The Enhanced Telecom Operations Map (eTOM) Update …dpnm.postech.ac.kr/papers/TMW/TMW2004-LongBeach/TMW3002 NG… · The Enhanced Telecom Operations Map® (eTOM) Update on Developments

The Enhanced Telecom Operations MapThe Enhanced Telecom Operations Map®®

(eTOM) (eTOM)

Update on Developments in eTOM as an ITU-T Recommendation

TMW, Long Beach 2004

Enrico Ronco Mike Kelly

2

Enhanced Telecom Operations MapEnhanced Telecom Operations Map®® -- eTOM:eTOM:What is It?What is It?

A telecommunications Service Provider business process frameworkDeveloped collaboratively over a decadeProvides business-oriented view

emphasizes structure/ process components/ process interactivity/ roles/ responsibilitiessets requirements for (but is neutral towards) system solution/ architecture/ technology/ implementation

Represents industry-consensus on Service Provider processes

harmonized position across global scenecan be tailored/ extended for individual companies

eTOM represents a framework for defining your own processes, and a tool for communication with others

3

A Brief History of eTOMA Brief History of eTOM1995 – 1998: development of TOM (Telecom Operations Map)

1999: stabilization of TOM

2000 – 2001: evolution of TOM towards ETOM2001: eTOM v1.0, and v2.0 for Member Evaluation

Jan 2002: eTOM v2.5 for Public Evaluation

May 2002: eTOM v3.0 is TMF Approved

2002 - 2003: Updates to core eTOM released to Members and Public

March 2004: New release eTOM 4.0 is TMF Approvedextends v3.0 with further process decompositions and flows in selected application areas, also B2B support and ITIL mappings

“e” for enhanced

… and work never stops

April 2004: Submission of eTOM 4.0 to ITU-T as a standardMay/June 2004: Formal acceptance of eTOM by ITU-T

August 2004: eTOM 4.5 released as part of NGOSS 4.5

4

eTOM: Enhanced Telecom Operations MapeTOM: Enhanced Telecom Operations Map®®

Enterprise Management

Strategy, Infrastructure & Product OperationsFulfillment Assurance BillingProduct

LifecycleManagement

InfrastructureLifecycleManagement

OperationsSupport &Readiness

Customer Relationship Management

Service Management & Operations

Resource Management & Operations

Supplier/Partner Relationship Management

Strategy & Commit

Marketing & Offer Management

Service Development & Management

Resource Development & Management

Supply Chain Development & Management

(Application, Computing and Network)(Application, Computing and Network)

Customer

Enterprise EffectivenessManagement

Knowledge & ResearchManagement

Enterprise RiskManagement

Strategic & EnterprisePlanning

Financial & AssetManagement

Stakeholder & ExternalRelations Management

Human ResourcesManagement

5

eTOM 4.0 compared with eTOM v3.0eTOM 4.0 compared with eTOM v3.0

Areas of UpdateOperations Process Area fully decomposed to Level 3Rationalization of Strategy Infrastructure & ProductLevel 2 process groupings

SIP Level 3 decompositions now being worked for eTOM v4.5Re-design of Enterprise Management Level 1 - 2Process groupingsRationalization of B2B theme with the introduction of the eTOM Business Operations Map

StandardizationeTOM 4.0 now accepted by ITU-T as a formal international Recommendation

6

The Operations areaThe Operations area

OperationsFulfillment Assurance BillingOperations

Support &Readiness



Resource Management & Operations(Application, Computing and Network)


“FAB” provides the core of the Operations area

Operations Support & Readiness is separated from FAB

“OPS” also supports functional process groupings shown as horizontal layers

7

The Operations Level 2 ProcessesThe Operations Level 2 ProcessesOperations

Fulfillment Assurance BillingOperations Support & Readiness

Service Management &Operations

Resource Management &Operations

Supplier/Partner RelationshipManagement

Customer RelationshipManagement

Retention & Loyalty

Customer Interface ManagementSelling

Resource Data Collection & Processing

Supplier/Partner Interface Management

S/P PerformanceManagement

S/P Problem Reporting &Management

S/P Requisition

Management

ResourceProvisioning

ResourceTrouble

Management

ResourcePerformance Management

ServiceQuality

Management

ServiceProblem

Management

CustomerQoS / SLA

Management

S/P Settlements& Billing

Management

Service &Specific Instance

Rating

Billing & Collections

ManagementMarketingFulfillmentResponse

S/PRMSupport &Readiness

SM&O Support &Readiness

RM&O Support &Readiness

CRM Support &Readiness

ServiceConfiguration & Activation

OrderHandling

ProblemHandling

8

Fulfillment (L1)

Resource Management & Operations (L1)

Examples of L3 decompositionExamples of L3 decomposition

Resource Provisioning (L2)

Allocate & DeliverResource (L3)

Configure & ActivateResource (L3)

Test Resource (L3)Collect, Update &Report Resource

Configuration Data (L3)

9

The Strategy, Infrastructure & Product areaThe Strategy, Infrastructure & Product area

“SIP” encompasses strategy and lifecycle management processes in support of operations

Strategy, Infrastructure & Product

Product Lifecycle Management

Infrastructure Lifecycle Management

Strategy & Commit



Resource Development & Management(Application, Computing and Network)


Strategy & Commit

“SIP” also has functional groupings, aligned with those in “OPS”

Infrastructure Lifecycle ManagementProduct Lifecycle Management

10

The SIP Level 2 ProcessesThe SIP Level 2 Processes

InfrastructureLifecycle Management

ProductLifecycle Management

Strategy & Commit






Sales Development

Product Marketing Communications

& Promotion

ServiceDevelopment &

Retirement

ResourceDevelopment &

Retirement

Supply Chain Development

& Change Management

MarketingCapability Delivery

Product & OfferCapability Delivery

Product & Offer Portfolio Planning

MarketStrategy &

Policy

ServiceCapabilityDelivery

Service Strategy & Planning

Resource Strategy & Planning

Supply ChainStrategy & Planning

ResourceCapabilityDelivery

Supply ChainCapabilityDelivery

Product & OfferDevelopment& Retirement

11

EnterpriseEnterpriseManagementManagement Enterprise

Management


Stakeholder& ExternalRelations Management






Business Development

Strategic Business Planning

Enterprise Architecture Management

GroupEnterprise Management

AssetManagement

Financial Management

Community Relations Management

Corporate Comms & Image Mgt

Enterprise Quality Management

Process Management& Support

Organization Development

HR Policies& Practices

Knowledge Management

ProcurementManagement

Security Management

Business Continuity Management

Fraud Management

Insurance Management

Audit Management

Program& Project Management

Enterprise Performance Assessment

Facilities Management& Support

ResearchManagement

Technology Scanning

Level 0

Level 1

Level 2

ShareholderRelations Management

Regulatory Management

Legal Management

Board & Shares/Secur.Management

Workforce Strategy

Workforce Development

Employee& Labor Relations Mgt

12

Element Management

Network Management

BusinessManagement

ServiceManagement

TMN Layers correspond with TOM horizontals

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

eTOM maps the NGOSS Business View

Network and Systems Management Processes

Service Development and Operations Processes

Customer Care Processes

Customer

Network Element Management Processes

Information System

s Managem

ent Processes

NetworkPlanning andDevelopment

NetworkProvisioning

NetworkMaintenance &

Restoration

Network DataManagement

NetworkInventory

Management

ServicePlanning andDevelopment

ServiceProblem

Management

ServiceQuality

Management

Rating andDiscounting

ServiceConfiguration

Customer Interface Management Processes

Sales OrderHandling

Invoicingand

Collections

ProblemHandling

CustomerQoS

Management

Physical Resource and Information Technology

Enterprise Management

Strategy, Infrastructure & Product Operations

Fulfillment Assurance BillingProductLifecycleManagement

InfrastructureLifecycleManagement

OperationsSupport &Readiness





Strategy & Commit





(Application, Computing and Network)(Application, Computing and Network)






Stakeholder & ExternalRelations Management


Customer

13

GB921 4.0 Suite ContentGB921 4.0 Suite ContentGB921* - Main documentGB921B - Addendum on B2B inter-enterprise

integration with eTOMGB921D* - Addendum on DecompositionsGB921F* - Addendum on FlowsGB921C - Application Note on Public B2B

Business Operations Map (BOM)GB921L - Application Note on eTOM-ITIL MappingsNote: * = updated in GB921 4.5 (Members Only), also adds

GB921P – eTOM PrimerGB921T – eTOM-M.3400 MappingsGB922 – SID/eTOM Linkages (SID document)

14

ITUITU--T M.3050 T M.3050 (based on GB921 4.0)(based on GB921 4.0)

M.3050.0: Brief context/positioning of eTOM by/for ITU-T

M.3050.1 : reproduces GB921 main document

M.3050.2: reproduces GB921 Addendum D

M.3050.3: reproduces GB921 Addendum F

M.3050.4: reproduces GB921 Addendum B

M.3050 Supplement 1: reproduces GB921 App. Note L

M.3050 Supplement 2: reproduces GB921 App. Note C

M.3050 Supplement 3: eTOM/M.3400 Mappings, jointly developed with ITU-T, now also published as GB921 App. Note T

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eTOM Process CoverageeTOM Process CoverageeTOM Business Process Framework (includes new GB921 4.5 material)

Inter-Enterprise using Public Processes

ICT IndustrySpecific Process Decomposition

Cross IndustryHorizontal Processes

B2B Transaction Pattern Template Dictionary

RosettaNet, ebXML

GB921C Application Note

GB921 Main

RosettaNet, ebXML

Core eTOM Viewpoint

ICT IndustrySpecific Process Decomposition

GB921 Addendum D

GB921L Application Note

Using eTOM to Model ITIL Processes

Relationship with Other Frameworks

GB921 Addendum F

ICT IndustryExample

Process Flows

eTOM Introductory PrimerGB921 Addendum P

eTOM Public B2B Business Operations Map

GB921 Addendum B

GB921T Application Note

eTOM to M.3400 Mapping

16

Example Process Flows: DSL FulfillmentExample Process Flows: DSL FulfillmentCustomer

Enterprise ManagementStrategic & Enterprise Planning






Strategy & Commit


Product & Offer Capability Delivery


Product & Offer Portfolio

Planning


Planning

Market Strategy &

Policy

Market Strategy &

Policy

OperationsFulfillment Assurance BillingOperations Support

& Readiness





Marketing Capability Delivery




& Promotion


& Promotion

Product & Offer Development &

Retirement


Retirement

Sales Development

Sales Development

Customer Interface ManagementCustomer Interface Management


Management


Management

Customer QoS/SLA

Management

Customer QoS/SLA

Management

Problem HandlingProblem Handling

SellingSelling

Order Handling

Order Handling

Marketing Fulfillment Response


CRM Support & Readiness


Retention & LoyaltyRetention & Loyalty



Service Capability Delivery


Service Development &

Retirement


Retirement



Resource Capability Delivery


Resource Development &

Retirement


Retirement

Service Configuration &

Activation


Activation

Service Problem

Management

Service Problem

Management

Service Quality

Management

Service Quality

Management

Service & Specific

Instance Rating

Service & Specific

Instance RatingSM&O

Support & Readiness

SM&O Support & Readiness

Resource ProvisioningResource

Provisioning

Resource Trouble

Management

Resource Trouble

Management

Resource Performance Management

Resource Performance ManagementRM&O

Support & Readiness

RM&O Support & Readiness

Resource Data Collection & ProcessingResource Data Collection & Processing

Supply Chain Strategy & Planning


Supply Chain Development &

Change Management


Change Management

Supply Chain Capability Delivery


S/P Interface ManagementS/P Interface Management

S/P Requisition

Management

S/P Requisition

Management

S/P Problem Reporting &

Management


Management

S/P Settlements & Billing

Management


Management

S/P Performance Management

S/P Performance ManagementS/PRM

Support & Readiness

S/PRM Support & Readiness

Supplier/Partner

StrategicBusiness Planning


BusinessDevelopment

BusinessDevelopment

EnterpriseArchitectureManagement


GroupEnterprise

Management

GroupEnterprise

Management

Enterprise Risk ManagementBusiness Continuity

Management

Business Continuity

ManagementSecurity

ManagementFraud

ManagementAudit

ManagementInsurance

Management

Enterprise Effectiveness ManagementProcess

Management & Support

Process Management &

Support

Enterprise Quality

Management

Enterprise Quality

Management

Program & Project

Management

Program & Project

Management



Facilities Management &

Support


Support

Knowledge & Research ManagementKnowledge

ManagementKnowledge

ManagementResearch

ManagementTechnology Scanning

Technology Scanning

Financial & Asset ManagementFinancial

ManagementFinancial

ManagementAsset

ManagementAsset

ManagementProcurement ManagementProcurement Management

Stakeholder & External Relations ManagementCorporate

Communications & Image Management

Corporate Communications &

Image Management

Community Relations

Management

Community Relations

Management

Shareholder Relations

Management


Management

RegulatoryManagementRegulatory

ManagementLegal

ManagementLegal

Management

Board & Shares/Securities

Management


Management

Human Resources ManagementHR Policies &

PracticesHR Policies &

PracticesOrganization DevelopmentOrganization Development

Workforce Strategy

Workforce Strategy



Employee & Labor RelationsManagement


? Info & Comm System Support ?

? Work TaskAssignment ?





? Work TaskAssignment ?? Work TaskAssignment ?

Customer







Strategy & Commit





Planning


Planning

Market Strategy &

Policy

Market Strategy &

Policy


& Readiness









& Promotion


& Promotion


Retirement


Retirement

Sales Development

Sales Development



Management


Management

Customer QoS/SLA

Management

Customer QoS/SLA

Management


SellingSelling

Order Handling

Order Handling











Retirement


Retirement






Retirement


Retirement


Activation


Activation

Service Problem

Management

Service Problem

Management

Service Quality

Management

Service Quality

Management

Service & Specific

Instance Rating

Service & Specific

Instance RatingSM&O

Support & Readiness



Provisioning

Resource Trouble

Management

Resource Trouble

Management



Support & Readiness






Change Management


Change Management




S/P Requisition

Management

S/P Requisition

Management


Management


Management


Management


Management



Support & Readiness


Supplier/Partner



BusinessDevelopment

BusinessDevelopment



GroupEnterprise

Management

GroupEnterprise

Management


Management

Business Continuity

ManagementSecurity

ManagementFraud

ManagementAudit

ManagementInsurance

Management




Support

Enterprise Quality

Management

Enterprise Quality

Management

Program & Project

Management

Program & Project

Management




Support


Support


ManagementKnowledge

ManagementResearch


Technology Scanning


ManagementFinancial

ManagementAsset

ManagementAsset





Image Management

Community Relations

Management

Community Relations

Management


Management


Management


ManagementLegal

ManagementLegal

Management


Management


Management




Workforce Strategy

Workforce Strategy





Customer







Strategy & Commit





Planning


Planning

Market Strategy &

Policy

Market Strategy &

Policy


& Readiness









& Promotion


& Promotion


Retirement


Retirement

Sales Development

Sales Development



Management


Management

Customer QoS/SLA

Management

Customer QoS/SLA

Management


SellingSelling

Order Handling

Order Handling











Retirement


Retirement






Retirement


Retirement


Activation


Activation

Service Problem

Management

Service Problem

Management

Service Quality

Management

Service Quality

Management

Service & Specific

Instance Rating

Service & Specific

Instance RatingSM&O

Support & Readiness



Provisioning

Resource Trouble

Management

Resource Trouble

Management



Support & Readiness






Change Management


Change Management




S/P Requisition

Management

S/P Requisition

Management


Management


Management


Management


Management



Support & Readiness


Supplier/Partner



BusinessDevelopment

BusinessDevelopment



GroupEnterprise

Management

GroupEnterprise

Management


Management

Business Continuity

ManagementSecurity

ManagementFraud

ManagementAudit

ManagementInsurance

Management




Support

Enterprise Quality

Management

Enterprise Quality

Management

Program & Project

Management

Program & Project

Management




Support


Support


ManagementKnowledge

ManagementResearch


Technology Scanning


ManagementFinancial

ManagementAsset

ManagementAsset





Image Management

Community Relations

Management

Community Relations

Management


Management


Management


ManagementLegal

ManagementLegal

Management


Management


Management




Workforce Strategy

Workforce Strategy















? Work TaskAssignment ?? Work TaskAssignment ?? Work TaskAssignment ?

17

Example Interactions Flow: Ordering Example Interactions Flow: Ordering (Fulfillment)(Fulfillment)





Customer Interface Management

Selling

OrderConfirmedby Customer

Order HandlingCustomer OrderProcessing Requested

DesignConfirmation byCustomerEngineeringRequested

DesignAccepted byCustomer

CompletionAdvised toCustomer

Retention & Loyalty

PriorityRequested

PriorityAdvised

Service Configuration & Activation

InternalServiceOrderInitiated

ServiceActivated

DesignCompleted

DesignRequested

Resource Provisioning

InternalWork OrderInitiated

CapacityRequested

ResourceActivationRequestedCapacity

Reserved

InternalResourceProvisioningCompleted

ResourceActivated

External SupplierSelection Required

External Component Requested

ExternalResourceActivated

Customer places Order


Management

Customer QoS/SLA

Management

Service Detailsfor Billing

Service Detailsfor Assurance

External OrderIssued

Order CompletionNotification

S/P Requisition Management





Customer Interface Management

Selling

OrderConfirmedby Customer

Order HandlingCustomer OrderProcessing Requested

DesignConfirmation byCustomerEngineeringRequested


CompletionAdvised toCustomer

Retention & Loyalty

PriorityRequested

PriorityAdvised

Service Configuration & Activation

InternalServiceOrderInitiated

ServiceActivated

DesignCompleted

DesignRequested

Resource Provisioning


CapacityRequested

ResourceActivationRequestedCapacity

Reserved

InternalResourceProvisioningCompleted

ResourceActivated

External SupplierSelection Required

External Component Requested


Customer places Order


Management

Customer QoS/SLA

Management




Order CompletionNotificationOrder CompletionNotification

S/P Requisition ManagementS/P Requisition Management

18

Example Process Dynamics Flow: Ordering Example Process Dynamics Flow: Ordering (Fulfillment)(Fulfillment)

MarketProduct &Customer

Resource(Application,Computingand Network)

Supplier/Partner

Service

Customerrequests SPoffering

Customer InterfaceManagement Customer Interface

ManagementCustomer InterfaceManagement

Selling

CustomerRequestReceived

CustomerOrderConfirmed

S/P RequisitionManagement

ExternalComponentRequested




ServiceConfiguration &Activation

ResourceAllocated


External Supplier required

ResourceAllocationrequested




Internal ResourceProvisioningCompleted

ResourceActivationrequested

OrderHandling

Customer OrderInitiated

Design Requested

Order Handling

Design Completed

Design Confirmationby Engineeringrequested

OrderHandling

InternalService OrderInitiated


Retention &Loyalty

PriorityRequested

Priority Advised





ResourceActivated


External ResourceActivated

Order Handling

Service Activated

Completion advisedto Customer

OrderCompletionNotification



Resource(Application,Computingand Network)

Supplier/Partner

Service




Selling



S/P RequisitionManagement

ExternalComponentRequested





ResourceAllocated


External Supplier required

ResourceAllocationrequested




Internal ResourceProvisioningCompleted

ResourceActivationrequested

OrderHandling


Design Requested

Order Handling

Design Completed


OrderHandling



Retention &Loyalty

PriorityRequested

Priority Advised





ResourceActivated


External ResourceActivated

Order Handling

Service Activated


OrderCompletionNotification


19

Example Process Dynamics Flow: Ordering Example Process Dynamics Flow: Ordering (Fulfillment) (Fulfillment) -- DetailDetail


Service



Management

Selling





OrderHandling


Design Requested

Order Handling

Design Completed


OrderHandling



Retention &Loyalty

PriorityRequested

Priority Advised


Service



Management

Selling


Customer Order Confirmed



OrderHandling


Design Requested

Order Handling

Design Completed


OrderHandling



Retention &Loyalty

PriorityRequested

Priority Advised


Resource(A pplication,Computingand Netw ork)

Supplier/Partner

Service




Selling



S/P Buying S/P PurchaseOrderManagement

Ex ternalComponentRequested

ResourceProvisioning &A llocation to ServiceInstance

ResourcePr ovisioning &A llocation toService Instance

ResourceProvisioning &A llocation to ServiceInstance

ServiceConf iguration &Activation

ResourceA llocated


Ex ternal Supplier required

ResourceA llocationrequested




Internal ResourcePr ovisionningCompleted

ResourceActivationr equested

OrderHandling


Des ign Requested

Or der Handling

Des ign Completed

Des ign Conf irmationby Engineeringrequested

OrderHandling



Retention &Loyalty

Pr iorityRequested

Priority Advised

Ex ternal OrderIssued


Service Detailsf or Billing


ResourceActivated

S/P PurchaseOrderManagement

External ResourceAcrivated

Order Handling

Service Activated


OrderCompletionNotif ication


20

eTOM Adoptions (eTOM Adoptions (SPsSPs))

eTOM is a reference guideline in the definition of the Vodafone worldwide IT Enterprise Architecture.

Telstra enhanced the core eTOM Framework to create a Framework for all Process Elements in Telstra down to Level 4.

eTOM is referenced in the design and implementation of the New Broadband Services Management Architecture.

eTOM is used in the definition and implementation of the business Process Framework for the merged Telia and Sonera companies.

eTOM is used to provide the basic framework for describing the process scope and positions the process capabilities of current / future systems. It also provides a neutral reference model with an associated lexicon for the processes to be addressed.

eTOM is used to map functionality of existing systemsand discover redundancies.

21

eTOM Adoptions (Vendors, eTOM Adoptions (Vendors, SIsSIs, etc), etc)Reorganized existing BPM and Best Practices around eTOM, with strategic decision to increase participation in eTOM team work. Introduced internal eTOM training, with eTOM as a common language and reference throughout the company. Mapped Amdocs products to eTOM, and used as sales tool.

Used eTOM to map existing industry processes, analyze business drivers and pains, and guide the design of new processes. Also,as a framework for ISV & SI Partnerships

Have developed Telecom Reference Business Model based on eTOM (Levels 1,2 & 3), and extended to Levels 5 & 6 for business scenario investigation, legacy system gap analysis, new OSS/BSS specification, consultancy support, etc

Used eTOM for internal product training, product features cross-referencing and functional gap analysis, marketing analysis (competitors/partners), customer communication (incl. RFI/RFP), workflow “seed” processes

Used eTOM for mapping Motorola products and managed services, for gap analysis of solution portfolio and for partnership communications

22

eTOM Relationships with Industry GroupseTOM Relationships with Industry GroupseTOM has been formally approved as an ITU-T Recommendation (M.3050): “M.3050 aims to improve efficiency of the business processes at the heart of any service providers' operation. The new framework will be used by industry to more efficiently implement operations and business support systems (OSS/BSS) and by ITU in the continued production of OSS/BSS specifications.”

OSS/J (enabling marketplace of interchangeable, interoperable components that can be rapidly and cost effectively assembled into end-to-end telecommunications solutions) and TMF have established a formal partnership. OSS/J is the first and only technology specific realization of TMF’s NGOSS. eTOM has been used by as the base for the OSS/J Roadmap since 2001.

RosettaNet (enabling supply chain optimization for the high technology sector) and TMF have established formal partnership. eTOM business processes will be mapped to RosettaNet processes.

23

eTOM Futures: Ongoing WorkeTOM Futures: Ongoing WorkCurrent

Guidelines on eTOM application and useProcess metrication, KPIs/KQIs. etcDetailed eTOM mapping for ITIL process flows, etcBilling eTOM applications and process flowsResource Management mappings to network/element management scenarios, and process flows

PlannedeTOM Compliance - approach and testsLinkage with other industry work (RosettaNet, SCOR, BPMI, etc)Security ManagementConsideration of further process decomposition detail

24

Getting Involved with eTOMGetting Involved with eTOMContributions needed:

for member review and comment on resultsfor member participation in the ongoing work with expertise in a variety of areas….

More contributions and resources wanted on the eTOM team!

Is there a work area important for your business?Do you have a view on the technical debate?Do you want feedback or advice on using eTOM?Do you want to influence where eTOM goes?

…. Then join the eTOM Team!

25

Thank You for ListeningThank You for Listening

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Documents

The Enhanced Telecom Operations Map (eTOM) Update …dpnm.postech.ac.kr/papers/TMW/TMW2004-LongBeach/TMW3002 NG… · The Enhanced Telecom Operations Map® (eTOM) Update on Developments