Frameworx Overview Draft 5 V x.y

Frameworx Overview Draft 5 V x.y
This is a place holder to introduce the course. Make sure everyone is in the right course! Explain that this is an introductory course intended for those withing to gain an appreciation of frameworx, wht it is and how it works. Explain also that anyone wishing for more detail can get it from the1 day distilled courses, which in turn lead on to the 2 day hands on BPF implementers workshop and information framework modellers workshop Notes to instructor There are 8 units and exercises. This is an overview course so resist the temptation to go too deep or we will be repeating a lot. Some students will be taking the exam after the course. Timings will vary but a rough estimate assuming standard coffee and lunch breaks is suggested Start 09:00 finish 17: hours lunch and 2 x 30 min coffee breaks Introduction = 15 mins Unit 1 (FX Overview) = 25 mins Unit 2 (eTOM)= 45 mins Unit 3 (SID) = 45mins Unit 4 (TAM) = 35 mins Unit 5 (Integration) = 45 mins Unit 6 (metrics & best practices) = 60 mins Unit 7 (DSRA)= 45 mins Unit 8 (web site etc) = 20 mins Review = (20 mins) These are VERY rough timings. Draft 5 V x.y

Housekeeping Your Instructor Courtesy Q&A Feedback
Please silence mobiles, pagers, laptops down… Q&A Points of clarification as they arise Other issues at start/end of sessions during the breaks, end of day … Feedback please return evaluation forms Your Instructor Don’t forget breaks, lunch prayers and so forth. Remember lunch time differs region by region, so ask the students when they normally take lunch. Also, let the students know that this is an interactive workshop, not a lecture. Discussions (don’t let them go on a long period of time) are welcome as the workshop is interactive. LAPTOPS OFF!!!...and no TEXTING!!!

Structure of the course
The units’ names and their order are as follows: Introduction Unit 1 Frameworx Unit 2 The Business Process Framework (eTOM) Unit 3 The Information Framework (SID) Unit 4 The Application Framework (TAM) Unit 5 The Integration Framework Unit 6 Metrics & TM Forum Best Practices Unit 7 The Frameworx & Customer Experience Management Unit 8 TM Forum web-site, Tools, Career Certification, Review and Wrap-up Don’t forget breaks, lunch prayers and so forth. Remember lunch time differs region by region, so ask the students when they normally take lunch. Also, let the students know that this is an interactive workshop, not a lecture. Discussions (don’t let them go on a long period of time) are welcome as the workshop is interactive. LAPTOPS OFF!!!...and no TEXTING!!!

Students will Course Objectives
Gain an understanding of Frameworx, its core components, their structure and how they can be used. Be confident when discussing the frameworks with others. This slide sets expectations Students will be able to understand the basics of the frameworks and how they work. They will see some examples of how others use them and gain an insight as to how they may be able to use them in their day to day work Importantly, they will be able to “talk the talk” and understand what other mean when they talk about using the frameworks The course covers the very latest versionof Frameworx

Students Introductions
Name Company Professional background What are your course expectations? Your hobbies? If group is sufficiently small ask students to introduce themselves – using this format. It is sometimes useful to capture a list of expectations on a flip chart as this will help ensure that the course presentations can be adapted if necessary to meet the expectations of the attendees. This can also be checked back at the end to show how successfully the course has met the students’ expectations. Favourite Team is just for a bit of light relief – they could choose a work-team or a sports team – it just helps to get an idea of their interests.

Unit 1: Frameworx Overview
Placeholder for Unit 1 Explain at a high level what the each framework does and that we will be looking at each in a bit more detail later An introduction to the component parts

Frameworx – What it is TM Forum Frameworx 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 tools available in Frameworx help improve end-to-end management of services across complex, multi-partner environment You could add a bit about the history of framework here, NGOSS why the name was changed

Design Principles Frameworx is built on a services oriented design and uses standard, reusable, generic blocks that can be assembled in unique ways to gain the advantages of standardization while still allowing customization and enabling differentiation and competition at the service level. This slide illustrates that Frameworx is not just a collection of different pieces of work, but that each piece supports the others and that Fx has a range of supporting work – the best practices that we will discuss later This is also a good point to mention that Fx is an architecture and the development follows the same principles as, for example, SOA

Frameworx Development
The Collaboration Program A "Virtual Research and Development Consortium" made up of TM Forum members from a growing array of industries, Goals and Objectives are set by the TM Forum Board of Directors Results are Best Practices and Standards, like Frameworx, that our members use to improve their profitability Projects are done by people from TM Forum member companies with TM Forum staff in supporting roles The TM Forum's Collaboration Program is a "Virtual Research and Development Consortium" made up of TM Forum members for a growing array of industries, including communications – telco., wireless, cable and internet; cloud; defence; content; and information services. Goals and Objectives are set by the TM Forum Board of Directors Results are Best Practices and Standards that help service providers of all kinds, as well as their suppliers and partners, to improve their profitability Projects are done by people from TM Forum member companies with TM Forum staff in supporting roles

Frameworx – Adoption In Oct 2012 More than 130 respondents from 87 leading service provider companies were surveyed The survey results confirm the continued depth and breadth of Frameworx adoption. 91% of all companies represented in the survey results are using Frameworx and 72% of companies mandate Frameworx in many or all of their specifications, up from 63% in 2011. In addition, 75% of all the respondents mandating Frameworx during procurement said that whether or not a product or solution is conformant to standards is an important influence on their purchase decision This slide adds some credibility to Fx. Make the point that it has passed the tipping point where its use may or may not be a good idea. Enough of our members use it to make it almost mandatory

Eight reasons to adopt Frameworx
Innovate and reduce time-to-market with streamlined end- to-end service management Create, deliver and manage enterprise-grade services across a multi-partner value-chain Improve customer experience and retention using proven processes, metrics and maturity models Optimize business processes to deliver highly efficient, automated operations These and those on the next slide are reasons taken from the Forum web site, you may wish to add some more of your own. Or prompt the class Go through each of these explaining why these 8 reasons are important

Eight reasons to adopt Frameworx cont…
Reduce integration costs and risk through standardized interfaces and a common information model Reduce transformation risk by delivering a proven blueprint for agile, efficient business operations Gain independence and confidence in your procurement choices through conformance certification and procurement guides Gain clarity by providing a common, industry-standard language

Frameworx Components The Business Process Framework
The Information Framework The Application Framework The Integration Framework Business Metrics Best Practices Each component is identified in the picture Explain the relations hip of the eTOM, SID and TAM, how the integration framework pulls them together and how the metrics and best practices fupport the 4 key frameworks Not too much detail as we will be looking at each in turn throughout the course

Example: Qwest Qwest wanted to transform its service delivery to shorten the time- to-market for new products, reduce its operating costs and have visibility & traceability from products to services to resources. It was also determined to reduce individual service component redundancy and enforce Qwest’s high standards for the overall customer experience. Within a year of the deployment Qwest saw a 4 % increase in revenue, a 5 %cost reduction, a 25 %improvement in new product deployment cycle times and a decrease in unique provisioning and assurance job steps.. This example is from the case study handbook 2011 Qwest wanted to transform its service delivery to shorten the time-to-market for new products, including cloud services, reduce its operating costs, and have visibility and traceability from products to services to resources. It was also determined to reduce individual service component redundancy and enforce Qwest’s high standards for the overall customer experience. To reduce investment risk and prove the viability of what it wanted to achieve, the operator and its partners turned to TM Forum’s Frameworx and Catalyst Program before it embarked on the transformation. Within a year of the deployment Qwest saw a 4 percent increase in revenue, a 5 percent cost reduction, a 25 percent improvement in new product deployment cycle times, and a decrease in unique provisioning and assurance job steps. Reducing risk To transform service lifecycle and service delivery methodologies to meet rapidly changing industry and business pressures, Qwest needed to: n streamline service delivery processes; n speed concept-to-cash cycle times; n create visibility and traceability from products to services to resources; n reduce individual service component redundancy; n deliver best-in-class service levels. Following Frameworx best practices and standards, Qwest implemented the following solutions to meet its service delivery transformation goals: n order management: automated sales order entry and order status visibility; centralized service and product specifications; configuration tools; consistent product and service orders; accurate quotes; n product information manager: product lifecycle management and workflow; rationalized product and service definitions; real-time product definition simulation and validation; n active service catalog: logical integration of product and service layers; model resources and services; drive provisioning workflow automation and inventory; rapid update of product offerings. Source : case study handbook 2011

Unit 3: The Business Process Framework (eTOM)
Placeholder for Unit 3 It is a comprehensive, industry-agreed, multi-layered view of the key business processes required to run an efficient, effective and agile enterprise It is also known as the eTOM What it is Structure How it can be used Benefits Example

Process Standards The Business Process Framework, sets out to standardise the purpose, names and descriptions of the various tasks involved in running a business such that the process flows subsequently created follow that standard, removing duplication, avoiding misunderstanding and allowing work to be re-used In any organisation process elements and their associated process flows will vary in their purpose and way they are named and described according to an internally agreed convention or, more often than not, according to the preference and skill sets of the individuals recording the various tasks as process flows

What is the Business Process Framework?
It is a hierarchical catalog and classification scheme of the key business processes required to run a service-focused business. At the conceptual level, the framework has three major process areas, reflecting major focuses within typical enterprises: Strategy, Infrastructure, and Product Operations Enterprise Management The over-arching objective of the framework is to continue to build on TM Forum’s success in establishing: An ‘industry standard’ business process framework. Common definitions to describe process elements of an organization. Agreement on the basic information required to perform each process element within a business activity, and use of this for business requirements and information model development that can guide industry agreement on contract interfaces, shared data model elements, and supporting system infrastructure and products. A process framework for identifying which processes and interfaces are in most need of integration and automation, and most dependent on industry agreement. The Business Process Framework and the associated business process modeling, describes for an enterprise the process elements and their relationship that are involved in information and communications services and technologies management. Additionally, the points of interconnection that make up the end-to-end, customer operations process flows for Fulfillment, Assurance, Billing within Operations, and for Strategy, Infrastructure & Product are addressed by the framework.

Six things you can do with the Business Process Framework
Use a common language for use across departments, systems, external partners and suppliers Adopt a standard structure, terminology and classification scheme for business processes Apply disciplined and consistent business process development enterprise-wide Understand, design, develop and manage IT applications in terms of business process requirements Create consistent and high-quality end-to-end process flows Identify opportunities for cost and performance improvement Add these explanations to each reason Reducing cost and risk of system implementation, integration and procurement To simplify internal operations and maximize opportunities to partner within and across industries Allowing for cross-organizational reuse So applications will better meet business needs eliminating gaps and duplications through re-use of existing processes and systems

Process Framework – key Foundational Concepts
(Application, Computing and Network) Market/Sales, Product and Customer Service Resource Supplier/Partner Enterprise Often the first exposure someone has to the Process Framework is provided at Level 1 or Level 2 of the hierarchy. In most cases this is quite daunting, or visually “assaulting” because of the level of process detail at those levels. So, what we are going to do is build the Process Framework from the ground up. This will make it easier to explain and easier for the students to understand AND explain to their associates outside of this workshop. Processes act on and use key business entities (things of interest to the business), called concepts in this slide. There are seven key concepts (three in the first horizontal in this slide) with which processes deal. Later the students will see how these concepts assist in partitioning the process model. The definition of these key concepts or business entities are contained below. Market/Sales supports the sales and marketing activities needed to gain business from customers and potential customers. On the Sales side, this includes sales contacts/leads/prospects through to the sales-force and sales statistics. Market includes market strategy and plans, market segments, competitors and their products, through to campaign formulation. Product is concerned with the lifecycle of products and information related to products’ lifecycle. It includes the strategic portfolio plans, products offered, product performance, product usage, as well as the product instances delivered to a customer. Customer is individuals or organizations that obtain products from an enterprise, such as a organization. It represents of all types of contact with the customer, the management of the relationship, and the administration of customer data. Customer also includes data and related to the customer bills for products, collection of payment, overdue accounts, and the billing inquiries and adjustments made as a result of inquiries. Service consists of information used to manage the definition, development, and operational aspects of services provided by enterprise. Service support various eTOM processes that deal with the definition, development and management of services used to realize products offered by an enterprise. This includes agreement on service levels to be offered, deployment and configuration of services, management of problems in service installation, deployment, usage, or performance, and quality analysis. Service also supports planning for future services, service enhancement or retirement, and capacity. Resource consists of information used to manage the definition, development, and operational aspects of networks, as well as information and application resources that enable Products to be realized. It supports the eTOM processes that deal with the definition, development and management of the infrastructure of an enterprise. Resources also provide usage information which is subsequently aggregated to the customer level for billing purposes. It also enables strategy and planning processes to be defined. Supplier/Partner encompasses, planning of strategies for Supplier/Partners, handling of all types of contact with the Supplier/Partner, the management of the relationship, and the administration of Supplier/Partner data. It also supports bills, disputes and inquiries associated with a Supplier/Partner. Enterprise represents information necessary to support the overall business, corporation or firm, which is using the eTOM framework for modeling its business processes.

Product , Service & Resource
Provider There is often a question regarding the difference between Products and Services, as some providers treat them as synonyms. The Business Process Framework, as well as the Information Framework and Application Framework, treat them as two separate entities as shown here. One difference between Product and Service can be seen as a separation of concerns. A Product deals with the Marketing, or external perspective, such as pricing, catalogs, market segments, and so forth. Products are what a customer orders from a provider. Services represent the Engineering, or internal perspective, and focus on how Products are realized within a provider’s infrastructure. For example, a high-speed internet product is realized by a number of internet connectivity services. A service provided by a organization or operator can be seen as a combination of Products and Services. Another key difference that separates Products and Services is that Products can be directly realized as Resources. Resources represent the Engineering, or internal perspective, which also represent what parts of a provider’s infrastructure are used by the Services configured and activated to realize a Product. For example, a Product may represent a cable modem (Resource) that is sold as a standalone item; the high-speed internet’s services consume bandwidth within a provider’s network. Note to instructor: Before moving to each level (L0 – L3) you will want to explain the technique used to get to the next level. So, here explain to the students that to being decomposing processes (represented as a process hierarchy), the Process Framework team identified key process areas. The forerunner of the framework was an operations map, so it would make sense there is one process area that deals with the operational processes of an enterprise. From this starting point, there must be a group of processes that enable operations. Those that define the strategy for an enterprise, the types of products, service, and resources that are needed to put an infrastructure in place. And a set of processes, such as Human Resources, Financial & Asset Management, and so forth, that support the other process areas. These three process areas represent the first level of the framework’s decomposition shown on the next slide.

Example: Hierarchical Structure
Note: this screenshot is from the ArcheTOM tool, the trainer should make the point that this is one of many tools available – it reinforces the adoption of the framework This is a screenshot showing the level 2 process group “service Problem Management” as part of a decomposition hierararchy. Shown here are level1 & 2 above SPM and the level 3 and level 4 tasks that sit below SPM. But start at the level 4 and work up Use this to explain that all processes can be presented in this manner. If you like, use the browsertool to give other examples but this is perhaps best left to the walkthrough at the end of this section Courtesy ArchiTelco

Key Framework Concepts – Process Groupings and Process Areas
Customer Relationship Management Retention & Loyalty Customer Interface Management Selling Customer QoS / SLA Management Marketing Fulfillment Response Order Handling Problem Bill Payments & Receivables Mgt. Bill Invoice Management Manage Billing Events Charging Bill Inquiry Handling Process Grouping Operations Customer Relationship Management Service Management & Operations Resource Management & Operations Supplier/Partner Relationship Management (Application, Computing and Network) Process Area Problem Handling is just one of the core processes that deal with Customers, one of the key concepts/domains that we described in the previous unit. A set of core processes that focus on a key concept/domain is called a Process Grouping. There is another type of Process Grouping that you will see in a later slide when the complete Business Process Framework is shown. Here is the Customer Relationship Management, CRM is its acronym, process grouping that represents the decomposition of all processes that manage the relationship with a Customer, including the Problem Handling process from the previous slide. If we consider CRM as one of the group of processes that focus on operating the business from a Customer, as well as Market/Sales and Product perspective, there are others that focus on Service, Resource, and Supplier/Partner – the other key concepts upon which processes act. This set of processes is called a Process Area. …adjust timing to show process area… …pause a few seconds for the student’s to view the process area… Here is the Operations Process Area showing four process groupings that focus on six of the key concepts/domains. This is the highest level decomposition concept within the Business Process Framework. Now that you have seen the four key framework concepts, we’ll take a look at the complete decomposition from the top down.

Strategy Infrastructure & Product
Infrastructure Lifecycle Management Product Lifecycle Strategy & Commit Strategy, Infrastructure & Product Marketing & Offer Management Service Development & Management Resource Development & Management Supply Chain Development & Management Sales Development Product Marketing Communications & Promotion Service Development & Retirement Resource Supply Chain Development & Change Marketing Capability Delivery Product & Offer Portfolio Planning Market Strategy & Policy Capability Delivery Strategy & Planning & Retirement And that leads to the SIP Level 2s shown on this slide. Using the example from a prior slide, Service Problem Management is the L2 process that achieves the goal of managing service related problems Note to instructor: You can use any other L2’s as examples.

Operations Operations Fulfillment Assurance
Billing & Revenue Management Operations Support & Readiness Service Management & Operations Resource Management & Operations Supplier/Partner Relationship Management Customer Relationship Management Retention & Loyalty Customer Interface Management Selling Resource Data Collection & Distribution Supplier/Partner Interface Management S/P Performance Management S/P Problem Reporting & S/P Requisition Resource Provisioning Resource Trouble Resource Performance Management Service Quality Service Problem Customer QoS / SLA S/P Settlements & Payments Service Guiding & Mediation Marketing Response S/PRM Support & Readiness SM&O Support & RM&O Support & CRM Support & Configuration & Activation Order Handling Bill Payments & Receivables Mgt. Bill Invoice Management Manage Billing Events Charging Bill Inquiry Handling Resource Mediation & Reporting Workforce Manage Balances And the Operations processes shown on this slide. From a SM&O and Fulfillment perspective, keeping in mind the Service concept, the goal may be provisioning a service. That is the purpose of the Service Configuration & Activation L2 process shown in this slide. Assurance could be viewed as supporting two goals, ensuring quality and handling problems/trouble; therefore there may be at least two processes for each horizontal in this vertical process grouping as shown here. Note that four processes cross vertical process groupings…the reason for this is that they do support goals from a Fulfillment, Assurance, and Billing perspective. For example, Customer Interface Management is the first point of contact for a customer. The process then directs the interaction to the appropriate L2, such as Selling, Problem Handling, and so forth. Resource Data Collection & Distribution supports sending provisioning commands to the resource infrastructure, collecting performance and trouble information, as well as usage information from the infrastructure. Note to instructor: You can use any other L2’s as examples.

Framework Verticals Operations Strategy, Infrastructure & Product
Lifecycle Management Infrastructure Strategy & Commit Operations Fulfilment Assurance Billing & Revenue Management Support & Readiness This slide emphasises that the vertical groupings / overlays have a real use, that of understanding how the level 2 processes support each other throughout the time line of the BPF The Vertical End-To-End process groupings are essentially overlays onto the hierarchical top-level horizontal groupings, because in a hierarchical taxonomy an element cannot be associated with or parented to more than one element at the next higher level. Note that the eTOM decomposition hierarchy operates exclusively through the Horizontal Functional process groupings described above, and that these Vertical End-To-End process groupings therefore do not form part of the actual decomposition hierarchy. The Vertical End-To-End process groupings should thus be viewed as ancillary views or arrangements of the associated Level 2 process elements, provided for information only, as "overlays" on the actual process hierarchy. Strategy & Commit – planning and thinking about what types of product the SP may be offering in the future ILM– putting the infrastructure in place to support those products PLM– planning the management of individual products throughout the intended lifecycle OS&R– testing, training pre configuration – getting everything ready to support the product as soon as it’s ordered F,A & B– from the point where the customers orders a product, managing it through its lifetime and the billing of the service and of course making sure that the bill is paid.

Business Process Framework Level 1 View
Enterprise Management Strategy, Infrastructure & Product Operations Fulfilment Assurance Billing & Revenue Management Product Lifecycle Management Infrastructure Operations Support & 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) Enterprise Effectiveness Management Knowledge & Research Enterprise Risk Management Strategic & Enterprise Planning Financial & Asset Management Stakeholder & External Relations Management Human Resources Management And that leads to the Level 1 Horizontal, Vertical, and Specialized (in EM) process groupings shown on this slide. The instructor may want to explain the L1s in a little more detail regarding the goals of each process.

Some Key Uses for the Framework
As a task checklist To identify how an organization actually works in terms of process flows To map organizations to the standard and then to identify tasks gaps and overlaps To improve the way things are done To scope projects To highlight the lifecycle of an SP enterprise from a Business Process perspective Briefly discuss each Mention that there are others – ask for suggestions

Some Benefits of the Business Process Framework
A uniform way of recording processes. Improved efficiency: service providers can understand how their enterprise actually works and can then begin to improve it Knowledge sharing: important attributes that are associated with processes can be recorded and made available to others It allows earlier work to be re-used It helps to reduce operational costs Note to instructor: Business benefits are presented throughout all of our courses. To avoid repetition I have tried to present them differently here. The list is not exhaustive and feel free to add others Understanding how an organization works is the first step to improving how it works The framework allows the recording / creation of processes to be done simultaneously by people in different parts of the business. All under the control of the framework owner This means that efficiencies can be introduced throughout the organization In the early days the main reasons behing having a process framework were to understand how organizations actually worked and to be able to record this in a uniform way. This in turn led to the ability to improve how organizations work To begin to record the important attributes of a process – process owner, how often it’s used, triggers and stop action, applications that the process uses and so on is important information that can be shared Processes are recorded only once and that information is available to anyone needing to do the same task in another part of the bisiness More efficiencues, fewer network outages, better change control, better SLA management bettwe use of staff. Just a few examples All of this has a knock on benefit to the customer

Example The In 2010 UPC Netherland decided to complement its vertical, ‘siloed’ operational management structure with a horizontal structure that would provide overall oversight, governance and control of the interactions between departments. The company defined and established ownership of processes, so it is clear who is responsible for which part of the operational chain which directly or indirectly touches the customer Overall, UPC Netherland now has more control of its processes and so can make entire processes more efficient rather than decisions only affecting part of the chain or possibly creating conflict with another department’s goal(s). Note to instructor More case studies are included in the distilled course to the “examples” in this course are there to demonstarte the range of members who are making use of the various frameworks From the 2013 case study handbook Part of the wider Liberty Global Inc. cable group that has operations in 13 countries worldwide, UPC Netherlands is the second largest cable TV operator in the Netherlands. It has 3.7 million subscriptions to its digital and analog video, broadband, and digital telephony (VoIP) services across 1.8 million customers as of June 30, The company’s customers are located across six regional clusters, including the Netherlands’ two largest cities, Amsterdam and Rotterdam In 2010 the company decided to complement its vertical, ‘siloed’ operational management structure with a horizontal structure that would provide overall oversight, governance and control of the interactions of these departments. It established a new team in 2011 to usher in the profound changes to the company’s operations and structure that were based around end-to-end processes which involved customers and program management. They were developed using TM Forum’s Business Process Framework (eTOM). The resultant new approach to governance gave a senior executive ownership of processes from end-to-end to achieve better control, greater effectiveness in a dynamic business environment and improve service to customers. Source: Case Study Handbook 2013

Unit 3: The Information Framework (SID)
Placeholder for Unit 3 Explain at a high level what the information framework does and that we will be looking at each in a bit more detail later Provides standard definitions for all the information that flows through the enterprise and between service providers and their business partners It is also known as the SID Shared information and data model What it is Structure How it can be used Benefits Examples

Data / Information Standards
When applications need to share information, there must be a way to describe what that information "looks like" so that when a data set arrives at its target location, the receiving party can actually do something with it. A data standard provides the guidelines through which interacting applications can confidently exchange information. The goal of a data standard is to enable the sharing or exchange of information between multiple applications in a way that guarantees that these applications share the same semantics of what is represented within that information. Many of the students will be unfamiliar with the concepts of data structure and why having a common one is important This slide tries to clarify why it’s important to think about how data is structured. Feel free to give examples – databases, APIs etc where the structure of data would benefit from a “shared” standardised way of doing it Source: Knowledge Integrity, Inc.

What is the Information Framework?
The Framework provides a reference model and common vocabulary for all the information required to implement Business Process Framework) processes. It reduces complexity in service and system integration, development and design by providing an off the shelf information model that can be quickly adopted by all parties There are two perspectives of the SID; one is as an information model and the other is as a data model, which is based on the information model. Therefore the SID can be used to harmonize both information and data models from other sources. The SID was not developed from scratch; many sources were used in its development. The reasons for having an information model are also relevant from a shared information architecture perspective. The SID is one of the few industry models that covers the breadth of an entire organization. The “whys’ for an Information Framework are similar to those for a Process Framework, the first Solutions Framework presented in this course. The Information Framework enables reuse via the separation of a technology neutral (Information) model from a technology specific (data) model. More than one data model can be generated or developed from a single base, or information model. The model includes all concepts typical of an object-oriented model with the exception of behavior, or how things work. Behavior is provided not only by services and APIs that make up the Integration Framework, but also the Process Framework, which also represents behavior. The Information Framework, specifically Product and Service related entities, are now a ITU-T standard as of July 2008.

Five things you can do with the Information Framework
Reduce integration costs by using a standards-based information model Save hundreds of design hours by starting with a mature framework and 1500 entities developed and vetted by subject matter experts Speed time to market by using well-understood integration interfaces based on the Information Framework, eliminating the need for data translation between systems These five are taken from the Forum website, you may wish to add some more Go through each in turn, giving examples or using the whiteboard to illustrate the points

Five things you can do with the Information Framework cont…
Avoid wasting precious development time on debates with your team, partners, or vendors by adopting a widely proven, industry accepted, rich and extensible information model Mandate conformance to the Information Framework and save time and money during vendor evaluation and procurement

Key Framework Concepts
Business Entity - something of interest to the business that may be tangible things (such as a Customer), active things (such as a Customer Order), or conceptual things (such as a Customer Account). Business entities are characterized by attributes and participate in relationships with other business entities. Business entity instances typically move through a well-defined life cycle. Aggregate Business Entity (ABE) –a well-defined set of information that characterize a highly cohesive, set of business entities loosely coupled with other ABEs Domain - a collection of Aggregate Business Entities associated with a specific management area. Domains that make up the SID Framework are consistent with eTOM level 0 concepts. Shown here are the key concepts which comprise the Information Framework. The definition of a Business Entity should be easy for the instructor to explain. An ABE is a grouping of Business Entities. For example, the Customer ABE is comprised of Customer, Customer Account, Customer Account Contact, and other entities. Cohesiveness comes from the fact that the entities within an ABE are all typically dependent on a single core entity. In this example, all the entities within the Customer ABE are dependent on Customer. Loose coupling means that other ABEs, while related to entities in a given ABE, contain entities that are not directly dependent on the other ABE’s core entity. A Domain is a collection of ABEs and corresponds to key concepts in the other Solution Frameworks – Market/Sales, Product, Customer, Service, Resource, and so forth. The first level of the Information Framework is structured using domains as shown on the next slide.

Information Framework L1 ABEs

Service Domain Within each domain there is a high degree of cohesion between the business entities; and between the domains, there is a loose coupling. This arrangement enables segmentation of the total business problem into manageable pieces and allows resources to be focused on a particular area of interest. In other words, for a particular business process that you are automating, you can identify the information within the Framework that is needed to support that process. Within each domain, business entities known as “Aggregate Business Entities” (ABEs) are defined. ABEs may contain smaller ABEs related to their respective areas. Each ABE contains finer-grained business entities and their associated attributes. In order to provide a single framework to harmonize all information models across the industry, the Information Framework Product and Service domains have been adopted by the ITU and are included in the ITUT recommendation M As the Information Framework has evolved, subsequent levels of ABEs have been identified. As an example, the figure below shows level 2 ABEs identified within the Service domain.

Structure: Entity Definition
Business Entity Name Service Description This is an abstract base class for defining the Service hierarchy. All Services are characterized as either being possibly visible and usable by a Customer or not. This gives rise to the two subclasses of Service: CustomerFacingService and ResourceFacingService. Services are defined as being tightly bound to Products. A Product defines the context of the Service, Service and its related entities (e.g., ServiceSpecification, ServiceRole, and so forth) are related to entities in the Resource, Product, and other domains through a set of relationships. A Service represents the object that will be instantiated. Each Service instance can be different; therefore, Service is limited to owning just the changeable attributes, methods, relationships, and constraints that can be instantiated. The invariant attributes, methods, relationships, and constraints that can be instantiated are defined by a ServiceSpecification. The purpose of this entity is twofold. First, it is used to define attributes, methods, and relationships that are common to all Services. Second, it provides a convenient point to define how Services interact with other parts business entities. Service is a first-class entity, inheriting directly from ManagedEntity. It is therefore a sibling with Resource, Product, and other first-class entities. Note that the CIM models Service as a subclass of LogicalElement, which is a subclass of ManagedSystemElement, which is a subclass of ManagedElement (which is equivalent to ManagedEntity).. Sources DEN-ng, MetaSolv, BT Cross- References Synonyms / Aliases Called Service in the DMTF CIM; however, the CIM Service has significantly different semantics. Similar to MetaSolv model. DEN model had similar attributes but didn’t have the Customer- vs. Resource-Facing philosophy. Not present in the ITU specs. Related Business Entities ManagedEntity (superclass), Product, ProductBundle, ProductComponent, Resource, PhysicalResource, LogicalResource, CustomerFacingService (subclass), ResourceFacingService (subclass), ServiceRole, ServiceCharacteristic, ServiceSpecification (template), ServiceSpecVersion, ProductSpecification, PartyRole, Location, BusinessInteraction Business Rules To be determined This is an excerpt from the documentation that shows how the student will find the definitions as they browse the model. In this example the entity is “Service” go through each “box” in the diagram. There is no need to read the definition of Service

Structure: Entity Relationships
This show the UML diagram (in part) that shows the related entities that “Service” has. It’s a good time to explain why we use the UML, that at this stage they do not need to know UML, only that the framework, identifies the other related entities and the relationship with each other. Identify one or two and explain the relationship[ Mention that there is an Information distilled course This is a UML Class Diagram Only Class Diagrams are used in the Information Framework This is implemented in Rational Software Modeler.

Key uses for the Framework
Business entity vocabulary To define a project’s scope To create Framework based APIs Creating application Procurement Request specifications To organize existing information models Chalk and talk works well with this. SID distilled will go into the detail so just a few works on each will suffice 1. The Information framework definitions are the reference definitions used throughout Frameworx. Process Framework provides a Business Process Framework and Vocabulary whilst Information Framework provides and defines the words that make up that vocabulary to provide a Business Entity vocabulary this Reduces confusion and Avoids mis-interpretation 2. The Framework can to identify the ABEs likely to be impacted by the project. The BPF can also be used in this way and using both provides a “check” that we have not missed anything APIs based on the information framework will have a common structure and remove the need for point to point integration Internally developed APIs No need to change internal data structures Expose internal database structures in terms of the SID Employ standards based guidelines Standard APIs (OSS/J, mTOP) Java, XML, Web Services Extend the SID entities not operations provided May add new operations as needed 4. Again using all of the frameworx frameworks, the IF can be used in an RFP to identify both the ABEs covered in the document and in an assessment to determine the level of conformance of a respponse – conformance covered later 5. If for example, an organization merges with another who use a different information model, then the Frameworx Information Model can be used as a “front end” to this IM 6. There are other uses and some of these are covered in the IF modeller’s workshop. They alonside the notes are shown below: Application inventory – eTOM and SID Process mapping - eTOM eTOM/SID/TNA for new process automation projects Revenue Assurance – eTOM and SID Data warehouse for Customer, Product, and Billing - use of SID framework and model Converged business lines and applications, for example fixed and mobile Integration framework (APIs – NGOSS and OSS/J) – SID-based integration hub An inventory of applications mapped to the eTOM and SID can be used to identify possible duplicate functionality and can be used to perform impact analysis when making changes to related applications. It can also be used to identify possible areas for process automation. Mapping SP X processes that are documented to the eTOM can be used to show SP X processes that should be documented. Using the eTOM, SID, and TNA for new process automation projects probably has the largest benefit. Rather than starting from scratch, applicable NGOSS frameworks can be used as a starting point for projects. This use of NGOSS is also easy to justify quantitatively by estimating the cost to develop what already exists in NGOSS that can be used. For example, a small project could save $70,000 by using the SID Service domain as a starting point. Revenue Assurance is of great interest to SP X. There is a wealth of information available from the TM Forum regarding this topic. SP X should not consider starting this effort from scratch, but should use existing TM Forum documentation. SP X is developing a Customer, Product, and Billing data warehouse in collaboration with IBM. It was agreed that John Reilly would review information provided by SP X to assess compatibility of the IBM data warehouse with the SID. The convergence of business lines and their associated applications is also of interest to SP X. An example of how the SID can be used to support this was provided in the “Immediate Uses” section of this chapter. In addition to the SID, the eTOM and TNA can be used to support this effort. Quantitative benefits can easily be calculated based on the amount of time it would take for SP X to begin developing converged information and process models from scratch. As new applications are developed and existing applications are enhanced, SP X should consider using the SID as part of an application integration framework.

Some Benefits of the Information Framework
Reduces the time and cost to implement new applications Provides a common data structure that can be used throughout an Enterprise Separation of the technology neutral and technology specific aspects of the framework enable multiple technology-specific implementations from a common foundation. Can be used in existing as well as new situations Again this is just a subset of benefits. Add more if you like May be worthwhile going through some of the objectives of Frameworx presented as benefits Specify an architecture for the information, communications, and entertainment industry to: Reduce time to market Reduce integration tax Reduce management time and cost Facilitate introduction of new technologies Support multiple technology implementations Must accommodate both “greenfield” and “brownfield” deployment strategies

Example Nokia Siemens Networks Managed Services in South Africa selected OS3 SaaS to fast track operational efficiency and effectiveness. The Functionality requirements included Trouble Ticketing, Work Orders, Change Management, Network Capacity Reporting, 3rd party and vendor deliverables and SLA/KPI. The product’s underlying Information Framework based model provided the foundation to support a geographically dispersed communications network infrastructure with multiple associated relationships The information model provides the basis to support key capability such as Impact Analysis, Correlation, Notification, Approval Management and Work Assignment. Source: case Study Handbook 2012

Example Telstra is Australia's leading communications and information services company, As part of an on-going drive to improve its BSS/OSS capabilities, with partner Infosys it undertook a highly complex upgrade of its Integration Service Layer WebSphere Process Server, the integration layer that brings together the operator’s BSS and OSS domains. The project was driven by the mandate to de-risk this business-critical platform from future end-of-support decisions for products.. Telstra’s OSS Common Information Model (OCIM) is a UML model derived from Telstra’s implementation of TM Forum’s Information Framework (SID) model, another element of Frameworx, known as TSID. This is used to integrate a multitude of strategic customized package products, Web Services and legacy application systems in the OSS landscape. Source: case Study Handbook 2013

Unit 4: The Application Framework (TAM)
Placeholder for Unit 4 Explain at a high level what the application framework does and that we will be looking at each in a bit more detail later Provides a standard terminology, structure, and classification for application areas, just as the Process Framework and the Information Framework provide these It is also known as the TAM Telecoms Application Map What it is The business drivers Structure How it can be used Example

Application Functional Standards
A key principle of the digital economy is that policies should be technology neutral. Competing technologies should be allowed to compete, and policy should not lock-in one technology. This can be achieved by setting broader functional standards rather than technology specific design standards. Functional standards define the minimum operational requirements to which a system must conform. Participants may not understand why we need an application and a process framework. This slide provides an independent, non telco, opinions as to why both are important The principles shown here are the same as held by the forum Technology neutral Allowing competition Standardisation - Functional standards define the minimum operational requirements to which a system must conform. Allowing development - Since functional standards do not define any specific technology or process, they are flexible enough to allow application designers to develop new approaches to solve existing problems. Source: Daniel D. Castro, Senior Analyst Information Technology and Innovation Foundation

What is the Application Framework
The framework provides a common language for communities who specify, procure, design, and sell operation and business support systems, so that they can understand each other's viewpoints. It provides logical groupings of applications, then defines each application’s functionality. As a result, it is a practical, everyday working guide to define and navigate the elements of the complex management system landscape As with the other frameworks, this slide describes what Application Framework is. The framework provides a standard terminology, structure, and classification for application areas, just as the Process Framework and the Information Framework provide these. There is work in progress that maps the framework to the Process and Information Frameworks; example mappings are discussed in a later section of this unit. The framework assists in achieving the benefits shown here. The instructor may want to inquire of the students about how RFIs and RFPs and their responses are stated in terms of “unique” feature/requirements languages, rather than being stated in an industry standard terms provided by the Application Framework. The framework also facilitates application integration and business-to-business (B2B) interfaces by providing a standard way to view components that represent the implementation of standard business services provided by the Integration Framework. Service Providers wanted an easily understood application view which could be used as a common language for application between Service Providers and Vendors The need to have a common reference to describe application and their functionality The need to be able to understand and record everything important about each application

Five things you can do with the Application Framework
Streamline procurement by using common definitions and language to specify and evaluate solutions Document and then rationalize your application inventory during transformation projects or mergers and acquisitions Integrate faster and with lower costs by defining and clearly communicating the functions provided within each application Reduce custom development costs with modular, standard application requirements Increase automation and efficiency with standard, deployable components These are some of the uses for the framework Chalk and talk can help here Go through each, add any of your own and prompt the class for their opinion

Definition of Application
An Application is a set of one or more software artifacts consisting of well-defined functions, data, business flows, rules and interfaces. These artifacts include: Data Model for data used to interface to and within application Policies for external and internal application resources Flow Model for functionality with application Business Service Specifications for (externally visible) interfaces to functionality within application Applications are implementable as a deployable package, and procurable in the system market place. Note the dropping of the 2 COTS vendors requirement There is a close relationship between Application and business services (NGOSS Contracts) contained within the Integration Framework as can be seen by the definition of an Application shown on this slide. In fact, one or more sets of business services support an Application. One key difference is that an Application is procurable and to be considered an Application there must be at least two vendors offering support for it.

The Application Framework
This is the application framework diagram as in Frameworx 13. Explain to the class that it’s shown for illustrative purposes to show the domain structure. A clearer example of the applications in Service management domain follows

Service Management Domain
These processes are accountable to meet, at a minimum, targets set for service quality, including process performance and customer satisfaction at a service level, as well as service cost. The application that an operator may have in the Service Management and Operations area are: This slide shows the applications in the Sertvice Management domain Where there is a + it indicated that the application has lower level applications. You can open the document to show this Notice that Service Order Management and Service Inventory Management etc, are the equivalent of level 3 Process Framework tasks and that Service Specification relates to an Information Framework level 1 Aggregate Business Entity whose life is managed by Service Development & Retirement. Ask the class if they want to look at other domains more closely 51

Application Framework (GB 929) Structure
Domains Level 1 Applications Name Application Identifier Overview Functionality Supported Business Services Level 2+ Applications Name Application Identifier Overview Functionality Supported Business Services Explain that the hierarchical structures in BPF and IF (Business Services) is also applied here. This make sense as many software applications are structured as being modular. The term Business Services will not be familiar to many so explain that they are considered later in the course

Application Framework (GB 929) Structure cont…
This is an excerpt from GB929 Service Problem Management, that shows the structure as it appears in the doc

Some key uses for the Application Framework
As a structure for Procurement Request documents Documenting applications Supplier / maintainer / licence costs / support contracts / Cataloging functionality and identifying functional overlaps and gaps Identifying application owners and users Go through each To create a clear understanding of the functionality required for each new system and to identify any functionality overlaps 2. Capturing key information For example: Owner Maintainer Licence cost Licence renewal date Owners and users 3. A company has a many applications and some may be used for the same purpose as others 4. RASCI analysis

Benefits of the Application Framework
Standardization of language for procuring applications Standardization of components Standard method of describing each Application / Component Provides a list of the basic functionality Removes ambiguity Facilitation of application integration Go through each in turn explaining why it’s a good idea

Examples AT& T comprises a number of Regional Bell Operating Companies with regional regulations, systems and operations. Use the Framework for: Application Mapping: Current, New, Prospective & Marketplace Requirements Based Procurement Request’s Common Language Cost reduction through rationalisation AT& T used to be a single entity providing services across the USA. On deregulation it was split up into a large number of discrete businesses. Over the years this has changed mergers and aquisiations resulting in the old AT&T almost reappearing albeit as a number of regional operating companies. These companies has their own processes, systems and operational structure and of course many applications that perform the same role. They have over 20,000 OSS / BSS applications AT& T need to introduce some control of this so they use frameworx extensively. In particular they use the application framework to record key information about each application they have. They also use the matrix technique to identify functional gaps and overlaps with a view to future and ongoing rationalisation. Going forward they are using the framework to identify functionality that they already have in house, before blooking to buy a new appliaction If they do need new applications, then the AF is used to structure the RFxs documents IBM and a software vendor and systems integratior. They use frameworx extensively to present their product and services in “frameworx terms”. Another use they put the application framework to, is to present all of their products in a a similar AF domain or vertical grouping asan IBM eco-system of intergrated products. The Application Framework provides a common framework to define Application boundaries for a reference integration architecture It also helps provide a common language and framework to define an SI eco system of related IBM products

Unit 5: The Integration Framework
Placeholder for Unit 5 Explain at a high level what the framework does and that we will be looking at each in a bit more detail later

Integration Standards
In any industry, the standards for that industry form the basis for design of products, and thereby for the elements which are used to assemble solutions for end users. The digital communications industry is no exception. In effect, when an enterprise system is assembled by an enterprise, they must either buy everything from one vendor or deal with the difficulties of "interfacing" components which have been designed according to different standards. If the same were true of the home construction industry, lumber would be made to different dimensions by each mill, doors and windows would be made in different sizes and thicknesses by each craftsman, and plywood sheets would have different dimensions and specifications from each supplier. In effect, every home would therefore be "hand crafted", as indeed was the case before the industrial revolution. Needless to say, without current standards, homes would be much more expensive to build and maintain. Source: Gary Rathwell, PERA

What is the Integration Framework?
The Integration Framework is a set of standards that supports the interoperability between applications defined in the Application Framework via TM Forum interfaces. The interfaces are defined in terms of the Information Framework's entities/attributes, and the requirements for the interfaces from a business process perspective which comes from the Business Process Framework The interface patterns are standardized ensuring optimal interoperability on implementation. The Integration Framework acts as the glue that holds together the other Frameworks in an implementation: This is why the Integration Framework is shown in the middle of the Frameworx graphic. Defines how to use Frameworx to design, architect and implement your enterprise. It provides direction on how operational processes can be automated by utilizing standardized information definitions from the Information Framework to define standardized, reusable Service Oriented Architecture (SOA)-based Business Services. The Integration Framework also provides an automated means to create standardized interfaces and use these interfaces to integrate applications within the enterprise and with partners.

Five things you can do with the Integration Framework
Follow a blueprint for designing and implementing your management systems management solution, Create an environment of reusable architecture patterns and well understood integration across systems, Use the Integration Framework standardized interfaces to integrate management systems from multiple vendors, Define a new interface for your systems or products, and implement the interface using the Integration Framework tooling,. Make changes to systems to support delivery of new services quicker than ever, by having a highly flexible, well understood systems environment that enables low-risk modification reducing development time and lifecycle costs by following industry architecture standards improving quality, consistency, and interoperability in your management solutions reducing systems integration time and risk speeding up development time. Contribute the interface back to the TM Forum as a standard

Main Components of the Integration Framework
Business Services – specification and development guidance Interfaces Mapping Placeholder for this section of the unit.

A Business Service * A Business Service represents a specification of system capability to achieve a stated business purpose. A Business Service includes a defined interface and may also define pre- and post-conditions, semantics for using the service(s), policies affecting the configuration, use, and operation of the service. A Business Service implements one or more use cases (task level processes). Note to instructor: It may be that switching between this slide and the next to illustrate where these business services could be needed and what they do and why they are needed will work An everyday example may also help Business services (formerly known as NGOSS contracts) look at key interfaces within the service providers business and consider all of the information that has to pass across that interface to ensure that everything that needs to happen is enabled to happen. Flip to next slide The type of information passing across will include not just the basic process information but also some information more appropriate to use cases, actors involved, conditions, policies etc but also such information as context, management methods, benefits and so on The intentionis that many such Business Processes will be identified and documents. They will then be available “off the shelf” for members to use. Note that the same Business Service could be used by more than one process. In the Business Service box denote the green boxes are information-related, while the others are function/capability-related. * Previously known as a NGOSS Contract

The Relationships Name: Context Brief Description: Extended Description: Scope: Level: Audience: Primary Actor(s): Supporting Actor(s): Primary Goal(s): Stakeholder Goal(s): Policies: Processes: Pre-conditions: Post-conditions: Triggers: Main scenario: Extension scenarios: Goal Rules Mgmt Info Process Limitations Capabilities Activity Roles Specification Obligations Benefits Party Role OAMConcepts Mgmt Method Use Case Business Service Process Element The type of information passing across will include not just the basic process information but also some information more appropriate to use cases, actors involved, conditions, policies etc but also such information as context, management methods, benefits and so on The intentionis that many such Business Processes will be identified and documents. They will then be available “off the shelf” for members to use. Note that the same Business Service could be used by more than one process. In the Business Service box denote the green boxes are information-related, while the others are function/capability-related. The same Process Element can appear in many Use Case flows A Business Service can implement many Use Cases Note: Green boxes are information-related, whilst the others are function/capability-related

A Business Service - Example
Customer Problem Support Business Service Customer Complaint Problem Report to Customer Mediate & Orchestrate Customer Interactions Create Cus. Problem Report Mediate & Orchestrate Customer Interactions Manage Contact Manage Request Track & Manage Customer Problem Analyze & Report on Customer Report Cus. Problem Manage Contact Shown here are the two entity-centric services. The Customer Problem Service represents the consumer and the Service Problem Service represents the provider and is in line with an earlier slide that showed how a service may invoke the capabilities of another service. In this example, the customer’s problem could not be identified by the tasks that make up the Customer Problem Service and a business service order was issued by the Track & Manage task within the service to create a Service Problem Report, depicted in the process flow above. Similarly, the Track & Manage Customer Problem task issues a business service order to discover the status of the Service Problem Report. Now it may be that the Service Management & Operations department is remote from the CRM, they may be in different countries or indeed provided by different organizations. It’s therefore essential that the information passing across this interface is absolutely correct and complete Correct & Recover Cus. Problm Isolate Cus. Problem Close Cus. Problem Report Customer Relationship Management Retention & Loyalty Retention & Loyalty Create Ser. Problem Report Track & Manage Service Problem Report Ser. Problem Scope of Services’ Interaction Correct & Recover Ser. Problm Diagnose Ser. Problem Close Ser. Problem Report Service Management & Operations Service Problem Support Business Service Trouble Resolution Awaiting Resource Trouble Mgt.

Types of Business Service
Task-centric E.G. “Allocate Resource” or “Identify Customer” Entity-centric E.G. “Resource Service” or “Customer Service” Utility-centric E.G. Notify A task-centric service’s context represents a service modeled to encapsulate process logic or use case steps. In this case, the thread that ties together the grouped logic or steps is a specific activity being automated by the service logic. Therefore, the use of verbs in service names is common. An entity-centric service’s context represents a specific business entity or group of entities. The focus of the service is on the entity or group of entities, but may act on other entities. The labeling of entity-centric business services is often predetermined by the entity name. Another type of service is a utility-centric. A utility-centric service’s context is found in application services involving operations that encapsulate cross-cutting functions, such as event logging, exception handling, or notification. These reusable services need to be labeled according to a specific processing context, agnostic in terms of any particular solution environment. For example, a utility service might be named NotifyOne new concept and one updated concept are presented here. Let’s start with the idea of a business service (aka NGOSS Contract)….. A business service is an element of functionality. It may be fine-grained, such as Allocate Resource or Identify Customer, or coarse-grained, such as Resource Service or Customer Service. Fine-grained services are referred to as task-centric. A task-centric service’s context represents a service modeled to encapsulate process logic or use case steps. In this case, the thread that ties together the grouped logic or steps is a specific activity being automated by the service logic. Therefore, the use of verbs in service names is common. Course-grained services are referred to as entity-centric. An entity-centric service’s context represents a specific business entity or group of entities. The labeling of entity-centric business services is often predetermined by the entity name. The figure shows that business services can be sourced from the Process Framework and the Information Framework. Task-centric services can be derived from Process Framework level 3 and below processes, which represent the task level(s) of the framework. Entities from the Information Framework provided the “things” upon which the tasks act and use. Entity-centric services implement the complete set of tasks, representing the decomposition of a core level 2 process, that manage the life of a cohesive group of business entities, called Aggregate Business Entities (ABE). For example, Product & Offering Development & Retirement manages the entire life of a Product Offering, from the time it is first envisioned by a Product Manager until the Offering is retired. It should be noted that many of these L1 ABEs are quite comprehensive and decompose into lower level groups of entities (ABEs). Therefore, a L1 entity-centric service may be composed of lower level entity-centric services. For example, within the Resource L1 ABE, there are a number of L2 and L3 ABEs that represent entity-centric services, such as Alarm, Equipment, and so forth. The current Application Framework’s level 1 application areas will be mapped to business services, a sample of which are contained on the next two slides. For example the Customer Management composite entity-centric service maps directly to the Customer Management application area. The Product Lifecycle Management composite maps to the Product/Service Catalog and Product Lifecycle Management application areas. This mapping may reveal adjustments that may need to be made to both the Integration Framework’s service sets and the Application Framework’s application areas. This will demonstrate how the application areas support the platform architecture, which is described in more detail in upcoming slide. A platform is a grouping of business services, people and roles Platforms are the building blocks of an enterprise architecture. Platforms are groupings of service sets which: - reflect the focus of an enterprise - set out its top-level approach to service delivery - clarify the constraints imposed by the value chains in which the enterprise operates We propose to provide two elements within the TM Forum material: - a suite of ‘template’ architectures for each industry sector - a methodology to produce TM Forum-conformant platforms The technical specifications within the Integration Framework define how the services are described using common models.

TM Forum Interface Program (TIP)
Within the TM Forum Interface Program, service providers, vendors, systems integrators, and content owners will create and extend APIs and design guidelines with the goal to create an interface framework built around a common roadmap. Members share complementary elements among the interface programs, the technology and service-specific domain models evolve to optimize resource management and the use of shared information models. This slide should be self explanatory, but the instructor is welcome to add any additional insight into the TIP program. It is expected that TM Forum Interface Program will increase interoperability by increasing the supply of interchangeable components and application for OSS and service/resource infrastructure in the marketplace, by developing interface specifications, Reference Implementations (RI), and Conformance Test Kits, for interfaces based on various technologies such as SOAP, RESTFUL, CORBA, Web Services, XML and Java

Background mTOP – admin for MTNM and MTOSI products
OSS/J and JCP – admin for OSS/J products such as the Inventory and Trouble Ticket API. IPDR – admin for IPDR products such as the streaming protocol specs. CO~OP – admin for CO~OP products such as Single Sign-On. TM Forum Interface Program – common administration for all the products (e.g., specifications, reference implementations and other artifacts) that were previously covered by mTOP, OSS/J, IPDR and CO~OP. The products remain but the individual administrations are now combined. Provided here is the background of the Interface program. Initially, the focus was mTOP, but over the last several years the Sun-sponsored OSS through Java Initiative and IPDR.org have become part of the TM Forum and included in its interface work. The CO-OP team, a TM Forum sponsored initiative, has also become part of the Interface program.

Interface Compliance Interfaces (APIs) are supported by
Reference implementations Test suites that test compliance to the base API implementation Partial implementations can be tested for compliance, but most include mandatory components Compliance is self administered, BUT test results must be published on vendors web sites Summarized here is the compliance tests that are defined for all OSS/J APIs and for some other TM Forum APIs, such as Multi-Technology Operation System Interfaces (MTOSI) and Multi-Technology Network Management (MTNM) APIs. The plan going forward is to have compliance tests for all APIs.

Frameworx Mapping GB942Map
Mappings provide a view of the inter-relationships between/among the TM Forum Frameworx. They can be used for a number of purposes, for example: To provide a complete view of the scope of a project, no matter how many of the frameworks are used by a project.

Process / Information Frameworks Mapping
This shows the relationship between level 1 ABEs, and the eTOM core processes. In this example the cote process “Product and offer portfolio planning” controls the ABE “Strategic Product Portfolio Plan” from a CRUD perspective Other core processes can Read (use) the ABE, but cannot create, update or delete it

Process / Information /Application Framework Mapping
This diagram shows the primary relationship between etOM core process, SID L1 ABE and TAM L1 application area. The dotted lines show the secondary relationships Explain that a diagram like this could have the ABE or te application at the crentr It can also be used as the basis for next level mapping. eTOM level 3 – SID Level 2 – Tam Level 2

Benefits of the Integration Framework
Defined modularity, content and interfaces standardize software functionality and facilitate interoperability among vendor solutions Specialist vendor packages will be able to "fit in" to large enterprise systems Creates a level international playing field for Enterprise Software developers Reduced custom interface development and maintenance Cost of system purchase, integration and support will diminish By establishing enterprise integration standards, the cost and difficulty of installing enterprise systems can be dramatically reduced. These are just some of the potential benefits, go through them and add any others you can think of. Prompt the class for others

Example The company wanted to move from having a ‘big heap’ of applications that were all tangled up with too many interfaces and too many different technologies. The company already had a number of SOA-based initiatives in place, but they were hindered by the proliferation of services and a lack of governance. Even worse, many business and IT staff viewed SOA initiatives as just being a new set of technologies France Telecom-Orange is one of the world’s leading telecommunications operators with sales of €45.3 billion for 2011 and had 170,000 employees worldwide at 30 September 2012, including 105,000 employees in France. Present in 33 countries, the Group has a total customer base of 227 million customers at 30 September 2012, including 169 million mobile customers and 15 million broadband Internet (ADSL, fibre) customers worldwide. In 2008, it began a Service-oriented Architecture Program with the aims of reducing costs, maintenance and integration effort through needing less customization thanks to standardization, all while improving customer experience. To this end, it is reinforcing the use of Frameworx, the standards-based suite of tools and best practices, across all its operating companies. So far, it is, for example, serving customers 35 percent more quickly from multi-service order capture and has reduced the number of time-consuming tasks undertaken by back office staff by 10 percent. Its approach has also ensured that IT is focused on aligning its efforts with business goals. The SOA Program was based on the pillars of France Telecom’s business process framework, the Orange information framework and the Orange application framework. A key aspect of the SOA Program was to reinforce the use of TM Forum’s Frameworx across all the countries the company operates in. This means aligning its own frameworks with the following elements of Frameworx respectively, the Business Process Framework (eTOM) and the Information Framework (SID). The goals of the SOA Program include reducing costs, maintenance and integration effort through needing less customization thanks to standardization, all while improving customer experience. The rollout of the SOA Program to France Telecom-Orange’s other operating companies outside its domestic market started in Since then, a second successful implementation of the SOA’s EBS has demonstrated their relevance to small and medium-sized mobile operating companies. Beyond this success in deploying ‘state of the art’ SOA in information systems, the SOA program is now supporting transformation projects in the BSS domain for European, Middle East and African countries, relying extensively on Frameworx and the EBSs for designing the architecture and integration of ‘pre-integrated’ solutions. By reinforcing the use of Frameworx across all its operating companies it is serving customers 35 % more quickly from multi-service order capture and has reduced the number of time-consuming tasks undertaken by back office staff by 10 %. Its approach has also ensured that IT is focused on aligning its efforts with business goals. Source: Case Study Handbook 2013

Unit 6: Metrics & TM Forum Best Practices
Placeholder for Unit 6 Explain the GB935

Structure TM Forum Business Metrics provide a balanced scorecard across finance, customer, and operations. The Business Metrics Scorecard group is responsible for the TM Forum Business Metrics used by digital service providers and suppliers as standard industry business performance metrics. This includes identification of new metrics requirements, as triggered by the proliferation of new and innovative services and extension of the Balanced Scorecard as needed. Because they are standardized, the metrics allow cross-industry comparison year-on-year, enabling you to plot trends and make informed business decisions The metrics are held in the Business Metric Scaffold shown below The Business Metrics are based on a scorecard that targets business performance based on a balanced scorecard. The balanced scorecard looks at financial, customer-oriented and process oriented measures.

The Balanced Scorecard
A set of business metrics aimed specifically at business performance at the service level. In order to provide a holistic business-oriented benchmarking and metrics framework, the BMF has been structured to look like the scorecard first introduced in “Basic Structure of the Business Metrics”. Referring to figure 5, the three largest areas of the BMF model correspond to the three main domains: Revenue and Margin (in burgundy, running along the top of model) Customer Experience (in orange, at the bottom left of model) Operational Efficiency (in blue, at the bottom right of model) Comparing performance indicators in each of the 3 areas of the balanced scorecard are required for a 360-degree view (Figure 1) Revenue and Margin – financial performance indicators such as OpEx as a % of revenue or recovered leakage Customer Experience – indicators from the customer-facing side of the business Operational Efficiency – indicators around the key operational process areas of fulfillment, assurance, billing, and Call Center The metrics have been developed to be service agnostic and to be applicable across existing and future service offerings. A service change or an addition of a new service will not have an impact on the definition of the metric. The Business Metrics Scorecard group is responsible for the TM Forum Business Metrics used by digital service providers and suppliers as standard industry business performance metrics. This includes identification of new metrics requirements, as triggered by the proliferation of new and innovative services and extension of the Balanced Scorecard as needed. To assist in this goal, the BMS team is motivated by the following key functions: Standardize the vocabulary and modeling of business metrics Standardize the definition of specific business metrics, that appear on the Business Metrics Scorecard Build holistic linkages between BMS metrics and other TM Forum standards Additionally, the BMS metrics are used as the basis for the TM Forum’s Business Benchmarking Studies, Metrics Conformance testing, and various Benchmarking Services, which leads to additional benefits that include: Access to relevant benchmarking data, that are: Service offering focused Assessed against relevant peers Ability to develop investment business cases based on achievable targets to support improvement initiatives Awareness of areas of strength Means to analyze the inter-relationship between metrics Access to industry trends.

The Complete View Comparing performance indicators in each of the 3 areas of the balanced scorecard is required for an all round view Revenue and Margin – financial performance indicators such as OpEx as a % of revenue or recovered leakage Customer Experience – indicators from the customer-facing side of the business Operational Efficiency – indicators around the key operational process areas of fulfillment, assurance, billing, and Call Center Comparing performance indicators in each of the 3 areas of the balanced scorecard are required for a 360-degree view (Figure 1) Revenue and Margin – financial performance indicators such as OpEx as a % of revenue or recovered leakage Customer Experience – indicators from the customer-facing side of the business Operational Efficiency – indicators around the key operational process areas of fulfillment, assurance, billing, and Call Center The metrics have been developed to be service agnostic and to be applicable across existing and future service offerings. A service change or an addition of a new service will not have an impact on the definition of the metric. The Business Metrics Scorecard group is responsible for the TM Forum Business Metrics used by digital service providers and suppliers as standard industry business performance metrics. This includes identification of new metrics requirements, as triggered by the proliferation of new and innovative services and extension of the Balanced Scorecard as needed. To assist in this goal, the BMS team is motivated by the following key functions: Standardize the vocabulary and modeling of business metrics Standardize the definition of specific business metrics, that appear on the Business Metrics Scorecard Build holistic linkages between BMS metrics and other TM Forum standards Additionally, the BMS metrics are used as the basis for the TM Forum’s Business Benchmarking Studies, Metrics Conformance testing, and various Benchmarking Services, which leads to additional benefits that include: Access to relevant benchmarking data, that are: Service offering focused Assessed against relevant peers Ability to develop investment business cases based on achievable targets to support improvement initiatives Awareness of areas of strength Means to analyze the inter-relationship between metrics Access to industry trends.

The Complete View cont…
The metrics have been developed to be service agnostic and to be applicable across existing and future service offerings. A service change or an addition of a new service will not have an impact on the definition of the metric The balanced scorecard is further divided into five process focus areas

Process Focus Areas The Balanced Scorecard is further divided into 5 process focus areas as shown in the figure below, namely General, Customer Management, Fulfillment, Assurance and Billing. This delineation helps to concentrate the measure in specific service provider process areas. Metrics with a General process focus address the entire line of business. While metrics in the Domains of Customer Experience and Operational Efficiency, fall into one of process foci of Customer Management, Fulfillment, Assurance, and Billing.

Topic Areas In addition to the process detail, topic areas are used to ensure that the metrics are organized in a clear fashion. The topic areas are defined by Balanced Scorecard Domains In addition to the process detail, topic areas are used to ensure that the metrics are organized in a clear fashion. The topic areas are defined by Balanced Scorecard Domain as shown Each metric therefore has a domain, process focus, and topic. The decomposition of domains according to process is applied to Customer Experience and Operational Efficiency. Revenue and Margin maintains an overall, general view of the service offering, and is not broken down further Each metric has a domain, process focus, and topic The decomposition of domains, according to process, is applied to Customer Experience and Operational Efficiency. Revenue and Margin maintains an overall, general view of the service offering, and is not broken down further. Metrics have been defined for combinations of domain, process focus and topic. The resultant high-level scaffold is described further in “The Business Metrics Scaffold”.

The Business Metrics Scaffold
The metrics are held in the Business Metric Scaffold as shown. As you can see, the structure of the scaffold reflects the structure of the balanced scorecard shown earlier. The scorecard is further refined by process foci, and topic as described earlier. Individual metrics appear in the scaffold cells based on a combination of their domain, focus and topic. Metric naming codes are used to uniquely identify a metric and are used to quickly determine where a metric sits within the scaffold based on this combination as well as reference the detailed metric descriptions in the Business Performance Measurement System (BPMS).

Metric Codes Every BMS metric is associated with a metric code, for example, Mean Duration to Fulfill the Service Order has the code F-CE -2a <Process Focus>- <Domain> -<Topic Number>-<a-z> Where Process Focus is one of: General metrics (G) Customer Management metrics (CM) Fulfillment metrics (F) Assurance metrics (A) Billing Metrics (B) And Domain is one of: Revenue and Margin (RM) Customer Experience (CE) Operational Efficiency (OE) And Topic Number is a number representing the topics as covered in the Topics slide earlier. In this case 2a “ Customer Time Spent” Every BMS metric is associated with a metric code, for example, “F-CE-2a" is the metric code for “Mean Duration to Fulfill the Service order”". At first glance the metric codes seem complex, but in fact, they contain useful information about the metric. The code naming leverages the Balanced Scorecard refinements described above.

Navigating the Scaffold
Ere we have “F-CE-2a" the metric code for “Mean Duration to Fulfill the Service order” identified on the scaffold.

Business Metrics Specifications: GB935-A
Code ID Name CM-CE-5 33 % Customer Calls Abandoned CM-CE-6a 107 Net Promoter Score, Relational (NPS-R) CM-CE-6b 108 Net Promoter Score, Transactional (NPS-T) CM-OE-1a 34 % Cost of Customer Management, of Revenue CM-OE-1b 35 % Cost of Customer Management, of Opex CM-OE-1f 36 $ Cost of Customer Management per Customer Request F-CE-2a 37 # Hours per Order, from Ordering to Acceptance F-CE-2b 38 # Hours per Installation Committed, Between Customer Required and Committed Dates F-CE-2c 39 % Orders Delivered by Committed Date F-CE-3 40 # Customer Contacts About Usability of Installed Service per Activation F-CE-4 41 % Activations Failed F-CE-4b 42 % Orders Failed With 28 Days Note Names have been rationalised but codes remain the same. Work in progress to update earlier reference GB935-A lists the definitions of the 100+ business metrics that are currently active with the BMS team. This includes key attributes like naming, codes, categories, formula, description, units, etc. Shown are some examples

Frameworx Supporting Best practices
Business Process Optimization Customer Experience Management ( more later) Security and Privacy Big Data Analytics Innovation Product Lifecycle Management Partner Development Revenue Management A few words on each then a closer look at Big Data Analytics

Frameworx Supporting Independent Extensions
eHealth Cloud & Infrastructure Management Cable Defence A few words on each then a closer look at Big Data Analytics

Example Best Practice Area: Big Data Analytics
The purpose of the reference model is to provide high level view of the functional components in a Big Data Analytics platform within a Big Data Solution ecosystem. As Big Data transitions from a problem into an ecosystem of solutions, standardizing these solutions become critical for the CSPs as they transform their business models in the new Digital Life age. Not only Big Data Analytics Standards provide context for CSPs to pick the best –of-breed solutions to take advantage of their business opportunities, it also provides guidelines for the vendors to realign their product offerings to best serve the needs of the operators. By segregating layers of responsibilities between different functional components of the platform, we can get a clear view of the roles and responsibilities and lay the foundation for a common understanding of the Big Data Analytics domain This Reference model intends to provide guidance to Communication Service Providers new to the area of Big Data Analytics on the major components needed for implementation as well as real-life use cases from product offering to billing and all the points in between that big data analytics can be leveraged to provide true business value to CSPs. This document intends to provide guidance to Communication Service Providers new to the area of Big Data Analytics on the major components needed for implementation as well as real-life use cases from product offering to billing and all the points in between that big data analytics can be leveraged to provide true business value to CSPs. Big Data Analytics Reference Model TR202

The Big Data Ecosystem The Reference Model diagram indicates the ‘total theoretical’ functionality that can ever be required by an arbitrary big data use case. Depending on the specifics of each use case, one may find that only a subset of this functionality may need to be involved. In this sense, all layers (with the possible exception of Data Ingestion) may be considered as optional when defining a big data use case. The Big Data Repository can be thought of as an architectural component that, apart from storing raw or processed data, can (optionally) facilitate data flow between layers. A Big Data application could be considered as a combination or bundle of the layers depicted on the Reference Model diagram. The Reference Model can be also considered as supporting a BI Platform as a Service Platform as a Service (PaaS) approach. More specifically, the Data Management and Data Analytics layers fully cover the BI functionality and can be used ad hoc by any external application or user interface, which can be both local and over the cloud (as a Service).

The Layers Data Ingestion Data Management Data Analysis
Responsible for integrating with a variety of data sources, importing the data into the big data platform and formatting the data into a uniform format Data Management Accommodates a series of processing that can be applied on datasets ingested into the platform, such as transformation, correlation, enrichment manipulation also ensuring data quality and security Data Analysis Supports advanced data analytics by supporting functionalities such as calculation of metrics and data modeling Real-time Stream Processing Offers the functionality that makes it possible to implement Big Data Analytics scenarios which require real-time processing. Big Data Repository Provides storage of all data within the big data platform which can be either in the original ‘raw’ form in which it was ingested into the system or in any intermediate, processed form Layers have to be considered as an abstract grouping of similar functionality – not as architectural components of a particular big data platform. The actual mapping of the layers’ functionality on a particular big data platform may be left to the vendor’s discretion. Layers are not hierarchical. With the exception of Data Ingestion which has always to be the layer accepting data from external data sources, all other layers can be sequenced in an arbitrary way, considered to be connected in a mesh-like way (all with all others).

Use Cases 23 use Cases have been developed. Each is documented using the following structure: Name: and what is does Horizontal(s) or Vertical(s): The areas of the TMF Business Frameworks that the use case touches Actors: Entities involved Business Drivers: A description that describes its core value PI’s and Business Metrics: A list of the key indicators and business metrics that this solution impacts. Story: A description of the flow of the use case, . Required Data Sources: The data sources required to enable the use case. Optional Data Sources: Data sources that can add additional value to the use case. Name: The name of the use case; Horizontal(s) or Vertical(s): The horizontal or vertical areas of the TMF Business Frameworks that the use case touches Actors: Entities involved in the use case “Customer”, “CSR” etc. Business Drivers: A short description of the solution that describes its core value and why a communication provider would be motivated to implement this use case. PI’s and Business Metrics: A list of the key indicators and business metrics that this solution positively impacts. Story: A description of the flow of the use case, which explains the experience of the different actors involved in the use case. Required Data Sources: The data sources required to enable the use case. Optional Data Sources: Data sources that can add additional value to the use case.

Use Case Example In this example we are going to look at the various aspects of one of the use case identified here in Operations, CRM 1-8

Use Cases for OCRM* * Operations Customer Relationship Management
Personalization of Real-Time Interaction in Assisted Care OCRM2 Personalization of Real-Time Interaction in Unassisted Care OCRM3 Analytics of Customer Satisfaction in Care Channels OCRM4 Right Outbound Care Channel and Time OCRM5 Churn Risk Prediction for Customer Retention OCRM6 Churn Motivation Prediction for Customer Retention OCRM7 Personalized Retention Campaigns for Customer Retention OCRM8 Retention Campaign Acceptance Propensity Analytics Here we have OCRM 1- 8 and highlighted is OCRM6 Churn Motivation Prediction for Customer Retention * Operations Customer Relationship Management

OCRM6: Churn Motivation Prediction for Customer Retention
This slide shows the use case identified using the format described earlier

Unit 7: Customer Experience Management
Placeholder for Unit 7 The digital services reference architecture is intended to provide a standardized best practice for the enablement of open, interoperable virtualized digital services focusing on maximizing re-use, agility of operations and scalability to meet future demands. As more services are being developed using a mash-up of existing capabilities as well as products in the industry, a consistent framework for enabling end to end management of these services across the eco-system is required with particular attention paid to the integration of these capabilities to reduce customization tax while ensuring delivery of excellent end customer experience. This reference architecture is designed to cater for multiple different business models, and leverages work in the Partnering Guide (correct name required when available) which rationalizes the many different types of business models to 3 key concepts, sell to, sell through and sell with TM Forum Document IG1104

What is Customer Experience?
Customer Experience is the result of the sum of observations, perceptions, thoughts and feelings arising from interactions and relationships between customers and their service provider(s). Almost every customer touch point – whether directly or indirectly linked to service providers and their partners Contributes to customers’ perception, satisfaction, loyalty, and ultimately profitability. First thing that needs to be done – provide a clear definition of the CE. There are certain steps service providers have to take in order to create more personalized relationships with their customers, as well as to reduce churn and increase profitability-all while becoming leaner and more agile. First, they have to define “customer experience.” At TM Forum, we define customer experience as the result of the sum of observations, perceptions, thoughts and feelings arising from interactions and relationships between customers and their service provider(s). Virtually every customer touch point–whether directly or indirectly linked to service providers and their partners-contributes to customer perception, satisfaction, loyalty, and ultimately profitability. With so many touch points, gaining leadership in customer experience and satisfaction will not be a simple task, as it is affected by virtually every customer-facing aspect of the service provider, and in turn impacts the service provider deeply–especially in the all-important bottom line. The scope of issues impacting customer experience is complex and dynamic. With new services, devices and applications extending the basis of customer experience to domains beyond the direct control of the service provider, it is likely to increase in complexity and dynamism in the future.

What is Customer Experience Management?
Customer Experience Management is a process of managing customers end-to-end experience of service which includes 1. Identifying experience needs and addressing them on a continuous basis within a defined time 2. Enhancing the business context of the service …and for Service Providers… an opportunity to improve fitness for purpose or use, relationship and profitability with customer. Second – the definition of the Customer Experience Management. Here by Enhance Business context we understand the Enhancing of emotional or business usage/value bond with the service. Not much really to add here, just show and go over the definition. Business context means – does it serve the purpose for usage.. Fitness for purpose.

Frameworx and CEM Identify CEM touch-points Scope a CEM Project
Understand & manage the Service Value Lifecycle

CEM Touch-points & Scope In Process Framework
Operations Fulfillment Assurance Billing & Revenue Management Operations Support & Readiness Service Management & Operations Resource Management & Operations Supplier/Partner Relationship Management Customer Relationship Management Retention & Loyalty Customer Interface Management Selling Resource Data Collection & Distribution Supplier/Partner Interface Management S/P Performance Management S/P Problem Reporting & S/P Requisition Resource Provisioning Resource Trouble Resource Performance Management Service Quality Service Problem Customer QoS / SLA S/P Settlements & Payments Service Guiding & Mediation Marketing Response S/PRM Support & Readiness SM&O Support & RM&O Support & CRM Support & Configuration & Activation Order Handling Bill Payments & Receivables Mgt. Bill Invoice Management Manage Billing Events Charging Bill Inquiry Handling Resource Mediation & Reporting Workforce Manage Balances And the Operations processes shown on this slide. Those areas of the eTOM most involved with CEM are ticked. Go through a few and explain the relevance Other slide notes From a SM&O and Fulfillment perspective, keeping in mind the Service concept, the goal may be provisioning a service. That is the purpose of the Service Configuration & Activation L2 process shown in this slide. Assurance could be viewed as supporting two goals, ensuring quality and handling problems/trouble; therefore there may be at least two processes for each horizontal in this vertical process grouping as shown here. Note that four processes cross vertical process groupings…the reason for this is that they do support goals from a Fulfillment, Assurance, and Billing perspective. For example, Customer Interface Management is the first point of contact for a customer. The process then directs the interaction to the appropriate L2, such as Selling, Problem Handling, and so forth. Resource Data Collection & Distribution supports sending provisioning commands to the resource infrastructure, collecting performance and trouble information, as well as usage information from the infrastructure. Note to instructor: You can use any other L2’s as examples. Note to instructor: To get the next level of decomposition, each Level 2 process can be decomposed separately. There are a number of techniques that can be used that are documented in GB921U – User Guidelines for eTOM. The techniques do focus on decomposing the Level 2 process into a set of Level 3 processes representing tasks that manage the life of the entities upon which the Level 2 focus. For example, part of the decomposition of Service Configuration & Activation include Level 3 processes such as Issue Service Order, Close Service Order, Recover Service, and so forth. This process manages the life of two key entities, Service Order and Service. Others, such as Problem Handling manage the life of a single key entity, in this case Customer Problem, with Level 3 processes such as Create Customer Problem Report, Track & Manage Customer Problem, and so forth.

CEM Touch-points & Scope in the Process Framework cont…
Infrastructure Lifecycle Management Product Lifecycle Strategy & Commit Strategy, Infrastructure & Product Marketing & Offer Management Service Development & Management Resource Development & Management Supply Chain Development & Management Sales Development Product Marketing Communications & Promotion Service Development & Retirement Resource Supply Chain Development & Change Marketing Capability Delivery Product & Offer Portfolio Planning Market Strategy & Policy Capability Delivery Strategy & Planning & Retirement Those areas of the eTOM most involved with CEM are ticked. This is work done by the CEM team, you may wish to identify other important areas such as Mention that although Enterprise Management processes are not show, this is where CEM policy would be set

CEM Touch-points & Scope in the Information Framework
Product Market / Sales Market Strategy & Plan Market Segment Marketing Campaign Competitor Contact/Lead/Prospect Sales Statistic Sales Channel Product Specification Product Offering Strategic Product Portfolio Plan Product Performance Product Usage Customer Customer Interaction Customer Order Customer Statistic Customer Problem Customer SLA Service Service Specification Service Configuration Service Performance Service Usage Resource Supplier / Partner Supplier/Partner S/P Plan S/P Interaction S/P Product S/P Order S/P SLA Enterprise Common Business Entities Party Location Business Interaction Policy Agreement Applied Customer Billing Rate Customer Bill Customer Bill Collection Customer Bill Inquiry Service Strategy & Plan Service Problem Service Test Resource Specification Resource Topology Resource Configuration Resource Performance Resource Usage Resource Strategy & Plan Resource Trouble Resource Test S/P Problem S/P Statistic S/P Bill Inquiry S/P Payment S/P Performance S/P Bill Revenue Assurance Usage Root Base Types Project Time Performance Problem Enterprise Security Workforce Capacity User and Roles SID ABEs with particular relevance to CEM are shown Go through a few and explain the relevance Trouble Ticket

CEM Touch-points & Scope in the Application Framework
This is the application framework diagram as in Frameworx 12. Explain to the class that it’s shown for illustrative purposes to show the domain structure. Again CEM applications are ticked, the slide is not clear but identify a few anyway

Customer Experience and Service Value Lifecycle
Need to explain the meaning of every circle on this diagram. Service Value management principles are somewhat similar to CLV management. It just involves different processes. Resource Lifecycle Management Service Fulfill Service Assure PLM Improved Service Value Product Offering

Customer Experience and Service Value Management
Applies equally to all of Application-Centric Management Applications Layer Network Layers End-to-end lifecycle processes Product Specification Direct control Customer Experience of Service Resource Deployment Service Fulfilment Service Assurance Indirect effect Start on the left and work along the line Then consider the feedback loops

Key areas for service providers
Product and service portfolio -The range of products and services a service provider offers its customers, including devices, connectivity services, content, applications, etc. Marketing and sales - pricing, merchandising, offer management, campaign management and initial ordering; Quality of experience - The perceived quality of services, including availability, usability, sustainability, capacity, performance, stability and security Customer support - availability, channel, usability, breadth, consistency, speed and effectiveness of support; Billing, charging and cost management - the range and flexibility of billing/charging options available, and the ability of the customer to control costs; Brand - reputation for product an service excellence, trustworthiness, responsiveness and image. Go through the points

Unit 8 TM Forum web-site, Tools, Career Certification, Review and Wrap-up

TM Forum Website Placeholder for short video or for the instructor to browse the forum website

Tools Placeholder for short video on browsers 3D, html etc

Career Certification Frameworx Overview + exam
Business Process Framework Distilled + exam Information Framework Distilled + exam Business Process Framework Implementers Workshop + exam Revenue Assurance Distilled + exam Revenue Assurance Practitioners Workshop + exam Information Framework Modellers Workshop + exam This and the next slide explain the various certificates available and how the student can attain them

Career Certification Business Process Modeller Revenue Assurance Business Analyst Information Modeller Information Framework Distilled + exam Information Framework Modellers Workshop + exam Virtualization Essentials + exam Business Process Framework Distilled + exam Business Process Framework Implementers Workshop + exam Cloud Essentials + exam Virtualization Modeller + Cloud Business Analyst Certification is only available to TM Forum members.

Career Certification Career Certification is awarded to TM Forum members who attend a series of courses and pass the associated exams. Individuals who have achieved a Career Certification with TM Forum have demonstrated useful combinations of knowledge that enable them to make a positive contribution to the business Certification is only available to TM Forum members.

Review Unit 1 Frameworx Unit 2 The Business Process Framework (eTOM)
Unit 3 The Information Framework (SID) Unit 4 The Application Framework (TAM) Unit 5 The Integration Framework Unit 6 Metrics & TM Forum Best Practices Unit 7 The Frameworx Digital Service Reference Architecture Unit 8 TM Forum web-site, Tools, Career Certification, This is what the course covered. A very brief summarization of the main points followed by a last question session

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