolate Customer Isolate Customer
Coordinate Isolate Customer Isolate Customer
Reschedule
Cancel Appointment Modify Appointment
Problem Appointment
Problem Problem Appointment
Problem
Problem Handling
Isolate Customer
Appointment
Management
Problem
Problem
AssociateHandling Problem Handling Problem Handling Problem Handling
Isolate Customer Isolate Customer Isolate Customer
Schedule Isolate Customer
Appointment With View Staff Availability Create Appointment
Problem Problem Appointment
Problem Problem
Work Item
Problem Handling Problem Handling Problem Handling Problem Handling
Isolate Customer Isolate Customer
Coordinate Isolate Customer Isolate Customer
Reschedule
Cancel Appointment Modify Appointment
Problem Appointment
Problem Problem Appointment
Problem
Research/analyze
Formulate/prepare
Approve/commit
Gather/analyze Assess Issue/Create
Develop Retire Analyze/diagnose
Deploy Fix, monitor, correct
Assess Close
Retire
Problem Handling
Isolate Customer
Appointment
Management
Problem
Problem
AssociateHandling Problem Handling Problem Handling Problem Handling
Isolate Customer Isolate Customer Isolate Customer
Schedule Isolate Customer
Appointment With View Staff Availability Create Appointment
Problem Problem Appointment
Problem Problem
Work Item
Problem Handling Problem Handling Problem Handling Problem Handling
Isolate Customer Isolate Customer
Coordinate Isolate Customer Isolate Customer
Reschedule
Cancel Appointment Modify Appointment
Problem Appointment
Problem Problem Appointment
Problem
Customer Problem
Problem Handling
Isolate Customer
Problem
Root Cause
Notification
Customer Problem
Root Cause
Notification
Verify Proper
Isolate Customer Provide
Close
NotifyCustomer
Problem
T&M Root
Verify
Product Product
ProblemUse Problem Report
AnalysisCustomer
Cause Completion
Configuration Notification
Problem
Perform
Report
PerformCustomer
Product
Specific - Track
Identify& Customer
Perform Manage
Specific
Problem
Related Diagnostics
Customer Problem Customer
Problem Root
Customer Problem
Cause
Problem
Diagnostics Tests
Color Legend: Plan
Advertising
Extended Description:
Advertising draws the market’s attention to an enterprise typically for the
purpose of inducing individuals and/or organizations to acquire an
enterprise’s product offerings. This is accomplished by using of various forms
of media, such as print, web, and broadcasts. An advertisement may appear
on partner sites or other forms of media a partner uses. It includes
determining the audience for the advertisement, establishing a budget for
the advertisement, planning which media to use, entering into agreements
with one or more partners with whom the advertisement will be co-
developed/sponsored and jointly used, and choosing a message to be
conveyed by the advertisement. In addition drawing attention to a product
offering, an advertisement may also be used to enhance the image of the
enterprise or announce one or more new offerings.
Problem Handling
Isolate Customer
Advertising
Problem
Problem Handling
Isolate Customer
Plan Advertisement
Problem
Problem
DetermineHandling Problem Handling
Establish Problem Handling Problem Handling Problem Handling
Isolate Customer Isolate Customer Isolate Customer
Plan Advertisement Enter Into
Isolate Customer Choose
Isolate Customer
Advertisement Advertisement Advertisement Advertisement
Problem Problem Media
Problem Problem Problem
Audience Budget Agreement Message
Problem Handling
Isolate Customer
Advertising
Problem
Problem Handling
Isolate Customer
Plan Advertisement
Problem
Problem Handling
Isolate Customer
Advertising
Problem
Problem Handling Problem Handling Problem Handling Problem Handling Problem Handling
Isolate Customer Isolate Customer
Develop Isolate
Place Customer Isolate
CancelCustomer Isolate Customer
Plan Advertisement End Advertisement
Problem Advertisement
Problem Advertisement
Problem Problem
Advertisement Problem
Problem Handling
Isolate Customer
Evaluate
Problem
Advertisement
Brand Management
Color Legend: Plan Acquire Use
Extended Description:
Brand Management creates a name, symbol or design that identifies and
differentiates an enterprise’s product offering and/or offerings from its others
product offering(s) and similar offerings available from other enterprises,
including competitors. The goal is to increase the perceived value of the brand
over time. To do so may include co-branding with a partner. It develops a
strategic plan to maintain brand equity or gain brand value. This requires a
comprehensive understanding of the brand, its target market and an
enterprise’s overall vision. It includes the analysis and planning on how the
brand is perceived in the market, including endorsements by individuals and
organizations that are obtained via social media, an enterprise’s web site, or
publications. Comparisons of an enterprise’s brand to competitor’s brands
are also performed.
Brand Management creates a name, symbol or design that identifies and
differentiates an enterprise’s product offering and/or offerings from its
others product offering(s) and similar offerings available from other
enterprises, including competitors. The goal is to increase the perceived
value of the brand over time. To do so may include co-branding with a
partner. It develops a strategic plan to maintain brand equity or gain brand
value. This requires a comprehensive understanding of the brand, its target
market and an enterprise’s overall vision. It includes the analysis and
planning on how the brand is perceived in the market, including
endorsements by individuals and organizations that are obtained via social
media, an enterprise’s web site, or publications. Comparisons of an
enterprise’s brand to competitor’s brands are also performed.
Problem Handling
Isolate Customer
Brand Management
Problem
Problem Handling Problem Handling Problem Handling Problem Handling
Isolate
DevelopCustomer
Brand Isolate Customer Isolate
AnalyzeCustomer
Brand Compare
Isolate Brand
Customer
Problem
Strategic Plan Develop Brand Market Perception With Competitor
Problem Problem Problem
Brand
Gain an understanding of
the brand, of the brand’s
target market, and an
understanding of an Create a name, symbol, or design that
enterprise’s overall brand identifies and differentiates an enterprise’s
product offering and/or offerings from its Analyze how the brand is
vision. Plan on how the
others product offering(s) and similar perceived in the market, including
brand is to be perceived
offerings available from other enterprises, endorsements by individuals and
in the market. The goal is
including competitors. Co-brand With organizations that are obtained
to maintain brand equity
Partner if desired. The goal is to increase via social media, an enterprise’s
or gain brand value.
the perceived value of the brand over time. web site, or publications.
Problem Handling
Isolate
DevelopCustomer
Brand
Problem
Strategic Plan
Problem Handling Problem Handling Problem Handling Problem Handling
Isolate Customer Isolate Customer
Understand Brand Isolate Customer
Understand Brand Plan Brand
Isolate Market
Customer
Understand Brand Perception
Problem Target
ProblemMarket Vision
Problem Problem
Create a name, symbol, or design that
identifies and differentiates an enterprise’s
product offering and/or offerings from its
others product offering(s) and similar Problem Handling
Isolate Customer
Develop Brand
offerings available from other enterprises, Problem
including competitors. The goal is to increase
the perceived value of the brand over time. Problem Handling
Problem Handling
Isolate Customer Isolate Customer
Co-Brand With
Create Brand Partner
Problem Problem
Problem Handling
Isolate Customer
Brand Management
Problem
Problem Handling Problem Handling Problem Handling Problem Handling Problem Handling
Isolate
DevelopCustomer
Brand Isolate Customer Isolate
AnalyzeCustomer
Brand Compare
Isolate Brand
Customer Isolate Customer
Problem
Strategic Plan Develop Brand Market Perception With Competitor Retire Brand
Problem Problem Problem Problem
Brand
Continual Service
Improvement
Service
Design
Service
Strategy
Service
Operation ITIL
Co mpr
en e
em vic
nti ov
I
t
ov Ser
nu em
al
l
Im inua
Se nt
Service
rvi
pr
nt
e
Transition
ce
Co
Problem Handling
Isolate Customer
ITIL Change
Problem
Management
Emergency
Change
Receive RFC (Record RFC, Filter Request)
RFC
Capture
received Emergency Change
Resource
Categorize and Prioritize Capability
Shortfalls
Major Change Minor Change
Pass approved Changes to action to CAB Authorize & schedule
CAB for actioning
Gain
Gain Resource
Review impact and Resource Capability change
resources Capability Investment not
Investment Approval approved Inform
Approval (simplified) Initiator
Inform Approve/Reject Change
Initiator change change
not approved change approved approved
Change Change
approved approved
2.0 Develop and Manage Products and Services (10003)
2.1 Govern and manage product/service development program (19696)
2.1.1 Manage product and service portfolio (10061)
2.1.1.1 Evaluate performance of existing products/services against market opportunities (10063)
2.1.1.2 Confirm alignment of product/service concepts with business strategy (10066)
2.1.1.3 Prioritize and select new product/service concepts (10074)
2.1.1.4 Plan and develop cost and quality targets (10073)
2.1.1.5 Specify development timing targets (10075)
2.1.1.6 Plan for product/service offering modifications (10076)
2.1.2 Manage product and service life cycle (10067)
2.1.2.1 Develop plan for new product/service development and introduction/launch (16824)
2.1.2.2 Introduce new products/services (10077)
2.1.2.3 Retire outdated products/services (10078)
2.1.2.4 Identify and refine performance indicators (10079)
2.1.2.5 Conduct post launch review (11423)
2.1.2.5.1 Carry out post launch analytics to test the acceptability in the market (19646)
2.1.2.5.2 Review market performance (11424)
2.1.2.5.3 Review effectiveness of supply chain and distribution network (11425)...
Product and process design
(DCOR)
Sales and support
Supply chain (CCOR)
operations
reference model Management for supply chain
(M4SC)
Product life cycle operations reference
(PLCOR)
Plan
Plan Plan
Deliver Source Deliver Source Deliver Source
Make Source
Return
Make Deliver Make
Return Return Return Return Return
Enable Enable
Suppliers’ Return Return Customer’s
Supplier Enable Customer
supplier Internal or external
customer
Your organization Internal or external
Product and process design
(DCOR)
Sales and support
(CCOR)
Management for supply chain
(M4SC)
Product life cycle operations reference
(PLCOR)
