Information Document 19-E

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

TeleManagement Forum (TMF) NGOSS and eTOM

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

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

Working with Industry TMF Collaboration Externally Sourced Industry
Catalyst projects Technology trials Collaborative R&D projects Industry requirements Presentations/ white papers Business cases Create, stimulate, interpret, catalogue, collate, package, distribute knowledge Industry conferences/ expos Seminars/ training programs Market research Product catalogues Published reports Industry news Academic/ government information Externally Sourced Web based services

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

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

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

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

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

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

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

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

Draws on a Broad Base of Ideas
Business Processes Enterprise Management NGOSS TMN COTS Software

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

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

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

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

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

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

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

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

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

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

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

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

Level 1 SIM Operations SI&P Lifecycle Enterprise Management Domains
Portfolio Business Enterprise Equipment Product Technology Mkt/Sales Service Workforce Customer Supplier/Partner Customer Supplier/ Partner Invoice/ Payment Logical Business Components SIM – Systems & Information Map

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

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

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

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

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

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

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

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

Who’s Backing NGOSS? Over 400 companies in the TMF and ~70 actively contributing resources to NGOSS projects, either developing the architecture, modelling the business processes or developing proof of concept solutions.

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

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

A Brief History of eTOM 1995 – 1998: development of TOM (Telecom Operations Map) 1999: stabilization of TOM 2000 – 2001: evolution of TOM towards eTOM May 2001: eTOM v1.0 for TMF Members Evaluation Oct 2001: eTOM v2.0 for TMF Members Evaluation Jan 2002: eTOM v2.5 for Public Evaluation May 2002: eTOM v3.0 is TMF Approved July 2002: Addendum to core eTOM released to Members Current: development of detailed process decompositions and flows in selected application areas

eTOM: enhanced Telecom Operations Map
Enterprise Management Strategy, Infrastructure & Product Operations Customer Fulfillment Assurance Billing Product Lifecycle Infrastructure Support and Readiness Customer Relationship Management Service Management & Operations Resource Management & Operations Supplier/Partner Relationship Management Strategic & Planning Financial & Asset Enterprise Quality Management, Process & IT Planning & Architecture Stakeholder & External Relations Management Strategy & Commit Marketing & Offer Management Service Development & Management Resource Development and Management Supply Chain Development and Management Brand Management, Market Research & Advertising Human Resources (Application, Computing and Network) Disaster Recovery, Security & Fraud Research & Development, Technology Acquisition eTOM provides the Business View for NGOSS Resume of the layers with horizontal & verticals – please note that horizontals are in line with the conceptual level i.e. Service is the union of Service Development & Management + Service Management & Operations

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

The Operations area “FAB” remains the core of the Operations area
Operations Support & Readiness is separated from FAB “OPS” also supports functional process groupings shown as horizontal layers Operations Support & Readiness Fulfillment Assurance Billing Customer Relationship Management Service Management & Operations Resource Management & Operations Supplier/Partner Relationship Management (Application, Computing and Network) Fulfillment: this process is responsible for providing customers with their requested products in a timely and correct manner. It translates the customer's business or personal need into a solution, which can be delivered using the specific products in the enterprise’s portfolio. This process informs the customers of the status of their purchase order, ensures completion on time, as well as a delighted customer. Assurance: this process is responsible for the execution of proactive and reactive maintenance activities to ensure that services provided to customers are continuously available and to SLA or QoS performance levels. It performs continuous resource status and performance monitoring to proactively detect possible failures. It collects performance data and analyzes them to identify potential problems and resolve them without impact to the customer. Billing: this process is responsible for the production of timely and accurate bills, for providing pre-bill use information and billing to customers, for processing their payments, and performing payment collections. In addition, it handles customer inquiries about bills, provides billing inquiry status and is responsible for resolving billing problems to the customer's satisfaction in a timely manner. This process also supports prepayment for services. Operations Support & Readiness: this process is responsible for support to the “FAB” processes, and for ensuring operational readiness in the fulfillment, assurance and billing areas. In general, the processes are concerned with activities that are less “real-time” than those in FAB, and which are typically concerned less with individual customers and services and more with groups of these. They reflect a need in some organizations to divide their processes between the immediate customer-facing and real-time operations of FAB and other Operations processes which act as a “second-line” in carrying out the operational tasks. Customer Relationship Management (CRM): this process grouping considers the fundamental knowledge of customers needs and includes all functionalities necessary for the acquisition, enhancement and retention of a relationship with a customer. It is about customer service and support whether storefront, telephone, web or field service. It is also about retention management, cross-selling and up-selling, and direct marketing for the purpose of selling to customers. Service Management & Operations (SM&O): this process grouping focuses on the knowledge of services (Access, Connectivity, Content, etc.) and includes all functionalities necessary for the management and operations of communications and information services required by or proposed to customers. The focus is on service delivery and management as opposed to the management of the underlying network and information technology. Resource Management & Operations (RM&O): this process grouping maintains knowledge of resources (application, computing and network infrastructures) and is responsible for managing all these resources utilized to deliver and support services required by or proposed to customers. It also includes all functionalities responsible for the direct management of all such resources (network elements, computers, servers, etc.) utilized within the enterprise. Supplier/Partner Relationship Management (S/PRM): this process grouping supports the core operational processes, both the customer instance processes of Fulfillment, Assurance and Billing and the functional operations processes. Supplier/Partner Relationship Management (S/PRM) processes align closely with a supplier’s or partner’s Customer Relationship Management processes.

The Operations area Operations Fulfillment Assurance Billing
Operations Support & Readiness Fulfillment Assurance Billing Customer Relationship Management Customer Interface Management CRM Operations Support & Process Management CRM Operations Readiness Selling Customer QoS / SLA Management Billing & Collections Management Problem Handling Marketing Fulfillment Response Order Handling Sales & Channel Management Retention & Loyalty Service Management & Operations Service Management & Operations Readiness SM&O Support & Process Management Service Configuration & Activation Service Problem Management Service Quality Analysis, Action & Reporting Service & Specific Instance Rating Resource Management & Operations Resource Problem Management Resource Quality Analysis, Action & Reporting Resource Management & Operations Readiness RM&O Support & Process Management Resource Provisioning & Allocation to Service Instance In this slide we present the Level 2 details for the Operations Area. As you may see we have a matrix in which rows are functional groupings and columns are end to end groupings. In each cross we have 1 or more level 2 processes. For this area in particular since Nice we have added the OSR vertical and we have separated the real time activities of the FAB (which still remain in FAB) from the “back-office” activities, which go in OSR. In OSR we have a set of processes “XXX Support & Process Management” which perform those control activities (cost, quality, performance) which are not real-time but are important for the whole FAB. Moreover in OSR we have a set of enabling processes (indicate with pointer) which prepare everything necessary for a “real-time” FAB. Mention some processes in FAB which are different from Nice (Svc Config. & Activation is an example). Resource Data Collection, Analysis & Control Supplier/Partner Relationship Management S/P Buying S/P Purchase Order Management S/P Problem Reporting & Management S/P Performance Management S/P Settlements & Billing Management S/PRM Operations Support & Process Management S/P Relationship Management Operations Readiness Supplier/Partner Interface Management

The Strategy, Infrastructure & Product area
“SIP” encompasses strategy and lifecycle management processes in support of operations Strategy & Commit Infrastructure Lifecycle Management Product Lifecycle Management “SIP” also has functional groupings, aligned with those in “OPS” Strategy, Infrastructure & Product Strategy & Commit Infrastructure Lifecycle Management Product Lifecycle Management Marketing & Offer Management Service Development & Management Resource Development & Management Supply Chain Development & Management (Application, Computing and Network) Strategy & Commit: this process grouping is responsible for the generation of strategies in support of the Infrastructure and Product Lifecycle processes. It is also responsible for establishing business commitment within the enterprise to support these strategies. This embraces all levels of operation from market, customer and products, through the services and the resources on which these depend, to the involvement of suppliers and partners in meeting these needs. Strategy & Commit processes are heavily focused on analysis and commitment management. These processes provide the focus within the enterprise for generating specific business strategy and gaining buy-in within the business to implement this strategy. Strategy & Commit processes also track the success and effectiveness of the strategies and make adjustments as required. Infrastructure Lifecycle Management: this process grouping is responsible for the definition, planning and implementation of all necessary infrastructures (application, computing and network), as well as all other support infrastructures and business capabilities (operations centers, architectures, etc.).. These processes identify new requirements, new capabilities and design and develop new or enhanced infrastructure to support products. Product Lifecycle Management: this process grouping is responsible for the definition, planning, design and implementation of all products in the enterprise’s portfolio. The Product Lifecycle Management processes manage products to required profit and loss margins, customer satisfaction and quality commitments, as well as delivering new products to the market. These lifecycle processes understand the market across all key functional areas, the business environment, customer requirements and competitive offerings in order to design and manage products that succeed in their specific markets. Product Management processes and the Product Development process are two distinct process types. Marketing & Offer Management: this grouping focuses on the knowledge of running and developing the Core Business for an ICSP Enterprise. It includes functionalities necessary for defining strategies, developing new products, managing existing products and implementing marketing and offering strategies especially suitable for information and communications products and services. Service Development & Management: this grouping focuses on planning, developing and delivering services to the Operations domain. It includes functionalities necessary for defining the strategies for service creation and design, managing and assessing the performance of existing services, and ensuring that capabilities are in place to meet future service demand. Resource Development & Management: this grouping focuses on planning, developing and delivering the resources needed to support services and products to the Operations domain. It includes functionalities necessary for defining the strategies for development of the network and other physical and non-physical resources, introduction of new technologies and interworking with existing ones, etc. Supply Chain Development & Management: this grouping focuses on the interactions required by the organization with suppliers and partners, who are involved in maintaining the supply chain. The supply chain is a complex network of relationships that a service provider manages to source and deliver products. In the ebusiness world, companies are increasingly working together with suppliers and partners (synergistic clusters, coalitions and business ecosystems) in order to broaden the products they offer and improve their productivity. These processes ensure that the best suppliers and partners are chosen as part of the enterprise supply chain.

Business Planning & Commitment
The SIP area Service Development & Management Resource Development & Management Supply Chain Development & Management Marketing & Offer Management Infrastructure Lifecycle Management Product Lifecycle Strategy & Commit Strategy, Infrastructure & Product Supply Chain Strategy & Policy Planning & Commitment Development & Change Management Performance Assessment Capability Availability Service Planning & Commitment Strategy & Policy Service & Operations Delivery Development & Retirement Resource & Resource Technology Resource & Technology Plan & Commitment Product & Retirement Product & Offer Portfolio Capability Portfolio Strategy, Policy & Planning Marketing Capability Delivery Business Planning & Commitment Product, Marketing & Customer CRM Market Sales & Channel Communications & Promotion Same as before for rows and columns. Present the various processes pointing out differences between setting strategies (and making plans), delivering infrastructures and developing products & services. Point out logical differences between Product and Service.

The Enterprise Management Hierarchy
Strategic & Financial & Brand Human Stakeholder & Research & Enterprise Disaster Enterprise Asset Management, Resources External Development, Quality Recovery, Planning Management Market Management Relations Technology Management, Security & Research & Management Acquisition Process & IT Fraud Advertising Planning & Management Architecture Strategic & Financial Brand HR Policies & PR & Community Research & Process Disaster Business Planning Management Management Practices Relations Development Architecture Recovery & Management Management & Contingency Support Planning Business Procurement Market Research Workforce Strategy Shareholder Technology Information Security Development Management & Analysis Relations Acquisition Systems Strategy Management Las slide of my speech in which we evidence the progress in Enterprise Management (from 15 processes) to 8 L1s and 27 L2s. These tend to be processes common for many industries. You will not get more than this except for Security & Fraud but there is no such complete hierarchy for other industries. We’ve done it Management & Planning Enterprise Real Estate Advertising Workforce Regulatory Enterprise Quality Fraud Architecture Management Development Management Management Management Planning Group Enterprise Employee & Labor Legal Management Knowledge Management Relations Management Management

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

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

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

Fulfillment: An Example
Customer Strategy, Infrastructure and Product Operations Strategy & Infrastructure Product Operations Support Fulfillment Assurance Billing Commit Lifecycle Mgmt Lifecycle Mgmt & Readiness Customer Relationship Management Service Management & Operations Resource Management Supplier/Partner Relationship Management Service Development Resource Development Supply Chain Development Marketing and Offer Management Enterprise Management Stakeholder & External Relations Management Human Resource s Disaster Recovery , Security & Fraud Management Enterprise Quality Mgmt, Process IT Planning & Architecture Financial Asset Strategic & Enterprise Research & Development & Technology Acquisistion Brand Management, Market Research & Advertising

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

Level 2 Process Interactions

Level 2 Process Flows (1)

Level 3 Decomposed Process Flows (1)

Level 3 Decomposed Process Flows (2)

Process Decompositions
Level 2 3 4

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

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

Thank You for Listening
North America Office 1201 Mt. Kemble Road Morristown, NJ 07960 USA Tel: Fax: European Office 67 Corder Road Ipswich, Suffolk IP4 2XB ENGLAND Tel/Fax: Web Address:

Information Document 19-E

Similar presentations

Presentation on theme: "Information Document 19-E"— Presentation transcript:

Similar presentations

About project

Feedback

Log in

Auth with social network:

Information Document 19-E

Similar presentations

Presentation on theme: "Information Document 19-E"— Presentation transcript:

Similar presentations

About project

Feedback