1. NGOSS & Frameworx Network Management Spring 2018 Bahador Bakhshi
CE & IT Department, Amirkabir University of Technology

2. Outline
Introduction
NGOSS/Frameworx
eTOM
SID
TAM
Conclusion

3. Outline
Introduction
NGOSS/Frameworx
eTOM
SID
TAM
Conclusion

4. Basic Ingredients of Network Management
Management Process & integrated implementation
In previous lectures, we have already discussed about functions & integration of OSS

5. Need for Management Frameworks
The telecom industry was changing rapidly
Technical
Shifted from simple voice service to data services
Shifted from a fixed to wireless and FMC
Business
Prices were falling due to competition
Demand for higher return on investments
Highly integrated OSS is needed to automate the management processes in multi-vendor network
Need a framework to develop such system

6. TM Forum (TMF)
Non-profit industry association, for service providers and their suppliers in the telecommunications
Members include telephone companies, cable operators, network operators, software suppliers, equipment suppliers and systems integrators
The Forum had over 900 member companies in 180 countries
TM Forum provides information and support to help creating and delivering profitable services.
Industry research, benchmarks, technology roadmaps, best-practices, software standards and interfaces, …

7. Initial Idea of TMF for the Problem
New Generation Operations Systems and Software
Comprehensive, integrated frameworks for designing, developing, and deploying operations and business support systems (OSSs/BSSs) and software
Goals
Decrease OSS software development effort
Decrease operation costs
Reduce time to introduce new services
Achieved with high levels of automation through seamless flow of information across modules that needs standard information model and well-defined interfaces for interaction & integration

8. Outline Introduction NGOSS/Frameworx eTOM SID TAM Conclusion
The question is how to build such a system?

9. Main Views (How to look at challenges?)
It is interesting that these views can be applied for every SW & System

10. NGOSS to Frameworx
2008
According to the lifecycle: Business (requirements) -> System (Solution design) -> Implementation -> Deployment
2015

11. Major Frameworks enhanced Business Process Map (eTOM)
Defines the telecom and enterprise processes in the service provider space with today’s customer-centric market in mind
Shared Information/Data Model (SID)
Standardized data & information definitions, common language for all information in NGOSS-based applications
Telecom Application Map (TAM)
Defines the role and the functionality of the various applications that deliver OSS/BSS capability
Technology Neutral Architecture (TNA)
It is the integration framework that defines architectural guidelines to ensure high levels of flow-through amongst diverse systems and components

12. Major Frameworks (cont’d)

13. NGOSS/Frameworx Usages
Business process (re)design
Analyze existing business processes, identify redundancy or gaps and re-engineer processes
Designing and specifying OSS/BSS
Use the detailed information models, interface, and architectural specifications for future solutions
Software application development
eTOM, SID and TNA/TAM provide a methodology to develop the OSS/BSS systems
Systems integration
Well-defined processes, interfaces, and architecture provide the system integrator with a clear direction for integration

14. Notes & Disclaimer
The figures in the following slides are obtained from different releases of the Frameworx
There are some inconsistencies/discrepancies
Some slides have “notes” that provide more details on the subject

15. Outline
Introduction
NGOSS/Frameworx
eTOM
SID
TAM
Conclusion

16. eTOM?!
Enabling end-to-end automation of management needs for well defined operation & business processes
Ensuring integration among all subsystems involved in service delivery and support
eTOM: Enhanced Telecom Operations Map
The most widely used and accepted standard for business processes in the telecom industry
Top-Down approach to design processes
Emphasizes structure, process components, process interactivity, roles, responsibilities
Sets requirements for system solution, architecture, technology implementation
It is something similar to usecases in SW engineering

17. Service Provider Interactions in eTOM
Customers
Suppliers
Partners
Employees
Shareholders
Stakeholders
Customers: The products and services are sold by the enterprise to customers.
Suppliers: The services and resources used by the enterprise directly or indirectly to support its business are brought from a supplier.
Partners: The enterprises with which a telecom enterprise cooperates in a shared area of business are partners of the telecom enterprise.
Employees: These are human resources that work in the enterprise to meet the organizational goals of the enterprise.
Shareholders: The people who have invested in the enterprise and thus own stock are the share holders of the enterprise.
Stakeholders: When there is a commitment to the enterprise other than through stock ownership, the individuals are called stakeholders.

18. eTOM Levels (Hierarchies)
Business Activities that distinguish operational customer-oriented processes from strategic processes and enterprise management
Level 1
Process Groupings including business functions and standard end-to-end processes
Level 2
Core processes that combine together to deliver service streams and other end-to-end processes
Level 3
Tasks and associated detailed “success model” business process flows
Level 4
Steps and associated detailed operational process flows with error conditions and product and geographical variants (where required)
Level 5
Further decomposition into operations and associated operational process flows where required
Levels 6, 7, … provides even more details

19. Enterprise Management
eTOM: Level 0
Customer
Strategy,
Infrastructure &
Product
Operations
Market, Product and Customer
Service
Resource
(Application, Computing and Network)
Supplier/Partner
The Operations Process Area is the heart of eTOM. It includes all operations processes that support the customer operations and management, as well those that enable direct customer operations with the customer. These processes include both day-to-day and operations support and readiness processes. The eTOM view of Operations also includes sales management and supplier/partner relationship management.
The Strategy, Infrastructure & Product Process Area includes processes that develop strategy, commit to the firm, build infrastructure, develop and manage products, and that develop and manage the Supply Chain. In the eTOM, infrastructure refers to more than just the IT and resource infrastructure that supports products and services. It includes the infrastructure required to support functional processes, e.g., CRM. These processes direct and enable Operations.
The Enterprise Management Process Area includes basic business processes required to run any business. These processes focus on Enterprise Level processes, goals and objectives. These processes have interfaces with almost every other process in the enterprise whether operational or product or infrastructure processes. These are sometimes considered corporate functions and/or processes, e.g., Financial Management, Human Resources Management processes, etc.
The Market, Product and Customer processes include those dealing with sales and channel management, marketing management, and product and offer management, as well as Customer Relationship Management and ordering, problem handling, SLA Management and billing.
Service processes include those dealing with service development and configuration, service problem management and quality analysis, and rating.
Resource processes include those dealing with development and management of the firm's infrastructure, whether related to products and services or to supporting the enterprise itself.
The Supplier/Partner processes include those dealing with the firm’s interaction with its suppliers and partners. This involves both processes that manage the Supply Chain that underpins product and infrastructure, as well those that support the Operations interface with its suppliers and partners.
Customers, to whom service is provided by means of the products sold by the enterprise: the focus of the business!
Suppliers, who provides products or resources used by the enterprise directly or indirectly to support its business
Partners, with whom the enterprise co-operates in a shared area of business
Employees, who work for the enterprise to pursue its business goals
Shareholders, who have invested in the enterprise and thus own stock
Stakeholders, who have a commitment to the enterprise other than through stock ownership.
Suppliers/Partners
Enterprise Management
Shareholders
Other Stakeholders
Employees

20. eTOM: Level 0 Three major process areas: Views of functionality:
Strategy, Infrastructure, and Product (SIP) covering planning and lifecycle management
Operations covering the core of day-to-day operational management
Enterprise Management covering corporate or business support management
Views of functionality:
Market, Product, and Customer: High-level view of the market and the enterprise’s offerings
Service: Product components developed by the enterprise
Resource (Application, Computing, and Network): Consumed in the production of the Service
Supplier/Partner: Providing products and services to the enterprise for the production of the Service

21. eTOM: Level 1

22. SIP: Level 1 Strategy, Infrastructure & Product Strategy & Commit
Lifecycle
Management
Product
Lifecycle
Management
Marketing & Offer Management
Service Development & Management
Resource Development & Management
(Application, Computing and Network)
Supply Chain Development & Management

23. SIP: Level 1: Vertical Strategy & Commit
Generates 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
Infrastructure Lifecycle Management
Defines, plans and implements all necessary infrastructures (application, computing and network), as well as all other support infrastructures and business capabilities (operations centers, architectures, etc.)
Product Lifecycle Management
Defines, plans, designs and implements all products in the enterprise portfolio
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.

24. SIP: Level 1: Horizontal
Marketing & Offer Management
Focuses on running and developing the core business
Including defining strategies, developing new products, managing existing products and implementing marketing and offering strategies
Service Development & Management
Plans, develops and delivers services to the Operations domain
Including defining strategies for service creation and design, assessing service performance, and anticipating future service demand
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.

25. SIP: Level 1: Horizontal (cont’d)
Resource Development & Management
Plans, develops and delivers the resources needed to support services and products to the Operations domain
Including defining strategies for development of network and other resources, interworking of new and existing technologies, assessing resource performance, and anticipating resource needs for future service demand
Supply Chain Development & Management
Focuses on the external interactions required with the supply chain to ensure that the best suppliers and partners are chosen
Including support for sourcing decisions made by the enterprise, and ensuring that contribution of suppliers and partners to the supply chain is timely and to the required performance
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 e-business 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.

26. Operations: Level 1 Operations Operations Support & Readiness
Fulfillment
Assurance
Billing
Customer Relationship Management
Service Management & Operations
Resource Management & Operations
(Application, Computing and Network)
Supplier/Partner Relationship Management

27. Operations: Level 1: Vertical
Fulfillment
Provides customers requested products in a timely and correct manner, Translates need to solution (service), Reports purchase status
Assurance
Executes proactive and reactive maintenance activities to ensure service to customers, performance & SLA management
Billing
Produces timely and accurate bills, processes and collects payments, and handles billing enquiries
Operations Support & Readiness
Supports the "FAB" processes. Less "real-time" than FAB, and less with individual customers and services
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.

28. Operations: Level 1: Horizontal
Customer Relationship Management
Handles customers needs, including the acquisition, enhancement and retention of a relationship with a customer
Service Management & Operations
Handles services (Access, Connectivity, Content, etc.), and the provision of communications and information services required by or proposed to customers
Resource Management & Operations
Handles resources (application, computing and network infrastructures), utilized to deliver and support services required by or proposed to customers
Supplier/Partner Relationship Management
Supports the core operational processes through interaction with external suppliers and/or partners.
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.

29. Enterprise: Level 1 Enterprise Management Strategic & Enterprise
Planning
Financial &
Asset
Management
Brand
Management,
Market
Research
& Advertising
Human
Resources
Stakeholder &
External
Relations
Research &
Development,
Technology
Acquisition
Enterprise Quality
Process & IT
Planning &
Architecture
Disaster
Recovery,
Security &
Fraud
Enterprise Management: this grouping involves the knowledge of Enterprise-level actions and needs, and encompasses all business management processes necessary to support the rest of the enterprise. These processes are necessary in any business because they are needed to run the business at the enterprise level, to direct the business, and are critical to support the direct and indirect Customer Processes. Enterprise Management processes include processes for financial management, legal management, regulatory management, etc. This area also sets corporate strategies and directions, and provides guidelines and targets for the rest of the business. These are sometimes considered as the “corporate” functions and/or processes. Enterprise Management also includes strategic planning for the enterprise as well as information systems strategy development and management. Enterprise Management processes in general do not have a customized aspect for information and communications service providers.
The Enterprise Management process groupings are:
Strategic & Enterprise Planning
Brand Management, Market Research & Advertising
Financial & Asset Management
Human Resources Management
Stakeholder & External Relations Management
Research & Development, Technology Acquisition
Enterprise Quality Management, Process & IT Planning & Architecture
Disaster Recovery, Security & Fraud Management

30. eTOM: Level 2: Operations
Operations Support
& Readiness
Fulfillment
Assurance
Billing
Customer Relationship
Management
Retention & Loyalty
Customer Interface Management
Billing &
Collections
Management
Customer
QoS / SLA
Problem
Handling
Selling
Order
Marketing
Fulfillment
Response
CRM Operations
Support & Process
CRM
Operations
Readiness
Sales &
Channel
Service Management & Operations
Service
Configuration
& Activation
Problem
Management
Service Quality
Analysis, Action
& Reporting
Service &
Specific Instance
Rating
SM&O Support &
Process
Management &
Operations
Readiness
Resource Management & Operations
Resource Provisioning
& Allocation
to Service Instance
Resource
Problem
Management
RM&O Support &
Process
Management &
Operations
Readiness
Resource Data Collection, Analysis & Control
Resource Quality
Analysis, Action
& Reporting
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).
Supplier/Partner Relationship Management
Supplier/Partner Interface Management
S/P
Buying
S/P Purchase
Order
Management
S/P Problem
Reporting &
Performance
S/P Settlements
& Billing
S/PRM Operations
Support &
Process
S/P Relationship
Operations
Readiness

31. Business Planning & Commitment
eTOM: Level 2: SIP
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
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.

32. eTOM: Level 2: Enterprise Mgmt.
Management
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
Last 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

33. eTOM: Level 3: An Example

34. eTOM: Level 3: Whole Processes

35. Process Interactions

36. Process Flow

37. Outline
Introduction
NGOSS/Frameworx
eTOM
SID
TAM
Conclusion

38. Why SID? Why Shared information/Data model?
Interoperability
For example
Customer info in SW-1: Name, Last name
Customer info in SW-2: Name, Middle name, Last Name
These software cannot share customer information due to inconsistent information modeling
SID model provides a set of information/data definitions and relationships for telecom OSS
Which is the vital requirement in integrated SW development

39. What is SID?
Focuses on definition of business entities and associated attribute and their relations
Business Entity: “a thing of interest to the business, such as customer, product, service, or network
Attributes: “facts that describe the entity.”
Relationship: An association of business interests between two business entities
SID defines the “things” that are to be affected by the business processes defined in the eTOM
The information model is implementation independent and described by UML

40. SID Building Blocks (Hierarchy)
BAs (business entities) and …
Aggregate business entity (ABE) (i.e. sub-domain)
A well-defined set of information and operations that helps to characterize a set of business entities
A set of SID business entities and attributes collected in aggregate business entities that can be directly used for data design by the service developers and service providers
Domain
Collection of ABEs associated with a specific management area that are derived from analysis of process frameworks

41. SID Domains & ABEs

42. eTOM vs. SID

43. SID Levels (Hierarchies)

44. SID Levels (Hierarchies)
Like to eTOM, SID is also a hierarchal framework
e.g. Service Domain

45. Outline
Introduction
NGOSS/Frameworx
eTOM
SID
TAM
Conclusion

46. TAM
Similar to eTOM and SID, it is a framework that defines the network management applications
eTOM defines processes
SID defines the information
TAM defines the applications that implement the processes using the information
By grouping the related processes
The applications are interworking since all they use the same data (according to the SID)
TAM usages/benefits
Common architecture for NMS
Facilities integration

47. TAM Levels TAM (similar to eTOM and SID) is a hierarchal framework
1) Application area
A set of related applications
Map to eTOM and consequently domains of SID
2) Application
An NMS software which is set of modules
3) Modules
Sub applications in each application

48. TAM (main) Application Areas
Market / Sales Management
Sales Reporting, Contract Management, Sales Portal, …
Customer Management
Customer Problem Mgt., Billing Mgt., Customer Order Mgt., …
Product Management
Product Catalog Mgt., Product Lifecycle Mgt., ….
Service Management
Service Inventory Mgt., Service Test Mgt., Service Quality Mgt., ….
Resource Management
Inventory Mgt., Resource Test Mgt., Resource Order Mgt., Resource Performance Mgt., …
Supplier / Partner Management
Enterprise Management …

49. TAM

50. TAM Samples

51. TAM Samples: Sale Portal
Sales Portals provides a single entry place for sellers to access various sales tools
Internal Sales Portals provides appropriate sales tools to sales groups "internal" to the service provider
Indirect Sales Portals provides appropriate sales tools to companies selling the service provider's products

52. TAM Samples: Customer SLA Management
Customer SLA Issue Reception
Customer Validation, Service Validation, Reception of the problem
Customer SLA Collection
Collects additional customer SLA related information from established sources
Customer SLA Analysis
Provides the necessary functionality to analyze performance
Customer SLA Violation Management
Provides the necessary functionality to manage SLA violations and the activities necessary to resolve the apparent degradation or violation
Customer SLA Reporting
Provide the necessary functionality to report on Customer SLA performance as well as on open SLA issues

53. TAM Samples: Service Performance Management
Service Performance Monitoring
Functionality to collect data and monitor the performance of service provider's services
Service Performance Analysis
Functionality to analyze the performance of the various service provider's services
Service Performance Reporting
Functionality required to generate reports about performance of the services

54. TAM Samples: Resource Test Management
Resource Test Strategy and Policy Management
Functionality to manage the rules that define the strategies for conducting various resource tests
Resource Test Lifecycle Management
Functionality to manage the end-to-end lifecycle of a test of a resource
Resource Test Command and Control
Functionality to access, command, and control the devices required for resource testing
Resource Test Services
The means to access the testing capabilities including both a means to perform manual testing (GUI) as well as a means to initiate a test from another system (a set of APIs)

55. Outline
Introduction
NGOSS/Frameworx
eTOM
SID
TAM
Conclusion

56. Conclusion TMForum NGOSS Frameworx
The Driving Force Behind the New Generation of Operations Systems Software and Processes
NGOSS
Integrated framework for developing & deploying OSS
Business  System  Implement  Deploy
eTOM is the business view of NGOSS
SID is the information framework based on domains
TAM is the guideline to implement the NMS applications
Frameworx
The new version of NGOSS

57. References TMForum documents
Available in the course directory on Fileserver