eTOM 3.

0
Business Process Framework

Mike Kelly, TMF

eTOM Support Manager
[email protected]
Enrico Ronco Mike Richter Debbie Deland, TMF
System Integrator Enterprise Process Architect Executive Director
[email protected] [email protected] [email protected]

©TeleManagement Forum February 2002

 Purpose of these Slides

• Provide overview of the eTOM Business

Process Framework Release 3.0
• Provide update on eTOM Business Process
Framework progress and next steps
• Show how eTOM is being applied

2 ©TeleManagement Forum June 2002

 eTOM Release 2.0
• eTOM Release 3.0 approved by members
in May
– More detailed process modeling in progress
• BUT…
– eTOM already in use!
– Model structure represents huge effort to
harmonize the needs of SPs and others
– Basis for building specific business scenarios
SPs need an ebusiness enhanced TOM
framework that is common across the industry

3 ©TeleManagement Forum June 2002

 Why an eTOM?
• Service Providers are driving for a common eTOM industry
framework that:
– Addresses ebusiness opportunities
– Broadens TOM to a total enterprise model
– Reflects the increased complexity in service provider business
relationships
– Evolves processes to support convergence of information and
communications services and technologies
– Highlights customer control and self-management
– Supports operations processes with strategic and lifecycle processes
– Accommodates need for operations support processes
– Uses more systematic and accepted process methodologies
– Provides the linkage to the NGOSS™ program, including
implementation of solutions with real products

4 ©TeleManagement Forum June 2002

 A Brief History of eTOM

– 1995 – 1998: development of TOM (Telecom

Operations Map)
– 1999: stabilization of TOM
– 2000 – 2001: evolution of TOM towards eTOM
– May 2001: eTOM v1.0 for TMF Members Evaluation
– October 2001: eTOM v2.5 for TMF Public Evaluation
– March 2002: eTOM Executive Summary Released
– May 2002: eTOM 3.0 TM Forum Member Approved
– May 2002: eTOM GB921A Released to Members

5 ©TeleManagement Forum June 2002

 TOM - the Telecom Operations Map
Customer
•Operations Focused
•At core of eTOM Customer Interface Management Processes

Information Systems Management Processes

Customer Invoicing
Order Problem
Sales QoS and
Handling Handling
Management Collections
Customer Care Processes

Service Service Service

Service Rating and
Planning and Problem Quality
Configuration Discounting
Development Management Management
Service Development and Operations Processes

Network Network Network

Network Network Data
Planning and Inventory Maintenance &
Provisioning Management
Development Management Restoration
Network and Systems Management Processes

Network Element Management Processes

Physical Resource and Information Technology

6 ©TeleManagement Forum June 2002

 Linkage to NGOSS™

• eTOM provides the NGOSS

•
Business View
eTOM processes, flows and
NGOSS Framework
information are input as
requirements to the NGOSS Ord e rin g 3 Us e Ca s e
Th u Ap r0 5 1 2 :4 7 :1 9 2 0 0 1
Us e Ca s e Dia g ra m

Ga te wa y Se rv ic e s
Pro v id e rSe rv ic e s

System View
Ord e rin g 3
Pro c e s s
Ga te wa y Cu s to me r
In te rfa c e Ma n a g e me n t
Cu s to me r
In te rfa c e
OSS

Cu s to me r
Ord e r
Ma n a g e r Pro d u c t
Fu lfime n t
Ma n a g e r

<< SDM> > << SDM> >

•
Cu s to me rCo n ta c t Pro d u c tRe q u e s t

Direct Linkage from eTOM

<< SDM> >
Pro d u c tCa ta lo g
*
<< SDM> >
<< SDM> > In v o ic e In q u iry *
Cu s to me r
<< SDM> >
Pro d u c tS e rv ic e
<< SDM> >
Cre d itV io la tio n

Cu s to me rMa n a g e me n tSe rv ic e s Pro d u c tMa n a g e me n tSe rv ic e s

through Shared
Information/Data and NGOSS
Systems Integration Model
Knowledge
• Feedback from the NGOSS
development cycle is used to Base
validate the eTOM C u s tomer

• eTOM Team aims to work with

Q ualif y
C u s tomer

C u s tomer
R e l a tions hip U p d a te Cus tomer S o lution
M a n a gement Pr e-Order R e c eiv e Pre-Or der C o ntac t Rec ord A lternativ es
F e a s ibility F e a s ibility Reques t A v ailable
R e q ues t Made

Id e ntif y Solution N o A c tion

A lternativ es R e quir ed

In f ormation

other Teams (e.g. BAC/SDM)

Serv ic e
D e v e lopment A s s es s Serv ic e Pr ov ide Serv ic e
a nd Op'ns A v ailability A v a ilability Date
M a n a gement

R es ourc e
Inf r as 'ture D e t e rmine Pr o v ide A v ailability
D ev 't and R es ourc e D ate
M n g mnt A v ailability

S u pplier/
Pa r tner

• eTOM has already

participated in NGOSS ‘Proof
of Concept’ work

7 ©TeleManagement Forum June 2002

The eBusiness Value Network

Customer

Intermediary Enterprise Complementor

Supplier

Source: P. Keen and M. McDonald, The eProcess Edge, Osborne/McGraw-Hill, Berkeley, 2000

8 ©TeleManagement Forum June 2002

 eTOM Business Relationship Context Model
• End of dotcom boom,
does NOT mean
ebusiness implementation Customer Complementary
Provider
is not critical

Service Provider Third

Party
Service
Intermediary Provider

• Implementing for the

revenue increase,
productivity increase and Function or
cost savings opportunities Process
• More complex business Supplier
Hardware,
relationships for SPs Software,
• Many interesting Solution,
combinations etc.
Vendors

9 ©TeleManagement Forum June 2002

 eTOM Business Concepts
• eTOM focus is on the customer and includes the core processes that directly
support the Customer (F, A, B)
• eTOM Framework has an Operations Support and Readiness (OSR) grouping
alongside FAB
– Back-office vs. front-office
– OSR enables FAB to be real-time and effective
• eTOM Framework has a Strategy, Infrastructure & Product (SIP) grouping
– Strategy & Commit
– Infrastructure Lifecycle Management
– Product Lifecycle Management
• eTOM Framework integrates processes occurring within the Enterprise with those of
Partners and Suppliers
• eTOM Framework has an Enterprise Management grouping for the remaining
corporate Service Provider processes

10 ©TeleManagement Forum June 2002

 eTOM Framework and Process
Implementation Concepts
• Separation of the Product view from the Service View
• eTOM Framework is organized in “Horizontal” and “Vertical”
process groupings, as views into the same detailed processes
• eTOM Framework positions entities with which the Enterprise
interacts
• eTOM Framework uses hierarchical decomposition as the basis of
the process modeling
• Process Elements in the eTOM Framework represent every
business process used by the Enterprise
• eTOM Framework clearly defines each Process Element
• Process Elements can be included in more than one Vertical End-
to-End Process Grouping
• eTOM Processes are defined as generically as possible to support
all Products, Services and Channels that are used within the
Enterprise
11 ©TeleManagement Forum June 2002
 Process Flow Concepts

To develop process flows...

• All processes are decomposed on a functional basis to

the level where process flow threads can be defined
• Each Service Provider can choose to implement their
process flows differently, with ‘mix-and-match’ from the
eTOM processes
• The eTOM process flows and decompositions are
designed to link input, process element and output, and to
provide high-level definition of information requirements
and business rules

12 ©TeleManagement Forum June 2002

 The
eTOM Business Process Framework
V 3.0

13 ©TeleManagement Forum June 2002

eTOM Business Process Framework Conceptual
Structure

Customer
Strategy,
Infrastructure & Operations
Product

Market, Product and Customer

Service

Resource
(Application, Computing and Network)

Supplier/Partner

Suppliers/Partners

Enterprise Management

Shareholders Employees Other Stakeholders

14 ©TeleManagement Forum June 2002

 The Operations area

• “FAB” is still the core of the Operations area

• Operations Support & Readiness is separated from Operations

FAB
Operations Fulfillment Assurance Billing
• “OPS” also supports functional process groupings Support &
Readiness
shown as horizontal layers
Customer Relationship Management

Service Management & Operations

Resource Management & Operations

(Application, Computing and Network)

Supplier/Partner Relationship Management

15 ©TeleManagement Forum June 2002

 The Strategy, Infrastructure & Product area

• “SIP” encompasses
strategy and lifecycle Strategy, Infrastructure & Product
management processes in
Strategy & Infrastructure Product
support of operations Commit Lifecycle Lifecycle
Management Management
– Strategy & Commit
Marketing & Offer Management
– Infrastructure Lifecycle
Management
– Product Lifecycle
Service Development & Management
Management

• “SIP” also has functional Resource Development & Management

groupings, aligned with (Application, Computing and Network)

those in “OPS”
Supply Chain Development & Management

16 ©TeleManagement Forum June 2002

 The Enterprise Management area

•Enterprise Management not a focus for TM Forum

•EM processes common to any business

Enterprise Management

Brand
Brand Disaster
Disaster
Stakeholder
Stakeholder &&
Strategic
Strategic &
& Management,
Management, Recovery,
Recovery,
External
External
Enterprise
Enterprise Market
Market Security
Security &
&
Relations
Relations
Planning
Planning Research
Research Fraud
Fraud
Management
Management
&
& Advertising
Advertising Management
Management

Research Enterprise
Enterprise Quality
Quality
Financial Research &&
Financial &
& Human
Human Development,
Management,
Management,
Asset Resources Development, Process
Asset Resources Process && IT
IT
Technology
Technology Planning
Management
Management Management
Management Planning &
&
Acquisition
Acquisition Architecture
Architecture

17 ©TeleManagement Forum June 2002

 eTOM “Level 0”
CEO Level View
Customer
Strategy, Infrastructure & Product Operations
Strategy & Infrastructure Product Operations Fulfillment Assurance Billing
Commit Lifecycle Lifecycle Support &
Management Management Readiness

Marketing & Offer Management Customer Relationship Management

Service Development & Management Service Management & Operations

Resource Development & Management Resource Management & Operations

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

Supply Chain Development & Management Supplier/Partner Relationship Management

Enterprise Strategic & Brand Management, Stakeholder & External Disaster Recovery,
Management Enterprise Market Research & Relations Management Security & Fraud
Planning Advertising Management
Research &
Financial & Asset Human Resources Development, Enterprise Quality
Management Management Technology Management, Process & IT
Acquisition Planning & Architecture
18 ©TeleManagement Forum June 2002
 eTOM and Beyond

19 ©TeleManagement Forum June 2002

 eTOM Current Activity
• Subteams (process area decompositions and/or flows)
– Service Assurance
• links with WSM work
– Customer Relationship Management
• Billing-related and non billing-related
– Supplier/Partner Relationship Management
• also how to address “Partner Relationship Management”
– Resource Management
• detail and integration for Network/Application/Computing
• links with EML debate and SID work
– End2End Flows
• Service Assurance, Fulfillment, Billing
– Harmonization of OS&R/FAB split
– Information specifications (with SID)
– Support to eTOM use within Catalysts/E2E NGOSS projects
• GB921A in member review process—Next levels of detail for selected areas per
above

20 ©TeleManagement Forum June 2002

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21 ©TeleManagement Forum June 2002