ETOM

Roco Ninahuanca Flores

Agenda
Frameworks Overview Review

What is Business Process Framework etom?

Structure of the Business Process Framework

Drivers

What can Business Process Framework do?

Where do I start?

Process Decomposition

Using the Framework and Conformance

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Frameworxs Overview

Is a suite of best practices and standards that provides the blueprint for effective, efficient business
operations

It enables you to assess and optimize performance using a proven, service-oriented approach to
operations and integration

The practical tolos available in Frameworxs help improve end-to-end management of services across
complex, multipartner environment

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 Frameworxs Overview
meworxs Components
Business Process Framework is a hierarchical catalog with the key
processes required to run a service focus business.

Information Framework provide the structure reference model and

common vocabulary with all the information required to implement
business process framework

Application Framework provides the systems map wich show how

business processes are implemented in deployable recognizable
applications

Integration Framework is a set of standards that support

intracompany and intercompany communication between
applications by a set of interface definitions

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 Frameworxs Overview
meworxs Components

Business Metrics: provides guidelines to ensure your process is

monitor for efficiences and effectiveness across the enterprise

Best Practices: include advices based on the framework standards.

Best practices include detailed use case for the standards, guides
and blue prints for the best ways to approach a particular capability,
task or challenge.

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Business Process Framework Etom
What is?

It is a comprehensive industry-agreed, multi-layered view of the key business processes required to run
an efficient, efective and agile Enterprise.

The process elements in the Framework can be applied to process flows for specific use case / scenarios

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Standards

Standards form the fundamental building blocks for product

development by establishing consistent protocols that can be
universally understood and adopted

Working with the standard simplifies product development and

speeds time to market, standards also make it easier for
buyers to understand and compare competing products

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Business Process Framework

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 Business Process Framework

Customer Facing

Resource Facing

Core proceses, caja

redondeadas

Estas caja son

cuadradas

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 Hierarchical Architecture

Categories
SIP Ops

Domains Market Engage Enterpri

Customer Product Service Resource
Sales d Party se

Service & Service Service SM& O Service Service Service

Service
Core Processes 2 Strategy Capability
Delivery
Development
& Retirement
Support &
Configuration
Problem Quality Guiding &
Mediation
Planning Readiness Management Management

Core Processes or Create Service Diagnose Correct & Close Service Survey &
Track & Manage Report Service
Task Processes 3 Trouble Service Resolve Service
Service Problem Problem Trouble Report Analyze
Record Problem Problem Service
Poblem

Generate Convert Report to Estimate Time

Core Processes or
Task Processes 4 Service Service Problem
Format
for Restoring
Service
Problem

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Business Process Framework

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Business Process Framework

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Business Process Framework

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Business Process Framework
Structure of the Business Process Framework GB921D

Hierarchical decomposition For each Level 1, 2, 3

Leveo 0 Categories Process Name
Level 1 Domains Process Identifier
Level 2 Core processes Process Context
Level 3 Core Processes or Activities Brief Description
Extended Description
Drivers and Benefits

Drivers are the reasons of organization to use the Business Framework

Generally speaking the reasons for using the process framework falling to one of two main categories,
Business Drivers and operational drivers
Business Drivers

The need to:

Share the visin of Business goals throughout the organization. People like to see structure and linkage
from high level to the detail.
Understand how the Business actually works
Make the business more efficient
Make the business more agile
Create a future-proof master plan
Facilitate and lower the risk for outsourcing and partnership
Operational Drivers

The need to
Refine and create process flows to achieve the business drivers
Identify clear software boundaries
Identify ownership of processes ( and applications )
Standardise the list of activities or tasks on which the process flows are based
Catalogue the important attributes that are associated with processes
Reduce integration time and costs of COTS
Drivers
 What can Business Process Framework do
e Study - France Telecom

Customers served
35% Faster

IT and business
goals alimente
 What can Business Process Framework do
ase Study - Cablevision

IP Telephony
N-Play bundles

Project Open:
- Billing
- Field Services
- Customer-facing Operations
 What can Business Process Framework do
ase Study - Cablevision
 What can Business Process Framework do
ase Study - Cablevision

Results
Manages nearly 6 million services for more than 3.7 million individuals
Reduced the resource needed for planning technical field operations by
40 percent
Launched new IP telephony services incorporating 55 new process
activities
Optimized technical activities by 10.8 percent and sales activities by
more than 48 percent
Deployed a new fraud prevention process
 What can Business Process Framework do
ase Study - Cablevision

First Step: Use Business Process Framework to model future process

 What can Business Process Framework do
ase Study - Cablevision

Second Step: Separating real business needs from nice-to-have

 What can Business Process Framework do
ase Study - Cablevision

Results
Increased Company flexibility
Reduced time-to-market for new products
What can Business Process Framework do

Scope projects in terms of the tasks to be completed

Solve problems by understanding who does what, where and when
Optimise your organizational structure, using a RASCI analysis
Management on activity cost based principles
Impact analysis improve change management
Cut cost, increase efficiency and lost more
Problem Solving

Sympton

Root Cause

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Risk Analysis

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Risk Analysis

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Risk Analysis

Business decisions can then be made

on the basis of how much it actually costs
to complete the activities that flows represent

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To map organizations to the standard

Remove duplication
To manage mergers
To assess potential suppliers and partners
For conformance testing
Standardise on names / terminology

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Projects

Project 1 Project 3
Project 2

Individual Program 33
Information

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Where Do I Start?

Standardise on how you do things

Record what you do an re-use that information
To scope projects in terms of the tasks to be completed
Solve problem by understanding who does what, where and when
Optimise your organisational structure, using a RASCI analysis
Management on activity / cost based principles
Collect and store relevant information: frequency, cost
Impact analysis improve change management
To blend ITIL and the framework
Cut cost, increase efficiency

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Where do I Start
The As-Is

Educate Interview

Document

Collate

Where we are now

AS-IS
Agree
Discuss

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Where do I Start

Use Cases

Discuss
Model

Where we want to be
Agree TO-BE
Document

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Where do I Start
The As-Is

Where we are now Implementation Where we want to be

AS-IS Plan TO-BE

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Where do I Start?
Mapping

Three Techniques:
Top Down
Bottom Up
Middle out
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Where Do I Start?
Top-Down

The analysis, breaking down or decomposition of a high level business process (or process grouping)
into its compositional subr-processes and individual process flows according to applicable business
scenarios

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Where Do I Start?
Bottom-Up

The synthesis or piecing together of existing lower level process flows into larger discreet process
elements which are the grouped into process groupings or areas and then mapped back to Framework

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Where Do I Start?
Middle-Out

Offers an alternative to the two main approaches described above, it provides a balance between the
top-down (too broad perspective) and the bottom-up (scattered perspectives)

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Where Do I Start? Operations

Market &
Product Customer
Sales

Generic Process
Framework Processes

Decomposed Into

Specific Taks 1 Task 2 Task 3

Company Processes
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 Where Do I Start?

e many techniques to decomposed tasks, we will look at three of them>

ntic Analysis
cle Analysis
ence Analysis

hniques can be used in conjunction with each other

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Decomposition
Semantic / Text Analysis

Is the process of examining the descriptions of each task

and try to get from those descriptions the subtasks of it.
This technique looks for sentences, nouns perhaps,
anything that may suggest is a subtask

Manage Request (Including Self Service)

The purpose of this process is to manage all requests (inbound and
outbound) made by potential and existing customers. It receives the request
and either enables its originator to automatically fulfill it, or identifies and
activates the opportune process to accomplish the request; it manages the
status of the request and is able to provide status information at any
moment in which the request is active; it formally closes the request when
all related activities have been terminated.

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Decomposition
Life Cycle Patterns

Tangible oriented entities, such as products, services and Intangible oriented entities, such as strategies and plans
resources Research/Analyse
Gather/Analyse Formulate/prepare
Develop Approve/commit
Deploy Assess
Assess Retire
Retire

Activity oriented entities, such as orders and problems

Issue/Create
Analyse/diagnose
Fix, monitor, correct
Close

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Decomposition
Sequence Diagrams

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Decomposition
Technique

Identify the sub-tasks

Give each a working title
Create a high level description for each
Check with the Master Copy of the framework to ensure that the
task has not been described elsewhere in the Framework and
that the working title is unique

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Decomposition
Applying Semantic Analysis: example

Service Problem Management

Responsibilities of the Service Problem Management processes include, but are not limited to:
Detecting, analyzing, managing and reporting on service alarm event notifications;
Initiating and managing service trouble reports;
Performing service problem localization analysis;
Correcting and resolving service problems;
Reporting progress on service trouble reports to other processes;
Assigning & tracking service problem testing and recovery activities
Managing service problem jeopardy conditions

Service Problem Management processes perform analysis, decide on the appropriate actions/responses and carry them out with the intent of
restoring normal operation on specific services.

However these activities need to interact with the Problem Handling processes, as the latter have a view on customer impact. Service Problem
Management processes are responsible for informing Problem Handling processes of any potential customer problems. Where the original report
arose as a result of customer problems, the Service Problem Management processes may be coordinated by Problem Handling processes.

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Decomposition
List the candidates tasks

Detecting service alarm notifications Assign service problem test activities

Analyze service alarm notifications Assign service problem recovery activities
Manage service alarm notifications Manage service problem jeopardy
Initiating service trouble reports Perform analysis of service problem
Manage service trouble reports Decide on the appropriate action
Perform service problem localization analysis Carry out appropriate action
Correct service problems Inform problem Handling processes
Resolve service problems
Report progress

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Decomposition
Applying the lifecycle pattern

Activity oriented entities, such as orders

problems
Issue / Create
Analyze / diagnose
Fix, monitor, correct
Close

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Decomposition
Examine the candidate tasks

Detecting service alarm notifications Assign service problem test activities

Analyze service alarm notifications Assign service problem recovery activities
Manage service alarm notifications Manage service problem jeopardy
Initiating service trouble reports Perform analysis of service problem
Manage service trouble reports Decide on the appropriate action
Perform service problem localization analysis Carry out appropriate action
Correct service problems Inform problem Handling processes
Resolve service problems Close service problem report
Report progress

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Decomposition
Final tasks

Detecting / Report service problem

Create service problem report
Diagnose service problem
Fix service problem
Manage service problem resolution
Report service problem resolution progress
Close the service problem

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Process Flow

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 Process Flow

Information Flow
Process Flow (or workflow) concerns the flow of
defines the logic of Data or information
business processes

Material Flow Financial Flow

concerns the actual Is the movement of money
physical items Into or out of a business,
project, or financial product

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Process Flow
A process flow

Has a goal
Has specific Inputs & Outputs
Uses resources
Has a number of activities that are performed
in some order
May affect more than one organizational unit
Creates value of some kind for the customer

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 Process Flow
Techniques for process flow

Extended Business Modelling Language

(xBML)
Business Process Modelling Notation
Event-driven Process Chain (EPC)
Control Flow Diagrams
Swim Lanes
UML

The Process Framework can be used with any tehcnique

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Conformance to the Framework

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Conformance to the Framework
Types of Certification

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Conformance to the Framework
Three steps make up the conformance assessment process:

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Conformance to the Framework
Benefits

Service Provider

Software Vendor

Customer

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