1. Information Document 19-E ITU-T Study Group 2 November 2002 QUESTION:5 & 6/2 SOURCETSB TITLE:TeleManagement Forum (TMF), NGOSS and eTOM (by Mike Kelly, TeleManagement Forum) The purpose of this document is to provide background information on TeleManagement Forum and its activities

2. TeleManagement Forum (TMF) NGOSS and eTOM

3. Agenda NGOSS Initiative Program Plan Conclusions Background – The Changing Industry Introduction – The TM Forum Progress to Date eTOM - The Business View Business Process Framework Ongoing Work

4. Agenda NGOSS Initiative Program Plan Conclusions Background – The Changing Industry Introduction – The TM Forum Progress to Date eTOM - The Business View Business Process Framework Ongoing Work

5.  Worldwide Consortium of ~400 Operators, Suppliers & Integrators  Focus on Automating Operational Management and Business Processes  By advancing available Technologies and Solutions within Global Communications Industry  We:  Provide Wealth of Industry Knowledge  Facilitate Agreements between Companies  Provide Opportunities for Experimentation & Co-operative Development

6. Industryconferences/exposIndustryconferences/expos Web based services services Web based services services Seminars/training programs programsSeminars/training Create,stimulate,interpret,catalogue,collate,package,distributeknowledge Market research Product catalogues cataloguesProduct Published reports reportsPublished Industry news Academic/ government governmentinformationAcademic/ information Catalyst projects projectsCatalyst TechnologytrialsTechnologytrials Collaborative R&D projects Collaborative Industry requirements requirementsIndustry Presentations/ white papers Presentations/ Business cases Working with Industry

7. Specific Areas of Focus  Provide Strategic Leadership and Guidance:  New Generation OSS (NGOSS)  Business Process Modeling and Automation  Managing Next Gen Network Technologies  Service Management  Web-Based Customer Care (e-Care) and Customer Relationship Management (CRM)  Systems Integration

8. Create a portal which is a resource center which the industry can use as first port of call for OSS/BSS info Communicate Develop proof of concept solutions to real industry problems that can subsequently be productised and sold Demonstrate Create a collaborative work environment within which competitor can solve problems of mutual interest Collaborate Draw direction and requirements in a market-centric fashion from key industry players Market Focus Provide the premier global OSS/BSS environment within which members can conduct business A Place to Do Business’ Key Work Programs Technical Teams Business, System & Implementation Architecture Market Centers Mobile Value Chain New Gen Networks TMF Central Website Catalyst Showcase TeleManagement World

9. Agenda NGOSS Initiative Program Plan Conclusions Background – The Changing Industry Introduction – The TM Forum Progress to Date eTOM - The Business View Business Process Framework Ongoing Work

10. Multiple ‘100 Year Events’ Monopolies  Open Markets Circuit  IP Networks Fixed  Mobile Voice  Data

11. YesterdayToday Tomorrow Personal information services Entertainment services Business to business services Multimedia Teleconferencing Basic and Enhanced Voice Multimedia Content Delivery Video Streaming Services Specialized Information Services eCommerce Applications Location based services Web-Based Service Orders Data Backup/Recovery Services Voice Over IP Services Text to voice services Multimedia Bridging Services Enhanced voicemail services Voicemail services Basic Voice Services Services are Multiplying © TeleManagement Forum & Telcordia Technologies 2001 Basic Voice Services Audio Teleconferencing Pre-pay services Network ACD Services Enhanced voicemail services Voicemail services SMS Text Messaging Web/Internet Access Basic EMail

12. Operational Challenges are Growing  Service Development at Internet Speed  Real-time Flow-through Service Delivery  QoS ‘Guarantees’ across Multi-service/ Multi-technology, Multi-provider/ Infrastructures  Proactive, Real-time, Content-based, Location-based Billing  Customer Self Service

13. ..and Yesterday’s Systems can’t Cope  Market speed is outstripping management system capabilities  Impacting time to market  Hitting the bottom line  Systems development takes too long, is too expensive and too risky

14. Time for a Radical Rethink From ‘blacksmith’s shop’ software... … to fast production line by assembly and configuration New Generation OSS - changing the way we build management software

15. Agenda Conclusions Background – The Changing Industry Introduction – The TM Forum eTOM - The Business View Business Process Framework Ongoing Work NGOSS Initiative Program Plan Progress to Date

16. So What is NGOSS?  New Generation Operations Systems and Software  Industry-agreed, business solution Framework for next generation OSS/BSS  Driven and managed by TM Forum  Includes tools and guidance for service providers, suppliers and systems integrators  Business Process, Systems and Software integration “maps”  Development architecture  Repository of documents, models and reference code  Goal = rapid development of flexible, low cost of ownership solutions to meet the business needs of the internet enabled economy

17. Draws on a Broad Base of Ideas NGOSSNGOSS COTS Software TMN Business Processes Enterprise Management

18. NGOSS – Key Elements Definition of Business Processes and Information Models Definition of Systems Framework upon which these business solutions will be built Practical implementations and multi- vendor demonstrations via a series of collaborative Catalyst Projects Creation of a Knowledge Base of documentation, models and code to support developers, integrators and users

19. New Generation OSS  “Framework for Rapid and Flexible Integration of OSSs & BSSs supporting the Global Communications Industry”  Framework – Supports Multiple Viewpoints  Architecture – Tech Neutral & Tech Specific  Methodology – Business Process Driven  Development – Model-based  Interoperability – Contract/Component-based using Shared Information Models  Communication – Distributed Networking  Operation – Distributed Computing Services  Compliance – Testable Framework – supporting or enclosing structure Viewpoint – focus on particular concerns within a system (IEEE Std 1471-2000)

20. Scope of NGOSS Program Methodology for using NGOSS RFPs for NGOSS solutions Business Process Analysis Systems Analysis & Design Platform Requirements & Architecture Shared Information & Data Model Industry Compliance

21. NGOSS Key Concepts  Methodology  Methodology – “system of principles and procedures applied to a discipline”  Viewpoint  Viewpoint – “focus on particular concerns within a system (IEEE Std 1471-2000)  Framework  Framework – “supporting or enclosing structure”  Architecture  Architecture – “style or method of design and construction”

22. System View Implementati on View NGOSSKnowledgeBase Need Model Validate Run Business View Contract Interface Service Implementation Run-Time View NGOSS Methodology Methodology – system of principles and procedures applied to a discipline Viewpoint – focus on particular concerns within a system (IEEE Std 1471-2000)

23. Architecture BusinessSystem Behavior Information Implementation NGOSS – The Framework Information Model TN Contract System Process Plan Business Entity Business Trade Business Flow Data Model TS Contract Execution Script Artifacts Framework – supporting or enclosing structure Architecture – style or method of design and construction

24. Architecture BusinessSystem Behavior Information Implementation NGOSS – eTOM Information Model TN Contract System Process Plan Business Entity Business Trade Business Flow Data Model TS Contract Execution Script Artifacts Business Map - eTOM eTOM – enhanced Telecom Operations Map

25. eTOM - Business Map  Reference Map of Idealized Organization  Business Process Model-based Viewpoint  External View of Functionality supported by Business Activities  Mechanism for Identifying & Cataloging  Business Processes  Actors  Domain Boundaries  Entities  Cornerstone of Business View eTOM – enhanced Telecom Operations Map

26. NGOSS Business Map Operations FulfillmentAssuranceBilling Operations Support & Readiness Customer Relationship Management Service Management & Operations Resource Management & Operations Supplier/Partner Relationship Management (Application, Computing and Network) Enterprise Management Strategic & Enterprise Planning Financial & Asset Management Enterprise Quality Management, Process & IT Planning & Architecture Stakeholder & External Relations Management Brand Management, Market Research & Advertising Human Resources Management Disaster Recovery, Security & Fraud Management Research & Development, Technology Acquisition Strategy, Infrastructure & Product Product Lifecycle Management Infrastructure Lifecycle Management Strategy & Commit Marketing & Offer Management Service Development & Management Resource Development & Management Supply Chain Development & Management (Application, Computing and Network) Customer

27. eTOM Developments  eTOM Core Business Process Framework Approved and publicly available  Detailed extensions with further process decompositions and flows released to TM Forum member companies  Interactive tool-based eTOM model released to TM Forum member companies  Ongoing work on high-priority business processes and scenarios underway

28. Architecture BusinessSystem Behavior Information Implementation NGOSS – SIM Information Model TN Contract System Process Plan Business Entity Business Trade Business Flow Data Model TS Contract Execution Script Artifacts System Map - SIM SIM – Systems & Information Map

29. SIM – System Map  Reference Map of Idealized IT Environment  System Solution Model-based Viewpoint  Internal View of Functionality supported by Computing Systems  Mechanism for Identifying & Cataloging  System Processes  Actors  Interface Reference Points  Contracts  Shared Information & Data Models  Cornerstone of System View SIM – Systems & Information Map

30. Logical Business Components Management Domains Operations Enterprise Management Customer Supplier /Partner SI&P Lifecycle Management ProductCustomer Invoice/ Payment Mkt/SalesService Supplier/ Partner Technology Workforce Equipment BusinessPortfolio Enterprise SIM – Systems & Information Map Level 1 SIM

31. Architecture BusinessSystem Behavior Information Implementation NGOSS – Behavior & Information Information Model TN Contract System Process Plan Business Entity Business Trade Business Flow Data Model TS Contract Execution Script Artifacts Behavior & Control Shared Info & Data (SID) Modeling

32. Behavior & Information Driven Activities  Behavior & Control  Business Process driven System Behavior  Coarse vs. Fine Grained Control  Centralized vs. Distributed Execution  Guidelines for Modeling and Realization  Shared Info & Data (SID) Modeling  Key to Interoperability  Business Process and Experience Driven  NGOSS Meta-Model for Shared Info & Data

33. Architecture BusinessSystem Behavior Information Implementation NGOSS – Trial Solutions Information Model TN Contract System Process Plan Business Entity Business Trade Business Flow Data Model TS Contract Execution Script Artifacts TMW Catalyst Projects

34. Catalyst Program – the living lab for NGOSS  The Catalyst program has been active for over two years developing solutions to real-life OSS problems  Catalyst program is evolving into the living lab for NGOSS

35. Architecture BusinessSystem Behavior Information Implementation NGOSS – Compliance Information Model TN Contract System Process Plan Business Entity Business Trade Business Flow Data Model TS Contract Execution Script Artifacts ComplianceProgram

36. NGOSS Compliance NGOSS compliance based on auditing for Catalysts in 2001 NGOSS Compliance Steering group established to create industry wide VV&T program –Building on what was learned auditing catalysts, but moving towards a testing approach where appropriate –Aiming to cover the entire NGOSS Landscape, but in a phased manner –Pilot Demos at TMW in 2002  Contract Defined Interface  Common Communications Vehicle  Externalised Process Control

37. Progress to Date  Business Case complete  System Level Requirements complete  eTOM v3 approved  SIM v2 in member review  SID v1 in member review  Technology Neutral Architecture ‘complete’  TSA Application Notes available for review (CORBA, J2EE, XML/SOAP/UDDI, J2SE, JINI)  NGOSS Catalysts demonstrating NGOSS solutions  NGOSS Compliance v1 in member review Methodology for using NGOSS RFPs for NGOSS solutions Business Process Analysis Systems Analysis & Design Platform Requirements & Architecture Shared Information & Data Model Industry Compliance

38. NGOSS Roadmap Summary Release 1 Available Q4/2001 Release 2 Available Q2/2002 Future ReleasesNGOSS-Wide Activities NGOSS Business Case Company specific NGOSS Business Case NGOSS Requirements NGOSS Partner Program NGOSS Powered Criteria for CatalystsIndustry-wide NGOSS Powered Compliance Program Pilot Industry-wide NGOSS Powered Compliance Program Full Implementation Process Automation Activities eTOM – The Business Process Framework eTOM - Scenarios for Test CasesCompleted eTOM NGOSS Development and Integration Methodology Initial Repository structure for NGOSS Artifacts NGOSS Knowledge Base Sample Contracts and Use-CasesEnd-to-End Contracts and Use- Cases for Test Cases End-to-End contracts populating Knowledge Base Information Modeling Activities Systems Integration Map: Concepts and Principles NGOSS Meta Model Systems Integration Map: Component Description NGOSS Information Models and Data Models Systems Framework Activities NGOSS Architecture Overview NGOSS Technology Neutral Architecture Technology Neutral Contract Specification Technology Neutral models for Framework Services, Infrastructure etc. NGOSS Technology-Specific Application Notes Technology-Specific Mappings of Contract Specification Further Technology Specific Application Notes

39. Who’s Backing NGOSS?

40. A 21 st century ‘umbrella’ approach to building and deploying OSS Adoption of industry standard approaches and tuning them for OSS ‘Cardinal points’ of agreement A practical program - delivering practical tools, support and code to aid development – not just paper specs Evolutionary A 21 st century ‘umbrella’ approach to building and deploying OSS Adoption of industry standard approaches and tuning them for OSS ‘Cardinal points’ of agreement A practical program - delivering practical tools, support and code to aid development – not just paper specs Evolutionary NGOSS Is! A TMF specific approach A special approach for the communications industry Prescriptive Revolutionary A TMF specific approach A special approach for the communications industry Prescriptive Revolutionary NGOSS Is Not!Conclusions

41. NGOSS - Benefits for Everyone …..for Service Providers: Get to market faster and keep ahead = profit …..for Service Providers: Get to market faster and keep ahead = profit …for Equipment Manufacturers and ISV’s: Open up the OSS products market = profit …for Equipment Manufacturers and ISV’s: Open up the OSS products market = profit …..for Systems Integrators: Add business value, not overheads = profit …..for Systems Integrators: Add business value, not overheads = profit

42. Agenda NGOSS Initiative Program Plan Conclusions Background – The Changing Industry Introduction – The TM Forum Progress to Date eTOM - The Business View Business Process Framework Ongoing Work

43. 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  Oct 2001: eTOM v2.0 for TMF Members Evaluation  Jan 2002: eTOM v2.5 for Public Evaluation  May 2002: eTOM v3.0 is TMF Approved  July 2002: Addendum to core eTOM released to Members  Current: development of detailed process decompositions and flows in selected application areas

44. eTOM: enhanced Telecom Operations Map

45. TMN Layers correspond with TOM horizontals TOM processes are captured in “FAB” area of eTOM Operations eTOM maps the NGOSS Business View

46. The Operations area Operations FulfillmentAssuranceBilling Operations Support & Readiness Customer Relationship Management Service Management & Operations Resource Management & Operations Supplier/Partner Relationship Management (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

47. Operations FulfillmentAssuranceBilling Operations Support & Readiness Customer Relationship Management Service Management & Operations Resource Management & Operations Supplier/Partner Relationship Management The Operations area Service Configuration & Activation Service Problem Management Service Quality Analysis, Action & Reporting Service & Specific Instance Rating SM&O Support & Process Management Service Management & Operations Readiness Supplier/Partner Interface Management S/P Buying S/P Purchase Order Management S/P Problem Reporting & Management S/P Performance Management S/P Settlements & Billing Management S/PRM Operations Support & Process Management S/P Relationship Management Operations Readiness Resource Provisioning & Allocation to Service Instance Resource Problem Management RM&O Support & Process Management Resource Management & Operations Readiness Retention & Loyalty Customer Interface Management Billing & Collections Management Customer QoS / SLA Management Problem Handling Selling Order Handling Marketing Fulfillment Response CRM Operations Support & Process Management CRM Operations Readiness Sales & Channel Management Resource Data Collection, Analysis & Control Resource Quality Analysis, Action & Reporting

48. The Strategy, Infrastructure & Product area  “SIP” encompasses strategy and lifecycle management processes in support of operations  Strategy & Commit  Infrastructure Lifecycle Management  Product Lifecycle Management  “SIP” also has functional groupings, aligned with those in “OPS” Strategy, Infrastructure & Product Product Lifecycle Management Infrastructure Lifecycle Management Strategy & Commit Marketing & Offer Management Service Development & Management Resource Development & Management Supply Chain Development & Management (Application, Computing and Network)

49. Service Development & Management Resource Development & Management Supply Chain Development & Management Marketing & Offer Management Infrastructure Lifecycle Management Product Lifecycle Management Strategy & Commit Strategy, Infrastructure & Product The SIP area Supply Chain Strategy & Policy Supply Chain Planning & Commitment Supply Chain Development & Change Management Supply Chain Performance Assessment Supply Chain Capability Availability Service Planning & Commitment Service Performance Assessment Service Strategy & Policy Service & Operations Capability Delivery Service Development & Retirement Resource & Operations Capability Delivery Resource Performance Assessment Resource & Technology Strategy & Policy Resource & Technology Plan & Commitment Resource Development Product Development & Retirement Product & Offer Portfolio Capability Delivery Product & Offer Portfolio Strategy, Policy & Planning Marketing Capability Delivery Product & Offer Business Planning & Commitment Product, Marketing & Customer Performance Assessment CRM Capability Delivery Market Strategy & Policy Sales & Channel Development Marketing Communications & Promotion

50. The Enterprise Management Hierarchy Enterprise Management Disaster Recovery, Security & Fraud Management Human Resources Management Financial & Asset Management Stakeholder & External Relations Management Enterprise Quality Management, Process & IT Planning & Architecture Strategic & Enterprise Planning Research & Development, Technology Acquisition Brand Management, Market Research & Advertising Group Enterprise Management Business Development Enterprise Architecture Planning Strategic & Business Planning Financial Management Procurement Management Real Estate Management Brand Management Advertising Market Research & Analysis Workforce Strategy Employee & Labor Relations Management Workforce Development HR Policies & Practices PR & Community Relations Management Shareholder Relations Management Regulatory Management Legal Management Research & Development Technology Acquisition Process Architecture Management & Support Information Systems Strategy & Planning Knowledge Management Enterprise Quality Management Security Management Fraud Management Disaster Recovery & Contingency Planning

51. eTOM - The Level 2 Processes Level 1 Vertical Grouping Level 1 Horizontal Grouping Operations Customer FulfillmentAssuranceBilling Operations Support & Readiness Retention and Loyalty Customer Interface Management Supplier/Partner Interface Management Customer Relationship Management Service Management & Operations Resource Management & Operations Supplier/Partner Relationship Management Billing & Collections Management Customer QoS / SLA Management Problem Handling Selling Order Handling Marketing Fulfillment Response Service Configuration & Activation Service Problem Management Service Quality Analysis, Action & Reporting Service & Specific Instance Rating Resource Provisioning & Allocation to Service Instance Resource Problem Management Resource Restoration Resource Data Collection, Analysis & Control S/P Buying S/P Purchase Order Management S/P Problem Reporting & Management S/P Performance Management S/P Settlements & Billing Management CRM Operations Support & Process Management CRM Operations Readiness SM&O Support & Process Management Service Management & Operations Readiness RM&O Support & Process Management S/PRM Operations Support & Process Management S/P Relationship Management Operations Readiness Enterprise Management Service Development & Management Resource Development & Management Supply Chain Development & Management Marketing and Offer Management Service Planning & Commitment Resource & Operations Capability Delivery Supply Chain Strategy & Policy Supply Chain Planning & Commitment Product Development & Retirement Supply Chain Development & Change Management Infrastructure Lifecycle Mgmt Product Lifecycle Mgmt Strategy & Commit Strategy, Infrastructure and Product Product & Offer Portfolio Capability Delivery Product & Offer Portfolio Strategy, Policy & Planning Marketing Capability Delivery Product & Offer Business Planning & Commitment Product, Marketing & Customer Performance Assessment Service Performance Assessment Resource Performance Assessment Supply Chain Performance Assessment Supply Chain Capability Availability Resource & Technology Strategy & Policy Service Strategy & Policy Resource & Technology Plan & Commitment Service & Operations Capability Delivery Service Development & Retirement Resource Development CRM Capability Delivery Marketing Strategy & Policy Sales & Channel Development Marketing Communications & Promotion Enterprise Quality Mgmt, Process & IT Planning & Arch. Process Arch. Management & Support Info Systems Strategy & Planning Knowledge Management Stakeholder & External Relations Management PR & Comm. Relations Management Regulatory Management Shareholder Relations Management Legal Management Human Resources Management Employe e& Labor Relations Workforce Strategy Workforce Development HR Policies & Practices Disaster Recovery, Security & Fraud Management Fraud Management Disaster Recovery & Contingency Planning Security Management Financial & Asset Management Financial Management Procurement Management Real Estate Management Strategic & Enterprise Planning Strategic & Business Planning Business Development Enterprise Architecture Planning Group Enterprise Management Research & Development Technology Acquisition Research & Development & Technology Acquisition Brand Management, Market Research & Advertising Market Research & Analysis Brand Management Advertising Resource Management & Operations Readiness Sales & Channel Management Level 2 Process Element External Entity Enterprise Quality Management

52. Ongoing work on eTOM  Lower-level Process Decompositions  “Internal” process flows within, e.g. each Level 2 process  “Through” flows showing E2E behavior (e.g. Fulfillment)  A methodology to support continuing work

53. Methodology  To develop Level 3 processes starting from agreed level 2 processes  To obtain a “Library” of Examples of End-To- End Process Flows, obtained by utilizing process components (at level 2, 3, 4, …) contained in the eTOM Business Process Framework. These flows could be  Completely composed of Level 2 processes  Completely composed of Level 3 processes  Composed of a “mixture” of Level 2 and Level 3 processes  Builds on existing published eTOM Business Process Framework (GB921 v3.0)

54. Fulfillment: An Example Operations Customer FulfillmentAssuranceBilling Operations Support & Readiness Enterprise Management Infrastructure Lifecycle Mgmt Product Lifecycle Mgmt Strategy & Commit Strategy,Infrastructure andProduct Stakeholder& External RelationsManagement Human Resources Management Disaster Recovery,Security & Fraud Management Enterprise Quality Mgmt,Process & ITPlanning & Architecture Financial& Asset Management Strategic& EnterprisePlanning Research & Development & TechnologyAcquisistion Brand Management, Market Research & Advertising Customer RelationshipManagement Service Management& Operations Resource Management&Operations Supplier/Partner Relationship Management Service Development& Management Resource Development& Management Supply Chain Development& Management Marketing and Offer Management

55. Operations Customer FulfillmentAssuranceBilling Operations Support& Readiness Retention and Loyalty Customer Interface Management Supplier/Partner Interface Management Customer RelationshipManagement Service Management& Operations Resource Management&Operations Supplier/Partner Relationship Management Billing& Collections Management Customer QoS / SLA Management Problem Handling Selling Order Handling Marketing Fulfillment Response Service Configuration & Activation Service Problem Management Service Quality Analysis, Action & Reporting Service & Specific Instance Rating Resource Provisioning & Allocation to Service Instance Resource Problem Management Resource Restoration Resource Data Collection, Analysis & Control S/P Buying S/P Purchase Order Management S/P Problem Reporting & Management S/P Performance Management S/P Settlements & Billing Management CRM Operations Support & Process Management CRM Operations Readiness SM&O Support & Process Management Service Management & Operations Readiness RM&O Support & Process Management S/PRM Operations Support & Process Management S/P Relationship Management Operations Readiness Enterprise Management Service Development& Management Resource Development& Management Supply Chain Development& Management Marketing and Offer Management Service Planning & Commitment Resource & Operations Capability Delivery Supply Chain Strategy & Policy Supply Chain Planning & Commitment Product Development & Retirement Supply Chain Development & Change Management Infrastructure Lifecycle Mgmt Product Lifecycle Mgmt Strategy & Commit Strategy,Infrastructure andProduct Product & Offer Portfolio Capability Delivery Product & Offer Portfolio Strategy, Policy & Planning Marketing Capability Delivery Product & Offer Business Planning & Commitment Product, Marketing & Customer Performance Assessment Service Performance Assessment Resource Performance Assessment Supply Chain Performance Assessment Supply Chain Capability Availability Resource & Technology Strategy & Policy Service Strategy & Policy Resource & Technology Plan & Commitment Service & Operations Capability Delivery Service Development & Retirement Resource Development CRM Capability Delivery Marketing Strategy & Policy Sales & Channel Development Marketing Communications & Promotion Enterprise Quality Mgmt,Process & ITPlanning & Architecture Process Architecture Management & Support Information Systems Strategy & Planning Knowledge Management Stakeholder& External RelationsManagement PR& Community Relations Management Regulatory Management Shareholder Relations Management Legal Management Human Resources Management Employee &Labour Relations Workforce Strategy Workforce Development HR Policies & Practices Disaster Recovery,Security& Fraud Management Fraud Management Disaster Recovery & Contingency Planning Security Management Financial& Asset Management Financial Management Procurement Management Real Estate Management Strategic& EnterprisePlanning Strategic & Business Planning Business Development Enterprise Architecture Planning Group Enterprise Management Research& Development Technology Acquisition Research & Development & Technology Acquisistion Brand Management, Market Research & Advertising Market Research & Analysis Brand Management Advertising Resource Management & Operations Readiness Sales & Channel Management Enterprise Quality Management ? Work Task Assignment ? ? Info &Comm System Support ? ? Work Task Assignment ? General Process Interactions

56. Level 2 Process Interactions

57. Level 2 Process Flows (1)

58. Level 2 Process Flows (2)

59. Level 2 Process Flows (3)

60. Level 3 Decomposed Process Flows (1)

61. Level 3 Decomposed Process Flows (2)

62. Process Decompositions Level 2 3 4

63. Where Next?  eTOM is prioritising business scenarios to guide the ongoing work  Lower-level process decompositions are under development for the selected process areas  Process flows to map the processes into the business scenarios are being defined  eTOM is driving the Business View in NGOSS and linking with other activities, e.g. SID

64. Agenda NGOSS Initiative Program Plan Conclusions Background – The Changing Industry Introduction – The TM Forum Progress to Date eTOM - The Business View Business Process Framework Ongoing Work

65. Conclusions  eTOM includes a Business Process Framework which shows  process structure (hierarchy)  process decompositions (levels)  process flows (linkages)  process dynamics (behavior)  NGOSS supports a framework aimed at fast, flexible integration of OSSs & BSSs  eTOM provides the map for the NGOSS Business View  NGOSS also addresses the System View, Implementation View and Run-Time View over the whole development cycle  TM Forum seeks to develop this work in consultation and liaison with bodies like ITU-T

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