Information Document 19-E ITU-T Study Group 2 November 2002 QUESTION:5 & 6/2 SOURCETSB TITLE:TeleManagement Forum (TMF), NGOSS and eTOM (by Mike Kelly,

Information Document 19-EInformation Document 19-E

ITU-T Study Group 2November 2002

QUESTION: 5 & 6/2SOURCE TSBTITLE: 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 TeleManagement ForumForum (TMF) (TMF)

NGOSS and eTOMNGOSS and eTOM

AgendaAgenda

NGOSS InitiativeProgramPlan

Conclusions

Background – The Changing Industry

Introduction – The TM Forum

Progress to Date

eTOM - The Business ViewBusiness Process FrameworkOngoing Work

AgendaAgenda


Conclusions



Progress to Date


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

Industry Industry

conferences/conferences/

exposexpos

Industry Industry

conferences/conferences/

exposexpos

Web basedWeb based

servicesservices

Web basedWeb based

servicesservices

Seminars/Seminars/trainingtraining

programsprograms

Seminars/Seminars/trainingtraining

programsprograms

Create,Create,

stimulate,stimulate,

interpret,interpret,

catalogue,catalogue,

collate,collate,

package,package,

distributedistribute

knowledgeknowledgeMarket researchMarket researchMarket researchMarket research

ProductProduct

cataloguescatalogues

ProductProduct

cataloguescatalogues

PublishedPublished

reportsreports

PublishedPublished

reportsreports

Industry newsIndustry newsIndustry newsIndustry news

Academic/Academic/

governmentgovernment

informationinformation

Academic/Academic/

governmentgovernment

informationinformation

CatalystCatalyst

projectsprojects

CatalystCatalyst

projectsprojects

TechnologyTechnology

trialstrials

TechnologyTechnology

trialstrials

CollaborativeCollaborative

R&D projectsR&D projects

CollaborativeCollaborative

R&D projectsR&D projects

IndustryIndustry

requirementsrequirements

IndustryIndustry

requirementsrequirements

Presentations/ Presentations/

white paperswhite papers

Presentations/ Presentations/

white paperswhite papers

Business casesBusiness casesBusiness casesBusiness cases

Working with IndustryWorking with Industry

Specific Areas of FocusSpecific 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

Create a portal which is a resource center which the industry can use as first port of call for OSS/BSS info

Communicate

Develop proof of concept solutions to real industry problems that can subsequently be productised and sold

Demonstrate

Create a collaborative work environment within which competitor can solve problems of mutual interest

Collaborate

Draw direction and requirements in a market-centric fashion from key industry players

Market Focus

Provide the premier global OSS/BSS environment within which members can conduct business

A Place to Do Business’

Key Work ProgramsKey Work ProgramsTechnical TeamsBusiness, System & ImplementationArchitecture

Market Centers• Mobile• Value Chain• New Gen Networks

TMF CentralWebsite

Catalyst ShowcaseTeleManagement World

AgendaAgenda


Conclusions



Progress to Date


Multiple ‘100 Year Events’Multiple ‘100 Year Events’

Monopolies Open Markets

Circuit IP Networks

Fixed Mobile

Voice Data

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 ServicesText to voice services

Multimedia Bridging Services

Enhanced voicemail services

Voicemail services

Basic Voice Services

Services are MultiplyingServices are Multiplying

© TeleManagement Forum & Telcordia Technologies 2001

Basic Voice Services

Audio Teleconferencing

Pre-pay services

Network ACD Services

Enhanced voicemail services

Voicemail services

SMS Text Messaging

Web/Internet Access

Basic EMail

Operational Challenges are GrowingOperational 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..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 RethinkTime for a Radical Rethink

From ‘blacksmith’s shop’ From ‘blacksmith’s shop’ software...software...

… … to fast production lineto fast production lineby assembly and configurationby assembly and configuration

New Generation OSS -New Generation OSS - changing the way we build changing the way we build

management softwaremanagement software

AgendaAgenda

Conclusions




NGOSS InitiativeProgramPlanProgress to Date

So WSo What ishat is NGOSS? 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 IdeasDraws on a Broad Base of Ideas

NGOSSNGOSSNGOSSNGOSS

COTS SoftwareTMN

BusinessProcesses

Enterprise Management

NGOSS – Key ElementsNGOSS – 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 OSSNew 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 structureViewpoint – focus on particular concerns within a system (IEEE Std 1471-2000)

Scope of NGOSS ProgramScope of NGOSS Program

Methodology for using NGOSS

RFPs for NGOSS solutions

BusinessProcessAnalysis

SystemsAnalysis &

Design

PlatformRequirements

&Architecture

Shared Information & Data Model

Industry Compliance

NGOSS Key ConceptsNGOSS Key Concepts

MethodologyMethodology – “system of principles and procedures applied to a discipline”

ViewpointViewpoint – “focus on particular concerns within a system (IEEE Std 1471-2000)

FrameworkFramework – “supporting or enclosing structure”

ArchitectureArchitecture – “style or method of design and construction”

Syst

emV

iew

Implem

entati

on View

NGOSSNGOSSKnowledgeKnowledge

BaseBaseNeed

Mod

elValidate

Run

Business

View

CustomerOSS

Thu Apr 05 12:47:19 2001

Ordering 3 Use Case

Use Case Diagram

Gateway Services

GatewayInterface

Provider Services

CustomerManagement

Interface

Customer Management Services Product Management Services

ProductRequest<<SDM>>

CustomerContact<<SDM>>

Customer<<SDM>> InvoiceInquiry

<<SDM>>

CreditViolation<<SDM>>

ProductCatalog<<SDM>>

ProductService<<SDM>>

CustomerOrder

Manager ProductFulfillmentManager

Ordering 3Process

***

CustomerRelationshipManagement

ResourceInfras'tureDev't andMngmnt

Supplier/Partner

ServiceDev elopmentand Op'nsManagement

In f ormation

Customer

Assess ServiceA v ailability

Pr ovide ServiceA v ailability Date

DetermineResourceA v ailability

Pr ovide AvailabilityDate

QualifyCustomer

Identify SolutionAlternatives

Update CustomerContact Record

SolutionAlternativesA vailable

No ActionRequired

Pr e-OrderFeasibilityRequest Made

Rec eive Pre-OrderFeas ibility Request

Contract Interface

Service Implementation

Run

-Tim

eV

iew

NGOSS NGOSS MethodologyMethodology

Methodology – system of principles and procedures applied to a disciplineViewpoint – focus on particular concerns within a system (IEEE Std 1471-2000)

Architecture

Business System

Behavior

Information

Implementation

NGOSS – The FrameworkNGOSS – The Framework

InformationModel

TN Contract

SystemProcess Plan

BusinessEntity

BusinessTrade

BusinessFlow

DataModel

TS Contract

Execution Script

Artifacts

Framework – supporting or enclosing structure Architecture – style or method of design and construction

Architecture

Business System

Behavior

Information

Implementation

NGOSS – eTOMNGOSS – eTOM

InformationModel

TN Contract

SystemProcess Plan

BusinessEntity

BusinessTrade

BusinessFlow

DataModel

TS Contract

Execution Script

Artifacts

Bu

siness

Bu

siness

Map

- eTO

MM

ap - eT

OM

eTOM – enhanced Telecom Operations Map

eTOM - Business MapeTOM - 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 MapNGOSS Business Map

Operations

Fulfillment Assurance BillingOperationsSupport &Readiness

Customer Relationship Management

Service Management & Operations

Resource Management & Operations

Supplier/Partner Relationship Management

(Application, Computing and Network)


Strategic &EnterprisePlanning

Financial & AssetManagement

Enterprise QualityManagement, Process & ITPlanning & Architecture

Stakeholder & ExternalRelations Management

Brand Management,Market Research &Advertising

Human ResourcesManagement

Disaster Recovery,Security & FraudManagement

Research &Development,TechnologyAcquisition

Strategy, Infrastructure & Product

ProductLifecycleManagement

InfrastructureLifecycleManagement

Strategy &Commit

Marketing & Offer Management

Service Development & Management

Resource Development & Management

Supply Chain Development & Management


Customer

eTOM Developments 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

Architecture

Business System

Behavior

Information

Implementation

NGOSS – SIMNGOSS – SIM

InformationModel

TN Contract

SystemProcess Plan

BusinessEntity

BusinessTrade

BusinessFlow

DataModel

TS Contract

Execution Script

Artifacts

System

System

Map

- SIM

Map

- SIM

SIM – Systems & Information Map

SIM – System MapSIM – 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 ViewSIM – Systems & Information Map

• Logical Business Components

• Management Domains

Operations

Enterprise

Management

Customer

Suppli

er/Part

ner

SI&P L

ifecy

cle

Man

agem

ent

Product

Customer

Invoice/Payment

Mkt/Sales Service

Supplier/Partner

Technology

Workforce

Equipment

Business

Portfolio

Enterprise

SIM – Systems & Information Map

Level 1 SIMLevel 1 SIM

Architecture

Business System

Behavior

Information

Implementation

NGOSS – Behavior & InformationNGOSS – Behavior & Information

InformationModel

TN Contract

SystemProcess Plan

BusinessEntity

BusinessTrade

BusinessFlow

DataModel

TS Contract

Execution Script

Artifacts

Behavior & ControlBehavior & Control

Shared Info & Data (SID) Shared Info & Data (SID) ModelingModeling

Behavior & Information Driven ActivitiesBehavior & 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

Architecture

Business System

Behavior

Information

Implementation

NGOSS – Trial SolutionsNGOSS – Trial Solutions

InformationModel

TN Contract

SystemProcess Plan

BusinessEntity

BusinessTrade

BusinessFlow

DataModel

TS Contract

Execution Script

Artifacts

TM

W

TM

W

Catalyst P

rojectsC

atalyst Projects

Catalyst Program – Catalyst Program – the living lab for NGOSSthe 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

Architecture

Business System

Behavior

Information

Implementation

NGOSS – ComplianceNGOSS – Compliance

InformationModel

TN Contract

SystemProcess Plan

BusinessEntity

BusinessTrade

BusinessFlow

DataModel

TS Contract

Execution Script

Artifacts

ComplianceComplianceProgramProgram

NGOSS ComplianceNGOSS 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

Progress to DateProgress to Date Business Case complete System Level Requirements

complete eTOM v3 approved SIM v2 in member review SID v1 in member review Technology Neutral Architecture

‘complete’ TSA Application Notes available for

review (CORBA, J2EE, XML/SOAP/UDDI, J2SE, JINI)

NGOSS Catalysts demonstrating NGOSS solutions

NGOSS Compliance v1 in member review

Methodology for using NGOSS

RFPs for NGOSS solutions

BusinessProcessAnalysis

SystemsAnalysis & Design

PlatformRequirements

&Architecture

Shared Information & Data Model

Industry Compliance

NGOSS Roadmap SummaryNGOSS Roadmap Summary Release 1

Available Q4/2001Release 2

Available Q2/2002Future 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?Who’s Backing NGOSS?

http://www.hp.com/Redirect/gw/useng_welcome/logo/=http://welcome.hp.com/country/us/eng/welcome.htm

http://www.motorola.com/t900/

http://www.motorola.com/t900/

http://commerce.motorola.com/cgi-bin/ncommerce3/ProductDisplay?prrfnbr=208331&prmenbr=126&accessories_cgrfnbr=22&zipcode=&phoneID=&search_string=27&type=All

http://www.nokia.com/

http://www.bt.com/index.jsp?BV_SessionID=@@@@0395949565.0979914516@@@@&BV_EngineID=ialjljlmmgfbekfcfkcfcgfo.0

http://www.nec.com/index.html

• 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

• 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

• A TMF specific approach• A special approach for the

communications industry• Prescriptive• Revolutionary

NGOSS Is Not!

ConclusionsConclusions

NGOSS - Benefits for EveryoneNGOSS - Benefits for Everyone

…..for Service Providers:

Get to market faster and keep ahead = profit

…..for Service Providers:

Get to market faster and keep ahead = profit

…for Equipment Manufacturers and ISV’s:

Open up the OSS products market = profit

…for Equipment Manufacturers and ISV’s:

Open up the OSS products market = profit

…..for Systems Integrators:

Add business value, not overheads = profit

…..for Systems Integrators:

Add business value, not overheads = profit

AgendaAgenda


Conclusions



Progress to Date


A Brief History of eTOMA 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 eTOM: enhanced Telecom Operations MapTelecom Operations Map


Strategy, Infrastructure & Product Operations

Customer

Fulfillment Assurance BillingProductLifecycleManagement


OperationsSupport andReadiness









Strategy &Commit



Resource Development and Management

Supply Chain Development and Management







Element Management

Network Management

BusinessManagement

ServiceManagement

Operations



















Strategy &Commit






Customer

TMN Layers correspond with TOM horizontals

TOM processes are captured in “FAB” area of eTOM Operations

NGOSSNGOSSKnowledgeKnowledge

BaseBase

Cus tomerOSS

Thu Apr 05 12:47:19 2001

Ordering 3 Us e Cas e

Us e Cas e Diagram

Gateway Serv ic es

GatewayInte rfac e

Prov ider Serv ic es

Cus tomerManagement

Inte rfac e

Cus tomer Management Serv ic es Produc t Management Serv ic es

Produc tReques t<<SDM>>

Cus tomerContac t<<SDM>>

Cus tomer<<SDM>> Inv oic eInqu iry

<<SDM>>

CreditViola tion<<SDM>>

Produc tCata log<<SDM>>

Produc tServ ic e<<SDM>>

Cus tomerOrder

Manager Produc tFu lfillmentManager

Ordering 3Proc es s

***


ResourceInfras'tureDev't andMngmnt

Supplier/Partner

ServiceDevelopmentand Op'nsManagement

Inf ormation

Customer

Assess ServiceA vailability

Provide ServiceA vailability Date

DetermineResourceA vailability

Provide AvailabilityDate

QualifyCustomer

Identify SolutionAlternatives

Update CustomerContact Record

SolutionAlternativesA vailable

No ActionRequired

Pre-OrderFeasibilityRequest Made

Receive Pre-OrderFeas ibility Request

eTOM maps the NGOSS Business View

Network and Systems Management Processes

Service Development and Operations Processes

Customer Care Processes

Customer

Network Element Management Processes

Info

rmatio

n S

ystems M

anag

emen

t Pro

cesses

NetworkPlanning andDevelopment

NetworkProvisioning

NetworkMaintenance &

Restoration

Network DataManagement

NetworkInventory

Management

ServicePlanning andDevelopment

ServiceProblem

Management

ServiceQuality

Management

Rating andDiscounting

ServiceConfiguration

Customer Interface Management Processes

SalesOrder

Handling

Invoicingand

Collections

ProblemHandling

CustomerQoS

Management

Physical Resource and Information Technology

The Operations areaThe Operations area

Operations







“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

Fulfillment Assurance BillingOperations Support & ReadinessCustomer Relationship Management




The Operations areaThe Operations area

ServiceConfiguration & Activation

ServiceProblem

Management

Service QualityAnalysis, Action

& Reporting

Service & Specific Instance

Rating

SM&O Support & Process

Management

ServiceManagement &

Operations Readiness

Supplier/Partner Interface Management

S/P Buying

S/P Purchase Order

Management

S/P Problem Reporting &Management

S/P PerformanceManagement

S/P Settlements & Billing

Management

S/PRM OperationsSupport &

Process Management

S/P Relationship Management

OperationsReadiness

Resource Provisioning & Allocation

to Service Instance

ResourceProblem

ManagementRM&O Support &

ProcessManagement

ResourceManagement &


Retention & Loyalty

Customer Interface Management

Billing & Collections

Management

CustomerQoS / SLA

Management

ProblemHandling

Selling

Order Handling

MarketingFulfillmentResponse

CRM Operations Support & Process

Management

CRM Operations Readiness

Sales & Channel

Management

Resource Data Collection, Analysis & Control

Resource QualityAnalysis, Action

& Reporting

The Strategy, Infrastructure & Product areaThe 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 &Commit










Infrastructure Lifecycle Management

Product Lifecycle Management

Strategy & Commit


The SIP areaThe SIP area

Supply Chain Strategy & Policy

Supply Chain Planning

& Commitment

Supply Chain Development & Change

Management

Supply Chain Performance Assessment

Supply Chain CapabilityAvailability

Service Planning &

Commitment

Service PerformanceAssessment

Service Strategy &

Policy

Service &OperationsCapabilityDelivery

Service Development &

Retirement

Resource &Operations CapabilityDelivery

Resource PerformanceAssessment

Resource & Technology

Strategy & Policy


Plan & Commitment

Resource Development

Product Development & Retirement

Product & Offer Portfolio

Capability Delivery

Product & Offer Portfolio Strategy,Policy & Planning

MarketingCapability Delivery

Product & Offer Business

Planning & Commitment

Product, Marketing & CustomerPerformanceAssessment

CRMCapabilityDelivery

MarketStrategy &

Policy

Sales & ChannelDevelopment

Marketing Communications

& Promotion

The Enterprise Management HierarchyThe Enterprise Management Hierarchy

EnterpriseManagement

DisasterRecovery,Security &FraudManagement

HumanResourcesManagement

Financial &AssetManagement

Stakeholder &ExternalRelationsManagement

EnterpriseQualityManagement,Process & ITPlanning &Architecture



BrandManagement,MarketResearch &Advertising

Group EnterpriseManagement

BusinessDevelopment

EnterpriseArchitecturePlanning

Strategic &Business Planning

FinancialManagement

ProcurementManagement

Real EstateManagement

BrandManagement

Advertising

Market Research& Analysis

Workforce Strategy

Employee & LaborRelationsManagement

WorkforceDevelopment

HR Policies &Practices

PR & CommunityRelationsManagement

ShareholderRelationsManagement

RegulatoryManagement

Legal Management

Research &Development

TechnologyAcquisition

ProcessArchitectureManagement &Support

InformationSystems Strategy& Planning

KnowledgeManagement

Enterprise QualityManagement

SecurityManagement

FraudManagement

DisasterRecovery &ContingencyPlanning

eTOM - The Level 2 ProcesseseTOM - The Level 2 Processes Level 1 Vertical Grouping

Level 1 Horizontal Grouping

Operations

Customer

Fulfillment Assurance BillingOperations Support & Readiness

Retention and Loyalty








Management

CustomerQoS / SLA

Management

ProblemHandling

Selling

Order Handling



ServiceProblem

Management


& Reporting


Rating


to Service Instance

ResourceProblem

Management

ResourceRestoration

Resource Data Collection, Analysis

& Control

S/P Buying

S/P Purchase Order

Management




Management


Management



Management

ServiceManagement &


RM&O Support & Process

Management

S/PRM OperationsSupport & Process

Management


OperationsReadiness





Marketing and Offer Management

Service Planning &

Commitment




& Commitment



Management

Infrastructure Lifecycle Mgmt Product Lifecycle MgmtStrategy & Commit

Strategy, Infrastructure and Product

Product & Offer

Portfolio Capability Delivery

Product & Offer Portfolio Strategy,

Policy & Planning

MarketingCapability Delivery

Product & Offer

Business Planning &

CommitmentProduct, Marketing

& CustomerPerformanceAssessment






Strategy & Policy

Service Strategy &

Policy


Plan & Commitment



Retirement



MarketingStrategy &

Policy

Sales & Channel

Development


& Promotion

Enterprise Quality Mgmt, Process & IT Planning & Arch.Process Arch.Management

& Support

Info SystemsStrategy &Planning

KnowledgeManagement

Stakeholder & External Relations ManagementPR & Comm.

RelationsManagement


ShareholderRelations

Management

LegalManagement

Human Resources ManagementEmployee& Labor Relations

WorkforceStrategy


HR Policies& Practices

Disaster Recovery, Security & Fraud ManagementFraud

Management

Disaster Recovery & Contingency

Planning

SecurityManagement

Financial & Asset Management

FinancialManagement



Strategic & Enterprise Planning Strategic &Business Planning

BusinessDevelopment

EnterpriseArchitecture

Planning

GroupEnterprise

Management



Research & Development & Technology Acquisition

Brand Management, Market Research & AdvertisingMarket

Research &Analysis

BrandManagement

Advertising



Sales & Channel

Management

Level 2 Process Element

External Entity

EnterpriseQuality

Management

Ongoing work on eTOMOngoing 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

MethodologyMethodology 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 ExampleFulfillment: An ExampleOperations

Customer



Infrastructure Lifecycle Mgmt

Product Lifecycle Mgmt

Strategy & Commit


Stakeholder & External Relations Management

Human Resource s Management

Disaster Recovery , Security & Fraud Management

Enterprise Quality Mgmt, Process & IT Planning & Architecture


Strategic & Enterprise Planning Research & Development & Technology Acquisistion

Brand Management, Market Research & Advertising









Operations

Customer


Retention and Loyalty








Management

CustomerQoS / SLA

Management

ProblemHandling

Selling

Order Handling



ServiceProblem

Management


& Reporting


Rating


to Service Instance

ResourceProblem

Management

ResourceRestoration

Resource Data Collection, Analysis

& Control

S/P Buying

S/P Purchase Order

Management




Management


Management



Management

ServiceManagement &


RM&O Support & Process

Management

S/PRM OperationsSupport & Process

Management


OperationsReadiness






Service Planning & Commitment




& Commitment



Management

Infrastructure Lifecycle Mgmt Product Lifecycle MgmtStrategy & Commit


Product & OfferPortfolio

CapabilityDelivery

Product & OfferPortfolio Strategy,Policy & Planning

MarketingCapabilityDelivery

Product & OfferBusiness

Planning &Commitment

Product, Marketing & CustomerPerformanceAssessment





Resource &Technology

Strategy & Policy

Service Strategy &

Policy

Resource &Technology

Plan &Commitment



Retirement



MarketingStrategy &

Policy

Sales &Channel

Development


& Promotion

Enterprise Quality Mgmt, Process & IT Planning & ArchitectureProcess

ArchitectureManagement

& Support

InformationSystems

Strategy &Planning

KnowledgeManagement

Stakeholder & External Relations ManagementPR & Community

RelationsManagement


ShareholderRelations

Management

LegalManagement

Human Resource s ManagementEmployee& LabourRelations

WorkforceStrategy


HR Policies& Practices

Disaster Recovery , Security & Fraud Management

FraudManagement

DisasterRecovery & Contingency

Planning

SecurityManagement


FinancialManagement



Strategic & Enterprise Planning Strategic &Business Planning

BusinessDevelopment

EnterpriseArchitecture

Planning

GroupEnterprise

Management



Research & Development & Technology Acquisistion

Brand Management, Market Research & AdvertisingMarket

Research &Analysis

BrandManagement

Advertising



Sales & Channel

Management

EnterpriseQuality

Management

? Work Task Assignment ?

? Info & Comm System Support ?

? Work Task Assignment ?

General Process InteractionsGeneral Process Interactions

MarketingCampaign

is runCustomerContactsRetailer

Customer

Billing

Assurance

Workforce Task Assignment & ManagementWorkforceCapabilityDelivery


ServiceManagement& Operations


W/F Redeploy

Sales Enquiryrouted to

Selling group

RetrieveCustomer

ProfileOffer Customer

SolutionAlternatives

InternalWorkOrder

End-to-endService

Testcompleted

ServiceDetails forAssurance

ServiceDetails

forBilling

ConfirmResourceavailability

Update CustomerContact History

ResourceManagement& Operations

SupplierPartnerRelationshipManagement

Selling

Order Handling

Service Configuration & Activation

Supplier / PartnerBuying

Supplier / PartnerPurchase Order

Mgmt

Retention & Loyalty


Billing &Collections

Management

Customer QOS/ SLA

Management

Marketing Fulfilment Response

CustomerSelects

preferredoption

SalesProposal,offer to

Customer

Customerplacesorder

Customer Order toOrder Handling

Design andTechnology

selectionRequest

Resourceavailability

request

DetailedDesign

RequestDetailed

Confirmationby

Engineering

CustomeracceptsDesign

InternalWorkOrder

Resource Provisioning & Allocation to Service Instance

Requestexternalsupplierselection

Orderfrom

externalsupplier

ExternalResource

provisioningcompleted

InnternalResource

provisioningcompleted

Advice ofCompletion to

Customer

Supplier

Customer issatisfied withcompletion

Pre-Order to Order Handling

Pre-Order result

Process starts

Processends

Customersatisfactionconfirmed

Level 2 Process InteractionsLevel 2 Process Interactions

Level 2 Process Flows (1)Level 2 Process Flows (1)


Customer




Supplier/PartnerRelationshipManagement

MarketingFulf illmentResponse

Selling

Customer InterfaceManagement

CustomerContactsRetailer

Cus tomer Interface Management

Sales enquiryrouted to Sellinggroup

OfferCustomerSolutionAlternatives

SalesProposaloffer toCustomer

Selling

Customerplaces order

Order Handling

PreOrderto OrderHandling

Pre Order result

Retention &Loyalty


RetrieveCustomerProfile


Order Handling

Cus tomer Order to Order Handling


Design &TechnologySelection Request

Resource Provisioning& Allocation to Sv

ResourceA vailabilityRequest

ConfirmResourceA vailability

Supplier/PartnerBuying

RequestEx ternalSupplierSelection

Supplier/PartnerPurchase OrderManagement

Order from External Supplier

Detailed Design

Detailed Design

Order Handling

Detail Design


RequestDetailedConfirmationby Engineering

CustomerAcceptsDesign

Order Handling

ServiceConfiguration &Activation

InternalWorkOrder

ResourceProvisioning &Allocation to Sv

InternalWorkOrder


Service Configuration &Activation

InternalResourceProvisioningCompleted


Ex ternal ResourceProvisioningCompleted

Order Handling


End- to-EndService TestCompleted

Order Handling

Billing &CollectionsManagement

ServiceDetails forBilling

CustomerQoS/SLAManagement

Service Detailsfor Assurance

CustomerPlaces Order


Implement Design


ResourceActivationRequest

ConfirmResourceActivation


Des ign&TechnologySelection Request


ResourceReservationRequest

Confirm ResourceReservationOptional

Flow


Check ExternalSupplier Solution



Customer






Selling







Selling


Order Handling


Pre Order result

Retention &Loyalty




Order Handling











Detailed Design

Detailed Design

Order Handling

Detail Design




Order Handling


InternalWorkOrder


InternalWorkOrder






Order Handling



Order Handling







Implement Design









Flow





Customer






Selling







Selling


Order Handling


Pre Order result

Retention &Loyalty




Order Handling











Detailed Design

Detailed Design

Order Handling

Detail Design




Order Handling


InternalWorkOrder


InternalWorkOrder






Order Handling



Order Handling







Implement Design









Flow



Level 3 Decomposed Process Flows (1)Level 3 Decomposed Process Flows (1)Order Handling

Customer Order toOrder Handling

Order Completionadvice

End-to-endService

Testcompleted

Service Details forAssurance

Service Detailsfor Billing

Design andTechnology

selectionRequest

DetailedDesign

Request DetailedConfirmation by

Engineering

CustomeracceptsDesign

Pre-Order to Order Handling Pre-Order result

PreOrder Feasibility Determination

Order IssuanceCredit Authorization

Send PreOrder Feasibilityrequest

Get preOrder resullts

Order Completion

Order Tracking and Status

InternalWorkOrder

Design of solution

Coordination of Supplier/partnercomponents

Level 4 processes

Order Tracking and Status

Level 3 Decomposed Process Flows (2)Level 3 Decomposed Process Flows (2)Selling

Offer CustomerSolution

Alternatives

CustomerSelects

preferredoption

Customerplacesorder

Sales Enquiryrouted to

Selling group

SalesProposal,offer to

Customer

Pre-orderto OrderHandling

ProspectManagement

CustomerQualification

CustomerData

Acquisition

SalesNegotiation

SalesNegotiation

CustomerData

Acquisition

Cross/Upselling

SalesNegotiation

CustomerData

Acquisition

CustomerOrder to

OrderHandling

SalesNegotiation

CustomerData

Acquisition

Pre-Orderresult

SalesNegotiation

CustomerData

Acquisition

Customer issatisfied withcompletion

Customersatisfactionconfirmed

Cross/Upselling

Process DecompositionsProcess DecompositionsSelling

ProspectManagement

CustomerQualification andEducation

Sales Negotiation Cross / Up SellingCustomer DataAcquisition

Customer IdentityCapture

RelationshipEstablishment

Customer ProfileCapture andRecord

CustomerPreferencesCapture andRecord

Prospect NeedsAnalysis

Track and ReportProspect Result

Potential SolutionsIdentification

UnderstandCustomer Need

Qualify Customer

Develop SolutionAlternatives

CustomizeSolutions toCustomerRequirem

Confirm SolutionAvailability

Sales ProposalDevelopment

Solution DetailsNegotiation

Sales Closure

SolutionDetermination Withthe Customer

ProductDevelopmentInquiry

Up & Cross SaleOpportunitiesIdentifica

Up & Cross SalePackagesApplication

Level

2

3

4

Where Next?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

AgendaAgenda


Conclusions



Progress to Date


ConclusionsConclusions 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 ListeningThank You for Listening

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Documents

Information Document 19-E ITU-T Study Group 2 November 2002 QUESTION:5 & 6/2 SOURCETSB TITLE:TeleManagement Forum (TMF), NGOSS and eTOM (by Mike Kelly,