(PD) Documentos - ETOM - Release 12-0 v12-3 1

TM Forum 2012
Business Process
Framework (eTOM)
For The Information and Communications Services Industry

Addendum DX:
Extended Process Decompositions and Descriptions

GB921 Addendum DX
Version 12.3

April, 2012
Business Process Framework (eTOM) Extended Process Decompositions and Descriptions
GB921 Addendum DX, Version 12.3 TM Forum 2012 Page 2 of 1460
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Table of Contents
NOTICE ....................................................................................................................................................................... 2
TABLE OF CONTENTS ............................................................................................................................................ 3
LIST OF FIGURES ................................................................................................................................................... 37
PREFACE .................................................................................................................................................................. 47
BUSINESS PROCESS FRAMEWORK ............................................................................................................................. 47
INTRODUCTION ..................................................................................................................................................... 49
Process Associations and IDs .............................................................................................................................. 50
PROCESS DECOMPOSITIONS & DESCRIPTIONS .......................................................................................... 51
1.1.1.1 CRM - SUPPORT & READINESS .................................................................................................................... 51
CRM - Support & Readiness ................................................................................................................................ 51
Support Customer Interface Management ........................................................................................................... 52
Support Order Handling ...................................................................................................................................... 53
Support Problem Handling .................................................................................................................................. 55
Support Retention & Loyalty ............................................................................................................................... 56
Support Marketing Fulfillment ............................................................................................................................ 57
Support Selling .................................................................................................................................................... 58
Support Customer QoS/SLA ................................................................................................................................ 59
Manage Campaign .............................................................................................................................................. 60
Manage Customer Inventory ............................................................................................................................... 61
Manage Product Offering Inventory .................................................................................................................... 62
Manage Sales Inventory ...................................................................................................................................... 64
Support Bill Invoice Management ....................................................................................................................... 65
Support Bill Payments & Receivables Management ............................................................................................ 66
Support Bill Inquiry Handling ............................................................................................................................. 67
Support Billing & Collections (DELETED) ........................................................................................................ 68
1.1.1.1.1 SUPPORT CUSTOMER INTERFACE MANAGEMENT ...................................................................................... 69
Support Customer Interface Management ........................................................................................................... 69
Ensure Customer Interface Capability ................................................................................................................ 70
Undertake Customer Contacts Trend Analysis .................................................................................................... 71
1.1.1.1.2 SUPPORT ORDER HANDLING ...................................................................................................................... 72
Support Order Handling ...................................................................................................................................... 72
Ensure Order Handling Capability ..................................................................................................................... 74
Forecast Order Handling Requirements ............................................................................................................. 75
Capacity Plan Order Handling Infrastructure .................................................................................................... 75
Manage Order Handling Organizational Changes ............................................................................................. 76
Support Order Handling Infrastructure Deployment .......................................................................................... 77
Approve Order Handling Procedues ................................................................................................................... 77
Accept Order Handling Infrastructure ................................................................................................................ 78
Address Order Handling infrastructure Issues .................................................................................................... 79
Roll-out Order Handling Infrastructure .............................................................................................................. 79
Detect Order Handling infrastructure Shortfalls................................................................................................. 80
Rebalance Order Handling Infrastructure Utilization ........................................................................................ 81
Remove Order Handling Infrastructure............................................................................................................... 81
Report Order Handling Infrastructure Capacity ................................................................................................. 82
Track Third-Party Order Handling Infrastructure Deployment .......................................................................... 83
Report Order Handling Infrastructure Deployment Process Capability ............................................................. 83
Manage Order Handling Notification ................................................................................................................. 84
Undertake Order Handling Trend Analysis ......................................................................................................... 85
1.1.1.1.3 SUPPORT PROBLEM HANDLING .................................................................................................................. 85
Support Problem Handling .................................................................................................................................. 86
Ensure Product Offering Operation .................................................................................................................... 87
Undertake Product Offering Trend Analysis ....................................................................................................... 88
Request Product Offering Data Collection .......................................................................................................... 88
Request Product Offering Performance Testing .................................................................................................. 89
Manage Product Offering Maintenenance Programs ......................................................................................... 90
Request Provisioning Intervention....................................................................................................................... 90
Report Product Offering Trend Analysis ............................................................................................................. 91
Track Problem Handling Process Capability ...................................................................................................... 92
Manage Problem Handling Notification ............................................................................................................. 92
Undertake Problem Handling Trend Analysis ..................................................................................................... 93
1.1.1.1.5 SUPPORT RETENTION & LOYALTY ............................................................................................................. 94
Support Retention & Loyalty ............................................................................................................................... 94
Ensure Retention & Loyalty Capability ............................................................................................................... 95
Undertake Retention & Loyalty Trend Analysis .................................................................................................. 96
1.1.1.1.6 SUPPORT MARKETING FULFILLMENT ........................................................................................................ 97
Support Marketing Fulfillment ............................................................................................................................ 97
Ensure Marketing Fulfillment Capability ............................................................................................................ 98
Undertake Marketing Fulfillment Trend Analysis ............................................................................................... 98
1.1.1.1.7 SUPPORT SELLING ..................................................................................................................................... 99
Support Selling .................................................................................................................................................. 100
Ensure Selling Capability .................................................................................................................................. 101
Manage Sales Channels ..................................................................................................................................... 102
Manage Sales Leads .......................................................................................................................................... 103
Undertake Selling Trend Analysis ..................................................................................................................... 103
1.1.1.1.8 SUPPORT CUSTOMER QOS/SLA ............................................................................................................... 104
Support Customer QoS/SLA .............................................................................................................................. 104
Ensure Customer QoS/SLA Capability .............................................................................................................. 106
Monitor Product Offerings ................................................................................................................................ 106
Maintain Product Offering Performance Threshold Standards ........................................................................ 107
Monitoring Product Offering Performance Analyses ........................................................................................ 108
Aggregate QoS Performance Analysis............................................................................................................... 108
Assist Trend Analysis Development ................................................................................................................... 109
Log Product Offering Analysis Results .............................................................................................................. 110
Agree Service Outages ....................................................................................................................................... 110
Track Customer QoS/SLA Management Process Capability ............................................................................. 111
Manage Customer QoS/SLA Management Notification .................................................................................... 112
Undertake QoS/SLA Performance Trend Analysis ............................................................................................ 112
1.1.1.1.9 MANAGE CAMPAIGN ............................................................................................................................... 113
Manage Campaign ............................................................................................................................................ 114
Ensure Campaign Support ................................................................................................................................. 114
Undertake Campaign Trend Analysis ................................................................................................................ 115
Modify Campaign .............................................................................................................................................. 116
Report Campaign Effectiveness ......................................................................................................................... 116
1.1.1.1.10 MANAGE CUSTOMER INVENTORY ......................................................................................................... 117
Manage Customer Inventory ............................................................................................................................. 117
Identify Relevant Customer Inventory Information ........................................................................................... 118
Maintain Customer Inventory facilities ............................................................................................................. 119
Manage Customer Inventory Capture ............................................................................................................... 120
Control Customer Inventory Access .................................................................................................................. 120
Ensure Customer Inventory Data Quality ......................................................................................................... 121
Track Customer Inventory Usage ...................................................................................................................... 122
Identify Customer Inventory Shortcomings ....................................................................................................... 123
1.1.1.1.11 MANAGE PRODUCT OFFERING INVENTORY ........................................................................................... 123
Manage Product Offering Inventory .................................................................................................................. 124
Identify Relevant Product Offering Inventory Information ................................................................................ 125
Maintain Product Offering Inventory facilities ................................................................................................. 126
Manage Product Offering Inventory Capture .................................................................................................... 127
Control Product Offering Inventory Access ...................................................................................................... 127
Ensure Product Offering Inventory Data Quality.............................................................................................. 128
Track Product Offering Inventory Usage .......................................................................................................... 129
Identify Product Offering Inventory Shortcomings ............................................................................................ 129
1.1.1.1.12 MANAGE SALES INVENTORY ................................................................................................................. 130
Manage Sales Inventory .................................................................................................................................... 131
Identify Relevant Sales Inventory Information .................................................................................................. 132
Maintain Sales Inventory facilities .................................................................................................................... 132
Manage Sales Inventory Capture ...................................................................................................................... 133
Control Sales Inventory Access ......................................................................................................................... 134
Ensure Sales Inventory Data Quality ................................................................................................................ 134
Track Sales Inventory Usage ............................................................................................................................. 135
Identify Sales Inventory Shortcomings .............................................................................................................. 136
1.1.1.1.13 SUPPORT BILL INVOICE MANAGEMENT ................................................................................................. 137
Support Bill Invoice Management ..................................................................................................................... 137
Determine Bill Invoice Management Capability ............................................................................................... 139
Establish & Maintain Bill Invoice Format ........................................................................................................ 139
Maintain Bill Customers List ............................................................................................................................. 140
Define Billing Cycle ........................................................................................................................................... 141
Analyze Billing Trend ........................................................................................................................................ 142
Design & Develop Invoicing Process ................................................................................................................ 143
1.1.1.1.14 SUPPORT BILL PAYMENTS & RECEIVABLES MANAGEMENT .................................................................. 144
Support Bill Payments & Receivables Management .......................................................................................... 144
Determine Bill Payments & Receivables Management Capability .................................................................... 145
Analyze Customer Payment Trend ..................................................................................................................... 146
Administer Customer Payment Processes ......................................................................................................... 147
1.1.1.1.15 SUPPORT BILL INQUIRY HANDLING ....................................................................................................... 148
Support Bill Inquiry Handling ........................................................................................................................... 148
Determine Bill Inquiry Handling Capability ..................................................................................................... 149
Manage Billing Policy ....................................................................................................................................... 150
Analyze Bill Inquiry Trend ................................................................................................................................. 150
1.1.1.2 CUSTOMER INTERFACE MANAGEMENT....................................................................................................... 152
Customer Interface Management....................................................................................................................... 152
Manage Contact ................................................................................................................................................ 153
Manage Request (Including Self Service) .......................................................................................................... 153
Analyze & Report on Customer ......................................................................................................................... 154
Mediate & Orchestrate Customer Interactions ................................................................................................. 155
1.1.1.2.1 MANAGE CONTACT ................................................................................................................................. 156
Manage Contact ................................................................................................................................................ 156
Identify Contact ................................................................................................................................................. 157
Develop Contact ................................................................................................................................................ 158
1.1.1.2.2 MANAGE REQUEST (INCLUDING SELF SERVICE) ...................................................................................... 158
Manage Request (Including Self Service) .......................................................................................................... 159
Handle Request .................................................................................................................................................. 160
Provide Request Status ...................................................................................................................................... 160
Close Request .................................................................................................................................................... 161
1.1.1.2.3 ANALYZE & REPORT ON CUSTOMER ....................................................................................................... 162
Analyze & Report on Customer ......................................................................................................................... 162
Analyze Customer Requests & Contacts ............................................................................................................ 163
Report Customer Requests & Contacts.............................................................................................................. 163
1.1.1.2.4 MEDIATE & ORCHESTRATE CUSTOMER INTERACTIONS ........................................................................... 164
Mediate & Orchestrate Customer Interactions ................................................................................................. 165
Identify Customer Interactions Data Formats ................................................................................................... 165
Orchestrate Customer Interactions ................................................................................................................... 166
Mediate Customer Interactions ......................................................................................................................... 167
1.1.1.3 MARKETING FULFILLMENT RESPONSE ....................................................................................................... 168
Marketing Fulfillment Response ........................................................................................................................ 168
Issue & Distribute Marketing Collaterals ......................................................................................................... 169
Track Leads ....................................................................................................................................................... 170
1.1.1.3.1 ISSUE & DISTRIBUTE MARKETING COLLATERALS ................................................................................... 170
Issue & Distribute Marketing Collaterals ......................................................................................................... 171
Handle Marketing Collateral Distributution ..................................................................................................... 172
Customize Marketing Collateral ........................................................................................................................ 173
1.1.1.3.2 TRACK LEADS .......................................................................................................................................... 173
Track Leads ....................................................................................................................................................... 174
Track Marketing Leads ...................................................................................................................................... 175
Evaluate Marketing Leads ................................................................................................................................. 175
1.1.1.4 SELLING ...................................................................................................................................................... 176
Selling ................................................................................................................................................................ 177
Manage Prospect ............................................................................................................................................... 177
Qualify Opportunity ........................................................................................................................................... 178
Negotiate Sales/Contract ................................................................................................................................... 179
Acquire Customer Data ..................................................................................................................................... 180
Cross/Up Selling ................................................................................................................................................ 181
Develop Sales Proposal ..................................................................................................................................... 182
Manage Sales Accounts ..................................................................................................................................... 183
1.1.1.4.1 MANAGE PROSPECT ................................................................................................................................. 183
Manage Prospect ............................................................................................................................................... 184
Analyze Prospect Needs ..................................................................................................................................... 185
Identify Potential Solutions ................................................................................................................................ 185
Assign Prospect to Sales Channel ..................................................................................................................... 186
Track & Report Prospect ................................................................................................................................... 187
1.1.1.4.2 QUALIFY & EDUCATE CUSTOMER ........................................................................................................... 187
Qualify Opportunity ........................................................................................................................................... 188
Define Alternative/Customized Solutions .......................................................................................................... 189
Assess Potential Development & Risk ............................................................................................................... 189
Assess Strategic Impacts .................................................................................................................................... 190
1.1.1.4.3 NEGOTIATE SALES/CONTRACT ................................................................................................................ 191
Negotiate Sales/Contract ................................................................................................................................... 191
Negotiate Standard Terms & Conditions ........................................................................................................... 192
Develop & Negotiate Non-standard Terms & Conditions ................................................................................. 193
Obtain Customer Agreement ............................................................................................................................. 194
1.1.1.4.4 ACQUIRE CUSTOMER DATA ..................................................................................................................... 195
Acquire Customer Data ..................................................................................................................................... 195
Determine Required Customer Data ................................................................................................................. 196
Capture & Record Customer Data .................................................................................................................... 197
1.1.1.4.5 CROSS/UP SELLING.................................................................................................................................. 198
Cross/Up Selling ................................................................................................................................................ 198
Analyze Customer Trends .................................................................................................................................. 199
Recommend Appropriate Offerings ................................................................................................................... 200
1.1.1.4.6 DEVELOP SALES PROPOSAL ..................................................................................................................... 201
Develop Sales Proposal ..................................................................................................................................... 201
Ascertain Customer Requirements ..................................................................................................................... 202
Determine Support for Customer Requirements ................................................................................................ 203
Develop Proposal against Customer Requirements .......................................................................................... 204
1.1.1.4.7 MANAGE SALES ACCOUNTS .................................................................................................................... 205
Manage Sales Accounts ..................................................................................................................................... 205
Contact Customer (on regular basis) ................................................................................................................ 206
Develop Contacts & Lleads ............................................................................................................................... 207
1.1.1.5 ORDER HANDLING ...................................................................................................................................... 207
Order Handling ................................................................................................................................................. 208
Determine Customer Order Feasibility ............................................................................................................. 209
Authorize Credit ................................................................................................................................................ 210
Track & Manage Customer Order Handling ..................................................................................................... 211
Complete Customer Order ................................................................................................................................. 212
Issue Customer Orders ...................................................................................................................................... 212
Report Customer Order Handling ..................................................................................................................... 214
Close Customer Order ....................................................................................................................................... 214
Receive PO & Issue Orders (DELETED) .......................................................................................................... 215
1.1.1.5.4 TRACK & MANAGE CUSTOMER ORDER HANDLING ................................................................................. 216
Track & Manage Customer Order Handling ..................................................................................................... 216
Manage Customer Order ................................................................................................................................... 217
Track Customer Order ....................................................................................................................................... 218
1.1.1.5.5 COMPLETE CUSTOMER ORDER ................................................................................................................ 219
Complete Customer Order ................................................................................................................................. 219
Manage Customer Information ......................................................................................................................... 220
Manage Customer Interaction .......................................................................................................................... 221
1.1.1.5.6 ISSUE CUSTOMER ORDERS ....................................................................................................................... 222
Issue Customer Orders ...................................................................................................................................... 222
Assess Customer Order...................................................................................................................................... 223
Issue Customer Order ........................................................................................................................................ 224
1.1.1.5.7 REPORT CUSTOMER ORDER HANDLING ................................................................................................... 225
Report Customer Order Handling ..................................................................................................................... 225
Monitor Customer Order Status ........................................................................................................................ 226
Manage Customer Order Status Notification .................................................................................................... 227
Report Customer Order Status .......................................................................................................................... 227
1.1.1.6 PROBLEM HANDLING .................................................................................................................................. 228
Problem Handling ............................................................................................................................................. 228
Isolate Customer Problem ................................................................................................................................. 230
Report Customer Problem ................................................................................................................................. 230
Track & Manage Customer Problem ................................................................................................................. 231
Close Customer Problem Report ....................................................................................................................... 233
Create Customer Problem Report ..................................................................................................................... 233
Correct & Recover Customer Problem ............................................................................................................. 234
1.1.1.6.1 ISOLATE CUSTOMER PROBLEM ................................................................................................................ 235
Isolate Customer Problem ................................................................................................................................. 236
Verify Product Configuration ............................................................................................................................ 236
Perform Specific Customer Problem Diagnostics ............................................................................................. 237
Perform Specific Customer Problem Tests ........................................................................................................ 238
Notify T&M Root Cause Customer Problem ..................................................................................................... 238
1.1.1.6.2 REPORT CUSTOMER PROBLEM ................................................................................................................. 239
Report Customer Problem ................................................................................................................................. 239
Monitor Customer Problem ............................................................................................................................... 240
Distribute Customer Problem Notifications ...................................................................................................... 241
Distribute Customer Problem Management Reports & Summaries .................................................................. 242
Generate Customer Problem Management Reports .......................................................................................... 242
Notify Customer Problem .................................................................................................................................. 243
Issue Customer Problem Management Summaries ........................................................................................... 244
1.1.1.6.3 TRACK & MANAGE CUSTOMER PROBLEM ............................................................................................... 245
Track & Manage Customer Problem ................................................................................................................. 245
Coordinate Customer Problem .......................................................................................................................... 246
Cancel Customer Problem ................................................................................................................................. 247
Escalate/End Customer Problem ....................................................................................................................... 248
Engage External Service Suppliers .................................................................................................................... 248
Monitor Customer Problem Jeopardy Status .................................................................................................... 249
1.1.1.6.4 CLOSE CUSTOMER PROBLEM REPORT ..................................................................................................... 250
Close Customer Problem Report ....................................................................................................................... 250
Contact Customer for Feedback ........................................................................................................................ 251
1.1.1.6.6 CORRECT & RECOVER CUSTOMER PROBLEM .......................................................................................... 252
Correct & Recover Customer Problem ............................................................................................................. 252
Manage Product Restoration ............................................................................................................................. 253
Report Product Restoration Results .................................................................................................................. 254
1.1.1.7 CUSTOMER QOS/SLA MANAGEMENT ........................................................................................................ 255
Customer QoS/SLA Management ...................................................................................................................... 255
Assess Customer QoS/SLA Performance ........................................................................................................... 256
Manage QoS/SLA Violation ............................................................................................................................... 257
Track & Manage Customer QoS Performance Resolution ................................................................................ 258
Close Customer QoS Performance Degradation Report ................................................................................... 259
Create Customer QoS Performance Degradation Report ................................................................................. 260
Report Customer QoS Performance .................................................................................................................. 261
1.1.1.7.1 ASSESS CUSTOMER QOS/SLA PERFORMANCE ........................................................................................ 262
Assess Customer QoS/SLA Performance ........................................................................................................... 262
Collect QoS Information .................................................................................................................................... 263
Convert QoS Information .................................................................................................................................. 264
Check QoS Thresholds Met ............................................................................................................................... 264
Maintain Overview of Product Offering Quality ............................................................................................... 265
Prepare/Follow-up for Performance Reviews ................................................................................................... 266
Carry Out Performance Reviews ....................................................................................................................... 266
1.1.1.7.2 MANAGE QOS/SLA VIOLATION .............................................................................................................. 267
Manage QoS/SLA Violation ............................................................................................................................... 267
Analyze QoS Violation ....................................................................................................................................... 268
Take QoS Violation Action ................................................................................................................................ 269
Follow-up QoS Violation Action........................................................................................................................ 270
Inform Cuustomer on QoS Impacts ................................................................................................................... 270
1.1.1.7.3 REPORT CUSTOMER QOS PERFORMANCE ................................................................................................ 271
Report Customer QoS Performance .................................................................................................................. 272
Monitor Customer QoS Report Status ............................................................................................................... 272
Notify Changes on Customer QoS Report Status ............................................................................................... 273
Distribute Customer QoS/SLA Management Reports & Summaries ................................................................. 274
1.1.1.7.4 CREATE CUSTOMER QOS PERFORMANCE DEGRADATION REPORT .......................................................... 275
Create Customer QoS Performance Degradation Report ................................................................................. 275
Create Customer QoS Report ............................................................................................................................ 276
Modify Customer QoS Report ............................................................................................................................ 277
Requst Cancellation of Customer QoS Report ................................................................................................... 278
1.1.1.7.5 TRACK & MANAGE CUSTOMER QOS PERFORMANCE RESOLUTION ......................................................... 278
Track & Manage Customer QoS Performance Resolution ................................................................................ 279
Update Customer QoS Report with Analysis Results ......................................................................................... 280
Co-ordinate Customer QoS Analysis, Restoratin & Repair............................................................................... 281
Request Service Performance Degradation Report Creation and Update ........................................................ 281
Modify Customer QoS Report Information ........................................................................................................ 282
Modify Customer QoS Report Status ................................................................................................................. 283
Cancel Customer QoS Report ............................................................................................................................ 284
Escalate/End Customer QoS Report .................................................................................................................. 284
Engage External Product Suppliers .................................................................................................................. 285
Clear Customer QoS Report Status ................................................................................................................... 286
1.1.1.9 RETENTION & LOYALTY ............................................................................................................................. 287
Retention & Loyalty ........................................................................................................................................... 287
Establish & Terminate Customer Relationship ................................................................................................. 288
Build Customer Insight ...................................................................................................................................... 289
Analyze & Manage Customer Risk .................................................................................................................... 290
Personalize Customer Profile for Retention & Loyalty ..................................................................................... 290
1.1.1.9.1 ESTABLISH & TERMINATE CUSTOMER RELATIONSHIP............................................................................. 292
Establish & Terminate Customer Relationship ................................................................................................. 293
Verify Customer Identify .................................................................................................................................... 294
Establish New Customer Identity ....................................................................................................................... 295
Terminate Customer Relatoinship ..................................................................................................................... 295
Clean-ip & Archive Customer Identifying Information ..................................................................................... 296
1.1.1.9.2 BUILD CUSTOMER INSIGHT ...................................................................................................................... 297
Build Customer Insight ...................................................................................................................................... 298
Gather Customer Information ........................................................................................................................... 299
Report Customer Information ............................................................................................................................ 299
1.1.1.9.3 ANALYZE & MANAGE CUSTOMER RISK .................................................................................................. 300
Analyze & Manage Customer Risk .................................................................................................................... 301
Ensure Risk Analysis Basis ................................................................................................................................ 301
Ensure Consistent Risk Analysis ........................................................................................................................ 302
Determine Customer Risk .................................................................................................................................. 303
Identify Risk Management Treatment ................................................................................................................ 303
1.1.1.9.4 PERSONALIZE CUSTOMER PROFILE FOR RETENTION & LOYALTY ............................................................ 304
Personalize Customer Profile for Retention & Loyalty ..................................................................................... 304
Collect Customer Personalization Information ................................................................................................. 306
Provide Customer Personalization Information ................................................................................................ 306
Ensure Customer Personalization Opportunities .............................................................................................. 307
1.1.1.9.5 VALIDATE CUSTOMER SATISFACTION ..................................................................................................... 308
Validate Customer Satisfaction ......................................................................................................................... 308
Validate Solution Predicted/Expected Value ..................................................................................................... 309
Vaildate Customer Satisfaction ......................................................................................................................... 310
Initialize after-sales processes ........................................................................................................................... 311
1.1.1.10 BILL INVOICE MANAGEMENT ................................................................................................................... 311
Bill Invoice Management ................................................................................................................................... 312
Apply Pricing, Discounting, Adjustments & Rebates ........................................................................................ 313
Create Customer Bill Invoice ............................................................................................................................ 314
Produce & Distribute Bill .................................................................................................................................. 315
1.1.1.10.1 APPLY PRICING, DISCOUNTING, ADJUSTMENTS & REBATES ................................................................. 316
Apply Pricing, Discounting, Adjustments & Rebates ........................................................................................ 317
Obtain Billing Events ......................................................................................................................................... 317
Apply Pricing, Discounting, Adjustments & Rebates to Customer Account ...................................................... 318
Apply Agreed Customer Bill Adjustment ........................................................................................................... 319
1.1.1.10.2 CREATE CUSTOMER BILL INVOICE ........................................................................................................ 320
Create Customer Bill Invoice ............................................................................................................................ 320
Render & Format Invoice .................................................................................................................................. 321
Deliver Electronic Invoice ................................................................................................................................. 322
Verify Invoice Quality ........................................................................................................................................ 323
Manage Customer Invoice Archive .................................................................................................................... 324
1.1.1.10.3 PRODUCE & DISTRIBUTE BILL ............................................................................................................... 325
Produce & Distribute Bill .................................................................................................................................. 325
Co-ordinate Billing Insertion ............................................................................................................................ 326
Establish & Manage Bill Production Cycle....................................................................................................... 327
Deliver Invoice Information .............................................................................................................................. 328
Administer Commercial Arrangement for Production and Distribution Capability ......................................... 329
Manage Paper and Envelope Availability ......................................................................................................... 330
Manage Production Run to Create Bill ............................................................................................................. 331
Manage Physical Production & Distribution Quality ....................................................................................... 331
1.1.1.11 BILL PAYMENTS & RECEIVABLES MANAGEMENT .................................................................................... 333
Bill Payments & Receivables Management ....................................................................................................... 333
Manage Customer Billing .................................................................................................................................. 334
Manage Customer Payments ............................................................................................................................. 335
Manage Customer Debt Collection ................................................................................................................... 336
1.1.1.11.2 MANAGE CUSTOMER PAYMENTS ........................................................................................................... 337
Manage Customer Payments ............................................................................................................................. 338
Manage Customer Payment Plan ...................................................................................................................... 339
Collect Customer Payment ................................................................................................................................ 340
Reconcile Customer Payment ............................................................................................................................ 341
Manage Back-End Bank Account ...................................................................................................................... 342
Administer Commercial Arrangement for Third Party Supplier ....................................................................... 342
1.1.1.11.3 MANAGE CUSTOMER DEBT COLLECTION .............................................................................................. 343
Manage Customer Debt Collection ................................................................................................................... 344
Identify Overdue Invoice .................................................................................................................................... 345
Administer Overdue Invoice Follow-Up ............................................................................................................ 346
Manage Overdue Invoice Payment .................................................................................................................... 347
Establish & Manage Customer Debt Profiles ................................................................................................... 348
Establish & Manage Commercial Debt Recovery Arrangement ....................................................................... 349
Initiate Customer Debt Recovery Activities ....................................................................................................... 350
Manage Aged Customer Debt Portfolio ............................................................................................................ 351
1.1.1.12 BILL INQUIRY HANDLING ......................................................................................................................... 352
Bill Inquiry Handling ......................................................................................................................................... 352
Create Customer Bill Inquiry Report ................................................................................................................. 353
Assess Customer Bill Inquiry Report ................................................................................................................. 354
Authorize Customer Bill Invoice Adjustment ..................................................................................................... 355
Track & Manage Customer Bill Inquiry Resolution .......................................................................................... 356
Report Customer Bill Inquiry ............................................................................................................................ 358
Close Customer Bill Inquiry Report .................................................................................................................. 359
1.1.1.12.1 CREATE CUSTOMER BILL INQUIRY REPORT........................................................................................... 359
Create Customer Bill Inquiry Report ................................................................................................................. 360
Generate Customer Bill Inquiry ........................................................................................................................ 361
Modify Customer Bill Inquiry ............................................................................................................................ 361
Cancel Customer Bill Inquiry ............................................................................................................................ 362
Convert Customer Bill Inquiry .......................................................................................................................... 363
Request Additional Bill Inquiry Information ..................................................................................................... 364
1.1.1.12.2 ASSESS CUSTOMER BILL INQUIRY REPORT............................................................................................ 365
Assess Customer Bill Inquiry Report ................................................................................................................. 365
Verify Customer Bill Inquiry ............................................................................................................................. 366
Assess and Investigate Customer Bill Inquiry ................................................................................................... 367
Identify Customer Bill Inquiry Root Cause ........................................................................................................ 368
Complete Customer Bill Inquiry Assessment ..................................................................................................... 368
1.1.1.12.3 AUTHORIZE CUSTOMER BILL INVOICE ADJUSTMENT ............................................................................ 369
Authorize Customer Bill Invoice Adjustment ..................................................................................................... 370
Determine Automated Bill Adjustment............................................................................................................... 371
Analyze Detailed Bill Inquiry ............................................................................................................................ 372
Record Customer Bill Invoice Adjustment ......................................................................................................... 372
1.1.1.12.4 TRACK & MANAGE CUSTOMER BILL INQUIRY RESOLUTION ................................................................. 373
Track & Manage Customer Bill Inquiry Resolution .......................................................................................... 374
Schedule Customer Bill Inquiry Analysis and Adjustment Activities ................................................................. 375
Assign Customer Bill Inquiry Analysis and Adjustment Activities ..................................................................... 376
Coordinate Customer Bill Inquiry Analysis and Adjustment Activities ............................................................. 377
Monitor Customer Bill Inquiry Jeopardy Status ................................................................................................ 378
Initiate S/P Customer Bill Inquiry Resolution Request ...................................................................................... 378
1.1.1.12.5 REPORT CUSTOMER BILL INQUIRY ........................................................................................................ 379
Report Customer Bill Inquiry ............................................................................................................................ 380
Monitor Customer Bill Inquiries........................................................................................................................ 381
Provide Customer Bill Inquiry Change Notification ......................................................................................... 382
Provide Management Reports ........................................................................................................................... 382
1.1.1.13 CHARGING ................................................................................................................................................ 383
Charging ............................................................................................................................................................ 384
Perform Rating .................................................................................................................................................. 385
Apply Rate Level Discounts ............................................................................................................................... 386
Aggregate Items For Charging .......................................................................................................................... 386
Manage Customer Charging Hierarchy ............................................................................................................ 387
1.1.1.13.4 MANAGE CUSTOMER CHARGING HIERARCHY ....................................................................................... 388
Manage Customer Charging Hierarchy ............................................................................................................ 388
Calculate Service/Product Value ....................................................................................................................... 389
1.1.1.14 MANAGE BILLING EVENTS ....................................................................................................................... 390
Manage Billing Events ....................................................................................................................................... 390
Enrich Billing Events ......................................................................................................................................... 391
Guide Billing Events .......................................................................................................................................... 392
Mediate Billing Events ....................................................................................................................................... 393
Report Billing Event Records ............................................................................................................................ 394
1.1.1.14.1 ENRICH BILLING EVENTS....................................................................................................................... 394
Enrich Billing Events ......................................................................................................................................... 395
Add Billing Event Data ...................................................................................................................................... 396
Assign Billing Event Price ................................................................................................................................. 397
1.1.1.14.2 GUIDE BILLING EVENTS ........................................................................................................................ 398
Guide Billing Events .......................................................................................................................................... 398
Ensure Billing Event Usage ............................................................................................................................... 399
Distribute Billing Event ..................................................................................................................................... 399
1.1.1.14.3 MEDIATE BILLING EVENTS .................................................................................................................... 400
Mediate Billing Events ....................................................................................................................................... 401
Edit Billing Event ............................................................................................................................................... 402
Reformat Billing Event ...................................................................................................................................... 402
1.1.1.14.4 REPORT BILLING EVENT RECORDS ........................................................................................................ 403
Report Billing Event Records ............................................................................................................................ 404
Generate Billing Event Report ........................................................................................................................... 405
Investigate Billing Event Related Problem ........................................................................................................ 405
Support Billing Event Related Process .............................................................................................................. 406
1.1.1.15 MANAGE BALANCES ................................................................................................................................. 407
Manage Balances .............................................................................................................................................. 407
Manage Balance Policies .................................................................................................................................. 408
Manage Balance Operations ............................................................................................................................. 409
Manage Balance Containers ............................................................................................................................. 410
Authorize Transaction Based on Balance .......................................................................................................... 411
1.1.2.1 SM&O SUPPORT & READINESS .................................................................................................................. 411
SM&O Support & Readiness ............................................................................................................................. 412
Manage Service Inventory ................................................................................................................................. 413
Enable Service Configuration & Activation ...................................................................................................... 414
Support Service Problem Management ............................................................................................................. 416
Enable Service Quality Management ................................................................................................................ 417
Support Service & Specific Instance Rating ...................................................................................................... 418
1.1.2.1.2 ENABLE SERVICE CONFIGURATION & ACTIVATION ................................................................................. 419
Enable Service Configuration & Activation ...................................................................................................... 420
Plan & Forcast Service Infrastructure Requirements and Manage Capacity Planing...................................... 421
Establish, Manage, and Develop Service Infrastructure Organization, Tools and Processes .......................... 422
Develop and Implement Service Infrastructure Capacity and Operational Rules and Procedures ................. 423
Perform Service Infrastructure Acceptance Test and Address & Monitor the Change .................................... 423
Track & Supervise the Rollout of new and/or Modified Infrastructure ............................................................. 424
Monitor, Report and Release Mgmt. of Service Infrastructure and Capacity Utilization ................................. 425
Optimize Existing Service Infrastructure Utilization ......................................................................................... 426
Track, Monitor and Report Resource Provisioning .......................................................................................... 426
Update Service Inventory Record ...................................................................................................................... 427
1.1.2.1.3 SUPPORT SERVICE PROBLEM MANAGEMENT ........................................................................................... 428
Support Service Problem Management ............................................................................................................. 428
Manage Service Problem & Performance Data Collection ............................................................................. 429
Manage Service Infrastructure, Provisioning and Preventive Maintenance Schedules .................................... 430
Report Service Problem Trends ......................................................................................................................... 431
Track, Monitor and Manage Service Problem Processes .................................................................................. 432
Provide Support for Service Problem Processes ............................................................................................... 432
1.1.2.1.4 ENABLE SERVICE QUALITY MANAGEMENT ............................................................................................. 433
Enable Service Quality Management ................................................................................................................ 434
Monitor & Manage Regulatory Issues ............................................................................................................... 435
Establish and Maintain Performance Threshold Standards .............................................................................. 436
Undertake Performance Trend Analysis ............................................................................................................ 436
Monitor and Analyse Service Performance Reports, and Identify Issues .......................................................... 437
Correlate the Service Performance Problem Reports & Manage Inventory Repository ................................... 438
Manage Service Performance Data Collection ................................................................................................. 439
Establish, Maintain and Manage the Support Plans ......................................................................................... 439
Assess and Report Service Quality Management Processes .............................................................................. 440
Provide Supporting Procedures and Quality Management Support ................................................................. 441
1.1.2.2 SERVICE CONFIGURATION & ACTIVATION ................................................................................................. 442
Service Configuration & Activation .................................................................................................................. 442
Design Solution.................................................................................................................................................. 443
Allocate Specific Service Parameters to Services .............................................................................................. 444
Track & Manage Service Provisioning ............................................................................................................. 445
Implement, Configure & Activate Service ......................................................................................................... 447
Test Service End-to-End .................................................................................................................................... 448
Issue Service Orders .......................................................................................................................................... 448
Report Service Provisioning .............................................................................................................................. 450
Close Service Order ........................................................................................................................................... 451
Recover Service ................................................................................................................................................. 451
Deleted (1.1.2.2.6) ............................................................................................................................................. 452
1.1.2.2.1 DESIGN SOLUTION ................................................................................................................................... 453
Design Solution.................................................................................................................................................. 453
Develop Overall Service Design ........................................................................................................................ 455
Develop Service Implementation Plan ............................................................................................................... 455
Develop Detailed Service Design ...................................................................................................................... 456
1.1.2.2.2 ALLOCATE SPECIFIC SERVICE PARAMETERS TO SERVICES ...................................................................... 457
Allocate Specific Service Parameters to Services .............................................................................................. 458
Determine Service Parameter Availability ........................................................................................................ 459
Reserve Service Parameters .............................................................................................................................. 460
Release Service Parameter ................................................................................................................................ 460
Allocate Service Parameters .............................................................................................................................. 461
1.1.2.2.3 TRACK & MANAGE SERVICE PROVISIONING ........................................................................................... 462
Track & Manage Service Provisioning ............................................................................................................. 462
Assign Service Provisioning Activity ................................................................................................................. 463
Track Service Provisioning Activity .................................................................................................................. 464
Manage Service Provisioning Activity ............................................................................................................... 465
1.1.2.2.4 IMPLEMENT, CONFIGURE & ACTIVATE SERVICE ..................................................................................... 466
Implement, Configure & Activate Service ......................................................................................................... 467
Configure Service .............................................................................................................................................. 468
Implement Service .............................................................................................................................................. 469
Activate Service ................................................................................................................................................. 469
1.1.2.2.5 TEST SERVICE END-TO-END .................................................................................................................... 470
Test Service End-to-End .................................................................................................................................... 471
Test Service ........................................................................................................................................................ 472
Develop Service Test Plans ............................................................................................................................... 473
Capture Service Test Results ............................................................................................................................. 473
1.1.2.2.7 ISSUE SERVICE ORDERS ........................................................................................................................... 474
Issue Service Orders .......................................................................................................................................... 475
Assess Service Request ...................................................................................................................................... 476
Create Service Orders ....................................................................................................................................... 477
Mark Service Order for Special Handling ......................................................................................................... 478
1.1.2.2.8 REPORT SERVICE PROVISIONING ............................................................................................................. 479
Report Service Provisioning .............................................................................................................................. 479
Monitor Service Order Status ............................................................................................................................ 480
Distribute Service Order Notification ................................................................................................................ 481
Distribute Service Provisioning Reports ........................................................................................................... 481
1.1.2.2.10 RECOVER SERVICE................................................................................................................................. 482
Recover Service ................................................................................................................................................. 483
Develop Service Recovery Plan ......................................................................................................................... 484
Provide Service Recovery Proposal Notification .............................................................................................. 484
Request Service Recovery Authorization ........................................................................................................... 485
Commence Service Recovery ............................................................................................................................. 486
Complete Service Recovery ............................................................................................................................... 486
1.1.2.3 SERVICE PROBLEM MANAGEMENT ............................................................................................................. 487
Service Problem Management ........................................................................................................................... 487
Create Service Trouble Report .......................................................................................................................... 489
Diagnose Service Problem ................................................................................................................................ 490
Correct & Resolve Service Problem .................................................................................................................. 491
Track & Manage Service Problem .................................................................................................................... 492
Report Service Problem ..................................................................................................................................... 493
Close Service Trouble Report ............................................................................................................................ 494
Survey & Analyze Service Problem ................................................................................................................... 495
1.1.2.3.1 CREATE SERVICE TROUBLE REPORT........................................................................................................ 496
Create Service Trouble Report .......................................................................................................................... 497
Generate Service Problem ................................................................................................................................. 498
Convert Report To Service Problem Format ..................................................................................................... 498
Estimate Time For Restoring Service ................................................................................................................ 499
Convert Report To Service Problem Format .................................................................................................... 500
1.1.2.3.2 DIAGNOSE SERVICE PROBLEM ................................................................................................................. 501
Diagnose Service Problem ................................................................................................................................ 501
Verify Service Configuration ............................................................................................................................. 502
Perform Specific Service Problem Diagnostics ................................................................................................. 503
Perform Specific Service Problem Tests ............................................................................................................ 504
Schedule Routine Service Problem Tests ........................................................................................................... 504
Stop And Start Audit On Services ...................................................................................................................... 505
Notify T&M Root Cause Service Problem ......................................................................................................... 505
1.1.2.3.3 CORRECT & RESOLVE SERVICE PROBLEM .............................................................................................. 506
Correct & Resolve Service Problem .................................................................................................................. 507
Reassign / Reconfigure Failed Service .............................................................................................................. 508
Manage Service Restoration .............................................................................................................................. 509
Implement Service Problem Work Arounds ....................................................................................................... 509
Invoke Support Service Problem Management Processes ................................................................................. 510
1.1.2.3.4 TRACK & MANAGE SERVICE PROBLEM ................................................................................................... 511
Track & Manage Service Problem .................................................................................................................... 511
Coordinate Service Problem .............................................................................................................................. 513
Perform First in Service Testing ........................................................................................................................ 514
Cancel Service Problem .................................................................................................................................... 515
Escalate/End Service Problem........................................................................................................................... 515
Perform Final Service Test ................................................................................................................................ 516
1.1.2.3.5 REPORT SERVICE PROBLEM ..................................................................................................................... 518
Report Service Problem ..................................................................................................................................... 518
Monitor Service Problem ................................................................................................................................... 519
Distribute Service Problem Notifications .......................................................................................................... 520
Distribute Service Problem Management Reports & Summaries ...................................................................... 520
1.1.2.3.7 SURVEY & ANALYZE SERVICE PROBLEM ............................................................................................... 521
Survey & Analyze Service Problem ................................................................................................................... 522
Manage Service Alarm Event Notifications ....................................................................................................... 523
Filter Service Alarm Event Notifications ........................................................................................................... 524
Correlate Service Alarm Event Notifications .................................................................................................... 525
Abate Service Alarm Event Records ................................................................................................................. 526
Trigger Defined Service Alarm Action .............................................................................................................. 526
1.1.2.4 SERVICE QUALITY MANAGEMENT .............................................................................................................. 527
Service Quality Management ............................................................................................................................. 528
Monitor Service Quality .................................................................................................................................... 529
Analyze Service Quality ..................................................................................................................................... 530
Improve Service Quality .................................................................................................................................... 531
Report Service Quality Performance ................................................................................................................. 532
Create Service Performance Degradation Report ............................................................................................. 533
Track & Manage Service Quality Performance Resolution .............................................................................. 534
Close Service Performance Degradation Report............................................................................................... 535
1.1.2.4.1 MONITOR SERVICE QUALITY ................................................................................................................... 536
Monitor Service Quality .................................................................................................................................... 537
Manage Service Performance Quality Data ...................................................................................................... 538
Record Service Performance Quality Data ....................................................................................................... 539
Correlate Service Performance Event Notifications .......................................................................................... 540
1.1.2.4.2 ANALYZE SERVICE QUALITY ................................................................................................................... 541
Analyze Service Quality ..................................................................................................................................... 541
Perform Specific Service Performance Diagnostics .......................................................................................... 542
Manage Service Performance Data Collection Schedules ................................................................................ 543
1.1.2.4.3 IMPROVE SERVICE QUALITY .................................................................................................................... 544
Improve Service Quality .................................................................................................................................... 544
Reassign / Reconfigure Service or Service Parameters ..................................................................................... 545
Manage Service Improvement Notification and Authorization .......................................................................... 546
Develop Service Improvement Plans ................................................................................................................. 547
1.1.2.4.4 REPORT SERVICE QUALITY PERFORMANCE ............................................................................................. 548
Report Service Quality Performance ................................................................................................................. 548
Monitor Service Performance Degradation Report........................................................................................... 549
Report Constraints to Other Processes.............................................................................................................. 550
Distribute Service Quality Management Reports & Summaries ........................................................................ 551
1.1.2.4.5 CREATE SERVICE PERFORMANCE DEGRADATION REPORT ...................................................................... 551
Create Service Performance Degradation Report ............................................................................................. 552
Generate Service Performance Degradation Problem ...................................................................................... 553
Convert Report To Service Performance Degradation Report Format ............................................................. 554
1.1.2.4.6 TRACK & MANAGE SERVICE QUALITY PERFORMANCE RESOLUTION ...................................................... 554
Track & Manage Service Quality Performance Resolution .............................................................................. 555
Coordinate Service Quality ............................................................................................................................... 556
Request Service Performance Degradation Report Creation and Update ........................................................ 557
Update First in Service Testing Results ............................................................................................................. 558
Cancel Service Performance Degradation Report ............................................................................................ 559
Escalate/End Service Performance Degradation Report .................................................................................. 559
Clear Service Performance Degradation Report Status .................................................................................... 560
1.1.2.5 SERVICE GUIDING & MEDIATION ............................................................................................................... 562
Service Guiding & Mediation ............................................................................................................................ 562
Mediate Service Usage Records ........................................................................................................................ 563
Report Service Usage Records .......................................................................................................................... 564
Guide Resource Usage Records ........................................................................................................................ 564
Rate Usage Records (DELETED)...................................................................................................................... 565
1.1.2.5.1 MEDIATE SERVICE USAGE RECORDS ....................................................................................................... 566
Mediate Service Usage Records ........................................................................................................................ 566
Validate Service Usage Record ......................................................................................................................... 567
Normalize Service Usage Record ...................................................................................................................... 568
Convert Service Usage Record .......................................................................................................................... 568
Correlate Service Usage Record ....................................................................................................................... 569
Remove Duplicate Service Usage Record.......................................................................................................... 570
1.1.3.1 RM&O SUPPORT & READINESS ................................................................................................................. 571
RM&O Support & Readiness ............................................................................................................................. 571
Enable Resource Performance Management ..................................................................................................... 574
Support Resource Trouble Management ........................................................................................................... 576
Enable Resource Data Collection & Distribution ............................................................................................. 577
Manage Resource Inventory .............................................................................................................................. 579
Manage Logistics ............................................................................................................................................... 580
1.1.3.1.1 ENABLE RESOURCE PROVISIONING .......................................................................................................... 582
Enable Resource Provisioning........................................................................................................................... 582
Plan & Forcast Resource Infrastructure Requirements and Manage Capacity Planing. ................................. 584
Establish, Manage, and Develop Organization, Tools and Processes .............................................................. 584
Develop and Implement Capacity and Operational Rules and Procedures ...................................................... 585
Perform Acceptance Test and Address & Monitor the Change ......................................................................... 586
Track & Supervise the Rollout of new and/or Modified Infrastructure ............................................................. 587
Monitor, Report and Release Mgmt. of Resource Infrastructure and Capacity Utilization .............................. 587
Optimize Existing Resource Infrastructure Utilization ...................................................................................... 588
Track, Monitor and Report Resource Provisioning .......................................................................................... 589
Update Inventory Record ................................................................................................................................... 589
1.1.3.1.2 ENABLE RESOURCE PERFORMANCE MANAGEMENT ................................................................................ 590
Enable Resource Performance Management ..................................................................................................... 591
Monitor & Manage Regulatory Issues ............................................................................................................... 592
Establish and Maintain Performance Treshold Standards ................................................................................ 593
Undertake Performance Trend Analysis ............................................................................................................ 594
Monitor and Analyse Resource Performance Reports, and Identify Issues ....................................................... 594
Correlate the Performance Problem Reports & Manage Inventory Resitory.................................................... 595
Manage Resource Performance Data Collection .............................................................................................. 596
Establish, Maintain and Manage the Support Plans ......................................................................................... 596
Assess and Report Resource Performance Management Processes .................................................................. 597
Provide Supporting Procedures and Quality Management Support ................................................................. 598
1.1.3.1.3 SUPPORT RESOURCE TROUBLE MANAGEMENT ........................................................................................ 599
Support Resource Trouble Management ........................................................................................................... 599
Manage Resource Trouble & Performance Data Collection ........................................................................... 600
Manage Resource Infrastructure, Provisioning and Preventive Maintenance Schedules ................................. 601
Create Report .................................................................................................................................................... 602
Establish Warehouse and Manage Spares Including S/P .................................................................................. 603
Track, Monitor and Manage RTM Processes Including S/P ............................................................................. 603
Provide Support for RTM and SPM Processes .................................................................................................. 604
1.1.3.1.4 ENABLE RESOURCE DATA COLLECTION & DISTRIBUTION....................................................................... 605
Enable Resource Data Collection & Distribution ............................................................................................. 605
Manage and Adminiter Resource Data Collection and Distribution ................................................................. 607
Manage Resource Data Storage Facilities and Associated Processes .............................................................. 608
Track, Monitor and Report Resource Data Collection Processes and Capabilities ......................................... 608
Identify Data Collection Issues and Report ....................................................................................................... 609
1.1.3.1.5 MANAGE RESOURCE INVENTORY ............................................................................................................ 610
Manage Resource Inventory .............................................................................................................................. 610
Manage Resource Inventory Database and Processes ...................................................................................... 611
Perform Audit Tests ........................................................................................................................................... 612
Track and Monitor Resource Repository Capabilities ...................................................................................... 613
Identify Repository Issues and Provide and Repors and Warnings .................................................................. 613
1.1.3.1.7 MANAGE LOGISTICS ................................................................................................................................ 614
Manage Logistics ............................................................................................................................................... 615
Manage Warehousing ........................................................................................................................................ 616
Manage Orders .................................................................................................................................................. 617
Track and Monitor Logistics and Manage Resource Inventory ......................................................................... 618
Identify Logistic Issues and Provide and Reports ............................................................................................. 619
1.1.3.2 RESOURCE PROVISIONING .......................................................................................................................... 619
Resource Provisioning ....................................................................................................................................... 620
Allocate & Install Resource ............................................................................................................................... 621
Configure & Activate Resource ......................................................................................................................... 623
Test Resource ..................................................................................................................................................... 624
Track & Manage Resource Provisioning .......................................................................................................... 624
Report Resource Provisioning ........................................................................................................................... 626
Close Resource Order........................................................................................................................................ 626
Issue Resource Orders ....................................................................................................................................... 627
Recover Resource .............................................................................................................................................. 628
Collect, Update & Report Resource Configuration Data (DELETED) ............................................................. 629
1.1.3.2.1 ALLOCATE & INSTALL RESOURCE ........................................................................................................... 630
Allocate & Install Resource ............................................................................................................................... 630
Determine Resource Availability ....................................................................................................................... 632
Reserve Resource ............................................................................................................................................... 632
Release Resource ............................................................................................................................................... 633
Allocate Resource .............................................................................................................................................. 634
Install and Commission Resource ...................................................................................................................... 635
1.1.3.2.2 CONFIGURE & ACTIVATE RESOURCE ....................................................................................................... 635
Configure & Activate Resource ......................................................................................................................... 636
Configure Resource ........................................................................................................................................... 637
Implement Resource .......................................................................................................................................... 638
Activate Resource .............................................................................................................................................. 639
1.1.3.2.3 TEST RESOURCE ...................................................................................................................................... 639
Test Resource ..................................................................................................................................................... 640
Test Specific Resources...................................................................................................................................... 641
Develop Test Plans ............................................................................................................................................ 641
Capture Test Results .......................................................................................................................................... 642
1.1.3.2.5 TRACK & MANAGE RESOURCE PROVISIONING ........................................................................................ 643
Track & Manage Resource Provisioning .......................................................................................................... 643
Coordinate Resource Provisioning Activity ....................................................................................................... 644
Track Resource Provisioning Activity ............................................................................................................... 645
Manage Resource Provisioning Activity ............................................................................................................ 646
1.1.3.2.6 REPORT RESOURCE PROVISIONING .......................................................................................................... 647
Report Resource Provisioning ........................................................................................................................... 647
Monitor Resource Order Status ......................................................................................................................... 648
Distribute Resource Order Notification ............................................................................................................ 648
Distribute Resource Provisioning Reports ........................................................................................................ 649
1.1.3.2.8 ISSUE RESOURCE ORDERS ....................................................................................................................... 650
Issue Resource Orders ....................................................................................................................................... 650
Assess Resource Request ................................................................................................................................... 652
Create Resource Orders .................................................................................................................................... 652
Mark Resource Order for Special Handling ...................................................................................................... 653
1.1.3.2.9 RECOVER RESOURCE ............................................................................................................................... 654
Recover Resource .............................................................................................................................................. 655
Develop Resource Recovery Plan ...................................................................................................................... 656
Provide Resource Recovery Proposal Notification ........................................................................................... 657
Request Resource Recovery Authorization ........................................................................................................ 657
Commence Resource Recovery .......................................................................................................................... 658
Complete Resource Recovery ............................................................................................................................ 659
Recover Specific Resource ................................................................................................................................. 659
1.1.3.3 RESOURCE TROUBLE MANAGEMENT .......................................................................................................... 660
Resource Trouble Management ......................................................................................................................... 661
Survey & Analyze Resource Trouble ................................................................................................................. 662
Localize Resource Trouble ................................................................................................................................ 664
Correct & Resolve Resource Trouble ................................................................................................................ 665
Track & Manage Resource Trouble .................................................................................................................. 666
Report Resource Trouble ................................................................................................................................... 667
Close Resource Trouble Report ......................................................................................................................... 668
Create Resource Trouble Report ....................................................................................................................... 669
1.1.3.3.1 SURVEY & ANALYZE RESOURCE TROUBLE ............................................................................................ 670
Survey & Analyze Resource Trouble ................................................................................................................. 670
Manage Resource Alarm Event Notifications .................................................................................................... 672
Filter Resource Alarm Event Notifications ........................................................................................................ 672
Correlate Resource Alarm Event Notifications ................................................................................................. 673
Abate Alarm Event Records .............................................................................................................................. 674
Trigger Defined Action ...................................................................................................................................... 675
1.1.3.3.2 LOCALIZE RESOURCE TROUBLE............................................................................................................... 676
Localize Resource Trouble ................................................................................................................................ 676
Verify Resource Configuration .......................................................................................................................... 677
Perform Specific Resource Trouble Diagnostics ............................................................................................... 678
Perform Specific Resource Trouble Tests .......................................................................................................... 678
Stop And Start Audit On Resources ................................................................................................................... 679
Schedule Routine Resource Trouble Tests ......................................................................................................... 680
Notify T&M Root Cause Resource Trouble ....................................................................................................... 680
1.1.3.3.3 CORRECT & RESOLVE RESOURCE TROUBLE ............................................................................................ 681
Correct & Resolve Resource Trouble ................................................................................................................ 682
Repair / Replace Failed Resource .................................................................................................................... 683
Isolate Unit with Fault ....................................................................................................................................... 683
Manage Standby Resource Units ....................................................................................................................... 684
Implement Resource Trouble Work Arounds ..................................................................................................... 685
Invoke Support Resource Trouble Management Processes ............................................................................... 685
1.1.3.3.4 TRACK & MANAGE RESOURCE TROUBLE ................................................................................................ 686
Track & Manage Resource Trouble .................................................................................................................. 687
Coordinate Resource Trouble ............................................................................................................................ 688
Perform First in Testing .................................................................................................................................... 689
Cancel Resource Trouble .................................................................................................................................. 690
Escalate/End Resource Trouble......................................................................................................................... 690
Perform Final Test ............................................................................................................................................. 691
Engaging External Suppliers ............................................................................................................................. 692
1.1.3.3.5 REPORT RESOURCE TROUBLE .................................................................................................................. 693
Report Resource Trouble ................................................................................................................................... 693
Monitor Resource Trouble ................................................................................................................................. 694
Distribute Notifications ..................................................................................................................................... 695
Distribute Management Reports & Summaries ................................................................................................. 695
1.1.3.3.7 CREATE RESOURCE TROUBLE REPORT .................................................................................................... 696
Create Resource Trouble Report ....................................................................................................................... 697
Generate Resource Trouble ............................................................................................................................... 698
Convert Report To Resource Trouble Format ................................................................................................... 698
Estimate Time For Restoring Resource ............................................................................................................. 699
Convert Report To Resource Trouble Format .................................................................................................. 700
Estimate Time For Restoring Resource ............................................................................................................ 700
1.1.3.4 RESOURCE PERFORMANCE MANAGEMENT ................................................................................................. 701
Resource Performance Management ................................................................................................................. 702
Monitor Resource Performance......................................................................................................................... 703
Analyze Resource Performance ......................................................................................................................... 704
Control Resource Performance ......................................................................................................................... 705
Report Resource Performance ........................................................................................................................... 706
Create Resource Performance Degradation Report .......................................................................................... 707
Track & Manage Resource Performance Resolution ........................................................................................ 708
Close Resource Performance Degradation Report ........................................................................................... 709
1.1.3.4.1 MONITOR RESOURCE PERFORMANCE ...................................................................................................... 710
Monitor Resource Performance......................................................................................................................... 710
Manage Resource Performance Data ................................................................................................................ 712
Record Resource Performance Data ................................................................................................................. 713
Correlate Resource Performance Event Notifications ....................................................................................... 713
1.1.3.4.2 ANALYZE RESOURCE PERFORMANCE ...................................................................................................... 714
Analyze Resource Performance ......................................................................................................................... 715
Perform Specific Resource Performance Diagnostics ....................................................................................... 716
Manage Resource Performance Data Collection Schedules ............................................................................. 717
1.1.3.4.3 CONTROL RESOURCE PERFORMANCE ...................................................................................................... 718
Control Resource Performance ......................................................................................................................... 718
Instantiate Resource Performance Controls ...................................................................................................... 719
Instantiate Resource Trouble Controls .............................................................................................................. 720
1.1.3.4.4 REPORT RESOURCE PERFORMANCE ......................................................................................................... 721
Report Resource Performance ........................................................................................................................... 721
Monitor Resource Performance Degradation Report ....................................................................................... 722
Distribute Resource Quality Management Reports & Summaries .................................................................... 723
1.1.3.4.5 CREATE RESOURCE PERFORMANCE DEGRADATION REPORT ................................................................... 724
Create Resource Performance Degradation Report .......................................................................................... 724
Generate Resource Performance Degradation Problem ................................................................................... 725
Convert Report To Resource Performance Degradation Report Format ......................................................... 726
1.1.3.4.6 TRACK & MANAGE RESOURCE PERFORMANCE RESOLUTION .................................................................. 727
Track & Manage Resource Performance Resolution ........................................................................................ 727
Coordinate Resource Performance ................................................................................................................... 729
Request S/P Performance Degradation Report Creation and Update .............................................................. 729
Update First in Resource Testing Results .......................................................................................................... 730
Cancel Resource Performance Degradation Report ......................................................................................... 731
Escalate/End Resource Performance Degradation Report ............................................................................... 731
Clear Resource Performance Degradation Report Status ................................................................................. 732
Engage External Resource Suppliers ................................................................................................................ 733
1.1.3.5 RESOURCE DATA COLLECTION & DISTRIBUTION ....................................................................................... 734
Resource Data Collection & Distribution ......................................................................................................... 734
Collect Management Information & Data ......................................................................................................... 735
Process Management Information & Data ........................................................................................................ 736
Distribute Management Information & Data .................................................................................................... 737
Audit Data Collection & Distribution ............................................................................................................... 738
1.1.3.5.1 COLLECT MANAGEMENT INFORMATION & DATA .................................................................................... 738
Collect Management Information & Data ......................................................................................................... 739
Intercept Events/Information ............................................................................................................................. 740
Deliver Management Information ..................................................................................................................... 740
1.1.3.5.2 PROCESS MANAGEMENT INFORMATION & DATA .................................................................................... 741
Process Management Information & Data ........................................................................................................ 742
Determine Recipients for Information/Data ...................................................................................................... 743
Filter Information/Data ..................................................................................................................................... 743
Aggregate Information/Data ............................................................................................................................. 744
Format Information/Data .................................................................................................................................. 745
1.1.3.5.3 DISTRIBUTE MANAGEMENT INFORMATION & DATA ............................................................................... 745
Distribute Management Information & Data .................................................................................................... 746
Distribute Information/Data .............................................................................................................................. 747
Manage Distribution .......................................................................................................................................... 747
Confirm Distribution and Clean-up ................................................................................................................... 748
1.1.3.6 RESOURCE MEDIATION & REPORTING ........................................................................................................ 749
Resource Mediation & Reporting ...................................................................................................................... 749
Mediate Resource Usage Records ..................................................................................................................... 750
Report Resource Usage Records ....................................................................................................................... 751
1.1.3.6.1 MEDIATE RESOURCE USAGE RECORDS ................................................................................................... 752
Mediate Resource Usage Records ..................................................................................................................... 752
Validate Resource Usage Records ..................................................................................................................... 753
Convert Resource Usage Records ..................................................................................................................... 754
Correlate Resource Usage Records ................................................................................................................... 755
Remove Duplicate Resource Usage Records ..................................................................................................... 756
1.1.3.7 WORKFORCE MANAGEMENT ...................................................................................................................... 757
Manage Work Order Lifecycle .......................................................................................................................... 757
Workforce Management..................................................................................................................................... 758
Manage Schedules & Appointments .................................................................................................................. 760
Assign Task and Dispatch Task (DELETED) .................................................................................................... 761
Track & Manage Work Order (DELETED) ...................................................................................................... 762
Plan and Forecast Workforce Management ...................................................................................................... 762
Administer and Configure Workforce Management .......................................................................................... 763
Report Workforce Management ......................................................................................................................... 764
Close Work Order (DELETED) ......................................................................................................................... 765
Issue Work Order (DELETED) ......................................................................................................................... 766
1.1.3.7.1 MANAGE SCHEDULES & APPOINTMENTS ................................................................................................. 767
Workforce Management Schedule ..................................................................................................................... 767
Manage Schedules & Appointments .................................................................................................................. 768
Determine Work Schedule ................................................................................................................................. 769
Manage Reservations......................................................................................................................................... 770
Manage Appointments ....................................................................................................................................... 770
1.1.3.7.4 PLAN AND FORECAST WORKFORCE MANAGEMENT................................................................................. 771
Forecast Demand .............................................................................................................................................. 772
Plan and Forecast Workforce Management ...................................................................................................... 773
Forecast Workforce Availability ........................................................................................................................ 774
Adjust Durations ................................................................................................................................................ 774
1.1.3.7.5 ADMINISTER AND CONFIGURE WORKFORCE MANAGEMENT ................................................................... 775
Configure Skill Catalog ..................................................................................................................................... 775
Administer and Configure Workforce Management .......................................................................................... 776
Configure Work Catalog.................................................................................................................................... 777
Configure Schedules .......................................................................................................................................... 778
Administer Human Resources Catalog .............................................................................................................. 779
Administer Registration and Access .................................................................................................................. 780
Administer Organizations Catalog .................................................................................................................... 781
Configure Logging and Audit ............................................................................................................................ 782
Administer Tools and Materials Catalog ........................................................................................................... 783
1.1.3.7.9 MANAGE WORK ORDER LIFECYCLE ........................................................................................................ 783
Issue Work Order ............................................................................................................................................... 784
Manage Work Order Lifecycle .......................................................................................................................... 785
Track and Manage Work Order......................................................................................................................... 786
Analyze and Decompose Work Order ................................................................................................................ 787
Close Work Order .............................................................................................................................................. 788
Assign Task ........................................................................................................................................................ 789
Report on Work Order ....................................................................................................................................... 790
Dispatch Task .................................................................................................................................................... 791
1.1.4.1 S/PRM SUPPORT & READINESS .................................................................................................................. 792
S/PRM Support & Readiness ............................................................................................................................. 792
Support S/P Requisition Management ............................................................................................................... 794
Support S/P Problem Reporting & Management ............................................................................................... 795
Support S/P Performance Management............................................................................................................. 797
Support S/P Settlements & Payments Management ........................................................................................... 798
Support S/P Interface Management ................................................................................................................... 799
Manage Supplier/Partner Inventory .................................................................................................................. 800
1.1.4.1.1 SUPPORT S/P REQUISITION MANAGEMENT .............................................................................................. 802
Support S/P Requisition Management ............................................................................................................... 802
Arrange and Manage Access from S/P to Service Provider Provisioning Tools and Processes ....................... 803
Arrange and Manage Access to Supplier/Partner Tools and Processes .......................................................... 804
Supervise S/P Rollout & and Report S/P Capacity ............................................................................................ 805
Monitoring S/P Requested Infrastructure Deployment .................................................................................... 806
Reporting S/P Deployment Capability ............................................................................................................... 806
Detect impact on S/P Inventory Infrastructure and Update .............................................................................. 807
Analyzing S/P Requisition Processes Performance .......................................................................................... 808
1.1.4.1.2 SUPPORT S/P PROBLEM REPORTING & MANAGEMENT ............................................................................ 808
Support S/P Problem Reporting & Management ............................................................................................... 809
Arrange and Manage Access for S/P to Service Provider Problem Mgmt. Tools and Processes...................... 810
Arrange and Manage Access to Supplier/Partner Tools and Processes .......................................................... 811
Monitor, Report for S/P Performance and Provide Recommendations ............................................................ 812
Detect Change on S/P Inventory Infrastructure and Update ............................................................................. 812
Analyzing S/P Problem Processes Performance .............................................................................................. 813
1.1.4.1.3 SUPPORT S/P PERFORMANCE MANAGEMENT .......................................................................................... 814
Support S/P Performance Management............................................................................................................. 814
Arrange and Manage Access for S/P to Service Performance Mgmt. Tools and Processes .............................. 816
Arrange and Manage Access to Supplier/Partner Service Performance Mgmt. Tools and Processes ............. 817
Monitor and Report S/P Performance Issues and Provide Recommendations ................................................. 817
Detect Change on S/P Inventory Infrastructure and Update ............................................................................. 818
Analyzing S/P Performance Processes's Performance ..................................................................................... 819
1.1.4.1.4 SUPPORT S/P SETTLEMENTS & PAYMENTS MANAGEMENT ..................................................................... 819
Support S/P Settlements & Payments Management ........................................................................................... 820
Arrange Facilities, Tools and Systems to Support Processes ............................................................................ 821
Analyze S/P Settlements & Payments Process Performance ............................................................................. 822
1.1.4.1.5 SUPPORT S/P INTERFACE MANAGEMENT ................................................................................................. 822
Support S/P Interface Management ................................................................................................................... 823
Check Interface List,Status and Availability ...................................................................................................... 824
Identify Contact Changes and Update ............................................................................................................... 825
Assess S/P Interface Performance ..................................................................................................................... 825
1.1.4.1.6 MANAGE SUPPLIER/PARTNER INVENTORY .............................................................................................. 826
Manage Supplier/Partner Inventory .................................................................................................................. 826
Manage S/P Inventory Repository .................................................................................................................... 828
Manage and Administer S/P Inventory .............................................................................................................. 828
Perform Audit Tests ........................................................................................................................................... 829
Track and Monitor S/P Inventory ...................................................................................................................... 830
Identify Issues and Provide Reports .................................................................................................................. 830
1.1.4.2 S/P REQUISITION MANAGEMENT ................................................................................................................ 831
S/P Requisition Management ............................................................................................................................. 832
Select Supplier/Partner ...................................................................................................................................... 833
Determine S/P Pre-Requisition Feasibility ........................................................................................................ 834
Track & Manage S/P Requisition ...................................................................................................................... 835
Receive & Accept S/P Requisition ..................................................................................................................... 836
Initiate S/P Requisition Order ........................................................................................................................... 837
Report S/P Requisition ....................................................................................................................................... 838
Close S/P Requisition Order .............................................................................................................................. 839
1.1.4.2.1 SELECT SUPPLIER/PARTNER .................................................................................................................... 839
Select Supplier/Partner ...................................................................................................................................... 840
Identify Supplier/Partner ................................................................................................................................... 841
Select most appropriate Supplier/partner .......................................................................................................... 841
1.1.4.2.2 DETERMINE S/P PRE-REQUISITION FEASIBILITY ...................................................................................... 842
Determine S/P Pre-Requisition Feasibility ........................................................................................................ 843
Assess S/P Delivery Capabilities ....................................................................................................................... 844
Establish Availability with S/P Inventory .......................................................................................................... 844
Evaluate S/P Against Business Needs ................................................................................................................ 845
1.1.4.2.3 TRACK & MANAGE S/P REQUISITION ...................................................................................................... 846
Track & Manage S/P Requisition ...................................................................................................................... 846
Modify Information-S/P Requisition Orders ...................................................................................................... 848
Cancel S/P Requisition Orders .......................................................................................................................... 848
Escalate S/P Requisition Orders........................................................................................................................ 849
Manage S/P Requisition Orders ........................................................................................................................ 850
Monitor Jeopardy Status- Open S/P Requisition Orders ................................................................................... 851
Track S/P Requisition Orders ............................................................................................................................ 851
Notify- Cleared Status of S/P Requisition Orders .............................................................................................. 852
1.1.4.2.5 INITIATE S/P REQUISITION ORDER ........................................................................................................... 853
Initiate S/P Requisition Order ........................................................................................................................... 853
Generate S/P Requisition Order ........................................................................................................................ 854
Issue S/P Requisition Order ............................................................................................................................... 855
1.1.4.2.6 REPORT S/P REQUISITION ........................................................................................................................ 856
Report S/P Requisition ....................................................................................................................................... 856
Monitor S/P Requisition Order Status ............................................................................................................... 857
Manage S/P Requisition Order Status Notification ........................................................................................... 857
Report S/P Requisition Order Status ................................................................................................................. 858
1.1.4.2.7 CLOSE S/P REQUISITION ORDER .............................................................................................................. 859
Close S/P Requisition Order .............................................................................................................................. 859
Monitor Status- All Open S/P Requisition Order............................................................................................... 860
Mark S/P Requisition Order As Closed ............................................................................................................. 861
1.1.4.3 S/P PROBLEM REPORTING & MANAGEMENT .............................................................................................. 861
S/P Problem Reporting & Management ............................................................................................................ 862
Initiate S/P Problem Report ............................................................................................................................... 863
Receive S/P Problem Report .............................................................................................................................. 864
Track & Manage S/P Problem Resolution ......................................................................................................... 865
Report S/P Problem Resolution ......................................................................................................................... 866
Close S/P Problem Report ................................................................................................................................. 867
1.1.4.3.1 INITIATE S/P PROBLEM REPORT .............................................................................................................. 868
Initiate S/P Problem Report ............................................................................................................................... 869
Generate S/P Problem Peport ........................................................................................................................... 869
Issue S/P Problem Report .................................................................................................................................. 870
1.1.4.3.2 RECEIVE S/P PROBLEM REPORT .............................................................................................................. 871
Receive S/P Problem Report .............................................................................................................................. 871
Receive S/P Problem Notification ...................................................................................................................... 872
Forward S/P Problem Notification .................................................................................................................... 873
1.1.4.3.3 TRACK & MANAGE S/P PROBLEM RESOLUTION ...................................................................................... 874
Track & Manage S/P Problem Resolution ......................................................................................................... 874
Modify S/P Problem Report ............................................................................................................................... 875
Cancel S/P Problem Report ............................................................................................................................... 876
Escalate S/P Problem Resolution ...................................................................................................................... 877
Manage S/P Problem Resolution ....................................................................................................................... 877
Monitor S/P Problem Jeopardy Status .............................................................................................................. 878
Notify S/P Problem Cleared .............................................................................................................................. 879
1.1.4.3.4 REPORT S/P PROBLEM RESOLUTION ........................................................................................................ 880
Report S/P Problem Resolution ......................................................................................................................... 880
Monitor S/P Problem Resolution ....................................................................................................................... 881
Issue S/P Problem Resolution Management Summaries ................................................................................... 882
Generate S/P Problem Resolution Management Reports .................................................................................. 882
Notify S/P Problem Resolution .......................................................................................................................... 883
1.1.4.3.5 CLOSE S/P PROBLEM REPORT .................................................................................................................. 884
Close S/P Problem Report ................................................................................................................................. 884
monitor status- all open S/P problem report ..................................................................................................... 885
mark S/P problem Report as closed ................................................................................................................... 886
1.1.4.4 S/P PERFORMANCE MANAGEMENT ............................................................................................................. 886
S/P Performance Management .......................................................................................................................... 887
Initiate S/P Performance Degradation Report .................................................................................................. 888
Track & Manage S/P Performance Resolution ................................................................................................. 889
Report S/P Performance .................................................................................................................................... 890
Close S/P Performance Degradation Report ..................................................................................................... 891
Monitor & Control S/P Service Performance .................................................................................................... 892
1.1.4.4.1 MONITOR & CONTROL S/P SERVICE PERFORMANCE ............................................................................... 893
Monitor & Control S/P Service Performance .................................................................................................... 893
Collect S/P Service Performance Data .............................................................................................................. 894
Analyze S/P Service Performance Data ............................................................................................................. 894
Initiate Corrective Actions ................................................................................................................................. 895
1.1.4.4.2 TRACK & MANAGE S/P PERFORMANCE RESOLUTION.............................................................................. 896
Track & Manage S/P Performance Resolution ................................................................................................. 896
Modify Information-S/P Performance Degradation Reports ............................................................................. 897
Cancel S/P Performance Degradation Report .................................................................................................. 898
Escalate S/P Performance Degradation Report ................................................................................................ 899
Manage S/P Performance Degradation Report ................................................................................................. 899
Monitor Jeopardy Status- Open S/P Performance Degradation Reports .......................................................... 900
Notify- Cleared Status of S/P Performance Degradation Report ...................................................................... 901
1.1.4.4.3 REPORT S/P PERFORMANCE ..................................................................................................................... 901
Report S/P Performance .................................................................................................................................... 902
Monitor S/P Performance .................................................................................................................................. 903
Distribute S/P Performance Management Summaries ...................................................................................... 904
Distribute S/P Performance Management Reports ............................................................................................ 904
1.1.4.4.4 CLOSE S/P PERFORMANCE DEGRADATION REPORT ................................................................................. 905
Close S/P Performance Degradation Report ..................................................................................................... 905
Monitor status- all open S/P performance degradation report ......................................................................... 906
Mark S/P performance Degradation Report as closed ...................................................................................... 907
1.1.4.4.5 INITIATE S/P PERFORMANCE DEGRADATION REPORT.............................................................................. 908
Initiate S/P Performance Degradation Report .................................................................................................. 908
Create S/P Performance Degration Report ....................................................................................................... 909
Issue S/P Performance Degration Report.......................................................................................................... 910
1.1.4.5 S/P SETTLEMENTS & PAYMENTS MANAGEMENT ........................................................................................ 910
S/P Settlements & Payments Management ........................................................................................................ 911
Manage Account ................................................................................................................................................ 912
Receive & Assess Invoice ................................................................................................................................... 912
Negotiate & Approve Invoice ............................................................................................................................ 913
Issue Settlement Notice & Payment ................................................................................................................... 914
1.1.4.6 S/P INTERFACE MANAGEMENT ................................................................................................................... 914
S/P Interface Management ................................................................................................................................ 915
Manage S/P Requests (Including Self Service) .................................................................................................. 916
Analyze & Report S/P Interactions .................................................................................................................... 916
Mediate & Orchestrate Supplier/Partner Interactions ...................................................................................... 917
1.1.4.6.1 MANAGE S/P REQUESTS (INCLUDING SELF SERVICE).............................................................................. 918
Manage S/P Requests (Including Self Service) .................................................................................................. 918
Gather Supplier/Partner Request ...................................................................................................................... 919
Prepare Supplier/Partner Interaction response ................................................................................................ 921
1.1.4.6.2 ANALYZE & REPORT S/P INTERACTIONS ................................................................................................. 922
Analyze & Report S/P Interactions .................................................................................................................... 922
Analyze Supplier/Partner Interactions .............................................................................................................. 923
Generate Supplier/Partner Interactions Report ................................................................................................ 923
1.1.4.6.3 MEDIATE & ORCHESTRATE SUPPLIER/PARTNER INTERACTIONS ............................................................. 924
Mediate & Orchestrate Supplier/Partner Interactions ...................................................................................... 925
Identify Supplier/Partner Interactions Data Formats ....................................................................................... 925
Orchestrate Supplier/Partner interactions ........................................................................................................ 926
Mediate Supplier/Partner Interactions .............................................................................................................. 927
1.2.1.1 MARKET STRATEGY & POLICY ................................................................................................................... 928
Market Strategy & Policy .................................................................................................................................. 928
Gather & Analyze Market Information .............................................................................................................. 929
Establish Market Segments ................................................................................................................................ 930
Gain Commitment to Marketing Strategy .......................................................................................................... 931
Establish Market Strategy .................................................................................................................................. 931
Link Market Segments & Products .................................................................................................................... 932
1.2.1.1.2 ESTABLISH MARKET STRATEGY .............................................................................................................. 933
Establish Market Strategy .................................................................................................................................. 933
Establish Market Participation .......................................................................................................................... 934
Establish Market Strategy Objectives ................................................................................................................ 935
Support Market Strategy .................................................................................................................................... 935
Identify Enterpise areas to meet market startegy objectives .............................................................................. 936
1.2.1.1.3 ESTABLISH MARKET SEGMENTS .............................................................................................................. 937
Establish Market Segments ................................................................................................................................ 937
Identify Market Segments .................................................................................................................................. 938
Manage Market Segments outcome ................................................................................................................... 938
Reporting - Specific Market Segments ............................................................................................................... 939
1.2.1.1.4 LINK MARKET SEGMENTS & PRODUCTS .................................................................................................. 940
Link Market Segments & Products .................................................................................................................... 940
Link consumption profiles & available product families ................................................................................... 941
Identify potential new product families for market segments ............................................................................ 942
analyze Market segment purchase and issues ................................................................................................... 942
1.2.1.1.5 GAIN COMMITMENT TO MARKETING STRATEGY ..................................................................................... 943
Gain Commitment to Marketing Strategy .......................................................................................................... 943
Identify Stakeholders to Market Strategy ........................................................................................................... 944
Gain Market Strategy Stakeholder approval ..................................................................................................... 945
Gain Enterprise Commitment to Market Strategy ............................................................................................. 945
1.2.1.2 PRODUCT & OFFER PORTFOLIO PLANNING ................................................................................................. 946
Product & Offer Portfolio Planning .................................................................................................................. 946
Gather & Analyze Product Information ............................................................................................................ 947
Establish Product Portfolio Strategy ................................................................................................................. 948
Produce Product Portfolio Business Plans........................................................................................................ 949
Gain Commitment to Product Business Plans ................................................................................................... 950
1.2.1.2.1 GATHER & ANALYZE PRODUCT INFORMATION ....................................................................................... 950
Gather & Analyze Product Information ............................................................................................................ 951
Gather Product Information .............................................................................................................................. 952
Analyze Product Information ............................................................................................................................. 952
1.2.1.2.2 ESTABLISH PRODUCT PORTFOLIO STRATEGY .......................................................................................... 953
Establish Product Portfolio Strategy ................................................................................................................. 954
Define overall product portfolios structure ....................................................................................................... 954
implement product portfolio management functions ......................................................................................... 955
1.2.1.2.3 PRODUCE PRODUCT PORTFOLIO BUSINESS PLANS ................................................................................... 956
Produce Product Portfolio Business Plans........................................................................................................ 956
Co-ordinate Product Business Plans ................................................................................................................. 957
Develop Product Portfolio Forecasts ................................................................................................................ 958
Negotiate Product Business Plan Resources ..................................................................................................... 958
Develop Outline Market Strategy ...................................................................................................................... 959
Develop Product Pricing Strategy ..................................................................................................................... 960
Develop Revenue/Cost Projections .................................................................................................................... 960
Develop Product Performance Requirements ................................................................................................... 961
Develop Product Operational Requirements ..................................................................................................... 962
Gain Business Plan Commitment and Approval ................................................................................................ 962
Communicate Business Plans ............................................................................................................................ 963
1.2.1.2.4 GAIN COMMITMENT TO PRODUCT BUSINESS PLANS ................................................................................ 964
Gain Commitment to Product Business Plans ................................................................................................... 964
Identify Stakeholders to Product Business plans ............................................................................................... 965
Gain Product Business plans Stakeholders approval ........................................................................................ 965
Gain Enterprise Commitment to Product Business plans .................................................................................. 966
1.2.1.3 PRODUCT & OFFER CAPABILITY DELIVERY ............................................................................................... 967
Product & Offer Capability Delivery ................................................................................................................ 967
Define Product Capability Requirements .......................................................................................................... 968
Approve Product Business Case ........................................................................................................................ 969
Deliver Product Capability ................................................................................................................................ 970
Manage Product Capability Delivery Methodology .......................................................................................... 970
Capture Product Capability Shortfalls .............................................................................................................. 971
Manage Handover to Product Operations ........................................................................................................ 972
1.2.1.3.1 DEFINE PRODUCT CAPABILITY REQUIREMENTS ...................................................................................... 973
Define Product Capability Requirements .......................................................................................................... 973
Capture Product Infrastructure Requirements .................................................................................................. 974
Agree Product Infrastructure Requirements ...................................................................................................... 975
Report Product Infrastructure Requirements .................................................................................................... 975
1.2.1.3.2 CAPTURE PRODUCT CAPABILITY SHORTFALLS ........................................................................................ 976
Capture Product Capability Shortfalls .............................................................................................................. 977
Capture Product Capacity Shortfalls ................................................................................................................ 977
Capture Product Performance Shortfalls .......................................................................................................... 978
Capture Product Operational Support Shorfalls ............................................................................................... 979
1.2.1.3.3 APPROVE PRODUCT BUSINESS CASE ....................................................................................................... 979
Approve Product Business Case ........................................................................................................................ 980
Develop Product Business Case ........................................................................................................................ 981
Gain Product Business Case Approval .............................................................................................................. 981
1.2.1.3.4 DELIVER PRODUCT CAPABILITY .............................................................................................................. 982
Deliver Product Capability ................................................................................................................................ 983
Co-ordinate Product Capability Delivery ......................................................................................................... 983
Track Product Capability Business Case Costs ................................................................................................. 984
Ensure Product Capability Benefits & Operational Costs ................................................................................ 985
1.2.1.3.5 MANAGE HANDOVER TO PRODUCT OPERATIONS .................................................................................... 986
Manage Handover to Product Operations ........................................................................................................ 986
Co-ordinate Product Operational Handover..................................................................................................... 987
Validate Product Infrastructure Design ............................................................................................................ 987
Ensure Product Handover Support.................................................................................................................... 988
1.2.1.3.6 MANAGE PRODUCT CAPABILITY DELIVERY METHODOLOGY .................................................................. 989
Manage Product Capability Delivery Methodology .......................................................................................... 989
Define Product Capability Delivery Methodology ............................................................................................ 990
Validate Product Infrastructure Design ............................................................................................................ 991
1.2.1.4 MARKETING CAPABILITY DELIVERY .......................................................................................................... 991
Marketing Capability Delivery .......................................................................................................................... 992
Define Marketing Capability Requirements ...................................................................................................... 993
Gain Marketing Capability Approval ................................................................................................................ 993
Deliver Marketing Infrastructure ...................................................................................................................... 994
Manage Handover to Marketing Operations ..................................................................................................... 995
Manage Marketing Capability Delivery Methodology ...................................................................................... 996
1.2.1.4.1 DEFINE MARKETING CAPABILITY REQUIREMENTS .................................................................................. 997
Define Marketing Capability Requirements ...................................................................................................... 997
Capture Marketing Infrastructure Requirements .............................................................................................. 998
Agree Marketing Infrastructure Requirements .................................................................................................. 999
Report Marketing Infrastructure Requirements ................................................................................................. 999
1.2.1.4.2 GAIN MARKETING CAPABILITY APPROVAL ........................................................................................... 1000
Gain Marketing Capability Approval .............................................................................................................. 1000
Develop Marketing Capability Business Case ................................................................................................. 1001
Gain Marketing Capability Business Case Approval ...................................................................................... 1002
1.2.1.4.3 DELIVER MARKETING INFRASTRUCTURE............................................................................................... 1003
Deliver Marketing Infrastructure .................................................................................................................... 1003
Co-ordinate Marketing Capability Delivery .................................................................................................... 1004
Track Marketing Capability Business Case Costs ........................................................................................... 1005
Ensure Marketing Capability Benefits ............................................................................................................. 1005
1.2.1.4.4 MANAGE HANDOVER TO MARKETING OPERATIONS .............................................................................. 1006
Manage Handover to Marketing Operations ................................................................................................... 1006
Co-ordinate Marketing Operational Handover ............................................................................................... 1007
Validate Marketing Infrastructure Design....................................................................................................... 1008
Ensure Marketing Handover Support .............................................................................................................. 1009
1.2.1.4.5 MANAGE MARKETING CAPABILITY DELIVERY METHODOLOGY............................................................ 1009
Manage Marketing Capability Delivery Methodology .................................................................................... 1010
Define Marketing Capability Delivery Methodology ....................................................................................... 1011
Validate Marketing Infrastructure Design....................................................................................................... 1011
1.2.1.5 PRODUCT & OFFER DEVELOPMENT & RETIREMENT ................................................................................. 1012
Product & Offer Development & Retirement .................................................................................................. 1013
Gather & Analyze New Product Ideas ............................................................................................................. 1014
Develop New Product Business Proposal........................................................................................................ 1015
Develop Detailed Product Specifications ........................................................................................................ 1015
Launch New Products ...................................................................................................................................... 1016
Assess Performance of Existing Products........................................................................................................ 1017
Develop Product Commercialization Strategy ................................................................................................ 1018
Manage Product Development ........................................................................................................................ 1019
Manage Product Exit ....................................................................................................................................... 1019
1.2.1.5.1 GATHER & ANALYZE NEW PRODUCT IDEAS .......................................................................................... 1020
Gather & Analyze New Product Ideas ............................................................................................................. 1021
Gather Product Ideas ...................................................................................................................................... 1022
Identify Opportunities and Requirements ........................................................................................................ 1022
Develop New Opportunity Concepts ................................................................................................................ 1023
1.2.1.5.4 DEVELOP PRODUCT COMMERCIALIZATION STRATEGY .......................................................................... 1024
Develop Product Commercialization Strategy ................................................................................................ 1024
Develop Product Commercialization Case ...................................................................................................... 1025
Gain Product Commercialization Case Approval ........................................................................................... 1026
1.2.1.5.5 DEVELOP DETAILED PRODUCT SPECIFICATIONS .................................................................................... 1026
Develop Detailed Product Specifications ........................................................................................................ 1027
Develop Detailed Product Technical Specifications ....................................................................................... 1028
Develop Detailed Product Performance Specifications .................................................................................. 1028
Develop Detailed Product Operational Specifications .................................................................................... 1029
Develop Detailed Product Customer Manuals ................................................................................................ 1030
1.2.1.5.7 LAUNCH NEW PRODUCTS ...................................................................................................................... 1031
Launch New Products ...................................................................................................................................... 1031
Identify Product Issues .................................................................................................................................... 1032
Manage Product Improvements ....................................................................................................................... 1033
Manage Product Handover ............................................................................................................................. 1033
1.2.1.5.8 MANAGE PRODUCT EXIT ....................................................................................................................... 1034
Manage Product Exit ....................................................................................................................................... 1034
Identify Unviable Products .............................................................................................................................. 1035
Identify Impacted Product Customers ............................................................................................................. 1036
Develop Product Transition Strategies ............................................................................................................ 1036
Manage Product Exit Process ......................................................................................................................... 1037
1.2.1.6 SALES DEVELOPMENT .............................................................................................................................. 1038
Sales Development ........................................................................................................................................... 1038
Monitor Sales & Channel Best Practice .......................................................................................................... 1039
Develop Sales & Channel Proposals ............................................................................................................... 1040
Develop New Sales Channels & Processes ..................................................................................................... 1041
1.2.1.6.1 MONITOR SALES & CHANNEL BEST PRACTICE ...................................................................................... 1042
Monitor Sales & Channel Best Practice .......................................................................................................... 1042
Develop Sales & Channel Requirements ......................................................................................................... 1043
Monitor Sales & Channel Practices ................................................................................................................ 1044
1.2.1.6.2 DEVELOP SALES & CHANNEL PROPOSALS ............................................................................................. 1044
Develop Sales & Channel Proposals ............................................................................................................... 1045
Create Sales Proposals .................................................................................................................................... 1046
Gain Sales Proposals Approval ....................................................................................................................... 1047
1.2.1.6.3 DEVELOP NEW SALES CHANNELS & PROCESSES ................................................................................... 1047
Develop New Sales Channels & Processes ..................................................................................................... 1048
Develop External Relationships....................................................................................................................... 1049
Manage Process & Channel Coordination...................................................................................................... 1049
Define Processes & Channels ......................................................................................................................... 1050
1.2.1.7 PRODUCT MARKETING COMMUNICATIONS & PROMOTION ....................................................................... 1051
Product Marketing Communications & Promotion ......................................................................................... 1051
Define Product Marketing Promotion Strategy ............................................................................................... 1052
Develop Product & Campaign Message.......................................................................................................... 1053
Select Message & Campaign Channels ........................................................................................................... 1054
Develop Promotional Collateral ..................................................................................................................... 1055
Manage Message & Campaign Delivery ......................................................................................................... 1055
Monitor Message & Campaign Effectiveness .................................................................................................. 1056
1.2.1.7.4 DEVELOP PROMOTIONAL COLLATERAL ................................................................................................. 1057
Develop Promotional Collateral ..................................................................................................................... 1057
Manage Collateral Production ........................................................................................................................ 1058
Manage Collateral Delivery ............................................................................................................................ 1059
1.2.1.7.5 MANAGE MESSAGE & CAMPAIGN DELIVERY ........................................................................................ 1060
Manage Message & Campaign Delivery ......................................................................................................... 1060
Manage Channel Capability ............................................................................................................................ 1061
Manage Channel Resources ............................................................................................................................ 1061
1.2.1.7.6 MONITOR MESSAGE & CAMPAIGN EFFECTIVENESS............................................................................... 1062
Monitor Message & Campaign Effectiveness .................................................................................................. 1063
Develop Message & Campaign Metrics .......................................................................................................... 1063
Monitor Message & Campaign Metrics .......................................................................................................... 1064
Analyze Message & Campaign Metrics ........................................................................................................... 1065
Modify Message & Campaign ......................................................................................................................... 1065
1.2.2.1 SERVICE STRATEGY & PLANNING ............................................................................................................ 1066
Service Strategy & Planning ........................................................................................................................... 1066
Manage Service Research ................................................................................................................................ 1068
Establish Service Strategy & Goals ................................................................................................................. 1069
Define Service Support Strategies ................................................................................................................... 1070
Produce Service Business Plans ...................................................................................................................... 1071
Develop Service Partnership Requirements .................................................................................................... 1072
Gain Enterprise Commitment to Service Strategies ........................................................................................ 1073
1.2.2.1.1 GATHER & ANALYZE SERVICE INFORMATION ....................................................................................... 1073
Gather & Analyze Service Information ........................................................................................................... 1074
Gather Service Information ............................................................................................................................. 1075
Analyze new service directions/enhance existing service ................................................................................ 1076
Analyze to develop new service requirements ................................................................................................. 1076
Analyze service growth .................................................................................................................................... 1077
1.2.2.1.2 MANAGE SERVICE RESEARCH ............................................................................................................... 1078
Manage Service Research ................................................................................................................................ 1078
Manage service research investigations .......................................................................................................... 1079
Manage administration of service research .................................................................................................... 1080
Define service research assesment methodologies .......................................................................................... 1080
1.2.2.1.3 ESTABLISH SERVICE STRATEGY & GOALS ............................................................................................. 1081
Establish Service Strategy & Goals ................................................................................................................. 1082
Establish service strategy ................................................................................................................................ 1082
Develop Service Strategy ................................................................................................................................. 1083
Establish Service goals .................................................................................................................................... 1084
1.2.2.1.4 DEFINE SERVICE SUPPORT STRATEGIES ................................................................................................. 1084
Define Service Support Strategies ................................................................................................................... 1085
Define service support Principles .................................................................................................................... 1086
Define service support Policies ....................................................................................................................... 1086
Define Service Support performance standards .............................................................................................. 1087
1.2.2.1.5 PRODUCE SERVICE BUSINESS PLANS ..................................................................................................... 1088
Produce Service Business Plans ...................................................................................................................... 1088
Develop & Deliver annual/multi year service business plans ......................................................................... 1089
Forecast service demand & capture new oppurtunities .................................................................................. 1090
Asses impact of service business plan .............................................................................................................. 1091
Identify timetables for new service capability introduction ............................................................................. 1091
Identify logistics for new service capability introduction ................................................................................ 1092
1.2.2.1.6 DEVELOP SERVICE PARTNERSHIP REQUIREMENTS ................................................................................ 1093
Develop Service Partnership Requirements .................................................................................................... 1093
Identify the requirements for service aspects ................................................................................................... 1094
Recommend Service Partnership ..................................................................................................................... 1095
Determine extent of service aspect sourcing .................................................................................................. 1095
1.2.2.1.7 GAIN ENTERPRISE COMMITMENT TO SERVICE STRATEGIES................................................................... 1096
Gain Enterprise Commitment to Service Strategies ........................................................................................ 1096
Identify Stakeholders to service strategy and service plans ............................................................................. 1097
Gain service strategy and servic plans Stakeholders approval ....................................................................... 1098
Gain Enterprise Commitment to service strategy and servic plans ................................................................ 1098
1.2.2.2 SERVICE CAPABILITY DELIVERY .............................................................................................................. 1099
Service Capability Delivery ............................................................................................................................. 1100
Map & Analyze Service Requirements ............................................................................................................. 1100
Gain Service Capability Investment Approval ................................................................................................. 1101
Enable Service Support & Operations ............................................................................................................. 1102
Manage Handover to Service Operations........................................................................................................ 1103
Capture Service Capability Shortfalls ............................................................................................................. 1104
Design Service Capabilities ............................................................................................................................. 1105
Manage Service Capability Delivery ............................................................................................................... 1106
1.2.2.2.1 MAP & ANALYZE SERVICE REQUIREMENTS .......................................................................................... 1107
Map & Analyze Service Requirements ............................................................................................................. 1107
Capture Service Demand & Performance Requirements ................................................................................ 1108
Agree Service Infrastructure Requirements ..................................................................................................... 1109
Report Service Infrastructure Requirements ................................................................................................... 1109
1.2.2.2.2 CAPTURE SERVICE CAPABILITY SHORTFALLS ....................................................................................... 1110
Capture Service Capability Shortfalls ............................................................................................................. 1111
Capture Service Capacity Shortfalls ................................................................................................................ 1111
Capture Service Performance Shortfalls ......................................................................................................... 1112
Capture Service Operational Support Shorfalls .............................................................................................. 1113
1.2.2.2.3 GAIN SERVICE CAPABILITY INVESTMENT APPROVAL ............................................................................ 1113
Develop Service Capability Investment Proposals .......................................................................................... 1115
Approve Service Capability Investment ........................................................................................................... 1116
1.2.2.2.4 DESIGN SERVICE CAPABILITIES ............................................................................................................. 1117
Design Service Capabilities ............................................................................................................................. 1117
Define Service Capability Requirements ......................................................................................................... 1118
Specify Service Capability Infrastructure ........................................................................................................ 1118
Select Service Capability Suppliers/Partners .................................................................................................. 1119
1.2.2.2.5 ENABLE SERVICE SUPPORT & OPERATIONS ........................................................................................... 1120
Enable Service Support & Operations ............................................................................................................. 1120
Design Service Operational Support Process Improvements .......................................................................... 1121
Identfy Service Support Groups, Skills & Training ......................................................................................... 1122
Identfy Service Support Requirements ............................................................................................................. 1123
1.2.2.2.7 MANAGE HANDOVER TO SERVICE OPERATIONS .................................................................................... 1123
Manage Handover to Service Operations........................................................................................................ 1124
Co-ordinate Service Operational Handover .................................................................................................... 1125
Validate Service Infrastructure Design ........................................................................................................... 1125
Ensure Service Handover Support ................................................................................................................... 1126
1.2.2.3 SERVICE DEVELOPMENT & RETIREMENT ................................................................................................. 1127
Service Development & Retirement ................................................................................................................. 1127
Gather & Analyze New Service Ideas .............................................................................................................. 1128
Assess Performance of Existing Services ......................................................................................................... 1129
Develop New Service Business Proposal ......................................................................................................... 1129
Develop Detailed Service Specifications ......................................................................................................... 1130
Manage Service Development ......................................................................................................................... 1131
Manage Service Deployment ........................................................................................................................... 1132
Manage Service Exit ........................................................................................................................................ 1133
1.2.2.3.1 GATHER & ANALYZE NEW SERVICE IDEAS ........................................................................................... 1134
Gather & Analyze New Service Ideas .............................................................................................................. 1134
Gather Service Information ............................................................................................................................. 1135
Analyze Service Classes ................................................................................................................................... 1136
Develop Service Classes .................................................................................................................................. 1137
1.2.2.3.3 DEVELOP NEW SERVICE BUSINESS PROPOSAL ...................................................................................... 1137
Develop New Service Business Proposal ......................................................................................................... 1138
Develop Service Business Proposal ................................................................................................................. 1139
Gain Service Business Proposal Approval ...................................................................................................... 1140
1.2.2.3.4 DEVELOP DETAILED SERVICE SPECIFICATIONS ..................................................................................... 1140
Develop Detailed Service Specifications ......................................................................................................... 1141
Develop Detailed Service Technical Specifications......................................................................................... 1142
Develop Detailed Service Support Specifications ............................................................................................ 1142
Develop Detailed Service Operational Specifications ..................................................................................... 1143
Develop Detailed Service Customer Manuals ................................................................................................. 1144
1.2.2.3.5 MANAGE SERVICE DEVELOPMENT ........................................................................................................ 1145
Manage Service Development ......................................................................................................................... 1145
Identify Requred Processes & Procedures ...................................................................................................... 1146
Develop Requred Processes & Procedures ..................................................................................................... 1147
Product Documentation & Training Packages ................................................................................................ 1147
Develop Service & Operational Agreements ................................................................................................... 1148
Gain Service & Operational Agreements Approval ........................................................................................ 1149
1.2.2.3.6 MANAGE SERVICE DEPLOYMENT .......................................................................................................... 1149
Manage Service Deployment ........................................................................................................................... 1150
Manage Service Process & Procedure Implementation .................................................................................. 1151
Manage Service Operational Staff Training .................................................................................................... 1151
Develop Service Supplier/Partner Operational Support ................................................................................. 1152
Manage Service Acceptance Testing ............................................................................................................... 1153
1.2.2.3.7 MANAGE SERVICE EXIT ......................................................................................................................... 1153
Manage Service Exit ........................................................................................................................................ 1154
Identify Unviable Services ............................................................................................................................... 1155
Identify Impacted Service Customers .............................................................................................................. 1155
Develop Service Transition Strategies ............................................................................................................. 1156
Manage Service Exit Process .......................................................................................................................... 1157
1.2.3.1 RESOURCE STRATEGY & PLANNING ......................................................................................................... 1157
Resource Strategy & Planning ........................................................................................................................ 1158
Gather & Analyze Resource Information ........................................................................................................ 1159
Establish Resource Strategy & Architecture ................................................................................................... 1160
Produce Resource Business Plans ................................................................................................................... 1161
Gain Enterprise Commitment to Resource Plans ............................................................................................ 1162
Manage Resource Research ............................................................................................................................ 1163
Define Resource Support Strategies ................................................................................................................ 1163
Develop Resource Partnership Requirements ................................................................................................. 1164
1.2.3.1.1 GATHER & ANALYZE RESOURCE INFORMATION ................................................................................... 1165
Gather & Analyze Resource Information ........................................................................................................ 1166
Gather Resource Information .......................................................................................................................... 1166
Analyze new resource requirements ................................................................................................................ 1167
Analyze to develop new/enhance resource requirements................................................................................. 1168
1.2.3.1.2 MANAGE RESOURCE RESEARCH ............................................................................................................ 1169
Manage Resource Research ............................................................................................................................ 1169
Manage resource research investigations ....................................................................................................... 1170
Manage administration of resource research .................................................................................................. 1171
Define Resource research assesment methodologies ....................................................................................... 1171
1.2.3.1.3 ESTABLISH RESOURCE STRATEGY & ARCHITECTURE ............................................................................ 1172
Establish Resource Strategy & Architecture ................................................................................................... 1173
Establish Resource strategy ............................................................................................................................. 1173
Develop resource Strategy ............................................................................................................................... 1174
Establish Resource delivery goals ................................................................................................................... 1175
Establish resource implementation policies .................................................................................................... 1176
1.2.3.1.4 DEFINE RESOURCE SUPPORT STRATEGIES ............................................................................................. 1176
Define Resource Support Strategies ................................................................................................................ 1177
Define Resource support Principles ................................................................................................................ 1178
Define Resource support Policies .................................................................................................................... 1178
Define Resource Support performance standards ........................................................................................... 1179
1.2.3.1.6 DEVELOP RESOURCE PARTNERSHIP REQUIREMENTS ............................................................................. 1180
Develop Resource Partnership Requirements ................................................................................................. 1180
Identify the requirements for resource capabilities ......................................................................................... 1181
recommend Resource partnership ................................................................................................................... 1182
Determine extent of resource capabilities sourcing ....................................................................................... 1183
1.2.3.1.7 GAIN ENTERPRISE COMMITMENT TO RESOURCE PLANS ........................................................................ 1183
Gain Enterprise Commitment to Resource Plans ............................................................................................ 1184
Identify Stakeholders to Resource strategy and resource plans ...................................................................... 1185
Gain resource strategy and resource plans Stakeholders approval ................................................................ 1185
Gain Enterprise Commitment to resource strategy and resource plans ......................................................... 1186
1.2.3.2 RESOURCE CAPABILITY DELIVERY ........................................................................................................... 1187
Resource Capability Delivery .......................................................................................................................... 1187
Map & Analyze Resource Requirements.......................................................................................................... 1188
Gain Resource Capability Investment Approval .............................................................................................. 1189
Enable Resource Support & Operations.......................................................................................................... 1190
Manage Handover to Resource Operations .................................................................................................... 1191
Capture Resource Capability Shortfalls .......................................................................................................... 1192
Design Resource Capabilities .......................................................................................................................... 1192
Manage Resource Capability Delivery ............................................................................................................ 1193
1.2.3.2.1 MAP & ANALYZE RESOURCE REQUIREMENTS ....................................................................................... 1194
Map & Analyze Resource Requirements.......................................................................................................... 1195
Capture Resource Demand & Performance Requirements ............................................................................. 1196
Agree Resource Infrastructure Requirements .................................................................................................. 1197
1.2.3.2.2 CAPTURE RESOURCE CAPABILITY SHORTFALLS .................................................................................... 1197
Capture Resource Capability Shortfalls .......................................................................................................... 1198
Capture Resource Capacity Shortfalls............................................................................................................. 1199
Capture Resource Performance Shortfalls ...................................................................................................... 1199
Capture Resource Operational Support Shorfalls ........................................................................................... 1200
1.2.3.2.3 GAIN RESOURCE CAPABILITY INVESTMENT APPROVAL ........................................................................ 1201
Approve Resource Capability Investment ........................................................................................................ 1201
Gain Resource Capability Investment Approval .............................................................................................. 1202
Develop Resource Capability Investment Proposals ....................................................................................... 1203
1.2.3.2.4 DESIGN RESOURCE CAPABILITIES.......................................................................................................... 1204
Design Resource Capabilities .......................................................................................................................... 1204
Define Resource Capability Requirements ...................................................................................................... 1205
Specify Resource Capability Infrastructure ..................................................................................................... 1206
Select Resource Capability Suppliers/Partners ............................................................................................... 1207
1.2.3.2.5 ENABLE RESOURCE SUPPORT & OPERATIONS ....................................................................................... 1207
Enable Resource Support & Operations.......................................................................................................... 1208
Design Resource Operational Support Process Improvements ....................................................................... 1209
Identfy Resource Support Groups, Skills & Training ...................................................................................... 1209
Identfy Resource Support Requirements .......................................................................................................... 1210
1.2.3.2.6 MANAGE RESOURCE CAPABILITY DELIVERY ........................................................................................ 1211
Manage Resource Capability Delivery ............................................................................................................ 1211
Co-ordinate Resource Capability Delivery ..................................................................................................... 1212
Ensure Resource Capability Quality ............................................................................................................... 1213
Manage Commissioning of New Resource Infrastructure ............................................................................... 1214
Establish Resource Capability Sourcing ......................................................................................................... 1214
1.2.3.2.7 MANAGE HANDOVER TO RESOURCE OPERATIONS ................................................................................ 1215
Manage Handover to Resource Operations .................................................................................................... 1215
Co-ordinate Resource Operational Handover ................................................................................................. 1216
Validate Resource Infrastructure Design ........................................................................................................ 1217
Ensure Resource Handover Support ................................................................................................................ 1218
1.2.3.3 RESOURCE DEVELOPMENT & RETIREMENT .............................................................................................. 1218
Resource Development & Retirement .............................................................................................................. 1219
Gather & Analyze New Resource Ideas ........................................................................................................... 1220
Assess Performance of Existing Resources...................................................................................................... 1221
Develop New Resource Business Proposal ...................................................................................................... 1221
Develop Detailed Resource Specifications ...................................................................................................... 1222
Manage Resource Development ...................................................................................................................... 1223
Manage Resource Deployment ........................................................................................................................ 1224
Manage Resource Exit ..................................................................................................................................... 1225
1.2.3.3.1 GATHER & ANALYZE NEW RESOURCE IDEAS ........................................................................................ 1226
Gather & Analyze New Resource Ideas ........................................................................................................... 1226
Gather Resource Information .......................................................................................................................... 1227
Analyze Resource Classes ................................................................................................................................ 1228
Develop Service Classes .................................................................................................................................. 1229
1.2.3.3.3 DEVELOP NEW RESOURCE BUSINESS PROPOSAL ................................................................................... 1229
Develop New Resource Business Proposal ...................................................................................................... 1230
Develop Resource Business Proposal .............................................................................................................. 1231
Gain Resource Business Proposal Approval ................................................................................................... 1232
1.2.3.3.4 DEVELOP DETAILED RESOURCE SPECIFICATIONS .................................................................................. 1232
Develop Detailed Resource Specifications ...................................................................................................... 1233
Develop Detailed Resource Technical Specifications ..................................................................................... 1234
Develop Detailed Resource Support Specifications......................................................................................... 1234
Develop Detailed Resource Operational Specifications .................................................................................. 1235
Develop Detailed Resource Manuals .............................................................................................................. 1236
1.2.3.3.5 MANAGE RESOURCE DEVELOPMENT ..................................................................................................... 1237
Manage Resource Development ...................................................................................................................... 1237
Identify Requred Processes & Procedures ...................................................................................................... 1238
Develop Requred Processes & Procedures ..................................................................................................... 1239
Product Documentation & Training Packages ................................................................................................ 1239
Develop Service & Operational Agreements ................................................................................................... 1240
Gain Service & Operational Agreements Approval ........................................................................................ 1241
1.2.3.3.6 MANAGE RESOURCE DEPLOYMENT ....................................................................................................... 1241
Manage Resource Deployment ........................................................................................................................ 1242
Manage Resource Process & Procedure Implementation ............................................................................... 1243
Manage Resource Operational Staff Training ................................................................................................. 1243
Develop Resource Supplier/Partner Operational Support .............................................................................. 1244
Manage Resource Acceptance Testing ............................................................................................................ 1245
1.2.3.3.7 MANAGE RESOURCE EXIT ..................................................................................................................... 1245
Manage Resource Exit ..................................................................................................................................... 1246
Identify Unviable Services ............................................................................................................................... 1247
Identify Impacted Service Customers .............................................................................................................. 1247
Develop Service Transition Strategies ............................................................................................................. 1248
Manage Service Exit Process .......................................................................................................................... 1249
1.2.4.1 SUPPLY CHAIN STRATEGY & PLANNING................................................................................................... 1249
Supply Chain Strategy & Planning .................................................................................................................. 1250
Gather & Analyze Supply Chain Information .................................................................................................. 1251
Establish Supply Chain Strategy & Goals ....................................................................................................... 1251
Define Supply Chain Support Strategies.......................................................................................................... 1252
Produce Supply Chain Business Plans ............................................................................................................ 1253
Gain Enterprise Commitment to Supply Chain Plans ..................................................................................... 1254
1.2.4.1.1 GATHER & ANALYZE SUPPLY CHAIN INFORMATION ............................................................................. 1255
Gather & Analyze Supply Chain Information .................................................................................................. 1255
Gather supply chain information Information ................................................................................................. 1256
Analyze to develop new commercial practise .................................................................................................. 1257
Analyze supplier/partner industry ................................................................................................................... 1258
Monitor industry supplier/partner .................................................................................................................. 1258
1.2.4.1.2 ESTABLISH SUPPLY CHAIN STRATEGY & GOALS ................................................................................... 1259
Establish Supply Chain Strategy & Goals ....................................................................................................... 1259
Establish Supply Chain Strategy...................................................................................................................... 1260
Develop Supply Chain Strategy ....................................................................................................................... 1261
Establish Supply chain delivery goals ............................................................................................................. 1262
Establish Supply Chain implementation policies ............................................................................................. 1262
1.2.4.1.3 DEFINE SUPPLY CHAIN SUPPORT STRATEGIES ....................................................................................... 1263
Define Supply Chain Support Strategies.......................................................................................................... 1264
Define Supply Chain support Principles ......................................................................................................... 1264
Define Supply chain support Policies .............................................................................................................. 1265
Define Supply Chain Support performance standards .................................................................................... 1266
1.2.4.1.4 PRODUCE SUPPLY CHAIN BUSINESS PLANS ........................................................................................... 1267
Produce Supply Chain Business Plans ............................................................................................................ 1267
Develop & Deliver annual/multi year supply chain business plans ................................................................ 1268
Forecast commercial transaction volumes and sourcing demand ................................................................... 1269
Indentify alternative sourcing oppurtunities .................................................................................................... 1270
1.2.4.1.5 GAIN ENTERPRISE COMMITMENT TO SUPPLY CHAIN PLANS .................................................................. 1270
Gain Enterprise Commitment to Supply Chain Plans ..................................................................................... 1271
Identify Stakeholders to supply chain sourcing strategy and business plans .................................................. 1272
Gain supply chain sourcing strategy and business plans Stakeholders approval .......................................... 1272
Gain Enterprise Commitment to supply chain sourcing strategy and business plans ................................... 1273
1.2.4.2 SUPPLY CHAIN CAPABILITY DELIVERY .................................................................................................... 1274
Supply Chain Capability Delivery ................................................................................................................... 1274
Determine the Sourcing Requirements ............................................................................................................ 1275
Manage the Tender Process ............................................................................................................................ 1276
Gain Tender Decision Approval ...................................................................................................................... 1277
Negotiate Commercial Arrangements ............................................................................................................. 1278
Determine Potential Suppliers/Partners .......................................................................................................... 1279
Gain Approval for Commercial Arrangements ................................................................................................ 1280
1.2.4.2.1 DETERMINE THE SOURCING REQUIREMENTS ......................................................................................... 1280
Determine the Sourcing Requirements ............................................................................................................ 1281
Capture Sourcing Requirements ...................................................................................................................... 1282
Finalize Sourcing Requirements ...................................................................................................................... 1283
1.2.4.2.2 DETERMINE POTENTIAL SUPPLIERS/PARTNERS ..................................................................................... 1284
Determine Potential Suppliers/Partners .......................................................................................................... 1284
Analyze Potential Suppliers/Partners .............................................................................................................. 1285
Short List Potential Suppliers/Partners ........................................................................................................... 1286
1.2.4.2.3 MANAGE THE TENDER PROCESS ............................................................................................................ 1286
Manage the Tender Process ............................................................................................................................ 1287
Specify the Tender Process .............................................................................................................................. 1288
Administer the Tender Process ........................................................................................................................ 1288
1.2.4.2.4 GAIN TENDER DECISION APPROVAL ...................................................................................................... 1289
Gain Tender Decision Approval ...................................................................................................................... 1290
1.2.4.2.5 NEGOTIATE COMMERCIAL ARRANGEMENTS ......................................................................................... 1294
Negotiate Commercial Arrangements ............................................................................................................. 1294
Establish Negotiating Strategy ........................................................................................................................ 1295
Manage Negotiations ....................................................................................................................................... 1295
1.2.4.2.6 GAIN APPROVAL FOR COMMERCIAL ARRANGEMENTS .......................................................................... 1296
Gain Approval for Commercial Arrangements ................................................................................................ 1297
Identify & Report to Stakeholders ................................................................................................................... 1297
Commit & Approve Cmmercial Arrangements ................................................................................................ 1298
1.2.4.3 SUPPLY CHAIN DEVELOPMENT & CHANGE MANAGEMENT ...................................................................... 1299
Supply Chain Development & Change Management ...................................................................................... 1299
Manage Supplier/Partner Engagement ........................................................................................................... 1300
Manage Supply Chain Contract Variation ...................................................................................................... 1301
Manage Supplier/Partner Termination............................................................................................................ 1302
1.2.4.3.1 MANAGE SUPPLIER/PARTNER ENGAGEMENT ........................................................................................ 1303
Manage Supplier/Partner Engagement ........................................................................................................... 1303
Monitor Supplier/Partner Engagement ........................................................................................................... 1304
Review Supplier/Partner Engagement ............................................................................................................. 1305
Approve Supplier/Partner Engagement ........................................................................................................... 1305
1.3.1.1 STRATEGIC BUSINESS PLANNING .............................................................................................................. 1306
Strategic Business Planning ............................................................................................................................ 1306
Provide Strategic Business Direction .............................................................................................................. 1307
Creat Actionable Strategy ................................................................................................................................ 1308
Program-manage Strategy Implementation ..................................................................................................... 1308
1.3.1.2 BUSINESS DEVELOPMENT ......................................................................................................................... 1309
Business Development ..................................................................................................................................... 1309
Develop Concepts for Revenue Streams .......................................................................................................... 1310
Focus or Broaden Customer Base ................................................................................................................... 1311
Identify Outspourcing Opportunities ............................................................................................................... 1312
Investigate Potential Mergers & Acquisitions ................................................................................................. 1313
Facilitate Negotiation & Implementation of Potential Mergers & Acquisitions ............................................. 1314
1.3.1.3 ENTERPRISE ARCHITECTURE MANAGEMENT ............................................................................................ 1314
Enterprise Architecture Management .............................................................................................................. 1315
Manage Enterprise Architecture Methodology .............................................................................................. 1316
Co-ordinate Enterprise Architecture ............................................................................................................... 1317
Manage Enterprise Architectuer Toolsets and Associated Standards ............................................................. 1317
Manage & Administer Architecture Repositories ............................................................................................ 1318
Manage Architecture Skillsets ......................................................................................................................... 1319
Provide Reference Source for Standard Operating Environment .................................................................... 1319
Co-ordinate Architecture Review .................................................................................................................... 1320
1.3.1.4 GROUP ENTERPRISE MANAGEMENT ......................................................................................................... 1321
Group Enterprise Management ....................................................................................................................... 1321
Plann & Implement Cross-Business Unit Operation ....................................................................................... 1322
Harmonize Processes & Communication Systems across Business Units ....................................................... 1323
Manage Funding & Cross-Subsidies across Business Units ........................................................................... 1323
Manage Investment for Business Development ............................................................................................... 1324
Co-ordinate Business Activities ....................................................................................................................... 1325
1.3.2.1 BUSINESS CONTINUITY MANAGEMENT .................................................................................................... 1325
Business Continuity Management .................................................................................................................... 1326
Co-ordinate Business Continuity ..................................................................................................................... 1327
Plan Business Continuity ................................................................................................................................. 1328
Plan Infrastructure Recovery .......................................................................................................................... 1329
Plan Serious Incident Management ................................................................................................................. 1329
Manage Business Continuity Methodologies ................................................................................................... 1330
1.3.2.2 SECURITY MANAGEMENT ......................................................................................................................... 1331
Define Security Management Prevention ........................................................................................................ 1331
Security Management ...................................................................................................................................... 1332
Manage Proactive Security Management ........................................................................................................ 1333
Monitor Industry Trends for Security Management ........................................................................................ 1334
Define Secuirty Management Policies & Procedures ...................................................................................... 1335
Assist with Security Mangement Deployment .................................................................................................. 1336
Manage Reactive Security Management .......................................................................................................... 1336
Detect Potential Security Threats & Violations ............................................................................................... 1337
Investigate Potential Security Threats & Violations........................................................................................ 1338
Define Monitoring to Facilitate Security Management ................................................................................... 1338
Define Security Management Analysis ............................................................................................................ 1339
Define Security Management policies & procedures to facilitate detection incidents .................................... 1340
Define Incident Management policies and procedures .................................................................................... 1341
1.3.2.3 FRAUD MANAGEMENT .............................................................................................................................. 1341
Fraud Policy Management .............................................................................................................................. 1342
Fraud Management ......................................................................................................................................... 1343
Fraud Operations Support ............................................................................................................................... 1344
1.3.2.4 AUDIT MANAGEMENT .............................................................................................................................. 1344
Audit Management ........................................................................................................................................... 1345
Define Audit Policy .......................................................................................................................................... 1346
Define Audit Mechanims.................................................................................................................................. 1346
Assess Operatonal Activities ............................................................................................................................ 1347
Evaluate Operational Activities ....................................................................................................................... 1348
Report Audits ................................................................................................................................................... 1348
Apply Audit Mechanisms Proactively .............................................................................................................. 1349
1.3.2.5 INSURANCE MANAGEMENT ...................................................................................................................... 1350
Insurance Management ................................................................................................................................... 1350
Identify Insurable Risks ................................................................................................................................... 1351
Analyze Insurance Cost/Benefits ..................................................................................................................... 1352
Provide Insurance Advice ................................................................................................................................ 1353
Manage Insuramce Porrtfolio ......................................................................................................................... 1353
1.3.2.6 REVENUE ASSURANCE MANAGEMENT ..................................................................................................... 1354
Revenue Assurance Management .................................................................................................................... 1354
Manage Revenue Assurance Policy Framework ............................................................................................. 1356
Manage Revenue Assurance Operations ......................................................................................................... 1357
Support Revenue Assurance Operations .......................................................................................................... 1358
1.3.2.6.2 MANAGE REVENUE ASSURANCE OPERATIONS ...................................................................................... 1359
Manage Revenue Assurance Operations ......................................................................................................... 1360
Monitor Revenue Assurance Controls ............................................................................................................. 1361
Create Revenue Assurance Trouble Report ..................................................................................................... 1362
Assess Revenue Assurance Trouble ................................................................................................................. 1363
Resolve Revenue Assurance Trouble ............................................................................................................... 1364
Track & Manage Revenue Assurance Trouble Resolution .............................................................................. 1365
Report Revenue Assurance .............................................................................................................................. 1366
Close Revenue Assurance Trouble Report ....................................................................................................... 1367
1.3.3.3 PROGRAM & PROJECT MANAGEMENT ...................................................................................................... 1368
Program & Project Management .................................................................................................................... 1369
Deliver Program/Project Methodologies & Support ....................................................................................... 1369
Select Program/Project Management Support Tools ...................................................................................... 1370
Manage Program/Project Management Skill Sets ........................................................................................... 1371
Manage Program/Project Management Repository ........................................................................................ 1371
Manage Program/Project Management Metrics ............................................................................................. 1372
1.3.3.4 ENTERPRISE PERFORMANCE ASSESSMENT ................................................................................................ 1373
Enterprise Performance Assessment ............................................................................................................... 1373
Define Enterprise Performance Measures....................................................................................................... 1374
Manage Enterprise Performance Data ............................................................................................................ 1375
Manage External Survet Companies ............................................................................................................... 1376
Report Balanced Scorecard, etc ...................................................................................................................... 1376
1.3.4.2 RESEARCH MANAGEMENT ........................................................................................................................ 1377
Research Management..................................................................................................................................... 1378
Evaluate R&D Business Value ........................................................................................................................ 1378
Manage R&D Investment ................................................................................................................................ 1379
Manage R&D Program Actvities ..................................................................................................................... 1380
1.3.4.3 TECHNOLOGY SCANNING ......................................................................................................................... 1380
Technology Scanning ....................................................................................................................................... 1381
Evaluate External Technology ......................................................................................................................... 1382
Determine Business Value of Potential Technology ........................................................................................ 1382
Assess Technology Acquisition ........................................................................................................................ 1383
1.3.5.3 PROCUREMENT MANAGEMENT ................................................................................................................. 1384
Procurement Management ............................................................................................................................... 1384
Manage Corporate Procurement & Logistics Policies .................................................................................... 1385
Define Warehousing Policies .......................................................................................................................... 1386
Develop Logistics/Transport Policies .............................................................................................................. 1386
Develop Stock/Inventory Management Policies .............................................................................................. 1387
1.3.6.1 CORPORATE COMMUNICATIONS & IMAGE MANAGEMENT ....................................................................... 1389
Corporate Communications & Image Management ........................................................................................ 1389
Promote Desired Corporate mage ................................................................................................................... 1390
Manage Spokespeople ..................................................................................................................................... 1391
Manage Messaging .......................................................................................................................................... 1391
1.3.6.2 COMMUNITY RELATIONS MANAGEMENT ................................................................................................. 1392
Community Relations Management ................................................................................................................. 1392
Ensure Community Visibility ........................................................................................................................... 1393
Communicate Community Messaging ............................................................................................................. 1394
Handle Community Contacts ........................................................................................................................... 1395
1.3.6.3 SHAREHOLDER RELATIONS MANAGEMENT .............................................................................................. 1395
Shareholder Relations Management ................................................................................................................ 1396
Manage Shareholder Relations ....................................................................................................................... 1397
Manage Employee Share Plans ....................................................................................................................... 1397
1.3.6.4 REGULATORY MANAGEMENT ................................................................................................................... 1398
Regulatory Management .................................................................................................................................. 1399
Ensure Regulatory Compliance ....................................................................................................................... 1399
Handle Pending Regulations ........................................................................................................................... 1400
File Trariffs ..................................................................................................................................................... 1401
1.3.6.5 LEGAL MANAGEMENT .............................................................................................................................. 1401
Legal Management .......................................................................................................................................... 1402
Ensure Legala Compliance .............................................................................................................................. 1403
Carry out Legal requests ................................................................................................................................. 1403
Provide Legal Advice ....................................................................................................................................... 1404
Notify Legal Environment Changes ................................................................................................................. 1405
Manage Legal Actions ..................................................................................................................................... 1405
1.3.6.6 BOARD & SHARES/SECURITIES MANAGEMENT ........................................................................................ 1406
Board & Shares/Securities Management ......................................................................................................... 1406
Manage Board Related Activities .................................................................................................................... 1407
Manage Shares/Securities ............................................................................................................................... 1408
Manage Capital/Equity Activities .................................................................................................................... 1409
Manage Share/Stock Registry .......................................................................................................................... 1409
1.3.7.1 HR POLICIES & PRACTICES ...................................................................................................................... 1410
HR Policies & Practices .................................................................................................................................. 1410
Facilitate Performance Appraisal ................................................................................................................... 1411
Facilitate Remuneration Policies & Levels ..................................................................................................... 1412
Facilitate Allowances & Benefits .................................................................................................................... 1412
Facilitate Occupational Health & Safety ........................................................................................................ 1413
Facilitate Equal Employment Opportunity ...................................................................................................... 1414
Facilitate Compensation Guidelines .............................................................................................................. 1414
Facilitate Code of Conduct .............................................................................................................................. 1415
Facilitate Hiring & Termination Guidelines ................................................................................................... 1416
Facilitate Employee Satisfaction Measurement & Management ..................................................................... 1416
1.3.7.3 WORKFORCE STRATEGY ........................................................................................................................... 1417
Workforce Strategy .......................................................................................................................................... 1417
Define Workforce Strategy Requirements ........................................................................................................ 1418
Create Workforce Strategy .............................................................................................................................. 1419
Manage Workforce Change ............................................................................................................................. 1420
1.3.7.4 WORKFORCE DEVELOPMENT .................................................................................................................... 1420
Workforce Development .................................................................................................................................. 1421
Apply Competency Modeling ........................................................................................................................... 1422
Apply Skills Assessment ................................................................................................................................... 1422
Apply Strength Profiling .................................................................................................................................. 1423
Apply Succession Planning .............................................................................................................................. 1424
Apply Training ................................................................................................................................................ 1424
Apply Career Development .............................................................................................................................. 1425
Apply Work Design .......................................................................................................................................... 1426
Apply Employee Recruitment ........................................................................................................................... 1426
1.3.7.5 EMPLOYEE & LABOR RELATIONS MANAGEMENT ..................................................................................... 1427
Employee & Labor Relations Management ..................................................................................................... 1428
Manage Employee Relations ........................................................................................................................... 1428
Manage Labor Relations ................................................................................................................................. 1429
INDEX .................................................................................................................................................................... 1431
ADMINISTRATIVE APPENDIX ........................................................................................................................ 1458
ACKNOWLEDGMENTS ........................................................................................................................................... 1458
DOCUMENT HISTORY ........................................................................................................................................... 1458
Version History ................................................................................................................................................ 1458
Release History ................................................................................................................................................ 1459

List of Figures

Figure 1. CRM Support & Readiness decomposition into level 3 processes............................... 51
Figure 2. Support Customer Interface Management decomposition into level 4 processes ...... 69
Figure 3. Support Order Handling decomposition into level 4 processes ................................... 72
Figure 4. Support Problem Handling decomposition into level 4 processes............................... 86
Figure 5. Support Retention & Loyalty decomposition into level 4 processes............................ 94
Figure 6. Support Marketing Fulfillment decomposition into level 4 processes ......................... 97
Figure 7. Support Selling decomposition into level 4 processes ................................................. 99
Figure 8. Support Customer QoS/SLA decomposition into level 4 processes .......................... 104
Figure 9. Manage Campaign decomposition into level 4 processes .......................................... 114
Figure 10. Manage Customer Inventory decomposition into level 4 processes ........................ 117
Figure 11. Manage Product Offering Inventory decomposition into level 4 processes ............ 124
Figure 12. Manage Sales Inventory decomposition into level 4 processes ............................... 130
Figure 13. Support Bill Invoice Management decomposition into level 4 processes ............... 137
Figure 14. Support Bill Payments & Receivables Management decomposition into level 4
processes ..................................................................................................................................... 144
Figure 15. Support Bill Inquiry Handling decomposition into level 4 processes ...................... 148
Figure 16. Customer Interface Management decomposition into level 3 processes ................ 152
Figure 17. Manage Contact decomposition into level 4 processes ............................................ 156
Figure 18. Manage Request (Including Self Service) decomposition into level 4 processes ... 159
Figure 19. Analyze & Report on Customer decomposition into level 4 processes ................... 162
Figure 20. Mediate & Orchestrate Customer Interactions decomposition into level 4
processes ..................................................................................................................................... 165
Figure 21. Marketing Fulfillment Response decomposition into level 3 processes .................. 168
Figure 22. Issue & Distribute Marketing Collaterals decomposition into level 4 processes .... 171
Figure 23. Track Leads decomposition into level 4 processes ................................................... 174
Figure 24. Selling decomposition into level 3 processes ............................................................ 176
Figure 25. Manage Prospect decomposition into level 4 processes .......................................... 184
Figure 26. Qualify Opportunity decomposition into level 4 processes ...................................... 188
Figure 27. Negotiate Sales/Contract decomposition into level 4 processes.............................. 191
Figure 28. Acquire Customer Data decomposition into level 4 processes ................................ 195
Figure 29. Cross/Up Selling decomposition into level 4 processes ........................................... 198
Figure 30. Develop Sales Proposal decomposition into level 4 processes ............................... 201
Figure 31. Manage Sales Accounts decomposition into level 4 processes ............................... 205
Figure 32. Order Handling decomposition into level 3 processes .............................................. 208
Figure 33. Track & Manage Customer Order Handling decomposition into level 4
processes ..................................................................................................................................... 216
Figure 34. Complete Customer Order decomposition into level 4 processes ........................... 219
Figure 35. Issue Customer Orders decomposition into level 4 processes ................................ 222
Figure 36. Report Customer Order Handling decomposition into level 4 processes ................ 225
Figure 37. Problem Handling decomposition into level 3 processes ......................................... 228
Figure 38. Isolate Customer Problem decomposition into level 4 processes............................ 235
Figure 39. Report Customer Problem decomposition into level 4 processes ........................... 239
Figure 40. Track & Manage Customer Problem decomposition into level 4 processes ........... 245
Figure 41. Close Customer Problem Report decomposition into level 4 processes ................. 250
Figure 42. Correct & Recover Customer Problem decomposition into level 4 processes ....... 252
Figure 43. Customer QoS/SLA Management decomposition into level 3 processes ................ 255
Figure 44. Assess Customer QoS/SLA Performance decomposition into level 4 processes .. 262
Figure 45. Manage QoS/SLA Violation decomposition into level 4 processes .......................... 267
Figure 46. Report Customer QoS Performance decomposition into level 4 processes ........... 271
Figure 47. Create Customer QoS Performance Degradation Report decomposition into
level 4 processes ......................................................................................................................... 275
Figure 48. Track & Manage Customer QoS Performance Resolution decomposition into
level 4 processes ......................................................................................................................... 279
Figure 49. Retention & Loyalty decomposition into level 3 processes ...................................... 287
Figure 50. Establish & Terminate Customer Relationship decomposition into level 4
processes ..................................................................................................................................... 293
Figure 51. Build Customer Insight decomposition into level 4 processes ................................ 298
Figure 52. Analyze & Manage Customer Risk decomposition into level 4 processes .............. 301
Figure 53. Personalize Customer Profile for Retention & Loyalty decomposition into level 4
processes ..................................................................................................................................... 304
Figure 54. Validate Customer Satisfaction decomposition into level 4 processes ................... 308
Figure 55. Bill Invoice Management decomposition into level 3 processes .............................. 312
Figure 56. Apply Pricing, Discounting, Adjustments & Rebates decomposition into level 4
processes ..................................................................................................................................... 316
Figure 57. Create Customer Bill Invoice decomposition into level 4 processes ....................... 320
Figure 58. Produce & Distribute Bill decomposition into level 4 processes .............................. 325
Figure 59. Bill Payments & Receivables Management decomposition into level 3
processes ..................................................................................................................................... 333
Figure 60. Manage Customer Payments decomposition into level 4 processes ....................... 338
Figure 61. Manage Customer Debt Collection decomposition into level 4 processes .............. 344
Figure 62. Bill Inquiry Handling decomposition into level 3 processes ..................................... 352
Figure 63. Create Customer Bill Inquiry Report decomposition into level 4 processes ........... 360
Figure 64. Assess Customer Bill Inquiry Report decomposition into level 4 processes .......... 365
Figure 65. Authorize Customer Bill Invoice Adjustment decomposition into level 4
processes ..................................................................................................................................... 370
Figure 66. Track & Manage Customer Bill Inquiry Resolution decomposition into level 4
processes ..................................................................................................................................... 374
Figure 67. Report Customer Bill Inquiry decomposition into level 4 processes ....................... 380
Figure 68. Charging decomposition into level 3 processes ........................................................ 384
Figure 69. Manage Customer Charging Hierarchy decomposition into level 4 processes ....... 388
Figure 70. Manage Billing Events decomposition into level 3 processes .................................. 390
Figure 71. Enrich Billing Events decomposition into level 4 processes .................................... 395
Figure 72. Guide Billing Events decomposition into level 4 processes ..................................... 398
Figure 73. Mediate Billing Events decomposition into level 4 processes .................................. 401
Figure 74. Report Billing Event Records decomposition into level 4 processes ...................... 404
Figure 75. Manage Balances decomposition into level 3 processes .......................................... 407
Figure 76. SM&O Support & Readiness decomposition into level 3 processes ........................ 412
Figure 77. Enable Service Configuration & Activation decomposition into level 4
processes ..................................................................................................................................... 419
Figure 78. Support Service Problem Management decomposition into level 4 processes ...... 428
Figure 79. Enable Service Quality Management decomposition into level 4 processes .......... 433
Figure 80. Service Configuration & Activation decomposition into level 3 processes ............. 442
Figure 81. Design Solution decomposition into level 4 processes ............................................. 453
Figure 82. Allocate Specific Service Parameters to Services decomposition into level 4
processes ..................................................................................................................................... 458
Figure 83. Track & Manage Service Provisioning decomposition into level 4 processes ........ 462
Figure 84. Implement, Configure & Activate Service decomposition into level 4 processes ... 466
Figure 85. Test Service End-to-End decomposition into level 4 processes .............................. 471
Figure 86. Issue Service Orders decomposition into level 4 processes .................................... 474
Figure 87. Report Service Provisioning decomposition into level 4 processes ........................ 479
Figure 88. Recover Service decomposition into level 4 processes ............................................ 483
Figure 89. Service Problem Management decomposition into level 3 processes ..................... 487
Figure 90. Create Service Trouble Report decomposition into level 4 processes .................... 497
Figure 91. Diagnose Service Problem decomposition into level 4 processes ........................... 501
Figure 92. Correct & Resolve Service Problem decomposition into level 4 processes ............ 507
Figure 93. Track & Manage Service Problem decomposition into level 4 processes ............... 511
Figure 94. Report Service Problem decomposition into level 4 processes ............................... 518
Figure 95. Survey & Analyze Service Problem decomposition into level 4 processes ............. 522
Figure 96. Service Quality Management decomposition into level 3 processes ....................... 528
Figure 97. Monitor Service Quality decomposition into level 4 processes ................................ 536
Figure 98. Analyze Service Quality decomposition into level 4 processes ............................... 541
Figure 99. Improve Service Quality decomposition into level 4 processes ............................... 544
Figure 100. Report Service Quality Performance decomposition into level 4 processes ......... 548
Figure 101. Create Service Performance Degradation Report decomposition into level 4
processes ..................................................................................................................................... 552
Figure 102. Track & Manage Service Quality Performance Resolution decomposition into
level 4 processes ......................................................................................................................... 555
Figure 103. Service Guiding & Mediation decomposition into level 3 processes ..................... 562
Figure 104. Mediate Service Usage Records decomposition into level 4 processes ................ 566
Figure 105. RM&O Support & Readiness decomposition into level 3 processes ...................... 571
Figure 106. Enable Resource Provisioning decomposition into level 4 processes .................. 582
Figure 107. Enable Resource Performance Management decomposition into level 4
processes ..................................................................................................................................... 590
Figure 108. Support Resource Trouble Management decomposition into level 4 processes .. 599
Figure 109. Enable Resource Data Collection & Distribution decomposition into level 4
processes ..................................................................................................................................... 605
Figure 110. Manage Resource Inventory decomposition into level 4 processes ...................... 610
Figure 111. Manage Logistics decomposition into level 4 processes ........................................ 615
Figure 112. Resource Provisioning decomposition into level 3 processes ............................... 620
Figure 113. Allocate & Install Resource decomposition into level 4 processes ........................ 630
Figure 114. Configure & Activate Resource decomposition into level 4 processes ................. 636
Figure 115. Test Resource decomposition into level 4 processes ............................................. 640
Figure 116. Track & Manage Resource Provisioning decomposition into level 4 processes .. 643
Figure 117. Report Resource Provisioning decomposition into level 4 processes .................. 647
Figure 118. Issue Resource Orders decomposition into level 4 processes ............................... 650
Figure 119. Recover Resource decomposition into level 4 processes ...................................... 655
Figure 120. Resource Trouble Management decomposition into level 3 processes ................. 660
Figure 121. Survey & Analyze Resource Trouble decomposition into level 4 processes ........ 670
Figure 122. Localize Resource Trouble decomposition into level 4 processes ........................ 676
Figure 123. Correct & Resolve Resource Trouble decomposition into level 4 processes ....... 682
Figure 124. Track & Manage Resource Trouble decomposition into level 4 processes ........... 687
Figure 125. Report Resource Trouble decomposition into level 4 processes ........................... 693
Figure 126. Create Resource Trouble Report decomposition into level 4 processes ............... 697
Figure 127. Resource Performance Management decomposition into level 3 processes ........ 702
Figure 128. Monitor Resource Performance decomposition into level 4 processes ................. 710
Figure 129. Analyze Resource Performance decomposition into level 4 processes ................ 715
Figure 130. Control Resource Performance decomposition into level 4 processes ................. 718
Figure 131. Report Resource Performance decomposition into level 4 processes .................. 721
Figure 132. Create Resource Performance Degradation Report decomposition into level 4
processes ..................................................................................................................................... 724
Figure 133. Track & Manage Resource Performance Resolution decomposition into level 4
processes ..................................................................................................................................... 727
Figure 134. Resource Data Collection & Distribution decomposition into level 3 processes .. 734
Figure 135. Collect Management Information & Data decomposition into level 4 processes .. 739
Figure 136. Process Management Information & Data decomposition into level 4
processes ..................................................................................................................................... 742
Figure 137. Distribute Management Information & Data decomposition into level 4
processes ..................................................................................................................................... 746
Figure 138. Resource Mediation & Reporting decomposition into level 3 processes .............. 749
Figure 139. Mediate Resource Usage Records decomposition into level 4 processes ............ 752
Figure 140. Workforce Management decomposition into level 3 processes ............................. 757
Figure 141. Manage Schedules & Appointments decomposition into level 4 processes ......... 767
Figure 142. Plan and Forecast Workforce Management decomposition into level 4
processes ..................................................................................................................................... 772
Figure 143. Administer and Configure Workforce Management decomposition into level 4
processes ..................................................................................................................................... 775
Figure 144. Manage Work Order Lifecycle decomposition into level 4 processes .................... 784
Figure 145. S/PRM Support & Readiness decomposition into level 3 processes ..................... 792
Figure 146. Support S/P Requisition Management decomposition into level 4 processes ...... 802
Figure 147. Support S/P Problem Reporting & Management decomposition into level 4
processes ..................................................................................................................................... 809
Figure 148. Support S/P Performance Management decomposition into level 4 processes .... 814
Figure 149. Support S/P Settlements & Payments Management decomposition into level 4
processes ..................................................................................................................................... 820
Figure 150. Support S/P Interface Management decomposition into level 4 processes ........... 823
Figure 151. Manage Supplier/Partner Inventory decomposition into level 4 processes ........... 826
Figure 152. S/P Requisition Management decomposition into level 3 processes ..................... 832
Figure 153. Select Supplier/Partner decomposition into level 4 processes .............................. 840
Figure 154. Determine S/P Pre-Requisition Feasibility decomposition into level 4
processes ..................................................................................................................................... 843
Figure 155. Track & Manage S/P Requisition decomposition into level 4 processes ............... 846
Figure 156. Initiate S/P Requisition Order decomposition into level 4 processes .................... 853
Figure 157. Report S/P Requisition decomposition into level 4 processes ............................... 856
Figure 158. Close S/P Requisition Order decomposition into level 4 processes ...................... 859
Figure 159. S/P Problem Reporting & Management decomposition into level 3 processes .... 862
Figure 160. Initiate S/P Problem Report decomposition into level 4 processes ........................ 868
Figure 161. Receive S/P Problem Report decomposition into level 4 processes ...................... 871
Figure 162. Track & Manage S/P Problem Resolution decomposition into level 4 processes . 874
Figure 163. Report S/P Problem Resolution decomposition into level 4 processes ................. 880
Figure 164. Close S/P Problem Report decomposition into level 4 processes.......................... 884
Figure 165. S/P Performance Management decomposition into level 3 processes .................. 887
Figure 166. Monitor & Control S/P Service Performance decomposition into level 4
processes ..................................................................................................................................... 893
Figure 167. Track & Manage S/P Performance Resolution decomposition into level 4
processes ..................................................................................................................................... 896
Figure 168. Report S/P Performance decomposition into level 4 processes ............................. 902
Figure 169. Close S/P Performance Degradation Report decomposition into level 4
processes ..................................................................................................................................... 905
Figure 170. Initiate S/P Performance Degradation Report decomposition into level 4
processes ..................................................................................................................................... 908
Figure 171. S/P Settlements & Payments Management decomposition into level 3
processes ..................................................................................................................................... 911
Figure 172. S/P Interface Management decomposition into level 3 processes ......................... 915
Figure 173. Manage S/P Requests (Including Self Service) decomposition into level 4
processes ..................................................................................................................................... 918
Figure 174. Analyze & Report S/P Interactions decomposition into level 4 processes ............ 922
Figure 175. Mediate & Orchestrate Supplier/Partner Interactions decomposition into level 4
processes ..................................................................................................................................... 924
Figure 176. Market Strategy & Policy decomposition into level 3 processes ............................ 928
Figure 177. Establish Market Strategy decomposition into level 4 processes .......................... 933
Figure 178. Establish Market Segments decomposition into level 4 processes ....................... 937
Figure 179. Link Market Segments & Products decomposition into level 4 processes ............ 940
Figure 180. Gain Commitment to Marketing Strategy decomposition into level 4 processes . 943
Figure 181. Product & Offer Portfolio Planning decomposition into level 3 processes ........... 946
Figure 182. Gather & Analyze Product Information decomposition into level 4 processes ..... 951
Figure 183. Establish Product Portfolio Strategy decomposition into level 4 processes ........ 954
Figure 184. Produce Product Portfolio Business Plans decomposition into level 4
processes ..................................................................................................................................... 956
Figure 185. Gain Commitment to Product Business Plans decomposition into level 4
processes ..................................................................................................................................... 964
Figure 186. Product & Offer Capability Delivery decomposition into level 3 processes .......... 967
Figure 187. Define Product Capability Requirements decomposition into level 4 processes . 973
Figure 188. Capture Product Capability Shortfalls decomposition into level 4 processes ...... 976
Figure 189. Approve Product Business Case decomposition into level 4 processes .............. 980
Figure 190. Deliver Product Capability decomposition into level 4 processes ......................... 983
Figure 191. Manage Handover to Product Operations decomposition into level 4 processes 986
Figure 192. Manage Product Capability Delivery Methodology decomposition into level 4
processes ..................................................................................................................................... 989
Figure 193. Marketing Capability Delivery decomposition into level 3 processes .................... 992
Figure 194. Define Marketing Capability Requirements decomposition into level 4
processes ..................................................................................................................................... 997
Figure 195. Gain Marketing Capability Approval decomposition into level 4 processes ....... 1000
Figure 196. Deliver Marketing Infrastructure decomposition into level 4 processes .............. 1003
Figure 197. Manage Handover to Marketing Operations decomposition into level 4
processes ................................................................................................................................... 1006
Figure 198. Manage Marketing Capability Delivery Methodology decomposition into level 4
processes ................................................................................................................................... 1010
Figure 199. Product & Offer Development & Retirement decomposition into level 3
processes ................................................................................................................................... 1013
Figure 200. Gather & Analyze New Product Ideas decomposition into level 4 processes ..... 1021
Figure 201. Develop Product Commercialization Strategy decomposition into level 4
processes ................................................................................................................................... 1024
Figure 202. Develop Detailed Product Specifications decomposition into level 4 processes 1027
Figure 203. Launch New Products decomposition into level 4 processes .............................. 1031
Figure 204. Manage Product Exit decomposition into level 4 processes ................................ 1034
Figure 205. Sales Development decomposition into level 3 processes ................................... 1038
Figure 206. Monitor Sales & Channel Best Practice decomposition into level 4 processes .. 1042
Figure 207. Develop Sales & Channel Proposals decomposition into level 4 processes ....... 1045
Figure 208. Develop New Sales Channels & Processes decomposition into level 4
processes ................................................................................................................................... 1048
Figure 209. Product Marketing Communications & Promotion decomposition into level 3
processes ................................................................................................................................... 1051
Figure 210. Develop Promotional Collateral decomposition into level 4 processes ............... 1057
Figure 211. Manage Message & Campaign Delivery decomposition into level 4 processes .. 1060
Figure 212. Monitor Message & Campaign Effectiveness decomposition into level 4
processes ................................................................................................................................... 1062
Figure 213. Service Strategy & Planning decomposition into level 3 processes .................... 1066
Figure 214. Gather & Analyze Service Information decomposition into level 4 processes .... 1074
Figure 215. Manage Service Research decomposition into level 4 processes ........................ 1078
Figure 216. Establish Service Strategy & Goals decomposition into level 4 processes ........ 1081
Figure 217. Define Service Support Strategies decomposition into level 4 processes .......... 1085
Figure 218. Produce Service Business Plans decomposition into level 4 processes ............ 1088
Figure 219. Develop Service Partnership Requirements decomposition into level 4
processes ................................................................................................................................... 1093
Figure 220. Gain Enterprise Commitment to Service Strategies decomposition into level 4
processes ................................................................................................................................... 1096
Figure 221. Service Capability Delivery decomposition into level 3 processes ...................... 1100
Figure 222. Map & Analyze Service Requirements decomposition into level 4 processes .... 1107
Figure 223. Capture Service Capability Shortfalls decomposition into level 4 processes ..... 1111
Figure 224. Gain Service Capability Investment Approval decomposition into level 4
processes ................................................................................................................................... 1114
Figure 225. Design Service Capabilities decomposition into level 4 processes ..................... 1117
Figure 226. Enable Service Support & Operations decomposition into level 4 processes .... 1120
Figure 227. Manage Handover to Service Operations decomposition into level 4 processes1124
Figure 228. Service Development & Retirement decomposition into level 3 processes ........ 1127
Figure 229. Gather & Analyze New Service Ideas decomposition into level 4 processes ...... 1134
Figure 230. Develop New Service Business Proposal decomposition into level 4 processes1138
Figure 231. Develop Detailed Service Specifications decomposition into level 4 processes 1141
Figure 232. Manage Service Development decomposition into level 4 processes ................. 1145
Figure 233. Manage Service Deployment decomposition into level 4 processes ................... 1150
Figure 234. Manage Service Exit decomposition into level 4 processes ................................. 1154
Figure 235. Resource Strategy & Planning decomposition into level 3 processes................. 1158
Figure 236. Gather & Analyze Resource Information decomposition into level 4 processes 1166
Figure 237. Manage Resource Research decomposition into level 4 processes .................... 1169
Figure 238. Establish Resource Strategy & Architecture decomposition into level 4
processes ................................................................................................................................... 1172
Figure 239. Define Resource Support Strategies decomposition into level 4 processes ....... 1177
Figure 240. Develop Resource Partnership Requirements decomposition into level 4
processes ................................................................................................................................... 1180
Figure 241. Gain Enterprise Commitment to Resource Plans decomposition into level 4
processes ................................................................................................................................... 1184
Figure 242. Resource Capability Delivery decomposition into level 3 processes ................... 1187
Figure 243. Map & Analyze Resource Requirements decomposition into level 4 processes 1195
Figure 244. Capture Resource Capability Shortfalls decomposition into level 4 processes . 1198
Figure 245. Gain Resource Capability Investment Approval decomposition into level 4
processes ................................................................................................................................... 1201
Figure 246. Design Resource Capabilities decomposition into level 4 processes .................. 1204
Figure 247. Enable Resource Support & Operations decomposition into level 4 processes . 1208
Figure 248. Manage Resource Capability Delivery decomposition into level 4 processes .... 1211
Figure 249. Manage Handover to Resource Operations decomposition into level 4
processes ................................................................................................................................... 1215
Figure 250. Resource Development & Retirement decomposition into level 3 processes ..... 1219
Figure 251. Develop New Resource Business Proposal decomposition into level 4
processes ................................................................................................................................... 1230
Figure 252. Develop Detailed Resource Specifications decomposition into level 4
processes ................................................................................................................................... 1233
Figure 253. Manage Resource Development decomposition into level 4 processes .............. 1237
Figure 254. Manage Resource Deployment decomposition into level 4 processes ................ 1242
Figure 255. Manage Resource Exit decomposition into level 4 processes .............................. 1246
Figure 256. Supply Chain Strategy & Planning decomposition into level 3 processes .......... 1250
Figure 257. Gather & Analyze Supply Chain Information decomposition into level 4
processes ................................................................................................................................... 1255
Figure 258. Establish Supply Chain Strategy & Goals decomposition into level 4 processes1259
Figure 259. Define Supply Chain Support Strategies decomposition into level 4 processes 1264
Figure 260. Produce Supply Chain Business Plans decomposition into level 4 processes .. 1267
Figure 261. Gain Enterprise Commitment to Supply Chain Plans decomposition into level 4
processes ................................................................................................................................... 1271
Figure 262. Supply Chain Capability Delivery decomposition into level 3 processes ............ 1274
Figure 263. Determine the Sourcing Requirements decomposition into level 4 processes ... 1281
Figure 264. Determine Potential Suppliers/Partners decomposition into level 4 processes . 1284
Figure 265. Manage the Tender Process decomposition into level 4 processes .................... 1287
Figure 266. Gain Tender Decision Approval decomposition into level 4 processes ............... 1290
Figure 267. Negotiate Commercial Arrangements decomposition into level 4 processes ..... 1294
Figure 268. Gain Approval for Commercial Arrangements decomposition into level 4
processes ................................................................................................................................... 1296
Figure 269. Supply Chain Development & Change Management decomposition into level 3
processes ................................................................................................................................... 1299
Figure 270. Manage Supplier/Partner Engagement decomposition into level 4 processes ... 1303
Figure 271. Strategic Business Planning decomposition into level 3 processes.................... 1306
Figure 272. Business Development decomposition into level 3 processes ............................ 1309
Figure 273. Enterprise Architecture Management decomposition into level 3 processes ..... 1315
Figure 274. Group Enterprise Management decomposition into level 3 processes................ 1321
Figure 275. Business Continuity Management decomposition into level 3 processes .......... 1326
Figure 276. Security Management decomposition into level 3 processes ............................... 1331
Figure 277. Fraud Management decomposition into level 3 processes ................................... 1342
Figure 278. Audit Management decomposition into level 3 processes .................................... 1345
Figure 279. Insurance Management decomposition into level 3 processes ............................ 1350
Figure 280. Revenue Assurance Management decomposition into level 3 processes ........... 1354
Figure 281. Manage Revenue Assurance Operations decomposition into level 4 processes 1360
Figure 282. Program & Project Management decomposition into level 3 processes .............. 1368
Figure 283. Enterprise Performance Assessment decomposition into level 3 processes ..... 1373
Figure 284. Research Management decomposition into level 3 processes ............................. 1378
Figure 285. Technology Scanning decomposition into level 3 processes ............................... 1381
Figure 286. Procurement Management decomposition into level 3 processes ....................... 1384
Figure 287. Corporate Communications & Image Management decomposition into level 3
processes ................................................................................................................................... 1389
Figure 288. Community Relations Management decomposition into level 3 processes ........ 1392
Figure 289. Shareholder Relations Management decomposition into level 3 processes ....... 1396
Figure 290. Regulatory Management decomposition into level 3 processes .......................... 1398
Figure 291. Legal Management decomposition into level 3 processes .................................... 1402
Figure 292. Board & Shares/Securities Management decomposition into level 3 processes 1406
Figure 293. HR Policies & Practices decomposition into level 3 processes ............................ 1410
Figure 294. Workforce Strategy decomposition into level 3 processes ................................... 1417
Figure 295. Workforce Development decomposition into level 3 processes ........................... 1421
Figure 296. Employee & Labor Relations Management decomposition into level 3
processes ................................................................................................................................... 1428

Preface
Business Process Framework
The Business Process Framework (eTOM) is a reference framework for
categorizing all the business activities used by an enterprise involved in
delivering on-line Information, Communications and Entertainment services.
This is done through definition of each area of business activity, in the form of
process components or Process Elements that can be decomposed to expose
progressive detail. These process elements can then be positioned within a
model to show organizational, functional and other relationships, and can be
combined within process flows that trace activity paths through the business.
The Process Framework can serve as the blueprint for standardizing and
categorizing business activities (or process elements) that will help set
direction and the starting point for development and integration of Business
and Operations Support Systems (BSS and OSS respectively). An important
additional application for the Process Framework is that it helps to support and
guide work by TM Forum members and others to develop Frameworx-based
solutions (Frameworx is the umbrella structure within which the Process
Framework, and other TM Forum work, is gathered) . it provides an industry-
standard reference point, when considering internal process reengineering
needs, partnerships, alliances, and general working agreements with other
enterprises, and for suppliers into such enterprises, the Process Framework
outlines potential boundaries of process solutions, and the required functions,
inputs, and outputs that must be supported by process solutions.
See the Release Notes provided for this release for details of the other
elements within the Process Framework package of deliverables, and how this
links with the rest of Frameworx.

Note:
This document is an Addendum within the Business Process Framework.
Addenda are adjuncts to the main document (in this case, the Business
process Framework, Concepts & Principles) that are presented separately, to
avoid a single document becoming cumbersome due to its size.
Annexes and Appendices both allow material to be removed from a document
body, so that the reader is not distracted from the document flow by too much
detail. However, these have different statuses within a document: Annexes
have equivalent status to the material within the body of the document, i.e. an
Annex represents a formal agreement and requirements for the users of the
document. Appendices contain material included for information or general
guidance. Also, Addenda have the same status as Annexes.
Thus, a document body, together with its Annexes and Addenda (and their
Annexes, if any), represents the normative material presented, while any
Appendices in the main document or its Addenda represent non-normative
material, included for information only.
In addition, Application Notes are a specific document type, used to provide
insight into how a specification or other agreed artifact is used in a particular
context or area of application. They are non-normative as they provide
information and guidance only within the area concerned.

Note that this document, providing Extended Process Decompositions and
Descriptions, is a normative Addendum.
Introduction
This document stands as an Addendum to the Business Process Framework
for the Information and Communications Services Industry", GB921 Release
12.0. It provides further detail concerning the Framework through definition of
the process elements within the Process Framework, at several levels of
detail. It should be read in conjunction with the main GB921 Concepts &
Principles document, and other Addenda (see the associated Release Notes
for details).
In the main document (GB921 Concepts & Principles), the overall Process
Framework was described. In addition, brief descriptions of the Level 1
process groupings of the Process Framework were provided.
Addendum D Process Decompositions and Descriptions provides the Level 2
decompositions and descriptions for each of these high-level process
elements/groupings. Each Level 1 area is shown with its constituent Level 2
process elements, and brief process descriptions are provided for Level 2
processes in each of the top-level process areas: Operations (OPS); Strategy,
Infrastructure & Product (SIP); and Enterprise Management. Further, each
level 2 process element is then decomposed into a set of Level 3
decompositions and descriptions.
Addendum DX Extended Process Decompositions and Descriptions extends
the decompositions a further level - each level 3 process element is then
decomposed into a set of Level 4 decompositions and descriptions. At this
stage, this is provided for all the process elements within the Operations (OPS)
and Strategy, Infrastructure & Product (SIP) areas, and for some of the
process elements within Enterprise Management (EM). The extent of this, and
the detail provided, is expected to develop in future releases.
The documents are organized using the horizontal functional process
groupings as the prime categorization for the SIP and OPS process areas
these constitute the effective Level 1 process elements within the Process
Framework decomposition hierarchy. The Enterprise process groupings are
considered individually, and also represent Level 1 process elements..
It is convenient to illustrate all the Level 1 processes within the Process
Framework in a single diagram, as in the main document (GB921). To extend
this diagram to show all the Level 2 processes within each Level 1 process
grouping is possible, but is too graphically complex a picture to be used
directly. Once Level 3 processes are included, a single diagram becomes quite
impractical, and so individual diagrams showing only part of the process
decomposition structure, are shown. It should be understood that the
aggregation of, say, all the Level 2 process elements, within a given Level 1
process area, represents the totality of that Level 1 process area within the
Process Framework. Similarly, the aggregation of all component Level 3
processes, within their parent Level 2 process element, represents the totality
of that Level 2 process element, and this pattern is repeated as further levels
of decomposition are exposed.
Note that the process decomposition diagrams used in this Addendum can
include dots, or crosses, within some of the process boxes. These are not a
graphical error, but are inserted automatically by a process-modeling tool, to
indicate that a further decomposition of that process has been made in the
tool.
Process Associations and IDs
To aid understanding, each Level 2 and Level 3 process described here has
an associated indication of its positioning within the particular vertical and
horizontal Level 1 process with which it is associated. For example, CRM
Operations Support & Process Management (shown under Customer
Relationship Management Level 2 Process Descriptions, below) has the
indication (CRM-OSR) to indicate it is within the horizontal Customer
Relationship Management process, and the vertical Operations Support &
Readiness process.
Processes have been given a process ID throughout this document. The
format of the numbering scheme work as follow:
aaaaaa.b.x.c.d.e where
aaaaaa: This will represent a company specific number. The
Business Process Framework team recognizes the need for a
company specific identifier but has not yet decided upon one specific
format (this is for further study). This field is used to prefix the process
ID so that individual companies may extend and/or change the
processes; and identify the changes with a company specific
identifier.
b: This digit is used to identify the originator of the process It is set to 1 if
the process is the TMF original one, to 2 otherwise
x: Digit representing Level 0 process
c: Digit representing Level 1 process
d: Digit representing Level 2 process
e: Digit representing Level 3 process
The unique identifier thus associated with individual processes can thus be
used to assist in locating individual processes.

Process Decompositions & Descriptions
1.1.1.1 CRM - Support & Readiness

Figure 1. CRM Support & Readiness decomposition into level 3 processes

CRM - Support & Readiness

Process Identifier: 1.1.1.1
Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie instantiated) with other similar process elements
for application within a specific organization or domain.

Brief Description
CRM Support & Readiness processes ensure the support capability is in place to allow
the CRM Fulfillment, Assurance and Billing processes to operate effectively.

Extended Description
CRM Support & Readiness processes ensure the support capability is in place to allow
the CRM Fulfillment, Assurance and Billing processes to operate effectively.
The responsibilities of these processes include, but are not limited to:
Provision of sales, product and customer process infrastructure;,
policy support and decision support knowledge for customers and customer interactions
(including billing activities), sales activity and sales interactions, and product offerings;
management & analysis of sales campaigns (including direct and outbound calling);
management and analysis of sales activity and sales opportunities (including funnel and
prospect analysis and support);
maintaining and managing stocks of marketing collateral to be distributed using the
Marketing Fulfillment processes;
maintaining inventories to support the sales, product and customer data required by the
FAB and CRM OS&R processes
monitoring and reporting on the capabilities and costs of the individual CRM FAB
processes; and
longer-term trend analysis on product, ,sales and customer FAB processes in order to
establish the extent to which enterprise targets for these processes are being achieved
and/or the need for the processes to be modified.
These processes support the operational introduction of new processes and infrastructure
to support new and/or enhanced product offerings, new and/or enhanced sales capability
and new and/or enhanced customer management capabilities and are responsible for
conducting operations readiness testing and acceptance. They develop the procedures
for the specific Fulfillment, Assurance and Billing processes and keep them up to date.
After successful testing, these processes accept the new or enhanced process
capabilities and manage a full-scale introduction for general availability.

Explanatory
Reserved for future use.

Mandatory

Optional

Interactions

Support Customer Interface Management

Process Identifier: 1.1.1.1.1
Process Context

Brief Description
Ensure that all information, materials, systems and resources are available so that the
Customer Interface Management processes can operate effectively, when a contact with
a customer occurs.

The purpose of the Support Customer Interface Management processes is to ensure that
there is capability (for example, information, materials, systems and resource) so that the
Customer Interface Management processes can operate effectively when a contact with a
customer occurs. Examples are information on how to handle unusual requests based on
temporary situations, systems needed to accept and track customer contacts, requests
for the provisioning of additional resources where it has been identified that current levels
will impact on timely contact handling.
These processes are responsible for implementing generic and specific changes to
customer interfaces. This support could be in updating agent scripts, IVR
announcements, Web pages, etc. Customer Interface Support processes keep up to date
all information concerning customers.
These processes undertake trend analysis on customer contacts, e.g. type, frequency,
duration, outcome.

Explanatory

Mandatory

Optional

Interactions

Support Order Handling

Process Context

Brief Description
Ensure that new and/or modified Order Handling related infrastructure is deployed
effectively, and to ensure that Order Handling processes can operate effectively.

The purpose of the Support Order Handling processes is twofold to ensure that new
and/or modified Order Handling related infrastructure is deployed effectively, and to
ensure that Order Handling processes can operate effectively.

For the Order Handling processes the role of the Support Order Handling processes is to
make sure that there is sufficient process capacity and capability (for example
information, materials, systems and resources) so that the Order Handling processes can
operate effectively.Examples are information on how to process orders for specific
product offerings, information needed to carry out designs, materials needed to confirm
customer order requests, systems needed to validate product offering availability.


forecasting at an operational level customer order handling volume requirements;
the capacity planning associated with the deployment of new and/or modified customer
order handling infrastructure;
establishment and monitoring of organizational arrangements to support deployment
and operation of new and/or modified customer order handling infrastructure;
creation, deployment, modification and/or upgrading of customer order handling
infrastructure deployment support tools (including Customer Inventory and Product Offer
Inventory) and processes for new and/or modified customer order handling infrastructure;
authoring, reviewing and approving operational procedures developed by Marketing &
Offer Management processes prior to customer order handling infrastructure deployment;
the testing and acceptance of new and/or modified customer order handling
infrastructure as part of the handover procedure from the Marketing & Offer Management
processes to Operations;
detecting customer order handling infrastructure operational limitations and/or
deployment incompatibilities and providing requirements to address these aspects to
Marketing & Offer Management processes;
co-ordination and roll-out, in accordance with approved plans, of the approved new
and/or modified customer order handling infrastructure;
monitoring capacity utilization of deployed customer order handling infrastructure to
provide early detection of potential customer order handling infrastructure shortfalls;
reconfiguration and re-arrangement of under-utilized deployed customer order handling
infrastructure;
managing recovery and/or removal of obsolete or unviable customer order handling
infrastructure;
reporting on deployed customer order handling infrastructure capacity;
Tracking and monitoring of the customer order handling infrastructure deployment
processes and costs (including where customer order handling infrastructure is deployed
and managed by third parties),
reporting on the capability of the customer order handling infrastructure deployment
processes; and
establishing and managing customer order handling notification facilities and lists to
support the Order Handling notification and reporting processes
The processes undertake trend analysis on order handling, such as time taken to
complete a customer order, frequency and type of Order Handling process issues
involved, and cancelled orders.

Explanatory

Mandatory

Optional

Interactions

Support Problem Handling

Process Context

Brief Description
Assist Problem Handling processes by proactively undertaking statistically driven
preventative and scheduled purchased product offering maintenance activities and
monitoring, managing and reporting on the capability of the Problem Handling processes.

The responsibilities of the Support Problem Handling processes are twofold - assist
Problem Handling processes by proactively undertaking statistically driven preventative
and scheduled purchased product offering maintenance activities and monitoring,
managing and reporting on the capability of the Problem Handling processes.
These processes are responsible for ensuring that the purchased product offerings are
working effectively and efficiently.
Responsibilities of these processes include, but are not limited to:
Extracting and analyzing, including undertaking trend analysis, historical and current
customer problem reports and performance reports to identify potential customer
purchased product offerings requiring proactive maintenance and/or replacement;
Requesting scheduling of additional customer purchased product offering data collection
to assist in the analysis activity;
Requesting scheduling of customer purchased product offering performance testing to
assist in analysis activity;
Developing and managing customer purchased product offering proactive maintenance
programs;
Requesting customer provisioning activity to prevent anticipated customer problems
associated with purchased product offerings identified in the analysis activities;
Reporting outcomes of trend analysis to Market & Offer Management processes to
influence new and/or modified customer product offering development;
Tracking and monitoring of the Problem Handling processes and associated costs
(including where customer infrastructure is deployed and managed by third parties), and
reporting on the capability of the Problem Handling processes; and
Establishing and managing customer problem notification facilities and lists to support
the Problem Handling notification and reporting processes
These processes undertake trend analysis on problem handling.

Explanatory

Mandatory

Optional

Interactions

Support Retention & Loyalty

Process Context

Brief Description
Retention & Loyalty processes can be completed without delay, when a request is
received from a customer

The purpose of the Support Retention & Loyalty processes is to make sure that there is
capability (for example, information, materials, systems and resources) so that the
Retention & Loyalty processes can operate effectively. Examples are information on
current requests for analysis and collection of customer profile information, materials
needed to analyze customer retention and loyalty information, systems needed to analyze
customer retention and loyalty information, requests for the provisioning of additional
resources where it has been identified that current levels will impact on timely retention
and loyalty information collection and delivery.
These processes undertake trend analysis on retention and loyalty, including customer
acquisitions and churn, and the effectiveness of loyalty schemes.

Explanatory

Mandatory

Optional

Interactions

Support Marketing Fulfillment

Process Context

Brief Description
Ensure that there is capability to support the expected demand for the Marketing
Fulfillment Response processes so that they can operate effectively.

The purpose of the Support Marketing Fulfillment processes is to ensure that there is
Marketing Fulfillment Response processes can operate effectively. These processes
monitor planned Product Launches and current Marketing Fulfillment activity, then
redistribute existing capability or enable new capability (people, facilities, infrastructure).
These processes undertake trend analysis on marketing, including problems occurring
and launch effectiveness.

Explanatory

Mandatory

Optional

Interactions

Support Selling

Process Context

Brief Description
Administer and manage the operation of the various sales channels and to ensure that
there is capability (for example, information, materials, systems and resources) to support
the Selling processes

The purpose of the Support Selling processes is twofold - to administer and manage the
operation of the various sales channels and to ensure that there is capability (for
example, information, materials, systems and resources) to support the Selling processes
so that they can operate effectively.
These processes monitor current selling trends, and are responsible for the optimization
and/or redistribution of existing sales channel capability or for enabling new capability
(people, facilities, infrastructure). These processes undertake trend analysis on selling,
including problems, successes, profit and loss
Support Selling processes deal with the administration of the Selling processes and the
effectiveness of the channels to support new and existing products, as well as existing
and potential customers. The processes ensure the effectiveness of the sales staff and
channels both in terms of skill sets available, but also in terms of demand forecasting and
management of utilization. These processes are also responsible for the administration
and management of sales channel incentive, compensation and reward schemes, and for
assessing the performance and effectiveness of sales channels.
Other marketing processes, such as Manage Campaign and Product Marketing
Communications & Promotion, are responsible for determining the appropriate selling
route or channel, and the required selling method and mechanism for specific market
segments and channels, by product or product family, e.g., face-to-face contact,
telemarketing, etc. Support Selling processes are responsible for ensuring that the sales
channels are capable of implementing the required selling method and have the
necessary skills and capacity to support the anticipated volumes and type of product in
each market segment. These processes are responsible for providing feedback on the
performance and effectiveness information as required to other marketing processes.
Sales Channels managed by these processes include retail storefronts, e.g. a third-party
retailer or an enterprise's own storefront, various web sites or ISPs, B2B marketplaces or
direct relationships with external parties, distributors for that product family, account
teams, outbound calling teams, direct sales teams, etc.
The Support Selling processes are responsible for the collection and administration of
sales lead s and the associated probabilities, and for the distribution of leads to the
appropriate sales channels. Leads are collected from many processes both customer
facing processes and back-end processes. This process is responsible to ensure that
processes are operating to collect leads wherever they arise, for the management of
leads, and for the matching of the lead to the appropriate sales channel. These
processes are responsible for distributing the lead into the appropriate sales channel.

Explanatory

Mandatory

Optional

Interactions

Support Customer QoS/SLA

Process Context

Brief Description
Support Customer QoS/SLA Management processes by proactively monitoring and
assessing the performance of purchased product offerings as a group against agreed
QoS/SLA parameters, and monitoring, managing and reporting on the capability of the
Customer QoS/SLA Management processes.

The responsibilities of the Support Customer QoS/SLA Management processes are
twofold - support Customer QoS/SLA Management processes by proactively monitoring
and assessing the performance of purchased product offerings as a group against agreed
Proactive management is undertaken using a range of performance parameters, whether
technical, time, economic or process related.
The responsibilities of the processes include, but are not limited to:
Undertaking proactive monitoring regimes of groups of similar purchased product
offerings as required to ensure ongoing performance within agreed parameters over
time;
Developing and maintaining, in the product offering repository, acceptable and/or
commercially agreed performance threshold standards for purchased product offerings to
support the Customer QoS/SLA Management processes;
Undertaking trend analysis, and producing reports, of the QoS performance of groups of
like purchased product offerings to identify any longer term deterioration;
Monitoring and analyzing the purchased product offering performance analyses
produced by the Customer QoS/SLA Management processes to identify problems that
may be applicable to purchased product offerings as a whole;
Aggregate analysis of QoS performance across groups of customers or aggregate
analysis of SLA types;
Sourcing details relating to purchased product offerings performance and analysis from
the product offering inventory to assist in the development of trend analyses;
Logging the results of the analysis into the product offering inventory repository;
Establishing and managing facilities to inform customers of, and negotiate agreement for,
planned service outages;
Tracking and monitoring of the Customer QoS/SLA Management processes and
associated costs, and reporting on the capability of the Customer QoS/SLA Management
processes;
Establishing and managing customer notification facilities and lists to support the
Customer QoS/SLA Management notification and reporting processes; and
Supporting the Support Customer QoS/SLA Management process.

Explanatory

Mandatory

Optional

Interactions

Manage Campaign

Process Context

Brief Description
Manage individual marketing campaigns developed by Product Marketing
Communications & Promotion processes

The purpose of the Manage Campaign processes is to manage individual Marketing
Campaigns developed by Product Marketing Communications & Promotion processes.
These processes monitor and undertake trend analysis on the effectiveness of the
campaigns, make modifications and report results. Manage Campaign processes ensure
that Marketing Fulfillment Response is staffed, trained and equipped appropriately to
support the specific campaign, whether direct mail, TV ad, etc.

Explanatory

Mandatory

Optional

Interactions

Manage Customer Inventory

Process Context

Brief Description
Establish, manage and administer the enterprise's customer inventory, as embodied in
the Customer Inventory Database, and monitor and report on the usage and access to
the customer inventory, and the quality of the data maintained in it.

The purpose of the Manage Customer Inventory processes are twofold - establish,
manage and administer the enterprise's customer inventory, as embodied in the
Customer Inventory Database, and monitor and report on the usage and access to the
customer inventory, and the quality of the data maintained in it.
The customer inventory maintains records of all customers, their interactions with the
enterprise, any contracts established, and any other customer related- information,
required to support CRM and other processes.
Identifying the inventory-relevant information requirements to be captured for customers
;
Identifying, establishing and maintaining customer inventory repository facilities;
Establishing and managing the customer inventory management and information
capture processes;
Managing the registration and access control processes that enable processes to
create, modify, update, delete and/or download customer data to and from the customer
inventory;
Ensuring the customer inventory repository accurately captures and records all identified
customer details, through use of automated or manual audits;
Tracking and monitoring of the usage of, and access to, the customer inventory
repository and associated costs, and reporting on the findings; and
Identifying any technical driven shortcomings of the customer inventory repository, and
providing input to Resource Development & Management processes to rectify these
issues.

Explanatory

Mandatory

Optional

Interactions

Manage Product Offering Inventory

Process Context

Brief Description
Establish, manage and administer the enterprise's product offering inventory, as
embodied in the Product Offering Inventory Database, and monitor and report on the
usage and access to the product offering inventory, and the quality of the data maintained
in it.

The purpose of the Manage Product Offering Inventory processes are twofold - establish,
manage and administer the enterprise's product offering inventory, as embodied in the
Product Offering Inventory Database, and monitor and report on the usage and access to
the product offering inventory, and the quality of the data maintained in it.
The product offering inventory maintains records of all product offerings, their interactions
with the enterprise, and any other product offering related- information, required to
support CRM and other processes.
The product offering inventory is also responsible for maintaining the association between
customers and purchased product offering instances, created as a result of the Order
Handling processes.
Identifying the inventory-relevant information requirements to be captured for product
offerings ;
Identifying, establishing and maintaining product offering inventory repository facilities;
Establishing and managing the product offering inventory management and information
capture processes;
create, modify, update, delete and/or download product offering data to and from the
product offering inventory;
Ensuring the product offering inventory repository accurately captures and records all
identified product offering details, through use of automated or manual audits;
Tracking and monitoring of the usage of, and access to, the product offering inventory
Identifying any technical driven shortcomings of the product offering inventory
repository, and providing input to Resource Development & Management processes to
rectify these issues.

Explanatory

Mandatory

Optional

Interactions

Manage Sales Inventory

Process Context

Brief Description
Establish, manage and administer the enterprise's inventory of sales prospects, actual
sales, channel management and sales commissions, as embodied in the Sales Inventory
Database, and monitor and report on the usage and access to the sales inventory, and
the quality of the data maintained in it.

The purpose of the Manage Sales Inventory processes are twofold - establish, manage
and administer the enterprise's inventory of sales prospects, actual sales, channel
management and sales commissions, as embodied in the Sales Inventory Database, and
monitor and report on the usage and access to the sales inventory, and the quality of the
data maintained in it.
The sales inventory maintains records of all sales, sales prospects and sales leads, sales
channel activity, marketing campaign targets and performance, sales commissions and
any other sales related- information, required to support both the Support Selling and the
Selling processes.
The sales inventory is also responsible for maintaining the association between
customers and sales instances, created as a result of the Selling processes.
Identifying and storing the inventory-relevant information requirements to be captured
for sales processes and sales commission management ;
Identifying, establishing and maintaining sales inventory repository facilities;
Establishing and managing the sales inventory management and information capture
processes;
create, modify, update, delete and/or download sales data to and from the sales
inventory;
Ensuring the sales inventory repository accurately captures and records all identified
sales details, through use of automated or manual audits;
Tracking and monitoring of the usage of, and access to, the sales inventory repository
and associated costs, and reporting on the findings; and
Identifying any technical driven shortcomings of the sales inventory repository, and
issues.

Explanatory

Mandatory

Optional

Interactions

Support Bill Invoice Management

Process Context

Brief Description
Ensure that all information, materials, systems and resources are available so that the Bill
Invoice Management processes can be completed without delay.

The purpose of the Support Bill Invoice Management processes is to make sure that
there is capability (for example, information, materials, systems and resources) so that
the Bill Invoice Management processes can operate effectively. Examples are information
needed to generate invoices like taxes, charges, prices, etc., information needed to
deliver bills to customers such as address formats and post/zip codes structures, systems
needed to create bills, requests for provisioning of additional resources where it has been
identified that current levels will impact on timely bill preparation.

Where a commercial agreement has been established with a customer to present a billing
invoice in a particular customer specific format, these processes are responsible for
establishing and maintain the customer specific billing invoice formats, and any
interaction with specific customers to modify the format, and design and development of
the Service Providers invoicing process.

These processes maintain lists of customers who are eligible for receiving bills in
electronic format, and maintain the form of electronic format to be used on a customer
basis.

Support Bill Invoice Management processes define the billing cycles and respective dates
according to cash flow needs as established by Financial Management processes.

These processes undertake trend analysis on invoice generation, production and
distribution issues, including volume per billing cylce.

Explanatory
The "Support Bill Invoicing Management"is responsible for the "lists of customers who are
eligible for receiving bills in electronic format", not responsible for list of customers
receiving bills, there is a difference.

Mandatory
the Bill Invoice Management processes can operate effectively.


basis.

Optional
Examples are information needed to generate invoices like taxes, charges, prices, etc.,
information needed to deliver bills to customers such as address formats and post/zip
codes structures, systems needed to create bills, requests for provisioning of additional
resources where it has been identified that current levels will impact on timely bill
preparation.

Interactions
Not used for this process element.

Support Bill Payments & Receivables Management

Process Context

Brief Description
Ensure that all information and systems are available so that the Bill Payments &
Receivables Management processes can be completed without delay.

The purpose of the Support Bill Payments & Receivables Management processes is to
make sure that there is capability (for example, established collection channels,
information and systems) so that the Bill Payments & Receivables Management
processes can operate effectively. Examples are collection channels capable of
processing customer bill payments, information on payments done by customers,
systems needed to process the payments and make the customer bill account balance.
In addition these processes are responsible for establishing, managing and, if required,
operating the various payment processes that the Service Provider chooses to establish.
These processes undertake trend analysis on customer billing debts, alerting when pre-
determined thresholds are tended to be exceeded.

Explanatory
The payment processes should be established before operation.

Mandatory

Optional

Interactions

Support Bill Inquiry Handling

Process Context

Brief Description
Ensure that all information, systems and resources are available so that the Bill Inquiry
Handling processes can be completed without delay.

The purpose of the Support Bill Inquiry Handling processes is to make sure that there is
capability (for example, information, systems and resources) so that the Bill Inquiry
Handling processes can operate effectively. Examples are information on how to respond
to current billing issues being raised by customers, systems needed to create customer
bill inquiry and complaint reports, requests for provisioning of additional resources where
it has been identified that current levels will impact on timely billing complaint handling.

These processes are responsible for managing billing policies associated with customer
billing dispute settlements.

These processes undertake trend analysis on billing queries and complaints.

Explanatory

Mandatory

Optional

Interactions

Support Billing & Collections (DELETED)

Process Identifier: 1.1.1.1.4 (This Process ID has been deliberately unused!)
Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. instantiated) with other similar process elements

Brief Description
[Not Available]

[Not Available]

Explanatory

Mandatory

Optional

Interactions

1.1.1.1.1 Support Customer Interface
Management

Figure 2. Support Customer Interface Management decomposition into level 4 processes

Support Customer Interface Management

Process Context

Brief Description
Customer Interface Management processes can operate effectively, when a contact with
a customer occurs.

The purpose of the Support Customer Interface Management processes is to ensure that
there is capability (for example, information, materials, systems and resource) so that the
Customer Interface Management processes can operate effectively when a contact with a
customer occurs. Examples are information on how to handle unusual requests based on
temporary situations, systems needed to accept and track customer contacts, requests
for the provisioning of additional resources where it has been identified that current levels
will impact on timely contact handling.
customer interfaces. This support could be in updating agent scripts, IVR
announcements, Web pages, etc. Customer Interface Support processes keep up to date
all information concerning customers.
These processes undertake trend analysis on customer contacts, e.g. type, frequency,
duration, outcome.

Explanatory

Mandatory

Optional

Interactions

Ensure Customer Interface Capability

Process Identifier: 1.1.1.1.1.1
Process Context

Brief Description
Ensure that there is capability (for example, information, materials, systems and
resource) so that the Customer Interface Management processes can operate effectively
when a contact with a customer occurs. Examples are information on how to handle
unusual requests based on temporary situations, systems needed to accept and track
customer contacts, requests for the provisioning of additional resources where it has
been identified that current levels will impact on timely contact handling. These processes
are responsible for implementing generic and specific changes to customer interfaces.
This support could be in updating agent scripts, IVR announcements, Web pages, etc.
Customer Interface Support processes keep up to date all information concerning
customers.

Not used for this process element

Explanatory

Mandatory

Optional

Interactions

Undertake Customer Contacts Trend Analysis

Process Context

Brief Description
Undertake trend analysis on customer contacts, e.g. type, frequency, duration, outcome.


Explanatory

Mandatory

Optional

Interactions

1.1.1.1.2 Support Order Handling

Figure 3. Support Order Handling decomposition into level 4 processes

Support Order Handling

Process Context

Brief Description
Ensure that new and/or modified Order Handling related infrastructure is deployed
effectively, and to ensure that Order Handling processes can operate effectively.

The purpose of the Support Order Handling processes is twofold to ensure that new
and/or modified Order Handling related infrastructure is deployed effectively, and to
ensure that Order Handling processes can operate effectively.

For the Order Handling processes the role of the Support Order Handling processes is to
make sure that there is sufficient process capacity and capability (for example
information, materials, systems and resources) so that the Order Handling processes can
operate effectively.Examples are information on how to process orders for specific
product offerings, information needed to carry out designs, materials needed to confirm
customer order requests, systems needed to validate product offering availability.


the capacity planning associated with the deployment of new and/or modified customer
order handling infrastructure;
and operation of new and/or modified customer order handling infrastructure;
the testing and acceptance of new and/or modified customer order handling
infrastructure as part of the handover procedure from the Marketing & Offer Management
processes to Operations;
infrastructure;
infrastructure;
processes; and
The processes undertake trend analysis on order handling, such as time taken to
complete a customer order, frequency and type of Order Handling process issues
involved, and cancelled orders.

Explanatory

Mandatory

Optional

Interactions

Ensure Order Handling Capability

Process Context

Brief Description
resource) so that the Customer Interface Management processes can operate effectively
when a contact with a customer occurs. Examples are information on how to handle
unusual requests based on temporary situations, systems needed to accept and track
customer contacts, requests for the provisioning of additional resources where it has
been identified that current levels will impact on timely contact handling. These processes
are responsible for implementing generic and specific changes to customer interfaces.
This support could be in updating agent scripts, IVR announcements, Web pages, etc.
Customer Interface Support processes keep up to date all information concerning
customers.


Explanatory

Mandatory

Optional

Interactions

Forecast Order Handling Requirements

Process Context

Brief Description


Explanatory

Mandatory

Optional

Interactions

Capacity Plan Order Handling Infrastructure

Process Context

Brief Description
capacity planning associated with the deployment of new and/or modified customer order
handling infrastructure;


Explanatory

Mandatory

Optional

Interactions

Manage Order Handling Organizational Changes

Process Context

Brief Description
establishment and monitoring of organizational arrangements to support deployment and
operation of new and/or modified customer order handling infrastructure;


Explanatory

Mandatory

Optional

Interactions

Support Order Handling Infrastructure Deployment

Process Context

Brief Description


Explanatory

Mandatory

Optional

Interactions

Approve Order Handling Procedues

Process Context

Brief Description


Explanatory

Mandatory

Optional

Interactions

Accept Order Handling Infrastructure

Process Context

Brief Description
testing and acceptance of new and/or modified customer order handling infrastructure as
part of the handover procedure from the Marketing & Offer Management processes to
Operations;


Explanatory

Mandatory

Optional

Interactions

Address Order Handling infrastructure Issues

Process Context

Brief Description


Explanatory

Mandatory

Optional

Interactions

Roll-out Order Handling Infrastructure

Process Context

Brief Description


Explanatory

Mandatory

Optional

Interactions

Detect Order Handling infrastructure Shortfalls

Process Context

Brief Description


Explanatory

Mandatory

Optional

Interactions

Rebalance Order Handling Infrastructure Utilization

Process Context

Brief Description
infrastructure;


Explanatory

Mandatory

Optional

Interactions

Remove Order Handling Infrastructure

Process Context

Brief Description
infrastructure;


Explanatory

Mandatory

Optional

Interactions

Report Order Handling Infrastructure Capacity

Process Context

Brief Description


Explanatory

Mandatory

Optional

Interactions

Track Third-Party Order Handling Infrastructure Deployment

Process Context

Brief Description


Explanatory

Mandatory

Optional

Interactions

Report Order Handling Infrastructure Deployment Process Capability

Process Context

Brief Description
processes; and


Explanatory

Mandatory

Optional

Interactions

Manage Order Handling Notification

Process Context

Brief Description


Explanatory

Mandatory

Optional

Interactions

Undertake Order Handling Trend Analysis

Process Context

Brief Description
Undertake trend analysis on order handling, such as time taken to complete a customer
order, frequency and type of Order Handling process issues involved, and cancelled
orders.


Explanatory

Mandatory

Optional

Interactions

1.1.1.1.3 Support Problem Handling


Figure 4. Support Problem Handling decomposition into level 4 processes

Support Problem Handling

Process Context

Brief Description
Assist Problem Handling processes by proactively undertaking statistically driven
preventative and scheduled purchased product offering maintenance activities and
monitoring, managing and reporting on the capability of the Problem Handling processes.

The responsibilities of the Support Problem Handling processes are twofold - assist
Problem Handling processes by proactively undertaking statistically driven preventative
and scheduled purchased product offering maintenance activities and monitoring,
managing and reporting on the capability of the Problem Handling processes.
These processes are responsible for ensuring that the purchased product offerings are
working effectively and efficiently.
programs;

Explanatory

Mandatory

Optional

Interactions

Ensure Product Offering Operation

Process Context

Brief Description
Ensure that the purchased product offerings are working effectively and efficiently.


Explanatory

Mandatory

Optional

Interactions

Undertake Product Offering Trend Analysis

Process Context

Brief Description


Explanatory

Mandatory

Optional

Interactions

Request Product Offering Data Collection

Process Context

Brief Description


Explanatory

Mandatory

Optional

Interactions

Request Product Offering Performance Testing

Process Context

Brief Description


Explanatory

Mandatory

Optional

Interactions

Manage Product Offering Maintenenance Programs

Process Context

Brief Description
programs;


Explanatory

Mandatory

Optional

Interactions

Request Provisioning Intervention

Process Context

Brief Description


Explanatory

Mandatory

Optional

Interactions

Report Product Offering Trend Analysis

Process Context

Brief Description


Explanatory

Mandatory

Optional

Interactions

Track Problem Handling Process Capability

Process Context

Brief Description


Explanatory

Mandatory

Optional

Interactions

Manage Problem Handling Notification

Process Context

Brief Description


Explanatory

Mandatory

Optional

Interactions

Undertake Problem Handling Trend Analysis

Process Context

Brief Description


Explanatory

Mandatory

Optional

Interactions

1.1.1.1.5 Support Retention & Loyalty

Figure 5. Support Retention & Loyalty decomposition into level 4 processes

Support Retention & Loyalty

Process Context

Brief Description
Retention & Loyalty processes can be completed without delay, when a request is
received from a customer

The purpose of the Support Retention & Loyalty processes is to make sure that there is
Retention & Loyalty processes can operate effectively. Examples are information on
current requests for analysis and collection of customer profile information, materials
needed to analyze customer retention and loyalty information, systems needed to analyze
customer retention and loyalty information, requests for the provisioning of additional
resources where it has been identified that current levels will impact on timely retention
and loyalty information collection and delivery.
These processes undertake trend analysis on retention and loyalty, including customer
acquisitions and churn, and the effectiveness of loyalty schemes.

Explanatory

Mandatory

Optional

Interactions

Ensure Retention & Loyalty Capability

Process Context

Brief Description
resources) so that the Retention & Loyalty processes can operate effectively. Examples
are information on current requests for analysis and collection of customer profile
information, materials needed to analyze customer retention and loyalty information,
systems needed to analyze customer retention and loyalty information, requests for the
provisioning of additional resources where it has been identified that current levels will
impact on timely retention and loyalty information collection and delivery.


Explanatory

Mandatory

Optional

Interactions

Undertake Retention & Loyalty Trend Analysis

Process Context

Brief Description
Undertake trend analysis on retention and loyalty, including customer acquisitions and
churn, and the effectiveness of loyalty schemes.


Explanatory

Mandatory

Optional

Interactions

1.1.1.1.6 Support Marketing Fulfillment

Figure 6. Support Marketing Fulfillment decomposition into level 4 processes

Support Marketing Fulfillment

Process Context

Brief Description
Ensure that there is capability to support the expected demand for the Marketing
Fulfillment Response processes so that they can operate effectively.

The purpose of the Support Marketing Fulfillment processes is to ensure that there is
Marketing Fulfillment Response processes can operate effectively. These processes
monitor planned Product Launches and current Marketing Fulfillment activity, then
These processes undertake trend analysis on marketing, including problems occurring
and launch effectiveness.

Explanatory

Mandatory

Optional

Interactions

Ensure Marketing Fulfillment Capability

Process Context

Brief Description
resources) so that the Marketing Fulfillment Response processes can operate effectively.
Monitor planned Product Launches and current Marketing Fulfillment activity, then


Explanatory

Mandatory

Optional

Interactions

Undertake Marketing Fulfillment Trend Analysis

Process Context

Brief Description
Undertake trend analysis on marketing, including problems occurring and launch
effectiveness.


Explanatory

Mandatory

Optional

Interactions

1.1.1.1.7 Support Selling

Figure 7. Support Selling decomposition into level 4 processes

Support Selling

Process Context

Brief Description
Administer and manage the operation of the various sales channels and to ensure that
there is capability (for example, information, materials, systems and resources) to support
the Selling processes

The purpose of the Support Selling processes is twofold - to administer and manage the
operation of the various sales channels and to ensure that there is capability (for
example, information, materials, systems and resources) to support the Selling processes
so that they can operate effectively.
These processes monitor current selling trends, and are responsible for the optimization
and/or redistribution of existing sales channel capability or for enabling new capability
(people, facilities, infrastructure). These processes undertake trend analysis on selling,
including problems, successes, profit and loss
Support Selling processes deal with the administration of the Selling processes and the
effectiveness of the channels to support new and existing products, as well as existing
and potential customers. The processes ensure the effectiveness of the sales staff and
channels both in terms of skill sets available, but also in terms of demand forecasting and
management of utilization. These processes are also responsible for the administration
and management of sales channel incentive, compensation and reward schemes, and for
assessing the performance and effectiveness of sales channels.
Other marketing processes, such as Manage Campaign and Product Marketing
The Support Selling processes are responsible for the collection and administration of
sales lead s and the associated probabilities, and for the distribution of leads to the
appropriate sales channels. Leads are collected from many processes both customer
facing processes and back-end processes. This process is responsible to ensure that
processes are operating to collect leads wherever they arise, for the management of
leads, and for the matching of the lead to the appropriate sales channel. These
processes are responsible for distributing the lead into the appropriate sales channel.

Explanatory

Mandatory

Optional

Interactions

Ensure Selling Capability

Process Context

Brief Description
resources) to support the Selling processes so that they can operate effectively.


Explanatory

Mandatory

Optional

Interactions

Manage Sales Channels

Process Context

Brief Description
Optimization and/or redistribution of existing sales channel capability or for enabling new
capability (people, facilities, infrastructure). administration of the Selling processes and
the effectiveness of the channels to support new and existing products, as well as
existing and potential customers. The processes ensure the effectiveness of the sales
staff and channels both in terms of skill sets available, but also in terms of demand
forecasting and management of utilization. These processes are also responsible for the
administration and management of sales channel incentive, compensation and reward
schemes, and for assessing the performance and effectiveness of sales channels. Other
marketing processes, such as Manage Campaign and Product Marketing


Explanatory

Mandatory

Optional

Interactions

Manage Sales Leads

Process Context

Brief Description
Collection and administration of sales lead s and the associated probabilities, and for the
distribution of leads to the appropriate sales channels. Leads are collected from many
processes both customer facing processes and back-end processes. This process is
responsible to ensure that processes are operating to collect leads wherever they arise,
for the management of leads, and for the matching of the lead to the appropriate sales
channel. These processes are responsible for distributing the lead into the appropriate
sales channel.


Explanatory

Mandatory

Optional

Interactions

Undertake Selling Trend Analysis

Process Context

Brief Description
Undertake trend analysis on selling, including problems, successes, profit and loss.
Monitor current selling trends


Explanatory

Mandatory

Optional

Interactions

1.1.1.1.8 Support Customer QoS/SLA

Figure 8. Support Customer QoS/SLA decomposition into level 4 processes

Support Customer QoS/SLA

Process Context

Brief Description
Support Customer QoS/SLA Management processes by proactively monitoring and
assessing the performance of purchased product offerings as a group against agreed

The responsibilities of the Support Customer QoS/SLA Management processes are
twofold - support Customer QoS/SLA Management processes by proactively monitoring
and assessing the performance of purchased product offerings as a group against agreed
time;
Undertaking trend analysis, and producing reports, of the QoS performance of groups of
Monitoring and analyzing the purchased product offering performance analyses
produced by the Customer QoS/SLA Management processes to identify problems that
may be applicable to purchased product offerings as a whole;
Logging the results of the analysis into the product offering inventory repository;
processes;
Customer QoS/SLA Management notification and reporting processes; and

Explanatory

Mandatory

Optional

Interactions

Ensure Customer QoS/SLA Capability

Process Context

Brief Description


Explanatory

Mandatory

Optional

Interactions

Monitor Product Offerings

Process Context

Brief Description
time;


Explanatory

Mandatory

Optional

Interactions

Maintain Product Offering Performance Threshold Standards

Process Context

Brief Description


Explanatory

Mandatory

Optional

Interactions

Monitoring Product Offering Performance Analyses

Process Context

Brief Description
Monitoring and analyzing the purchased product offering performance analyses produced
by the Customer QoS/SLA Management processes to identify problems that may be
applicable to purchased product offerings as a whole;


Explanatory

Mandatory

Optional

Interactions

Aggregate QoS Performance Analysis

Process Context

Brief Description


Explanatory

Mandatory

Optional

Interactions

Assist Trend Analysis Development

Process Context

Brief Description


Explanatory

Mandatory

Optional

Interactions

Log Product Offering Analysis Results

Process Context

Brief Description
Logging the results of the analysis into the product offering inventory repository


Explanatory

Mandatory

Optional

Interactions

Agree Service Outages

Process Context

Brief Description


Explanatory

Mandatory

Optional

Interactions

Track Customer QoS/SLA Management Process Capability

Process Context

Brief Description
processes;


Explanatory

Mandatory

Optional

Interactions

Manage Customer QoS/SLA Management Notification

Process Context

Brief Description
Customer QoS/SLA Management notification and reporting processes;


Explanatory

Mandatory

Optional

Interactions

Undertake QoS/SLA Performance Trend Analysis

Process Context

Brief Description
Undertake trend analysis, and producing reports, of the QoS performance of groups of


Explanatory

Mandatory

Optional

Interactions

1.1.1.1.9 Manage Campaign

Figure 9. Manage Campaign decomposition into level 4 processes

Manage Campaign

Process Context

Brief Description
Manage individual marketing campaigns developed by Product Marketing
Communications & Promotion processes

The purpose of the Manage Campaign processes is to manage individual Marketing
Campaigns developed by Product Marketing Communications & Promotion processes.
These processes monitor and undertake trend analysis on the effectiveness of the
campaigns, make modifications and report results. Manage Campaign processes ensure
that Marketing Fulfillment Response is staffed, trained and equipped appropriately to
support the specific campaign, whether direct mail, TV ad, etc.

Explanatory

Mandatory

Optional

Interactions

Ensure Campaign Support

Process Context

Brief Description
Ensure that Marketing Fulfillment Response is staffed, trained and equipped appropriately
to support the specific campaign, whether direct mail, TV ad, etc


Explanatory

Mandatory

Optional

Interactions

Undertake Campaign Trend Analysis

Process Context

Brief Description
Monitor and undertake trend analysis on the effectiveness of the campaigns


Explanatory

Mandatory

Optional

Interactions

Modify Campaign

Process Context

Brief Description
Modify campaign to improve on the effectiveness


Explanatory

Mandatory

Optional

Interactions

Report Campaign Effectiveness

Process Context

Brief Description
Report results on campaign effectivess.


Explanatory

Mandatory

Optional

Interactions

1.1.1.1.10 Manage Customer Inventory

Figure 10. Manage Customer Inventory decomposition into level 4 processes

Manage Customer Inventory

Process Context

Brief Description
Establish, manage and administer the enterprise's customer inventory, as embodied in
the Customer Inventory Database, and monitor and report on the usage and access to
the customer inventory, and the quality of the data maintained in it.

The purpose of the Manage Customer Inventory processes are twofold - establish,
manage and administer the enterprise's customer inventory, as embodied in the
Customer Inventory Database, and monitor and report on the usage and access to the
customer inventory, and the quality of the data maintained in it.
The customer inventory maintains records of all customers, their interactions with the
enterprise, any contracts established, and any other customer related- information,
required to support CRM and other processes.
Identifying the inventory-relevant information requirements to be captured for customers
;
Establishing and managing the customer inventory management and information
capture processes;
create, modify, update, delete and/or download customer data to and from the customer
inventory;
customer details, through use of automated or manual audits;
Tracking and monitoring of the usage of, and access to, the customer inventory
issues.

Explanatory

Mandatory

Optional

Interactions

Identify Relevant Customer Inventory Information

Process Context

Brief Description
Identifying the inventory-relevant information requirements to be captured for customers ;


Explanatory

Mandatory

Optional

Interactions

Maintain Customer Inventory facilities

Process Context

Brief Description


Explanatory

Mandatory

Optional

Interactions

Manage Customer Inventory Capture

Process Context

Brief Description
Establishing and managing the customer inventory management and information capture
processes;


Explanatory

Mandatory

Optional

Interactions

Control Customer Inventory Access

Process Context

Brief Description
Managing the registration and access control processes that enable processes to create,
modify, update, delete and/or download customer data to and from the customer
inventory;


Explanatory

Mandatory

Optional

Interactions

Ensure Customer Inventory Data Quality

Process Context

Brief Description
customer details, through use of automated or manual audits. Monitoring and reporting on
the quality of the data maintained in the inventory. The customer inventory maintains
records of all customers, their interactions with the enterprise, any contracts established,
and any other customer related- information, required to support CRM and other
processes.


Explanatory

Mandatory

Optional

Interactions

Track Customer Inventory Usage

Process Context

Brief Description
Tracking and monitoring of the usage of, and access to, the customer inventory repository
and associated costs, and reporting on the findings


Explanatory

Mandatory

Optional

Interactions

Identify Customer Inventory Shortcomings

Process Context

Brief Description
issues.


Explanatory

Mandatory

Optional

Interactions

1.1.1.1.11 Manage Product Offering
Inventory


Figure 11. Manage Product Offering Inventory decomposition into level 4 processes

Manage Product Offering Inventory

Process Context

Brief Description
Establish, manage and administer the enterprise's product offering inventory, as
embodied in the Product Offering Inventory Database, and monitor and report on the
usage and access to the product offering inventory, and the quality of the data maintained
in it.

The purpose of the Manage Product Offering Inventory processes are twofold - establish,
manage and administer the enterprise's product offering inventory, as embodied in the
Product Offering Inventory Database, and monitor and report on the usage and access to
the product offering inventory, and the quality of the data maintained in it.
The product offering inventory maintains records of all product offerings, their interactions
with the enterprise, and any other product offering related- information, required to
support CRM and other processes.
The product offering inventory is also responsible for maintaining the association between
customers and purchased product offering instances, created as a result of the Order
Handling processes.
offerings ;
capture processes;
create, modify, update, delete and/or download product offering data to and from the
product offering inventory;
identified product offering details, through use of automated or manual audits;
Identifying any technical driven shortcomings of the product offering inventory

Explanatory

Mandatory

Optional

Interactions

Identify Relevant Product Offering Inventory Information

Process Context

Brief Description
offerings


Explanatory

Mandatory

Optional

Interactions

Maintain Product Offering Inventory facilities

Process Context

Brief Description


Explanatory

Mandatory

Optional

Interactions

Manage Product Offering Inventory Capture

Process Context

Brief Description
capture processes;


Explanatory

Mandatory

Optional

Interactions

Control Product Offering Inventory Access

Process Context

Brief Description
modify, update, delete and/or download product offering data to and from the product
offering inventory


Explanatory

Mandatory

Optional

Interactions

Ensure Product Offering Inventory Data Quality

Process Context

Brief Description
identified product offering details, through use of automated or manual audits. Monitoring
and reporting on the quality of the data maintained in the inventory. The product offering
inventory maintains records of all product offerings, their interactions with the enterprise,
and any other product offering related- information, required to support CRM and other
processes. The product offering inventory is also responsible for maintaining the
association between customers and purchased product offering instances, created as a
result of the Order Handling processes.


Explanatory

Mandatory

Optional

Interactions

Track Product Offering Inventory Usage

Process Context

Brief Description
repository and associated costs, and reporting on the findings


Explanatory

Mandatory

Optional

Interactions

Identify Product Offering Inventory Shortcomings

Process Context

Brief Description
Identifying any technical driven shortcomings of the product offering inventory repository,
and providing input to Resource Development & Management processes to rectify these
issues.


Explanatory

Mandatory

Optional

Interactions

1.1.1.1.12 Manage Sales Inventory

Figure 12. Manage Sales Inventory decomposition into level 4 processes

Manage Sales Inventory

Process Context

Brief Description
Establish, manage and administer the enterprise's inventory of sales prospects, actual
sales, channel management and sales commissions, as embodied in the Sales Inventory
Database, and monitor and report on the usage and access to the sales inventory, and
the quality of the data maintained in it.

The purpose of the Manage Sales Inventory processes are twofold - establish, manage
and administer the enterprise's inventory of sales prospects, actual sales, channel
management and sales commissions, as embodied in the Sales Inventory Database, and
monitor and report on the usage and access to the sales inventory, and the quality of the
data maintained in it.
The sales inventory maintains records of all sales, sales prospects and sales leads, sales
channel activity, marketing campaign targets and performance, sales commissions and
any other sales related- information, required to support both the Support Selling and the
Selling processes.
The sales inventory is also responsible for maintaining the association between
customers and sales instances, created as a result of the Selling processes.
Identifying and storing the inventory-relevant information requirements to be captured
for sales processes and sales commission management ;
processes;
create, modify, update, delete and/or download sales data to and from the sales
inventory;
sales details, through use of automated or manual audits;
issues.

Explanatory

Mandatory

Optional

Interactions

Identify Relevant Sales Inventory Information

Process Context

Brief Description
Identifying the inventory-relevant information requirements to be captured for customers ;


Explanatory

Mandatory

Optional

Interactions

Maintain Sales Inventory facilities

Process Context

Brief Description


Explanatory

Mandatory

Optional

Interactions

Manage Sales Inventory Capture

Process Context

Brief Description
processes;


Explanatory

Mandatory

Optional

Interactions

Control Sales Inventory Access

Process Context

Brief Description
modify, update, delete and/or download custsalesomer data to and from the sales
inventory;


Explanatory

Mandatory

Optional

Interactions

Ensure Sales Inventory Data Quality

Process Context

Brief Description
sales details, through use of automated or manual audits. Monitoring and reporting on
the quality of the data maintained in the inventory. The sales inventory maintains records
of all sales, sales prospects and sales leads, sales channel activity, marketing campaign
targets and performance, sales commissions and any other sales related- information,
required to support both the Support Selling and the Selling processes. The sales
inventory is also responsible for maintaining the association between customers and
sales instances, created as a result of the Selling processes.


Explanatory

Mandatory

Optional

Interactions

Track Sales Inventory Usage

Process Context

Brief Description
and associated costs, and reporting on the findings


Explanatory

Mandatory

Optional

Interactions

Identify Sales Inventory Shortcomings

Process Context

Brief Description
issues.


Explanatory

Mandatory

Optional

Interactions

1.1.1.1.13 Support Bill Invoice
Management

Figure 13. Support Bill Invoice Management decomposition into level 4 processes

Support Bill Invoice Management

Process Context

Brief Description
Ensure that all information, materials, systems and resources are available so that the Bill
Invoice Management processes can be completed without delay.

the Bill Invoice Management processes can operate effectively. Examples are information
needed to generate invoices like taxes, charges, prices, etc., information needed to
deliver bills to customers such as address formats and post/zip codes structures, systems
needed to create bills, requests for provisioning of additional resources where it has been
identified that current levels will impact on timely bill preparation.


basis.

Support Bill Invoice Management processes define the billing cycles and respective dates
according to cash flow needs as established by Financial Management processes.

These processes undertake trend analysis on invoice generation, production and
distribution issues, including volume per billing cylce.

Explanatory
The "Support Bill Invoicing Management"is responsible for the "lists of customers who are
eligible for receiving bills in electronic format", not responsible for list of customers
receiving bills, there is a difference.

Mandatory
the Bill Invoice Management processes can operate effectively.


basis.

Optional
preparation.

Interactions

Determine Bill Invoice Management Capability

Process Context

Brief Description
Make sure that there is capability so that the Bill Invoice Management processes can
operate effectively.

The purpose of the Determine Bill Invoice Management Capability process is to make
sure that there is capability (for example, information, materials, systems and resources)
so that the Bill Invoice Management processes can operate effectively. Examples are
information needed to generate invoices like taxes, charges, prices, etc., information
needed to deliver bills to customers such as address formats and post/zip codes
structures, systems needed to create bills, requests for provisioning of additional
preparation

Explanatory
preparation

Mandatory
The purpose of the Determine Bill Invoice Management Capability process is to make
sure that there is capability (for example, information, materials, systems and resources)
so that the Bill Invoice Management processes can operate effectively.

Optional

Interactions

Establish & Maintain Bill Invoice Format

Process Context

Brief Description
Establish and maintain the customer bill invoice formats, and any interaction with specific
customers to modify the format.

The purpose of the Establish & Maintain Bill Invoice Format process is to establish and
maintain the customer bill invoice formats to be used on a customer basis, and any
interaction with specific customers to modify the format, where a commercial agreement
has been established with a customer to present a billing invoice in a particular customer
specific format. The bill invoice format should comprise electronic form, paper from or etc.

Explanatory

Mandatory
The purpose of the Establish & Maintain Bill Invoice Format process is to establish and
maintain the customer bill invoice formats to be used on a customer basis, and any
interaction with specific customers to modify the format, where a commercial agreement
has been established with a customer to present a billing invoice in a particular customer
specific format. The bill invoice format should comprise electronic form, paper from or etc.

Optional

Interactions

Maintain Bill Customers List

Process Context

Brief Description
Maintain lists of customers who are eligible for receiving bills.

The Maintain Bill Customers List process is to maintain lists of customers who are eligible
for receiving bills. The multiple customer lists may exist for different usage, for example,
customer list for receiving electronic bills, customer list for receiving paper bills. The
process is responsible for adding a customer into the list and removing a customer from
the list and maintaining delivery addresses of customers in the list.

Explanatory
This process activity is used to maintain a list of customer. This is needed information for
Bill Invoice Management process to deliver bills to customers.

Mandatory
The Maintain Bill Customers List process is to maintain lists of customers who are eligible
for receiving bills. The multiple customer lists may exist for different usage, for example,
customer list for receiving electronic bills, customer list for receiving paper bills. The
process is responsible for adding a customer into the list and removing a customer from
the list and maintaining delivery addresses of customers in the list.

Optional

Interactions

Define Billing Cycle

Process Context

Brief Description
Define the billing cycles and respective dates according to cash flow needs as
established by Financial Management processes.

The purpose of the Define Billing Cycle process is to define the billing cycles and
respective dates according to cash flow needs as established by Financial Management
processes.

Explanatory

Mandatory
The purpose of the Define Billing Cycle process is to define the billing cycles and
respective dates according to cash flow needs as established by Financial Management
processes.

Optional

Interactions

Analyze Billing Trend

Process Context

Brief Description
Undertake trend analysis on invoice generation, production and distribution issues.

The purpose of Analyze Billing Trend process is to analyse trend on invoice generation,
production and distribution issues, including volume per billing cycle. These analysis
results may be utilized to improve the operational efficiency of Bill Invoice Management
processes, reduce operational costs and enhance customer experience.

Explanatory

Mandatory
The purpose of Analyze Billing Trend process is to analyse trend on invoice generation,
production and distribution issues, including volume per billing cycle.

Optional

Interactions
These analysis results may be utilized to improve the operational efficiency of Bill Invoice
Management processes, reduce operational costs and enhance customer experience.

Design & Develop Invoicing Process

Process Context

Brief Description
Design and develop the Service Providers invoicing process.

The purpose of Design & Develop Invoicing Process process is to design and develop the
invoicing process according to Service Providers requirements. The billing invoice
processes may include electronic/physical invoice format design, electronic invoice
distribution, physical invoice production and invoice distribution and etc. Service Provider
would orchestrate the relevant processes to manage and control the bill invoice
production and distribution in efficiency.

Explanatory
The billing invoice processes may include electronic/physical invoice format design,
electronic invoice distribution, physical invoice production and invoice distribution and etc.

Mandatory
The purpose of Design & Develop Invoicing Process process is to design and develop the
invoicing process according to Service Providers requirements. Service Provider would
orchestrate the relevant processes to manage and control the bill invoice production and
distribution in efficiency.

Optional

Interactions
Service Provider would orchestrate the relevant processes to manage and control the bill
invoice production and distribution in efficiency.

1.1.1.1.14 Support Bill Payments &
Receivables Management

Figure 14. Support Bill Payments & Receivables Management decomposition into level 4 processes

Support Bill Payments & Receivables Management

Process Context

Brief Description
Ensure that all information and systems are available so that the Bill Payments &
Receivables Management processes can be completed without delay.


Explanatory
The payment processes should be established before operation.

Mandatory

Optional

Interactions

Determine Bill Payments & Receivables Management Capability

Process Context

Brief Description
Make sure that there is capability that the Bill Payments & Receivables Management
processes can operate effectively.

The purpose of Determine Bill Payments & Receivables Management Capability process
is to make sure that there is capability (for example, established collection channels,

Explanatory
Examples are collection channels capable of processing customer bill payments,
information on payments done by customers, systems needed to process the payments
and make the customer bill account balance.

Mandatory
The purpose of Determine Bill Payments & Receivables Management Capability process
is to make sure that there is capability (for example, established collection channels,

Optional

Interactions

Analyze Customer Payment Trend

Process Context

Brief Description
Analyse trend on customer billing debts, alerting when pre-determined thresholds are
tended to be exceeded.

The purpose of Analyze Customer Payment Trend process is to analyse trend on
customer billing debts, alerting when pre-determined thresholds are tended to be
exceeded. The analysis results may be utilized to guide developing billing debt policies to
reduce or avoid loss of enterprise incomes.

Explanatory

Mandatory
The purpose of Analyze Customer Payment Trend process is to analyse trend on
customer billing debts, alerting when pre-determined thresholds are tended to be
exceeded.

Optional

Interactions
The analysis results may be utilized to guide developing billing debt policies to reduce or
avoid loss of enterprise incomes.

Administer Customer Payment Processes

Process Context

Brief Description
Establish, manage and, if required, operate the various payment processes that the
Service Provider chooses to establish

The purpose of Administer Customer Payment Processes process is to establish,
manage and operate the payment processes chosen by Service Provider. The customer
payment processes may be according to the local policies (e.g. national law) and rules
decided by Service Provider. For example, business customers pay bills in different
channel comparing to personal customers. This process is also responsible for
updating/revising the payment processes on demand.

Explanatory
The process "Administer Customer Payment Processes" is to manage customer payment
processes, not to manage payment. The payment processes should be established
before operation. For example, business customers pay bills in different channel
comparing to personal customers. This is why this process is not under "Manage
Customer Payments".

Mandatory
The purpose of Administer Customer Payment Processes process is to establish,
manage and operate the payment processes chosen by Service Provider. The customer
payment processes may be according to the local policies (e.g. national law) and rules
decided by Service Provider. This process is also responsible for updating/revising the
payment processes on demand.

Optional

Interactions

1.1.1.1.15 Support Bill Inquiry Handling

Figure 15. Support Bill Inquiry Handling decomposition into level 4 processes

Support Bill Inquiry Handling

Process Context

Brief Description
Ensure that all information, systems and resources are available so that the Bill Inquiry
Handling processes can be completed without delay.

The purpose of the Support Bill Inquiry Handling processes is to make sure that there is
capability (for example, information, systems and resources) so that the Bill Inquiry
Handling processes can operate effectively. Examples are information on how to respond
to current billing issues being raised by customers, systems needed to create customer
bill inquiry and complaint reports, requests for provisioning of additional resources where
it has been identified that current levels will impact on timely billing complaint handling.

These processes are responsible for managing billing policies associated with customer
billing dispute settlements.

These processes undertake trend analysis on billing queries and complaints.

Explanatory

Mandatory

Optional

Interactions

Determine Bill Inquiry Handling Capability

Process Context

Brief Description
Make sure that there is capability so that the Bill Inquiry Handling processes can operate
effectively.

The purpose of the Determine Bill Inquiry Handling Capability processes is to make sure
that there is capability (for example, information, systems and resources) so that the Bill
Inquiry Handling processes can operate effectively. Examples are information on how to
respond to current billing issues being raised by customers, systems needed to create
customer bill inquiry and complaint reports, requests for provisioning of additional
resources where it has been identified that current levels will impact on timely billing
complaint handling.

Explanatory
Examples are information on how to respond to current billing issues being raised by
customers, systems needed to create customer bill inquiry and complaint reports,
requests for provisioning of additional resources where it has been identified that current
levels will impact on timely billing complaint handling.

Mandatory
The purpose of the Determine Bill Inquiry Handling Capability processes is to make sure
that there is capability (for example, information, systems and resources) so that the Bill
Inquiry Handling processes can operate effectively.

Optional

Interactions

Manage Billing Policy

Process Context

Brief Description
Manage billing policies associated with customer billing dispute settlements.

The purpose of Manage Billing Policy process is to manage billing policies associated
with customer billing dispute settlements.
The process is responsible for creating a new billing policy, deleting and modifying an
existing billing policy. It is also responsible for associating the specific customer billing
dispute to suitable billing policy to guide SP to settle billing dispute.

Explanatory

Mandatory
The purpose of Manage Billing Policy process is to manage billing policies associated
with customer billing dispute settlements.The process is responsible for creating a new
billing policy, deleting and modifying an existing billing policy. It is also responsible for
associating the specific customer billing dispute to suitable billing policy to guide SP to
settle billing dispute.

Optional

Interactions

Analyze Bill Inquiry Trend

Process Context

Brief Description
Undertake trend analysis on billing queries and complaints.

The purpose of Analyze Bill Inquiry Trend process is to analyse trend on billing queries
and complaints. The analysis results may be utilized to guide SP to develop or adjust
billing policy.

Explanatory

Mandatory
The purpose of Analyze Bill Inquiry Trend process is to analyse trend on billing queries
and complaints.

Optional

Interactions
The analysis results may be utilized to guide SP to develop or adjust billing policy.


1.1.1.2 Customer Interface Management

Figure 16. Customer Interface Management decomposition into level 3 processes

Customer Interface Management

Process Context

Brief Description
Managing all interfaces between the enterprise and potential and existing customers.

Customer Interface Management processes are responsible for managing all interfaces
between the enterprise and potential and existing customers. They deal with contact
management, understanding the reason for contact, directing customer contacts to the
appropriate process, contact closure, exception management, contact results analysis
and reporting. CRM contact may be related to one or several of Service Fulfillment,
Service Assurance (service quality management and trouble or problem management)
and Billing related customer enquiries or contacts.

Explanatory

Mandatory

Optional

Interactions

Manage Contact

Process Context

Brief Description
Manage all contacts between potential or existing customers and the enterprise

The purpose of this process is to manage all contacts between potential or existing
customers and the enterprise. It deals with the identification of the contact, its
development, enhancement and update

Explanatory

Mandatory

Optional

Interactions

Manage Request (Including Self Service)

Process Context

Brief Description
Manage all requests (inbound and outbound) made by potential and existing customers

The purpose of this process is to manage all requests (inbound and outbound) made by
potential and existing customers. It receives the request and either enables its originator
to automatically fulfill it, or identifies and activates the opportune process to accomplish
the request; it manages the status of the request and is able to provide status information
at any moment in which the request is active; it formally closes the request when all
related activities have been terminated.

Explanatory

Mandatory

Optional

Interactions

Analyze & Report on Customer

Process Context

Brief Description
Perform all necessary analysis on closed requests and on customer contacts and
generate related reports

The purpose of this process is to perform all necessary analysis on closed (completed or
unfulfilled) requests and on customer contacts and it generates related reports, to be
utilized for process improvement activities, proactive problems prevention, up-sell
opportunities definition, etc.

Explanatory

Mandatory

Optional

Interactions

Mediate & Orchestrate Customer Interactions

Process Context

Brief Description
Ensure that transaction message structure and interactions conform to agreed, externally
defined standards used by the enterprise and its customers

The purpose of the Mediate & Orchestrate Customer Interactions is to ensure that
transaction message structure and interactions conform to agreed, externally defined
standards used by the enterprise and its customers. Increasingly transactions with
external parties (e.g. customers using RosettaNet or Web Services standards) will need
to conform to message and data formats defined by third parties or third party
organizations. Based on the specific transaction type and involved external party, this
conformance will require the identification of the necessary data formats to be sent
externally, and conversion of externally received messages into the required internal
enterprise formats. In addition, interactions with external parties may require that
messages and transactions need to be undertaken with defined and agreed orchestration
for message exchange. The actual agreement between the parties to use specific
interaction standards is part of the Support Customer Interface Management and Support
Selling L3s.

Explanatory

Mandatory

Optional

Interactions

1.1.1.2.1 Manage Contact

Figure 17. Manage Contact decomposition into level 4 processes

Manage Contact

Process Context

Brief Description
Manage all contacts between potential or existing customers and the enterprise

The purpose of this process is to manage all contacts between potential or existing
customers and the enterprise. It deals with the identification of the contact, its
development, enhancement and update

Explanatory

Mandatory

Optional

Interactions

Identify Contact

Process Context

Brief Description
deals with the identification of the contact


Explanatory
This could be an individual as a consumer, or part of a business organization (small,
medium or corporate) as defined by customer segmentation prevalent in the organization

Mandatory
Verify the individual / entity (organization) responsible for making contact

Optional

Interactions

Develop Contact

Process Context

Brief Description
deals with development, enhancement and update of the contact


Explanatory
For a new customer contact, this will include capturing mandatory details which could be
subject to validation.

Mandatory
Expand the detail attributes of the contact

Optional

Interactions

1.1.1.2.2 Manage Request (Including Self
Service)


Figure 18. Manage Request (Including Self Service) decomposition into level 4 processes

Manage Request (Including Self Service)

Process Context

Brief Description
Manage all requests (inbound and outbound) made by potential and existing customers

The purpose of this process is to manage all requests (inbound and outbound) made by
potential and existing customers. It receives the request and either enables its originator
to automatically fulfill it, or identifies and activates the opportune process to accomplish
the request; it manages the status of the request and is able to provide status information
at any moment in which the request is active; it formally closes the request when all
related activities have been terminated.

Explanatory

Mandatory

Optional

Interactions

Handle Request

Process Context

Brief Description
receives the request and either enables its originator to automatically fulfill it, or identifies
and activates the opportune process to accomplish the request


Explanatory
Handle a request to make changes This could be a request to change to enable
customer/ subscriber, to start or stop making use of specific products and services

Mandatory
receives the request and either enables its originator to automatically fulfill it, or identifies
and activates the opportune process to accomplish the request. Determine type of
stakeholder request

Optional

Interactions
where relecant, identifies and activates the opportune process to accomplish the request

Provide Request Status

Process Context

Brief Description
manages the status of the request and is able to provide status information at any
moment in which the request is active


Explanatory

Mandatory
manages the status of the request and is able to provide status information at any
moment in which the request is active. Track business events using the request status;
each of which is governed by rules, followed by a set of actions to reach the next status

Optional

Interactions

Close Request

Process Context

Brief Description
formally closes the request when all related activities have been terminated


Explanatory

Mandatory
formally closes the request when all related activities have been terminated

Optional

Interactions

1.1.1.2.3 Analyze & Report on Customer

Figure 19. Analyze & Report on Customer decomposition into level 4 processes

Analyze & Report on Customer

Process Context

Brief Description
Perform all necessary analysis on closed requests and on customer contacts and
generate related reports

The purpose of this process is to perform all necessary analysis on closed (completed or
unfulfilled) requests and on customer contacts and it generates related reports, to be
utilized for process improvement activities, proactive problems prevention, up-sell
opportunities definition, etc.

Explanatory

Mandatory

Optional

Interactions

Analyze Customer Requests & Contacts

Process Context

Brief Description
perform all necessary analysis on closed (completed or unfulfilled) requests and on
customer contacts


Explanatory

Mandatory
perform all necessary analysis on closed (completed or unfulfilled) requests and on
customer contacts

Optional

Interactions

Report Customer Requests & Contacts

Process Context

Brief Description
generates related reports, to be utilized for process improvement activities, proactive
problems prevention, up-sell opportunities definition, etc.


Explanatory

Mandatory
generates related reports, to be utilized for process improvement activities, proactive
problems prevention, up-sell opportunities definition, etc.

Optional

Interactions

1.1.1.2.4 Mediate & Orchestrate Customer
Interactions


Figure 20. Mediate & Orchestrate Customer Interactions decomposition into level 4 processes


Process Context

Brief Description
defined standards used by the enterprise and its customers

The purpose of the Mediate & Orchestrate Customer Interactions is to ensure that
standards used by the enterprise and its customers. Increasingly transactions with
external parties (e.g. customers using RosettaNet or Web Services standards) will need
to conform to message and data formats defined by third parties or third party
organizations. Based on the specific transaction type and involved external party, this
conformance will require the identification of the necessary data formats to be sent
enterprise formats. In addition, interactions with external parties may require that
for message exchange. The actual agreement between the parties to use specific
Selling L3s.

Explanatory

Mandatory

Optional

Interactions

Identify Customer Interactions Data Formats

Process Context

Brief Description
Performs identification of the necessary data formats to be sent externally. Increasingly
transactions with external parties (e.g. customers using RosettaNet or Web Services
standards) will need to conform to message and data formats defined by third parties or
third party organizations. The actual agreement between the parties to use specific
Selling L3s.


Explanatory
Increasingly transactions with external parties (e.g. customers using RosettaNet or Web
Services standards) will need to conform to message and data formats defined by third
parties or third party organizations.

Mandatory
Performs identification of the necessary data formats to be sent externally.

Optional

Interactions
The actual agreement between the parties to use specific interaction standards is part of
the Support Customer Interface Management and Support Selling L3s.

Orchestrate Customer Interactions

Process Context

Brief Description
Where required, orchestrates interactions with external parties so that messages and
transactions are undertaken with defined and agreed orchestration for message
exchange.


Explanatory

Mandatory
Where required, orchestrates interactions with external parties

Optional

Interactions
messages and transactions are undertaken with defined and agreed orchestration for
message exchange.

Mediate Customer Interactions

Process Context

Brief Description
Manages conversion of externally received messages into the required internal enterprise
formats, based on the specific transaction type and involved external party.


Explanatory

Mandatory
Manages conversion of externally received messages into the required internal enterprise
formats, based on the specific transaction type and involved external party.

Optional

Interactions
Manages conversion between external and internal formats

1.1.1.3 Marketing Fulfillment Response

Figure 21. Marketing Fulfillment Response decomposition into level 3 processes

Marketing Fulfillment Response

Process Context

Brief Description
Responsible for the issue and distribution of marketing collateral directly to a customer
and the subsequent tracking of resultant leads.

Marketing Fulfillment Response processes are responsible for the issue and distribution
of marketing collateral (i.e., coupon, premium, sample, toys, fliers, etc.) directly to a
customer and the subsequent tracking of resultant leads. These processes include
campaign management activities from lead generation to product and literature fulfillment,
and hand-off of leads to the selling processes.

Explanatory

Mandatory

Optional

Interactions

Issue & Distribute Marketing Collaterals

Process Context

Brief Description
Issue and distribute marketing collateral (i.e., coupon, premium, sample, toys, fliers, etc.)
directly to a customer

The purpose of this process is to handle the issuing and distribution of marketing
collateral to customer, in line with marketing campaign needs. This can involve mailshots,
leafleting and displays at events, inserts in newspapers, television and other media
advertising and magazines, voice and text messaging to individuals, and so on. Where
required, this process deals with customization of general campaign material for
individual regions or customer groups. Direct marketing and sales through shop
premises, in-store franchises, etc are also included, and this process also manages
distribution of marketing collaterals to such outlets

Explanatory

Mandatory

Optional

Interactions

Track Leads

Process Context

Brief Description
Track leads generated through marketing, or that arise in the course of business

The purpose of this process is to identify leads following on from marketing campaign
advertising, or those that arise otherwise in the course of business and are collected
here. Leads are tracked, evaluated and notified to other processes (e.g. Selling) for
further action.

Explanatory

Mandatory

Optional

Interactions

1.1.1.3.1 Issue & Distribute Marketing
Collaterals


Figure 22. Issue & Distribute Marketing Collaterals decomposition into level 4 processes

Issue & Distribute Marketing Collaterals

Process Context

Brief Description
Issue and distribute marketing collateral (i.e., coupon, premium, sample, toys, fliers, etc.)
directly to a customer

advertising and magazines, voice and text messaging to individuals, and so on. Where
required, this process deals with customization of general campaign material for
individual regions or customer groups. Direct marketing and sales through shop
premises, in-store franchises, etc are also included, and this process also manages
distribution of marketing collaterals to such outlets

Explanatory

Mandatory

Optional

Interactions

Handle Marketing Collateral Distributution

Process Context

Brief Description
advertising and magazines, voice and text messaging to individuals, and so on. Direct
marketing and sales through shop premises, in-store franchises, etc are also included,
and this process also manages distribution of marketing collaterals to such outlets


Explanatory
This can involve mailshots, leafleting and displays at events, inserts in newspapers,
television and other media advertising and magazines, voice and text messaging to
individuals, and so on

Mandatory
issuing and distribution of marketing collateral to customer, in line with marketing
campaign needs

Optional
This can involve mailshots, leafleting and displays at events, inserts in newspapers,
television and other media advertising and magazines, voice and text messaging to
individuals, and so on

Interactions

Customize Marketing Collateral

Process Context

Brief Description
Where required, this process deals with customization of general campaign material for
individual regions or customer groups.


Explanatory

Mandatory

Optional
Where required, this process deals with customization of general campaign material for
individual regions or customer groups.

Interactions

1.1.1.3.2 Track Leads


Figure 23. Track Leads decomposition into level 4 processes

Track Leads

Process Context

Brief Description
Track leads generated through marketing, or that arise in the course of business

The purpose of this process is to identify leads following on from marketing campaign
advertising, or those that arise otherwise in the course of business and are collected
here. Leads are tracked, evaluated and notified to other processes (e.g. Selling) for
further action.

Explanatory

Mandatory

Optional

Interactions

Track Marketing Leads

Process Context

Brief Description
Track leads following on from marketing campaign advertising, or those that arise
otherwise in the course of business and are collected here.


Explanatory

Mandatory
Track leads following on from marketing campaign advertising, or those that arise
otherwise in the course of business

Optional

Interactions
following on from marketing campaign advertising, or that arise otherwise in the course
of business

Evaluate Marketing Leads

Process Context

Brief Description
Evaluate and notify leads to other processes (e.g. Selling) for further action.


Explanatory

Mandatory
Evaluate and notify leads

Optional

Interactions
notify leads to other processes (e.g. Selling) for further action.

1.1.1.4 Selling

Figure 24. Selling decomposition into level 3 processes

Selling

Process Context

Brief Description
Responsible for managing prospective customers, for qualifying and educating
customers, and matching customer expectations

Selling processes are responsible for managing prospective customers, for the
qualification and education of the customer and for matching customer expectations to
the enterprises products and services and ability to deliver. These processes also
manage the response to customer RFPs.

Explanatory

Mandatory

Optional

Interactions

Manage Prospect

Process Context

Brief Description
Match assigned leads with the most appropriate products and ensure that these
prospects are handled appropriately

The purpose of this process is to match assigned leads with the most appropriate
products and ensure that these prospects are handled appropriately. These prospects
represent a pipeline of potential sales, each of which is expressed in terms of the
probability of successful sales closure and an estimate of the total attainable revenue.
The needs of each potential prospect are analyzed. Based on these needs, potential
solutions are identified from the service providers product portfolio. Each prospect is
tracked through these processes and the outcome (win or loss) of each prospect is
reported. Prospects are assigned to the appropriate sales channel.

Explanatory

Mandatory

Optional

Interactions

Qualify Opportunity

Process Context

Brief Description
Ensure that the opportunity is qualified in terms of any associated risk and the amount of
effort required to achieve a sale

The purpose of the Qualify Opportunity process is to ensure that the opportunity is
qualified in terms of any associated risk, and the amount of effort required (e.g. response
to a Request for Proposal [RFP]) to achieve a sale. The opportunity is explored with the
customer to ensure the offer meets the customers expectations, and to ensure that the
breadth of the customer requirement is understood. Extended interactions with the
customer may be required to achieve mutual understanding and agreement. The
opportunity may require the development of alternative solutions or customization to the
specific customers requirements. The Qualify Opportunity process is responsible for
assessing the size of the potential development and its risk. The resources, financing
and potential on-going customer commitment to the developed solution are all factors that
must be assessed. These processes also need to assess the strategic importance of the
opportunity, the potential for wider application, and the importance of the specific
customer to the enterprise. The solution alternatives must be available (e.g. capacity) or
scheduled on a product roadmap

Explanatory

Mandatory

Optional

Interactions

Negotiate Sales/Contract

Process Context

Brief Description
Close the sale with terms that are understood by the customer, and are mutually
agreeable to both the customer and the service provider.

The purpose of this process is to close the sale with terms that are understood by the
customer, and are mutually agreeable to both the customer and the service provider. This
process may involve obtaining customer agreement to standard terms and conditions.
The agreement process may require interaction with the customer to ensure that the
standard terms and conditions are understood by, and are acceptable to, the customer.
In some cases this process may involve the development of, and negotiation with the
customer of, non-standard terms and conditions associated with sales proposals
specifically developed to meet specific customer requirements. For complex sales
proposals associated with customer RFPs this process may extend over long time
periods and require extensive interaction with customers to achieve agreement. Aspects
of contract price determination may include issues of CPE prices from third party vendors,
allowances based on customer location, etc. For RFPs, many of the commercial terms
being sought may be developed or originated by the customer, and the negotiating team
may need to develop strategies to achieve acceptable commercial outcomes. .The sale
is concluded through negotiations and joint agreement on features, service levels, pricing
and discounts, resulting in a sign-off formal agreement/contract between the customer
and service provider. Depending upon specific circumstances, final agreement from the
Service Providers perspective may require escalation to, and agreement from, an
appropriately delegated manager. The formal agreement could include zero or more
confirmed orders from the customer. These orders are then passed on as requests to
allow formal Customer Orders to be generated and processed...

Explanatory

Mandatory

Optional

Interactions

Acquire Customer Data

Process Context

Brief Description
Capture and record all pertinent customer data required for the initiation, realization and
deployment of the agreed sales proposal.

The purpose of this process is to capture and record all pertinent customer data required
for the initiation, realization and deployment of the agreed sales proposal. In most
standard offerings the necessary customer data is often captured on the sales proposal
agreement form associated with the standard offerings. For non-standard and/or
complex sales agreements associated, for instance, with a customer RFP, extensive
customer information may be required to plan and roll-out the agreed solution. For
example, Centrex designs require extensive capture of details surrounding deployment of
handsets, features associated with each handset, customer Centrex groups, etc.
In some cases the necessary level of precise detail may be available from the Develop
Sales Proposal. Where this is not the case, this process is responsible for determining
the precise customer information required to support the agreed proposal, capturing
(through forms, or customer interviews, etc.) the required customer information, and
storing the details in a form required by other processes.

Explanatory

Mandatory

Optional

Interactions

Cross/Up Selling

Process Context

Brief Description
Ensure that the value of the relationship between the customer and service provider is
maximized by selling additional, or more of the existing, products.

The purpose of this process is to ensure that the value of the relationship between the
customer and service provider is maximized by selling additional, or more of the existing,
products. The ongoing analysis of customer trends (e.g. usage, problems, complaints) is
used to identify when the current offerings may no longer be appropriate for the customer,
or when the opportunity for a larger sale arises. Based on the data collected, more
appropriate offerings should be recommended to the customer.

Explanatory

Mandatory

Optional

Interactions

Develop Sales Proposal

Process Context

Brief Description
Develop a sales proposal to respond to the customers requirements

The purpose of this process is to develop a sales proposal to respond to the customers
requirements. This process commences following approval by the Qualify Customer
process. The development of a sales proposal may require the selection of a standard
product offering, may require the development of a non-standard offering, or may require
the creation of a project team to construct an offering in response to a customers
Request For Proposal. In all cases, the processes are responsible for ascertaining the
customers requirements, determining the ability of the enterprise to support the customer
requirements, and developing a proposal (or proposals) for the customer which meets the
stated requirements. These processes assess the extent of enterprise support required
to develop the sales proposal, marshal the necessary support across the enterprise and
administer the sales proposal development activity to ensure that any timing constraints
associated with eth customer requirements are achieved.
Note that development of a non-standard sales proposal or the response to a customers
RFP may require the development of unique solution designs. The development of
unique solutions, within the context of current deployed capabilities, uses the Design
Solutions process within Service Management & Operations to undertake the necessary
feasibility studies. Where current capabilities are not able to support customers
requirements, the Product & Offer Capability Delivery processes are invoked to undertake
any necessary assessment and business case development.

Explanatory

Mandatory

Optional

Interactions

Manage Sales Accounts

Process Context

Brief Description
Manage the sales accounts assigned to the sales channel on a day-day basis

The purpose of the Manage Sales Accounts processes is to manage the sales accounts
assigned to the sales channel and/or sales manager on a day-day basis. These
processes are responsible for contacting the customers associated with each sales
account on a regular basis appropriate for the type of account, to develop the appropriate
relationships and contacts, to prospect for leads, to promote the enterprises product
offerings, etc.

Explanatory

Mandatory

Optional

Interactions

1.1.1.4.1 Manage Prospect


Figure 25. Manage Prospect decomposition into level 4 processes

Manage Prospect

Process Context

Brief Description
Match assigned leads with the most appropriate products and ensure that these
prospects are handled appropriately

The purpose of this process is to match assigned leads with the most appropriate
products and ensure that these prospects are handled appropriately. These prospects
represent a pipeline of potential sales, each of which is expressed in terms of the
probability of successful sales closure and an estimate of the total attainable revenue.
The needs of each potential prospect are analyzed. Based on these needs, potential
solutions are identified from the service providers product portfolio. Each prospect is
tracked through these processes and the outcome (win or loss) of each prospect is
reported. Prospects are assigned to the appropriate sales channel.

Explanatory

Mandatory

Optional

Interactions

Analyze Prospect Needs

Process Context

Brief Description
Analyze the needs of each potential prospect


Explanatory

Mandatory
Analyze the needs of each potential prospect

Optional

Interactions

Identify Potential Solutions

Process Context

Brief Description
Identify potential solutions from the service providers product portfolio against prospect
needs.


Explanatory

Mandatory
Identify potential solutions from the service providers product portfolio against prospect
needs.

Optional

Interactions

Assign Prospect to Sales Channel

Process Context

Brief Description
Assign prospects to the appropriate sales channel; The purpose is to match assigned
leads with the most appropriate products and ensure that these prospects are handled
appropriately.


Explanatory
The purpose is to match assigned leads with the most appropriate products and ensure
that these prospects are handled appropriately.

Mandatory
Assign prospects to the appropriate sales channel

Optional

Interactions

Track & Report Prospect

Process Context

Brief Description
Track each prospect through these processes and report the outcome (win or loss) of
each prospect. These prospects represent a pipeline of potential sales, each of which is
expressed in terms of the probability of successful sales closure and an estimate of the
total attainable revenue.


Explanatory
These prospects represent a pipeline of potential sales, each of which is expressed in
terms of the probability of successful sales closure and an estimate of the total attainable
revenue.

Mandatory
Track each prospect through these processes and report the outcome (win or loss) of
each prospect.

Optional

Interactions

1.1.1.4.2 Qualify & Educate Customer


Figure 26. Qualify Opportunity decomposition into level 4 processes

Qualify Opportunity

Process Context

Brief Description
Ensure that the opportunity is qualified in terms of any associated risk and the amount of
effort required to achieve a sale

The purpose of the Qualify Opportunity process is to ensure that the opportunity is
qualified in terms of any associated risk, and the amount of effort required (e.g. response
to a Request for Proposal [RFP]) to achieve a sale. The opportunity is explored with the
customer to ensure the offer meets the customers expectations, and to ensure that the
breadth of the customer requirement is understood. Extended interactions with the
customer may be required to achieve mutual understanding and agreement. The
opportunity may require the development of alternative solutions or customization to the
specific customers requirements. The Qualify Opportunity process is responsible for
assessing the size of the potential development and its risk. The resources, financing
and potential on-going customer commitment to the developed solution are all factors that
must be assessed. These processes also need to assess the strategic importance of the
opportunity, the potential for wider application, and the importance of the specific
customer to the enterprise. The solution alternatives must be available (e.g. capacity) or
scheduled on a product roadmap

Explanatory

Mandatory

Optional

Interactions

Define Alternative/Customized Solutions

Process Context

Brief Description
Develop, as required, alternative solutions or customization to the specific customers
requirements. This focuses on the definition of these solutions at this stage, and not the
actual development of new cpaabilities (which may follow on)


Explanatory
This focuses on the definition of these solutions at this stage, and not the actual
development of new capabilities (which may follow on)

Mandatory
Develop, as required, alternative solutions or customization to the specific customers
requirements.

Optional

Interactions

Assess Potential Development & Risk

Process Context

Brief Description
Assess the size of the potential development and its risk. The resources, financing and
potential on-going customer commitment to the developed solution are all factors that
must be assessed.


Explanatory
The resources, financing and potential on-going customer commitment to the developed
solution are all factors that must be assessed.

Mandatory
Assess the size of the potential development and its risk.

Optional

Interactions

Assess Strategic Impacts

Process Context

Brief Description
Assess the strategic importance of the opportunity, the potential for wider application, and
the importance of the specific customer to the enterprise. The solution alternatives must
be available (e.g. capacity) or scheduled on a product roadmap


Explanatory
The solution alternatives must be available (e.g. capacity) or scheduled on a product
roadmap

Mandatory
Assess the strategic importance of the opportunity, the potential for wider application, and
the importance of the specific customer to the enterprise.

Optional

Interactions

1.1.1.4.3 Negotiate Sales/Contract

Figure 27. Negotiate Sales/Contract decomposition into level 4 processes

Negotiate Sales/Contract

Process Context

Brief Description
Close the sale with terms that are understood by the customer, and are mutually
agreeable to both the customer and the service provider.

The purpose of this process is to close the sale with terms that are understood by the
customer, and are mutually agreeable to both the customer and the service provider. This
process may involve obtaining customer agreement to standard terms and conditions.
The agreement process may require interaction with the customer to ensure that the
standard terms and conditions are understood by, and are acceptable to, the customer.
In some cases this process may involve the development of, and negotiation with the
customer of, non-standard terms and conditions associated with sales proposals
specifically developed to meet specific customer requirements. For complex sales
proposals associated with customer RFPs this process may extend over long time
periods and require extensive interaction with customers to achieve agreement. Aspects
of contract price determination may include issues of CPE prices from third party vendors,
allowances based on customer location, etc. For RFPs, many of the commercial terms
being sought may be developed or originated by the customer, and the negotiating team
may need to develop strategies to achieve acceptable commercial outcomes. .The sale
is concluded through negotiations and joint agreement on features, service levels, pricing
and discounts, resulting in a sign-off formal agreement/contract between the customer
and service provider. Depending upon specific circumstances, final agreement from the
allow formal Customer Orders to be generated and processed...

Explanatory

Mandatory

Optional

Interactions

Negotiate Standard Terms & Conditions

Process Context

Brief Description
For standard terms and conditions, interact as necessary with the customer to ensure that
the standard terms and conditions are understood by, and are acceptable to, the
customer.


Explanatory
For complex sales proposals associated with customer RFPs this process may extend
over long time periods and require extensive interaction with customers to achieve
agreement. Aspects of contract price determination may include issues of CPE prices
from third party vendors, allowances based on customer location, etc. For RFPs, many of
the commercial terms being sought may be developed or originated by the customer, and
the negotiating team may need to develop strategies to achieve acceptable commercial
outcomes. .The sale is concluded through negotiations and joint agreement on features,
service levels, pricing and discounts, resulting in a sign-off formal agreement/contract
between the customer and service provider.

Mandatory
For standard terms and conditions, interact as necessary with the customer to ensure that
the standard terms and conditions are understood by, and are acceptable to, the
customer.

Optional

Interactions

Develop & Negotiate Non-standard Terms & Conditions

Process Context

Brief Description
Develop and negotiate with the customer (where required) non-standard terms and
conditions associated with sales proposals specifically developed to meet specific
customer requirements. For complex sales proposals associated with customer RFPs
this process may extend over long time periods and require extensive interaction with
customers to achieve agreement. Aspects of contract price determination may include
issues of CPE prices from third party vendors, allowances based on customer location,
etc. For RFPs, many of the commercial terms being sought may be developed or
originated by the customer, and the negotiating team may need to develop strategies to
achieve acceptable commercial outcomes. .The sale is concluded through negotiations
and joint agreement on features, service levels, pricing and discounts, resulting in a sign-
off formal agreement/contract between the customer and service provider.


Explanatory

Mandatory
Develop and negotiate with the customer (where required) non-standard terms and
conditions associated with sales proposals specifically developed to meet specific
customer requirements.

Optional

Interactions

Obtain Customer Agreement

Process Context

Brief Description
For either standard or non-standard terms and conditions, obtain final confirmation that
the agreed terms and conditions are understood by, and are acceptable to, the customer,
and achieve sign-off. Depending upon specific circumstances, final agreement from the
allow formal Customer Orders to be generated and processed.


Explanatory
Depending upon specific circumstances, final agreement from the Service Providers
perspective may require escalation to, and agreement from, an appropriately delegated
manager. The formal agreement could include zero or more confirmed orders from the
customer. These orders are then passed on as requests to allow formal Customer
Orders to be generated and processed.

Mandatory
For either standard or non-standard terms and conditions, obtain final confirmation that
the agreed terms and conditions are understood by, and are acceptable to, the customer,
and achieve sign-off.

Optional

Interactions

1.1.1.4.4 Acquire Customer Data

Figure 28. Acquire Customer Data decomposition into level 4 processes

Acquire Customer Data

Process Context

Brief Description
Capture and record all pertinent customer data required for the initiation, realization and
deployment of the agreed sales proposal.

The purpose of this process is to capture and record all pertinent customer data required
for the initiation, realization and deployment of the agreed sales proposal. In most
standard offerings the necessary customer data is often captured on the sales proposal
agreement form associated with the standard offerings. For non-standard and/or
complex sales agreements associated, for instance, with a customer RFP, extensive
customer information may be required to plan and roll-out the agreed solution. For
example, Centrex designs require extensive capture of details surrounding deployment of
handsets, features associated with each handset, customer Centrex groups, etc.
In some cases the necessary level of precise detail may be available from the Develop
Sales Proposal. Where this is not the case, this process is responsible for determining
the precise customer information required to support the agreed proposal, capturing
(through forms, or customer interviews, etc.) the required customer information, and
storing the details in a form required by other processes.

Explanatory

Mandatory

Optional

Interactions

Determine Required Customer Data

Process Context

Brief Description
In most standard offerings the necessary customer data is often captured on the sales
proposal agreement form associated with the standard offerings. For non-standard
and/or complex sales agreements associated, for instance, with a customer RFP,
extensive customer information may be required to plan and roll-out the agreed solution.
For example, Centrex designs require extensive capture of details surrounding
deployment of handsets, features associated with each handset, customer Centrex
groups, etc. In some cases the necessary level of precise detail may be available from
the Develop Sales Proposal. Where this is not the case, this process is responsible for
determining the precise customer information required to support the agreed proposal.


Explanatory
In most standard offerings the necessary customer data is often captured on the sales
proposal agreement form associated with the standard offerings. For non-standard
and/or complex sales agreements associated, for instance, with a customer RFP,
extensive customer information may be required to plan and roll-out the agreed solution.
For example, Centrex designs require extensive capture of details surrounding
deployment of handsets, features associated with each handset, customer Centrex
groups, etc.

Mandatory
responsible for determining the precise customer information required to support the
agreed proposal. In some cases the necessary level of precise detail may be available
from the Develop Sales Proposal.

Optional

Interactions

Capture & Record Customer Data

Process Context

Brief Description
Capture (through forms, or customer interviews, etc.) the required customer information,
and store the details in a form required by other processes.


Explanatory

Mandatory

Optional

Interactions

1.1.1.4.5 Cross/Up Selling

Figure 29. Cross/Up Selling decomposition into level 4 processes

Cross/Up Selling

Process Context

Brief Description
Ensure that the value of the relationship between the customer and service provider is
maximized by selling additional, or more of the existing, products.

The purpose of this process is to ensure that the value of the relationship between the
customer and service provider is maximized by selling additional, or more of the existing,
products. The ongoing analysis of customer trends (e.g. usage, problems, complaints) is
used to identify when the current offerings may no longer be appropriate for the customer,
or when the opportunity for a larger sale arises. Based on the data collected, more
appropriate offerings should be recommended to the customer.

Explanatory

Mandatory

Optional

Interactions

Analyze Customer Trends

Process Context

Brief Description
Use ongoing analysis of customer trends (e.g. usage, problems, complaints) to identify
when the current offerings may no longer be appropriate for the customer, or when the
opportunity for a larger sale arises. The purpose is to ensure that the value of the
relationship between the customer and service provider is maximized by selling
additional, or more of the existing, products.


Explanatory
The purpose is to ensure that the value of the relationship between the customer and
service provider is maximized by selling additional, or more of the existing, products.

Mandatory
Use ongoing analysis of customer trends (e.g. usage, problems, complaints) to identify
when the current offerings may no longer be appropriate for the customer, or when the
opportunity for a larger sale arises.

Optional

Interactions

Recommend Appropriate Offerings

Process Context

Brief Description
Based on the data collected, recommend more appropriate offerings to the customer.


Explanatory

Mandatory
Based on the data collected, recommend more appropriate offerings to the customer.

Optional

Interactions

1.1.1.4.6 Develop Sales Proposal

Figure 30. Develop Sales Proposal decomposition into level 4 processes

Develop Sales Proposal

Process Context

Brief Description
Develop a sales proposal to respond to the customers requirements

The purpose of this process is to develop a sales proposal to respond to the customers
requirements. This process commences following approval by the Qualify Customer
process. The development of a sales proposal may require the selection of a standard
product offering, may require the development of a non-standard offering, or may require
the creation of a project team to construct an offering in response to a customers
Request For Proposal. In all cases, the processes are responsible for ascertaining the
customers requirements, determining the ability of the enterprise to support the customer
requirements, and developing a proposal (or proposals) for the customer which meets the
stated requirements. These processes assess the extent of enterprise support required
to develop the sales proposal, marshal the necessary support across the enterprise and
administer the sales proposal development activity to ensure that any timing constraints
associated with eth customer requirements are achieved.
Note that development of a non-standard sales proposal or the response to a customers
RFP may require the development of unique solution designs. The development of
unique solutions, within the context of current deployed capabilities, uses the Design
Solutions process within Service Management & Operations to undertake the necessary
feasibility studies. Where current capabilities are not able to support customers
requirements, the Product & Offer Capability Delivery processes are invoked to undertake
any necessary assessment and business case development.

Explanatory

Mandatory

Optional

Interactions

Ascertain Customer Requirements

Process Context

Brief Description
Ascertain the customers requirements. This process commences following approval by
the Qualify Customer process. The development of a sales proposal may require the
selection of a standard product offering, may require the development of a non-standard
offering, or may require the creation of a project team to construct an offering in response
to a customers Request For Proposal.


Explanatory

Mandatory
Ascertain the customers requirements. The development of a sales proposal may
require the selection of a standard product offering, may require the development of a
non-standard offering, or may require the creation of a project team to construct an
offering in response to a customers Request For Proposal.

Optional

Interactions
This process commences following approval by the Qualify Customer process.

Determine Support for Customer Requirements

Process Context

Brief Description
Determine the ability of the enterprise to support the customer requirements. These
processes assess the extent of enterprise support required to develop the sales proposal,
marshal the necessary support across the enterprise and administer the sales proposal
development activity to ensure that any timing constraints associated with eth customer
requirements are achieved.


Explanatory

Mandatory
Determine the ability of the enterprise to support the customer requirements. These
processes assess the extent of enterprise support required to develop the sales proposal,
marshal the necessary support across the enterprise and administer the sales proposal
development activity to ensure that any timing constraints associated with eth customer
requirements are achieved.

Optional

Interactions

Develop Proposal against Customer Requirements

Process Context

Brief Description
Develop a proposal (or proposals) for the customer which meets the stated requirements.
The development of a sales proposal may require the selection of a standard product
offering, may require the development of a non-standard offering, or may require the
creation of a project team to construct an offering in response to a customers Request
For Proposal. Note that development of a non-standard sales proposal or the response to
a customers RFP may require the development of unique solution designs. The
development of unique solutions, within the context of current deployed capabilities, uses
the Design Solutions process within Service Management & Operations to undertake the
necessary feasibility studies. Where current capabilities are not able to support
customers requirements, the Product & Offer Capability Delivery processes are invoked
to undertake any necessary assessment and business case development.


Explanatory

Mandatory
Develop a proposal (or proposals) for the customer which meets the stated requirements.
The development of a sales proposal may require the selection of a standard product
offering, may require the development of a non-standard offering, or may require the
creation of a project team to construct an offering in response to a customers Request
For Proposal. Note that development of a non-standard sales proposal or the response to
a customers RFP may require the development of unique solution designs. The
development of unique solutions, within the context of current deployed capabilities, uses
the Design Solutions process within Service Management & Operations to undertake the
necessary feasibility studies. Where current capabilities are not able to support
customers requirements, the Product & Offer Capability Delivery processes are invoked
to undertake any necessary assessment and business case development.

Optional

Interactions

1.1.1.4.7 Manage Sales Accounts

Figure 31. Manage Sales Accounts decomposition into level 4 processes

Manage Sales Accounts

Process Context

Brief Description
Manage the sales accounts assigned to the sales channel on a day-day basis

The purpose of the Manage Sales Accounts processes is to manage the sales accounts
assigned to the sales channel and/or sales manager on a day-day basis. These
processes are responsible for contacting the customers associated with each sales
account on a regular basis appropriate for the type of account, to develop the appropriate
relationships and contacts, to prospect for leads, to promote the enterprises product
offerings, etc.

Explanatory

Mandatory

Optional

Interactions

Contact Customer (on regular basis)

Process Context

Brief Description
Contact the customers associated with each sales account on a regular basis appropriate
for the type of account. The purpose is to manage the sales accounts assigned to the
sales channel and/or sales manager on a day-day basis.


Explanatory
The purpose is to manage the sales accounts assigned to the sales channel and/or sales
manager on a day-day basis.

Mandatory
Contact the customers associated with each sales account on a regular basis appropriate
for the type of account.

Optional

Interactions

Develop Contacts & Lleads

Process Context

Brief Description
Develop the appropriate relationships and contacts, prospect for leads, promote the
enterprises product offerings, etc.


Explanatory

Mandatory
Develop the appropriate relationships and contacts, prospect for leads, promote the
enterprises product offerings, etc.

Optional

Interactions

1.1.1.5 Order Handling


Figure 32. Order Handling decomposition into level 3 processes

Order Handling

Process Context

Brief Description
Responsible for accepting and issuing orders.

Order Handling processes are responsible for accepting and issuing orders. They deal
with pre-order feasibility determination, credit authorization, order issuance, order status
and tracking, customer update on order activities and customer notification on order
completion. Responsibilities of the Order Handling processes include, but are not limited
to:
Issuing new customer orders, modifying open customer orders or canceling open
customer orders;
Verifying whether specific non-standard offerings sought by customers are feasible and
supportable;
Checking the credit worthiness of customers as part of the customer order process;
Testing the completed offering to ensure it is working correctly;
Updating of the Customer Inventory Database to reflect that the specific product offering
has been allocated, modified or cancelled;
Assigning and tracking customer provisioning activities;
Managing customer provisioning jeopardy conditions; and
Reporting progress on customer orders to customer and other processes.

Explanatory

Mandatory

Optional

Interactions

Determine Customer Order Feasibility

Process Context

Brief Description
Check the availability and/or the feasibility of providing and supporting standard and
customized product offerings where specified to a customer.

The purpose of the Determine Customer Order Feasibility process is to check the
availability and/or the feasibility of providing and supporting standard and customized
product offerings where specified as part of the standard product offering process flow, to
a customer.

These processes invoke requests to SM&O provisioning processes to determine the
availability and supportability of product offerings to a customer.

These processes are also responsible for determining whether the offering can be
supported by other CRM processes.

Explanatory

Mandatory

Optional

Interactions

Authorize Credit

Process Context

Brief Description
Assess a customer's credit worthiness in support of managing customer risk and
company exposure to bad debt

The purpose of the Authorize Credit processes is to assess a customers credit
worthiness in support of managing customer risk and company exposure to bad debt.
This process is responsible for initiating customer credit checks and for authorizing credit
and credit terms in accordance with established enterprise risk and policy guidelines

Explanatory

Mandatory

Optional

Interactions

Track & Manage Customer Order Handling

Process Context

Brief Description
Ensure customer provisioning activities are assigned, managed and tracked efficiently to
meet the agreed committed availability date

The objective of the Track & Manage Customer Order Handling processes is to ensure
customer provisioning activities are assigned, managed and tracked efficiently to meet
the agreed committed availability date.
Scheduling, assigning and coordinating customer provisioning related activities;
Generating the respective service order creation request(s) to Issue Service Orders
based on specific customer orders;
Escalating status of customer orders in accordance with local policy;
Undertaking necessary tracking of the execution process;
Adding additional information to an existing customer order;
Modifying information in an existing customer order;
Modifying the customer order status;
Canceling a customer order when the initiating sales request is cancelled;
Monitoring the jeopardy status of customer orders, and escalating customer orders as
necessary; and
Indicating completion of a customer order by modifying the customer order status.
Note that some specific product components may be delivered directly by
suppliers/partners. In these cases the Track & Manage Customer Order Handling
process is responsible for initiating requests, through S/P Requisition Management for the
delivery by the supplier/partner of the specific product components.

Explanatory

Mandatory

Optional

Interactions

Complete Customer Order

Process Context

Brief Description
Manage customer information and interactions after customer contracts or associated
service orders have been finalized and during the order completion phase

The purpose of the Complete Customer Order processes is to manage customer
information and interactions after customer contracts or associated service orders have
been finalized and during the order completion phase. The customer may participate in
commissioning or end-to-end testing and then satisfactory delivery. The customer is
trained in the functionality and benefits of the solution. These processes are responsible
for ensuring that any customer information required by other CRM processes is updated
as part of the customer order completion.

Explanatory

Mandatory

Optional

Interactions

Issue Customer Orders

Process Context

Brief Description
Issue correct and complete customer orders

The purpose of the Issue Customer Orders processes is to issue correct and complete
customer orders. These processes ensure that all necessary information about the
Customer Order (for example, type of product, install address, special requirements, etc.)
is available. The customer orders may be required to satisfy pertinent customer requests
from the Selling processes (in particular taking into account the purchase order from
Negotiate Sales), may arise as a result of requests for customer provisioning activity to
satisfy customer problem restoration activities, may arise to alleviate customer
performance issues. These processes assess the information contained in the customer
order relating to the sales request or initiating customer process request to determine the
associated customer orders that need to be issued. The issued customer order may
require a feasibility assessment, may require new provisioning activities, may require a
change to a previously issued customer order, or may require cancellation of a previously
initiated customer order. The customer order may also relate to the cancellation of
previously purchased specific services. Where, the initiating request for a purchased
product offering has a standard customer order this process is responsible for issuing the
customer order, and for creating a record of the relevant initiating sales request and the
associated customer order. Where the initiating request for a purchased product offering
has special or unusual requirements, and a specific feasibility assessment has been
previously undertaken, this process is responsible for issuing the customer order, and for
creating a record of the relevant initiating request information and the associated
customer order. Where the initiating request for a purchased product offering has special
or unusual requirements, and a specific feasibility assessment has not been previously
undertaken, this process marks the issued customer order as requiring special handling,
and passes management for further processing to the Track & Manage Customer Order
Handling process. The orchestration, if required, and tracking of the customer order
progress is the responsibility of the Track & Manage Customer Order Handling
processes.

Explanatory

Mandatory

Optional

Interactions

Report Customer Order Handling

Process Context

Brief Description
Monitor the status of customer orders, provide notifications of any changes and provide
management reports.

The objective of the Report Customer Order Handling processes is to monitor the status
of customer orders, provide notifications of any changes and provide management
reports. These processes are responsible for continuously monitoring the status of
customer orders and managing notifications to processes and other parties registered to
receive notifications of any status changes. Notification lists are managed and maintained
by the Support Order Handling processes.These processes record, analyze and assess
the customer order status changes to provide management reports and any specialized
summaries of the efficiency and effectiveness of the overall Order Handling process.
These specialized summaries could be specific reports required by specific customers.

Explanatory

Mandatory

Optional

Interactions

Close Customer Order

Process Context

Brief Description
Close a customer order when the customer provisioning activities have been completed.
Monitor the status of all open customer orders, and recognize that a customer order is
ready to be closed when the status is changed to completed.

The objective of the Close Customer Order processes is to close a customer order when
the customer provisioning activities have been completed. These processes monitor the
status of all open customer orders, and recognize that a customer order is ready to be
closed when the status is changed to completed.

Explanatory

Mandatory

Optional

Interactions

Receive PO & Issue Orders (DELETED)

Process Context

Brief Description
[Not Available]

[Not Available]

Explanatory

Mandatory

Optional

Interactions

1.1.1.5.4 Track & Manage Customer Order
Handling

Figure 33. Track & Manage Customer Order Handling decomposition into level 4 processes

Track & Manage Customer Order Handling

Process Context

Brief Description
Ensure customer provisioning activities are assigned, managed and tracked efficiently to
meet the agreed committed availability date

The objective of the Track & Manage Customer Order Handling processes is to ensure
customer provisioning activities are assigned, managed and tracked efficiently to meet
the agreed committed availability date.
Scheduling, assigning and coordinating customer provisioning related activities;
Generating the respective service order creation request(s) to Issue Service Orders
based on specific customer orders;
Escalating status of customer orders in accordance with local policy;
Adding additional information to an existing customer order;
Modifying information in an existing customer order;
Modifying the customer order status;
Canceling a customer order when the initiating sales request is cancelled;
Monitoring the jeopardy status of customer orders, and escalating customer orders as
necessary; and
Indicating completion of a customer order by modifying the customer order status.
Note that some specific product components may be delivered directly by
suppliers/partners. In these cases the Track & Manage Customer Order Handling
process is responsible for initiating requests, through S/P Requisition Management for the

Explanatory

Mandatory

Optional

Interactions

Manage Customer Order

Process Context

Brief Description
Schedule, assign and coordinate customer provisioning related activities. Generate the
respective service order creation request(s) to Issue Service Orders based on specific
customer orders. Escalate status of customer orders in accordance with local policy.
Add additional information to an existing customer order. Modify information in an
existing customer order. Cancel a customer order when the initiating sales request is
cancelled. If some specific product components are delivered directly by
suppliers/partners, initiate requests, through S/P Requisition Management, for the


Explanatory

Mandatory

Optional

Interactions

Track Customer Order

Process Context

Brief Description
Undertake necessary tracking of the execution process. Modify the customer order
status. Monitor the jeopardy status of customer orders, escalating customer orders as
necessary.


Explanatory

Mandatory

Optional

Interactions

1.1.1.5.5 Complete Customer Order

Figure 34. Complete Customer Order decomposition into level 4 processes

Complete Customer Order

Process Context

Brief Description
Manage customer information and interactions after customer contracts or associated
service orders have been finalized and during the order completion phase

The purpose of the Complete Customer Order processes is to manage customer
information and interactions after customer contracts or associated service orders have
been finalized and during the order completion phase. The customer may participate in
commissioning or end-to-end testing and then satisfactory delivery. The customer is
trained in the functionality and benefits of the solution. These processes are responsible
for ensuring that any customer information required by other CRM processes is updated
as part of the customer order completion.

Explanatory

Mandatory

Optional

Interactions

Manage Customer Information

Process Context

Brief Description
Manage customer information after customer contracts or associated service orders have
been finalized and during the order completion phase. Ensure that any customer
information required by other CRM processes is updated as part of the customer order
completion.


Explanatory

Mandatory

Optional

Interactions

Manage Customer Interaction

Process Context

Brief Description
Coordinate customer participation in commissioning or end-to-end testing and satisfactory
delivery. Train the customer on the functionality and benefits of the solution.


Explanatory

Mandatory

Optional

Interactions

1.1.1.5.6 Issue Customer Orders

Figure 35. Issue Customer Orders decomposition into level 4 processes

Issue Customer Orders

Process Context

Brief Description
Issue correct and complete customer orders

The purpose of the Issue Customer Orders processes is to issue correct and complete
customer orders. These processes ensure that all necessary information about the
Customer Order (for example, type of product, install address, special requirements, etc.)
is available. The customer orders may be required to satisfy pertinent customer requests
from the Selling processes (in particular taking into account the purchase order from
Negotiate Sales), may arise as a result of requests for customer provisioning activity to
satisfy customer problem restoration activities, may arise to alleviate customer
performance issues. These processes assess the information contained in the customer
order relating to the sales request or initiating customer process request to determine the
associated customer orders that need to be issued. The issued customer order may
require a feasibility assessment, may require new provisioning activities, may require a
change to a previously issued customer order, or may require cancellation of a previously
initiated customer order. The customer order may also relate to the cancellation of
previously purchased specific services. Where, the initiating request for a purchased
product offering has a standard customer order this process is responsible for issuing the
customer order, and for creating a record of the relevant initiating sales request and the
has special or unusual requirements, and a specific feasibility assessment has been
previously undertaken, this process is responsible for issuing the customer order, and for
creating a record of the relevant initiating request information and the associated
customer order. Where the initiating request for a purchased product offering has special
or unusual requirements, and a specific feasibility assessment has not been previously
undertaken, this process marks the issued customer order as requiring special handling,
and passes management for further processing to the Track & Manage Customer Order
Handling process. The orchestration, if required, and tracking of the customer order
progress is the responsibility of the Track & Manage Customer Order Handling
processes.

Explanatory

Mandatory

Optional

Interactions

Assess Customer Order

Process Context

Brief Description
Assess the information contained in the customer order relating to the sales request or
initiating customer process request to determine the associated customer orders that
need to be issued. The issued customer order may require a feasibility assessment, may
require new provisioning activities, may require a change to a previously issued customer
order, or may require cancellation of a previously initiated customer order. The customer
order may also relate to the cancellation of previously purchased specific services.


Explanatory

Mandatory

Optional

Interactions

Issue Customer Order

Process Context

Brief Description
Issue a customer order, creating a record of the relevant initiating sales request and the
has special or unusual requirements, if a specific feasibility assessment has been
previously undertaken, create a record of the relevant initiating request information. If a
specific feasibility assessment has not been previously undertaken, mark the issued
customer order as requiring special handling.


Explanatory

Mandatory

Optional

Interactions

1.1.1.5.7 Report Customer Order Handling

Figure 36. Report Customer Order Handling decomposition into level 4 processes

Report Customer Order Handling

Process Context

Brief Description
Monitor the status of customer orders, provide notifications of any changes and provide
management reports.

The objective of the Report Customer Order Handling processes is to monitor the status
of customer orders, provide notifications of any changes and provide management
customer orders and managing notifications to processes and other parties registered to
receive notifications of any status changes. Notification lists are managed and maintained
by the Support Order Handling processes.These processes record, analyze and assess
the customer order status changes to provide management reports and any specialized
summaries of the efficiency and effectiveness of the overall Order Handling process.
These specialized summaries could be specific reports required by specific customers.

Explanatory

Mandatory

Optional

Interactions

Monitor Customer Order Status

Process Context

Brief Description
Continuously monitor the status of customer orders.


Explanatory

Mandatory

Optional

Interactions

Manage Customer Order Status Notification

Process Context

Brief Description
Manage notifications to processes and other parties registered to receive notifications of
any status changes.


Explanatory

Mandatory

Optional

Interactions

Report Customer Order Status

Process Context

Brief Description
Record, analyze and assess the customer order status changes to provide management
reports and any specialized summaries of the efficiency and effectiveness of the overall
Order Handling process, including specific reports required by specific customers.


Explanatory

Mandatory

Optional

Interactions

1.1.1.6 Problem Handling

Figure 37. Problem Handling decomposition into level 3 processes

Problem Handling

Process Context

Brief Description
Responsible for receiving trouble reports from customers, resolving them to the
customers satisfaction and providing meaningful status on repair and/or restoration
activity to the customer.

Problem Handling processes are responsible for the management of problems reported
by customers and associated with purchased product offerings. The objective of these
processes is to receive reports from customers, resolving them to the customers
satisfaction and providing meaningful status on repair and/or recovery activity to the
customer. They are also responsible for customer contact and support in relation to any
customer-affecting problems detected by other processes or through analysis, including
proactively informing the customer and resolving these specific problems to the
customers satisfaction.

Responsibilities of the Problem Handling processes include, but are not limited to:
Capturing, analyzing, managing and reporting on customer reported problems
associated with purchased product offerings;
Initiating and managing customer problem reports;
Correcting customer problems;
Reporting progress on customer problem reports to customer and other processes;
Assigning & tracking customer problem recovery activities; and
Managing customer problem jeopardy conditions.
Problem Handling processes perform analysis, decide on the appropriate
actions/responses and carry them out with the intent of restoring normal operation on
specific purchased product offerings.

Explanatory

Mandatory

Optional

Interactions

Isolate Customer Problem

Process Context

Brief Description
Identify the root cause of the customer problem.

The purpose of the Isolate Customer Problem processes is to identify the root cause of
the customer problem. The responsibilities of these processes include, but are not limited
to:
Verifying whether the customer is using the purchased product offering correctly; and
Performing diagnostics based on the customer provided information to determine
whether the root cause of the customer problem is linked to the underlying services.
The Isolate Customer Problem processes will make the results of the root cause analysis
available to other processes. The Isolate Customer Problem processes will update open
customer problem report, as required during the assessment, and when the root cause
has been identified.
The Isolate Customer Problem processes will notify the Track & Manage Customer
Problem processes when the analysis is complete.

Explanatory

Mandatory

Optional

Interactions

Report Customer Problem

Process Context

Brief Description
Monitor the status of customer problem reports, provide notifications of any changes and
provide management reports

The objective of the Report Customer Problem processes is to monitor the status of
customer problem reports, provide notifications of any changes and provide management
customer problem reports and managing notifications to processes and other parties
registered to receive notifications of any status changes. Notification lists are managed
and maintained by the Support Problem Handling processes.These processes record,
analyze and assess the customer problem report status changes to provide management
Problem Handling process. These specialized summaries could be creation of specific
reports required by customers and/or other specific audiences. These processes will
make the necessary reports about the problem that occurred, the root cause and the
activities carried out for recovery of normal operation.

Explanatory

Mandatory

Optional

Interactions

Track & Manage Customer Problem

Process Context

Brief Description
Ensure that recovery activities are assigned, coordinated and tracked efficiently, and that
escalation is invoked as required for any open customer problem reports in jeopardy.

The purpose of the Track & Manage Customer Problem processes is to ensure that
recovery activities are assigned, coordinated and tracked efficiently, and that escalation is
invoked as required for any open customer problem reports in jeopardy. Responsibilities
of these processes include, but are not limited to

Scheduling, assigning and coordinating tracking any recovery activities, and any repair
and restoration activities delegated to other processes;
Generating the respective service trouble report creation request(s) to Create Service
Trouble Report based on specific customer problem reports;
Undertake necessary tracking of the execution progress;
Modifying information in an existing customer problem report based on assignments;
Modifying the customer problem report status;
Canceling a customer problem report when the specific problem was related to an
incorrect customer problem report; and
Monitoring the jeopardy status of open customer problem reports, and escalating
customer problem reports as necessary.

Note that some specific product and/or service components may be owned and managed
by suppliers/partners. In these cases the Track & Manage Customer Problem process is
responsible for initiating requests, through S/P Problem Reporting & Management
processes for restoration and recovery by the supplier/partner of the specific service
components. These processes will co-ordinate all the actions necessary in order to
guarantee that all tasks are finished at the appropriate time and in the appropriate
sequence. The Track & Manage Customer Problem processes will also inform the Close
Customer Problem processes by modifying the customer problem report status to cleared
when the customer problem has been resolved.

Explanatory

Mandatory

Optional

Interactions

Close Customer Problem Report

Process Context

Brief Description
Ensure that a problem affecting the customer is solved

The purpose of the Close Customer Problem Report processes is to close a customer
problem report when the problem affecting the customer is solved. These processes are
also responsible for possibly contacting the customer to inquire about the customer's
satisfaction with resolution of the problem. These processes monitor the status of all open
customer problem reports and recognize that a customer problem report is ready to be
closed when the status is changed to cleared.

Explanatory

Mandatory

Optional

Interactions

Create Customer Problem Report

Process Context

Brief Description
This process creates a new Customer Problem Report.

The objective of the Create Customer Problem Report process is to create a new
customer problem report.
A new customer problem report may be created as a result of customer contacts
indicating a problem with their purchased product offerings or, at the request of analysis
undertaken by other processes in the CRM or SM&O horizontal process layers, which
detect a failure or degradation which may be impacting customers.
These processes are responsible for capturing all the necessary customer information to
be included in the new Customer Problem Report.

Explanatory

Mandatory

Optional

Interactions

Correct & Recover Customer Problem

Process Context

Brief Description
Restore the service to a normal operational state as efficiently as possible

The objective of the Correct & Recover Customer Problem processes is to restore the
purchased product offerings to a normal operational state as efficiently as
possible.Depending on the nature of the specific reported failure, or incorrect operation,
of the purchased product offering these processes may possibly lead to:

Educational interaction with the customer to ensure correct usage of the purchased
facilities;
Re-assessment of the customers needs and withdrawal, upgrade, renewal of the
purchased product offerings;
Requests for activities to be undertaken by other processes in the CRM process layer;
or
Identification that restorative activities need to be undertaken in the SM&O processes.
They will also report successful restoration of normal service operation, restoration
through temporary work-arounds or an unsuccessful attempt at restoration to Track &
Manage Customer Problem through updates to the associated customer problem report.

Explanatory

Mandatory

Optional

Interactions

1.1.1.6.1 Isolate Customer Problem

Figure 38. Isolate Customer Problem decomposition into level 4 processes

Isolate Customer Problem

Process Context

Brief Description
Identify the root cause of the customer problem.

The purpose of the Isolate Customer Problem processes is to identify the root cause of
the customer problem. The responsibilities of these processes include, but are not limited
to:
Verifying whether the customer is using the purchased product offering correctly; and
Performing diagnostics based on the customer provided information to determine
whether the root cause of the customer problem is linked to the underlying services.
The Isolate Customer Problem processes will make the results of the root cause analysis
available to other processes. The Isolate Customer Problem processes will update open
customer problem report, as required during the assessment, and when the root cause
The Isolate Customer Problem processes will notify the Track & Manage Customer
Problem processes when the analysis is complete.

Explanatory

Mandatory

Optional

Interactions

Verify Product Configuration

Process Context

Brief Description
This process verifies whether the customer is using the purchased product offering
correctly.


Explanatory

Mandatory
Verifies whether the customer is using the purchased product offering correctly.

Optional

Interactions

Perform Specific Customer Problem Diagnostics

Process Context

Brief Description
This process performs diagnostics based on the customer provided information to
determine whether the root cause of the customer problem is linked to the underlying
services.


Explanatory

Mandatory
Performs diagnostics based on the customer provided information to determine whether
the root cause of the customer problem is linked to the underlying services.

Optional

Interactions

Perform Specific Customer Problem Tests

Process Context

Brief Description
This process runs tests against the specific services.


Explanatory

Mandatory
Runs tests against the specific services.

Optional

Interactions

Notify T&M Root Cause Customer Problem

Process Context

Brief Description
This process notifies the Track & Manage Customer Problem processes when the
analysis is complete.


Explanatory

Mandatory
Notifies the Track & Manage Customer Problem processes when the analysis is
complete.

Optional

Interactions

1.1.1.6.2 Report Customer Problem

Figure 39. Report Customer Problem decomposition into level 4 processes

Report Customer Problem

Process Context

Brief Description
Monitor the status of customer problem reports, provide notifications of any changes and

The objective of the Report Customer Problem processes is to monitor the status of
customer problem reports, provide notifications of any changes and provide management
customer problem reports and managing notifications to processes and other parties
and maintained by the Support Problem Handling processes.These processes record,
analyze and assess the customer problem report status changes to provide management
Problem Handling process. These specialized summaries could be creation of specific
reports required by customers and/or other specific audiences. These processes will
make the necessary reports about the problem that occurred, the root cause and the

Explanatory

Mandatory

Optional

Interactions

Monitor Customer Problem

Process Context

Brief Description
This process is responsible for continuously monitoring the status of customer problem
reports.


Explanatory

Mandatory
Continuously monitors the status of customer problem reports .

Optional

Interactions

Distribute Customer Problem Notifications

Process Context

Brief Description
This process makes the necessary reports about the problem that occurred, the root
cause and the activities carried out for recovery of normal operation.


Explanatory

Mandatory
Makes the necessary reports about the problem that occurred, the root cause and the

Optional

Interactions

Distribute Customer Problem Management Reports & Summaries

Process Context

Brief Description
This process records, analyzes and assesses the Service Performance Degradation
Report status changes to provide management reports and any specialized summaries of
the efficiency and effectiveness of the overall Service Quality Management process.
These specialized summaries could be specific reports required by specific audiences.


Explanatory

Mandatory

Optional

Interactions

Generate Customer Problem Management Reports

Process Context

Brief Description


Explanatory

Mandatory
Records, analyzes and assesses the Service Performance Degradation Report status
changes to provide management reports and any specialized summaries of the efficiency
and effectiveness of the overall Service Quality Management process. These specialized
summaries could be specific reports required by specific audiences.

Optional

Interactions

Notify Customer Problem

Process Context

Brief Description
This process is responsible for managing notifications to processes and other parties
registered to receive notifications of any status changes on customer problem reports.
Notification lists are managed and maintained by the Support Problem Handling
processes.


Explanatory

Mandatory
Manages notifications to processes and other parties registered to receive notifications of
any status changes on customer problem reports.. Notification lists are managed and
maintained by the Support Problem Handling processes

Optional

Interactions
Managing notifications to processes and other parties registered to receive notifications of
any status changes.

Issue Customer Problem Management Summaries

Process Context

Brief Description
These processes issue specialized summaries of the efficiency and effectiveness of the
overall S/P problem resolution process. These specialized summaries could be specific
reports required by specific audiences.


Explanatory

Mandatory
Issue specialized summaries of the efficiency and effectiveness of the overall S/P
problem resolution process. These specialized summaries could be specific reports
required by specific audiences.

Optional

Interactions

1.1.1.6.3 Track & Manage Customer
Problem

Figure 40. Track & Manage Customer Problem decomposition into level 4 processes

Track & Manage Customer Problem

Process Context

Brief Description
Ensure that recovery activities are assigned, coordinated and tracked efficiently, and that
escalation is invoked as required for any open customer problem reports in jeopardy.

The purpose of the Track & Manage Customer Problem processes is to ensure that
recovery activities are assigned, coordinated and tracked efficiently, and that escalation is
invoked as required for any open customer problem reports in jeopardy. Responsibilities
of these processes include, but are not limited to

Scheduling, assigning and coordinating tracking any recovery activities, and any repair
and restoration activities delegated to other processes;
Trouble Report based on specific customer problem reports;
Modifying information in an existing customer problem report based on assignments;
Modifying the customer problem report status;
Canceling a customer problem report when the specific problem was related to an
incorrect customer problem report; and
Monitoring the jeopardy status of open customer problem reports, and escalating
customer problem reports as necessary.

by suppliers/partners. In these cases the Track & Manage Customer Problem process is
processes for restoration and recovery by the supplier/partner of the specific service
components. These processes will co-ordinate all the actions necessary in order to
guarantee that all tasks are finished at the appropriate time and in the appropriate
sequence. The Track & Manage Customer Problem processes will also inform the Close
Customer Problem processes by modifying the customer problem report status to cleared
when the customer problem has been resolved.

Explanatory

Mandatory

Optional

Interactions

Coordinate Customer Problem

Process Context

Brief Description
This process coordinates all the actions necessary in order to guarantee that all tasks are
finished at the appropriate time and in the appropriate sequence. It schedules, assigns
and coordinates any recovery activities, and any repair and restoration activities
delegated to other processes. It undertakes necessary tracking of the execution
progress, modifies information in an existing Customer Problem Report based on
assignments, and modifies the Customer Problem Report status.


Explanatory

Mandatory
Coordinates all the actions necessary in order to guarantee that all tasks are finished at
the appropriate time and in the appropriate sequence. It schedules, assigns and
coordinates any recovery activities, and any repair and restoration activities delegated to
other processes. It undertakes necessary tracking of the execution progress, modifies
information in an existing Customer Problem Report based on assignments, and modifies
the Customer Problem Report status.

Optional

Interactions

Cancel Customer Problem

Process Context

Brief Description
This process cancels a Customer Problem Report when the specific trouble was related
to an incorrect customer problem report.


Explanatory

Mandatory
Cancels a Customer Problem Report when the specific trouble was related to an incorrect
customer problem report.

Optional

Interactions

Escalate/End Customer Problem

Process Context

Brief Description
Initiate escalation of customer problem reports as necessary


Explanatory

Mandatory
Ensure that escalation is being invoked as required for any open customer problem
reports in jeopardy.

Optional

Interactions

Engage External Service Suppliers

Process Context

Brief Description
If some specific resource components are owned and managed by suppliers/partners,
this process is responsible for initiating requests, through S/P Performance Management,
for resolution by the supplier/partner of the specific resource components. This process
will co-ordinate all the actions necessary in order to guarantee that all tasks are finished
at the appropriate time and in the appropriate sequence.


Explanatory
Applies where some specific resource components are owned and managed by
suppliers/partners.

Mandatory
This process is responsible for initiating requests, through S/P Performance
Management, for resolution by the supplier/partner of the specific resource components.
This process will co-ordinate all the actions necessary in order to guarantee that all tasks
are finished at the appropriate time and in the appropriate sequence.

Optional

Interactions

Monitor Customer Problem Jeopardy Status

Process Context

Brief Description
Monitoring the jeopardy status of open customer problem reports


Explanatory

Mandatory
Ensure that any open customer problem reports in jeopardy are identified and reporetd

Optional

Interactions

1.1.1.6.4 Close Customer Problem Report

Figure 41. Close Customer Problem Report decomposition into level 4 processes

Close Customer Problem Report

Process Context

Brief Description
Ensure that a problem affecting the customer is solved

The purpose of the Close Customer Problem Report processes is to close a customer
problem report when the problem affecting the customer is solved. These processes are
also responsible for possibly contacting the customer to inquire about the customer's
satisfaction with resolution of the problem. These processes monitor the status of all open
customer problem reports and recognize that a customer problem report is ready to be

Explanatory

Mandatory

Optional

Interactions

Contact Customer for Feedback

Process Context

Brief Description
This process is responsible for contacting the customer to inquire about the customer's
satisfaction with resolution of the problem.


Explanatory

Mandatory
Contacts the customer (where appropriate) to inquire about the customer's satisfaction
with resolution of the problem.

Optional

Interactions

1.1.1.6.6 Correct & Recover Customer
Problem

Figure 42. Correct & Recover Customer Problem decomposition into level 4 processes

Correct & Recover Customer Problem

Process Context

Brief Description

The objective of the Correct & Recover Customer Problem processes is to restore the
purchased product offerings to a normal operational state as efficiently as
possible.Depending on the nature of the specific reported failure, or incorrect operation,
of the purchased product offering these processes may possibly lead to:

Educational interaction with the customer to ensure correct usage of the purchased
facilities;
Re-assessment of the customers needs and withdrawal, upgrade, renewal of the
purchased product offerings;
Requests for activities to be undertaken by other processes in the CRM process layer;
or
Identification that restorative activities need to be undertaken in the SM&O processes.
through temporary work-arounds or an unsuccessful attempt at restoration to Track &
Manage Customer Problem through updates to the associated customer problem report.

Explanatory

Mandatory

Optional

Interactions

Manage Product Restoration

Process Context

Brief Description
This process attempts to restore the purchased product offerings to a normal operational
state as efficiently as possible.


Explanatory

Mandatory
Attempts to restore the purchased product offerings to a normal operational state as
efficiently as possible.

Optional

Interactions

Report Product Restoration Results

Process Context

Brief Description
This process reports successful restoration of normal operation or an unsuccessful
attempt at restoration to Track & Manage Customer Problem through updates to the
associated Customer Problem Report.


Explanatory

Mandatory
Reports successful restoration of normal operation or an unsuccessful attempt at
restoration to Track & Manage Customer Problem through updates to the associated
Customer Problem Report.

Optional

Interactions

1.1.1.7 Customer QoS/SLA Management

Figure 43. Customer QoS/SLA Management decomposition into level 3 processes

Customer QoS/SLA Management

Process Context

Brief Description
Monitoring, managing and reporting of delivered vs. contractual Quality of Service (QoS),
as defined in the enterprises service descriptions, customer contracts or product
catalogue.

Customer QoS/SLA Management processes encompass monitoring, managing and
reporting of delivered vs. contractual Quality of Service (QoS), as defined in the
enterprise's Service Descriptions, customer contracts or the catalogue of product
offerings. They are also concerned with the performance of the enterprise and its
products in relation to its Service Level Agreements (SLA) for specific product instances,
and other service-related documents. They include operational parameters such as
resource performance and availability, but also encompass performance across all of a
product's contractual or regulatory parameters, e.g., % Completion on Time for Order
Requests, time to repair commitments, customer contact performance. Failure to meet a
contracted SLA may lead to billing adjustments, which are handled by Billing and
Collections Management.

Explanatory

Mandatory

Optional

Interactions

Assess Customer QoS/SLA Performance

Process Context

Brief Description
Manage the overall assessment of the customer QoS/SLA performance

The purpose of the Assess Customer QoS/SLA Performance processes is to manage the
overall assessment of the customer QoS/SLA performance.
These processes are responsible for ensuring that the QoS received by the customer
meets the contractual obligations agreed with the customer. They check that the QoS
data that they receive from other processes and entities meets the required QoS
thresholds and they alert other processes and entities if this is not the case.
These processes are responsible for collecting service and resource performance
information analyzed and reported by the Report Service Quality Performance and Report
Resource Performance processes, and converting it into a form suitable for determining
whether the contractual obligations with the customer are being met. The actual reporting
of the results of the assessments is managed in the Report Customer QoS Performance
processes.
They are responsible for maintaining an overview of the quality of the customer's
purchased product offering, and for carrying out QoS performance reviews with the
customer, as well as for undertaking any preparatory and/or follow-up steps with other
processes/entities in conjunction with such reviews

Explanatory

Mandatory

Optional

Interactions

Manage QoS/SLA Violation

Process Context

Brief Description
Ensure that the customer and the relevant internal processes are informed of service
quality degradations and violations and that action is undertaken to resolve the
degradation or violation

The purpose of the Manage QoS/SLA Violation processes is to ensure that the customer
and the relevant internal processes are informed of service quality degradations and
violations and that action is undertaken to resolve the degradation or violation. They
analyze all the information related to a QoS/SLA degradation or violation and take the
appropriate actions when a soft threshold is crossed or the agreed QoS is violated. They
follow up the actions to ensure that the customer is satisfied with the resolution of the
problem. They ensure that the customer is informed of any planned maintenance or other
scheduled events likely to impact delivery of the customer's service.

Explanatory

Mandatory

Optional

Interactions

Track & Manage Customer QoS Performance Resolution

Process Context

Brief Description
Efficiently assign, coordinate and track specific customer purchased product offering
related performance analysis, restoration and improvement activities, and escalate any
open customer QoS performance degradation reports in jeopardy.

The objective of the Track & Manage Customer QoS Performance Resolution processes
is to efficiently assign, coordinate and track specific customer purchased product offering
open customer QoS performance degradation reports in jeopardy. Responsibilities of
these processes include, but are not limited to:
Adding additional information to an open customer QoS performance degradation report
based on the first-in and on-going analysis;
Scheduling, assigning and coordinating analysis and specific customer QoS
performance restoration activities and/or repair activities delegated to other processes;
Trouble Report based on specific customer QoS performance degradation reports where
analysis the root cause is related to services;
Modifying information in an existing customer QoS performance degradation report
based on assignments;
Modifying the customer QoS performance degradation report status;
Canceling a customer QoS performance degradation report when the specific request
was related to a false performance event; and
Monitoring the jeopardy status of open customer QoS performance degradation reports,
and escalating customer QoS performance degradation reports as necessary.
by suppliers/partners. In these cases the Track & Manage Customer QoS Performance
Resolution process is responsible for initiating requests, through S/P Performance
Management for resolution by the supplier/partner of the specific service components.
These processes will co-ordinate all the actions necessary in order to guarantee that all
tasks are finished at the appropriate time and in the appropriate sequence.
The Track & Manage Customer QoS Performance Resolution processes will also inform
the Close Customer QoS Performance Degradation Report processes by modifying the
customer QoS performance degradation report status to cleared when the specific
customer purchased product offering performance quality issues have been resolved.

Explanatory

Mandatory

Optional

Interactions

Close Customer QoS Performance Degradation Report

Process Context

Brief Description
Close a customer QoS performance degradation report when the performance of the
customer purchased product offerings has been resolved

The objective of the Close Customer QoS Performance Degradation Report processes is
to close a customer QoS performance degradation report when the performance of the
customer purchased product offerings has been resolved.
These processes monitor the status of all open customer QoS performance degradation
reports, and recognize that a customer QoS performance degradation report is ready to
be closed when the status is changed to cleared.

Explanatory

Mandatory

Optional

Interactions

Create Customer QoS Performance Degradation Report

Process Context

Brief Description
Create a new customer QoS performance degradation report


Explanatory

Mandatory

Optional

Interactions

Report Customer QoS Performance

Process Context

Brief Description
Report on the customers QoS/SLA performance

The objective of the Report Customer QoS Performance processes is to monitor the
status of customer QoS performance degradation reports, provide notifications of any
changes and provide management reports.
These processes are responsible for continuously monitoring the status of customer QoS
performance degradation reports and managing notifications to other processes and to
other parties, including customers, registered to receive notifications of any status
changes. Notification lists are managed and maintained by the Support Customer
QoS/SLA Management processes.
These processes record, analyze and assess the customer QoS performance
degradation report status changes to provide management reports and any specialized
summaries of the efficiency and effectiveness of the overall Customer QoS/SLA
Management process. These specialized summaries could be specific reports required
by specific audiences and/or customers.
These processes also report any identified constraints that can affect customer related
quality standards to other processes. These constraints may include specific resource
failures, capacity shortages due to unexpected demand peaks, etc.

Explanatory

Mandatory

Optional

Interactions

1.1.1.7.1 Assess Customer QoS/SLA
Performance

Figure 44. Assess Customer QoS/SLA Performance decomposition into level 4 processes

Assess Customer QoS/SLA Performance

Process Context

Brief Description
Manage the overall assessment of the customer QoS/SLA performance

The purpose of the Assess Customer QoS/SLA Performance processes is to manage the
overall assessment of the customer QoS/SLA performance.
meets the contractual obligations agreed with the customer. They check that the QoS
data that they receive from other processes and entities meets the required QoS
thresholds and they alert other processes and entities if this is not the case.
These processes are responsible for collecting service and resource performance
information analyzed and reported by the Report Service Quality Performance and Report
Resource Performance processes, and converting it into a form suitable for determining
whether the contractual obligations with the customer are being met. The actual reporting
of the results of the assessments is managed in the Report Customer QoS Performance
processes.
They are responsible for maintaining an overview of the quality of the customer's
purchased product offering, and for carrying out QoS performance reviews with the
customer, as well as for undertaking any preparatory and/or follow-up steps with other
processes/entities in conjunction with such reviews

Explanatory

Mandatory

Optional

Interactions

Collect QoS Information

Process Context

Brief Description
Collect service and resource performance information analyzed and reported by the
Report Service Quality Performance and Report Resource Performance processes.


Explanatory

Mandatory
Collect service and resource performance information analyzed and reported by the
Report Service Quality Performance and Report Resource Performance processes.

Optional

Interactions

Convert QoS Information

Process Context

Brief Description
Convert colected informatiom it into a form suitable for determining whether the
contractual obligations with the customer are being met.


Explanatory

Mandatory
Convert colected informatiom it into a form suitable for determining whether the
contractual obligations with the customer are being met.

Optional

Interactions

Check QoS Thresholds Met

Process Context

Brief Description
Check that the QoS data received from other processes and entities meets the required
QoS thresholds and alert other processes and entities if this is not the case. These
processes are responsible for ensuring that the QoS received by the customer meets the
contractual obligations agreed with the customer. The actual reporting of the results of the
assessments is managed in the Report Customer QoS Performance processes.


Explanatory
meets the contractual obligations agreed with the customer.

Mandatory
Check that the QoS data received from other processes and entities meets the required
QoS thresholds and alert other processes and entities if this is not the case.

Optional

Interactions
The actual reporting of the results of the assessments is managed in the Report
Customer QoS Performance processes.

Maintain Overview of Product Offering Quality

Process Context

Brief Description
Maintain an overview of the quality of the customer's purchased product offering


Explanatory

Mandatory
Maintain an overview of the quality of the customer's purchased product offering

Optional

Interactions

Prepare/Follow-up for Performance Reviews

Process Context

Brief Description
Undertake any preparatory and/or follow-up steps with other processes/entities in
conjunction with performance reviews


Explanatory

Mandatory
Undertake any preparatory and/or follow-up steps with other processes/entities in
conjunction with performance reviews

Optional

Interactions

Carry Out Performance Reviews

Process Context

Brief Description
Carry out QoS performance reviews with the customer


Explanatory

Mandatory
Carry out QoS performance reviews with the customer

Optional

Interactions

1.1.1.7.2 Manage QoS/SLA Violation

Figure 45. Manage QoS/SLA Violation decomposition into level 4 processes

Manage QoS/SLA Violation

Process Context

Brief Description
quality degradations and violations and that action is undertaken to resolve the
degradation or violation

The purpose of the Manage QoS/SLA Violation processes is to ensure that the customer
and the relevant internal processes are informed of service quality degradations and
violations and that action is undertaken to resolve the degradation or violation. They
analyze all the information related to a QoS/SLA degradation or violation and take the
appropriate actions when a soft threshold is crossed or the agreed QoS is violated. They
follow up the actions to ensure that the customer is satisfied with the resolution of the
problem. They ensure that the customer is informed of any planned maintenance or other
scheduled events likely to impact delivery of the customer's service.

Explanatory

Mandatory

Optional

Interactions

Analyze QoS Violation

Process Context

Brief Description
Analyze all the information related to a QoS/SLA degradation or violation


Explanatory

Mandatory
Analyze all the information related to a QoS/SLA degradation or violation

Optional

Interactions

Take QoS Violation Action

Process Context

Brief Description
Take the appropriate actions when a soft threshold is crossed or the agreed QoS is
violated. Ensure that action is undertaken to resolve the degradation or violation


Explanatory

Mandatory
Take the appropriate actions when a soft threshold is crossed or the agreed QoS is
violated. Ensure that action is undertaken to resolve the degradation or violation

Optional

Interactions

Follow-up QoS Violation Action

Process Context

Brief Description
Follow up the actions to ensure that the customer is satisfied with the resolution of the
problem


Explanatory

Mandatory
Follow up the actions to ensure that the customer is satisfied with the resolution of the
problem

Optional

Interactions

Inform Cuustomer on QoS Impacts

Process Context

Brief Description
quality degradations and violations. Ensure that the customer is informed of any planned
maintenance or other scheduled events likely to impact delivery of the customer's service.


Explanatory

Mandatory
quality degradations and violations. Ensure that the customer is informed of any planned
maintenance or other scheduled events likely to impact delivery of the customer's service.

Optional

Interactions

1.1.1.7.3 Report Customer QoS
Performance

Figure 46. Report Customer QoS Performance decomposition into level 4 processes

Report Customer QoS Performance

Process Context

Brief Description
Report on the customers QoS/SLA performance

The objective of the Report Customer QoS Performance processes is to monitor the
status of customer QoS performance degradation reports, provide notifications of any
performance degradation reports and managing notifications to other processes and to
changes. Notification lists are managed and maintained by the Support Customer
QoS/SLA Management processes.
These processes record, analyze and assess the customer QoS performance
These processes also report any identified constraints that can affect customer related
failures, capacity shortages due to unexpected demand peaks, etc.

Explanatory

Mandatory

Optional

Interactions

Monitor Customer QoS Report Status

Process Context

Brief Description
Monitor the status of customer QoS performance degradation reports. These processes
are responsible for continuously monitoring the status of customer QoS performance
degradation reports. These processes record the customer QoS performance
degradation report status changes to support management reports.


Explanatory
performance degradation reports.

Mandatory
Monitor the status of customer QoS performance degradation reports. These processes
record the customer QoS performance degradation report status changes to support
management reports.

Optional

Interactions

Notify Changes on Customer QoS Report Status

Process Context

Brief Description
Provide notifications of any changes to the status of customer QoS performance
degradation reports.These processes are responsible for managing notifications to other
processes and to other parties, including customers, registered to receive notifications of
any status changes. Notification lists are managed and maintained by the Support


Explanatory
These processes are responsible for managing notifications to other processes and to
changes.

Mandatory
Provide notifications of any changes to the status of customer QoS performance
degradation reports.

Optional

Interactions
Notification lists are managed and maintained by the Support Customer QoS/SLA
Management processes.

Distribute Customer QoS/SLA Management Reports & Summaries

Process Context

Brief Description
Provide management reports on the status of customer QoS performance degradation
reports. These processes analyze and assess the customer QoS performance


Explanatory
These processes analyze and assess the customer QoS performance degradation report
status changes to provide management reports and any specialized summaries of the
efficiency and effectiveness of the overall Customer QoS/SLA Management process.

Mandatory
Provide management reports on the status of customer QoS performance degradation
reports.

Optional

Interactions
These specialized summaries could be specific reports required by specific audiences
and/or customers.

1.1.1.7.4 Create Customer QoS
Performance Degradation Report

Figure 47. Create Customer QoS Performance Degradation Report decomposition into level 4 processes

Create Customer QoS Performance Degradation Report

Process Context

Brief Description
Create a new customer QoS performance degradation report


Explanatory

Mandatory

Optional

Interactions

Create Customer QoS Report

Process Context

Brief Description
Create a new customer QoS performance degradation report. A new customer QoS
performance degradation report may be created as a result of specific customer initiated
QoS performance degradation notifications, or at the request of analysis undertaken by
other CRM, or SM&O processes which detect that some form of deterioration or failure
has occurred requiring an assessment of the performance of the specific customer
purchased product offering. If the customer QoS performance degradation report is
created as a result of a notification from customers or as a result of a request from other
processes, the Create Customer QoS Performance Degradation Report processes are
responsible for converting the received information into a form suitable for the Customer
QoS/SLA Management processes, and for requesting additional information if required.


Explanatory
A new customer QoS performance degradation report may be created as a result of
specific customer initiated QoS performance degradation notifications, or at the request of
analysis undertaken by other CRM, or SM&O processes which detect that some form of
deterioration or failure has occurred requiring an assessment of the performance of the
specific customer purchased product offering.

Mandatory
Create a new customer QoS performance degradation report.

Optional

Interactions
If the customer QoS performance degradation report is created as a result of a
notification from customers or as a result of a request from other processes, the Create
Customer QoS Performance Degradation Report processes are responsible for
converting the received information into a form suitable for the Customer QoS/SLA
Management processes, and for requesting additional information if required.

Modify Customer QoS Report

Process Context

Brief Description
Modify existing customer QoS performance degradation reports


Explanatory

Mandatory
Modify existing customer QoS performance degradation reports

Optional

Interactions

Requst Cancellation of Customer QoS Report

Process Context

Brief Description
Request cancellation of existing customer QoS performance degradation reports


Explanatory

Mandatory
Request cancellation of existing customer QoS performance degradation reports

Optional

Interactions

1.1.1.7.5 Track & Manage Customer QoS
Performance Resolution


Figure 48. Track & Manage Customer QoS Performance Resolution decomposition into level 4 processes

Track & Manage Customer QoS Performance Resolution

Process Context

Brief Description
Efficiently assign, coordinate and track specific customer purchased product offering
open customer QoS performance degradation reports in jeopardy.

The objective of the Track & Manage Customer QoS Performance Resolution processes
is to efficiently assign, coordinate and track specific customer purchased product offering
open customer QoS performance degradation reports in jeopardy. Responsibilities of
these processes include, but are not limited to:
Adding additional information to an open customer QoS performance degradation report
Scheduling, assigning and coordinating analysis and specific customer QoS
performance restoration activities and/or repair activities delegated to other processes;
Trouble Report based on specific customer QoS performance degradation reports where
analysis the root cause is related to services;
Modifying information in an existing customer QoS performance degradation report
based on assignments;
Modifying the customer QoS performance degradation report status;
Canceling a customer QoS performance degradation report when the specific request
was related to a false performance event; and
Monitoring the jeopardy status of open customer QoS performance degradation reports,
and escalating customer QoS performance degradation reports as necessary.
by suppliers/partners. In these cases the Track & Manage Customer QoS Performance
Resolution process is responsible for initiating requests, through S/P Performance
The Track & Manage Customer QoS Performance Resolution processes will also inform
the Close Customer QoS Performance Degradation Report processes by modifying the
customer QoS performance degradation report status to cleared when the specific
customer purchased product offering performance quality issues have been resolved.

Explanatory

Mandatory

Optional

Interactions

Update Customer QoS Report with Analysis Results

Process Context

Brief Description
Add additional information to an open customer QoS performance degradation report
based on the first-in and on-going analysis


Explanatory

Mandatory
Add additional information to an open customer QoS performance degradation report
based on the first-in and on-going analysis

Optional

Interactions

Co-ordinate Customer QoS Analysis, Restoratin & Repair

Process Context

Brief Description
Schedule, assign and coordinate analysis and specific customer QoS performance
restoration activities and/or repair activities delegated to other processes


Explanatory

Mandatory
Schedule, assign and coordinate analysis and specific customer QoS performance
restoration activities and/or repair activities delegated to other processes

Optional

Interactions

Request Service Performance Degradation Report Creation and Update

Process Context

Brief Description
This process generates the respective resource trouble report creation request(s) to
Create Resource Trouble Report based on specific service performance degradation
reports where analysis the root cause is related to resources. It modifies information in
an existing service performance degradation report based on assignments, and modifies
the service performance degradation report status.


Explanatory

Mandatory

Optional

Interactions

Modify Customer QoS Report Information

Process Context

Brief Description
Modify information in an existing customer QoS performance degradation report based on
assignments


Explanatory

Mandatory
Modify information in an existing customer QoS performance degradation report based on
assignments

Optional

Interactions

Modify Customer QoS Report Status

Process Context

Brief Description
Modify the customer QoS performance degradation report status


Explanatory

Mandatory
Modify the customer QoS performance degradation report status

Optional

Interactions

Cancel Customer QoS Report

Process Context

Brief Description
Cancel a customer QoS performance degradation report when the specific request was
related to a false performance event


Explanatory

Mandatory
Cancel a customer QoS performance degradation report when the specific request was
related to a false performance event

Optional

Interactions

Escalate/End Customer QoS Report

Process Context

Brief Description
Monitor the jeopardy status of open customer QoS performance degradation reports, and
escalate customer QoS performance degradation reports as necessary.


Explanatory

Mandatory
Monitor the jeopardy status of open customer QoS performance degradation reports, and
escalate customer QoS performance degradation reports as necessary.

Optional

Interactions

Engage External Product Suppliers

Process Context

Brief Description
by suppliers/partners. In these cases, initiate requests, through S/P Performance


Explanatory
by suppliers/partners.

Mandatory
In these cases, initiate requests, through S/P Performance Management for resolution by
the supplier/partner of the specific service components. These processes will co-ordinate
all the actions necessary in order to guarantee that all tasks are finished at the
appropriate time and in the appropriate sequence.

Optional

Interactions
Interaction with Suppliers / Partners

Clear Customer QoS Report Status

Process Context

Brief Description
Inform the Close Customer QoS Performance Degradation Report processes by
modifying the customer QoS performance degradation report status to cleared when the
specific customer purchased product offering performance quality issues have been
resolved.


Explanatory

Mandatory
Inform the Close Customer QoS Performance Degradation Report processes by
modifying the customer QoS performance degradation report status to cleared when the
specific customer purchased product offering performance quality issues have been
resolved.

Optional

Interactions
This process informs the Close Customer QoS Performance Degradation Report
processes

1.1.1.9 Retention & Loyalty

Figure 49. Retention & Loyalty decomposition into level 3 processes

Retention & Loyalty

Process Context

Brief Description
Manage all functionalities related to the retention of acquired customers, and the use of
loyalty schemes in the potential acquisition of customers.

Retention & Loyalty processes deal with all functionalities related to the retention of
acquired customers, and the use of loyalty schemes in the potential acquisition of
customers. They establish a complete understanding of the needs of the customer, a
determination of the value of the customer to the enterprise, determination of
opportunities and risks for specific customers, etc. These processes collect and analyze
data from all enterprise and customer contact.

Explanatory

Mandatory

Optional

Interactions

Establish & Terminate Customer Relationship

Process Context

Brief Description
Verify the customer identity, manage the customer identity across the Enterprise, and
manage termination as appropriate

The purpose of this process is to verify that the customer is who they claim they are. To
ensure only one customer identity exists across the Enterprise, which can be referenced
across the whole Enterprise and allows the customer to quickly and easily identify
himself. The customer relationship is terminated only if actually appropriate, the wishes of
the customer are complied with where possible, records are kept in case the relationship
with the customer is re-established, legal and ethical requirements for customer
information are complied with. Before establishing an identity for a new customer it is
essential to check that the customer does not already have an Identity with the
Enterprise. Establish and verify the Identity, issue a unique Identifier and Authentication
information
Significant customer life-stage events or business decisions by the Service Provider
cause one or both parties to terminate the relationship. The need for complete termination
of relationships needs to be differentiated from just terminating all services. The principles
behind this include the Service Provider ending a relationship only if the customer ceases
to exist, or the customer is fraudulent, the Enterprise decides that it no longer wishes to
do business with the customer
This process is also used to clean-up duplicates of customer identifying information that
may exist within the organization

Profile and preference information for terminated customer relationships is archived if
acceptable to the customer. All relevant parties are informed of the ended relationship.
Other processes are triggered to dismantle the customer solution and servicing
arrangements as necessary.

Explanatory

Mandatory

Optional

Interactions

Build Customer Insight

Process Context

Brief Description
Ensure that Service Provider and the customer feel confident that the relationship is
founded on up-to-date, accurate and legally compliant information

The purpose of this process is to ensure that Service Provider and the customer feel
confident that the relationship is founded on up-to-date, accurate and legally compliant
information. The Service Provider will incorporate into the customer profile, all relevant
information gathered through all contacts with the customer (usage pattern,
demographics, life stage, household, community of interest, business direction).
Customer and market information from other sources may be gathered, which will build a
better understanding of the customer. Customer Information must be made available to
any process that needs to access it. This customer information will be used to continually
refine the means and style of interaction, and the solution sets and customer experience
offered.

Explanatory

Mandatory

Optional

Interactions

Analyze & Manage Customer Risk

Process Context

Brief Description
Ensure that a consistent customer risk assessment is used across the Enterprise and
ensure that risk analysis is based on information collected from all processes.

The purpose of this process is to ensure that risk analysis is based on information
collected from all processes and that consistent risk assessment is used across the
Enterprise. Its purpose is also to track and improve Operations, target and win the right
customers and improves Sales Conversion rate. It determines the credit risk, fraud risk,
influence risk, and churn risk. It identifies treatments to manage these risks and focuses
on using customer information.

Explanatory

Mandatory

Optional

Interactions

Personalize Customer Profile for Retention & Loyalty

Process Context

Brief Description
Provide the personalization opportunities for customers that will encourage them not to
switch to another Service Provider

The purpose of this process is to provide the personalization opportunities for customers
that will encourage them not to switch to another Service Provider. Personalization allows
delivery of services that more closely match the customers need. Collection of
Personalization Information also discourages switching since the customer would have to
build up the same Personalized experience with the next Service Provider.
- Business Planning is essential to allow the Service Provider to match the customers
future retention needs and potential acquisition needs, rather than just continuing with
todays known needs.
- Loyalty schemes allow tangible benefits to be offered to good customers in a mass-
market.
- The process aims to ensure that all information is gathered and used to make the best
decisions to retain those customers the Service Provider wants to retain, heighten
satisfaction and maintain profitability.

This process provides a source of data for performing loyalty and retention marketing
campaigns, for retaining existing customers, promoting customer loyalty, winning back
customers who have left. It utilizes predictive modeling software to analyze an account,
and to return relevant scores, such as: churn score, up-sell score, cross-sell score, bad
debt score and customer lifetime value score. Moreover it utilizes scores for customer
analysis and marketing campaign purposes.

Explanatory

Mandatory

Optional

Interactions

Validate Customer Satisfaction

Process Context

Brief Description
Validate that predicted/expected value is delivered by the solution and initialize the after-
sales processes (billing and assurance)

The purpose of this process is to validate that predicted/expected value is delivered by
the solution and that the after-sales processes (billing and assurance) are initialized. It
validates that the customer is capable of realizing maximum value from the operation or
use of the solution and that intense Provider involvement is no longer needed to manage
the solution.
This process ensures that the customer is satisfied that the solution that was actually
delivered meets original or updated expectations and agreements and that the solution is
operable by the customer.

Explanatory

Mandatory

Optional

Interactions

1.1.1.9.1 Establish & Terminate Customer
Relationship


Figure 50. Establish & Terminate Customer Relationship decomposition into level 4 processes


Process Context

Brief Description
Verify the customer identity, manage the customer identity across the Enterprise, and
manage termination as appropriate

The purpose of this process is to verify that the customer is who they claim they are. To
ensure only one customer identity exists across the Enterprise, which can be referenced
across the whole Enterprise and allows the customer to quickly and easily identify
himself. The customer relationship is terminated only if actually appropriate, the wishes of
the customer are complied with where possible, records are kept in case the relationship
with the customer is re-established, legal and ethical requirements for customer
information are complied with. Before establishing an identity for a new customer it is
essential to check that the customer does not already have an Identity with the
Enterprise. Establish and verify the Identity, issue a unique Identifier and Authentication
information
cause one or both parties to terminate the relationship. The need for complete termination
of relationships needs to be differentiated from just terminating all services. The principles
behind this include the Service Provider ending a relationship only if the customer ceases
to exist, or the customer is fraudulent, the Enterprise decides that it no longer wishes to
do business with the customer
This process is also used to clean-up duplicates of customer identifying information that
may exist within the organization

Profile and preference information for terminated customer relationships is archived if
acceptable to the customer. All relevant parties are informed of the ended relationship.

Explanatory

Mandatory

Optional

Interactions

Verify Customer Identify

Process Context

Brief Description
Verify that the customer is who they claim they are. To ensure only one customer identity
exists across the Enterprise, which can be referenced across the whole Enterprise and
allows the customer to quickly and easily identify himself. Before establishing an identity
for a new customer it is essential to check that the customer does not already have an
Identity with the Enterprise. For new customers, Establish New Customer Identify then
deals this these.


Explanatory

Mandatory
Verify that the customer is who they claim they are, to ensure only one customer identity
exists across the Enterprise, which can be referenced across the whole Enterprise and
allows the customer to quickly and easily identify himself. Before establishing an identity
for a new customer it is essential to check that the customer does not already have an
Identity with the Enterprise.

Optional

Interactions
For new customers, Establish New Customer Identify then deals this these.

Establish New Customer Identity

Process Context

Brief Description
Issue a unique Identifier and Authentication information for a new customer without an
existing identity.


Explanatory

Mandatory
Issue a unique Identifier and Authentication information for a new customer without an
existing identity.

Optional

Interactions

Terminate Customer Relatoinship

Process Context

Brief Description
Terminates customer relationship. Significant customer life-stage events or business
decisions by the Service Provider cause one or both parties to terminate the relationship.
The customer relationship is terminated only if actually appropriate, the wishes of the
customer are complied with where possible, records are kept in case the relationship with
the customer is re-established, legal and ethical requirements for customer information
are complied with. The need for complete termination of relationships needs to be
differentiated from just terminating all services. The principles behind this include the
Service Provider ending a relationship only if the customer ceases to exist, or the
customer is fraudulent, the Enterprise decides that it no longer wishes to do business with
the customer.


Explanatory
cause one or both parties to terminate the relationship.

Mandatory
Terminates customer relationship. The customer relationship is terminated only if actually
appropriate, the wishes of the customer are complied with where possible, records are
kept in case the relationship with the customer is re-established, legal and ethical
requirements for customer information are complied with. The need for complete
termination of relationships needs to be differentiated from just terminating all services.
The principles behind this include the Service Provider ending a relationship only if the
customer ceases to exist, or the customer is fraudulent, the Enterprise decides that it no
longer wishes to do business with the customer.

Optional

Interactions

Clean-ip & Archive Customer Identifying Information

Process Context

Brief Description
After termination, provides clean-up duplicates of customer identifying information that
may exist within the organization. Profile and preference information for terminated
customer relationships is archived if acceptable to the customer. All relevant parties are
informed of the ended relationship. Other processes are triggered to dismantle the
customer solution and servicing arrangements as necessary.


Explanatory

Mandatory
After termination, provides clean-up duplicates of customer identifying information that
may exist within the organization. Profile and preference information for terminated
customer relationships is archived if acceptable to the customer. All relevant parties are
informed of the ended relationship.

Optional

Interactions

1.1.1.9.2 Build Customer Insight


Figure 51. Build Customer Insight decomposition into level 4 processes

Build Customer Insight

Process Context

Brief Description
Ensure that Service Provider and the customer feel confident that the relationship is
founded on up-to-date, accurate and legally compliant information

The purpose of this process is to ensure that Service Provider and the customer feel
confident that the relationship is founded on up-to-date, accurate and legally compliant
information. The Service Provider will incorporate into the customer profile, all relevant
information gathered through all contacts with the customer (usage pattern,
demographics, life stage, household, community of interest, business direction).
Customer and market information from other sources may be gathered, which will build a
better understanding of the customer. Customer Information must be made available to
any process that needs to access it. This customer information will be used to continually
refine the means and style of interaction, and the solution sets and customer experience
offered.

Explanatory

Mandatory

Optional

Interactions

Gather Customer Information

Process Context

Brief Description
Incorporate into the customer profile, all relevant information gathered through all
contacts with the customer (usage pattern, demographics, life stage, household,
community of interest, business direction). Customer and market information from other
sources may be gathered, which will build a better understanding of the customer. The
purpose of this process is to ensure that Service Provider and the customer feel confident
that the relationship is founded on up-to-date, accurate and legally compliant information.


Explanatory

Mandatory

Optional

Interactions

Report Customer Information

Process Context

Brief Description
Makes available Customer Information to any process that needs to access it. This
customer information will be used to continually refine the means and style of interaction,
and the solution sets and customer experience offered.


Explanatory

Mandatory

Optional

Interactions

1.1.1.9.3 Analyze & Manage Customer
Risk

Figure 52. Analyze & Manage Customer Risk decomposition into level 4 processes

Analyze & Manage Customer Risk

Process Context

Brief Description
Ensure that a consistent customer risk assessment is used across the Enterprise and
ensure that risk analysis is based on information collected from all processes.

The purpose of this process is to ensure that risk analysis is based on information
collected from all processes and that consistent risk assessment is used across the
Enterprise. Its purpose is also to track and improve Operations, target and win the right
customers and improves Sales Conversion rate. It determines the credit risk, fraud risk,
influence risk, and churn risk. It identifies treatments to manage these risks and focuses
on using customer information.

Explanatory

Mandatory

Optional

Interactions

Ensure Risk Analysis Basis

Process Context

Brief Description
Ensure that risk analysis is based on information collected from all processes


Explanatory

Mandatory
Ensure that risk analysis is based on information collected from all processes

Optional

Interactions

Ensure Consistent Risk Analysis

Process Context

Brief Description
Ensure consistent risk assessment is used across the Enterprise.


Explanatory

Mandatory
Ensure consistent risk assessment is used across the Enterprise.

Optional

Interactions

Determine Customer Risk

Process Context

Brief Description
Determines the credit risk, fraud risk, influence risk, and churn risk.


Explanatory

Mandatory
Determines the credit risk, fraud risk, influence risk, and churn risk.

Optional

Interactions

Identify Risk Management Treatment

Process Context

Brief Description
Identifies treatments to manage these risks and focuses on using customer information.
The purpose is to track and improve Operations, target and win the right customers and
improves Sales Conversion rate.


Explanatory
The purpose is to track and improve Operations, target and win the right customers and
improves Sales Conversion rate.

Mandatory
Identifies treatments to manage these risks and focuses on using customer information.

Optional

Interactions

1.1.1.9.4 Personalize Customer Profile for
Retention & Loyalty

Figure 53. Personalize Customer Profile for Retention & Loyalty decomposition into level 4 processes

Personalize Customer Profile for Retention & Loyalty

Process Context

Brief Description
Provide the personalization opportunities for customers that will encourage them not to
switch to another Service Provider

The purpose of this process is to provide the personalization opportunities for customers
that will encourage them not to switch to another Service Provider. Personalization allows
delivery of services that more closely match the customers need. Collection of
Personalization Information also discourages switching since the customer would have to
build up the same Personalized experience with the next Service Provider.
- Business Planning is essential to allow the Service Provider to match the customers
todays known needs.
market.

This process provides a source of data for performing loyalty and retention marketing
campaigns, for retaining existing customers, promoting customer loyalty, winning back
customers who have left. It utilizes predictive modeling software to analyze an account,
and to return relevant scores, such as: churn score, up-sell score, cross-sell score, bad
debt score and customer lifetime value score. Moreover it utilizes scores for customer
analysis and marketing campaign purposes.

Explanatory

Mandatory

Optional

Interactions

Collect Customer Personalization Information

Process Context

Brief Description
Collects Personalization Information about customers. This also discourages switching
since the customer would have to build up the same Personalized experience with the
next Service Provider.


Explanatory
This also discourages switching since the customer would have to build up the same
Personalized experience with the next Service Provider.

Mandatory
Collects Personalization Information about customers.

Optional

Interactions

Provide Customer Personalization Information

Process Context

Brief Description
Provides a source of data for performing loyalty and retention marketing campaigns, for
retaining existing customers, promoting customer loyalty, winning back customers who
have left. It utilizes predictive modeling software to analyze an account, and to return
relevant scores, such as: churn score, up-sell score, cross-sell score, bad debt score and
customer lifetime value score. Moreover it utilizes scores for customer analysis and
marketing campaign purposes.


Explanatory

Mandatory
Provides a source of data for performing loyalty and retention marketing campaigns, for
retaining existing customers, promoting customer loyalty, winning back customers who
have left. It utilizes predictive modeling software to analyze an account, and to return
relevant scores, such as: churn score, up-sell score, cross-sell score, bad debt score and
customer lifetime value score. Moreover it utilizes scores for customer analysis and
marketing campaign purposes.

Optional

Interactions

Ensure Customer Personalization Opportunities

Process Context

Brief Description
Provides the personalization opportunities for customers that will encourage them not to
switch to another Service Provider. Personalization allows delivery of services that more
closely match the customers need. - Business Planning is essential to allow the Service
Provider to match the customers future retention needs and potential acquisition needs,
rather than just continuing with todays known needs.
market.


Explanatory
Personalization allows delivery of services that more closely match the customers need. -
Business Planning is essential to allow the Service Provider to match the customers
todays known needs. - The process aims to ensure that all information is gathered and
used to make the best decisions to retain those customers the Service Provider wants to
retain, heighten satisfaction and maintain profitability.

Mandatory
Provides the personalization opportunities for customers that will encourage them not to
switch to another Service Provider.

Optional

Interactions

1.1.1.9.5 Validate Customer Satisfaction

Figure 54. Validate Customer Satisfaction decomposition into level 4 processes

Validate Customer Satisfaction

Process Context

Brief Description
Validate that predicted/expected value is delivered by the solution and initialize the after-
sales processes (billing and assurance)

The purpose of this process is to validate that predicted/expected value is delivered by
the solution and that the after-sales processes (billing and assurance) are initialized. It
validates that the customer is capable of realizing maximum value from the operation or
use of the solution and that intense Provider involvement is no longer needed to manage
the solution.

Explanatory

Mandatory

Optional

Interactions

Validate Solution Predicted/Expected Value

Process Context

Brief Description
Validate that predicted/expected value is delivered by the solution. It validates that the
customer is capable of realizing maximum value from the operation or use of the solution
and that intense Provider involvement is no longer needed to manage the solution.


Explanatory

Mandatory
Validate that predicted/expected value is delivered by the solution. It validates that the
customer is capable of realizing maximum value from the operation or use of the solution
and that intense Provider involvement is no longer needed to manage the solution.

Optional

Interactions

Vaildate Customer Satisfaction

Process Context

Brief Description


Explanatory

Mandatory

Optional

Interactions

Initialize after-sales processes

Process Context

Brief Description
Initialize after-sales processes (billing and assurance)


Explanatory

Mandatory

Optional

Interactions

1.1.1.10 Bill Invoice Management


Figure 55. Bill Invoice Management decomposition into level 3 processes

Bill Invoice Management

Process Context

Brief Description
Ensure the bill invoice is created, physically and/or electronically produced and distributed
to customers, and that the appropriate taxes, discounts, adjustments, rebates and credits
for the products and services delivered to customers have been applied.

Bill Invoice Management processes ensure the bill invoice is created, physically and/or
electronically produced and distributed to customers, and that the appropriate taxes,
discounts, adjustments, rebates and credits for the products and services delivered to
customers have been applied. These processes are accountable for assuring that
enterprise revenue is billed and invoices delivered appropriately to customers.
These processes are responsible for, but not limited to:
Establishment and application of taxes and charges to the services delivered to
customers;
Application of the adjustment (adjustment decision done in Bill Inquiry Handling);
Creation of accurate bill invoices including all adjustments, rebates, discounts, credits,
etc; and
Production & distribution of bill in physical and/or electronic form to customers in
accordance with the billing cycle;
Forecasting of physical resources associated with bill production, such as paper and
envelope quantities;
Alignment and management of promotional material insertion into distributed bills; and
Establishment and management of third party arrangements to support bill invoice
generation, production and distribution.

Explanatory

Mandatory

Optional

Interactions

Apply Pricing, Discounting, Adjustments & Rebates

Process Context

Brief Description
Ensure that the bill invoice is reflective of all the commercially agreed billable events and
any bill invoice adjustments agreed between a Service Provider and the customer.

The purpose of the Apply Pricing, Discounting, Adjustments & Rebates process is to
ensure that the bill invoice is reflective of all the commercially agreed billable events and
any bill invoice adjustments agreed between a Service Provider and the customer. In
addition, it ensures that the appropriate taxes, rebates (i.e. missed customer
commitments) and credits are applied to the customers bill invoice(s). This process
contains the account and customer specific pricing, charges, discounting, credits and
taxation for services delivered to the customer by the Service Provider. It accepts events
that have been collected, translated, correlated, assembled, guided and service rated. It
takes these events and determines the account or customer specific pricing, charges,
discounts, and taxation that should be delivered to the invoice(s) for the customer. It
reviews any agreed adjustments agreed in the previous billing period and includes these
to the bill invoice. This process can occur in real-time as events are service rated, or can
be on a scheduled on a periodic basis at the Service Providers discretion.

Explanatory

Mandatory

Optional

Interactions

Create Customer Bill Invoice

Process Context

Brief Description
Production of a timely and accurate invoice in accordance with the specific billing cycles
and reflective of the final charges for services, together with any adjustments, delivered to
the customer by the Service Provider and respective trading partners.

The primary purpose of the Create Customer Bill Invoice process is the production of a
timely and accurate invoice in accordance with the specific billing cycles and reflective of
the final charges for services, together with any adjustments, delivered to the customer by
the Service Provider and respective trading partners.
This process contains the invoicing components of the Service Providers business. This
includes the rendering/formatting of an invoice, the delivery of an electronic copy of an
invoice to customers and the processes that verify invoice quality prior to distribution to
the customer in electronic form, or to the process responsible for physical invoice
production and distribution. The flow of this process can be viewed as an extension of the
companys e-business strategy. In this case, the Service Provider would render an
invoice electronically, via the Internet for example.
Furthermore, this process provides specifications for the formatting of invoices in different
ways and to achieve different publishing possibilities, and supports the creation of
different invoice formats for different publication media. The process is further responsible
for splitting and re-arranging invoices for customers (particularly customers with complex
account structures) according to agreements made with these customers.
Additionally these processes store the customer invoice for a period of time to address
regulation and/or internal requirements, during which they can be accessed to support
any customer or regulator agency inquiries on bill invoices.

Explanatory

Mandatory

Optional

Interactions

Produce & Distribute Bill

Process Context

Brief Description
Physical production and distribution of bills to customers in accordance with the specified
billing cycle.

The purpose of the Produce & Distribute Customer Bill Invoice process is the physical
production and distribution of bills to customers in accordance with the specified billing
cycle. This process is responsible for all activities associated with ensuring a physical bill
is delivered to customers.
The responsibilities of the process include, but are not limited to:
Establishing and managing the physical bill production cycle;
Establishing the requirements for, and managing the agreed commercial arrangements
with, appropriate outsourced suppliers of the production and distribution capabilities;
Delivery of invoice information to the physical production processes;
Coordinating with promotional processes for any billing insertions to be included with the
bill;
If internal processes are used, managing availability of paper and envelope volumes to
meet the needs of the physical production process;
If internal production facilities are used, managing the production runs to create the bills;
and
Quality management of the physical production and distribution processes.
Note that in the above processes for establishing arrangements with outsourced suppliers
that the Supply Chain Capability Delivery processes are used as the vehicle for creating
the commercial agreements.

Explanatory

Mandatory

Optional

Interactions

1.1.1.10.1 Apply Pricing, Discounting,
Adjustments & Rebates

Figure 56. Apply Pricing, Discounting, Adjustments & Rebates decomposition into level 4 processes

Apply Pricing, Discounting, Adjustments & Rebates

Process Context

Brief Description
Ensure that the bill invoice is reflective of all the commercially agreed billable events and
any bill invoice adjustments agreed between a Service Provider and the customer.

The purpose of the Apply Pricing, Discounting, Adjustments & Rebates process is to
ensure that the bill invoice is reflective of all the commercially agreed billable events and
any bill invoice adjustments agreed between a Service Provider and the customer. In
addition, it ensures that the appropriate taxes, rebates (i.e. missed customer
commitments) and credits are applied to the customers bill invoice(s). This process
contains the account and customer specific pricing, charges, discounting, credits and
taxation for services delivered to the customer by the Service Provider. It accepts events
that have been collected, translated, correlated, assembled, guided and service rated. It
takes these events and determines the account or customer specific pricing, charges,
discounts, and taxation that should be delivered to the invoice(s) for the customer. It
reviews any agreed adjustments agreed in the previous billing period and includes these
to the bill invoice. This process can occur in real-time as events are service rated, or can
be on a scheduled on a periodic basis at the Service Providers discretion.

Explanatory

Mandatory

Optional

Interactions

Obtain Billing Events

Process Context

Brief Description
Accept billing events that have been collected, translated, correlated, assembled, guided
and service rated before determining the information would be applied to the customers
bill invoice(s).

The purpose of the Obtain Billing Events process is to ensure that all billing events for
services delivered to the customer by the Service Provider are available for processing.
This includes events that have been collected, translated, correlated, assembled, guided
and service rated.

Explanatory
This includes events that have been collected, translated, correlated, assembled, guided
and service rated.

Mandatory
The purpose of the Obtain Billing Events process is to ensure that all billing events for
services delivered to the customer by the Service Provider are available for processing.

Optional

Interactions

Apply Pricing, Discounting, Adjustments & Rebates to Customer Account

Process Context

Brief Description
Determine the customer account or customer specific pricing, charges, discounts, and
taxation that should be delivered to the invoice(s) for the customer.

The purpose of Determine Customer Account process is to determine the customer
account or customer specific pricing, charges, discounts, and taxation that should be
delivered to the invoice(s) for the customer and ensure that the each cost item included in
customer bill invoice(s) can correspond to a correct account through which customer will
pay for the cost item. It ensures that the appropriate taxes, rebates (i.e. missed customer
commitments) and credits are applied to the customers bill invoice(s). A customer who
may have multiple accounts can pay different cost item with different account.

Explanatory
It ensures that the appropriate taxes, rebates (i.e. missed customer commitments) and
credits are applied to the customers bill invoice(s).

Mandatory
The purpose of Determine Customer Account process is to determine the customer
account or customer specific pricing, charges, discounts, and taxation that should be
delivered to the invoice(s) for the customer and ensure that the each cost item included in
customer bill invoice(s) can correspond to a correct account through which customer will
pay for the cost item.

Optional
A customer who may have multiple accounts can pay different cost item with different
account.

Interactions

Apply Agreed Customer Bill Adjustment

Process Context

Brief Description
Apply and review any adjustment agreed in the previous billing period and make these
included to the bill invoice.

The purpose of the Apply Agreed Customer Bill Adjustment process is to ensure that any
adjustments which have been agreed between customer and Service Provider are
included in the customer bill invoice. In general, the adjustments are due to errors in
customer bill invoices in previous billing periods or problems related to products and
services delivered to the customer by the Service Provider or partners.

Explanatory
In general, the adjustments are due to errors in customer bill invoices in previous billing
periods or problems related to products and services delivered to the customer by the
Service Provider or partners.

Mandatory
The purpose of the Apply Agreed Customer Bill Adjustment process is to ensure that any
adjustments which have been agreed between customer and Service Provider are
included in the customer bill invoice.

Optional

Interactions

1.1.1.10.2 Create Customer Bill Invoice

Figure 57. Create Customer Bill Invoice decomposition into level 4 processes

Create Customer Bill Invoice

Process Context

Brief Description
Production of a timely and accurate invoice in accordance with the specific billing cycles
and reflective of the final charges for services, together with any adjustments, delivered to
the customer by the Service Provider and respective trading partners.

The primary purpose of the Create Customer Bill Invoice process is the production of a
timely and accurate invoice in accordance with the specific billing cycles and reflective of
the final charges for services, together with any adjustments, delivered to the customer by
the Service Provider and respective trading partners.
This process contains the invoicing components of the Service Providers business. This
includes the rendering/formatting of an invoice, the delivery of an electronic copy of an
invoice to customers and the processes that verify invoice quality prior to distribution to
the customer in electronic form, or to the process responsible for physical invoice
production and distribution. The flow of this process can be viewed as an extension of the
Furthermore, this process provides specifications for the formatting of invoices in different
ways and to achieve different publishing possibilities, and supports the creation of
different invoice formats for different publication media. The process is further responsible
for splitting and re-arranging invoices for customers (particularly customers with complex
account structures) according to agreements made with these customers.
Additionally these processes store the customer invoice for a period of time to address
regulation and/or internal requirements, during which they can be accessed to support
any customer or regulator agency inquiries on bill invoices.

Explanatory

Mandatory

Optional

Interactions

Render & Format Invoice

Process Context

Brief Description
Render and format the customer bill invoice.

This process provides formatting of invoices in different ways and to achieve different
publishing possibilities, and supports the creation of different invoice formats for different
publication media. The process is further responsible for splitting and re-arranging
invoices for customers (particularly customers with complex account structures)
according to agreements made with these customers.

Explanatory

Mandatory
This process provides formatting of invoices in different ways and to achieve different
publishing possibilities, and supports the creation of different invoice formats for different
publication media. The process is further responsible for splitting and re-arranging
invoices for customers (particularly customers with complex account structures)
according to agreements made with these customers.

Optional

Interactions

Deliver Electronic Invoice

Process Context

Brief Description
Deliver the electronic copy of an invoice to customers.

The purpose of Deliver Electronic Invoice process is to deliver the electronic copy of an
invoice to customers. The flow of this process can be viewed as an extension of the

Explanatory
The flow of this process can be viewed as an extension of the companys e-business
strategy. In this case, the Service Provider would render an invoice electronically, via the
Internet for example.

Mandatory
The purpose of Deliver Electronic Invoice process is to deliver the electronic copy of an
invoice to customers.

Optional

Interactions

Verify Invoice Quality

Process Context

Brief Description
Verify invoice quality before distribution to the customer in electronic form and the
process responsible for physical invoice production and distribution.

The purpose of Verify Invoice Quality process is to verify invoice quality prior to
distribution to the customer in electronic form, or to the process responsible for physical
invoice production and distribution. Verifying invoice quality is either a manual operation
or an automatic behaviour. The process is responsible for ensuring the invoice format and
content can meet customer requirements. When verifying invoice quality is failed, the
process is also responsible for sending the invoice back to another process to reprocess.

Explanatory

Mandatory
The purpose of Verify Invoice Quality process is to verify invoice quality prior to
distribution to the customer in electronic form, or to the process responsible for physical
invoice production and distribution. Verifying invoice quality is either a manual operation
or an automatic behaviour. The process is responsible for ensuring the invoice format and
content can meet customer requirements. When verifying invoice quality is failed, the
process is also responsible for sending the invoice back to another process to reprocess.

Optional

Interactions

Manage Customer Invoice Archive

Process Context

Brief Description
Store the customer invoice for a period of time is to address regulation and/or internal
requirements, during which they can be accessed to support any customer or regulator
agency inquiries on bill invoices.

The purpose of Management Customer Invoice Archive process is to store the customer
invoice for a period of time, to perform regulation and/or serve internal requirements,
during which they can be accessed to support any customer or regulator agency inquiries
on bill invoices, and the process is further responsible for archiving the customer invoices
to historical customer invoice after a period of time according to Service Provider's
management requirements. Furthermore the process is responsible for managing and
maintaining archiving cycle.

Explanatory

Mandatory
The purpose of Management Customer Invoice Archive process is to store the customer
invoice for a period of time, to perform regulation and/or serve internal requirements,
during which they can be accessed to support any customer or regulator agency inquiries
on bill invoices, and the process is further responsible for archiving the customer invoices
to historical customer invoice after a period of time according to Service Provider's
management requirements. Furthermore the process is responsible for managing and
maintaining archiving cycle.

Optional

Interactions

1.1.1.10.3 Produce & Distribute Bill

Figure 58. Produce & Distribute Bill decomposition into level 4 processes

Produce & Distribute Bill

Process Context

Brief Description
Physical production and distribution of bills to customers in accordance with the specified
billing cycle.

The purpose of the Produce & Distribute Customer Bill Invoice process is the physical
production and distribution of bills to customers in accordance with the specified billing
cycle. This process is responsible for all activities associated with ensuring a physical bill
is delivered to customers.
The responsibilities of the process include, but are not limited to:
Establishing and managing the physical bill production cycle;
Establishing the requirements for, and managing the agreed commercial arrangements
with, appropriate outsourced suppliers of the production and distribution capabilities;
Delivery of invoice information to the physical production processes;
Coordinating with promotional processes for any billing insertions to be included with the
bill;
If internal processes are used, managing availability of paper and envelope volumes to
meet the needs of the physical production process;
If internal production facilities are used, managing the production runs to create the bills;
and
Quality management of the physical production and distribution processes.
Note that in the above processes for establishing arrangements with outsourced suppliers
that the Supply Chain Capability Delivery processes are used as the vehicle for creating
the commercial agreements.

Explanatory

Mandatory

Optional

Interactions

Co-ordinate Billing Insertion

Process Context

Brief Description
Co-ordinate with promotional processes for any billing insertions to be included with the
bill.

The purpose of Co-ordinate Billing Insertion process is to co-ordinate with promotional
processes for any billing insertions to be included with the bill. This process is responsible
for determining the content of insertion and the position of insertion in invoice. The
insertion can be the service information provided by Service Provider, advertisements
and recommendation of billing for customers. This process is also responsible for
ensuring the billing insertion attracting the customer interests and not leading to customer
complaints. This process can base customer feedbacks on the insertion to adjust or
remove the insertion.

Explanatory
The purpose of Co-ordinate Billing Insertion process is to co-ordinate with promotional
processes for any billing insertions to be included with the bill.

Mandatory
This process is responsible for determining the content of insertion and the position of
insertion in invoice. The insertion can be the service information provided by Service
Provider, advertisements and recommendation of billing for customers. This process is
also responsible for ensuring the billing insertion attracting the customer interests and not
leading to customer complaints.

Optional
This process can base customer feedbacks on the insertion to adjust or remove the
insertion.

Interactions

Establish & Manage Bill Production Cycle

Process Context

Brief Description
Establish and manage the physical bill production cycle.

The purpose of Establish & Manage Bill Production Cycle process is to establish and
manage the physical bill production cycle. This process is responsible for identifying the
deadline of the customer requiring physical bill productions, time cycle for producing and
distributing to ensure that the physical bill production can be received by the customer on
time. This process is responsible for ensuring that physical bills are produced in time to
be received by customers on time. This process takes production and distribution cycle
timing into account when establishing bill production schedules.

Explanatory
The purpose of Establish & Manage Bill Production Cycle process is to establish and
manage the physical bill production cycle.

Mandatory
This process is responsible for identifying the deadline of the customer requiring physical
bill productions, time cycle for producing and distributing to ensure that the physical bill
production can be received by the customer on time. This process is responsible for
ensuring that physical bills are produced in time to be received by customers on time.
This process takes production and distribution cycle timing into account when
establishing bill production schedules.

Optional

Interactions

Deliver Invoice Information

Process Context

Brief Description
Deliver the invoice information to the physical production processes.

The purpose of the Deliver Invoice Information process is to ensure that the invoice
information can be delivered to invoice physical production process. The invoice
information includes both billing information and insertion information. This process is
also responsible for monitoring the status of information delivery channel and ensuring
the channel availability.

Explanatory
The invoice information includes both billing information and insertion information.

Mandatory
The purpose of the Deliver Invoice Information process is to ensure that the invoice
information can be delivered to invoice physical production process. This process is also
responsible for monitoring the status of information delivery channel and ensuring the
channel availability.

Optional

Interactions

Administer Commercial Arrangement for Production and Distribution Capability

Process Context

Brief Description
Establish the requirements for, and manage the agreed commercial arrangements with,
appropriate outsourced suppliers of the production and distribution capabilities.

The purpose of Administer Commercial Arrangement for Production and Distribution
Capability process is to establish the requirements for, and manage the agreed
commercial arrangements with, appropriate outsourced suppliers of the production and
distribution capabilities. This process is responsible for output of the production and
distribution requirements to outsourced supplier and amending the requirements based
on the negotiation between Service Provider and outsourced supplier. This process is
also responsible for drafting commercial contracts terms, including the responsibilities,
payment condition, payment type, SLA, and signing the commercial contract with
outsource supplier.

Explanatory

Mandatory
The purpose of Administer Commercial Arrangement for Production and Distribution
Capability process is to establish the requirements for, and manage the agreed
commercial arrangements with, appropriate outsourced suppliers of the production and
distribution capabilities. This process is responsible for output of the production and
distribution requirements to outsourced supplier and amending the requirements based
on the negotiation between Service Provider and outsourced supplier. This process is
also responsible for drafting commercial contracts terms, including the responsibilities,
payment condition, payment type, SLA, and signing the commercial contract with
outsource supplier.

Optional

Interactions

Manage Paper and Envelope Availability

Process Context

Brief Description
Manage availability of paper and envelope volumes to meet the needs of the physical
production process, if internal processes are used.

The purpose of the Manage Paper and Envelope Availability process is to ensure the
quantities of papers and envelopes are enough before starting invoice physical
production. This process is responsible for ensuring the quality of paper and envelopes
that fit the requirements from subsequent invoice physical production processes. For
example the volume of envelope is suitable. If the requirements dont fit, this process is
responsible for detecting the problems and reporting to other processes if required.

Explanatory

Mandatory
The purpose of the Manage Paper and Envelope Availability process is to ensure the
quantities of papers and envelopes are enough before starting invoice physical
production. This process is responsible for ensuring the quality of paper and envelopes
that fit the requirements from subsequent invoice physical production processes. For
example the volume of envelope is suitable. If the requirements dont fit, this process is
responsible for detecting the problems and reporting to other processes if required.

Optional

Interactions

Manage Production Run to Create Bill

Process Context

Brief Description
Manage the production runs to create the bills, if internal production facilities are used.

The purpose of Manage Production Run to Create Bill process is to manage the
production runs to create the bills, if internal production facilities are used. This process is
responsible for producing the physical bill based on the invoice information and, if
necessary, wrapping bills into envelopes. The process also is responsible for monitoring
that the produced bills are ready to be distributed.

Explanatory

Mandatory
The purpose of Manage Production Run to Create Bill process is to manage the
production runs to create the bills, if internal production facilities are used. This process is
responsible for producing the physical bill based on the invoice information and, if
necessary, wrapping bills into envelopes. The process also is responsible for monitoring
that the produced bills are ready to be distributed.

Optional

Interactions

Manage Physical Production & Distribution Quality

Process Context

Brief Description
Manage quality of the physical production and distribution processes, if internal
production facilities are used.

The purpose of Manage Physical Production & Distribution Quality process is to manage
quality of the physical production and distribution processes, if internal production
facilities are used.
This process is responsible for monitoring the whole physical production and distribution
running, check the quality and validity of production and observing the distribution time
cycle.
The quality and validity of production can include correct association of customer, bill and
time period of bill, printing quality, format of the production.
This process is responsible for ensuring that the contents of production, including billing
parts and insertion parts, are satisfied by customers and the productions can be delivered
to customers address on time and accurately.
This process is also responsible for monitoring the efficiency of production process to
ensure that the production process can timely produce a large number of productions to
avoid distribution delay.

Explanatory

Mandatory
The purpose of Manage Physical Production & Distribution Quality process is to manage
quality of the physical production and distribution processes, if internal production
facilities are used.
This process is responsible for monitoring the whole physical production and distribution
running, check the quality and validity of production and observing the distribution time
cycle.
This process is responsible for ensuring that the contents of production, including billing
parts and insertion parts, are satisfied by customers and the productions can be delivered
to customers address on time and accurately.
This process is also responsible for monitoring the efficiency of production process to
ensure that the production process can timely produce a large number of productions to
avoid distribution delay.

Optional
The quality and validity of production can include correct association of customer, bill and
time period of bill, printing quality, format of the production.

Interactions

1.1.1.11 Bill Payments & Receivables
Management

Figure 59. Bill Payments & Receivables Management decomposition into level 3 processes

Bill Payments & Receivables Management

Process Context

Brief Description
Ensure that enterprise revenue is collected through pre-established collection channels
and put in place procedures to recover past due payments.

The purpose of the Bill Payments & Receivables Management processes is to ensure
that enterprise revenue is collected through pre-established collection channels and put in
place procedures to recover past due payments. These processes are responsible for
managing customers billing account, processing their payments, performing payment
collections and monitoring the status of the account balance.

Establishment and management of customer payment processes and channels;
Establishment and management of debt collection processes; and
Establishment and management of third party arrangements to support collection and
recovery of past due payments.

Explanatory

Mandatory

Optional

Interactions

Manage Customer Billing

Process Context

Brief Description
Ensure effective management of the customers billing account as it relates to the
products purchased and consumed throughout the appropriate billing cycle.

The primary purpose of this process pertains to effective management of the customers
billing account as it relates to the products purchased and consumed throughout the
appropriate billing cycle. This process focuses on managing changes to the customers
billing account (for example, customer billing address, etc.) as it relates to the customers
service portfolio, such as ensuring that the correct purchased products are assigned to
the customers billing account for accurate billing.

Explanatory

Mandatory

Optional

Interactions

Manage Customer Payments

Process Context

Brief Description
Collect payments made by the customer and reconcile the payments to the invoices.

The purpose of the Manage Customer Payments process is to collect payments made by
the customer and reconcile the payments to the invoices. This process is meant to match
these payments with the services/invoices delivered to this customer. These processes
can include credit/debit/EFT payments using various channels, either directly or through
third parties, and cash or cheque payments, either directly or through third parties.

In all the above cases these processes are responsible for the processes interacting with
the customers and/or the third parties. The processes are also responsible for
establishing managing back-end bank accounts for receipt of the customer payments and
for the transfer of funds collected by third parties. These processes are responsible for
reconciling the money received into the bank accounts against the payments expected in
the invoices. Additionally these processes inform the Financial Management on all those
payments for updating the ledger.

These processes are responsible for establishing the requirements for, and managing
any commercial arrangements agreed with, third party suppliers. Note that the Supply
Chain Capability Delivery process is used to deliver the commercial agreements.

To the extent that processing of any payments is undertaken internally, i.e. cheque
processing, these processes are responsible for managing the operation and quality of
the internal processing.

Where payments do not match invoices, this process is responsible for informing the
Manage Customer Debt CollectionManage Debt Management processes of any
underpayments, and the Bill Inquiry Handling processes for any over-payments .
Underpayments and overpayments are handled appropriately by these separate
processes.

Explanatory

Mandatory

Optional

Interactions

Manage Customer Debt Collection

Process Context

Brief Description
Collect past due payments from the customer.

The purpose of the Manage Customer Debt Collection process is to collect past due
payments from the customer. This process monitors the amount due from the customer,
i.e. check whether the payments are made on time, and implements necessary activities
and policies to recover amounts overdue.

The responsibilities of this process include, but are not limited to:
Identifying invoices which are overdue for payment;
Initiating and managing follow-up with customers having overdue amounts;
Arranging and monitoring payment plans to allow customers to pay overdue amounts in
installments;
Initiating debt recovery activities in accordance with appropriate commercial practice
and policies;
Managing the aged customer debt portfolio;
Establishing and managing customer debt profiles to assist in managing debt recovery
and debt risk on a customer, product or customer group basis;
Establishing and managing commercial arrangements with third parties for the recover
of aged debt, and/or for the write-off and selling of parts of the debt portfolio to third
parties

Note that these processes may initiate a direct enquiry to the customer and attempt to
manage the initial recovery through the Bill Inquiry Handling processes. These processes
use policies established by the Support Bill Payments & Receivable Management
process to direct any escalation of the recovery processes being employed.

Note that where third party arrangements need to be put in place, these processes are
responsible for establishing the requirements for, and managing any commercial
arrangements agreed with, third party suppliers. The Supply Chain Capability Delivery
process is used to deliver the commercial agreements.

Explanatory

Mandatory

Optional

Interactions

1.1.1.11.2 Manage Customer Payments


Figure 60. Manage Customer Payments decomposition into level 4 processes

Manage Customer Payments

Process Context

Brief Description
Collect payments made by the customer and reconcile the payments to the invoices.

The purpose of the Manage Customer Payments process is to collect payments made by
the customer and reconcile the payments to the invoices. This process is meant to match
these payments with the services/invoices delivered to this customer. These processes
can include credit/debit/EFT payments using various channels, either directly or through
third parties, and cash or cheque payments, either directly or through third parties.

In all the above cases these processes are responsible for the processes interacting with
the customers and/or the third parties. The processes are also responsible for
establishing managing back-end bank accounts for receipt of the customer payments and
for the transfer of funds collected by third parties. These processes are responsible for
reconciling the money received into the bank accounts against the payments expected in
the invoices. Additionally these processes inform the Financial Management on all those
payments for updating the ledger.

These processes are responsible for establishing the requirements for, and managing
any commercial arrangements agreed with, third party suppliers. Note that the Supply
Chain Capability Delivery process is used to deliver the commercial agreements.

To the extent that processing of any payments is undertaken internally, i.e. cheque
processing, these processes are responsible for managing the operation and quality of
the internal processing.

Where payments do not match invoices, this process is responsible for informing the
Manage Customer Debt CollectionManage Debt Management processes of any
underpayments, and the Bill Inquiry Handling processes for any over-payments .
processes.

Explanatory

Mandatory

Optional

Interactions

Manage Customer Payment Plan

Process Context

Brief Description
Manage payment plans made with the customer.

The purpose of Manage Customer Payment Plan process is to establish new payment
plans, modify or remove existing payment plans. Customer can decide payment plans to
automatically pay bills from a designated account that can be credit card, back account,
third party and etc. It also enables paying a bill in installment. For example, customer can
apply make a payment $20 per month for $100 bill in 5 months.
The payment plan can enable making a payment by pre-defined payment method. For
example, customer defines paying mobile monthly line rental fee by direct debt and
paying digital TV programmes by cash.

Explanatory
Customer can decide payment plans to automatically pay bills from a designated account
that can be credit card, back account, third party and etc. It also enables paying a bill in
installment. For example, customer can apply make a payment $20 per month for $100
bill in 5 months.
The payment plan can enable making a payment by pre-defined payment method. For
example, customer defines paying mobile monthly line rental fee by direct debt and
paying digital TV programmes by cash.

Mandatory
The purpose of Manage Customer Payment Plan process is to establish new payment
plans, modify or remove existing payment plans.

Optional

Interactions

Collect Customer Payment

Process Context

Brief Description
Collect payments made by the customer.

The purpose of Collect Customer Payment process is to collect the payments from the
customer. These processes can include credit/debit/EFT payments using various
channels, either directly or through third parties, and cash or check payments, either
directly or through third parties. To the extent that processing of any payments is
undertaken internally, i.e. check processing, these processes are responsible for
managing the operation and quality of the internal processing.
Note that the Establish Back-End Bank Account process is used to create the link to
collection customer payment via bank.

Explanatory
Note that the Establish Back-End Bank Account process is used to create the link to
collection customer payment via bank.

Mandatory
The purpose of Collect Customer Payment process is to collect the payments from the
customer. To the extent that processing of any payments is undertaken internally, i.e.
check processing, these processes are responsible for managing the operation and
quality of the internal processing.

Optional
These processes can include credit/debit/EFT payments using various channels, either
directly or through third parties, and cash or check payments, either directly or through
third parties.

Interactions

Reconcile Customer Payment

Process Context

Brief Description
Reconcile the payments to the invoices.

The purpose of Reconcile Customer Payment process is to reconcile the payments to the
invoices. This process is meant to match these payments with the services/invoices
delivered to this customer. Where payments do not match invoices, this process is
responsible for informing the Manage Customer Debt Collection processes of any
underpayments, and the Bill Inquiry Handling processes for any over-payments.
processes. These processes are responsible for reconciling the money received into the
bank accounts against the payments expected in the invoices. Additionally these
processes inform the Financial Management on all those payments for updating the
ledger.

Explanatory
Underpayments and overpayments are handled appropriately by Manage Customer Debt
Collection and Bill Inquiry Handling processes.

Mandatory
The purpose of Reconcile Customer Payment process is to reconcile the payments to the
invoices. This process is meant to match these payments with the services/invoices
delivered to this customer. Where payments do not match invoices, this process is
responsible for informing the Manage Customer Debt Collection processes of any
underpayments, and the Bill Inquiry Handling processes for any over-payments. These
processes are responsible for reconciling the money received into the bank accounts
against the payments expected in the invoices. Additionally these processes inform the
Financial Management on all those payments for updating the ledger.

Optional

Interactions

Manage Back-End Bank Account

Process Context

Brief Description
Manage back-end bank accounts for receipt of the customer payments and for the
transfer of funds collected by third parties.

The purpose of Manage Back-End Bank Account process is to manage back-end bank
accounts for receipt of the customer payments and for the transfer of funds collected by
third parties. These processes are responsible for managing payment commercial
agreement agreed with banks and the payment interfaces for collecting the customer
payments.

Explanatory

Mandatory
The purpose of Manage Back-End Bank Account process is to manage back-end bank
accounts for receipt of the customer payments and for the transfer of funds collected by
third parties. These processes are responsible for managing payment commercial
agreement agreed with banks and the payment interfaces for collecting the customer
payments.

Optional

Interactions

Administer Commercial Arrangement for Third Party Supplier

Process Context

Brief Description
Establish the requirements for, and manage any commercial arrangements agreed with,
third party suppliers.

The purpose of Administer Commercial Arrangement for Third Party Supplier process is
to establish the requirements for, and manage any commercial arrangements agreed
with, third party suppliers of payment services. The requirements can include payment
transfer cycle, payment interface requirements and payment methods requirements. After
commercial arrangements are agreed, this process is responsible for monitor the
execution of the commercial arrangements.
Note that the Supply Chain Capability Delivery process is used to deliver the commercial
agreements.

Explanatory
The requirements can include payment transfer cycle, payment interface requirements
and payment methods requirements. Note that the Supply Chain Capability Delivery

Mandatory
The purpose of Administer Commercial Arrangement for Third Party Supplier process is
to establish the requirements for, and manage any commercial arrangements agreed
with, third party suppliers of payment services. After commercial arrangements are
agreed, this process is responsible for monitor the execution of the commercial
arrangements.

Optional

Interactions
agreements.

1.1.1.11.3 Manage Customer Debt
Collection


Figure 61. Manage Customer Debt Collection decomposition into level 4 processes

Manage Customer Debt Collection

Process Context

Brief Description
Collect past due payments from the customer.

The purpose of the Manage Customer Debt Collection process is to collect past due
payments from the customer. This process monitors the amount due from the customer,

Identifying invoices which are overdue for payment;
Initiating and managing follow-up with customers having overdue amounts;
Arranging and monitoring payment plans to allow customers to pay overdue amounts in
installments;
Initiating debt recovery activities in accordance with appropriate commercial practice
and policies;
Managing the aged customer debt portfolio;
Establishing and managing customer debt profiles to assist in managing debt recovery
and debt risk on a customer, product or customer group basis;
Establishing and managing commercial arrangements with third parties for the recover
of aged debt, and/or for the write-off and selling of parts of the debt portfolio to third
parties

Note that these processes may initiate a direct enquiry to the customer and attempt to
manage the initial recovery through the Bill Inquiry Handling processes. These processes
use policies established by the Support Bill Payments & Receivable Management
process to direct any escalation of the recovery processes being employed.

Note that where third party arrangements need to be put in place, these processes are
responsible for establishing the requirements for, and managing any commercial
arrangements agreed with, third party suppliers. The Supply Chain Capability Delivery

Explanatory

Mandatory

Optional

Interactions

Identify Overdue Invoice

Process Context

Brief Description
Identify invoices which are overdue for payment.

The purpose of Identify Overdue Invoice process is to identify invoices which are overdue
for payment. It monitors the amount due from the customer, i.e. check whether the
payments are made on time, and implements necessary activities and policies to recover
amounts overdue.

Explanatory

Mandatory
The purpose of Identify Overdue Invoice process is to identify invoices which are overdue
for payment. It monitors the amount due from the customer

Optional

Interactions

Administer Overdue Invoice Follow-Up

Process Context

Brief Description
Initiate and manage follow-up with customers having overdue amounts.

The purpose of Administer Overdue Invoice Follow-Up process is to initiate and manage
follow-up with customers having overdue amounts. These processes can be set up
routinely or manually.
This process is responsible for setting up the follow-ups based on the policies. The
policies are associated to customers profile such as customer credit, customer group,
overdue amounts, debt occurrence times, purchased products and etc. This process is
also responsible for modifying or removing the designated follow-ups when the policies or
situations are changed.
The follow-ups can include overdue invoice reminding, customer credit control, service
restriction, establishing customer debt profile, selling parts of debt portfolios to third party
for debt recovery.

Explanatory
These processes can be set up routinely or manually.The follow-ups can include overdue
invoice reminding, customer credit control, service restriction, establishing customer debt
profile, selling parts of debt portfolios to third party for debt recovery.

Mandatory
The purpose of Administer Overdue Invoice Follow-Up process is to initiate and manage
follow-up with customers having overdue amounts.This process is responsible for setting
up the follow-ups based on the policies. The policies are associated to customers profile
such as customer credit, customer group, overdue amounts, debt occurrence times,
purchased products and etc. This process is also responsible for modifying or removing
the designated follow-ups when the policies or situations are changed.

Optional

Interactions

Manage Overdue Invoice Payment

Process Context

Brief Description
Arrange and monitor payment plans to allow customers to pay overdue amounts in
installments.

The purpose of Manage Overdue Invoice Payment process is to arrange and monitor
payment plans to allow customers to pay overdue amounts in installments. This process
arranges payment plans to allow customers to pay overdue amounts, leads to an
agreement with the customers, and monitors the execution of the payment plans.
The payment plan is associated to customers profile such as the customers credit,
payment history, customer group or purchased products. This process should consider
the payment amounts in installment whether can be undertaken by the customer.

Explanatory
The payment plan is associated to customers profile such as the customers credit,
payment history, customer group or purchased products.

Mandatory
The purpose of Manage Overdue Invoice Payment process is to arrange and monitor
payment plans to allow customers to pay overdue amounts in installments. This process
arranges payment plans to allow customers to pay overdue amounts, leads to an
agreement with the customers, and monitors the execution of the payment plans.This
process should consider the payment amounts in installment whether can be undertaken
by the customer.

Optional

Interactions

Establish & Manage Customer Debt Profiles

Process Context

Brief Description
Establish and manage customer debt profiles to assist in managing debt recovery and
debt risk on a customer, product or customer group basis.

The purpose of Establish & Manage Customer Debt Profiles process is to establish and
manage customer debt profiles to assist in managing debt recovery and debt risk on a
customer, product or customer group basis. The customer debt profile is a part of
customers profile, which can include customer credit, customer group, overdue date,
overdue amounts, overdue occurring times, debt recovery means and occurring times,
customer debt recovery response and etc. Other process can base the customer debt
profile to upgrade or downgrade the customer credit or apply other controls. This process
is responsible for keeping updates of the customer debt profiles according to results from
Initiate Customer Debt Recovery Activities process.

Explanatory

Mandatory
The purpose of Establish & Manage Customer Debt Profiles process is to establish and
manage customer debt profiles to assist in managing debt recovery and debt risk on a
customer, product or customer group basis. The customer debt profile is a part of
customers profile, which can include customer credit, customer group, overdue date,
overdue amounts, overdue occurring times, debt recovery means and occurring times,
customer debt recovery response and etc. This process is responsible for keeping
updates of the customer debt profiles according to results from Initiate Customer Debt
Recovery Activities process.

Optional

Interactions
Other process can base the customer debt profile to upgrade or downgrade the customer
credit or apply other controls.

Establish & Manage Commercial Debt Recovery Arrangement

Process Context

Brief Description
Establish and manage commercial arrangements with third parties for the recover of aged
debt, and/or for the write-off and selling of parts of the debt portfolio to third parties.

The purpose of Establish & Manage Commercial Debt Recovery Arrangement process is
to establish and manage commercial arrangements with third parties for the recovery of
aged debt, and/or for the write-off and selling of parts of the debt portfolio to third parties.
This process is responsible for filtering and packaging the aged customer debt portfolios
based on the Service Providers policies, deciding the third parties action items and
monitoring the status of the arrangements.
agreements.

Explanatory

Mandatory
The purpose of Establish & Manage Commercial Debt Recovery Arrangement process is
to establish and manage commercial arrangements with third parties for the recovery of
aged debt, and/or for the write-off and selling of parts of the debt portfolio to third parties.
This process is responsible for filtering and packaging the aged customer debt portfolios
based on the Service Providers policies, deciding the third parties action items and
monitoring the status of the arrangements.

Optional

Interactions
agreements.

Initiate Customer Debt Recovery Activities

Process Context

Brief Description
Initiate debt recovery activities in accordance with appropriate commercial practice and
policies.

The purpose of Initiate Customer Debt Recovery process is to initiate customer debt
recovery activities in accordance with appropriate commercial practice and policies. This
process includes deciding appropriate recovery activities based on debt recovery policies,
launching debt recovery activities and monitoring the executions.
The debt recovery policies are associated to the customers profile such as payment
history, customer group, purchased products, overdue amounts. This process includes
overdue invoice reminding via phone call, SMS, email, by manually or automatically, by
humans or applications. This process is also responsible for terminating customer debt
recovery activities when the customer pays.

Explanatory

Mandatory
The purpose of Initiate Customer Debt Recovery process is to initiate customer debt
recovery activities in accordance with appropriate commercial practice and policies. This
process includes deciding appropriate recovery activities based on debt recovery policies,
launching debt recovery activities and monitoring the executions.
The debt recovery policies are associated to the customers profile such as payment
history, customer group, purchased products, overdue amounts. This process includes
overdue invoice reminding via phone call, SMS, email, by manually or automatically, by
humans or applications. This process is also responsible for terminating customer debt
recovery activities when the customer pays.

Optional

Interactions

Manage Aged Customer Debt Portfolio

Process Context

Brief Description
Manage the aged customer debt portfolio.

The purpose of Manage Aged Customer Debt Portfolio process is to manage the aged
customer debt portfolio. When the customer debt cant be recovered in a period of time
decided by Service Provider, this process is responsible to transform this customer debt
to aged customer debt portfolio.
This process is responsible for transforming the overdue invoice to the aged customer
debt portfolio when it didnt be recovered after a time of period or based on other triggers
according to the Service Providers policies. The aged customer debt portfolio should
include all the information of the customer debt profiles. The process is also responsible
for managing and maintaining transforming cycle.
When the overdue payment is recovered after transforming, this process is responsible to
remove the aged customer debt portfolio and notice Establish & Manage Customer Debt
Profiles process to update the customer debt profile.

Explanatory

Mandatory
The purpose of Manage Aged Customer Debt Portfolio process is to manage the aged
customer debt portfolio. When the customer debt cant be recovered in a period of time
decided by Service Provider, this process is responsible to transform this customer debt
to aged customer debt portfolio.
This process is responsible for transforming the overdue invoice to the aged customer
debt portfolio when it didnt be recovered after a time of period or based on other triggers
according to the Service Providers policies. The aged customer debt portfolio should
include all the information of the customer debt profiles. The process is also responsible
for managing and maintaining transforming cycle.
When the overdue payment is recovered after transforming, this process is responsible to
remove the aged customer debt portfolio and notice Establish & Manage Customer Debt
Profiles process to update the customer debt profile.

Optional

Interactions

1.1.1.12 Bill Inquiry Handling

Figure 62. Bill Inquiry Handling decomposition into level 3 processes

Bill Inquiry Handling

Process Context

Brief Description
Ensure the timely and effective fulfillment of all customer bill inquiries and complaints.

The purpose of Bill Inquiry Handling process is to ensure the timely and effective
fulfillment of all customer bill inquiries and complaints. This process is responsible for
managing customer interaction as it relates to a customers billing relationship to a
Service Provider. This includes the creation of inquiries against the customers billing
account(s), and management of changes to customer billing account structure and
details, the managing of all customer bill inquiry lifecycle, reporting changes and updates
and closing of customer bill inquiry when all activities were accomplished. This process
can be viewed via traditional means, with a service representative managing the
customer or via e-business means. In the latter case, inquiries, complaints and changes
to details would be handled via electronic media without the intervention of a
representative.

Explanatory

Mandatory

Optional

Interactions

Create Customer Bill Inquiry Report

Process Context

Brief Description
Create a new customer bill inquiry report.

The objective of the Create Customer Bill Inquiry Report process is to create a new
customer bill inquiry report, modify existing customer bill inquiry reports, and request
cancellation of existing customer bill inquiry reports.

A new customer bill inquiry report may be created as a result of specific customer initiated
bill inquiry or complaint notifications.

If the customer bill inquiry report is created, the Create Customer Bill Inquiry Report
processes are responsible for converting the received information into a form suitable for
the Bill Inquiry Handling processes, and for requesting additional information if required.

Explanatory

Mandatory

Optional

Interactions

Assess Customer Bill Inquiry Report

Process Context

Brief Description
Assess the bill inquiry report to determine the nature of the inquiry, and to determine
whether the inquiry has arisen due to circumstances originating in other process areas

The purpose of the Assess Customer Bill Inquiry Report processes is to assess the bill
inquiry report to determine the nature of the inquiry, and to determine whether the inquiry
has arisen due to circumstances originating in other process areas.


- Verifying whether the information supplied by the customer is correct; and

- Performing assessment and investigation based on the customer provided information
to determine whether the circumstances leading to the bill inquiry is linked to the
underlying services, or other processes.

The Assess Customer Bill Inquiry Report processes will make the results of the
investigation available to other processes. The Assess Customer Bill Inquiry Report
processes will update the customer bill inquiry report, as required during the assessment,
and when the root cause has been identified.

The Assess Customer Bill Inquiry Report processes will notify the Track & Manage Bill
Inquiry Resolution processes when the investigation and assessment is complete.

Explanatory

Mandatory

Optional

Interactions

Authorize Customer Bill Invoice Adjustment

Process Context

Brief Description
Adjust the customers bill invoice based on detailed assessment and/or policy.

The purpose of the Authorize Customer Bill Invoice Adjustment processes is to adjust the
cus-tomers bill invoice based on detailed assessment and/or policy.


- Determination of whether policy allows for automated adjustment of the customer bill
invoice, and approving any resultant adjustments;

- Undertaking more detailed analysis and investigation to determine whether a bill
adjustment is acceptable, including gaining appropriate management authority to make
the adjustment; and

- Recording the results of the adjustment if approved into the records relating to the
customers bill invoice.

These processes rely on the availability of appropriate adjustment policies, which are
created within the Support Bill Inquiry Handling processes, for the timely resolution of
major billing disputes.

The resolution processes may require investigation of the billing processes themselves to
de-termine whether the disputed bills are the result of quality errors within the Service
Provider processes.

Explanatory

Mandatory

Optional

Interactions

Track & Manage Customer Bill Inquiry Resolution

Process Context

Brief Description
Efficiently assign, coordinate and track specific customer bill inquiry analysis, bill
adjustments and ensuring that appropriate credits and/or other agreed adjustments are
made available to the adjustments processes activities, and escalate any open customer
bill inquiries in jeopardy.

The objective of the Track & Manage Customer Bill Inquiry Resolution processes is to
efficiently assign, coordinate and track specific customer bill inquiry analysis, bill


- Scheduling, assigning and coordinating analysis and specific customer bill
inquiry/complaint adjustment activities;

- Modifying the customer bill inquiry/complaint status;

- Canceling a customer bill inquiry when the specific request was related to a false billing
event; and

- Monitoring the jeopardy status of open customer bill inquiries, and escalating customer
bill inquiries as necessary.

by suppliers/partners. In these cases the Track & Manage Customer Bill Inquiry
Resolution process is responsible for initiating requests, through - S/P Settlements &
Payments Management for resolution by the supplier/partner of the specific bill
inquiries/complaints.

The Track & Manage Bill Inquiry Resolution processes will also inform the Close
Customer Bill Inquiry processes by modifying the customer bill inquiry status to cleared
when the specific customer bill inquiry/complaint issues have been resolved.

Explanatory

Mandatory

Optional

Interactions

Report Customer Bill Inquiry

Process Context

Brief Description
Report on the customers bill inquiry.

The objective of the Report Customer Bill Inquiry processes is to monitor the status of
customer bill inquiries, provide notifications of any changes and provide management
reports.

These processes are responsible for continuously monitoring the status of customer bill
inquiries and managing notifications to other processes and to other parties, including
customers, reg-istered to receive notifications of any status changes. Notification lists are
managed and maintained by the Support Bill Inquiry Handling processes.

These processes record, analyze and assess the customer bill inquiry status changes to
provide management reports and any specialized summaries of the efficiency and
effectiveness of the overall Bill Inquiry Handling processes. These specialized
summaries could be specific reports required by specific audiences and/or customers.

These processes also report any identified constraints that can affect customer billing
(billing applica-tion and/or database, for example) failures, etc.

Explanatory

Mandatory

Optional

Interactions

Close Customer Bill Inquiry Report

Process Context

Brief Description
Close a customer bill inquiry report when the bill inquiry/complaint has been resolved.

The objective of the Close Customer Bill Inquiry Report processes is to close a customer
bill inquiry report when the bill inquiry/complaint has been resolved.

These processes monitor the status of all open customer bill inquiry reports, and
recognize that a customer bill inquiry report is ready to be closed when the status is
changed to cleared.

Explanatory

Mandatory

Optional

Interactions

1.1.1.12.1 Create Customer Bill Inquiry
Report


Figure 63. Create Customer Bill Inquiry Report decomposition into level 4 processes

Create Customer Bill Inquiry Report

Process Context

Brief Description
Create a new customer bill inquiry report.

The objective of the Create Customer Bill Inquiry Report process is to create a new
customer bill inquiry report, modify existing customer bill inquiry reports, and request
cancellation of existing customer bill inquiry reports.

A new customer bill inquiry report may be created as a result of specific customer initiated
bill inquiry or complaint notifications.

If the customer bill inquiry report is created, the Create Customer Bill Inquiry Report
processes are responsible for converting the received information into a form suitable for
the Bill Inquiry Handling processes, and for requesting additional information if required.

Explanatory

Mandatory

Optional

Interactions

Generate Customer Bill Inquiry

Process Context

Brief Description
Generate a new customer bill inquiry.

The purpose of Generate Customer Bill Inquiry is to generate a new customer bill inquiry.
A new customer bill inquiry may be generated as a result of specific customer initiated bill
inquiry or complaint notifications.

Explanatory

Mandatory
The purpose of Generate Customer Bill Inquiry is to generate a new customer bill inquiry.

Optional
A new customer bill inquiry may be generated as a result of specific customer initiated bill
inquiry or complaint notifications.

Interactions

Modify Customer Bill Inquiry

Process Context

Brief Description
Modify existing customer bill inquiries

The purpose of Modify Customer Bill Inquiry process is to modify existing customer bill in-
quiries when the bill inquiry or complaint is changed by the customer, a CSR or other
processes. This process is also responsible for changing the status of customer bill
inquiries/complains.

Explanatory

Mandatory
The purpose of Modify Customer Bill Inquiry process is to modify existing customer bill in-
quiries when the bill inquiry or complaint is changed by the customer, a CSR or other
processes. This process is also responsible for changing the status of customer bill
inquiries/complains.

Optional

Interactions

Cancel Customer Bill Inquiry

Process Context

Brief Description
Request cancellation of existing customer bill inquiry reports

The purpose of Cancel Customer Bill Inquiry process is to cancel existing customer bill
inquiries. The cancellation may be caused by the cancellation requests of bill inquiry from
the specific customers, a CSR or processes.

Explanatory

Mandatory
The purpose of Cancel Customer Bill Inquiry process is to cancel existing customer bill
inquiries.

Optional
The cancellation may be caused by the cancellation requests of bill inquiry from the
specific customers, a CSR or processes.

Interactions

Convert Customer Bill Inquiry

Process Context

Brief Description
Convert the received information into a form suitable for the Bill Inquiry Handling
processes

The purpose of Convert Customer Bill Inquiry process is to convert the received
information into a form suitable for the Bill Inquiry Handling processes. This process is
responsible for extracting data from received information, and applying the suitable
template.

Explanatory

Mandatory
The purpose of Convert Customer Bill Inquiry process is to convert the received
information into a form suitable for the Bill Inquiry Handling processes. This process is
responsible for extracting data from received information, and applying the suitable
template.

Optional

Interactions

Request Additional Bill Inquiry Information

Process Context

Brief Description
Request additional information for the Bill Inquiry Handling processes

The purpose of Request Additional Bill Inquiry Information process is to request additional
in-formation for the Bill Inquiry Handling processes. The additional information requiring
can be happening at anytime during Bill Inquiry Handling process. This process is
responsible for avoiding the duplication of the additional bill inquiry information request
and ensuring the requested information hasnt already existed in customer bill inquiry.

Explanatory

Mandatory
The purpose of Request Additional Bill Inquiry Information process is to request additional
in-formation for the Bill Inquiry Handling processes. The additional information requiring
can be happening at anytime during Bill Inquiry Handling process. This process is
responsible for avoiding the duplication of the additional bill inquiry information request
and ensuring the requested information hasnt already existed in customer bill inquiry.

Optional

Interactions

1.1.1.12.2 Assess Customer Bill Inquiry
Report

Figure 64. Assess Customer Bill Inquiry Report decomposition into level 4 processes

Assess Customer Bill Inquiry Report

Process Context

Brief Description
Assess the bill inquiry report to determine the nature of the inquiry, and to determine
whether the inquiry has arisen due to circumstances originating in other process areas

The purpose of the Assess Customer Bill Inquiry Report processes is to assess the bill
inquiry report to determine the nature of the inquiry, and to determine whether the inquiry
has arisen due to circumstances originating in other process areas.


- Verifying whether the information supplied by the customer is correct; and

- Performing assessment and investigation based on the customer provided information
to determine whether the circumstances leading to the bill inquiry is linked to the
underlying services, or other processes.

The Assess Customer Bill Inquiry Report processes will make the results of the
investigation available to other processes. The Assess Customer Bill Inquiry Report
processes will update the customer bill inquiry report, as required during the assessment,
and when the root cause has been identified.

The Assess Customer Bill Inquiry Report processes will notify the Track & Manage Bill
Inquiry Resolution processes when the investigation and assessment is complete.

Explanatory

Mandatory

Optional

Interactions

Verify Customer Bill Inquiry

Process Context

Brief Description
Verify whether the information supplied by the customer is correct.

The purpose of Verify Customer Bill Inquiry process is to verify whether the information
sup-plied by the customer is correct. For examples: verify customer name, validate
customer account number, identify the association of customer and billing account.

Explanatory
For examples: verify customer name, validate customer account number, identify the
association of customer and billing account.

Mandatory
The purpose of Verify Customer Bill Inquiry process is to verify whether the information
sup-plied by the customer is correct.

Optional

Interactions

Assess and Investigate Customer Bill Inquiry

Process Context

Brief Description
Assess and investigate customer bill inquiry based on the customer provided information.

The purpose of Assess and Investigate Customer Bill Inquiry is to assess and investigate
customer bill inquiry based on the customer provided information to determine whether
the circumstances leading to the bill inquiry is linked to the underlying services, or other
processes. Update the customer bill inquiry report, as required during the assessment.
Make the results of the investigation available to other processes.

Explanatory

Mandatory
The purpose of Assess and Investigate Customer Bill Inquiry is to assess and investigate
customer bill inquiry based on the customer provided information to determine whether
the circumstances leading to the bill inquiry is linked to the underlying services, or other
processes. Update the customer bill inquiry report, as required during the assessment.

Optional

Interactions
ake the results of the investigation available to other processes.

Identify Customer Bill Inquiry Root Cause

Process Context

Brief Description
Identify the root cause on customer bill inquiry.

The purpose of Identify Customer Bill Inquiry Root Cause is to identify the root cause on
cus-tomer bill inquiry and make the results available to other processes. Once the root
cause is identified, this process will notify Modify Customer Bill Inquiry process to update
the customer bill inquiry report.

Explanatory

Mandatory
The purpose of Identify Customer Bill Inquiry Root Cause is to identify the root cause on
cus-tomer bill inquiry and make the results available to other processes. Once the root
cause is identified, this process will notify Modify Customer Bill Inquiry process to update
the customer bill inquiry report.

Optional

Interactions

Complete Customer Bill Inquiry Assessment

Process Context

Brief Description
Complete the assessment when the investigation and assessment is complete.

The purpose of Complete Customer Bill Inquiry Assessment process is to finish the
assessment when the investigation and assessment is complete. This process is
responsible for notifying the Track & Manage Bill Inquiry Resolution processes about the
completion.

Explanatory

Mandatory
The purpose of Complete Customer Bill Inquiry Assessment process is to finish the
assessment when the investigation and assessment is complete. This process is
responsible for notifying the Track & Manage Bill Inquiry Resolution processes about the
completion.

Optional

Interactions

1.1.1.12.3 Authorize Customer Bill Invoice
Adjustment


Figure 65. Authorize Customer Bill Invoice Adjustment decomposition into level 4 processes

Authorize Customer Bill Invoice Adjustment

Process Context

Brief Description
Adjust the customers bill invoice based on detailed assessment and/or policy.

The purpose of the Authorize Customer Bill Invoice Adjustment processes is to adjust the
cus-tomers bill invoice based on detailed assessment and/or policy.


- Determination of whether policy allows for automated adjustment of the customer bill
invoice, and approving any resultant adjustments;

- Undertaking more detailed analysis and investigation to determine whether a bill
adjustment is acceptable, including gaining appropriate management authority to make
the adjustment; and

- Recording the results of the adjustment if approved into the records relating to the


Provider processes.

Explanatory

Mandatory

Optional

Interactions

Determine Automated Bill Adjustment

Process Context

Brief Description
Determination of whether policy allows for automated adjustment of the customer bill
invoice, and approving any resultant adjustments.

The purpose of Determine Automated Bill Adjustment process is to determine whether
policy allows for automated adjustment of the customer bill invoice and approving any
resulting ad-justments. When the authorization is approved, this process is responsible
for notifying the relevant process to apply the adjustment

Explanatory

Mandatory
The purpose of Determine Automated Bill Adjustment process is to determine whether
policy allows for automated adjustment of the customer bill invoice and approving any
resulting ad-justments. When the authorization is approved, this process is responsible
for notifying the relevant process to apply the adjustment

Optional

Interactions

Analyze Detailed Bill Inquiry

Process Context

Brief Description
Analyse and investigate to determine whether a bill adjustment is acceptable.

The purpose of Analyze Detailed Bill Inquiry process is to undertake more detailed
analysis and investigation to determine whether a bill adjustment is acceptable, including
gaining appropriate management authority to make the adjustment. These processes rely
on the availability of appropriate adjustment policies, which are created within the Support
Bill Inquiry Handling processes, for the timely resolution of major billing disputes.
Provider processes.

Explanatory

Mandatory
The purpose of Analyze Detailed Bill Inquiry process is to undertake more detailed
analysis and investigation to determine whether a bill adjustment is acceptable, including
gaining appropriate management authority to make the adjustment. These processes rely
on the availability of appropriate adjustment policies, which are created within the Support
Bill Inquiry Handling processes, for the timely resolution of major billing disputes.

Optional
Provider processes.

Interactions

Record Customer Bill Invoice Adjustment

Process Context

Brief Description
Record the results of the adjustment if approved into the records relating to the

The purpose of Record Customer Bill Invoice Adjustment process is to record the results
of the adjustment if approved into the records relating to the customers bill invoice. This
process is responsible for recording the entire adjustment events including adjustment
operator, timestamp and detailed reason, for management purpose.

Explanatory

Mandatory
The purpose of Record Customer Bill Invoice Adjustment process is to record the results
of the adjustment if approved into the records relating to the customers bill invoice. This
process is responsible for recording the entire adjustment events including adjustment
operator, timestamp and detailed reason, for management purpose.

Optional

Interactions

1.1.1.12.4 Track & Manage Customer Bill
Inquiry Resolution


Figure 66. Track & Manage Customer Bill Inquiry Resolution decomposition into level 4 processes

Track & Manage Customer Bill Inquiry Resolution

Process Context

Brief Description
Efficiently assign, coordinate and track specific customer bill inquiry analysis, bill

The objective of the Track & Manage Customer Bill Inquiry Resolution processes is to
efficiently assign, coordinate and track specific customer bill inquiry analysis, bill


- Scheduling, assigning and coordinating analysis and specific customer bill
inquiry/complaint adjustment activities;

- Modifying the customer bill inquiry/complaint status;

- Canceling a customer bill inquiry when the specific request was related to a false billing
event; and

- Monitoring the jeopardy status of open customer bill inquiries, and escalating customer
bill inquiries as necessary.

by suppliers/partners. In these cases the Track & Manage Customer Bill Inquiry
Resolution process is responsible for initiating requests, through - S/P Settlements &
Payments Management for resolution by the supplier/partner of the specific bill
inquiries/complaints.

The Track & Manage Bill Inquiry Resolution processes will also inform the Close
Customer Bill Inquiry processes by modifying the customer bill inquiry status to cleared
when the specific customer bill inquiry/complaint issues have been resolved.

Explanatory

Mandatory

Optional

Interactions

Schedule Customer Bill Inquiry Analysis and Adjustment Activities

Process Context

Brief Description
Schedule analysis and specific customer bill inquiry/complaint adjustment activities.

The purpose of Schedule Customer Bill Inquiry Analysis and Adjustment Activities
process is to schedule analysis and specific customer bill inquiry/complaint adjustment
activities. This process is responsible for planning the analysis and adjustment activities
in specific order and allotted time.

Explanatory

Mandatory
The purpose of Schedule Customer Bill Inquiry Analysis and Adjustment Activities
process is to schedule analysis and specific customer bill inquiry/complaint adjustment
activities. This process is responsible for planning the analysis and adjustment activities
in specific order and allotted time.

Optional

Interactions

Assign Customer Bill Inquiry Analysis and Adjustment Activities

Process Context

Brief Description
Assign analysis and specific customer bill inquiry/complaint adjustment activities.

The purpose of Assign Customer Bill Inquiry Analysis and Adjustment Activities process
is to assign analysis and specific customer bill inquiry/complaint adjustment activities.
This process is responsible for decomposing an activity to subsequent tasks and
appointing other processes to accomplish them.

Explanatory

Mandatory
The purpose of Assign Customer Bill Inquiry Analysis and Adjustment Activities process
is to assign analysis and specific customer bill inquiry/complaint adjustment activities.
This process is responsible for decomposing an activity to subsequent tasks and
appointing other processes to accomplish them.

Optional

Interactions

Coordinate Customer Bill Inquiry Analysis and Adjustment Activities

Process Context

Brief Description
Coordinate analysis and specific customer bill inquiry/complaint adjustment activities.

The purpose of Coordinate Customer Bill Inquiry Analysis and Adjustment Activities
process is to coordinate analysis and specific customer bill inquiry/complaint adjustment
activities. The process is responsible for ensuring that appropriate credits and/or other
agreed adjustments are made available to the adjustments processes activities,
coordinating all the actions necessary in order to guarantee that all tasks are finished at
the appropriate time and in the appropriate se-quence.

Explanatory

Mandatory
The purpose of Coordinate Customer Bill Inquiry Analysis and Adjustment Activities
process is to coordinate analysis and specific customer bill inquiry/complaint adjustment
activities. The process is responsible for ensuring that appropriate credits and/or other
agreed adjustments are made available to the adjustments processes activities,
coordinating all the actions necessary in order to guarantee that all tasks are finished at
the appropriate time and in the appropriate se-quence.

Optional

Interactions

Monitor Customer Bill Inquiry Jeopardy Status

Process Context

Brief Description
Monitor the jeopardy status of open customer bill inquiries

The purpose of Monitor Customer Bill Inquiry Jeopardy Status process is to monitor the
jeop-ardy status of open customer bill inquiries. This process is responsible for keeping
close watch over the resolving progress. When customer bill inquiry isnt handled in time,
this process will escalate customer billing inquiry for notification.

Explanatory

Mandatory
The purpose of Monitor Customer Bill Inquiry Jeopardy Status process is to monitor the
jeop-ardy status of open customer bill inquiries. This process is responsible for keeping
close watch over the resolving progress. When customer bill inquiry isnt handled in time,
this process will escalate customer billing inquiry for notification.

Optional

Interactions

Initiate S/P Customer Bill Inquiry Resolution Request

Process Context

Brief Description
Initiate requests, through - S/P Settlements & Payments Management for resolution by
the supplier/partner of the specific bill inquiries/complaints.

The purpose of Initiate S/P Customer Bill Inquiry Resolution Request process is to Initiate
re-quests, through - S/P Settlements & Payments Management for resolution by the
supplier/partner of the specific bill inquiries/complaints. Some specific product and/or
service components may be owned and managed by suppliers/partners. In these cases,
this process is responsible for initiating requests, through - S/P Settlements & Payments
Management for resolution by the supplier/partner of the specific bill inquiries/complaints.

Explanatory

Mandatory
The purpose of Initiate S/P Customer Bill Inquiry Resolution Request process is to Initiate
re-quests, through - S/P Settlements & Payments Management for resolution by the
supplier/partner of the specific bill inquiries/complaints. Some specific product and/or
service components may be owned and managed by suppliers/partners.

Optional

Interactions
In these cases, this process is responsible for initiating requests, through - S/P
Settlements & Payments Management for resolution by the supplier/partner of the
specific bill inquiries/complaints.

1.1.1.12.5 Report Customer Bill Inquiry


Figure 67. Report Customer Bill Inquiry decomposition into level 4 processes

Report Customer Bill Inquiry

Process Context

Brief Description
Report on the customers bill inquiry.

The objective of the Report Customer Bill Inquiry processes is to monitor the status of
customer bill inquiries, provide notifications of any changes and provide management
reports.

These processes are responsible for continuously monitoring the status of customer bill
inquiries and managing notifications to other processes and to other parties, including
customers, reg-istered to receive notifications of any status changes. Notification lists are
managed and maintained by the Support Bill Inquiry Handling processes.

These processes record, analyze and assess the customer bill inquiry status changes to
effectiveness of the overall Bill Inquiry Handling processes. These specialized
summaries could be specific reports required by specific audiences and/or customers.

These processes also report any identified constraints that can affect customer billing
(billing applica-tion and/or database, for example) failures, etc.

Explanatory

Mandatory

Optional

Interactions

Monitor Customer Bill Inquiries

Process Context

Brief Description
Monitor the status of customer bill inquiries continuously.

The purpose of Monitor Customer Bill Inquiries process is to continuously monitor the
status of all customer bill inquires. The monitoring starts when a customer bill inquiry is
created until it is cancelled or closed. The process is responsible for logging all the status
changes on customer bill inquiries including creation, modification, cancellation and etc.

Explanatory
The monitoring starts when a customer bill inquiry is created until it is cancelled or
closed.

Mandatory
The purpose of Monitor Customer Bill Inquiries process is to continuously monitor the
status of all customer bill inquires. The process is responsible for logging all the status
changes on customer bill inquiries including creation, modification, cancellation and etc.

Optional

Interactions

Provide Customer Bill Inquiry Change Notification

Process Context

Brief Description
Manage notifications to other processes and to other parties.

This purpose of Provide Customer Bill Inquiry Change Notification process is to manage
noti-fications to other processes and to other parties, including customers, registered to
receive noti-fications of any status changes. Notification lists are managed and
maintained by the Support Bill Inquiry Handling processes.

Explanatory

Mandatory
This purpose of Provide Customer Bill Inquiry Change Notification process is to manage
notifications to other processes and to other parties, including customers, registered to
receive noti-fications of any status changes.

Optional

Interactions
Notification lists are managed and maintained by the Support Bill Inquiry Handling
processes.

Provide Management Reports

Process Context

Brief Description
Provide management reports and any specialized summaries of the efficiency and
effectiveness of the overall Bill Inquiry Handling processes.

The purpose of Provide Management Reports is to provide management reports and any
spe-cialized summaries of the efficiency and effectiveness of the overall Bill Inquiry
Handling processes. This process records, analyzes and assesses the customer bill
inquiry status changes to provide management reports and any specialized summaries of
the efficiency and effectiveness of the overall Bill Inquiry Handling processes. These
specialized summaries could be specific reports required by specific audiences and/or
customers.
This process also reports any identified constraints that can affect customer billing quality
standards to other processes. These constraints may include specific resource (billing
application and/or database, for example) failures, etc.

Explanatory
and/or customers.

Mandatory
The purpose of Provide Management Reports is to provide management reports and any
spe-cialized summaries of the efficiency and effectiveness of the overall Bill Inquiry
Handling processes. This process records, analyzes and assesses the customer bill
inquiry status changes to provide management reports and any specialized summaries of
the efficiency and effectiveness of the overall Bill Inquiry Handling processes. This
process also reports any identified constraints that can affect customer billing quality
standards to other processes.

Optional
These constraints may include specific resource (billing application and/or database, for
example) failures, etc.

Interactions

1.1.1.13 Charging


Figure 68. Charging decomposition into level 3 processes

Charging

Process Context

Brief Description
Managing the assignment of a value (monetary or other) to an event or product, or
combination (bundle or aggregate) of the above.

The purpose of Charging is to assign a value (monetary or other) to an event or product,
or combination
(bundle or aggregate) of the above. The charge may be either a credit or a debit and can
be handled either online or offline.

Online charging is performed in real-time, requiring an authorization component which
may affect how the service is rendered and enables an operator to provide prepaid
services to its customers. Whereas offline charging is performed after the service is
rendered and is not required to be done in real-time and generally relates to subscription
based products.

The charge may appear on a customer invoice via Apply Pricing, Discounting,
Adjustments & Rebates.

Explanatory

Mandatory

Optional

Interactions

Perform Rating

Process Context

Brief Description
Calculating the value of the service/product, before, during or after the rendering of the
service.

Process responsible for calculating the value of the service/product, before, during or
after the rendering of the service, based on parameters of the request (type, quantity,
etc.), parameters of the customer/subscriber (tariffs, price plans, accumulated usage,
contracts, etc.) and other parameters (time-of-day, taxes, etc.). The same request maybe
rated differently for different subscribers based on their purchased offers or service
agreements.

Explanatory

Mandatory

Optional

Interactions

Apply Rate Level Discounts

Process Context

Brief Description
Applies discounts to product prices.

This process applies discounts to product prices at an individual product level. A discount
may be expressed as a monetary amount or percentage, and modifies a price for a
product. When a discount is expressed as a percentage, the discounting process
determines the discount calculated in relation to the price for the product.

The discount may be displayed as a separate entry on the bill or may be combined with
the rate for the product to only show as one entry.

Discounts may be a one-time event or may have some duration (days, months, life of
product, etc.). Discounts may apply to a specific customer or be generally available
based on selection of products (for example - bundles). Discounting structures may
involve tiers, tapers, or thresholds.

Explanatory

Mandatory

Optional

Interactions

Aggregate Items For Charging

Process Context

Brief Description
Manages the accumulation of items that may be used in the selection of a value or in
calculation of a rate/discount.

This process is responsible for accumulating contributing items, which can be quantities,
values (monetary or other) or both. Aggregation can occur over time or can be initiated to
gather a snapshot of the items at a point in time.

The aggregated items may be used in Perform Rating or Apply Rate Level Discounts to
determine the applicable price or discount and may further be used as a quantity in the
calculation of a rate or discount.

Explanatory

Mandatory

Optional

Interactions

Manage Customer Charging Hierarchy

Process Context

Brief Description
Managing the charging relationships among subscribers.

Customer hierarchies are commonly used for corporate customers, family plans or other
type of affinity groups. This process manages the charging relationships among
subscribers, e.g. sharing, inheriting or restricting balances, price plans and discounts.
Thereby assuring that a charge is added to or subtracted from the correct (sub-)account
balance.

Explanatory

Mandatory

Optional

Interactions

1.1.1.13.4 Manage Customer Charging
Hierarchy

Figure 69. Manage Customer Charging Hierarchy decomposition into level 4 processes

Manage Customer Charging Hierarchy

Process Context

Brief Description
Managing the charging relationships among subscribers.

Customer hierarchies are commonly used for corporate customers, family plans or other
type of affinity groups. This process manages the charging relationships among
subscribers, e.g. sharing, inheriting or restricting balances, price plans and discounts.
Thereby assuring that a charge is added to or subtracted from the correct (sub-)account
balance.

Explanatory

Mandatory

Optional

Interactions

Calculate Service/Product Value

Process Context

Brief Description
Calculate the value of the service/product, before, during or after the rendering of the
service

The purpose of Calculate Service/Product Value process is to calculate the value of the
service/product, before, during or after the rendering of the service, based on parameters
of the request (type, quantity, etc.), parameters of the customer/subscriber (tariffs, price
plans, accumulated usage, contracts, etc.) and other parameters (time-of-day, taxes,
etc.). The same request maybe rated differently for different subscribers based on their
purchased offers or service agreements.

Explanatory

Mandatory

Optional

Interactions

1.1.1.14 Manage Billing Events

Figure 70. Manage Billing Events decomposition into level 3 processes

Manage Billing Events

Process Context

Brief Description
Encompasses the functions required to guide, distribute, mediate, summarize,
accumulate, and analyze billing event records.

The billing events management processes encompass the functions required to guide,
distribute, mediate, summarize, accumulate, and analyze billing event records. These
processes may occur in real-time, near real-time, or may be executed on a periodic basis.

Billing event records include records produced by network elements (service events),
records that indicate the need for periodic billing of a reoccurring product rate, and
records that indicate the need for billing of a non-reoccurring rate.

The guiding processes ensures that the event records used in the billing processes are
appropriately related to the correct customer billing account and products.

The billing event records are edited and if necessary reformatted (mediated) to meet the
needs of subsequent processes. The billing event records may also be enriched with
additional data during this process.

Explanatory

Mandatory

Optional

Interactions

Enrich Billing Events

Process Context

Brief Description
Enrich billing event records with additional data.

The Enrich Billing Events processes will augment the billing event records by adding data
to the records from sources such as customer, product, or other reference data.

A billing event may be assigned a price without consideration of specific product or
customer information. The assigned price may be used to enrich the billing event record.

Explanatory

Mandatory

Optional

Interactions

Guide Billing Events

Process Context

Brief Description
Ensures that the event records used in the billing processes are related to the correct
customer billing account and subscribed products.

The Guide Billing Events processes ensure that the event records used in the billing
process relate to the correct customer billing account and products. A specific event
record may be related to multiple customer billing accounts and subscribed products.

Distribution of billing event records to other processes may also occur.

Explanatory

Mandatory

Optional

Interactions

Mediate Billing Events

Process Context

Brief Description
Edits and reformats data for recipient applications.

The Mediate Billing Events process edits and reformats the data record to meet the
needs of a recipient application.

Explanatory

Mandatory

Optional

Interactions

Report Billing Event Records

Process Context

Brief Description
Generate reports on billing event records based on requests from other processes.

The purpose of the Report Billing Event Record processes is to generate reports on
billing event records based on requests from other processes.
These processes produce reports that may identify abnormalities, which may be caused
by fraudulent activity or related to customer complaints.
Investigation of problems related to these event records is also part of this process.

These processes also support other processes such as customer review of billing events
(pre-billing and post-billing).

Explanatory

Mandatory

Optional

Interactions

1.1.1.14.1 Enrich Billing Events


Figure 71. Enrich Billing Events decomposition into level 4 processes

Enrich Billing Events

Process Context

Brief Description
Enrich billing event records with additional data.

The Enrich Billing Events processes will augment the billing event records by adding data
to the records from sources such as customer, product, or other reference data.

A billing event may be assigned a price without consideration of specific product or
customer information. The assigned price may be used to enrich the billing event record.

Explanatory

Mandatory

Optional

Interactions

Add Billing Event Data

Process Context

Brief Description
Add data to the records from sources such as customer, product, or other reference data
to augment the billing event records.

The purpose of Add Billing Event Data process is to add data to the records from sources
such as customer, product, or other reference data to augment the billing event records.
This process is responsible for enriching billing events with additional data which is not
provided by or known by services providing the billing events, but needed by other billing
processes.
An example of such data is service to product mapping information and subscriber
identity to customer mapping information. Data can be fetched from internal configuration
or be looked up in data sources. Hence this process is also responsible for obtain
additional data s from corresponding data sources based on each billing events record
information.

Explanatory
An example of such data is service to product mapping information and subscriber
identity to customer mapping information. Data can be fetched from internal configuration
or be looked up in data sources.

Mandatory
The purpose of Add Billing Event Data process is to add data to the records from sources
such as customer, product, or other reference data to augment the billing event records.
This process is responsible for enriching billing events with additional data which is not
provided by or known by services providing the billing events, but needed by other billing
processes.Hence this process is also responsible for obtaining additional data from
corresponding data sources based on each billing events record information.

Optional

Interactions

Assign Billing Event Price

Process Context

Brief Description
Assign a price to a billing event without consideration of specific product or customer
information. The assigned price may be used to enrich the billing event record.

The purpose of Assign Billing Event Price process is to assign a price to a billing event
without consideration of specific product or customer information. The assigned price may
be used to enrich the billing event record. This process performs static rating of service
events without considering customer or product information. As an example, originating
on-net call CDRs are priced at $1 per started minute during peak hours, without
considering customer data or agreements for the involved user which could affect the
final price paid.
This process may assign a price to a billing event automatically according to pre-
configured rules, or manually.

Explanatory
The assigned price may be used to enrich the billing event record. As an example,
originating on-net call CDRs are priced at $1 per started minute during peak hours,
without considering customer data or agreements for the involved user which could affect
the final price paid.

Mandatory
The purpose of Assign Billing Event Price process is to assign a price to a billing event
without consideration of specific product or customer information. This process performs
static rating of service events without considering customer or product information.

Optional
This process may assign a price to a billing event automatically according to pre-
configured rules, or manually.

Interactions

1.1.1.14.2 Guide Billing Events

Figure 72. Guide Billing Events decomposition into level 4 processes

Guide Billing Events

Process Context

Brief Description
Ensures that the event records used in the billing processes are related to the correct
customer billing account and subscribed products.

The Guide Billing Events processes ensure that the event records used in the billing
process relate to the correct customer billing account and products. A specific event
record may be related to multiple customer billing accounts and subscribed products.

Distribution of billing event records to other processes may also occur.

Explanatory

Mandatory

Optional

Interactions

Ensure Billing Event Usage

Process Context

Brief Description
Ensure that the event records used in the billing process relate to the correct customer
billing account and products.

The purpose of Ensure Event Record Usage process is to ensure that the event records
used in the billing process relate to the correct customer billing account and products. A
specific event record may be related to multiple customer billing accounts and subscribed
products.

Explanatory
A specific event record may be related to multiple customer billing accounts and
subscribed products.

Mandatory
The purpose of Ensure Event Record Usage process is to ensure that the event records
used in the billing process relate to the correct customer billing account and products.

Optional

Interactions

Distribute Billing Event

Process Context

Brief Description
Distribute billing event records to other processes.

The purpose of Distribute Billing Event process is to distribute billing events to other
processes which need access to billing events.
As a typical example, billing events are transferred to Charging process for event/product
charging via this process. In general, the billing events are distributed in the specific
format, e.g. plain text format, binary format, XML format. This process is also responsible
for recording distribution logs to avoid duplicated billing event distribution.

Explanatory
As a typical example, billing events are transferred to Charging process for event/product
charging via this process. In general, the billing events are distributed in the specific
format, e.g. plain text format, binary format, XML format.

Mandatory
The purpose of Distribute Billing Event process is to distribute billing events to other
processes which need access to billing events. This process is also responsible for
recording distribution logs to avoid duplicated billing event distribution.

Optional

Interactions

1.1.1.14.3 Mediate Billing Events


Figure 73. Mediate Billing Events decomposition into level 4 processes

Mediate Billing Events

Process Context

Brief Description
Edits and reformats data for recipient applications.

The Mediate Billing Events process edits and reformats the data record to meet the
needs of a recipient application.

Explanatory

Mandatory

Optional

Interactions

Edit Billing Event

Process Context

Brief Description
Edit the data record for recipient applications.

This process is responsible for editing billing events to adapt to the contents expected by
receiving processes and applications. This includes examining individual fields in billing
events, modifying the contents of individual fields in billing events and removing
unwanted data and fields, identifying billing event type.
Additionally, this process is also responsible for billing events consolidation, billing event
splitting, billing events correlation and duplicated billing events deletion if necessary.

Explanatory

Mandatory
This process is responsible for editing billing events to adapt to the contents expected by
receiving processes and applications. This includes examining individual fields in billing
events, modifying the contents of individual fields in billing events and removing
unwanted data and fields, identifying billing event type.
Additionally, this process is also responsible for billing events consolidation, billing event
splitting, billing events correlation and duplicated billing events deletion if necessary.

Optional

Interactions

Reformat Billing Event

Process Context

Brief Description
Reformat the data record for recipient applications.

The purpose of Reformat Billing Event process is to reformat billing events to adapt to the
format expected by receiving processes and applications. This includes examining
individual fields in billing events and translating billing events from one format to another
Additionally, this process is also responsible for maintenance the input and output format
template.

Explanatory

Mandatory
The purpose of Reformat Billing Event process is to reformat billing events to adapt to the
format expected by receiving processes and applications. This includes examining
individual fields in billing events and translating billing events from one format to another
Additionally, this process is also responsible for maintenance the input and output format
template.

Optional

Interactions

1.1.1.14.4 Report Billing Event Records


Figure 74. Report Billing Event Records decomposition into level 4 processes

Report Billing Event Records

Process Context

Brief Description

The purpose of the Report Billing Event Record processes is to generate reports on
billing event records based on requests from other processes.
These processes produce reports that may identify abnormalities, which may be caused
by fraudulent activity or related to customer complaints.
Investigation of problems related to these event records is also part of this process.

These processes also support other processes such as customer review of billing events

Explanatory

Mandatory

Optional

Interactions

Generate Billing Event Report

Process Context

Brief Description

The purpose of the Generate Billing Event Report process is to generate reports on billing
event records. This process produces reports that may identify abnormalities, which may
be caused by fraudulent activity or related to customer complaints.

Explanatory

Mandatory
The purpose of the Generate Billing Event Report process is to generate reports on billing
event records. This process produces reports that may identify abnormalities, which may
be caused by fraudulent activity or related to customer complaints.

Optional

Interactions

Investigate Billing Event Related Problem

Process Context

Brief Description
Investigate problems related to billing event records.

The purpose of the Investigate Billing Event Related Problem process is to investigate
problems related to billing event records. Where reporting indicates problems with billing
event records such as data format errors, configuration problems, system or network
problems this process initiates and manages an investigation and follow-up of the
indicated problems.

Explanatory

Mandatory
The purpose of the Investigate Billing Event Related Problem process is to investigate
problems related to billing event records. Where reporting indicates problems with billing
event records such as data format errors, configuration problems, system or network
problems this process initiates and manages an investigation and follow-up of the
indicated problems.

Optional

Interactions

Support Billing Event Related Process

Process Context

Brief Description
Support other processes such as customer review of billing events (pre-billing and post-
billing).

The purpose of the Support Billing Event Related Process process is to support other
processes which use or consume billing events. This process manages report requests
from other processes. An example of such a process is customer review of billing events

Explanatory
An example of such a process is customer review of billing events (pre-billing and post-
billing).

Mandatory
The purpose of the Support Billing Event Related Process process is to support other
processes which use or consume billing events.

Optional

Interactions
This process manages report requests from other processes.

1.1.1.15 Manage Balances

Figure 75. Manage Balances decomposition into level 3 processes

Manage Balances

Process Context

Brief Description
Management of customer and/or subscriber account balances.

This process is responsible for holding, calculating, applying policies and managing
functionality/interfaces for the account balances of a customer and/or a subscriber.

Here the values resulting from rating and the application of discounts are applied to a
customer's balance. The balance affected by the value may be monetary or other
balances such as minutes, points, or tokens. Authorizing service requests based on
available balance is optional.

Explanatory

Mandatory

Optional

Interactions

Manage Balance Policies

Process Context

Brief Description
Executing policies per balance or balance type.

Balance policies are rules that describe how balance affecting events are to be handled.
This is done by comparing the value of each event against criteria such as the following:
- a minimum allowable balance limit (e.g. balance must remain above zero),
- balance expiration dates,
- balance thresholds actions and notifications and
- roll-over & cyclic policies.

Explanatory

Mandatory

Optional

Interactions

Manage Balance Operations

Process Context

Brief Description
Allow different operations to be performed on the managed balance.

Balance operations processes the charged events, using balance policies and then
guides the results towards the relevant balance containers. Operations include :
- Reserving amounts from any balance for any session, and crediting unused
reservations back into the balance, when a session is released.
- Updating balances by applying charges to the balance and credit/debit adjustments.
- Balance queries.
- Transferring amounts from one balance to another.

Explanatory

Mandatory

Optional

Interactions

Manage Balance Containers

Process Context

Brief Description
Hold and maintain the different balances that a customer and/or a subscriber may have.

This process manages the balance containers assigned to a customer and/or subscriber
and is used to keep track of usage events, providing input for decision making processes
(such as service or product authorization) by means of the balance policies.

The containers include monetary and non-monetary balances (or shared) and are used
as prepaid balances (enabling realtime service or product authorization), postpaid
balances (in conjunction with an Account-Receivables [AR] application). Examples of
non-monetary balances and allowances are: free minutes, WAP-only quota, etc.

Explanatory

Mandatory

Optional

Interactions

Authorize Transaction Based on Balance

Process Context

Brief Description
Manages authorization of service/ product requests based on available balances
(monetary or non-monetary) and policies.

This process may include balance reservation and must be performed online.
Subsequent balance updates are not required to be done in real-time. In this context a
service is provided by the network, e.g. voice call. Product is digital content delivered via
the network, e.g. content such as music, games, etc.

Explanatory

Mandatory

Optional

Interactions

1.1.2.1 SM&O Support & Readiness


Figure 76. SM&O Support & Readiness decomposition into level 3 processes

SM&O Support & Readiness

Process Context

Brief Description
Manage service infrastructure, ensuring that the appropriate service capacity is available
and ready to support the SM&O Fulfillment, Assurance and Billing processes

SM&O Support & Readiness processes manage service infrastructure, ensuring that the
appropriate service capacity is available and ready to support the SM&O Fulfillment,
Assurance and Billing processes in instantiating and managing service instances, and for
monitoring and reporting on the capabilities and costs of the individual SM&O FAB
processes.
Supporting the operational introduction of new and/or modified service infrastructure;
Managing and ensuring the ongoing quality of the Service Inventory;
Applying service capacity rules from Infrastructure Lifecycle Management processes;
Analyzing availability and quality over time on service infrastructure and service
instances, including trend analysis and forecasting;
Ensuring the operational capability of the SM&O processes; and
Maintaining rating and tariff information for service infrastructure and service instances.

Explanatory

Mandatory

Optional

Interactions

Manage Service Inventory

Process Context

Brief Description
Establish, manage and administer the enterprise's service inventory, as embodied in the
Service Inventory Database, and monitor and report on the usage and access to the
service inventory, and the quality of the data maintained in it.

The responsibilities of the Manage Service Inventory processes are twofold - establish,
manage and administer the enterprise's service inventory, as embodied in the Service
Inventory Database, and monitor and report on the usage and access to the service
inventory, and the quality of the data maintained in it.
The service inventory maintains records of all service infrastructure and service instance
configuration, version, and status details. It also records test and performance results
and any other service related- information, required to support SM&O and other
processes.
The service inventory is also responsible for maintaining the association between
customer purchased product offering instances and service instances, created as a result
of the Service Configuration & Activation processes.
Identifying the inventory-relevant information requirements to be captured for service
infrastructure and service instances ;
Identifying, establishing and maintaining service inventory repository facilities;
Establishing and managing the service inventory management and information capture
processes;
create, modify, update, delete and/or download service data to and from the service
inventory;
Ensuring the service inventory repository accurately captures and records all identified
service infrastructure and service instance details, through use of automated or manual
audits;
Tracking and monitoring of the usage of, and access to, the service inventory repository
Identifying any technical driven shortcomings of the service inventory repository, and
issues.

Explanatory

Mandatory

Optional

Interactions

Enable Service Configuration & Activation

Process Context

Brief Description
Planning and deployment of service infrastructure, and for ensuring availability of
sufficient service infrastructure to support the Service Configuration & Activation
processes.

The Enable Service Configuration & Activation processes are responsible for planning
and deployment of service infrastructure, and for ensuring availability of sufficient service
infrastructure to support the Service Configuration & Activation processes.
forecasting at an operational level service infrastructure volume requirements and run-
out timeframes;
the capacity planning associated with the deployment of new and/or modified service
infrastructure;
and operation of new and/or modified service infrastructure;
creation, deployment, modification and/or upgrading of service infrastructure
deployment support tools (including Service Inventory) and processes for new and/or
modified service infrastructure;
development and promulgation of service infrastructure capacity deployment rules and
controls;
authoring, reviewing and approving operational procedures developed by Service
Development & Management processes prior to service infrastructure deployment;
the testing and acceptance of new and/or modified service infrastructure as part of the
handover procedure from the Service Development & Management processes to
Operations;
detecting service infrastructure operational limitations and/or deployment
incompatibilities and providing requirements to address these aspects to Service
Development & Management processes;
and/or modified service infrastructure;
monitoring capacity utilization of deployed service infrastructure to provide early
detection of potential service infrastructure shortfalls;
reconfiguration and re-arrangement of under-utilized deployed service infrastructure;
managing recovery and/or removal of obsolete or unviable service infrastructure;
reporting on deployed service infrastructure capacity;
Tracking and monitoring of the service infrastructure deployment processes and costs
(including where service infrastructure is deployed and managed by third parties), and
reporting on the capability of the service infrastructure deployment processes;
establishing and managing service provisioning notification facilities and lists to support
the Service Configuration & Activation notification and reporting processes; and
updating the Service Inventory of any changes to the available service infrastructure
capacity.

Explanatory

Mandatory

Optional

Interactions

Support Service Problem Management

Process Context

Brief Description
Assist Service Problem Management processes by proactively undertaking statistically
driven preventative and scheduled service infrastructure maintenance activities and
monitoring, managing and reporting on the capability of the Service Problem

The responsibilities of the Support Service Problem Management processes are twofold -
assist Service Problem Management processes by proactively undertaking statistically
These processes are responsible for ensuring that the service infrastructure is working
effectively and efficiently.
service instance problem reports and performance reports to identify potential service
infrastructure or service instances requiring proactive maintenance and/or replacement;
Requesting scheduling of additional service instance data collection to assist in the
analysis activity;
Requesting scheduling of service instance performance testing to assist in analysis
activity;
Developing and managing service infrastructure and service instance proactive
maintenance programs;
Requesting service provisioning activity to prevent anticipated service problems
associated with capacity limitations identified in the analysis activities;
Reporting outcomes of trend analysis to Service Development & Management
processes to influence new and/or modified service infrastructure development;
Tracking and monitoring of the Service Problem Management processes and associated
costs (including where service infrastructure is deployed and managed by third parties),
and reporting on the capability of the Service Problem Management processes;
Establishing and managing service problem notification facilities and lists to support the
Service Problem Management notification and reporting processes;

Explanatory

Mandatory

Optional

Interactions

Enable Service Quality Management

Process Context

Brief Description
Support Service Quality Management processes by proactively monitoring and assessing
service infrastructure performance, and monitoring, managing and reporting on the
capability of the Service Quality Management processes.

The responsibilities of the Enable Service Quality Management processes are twofold -
support Service Quality Management processes by proactively monitoring and assessing
Undertaking proactive monitoring regimes of service infrastructure as required to ensure
ongoing performance within agreed parameters over time;
Developing and maintaining a repository of acceptable performance threshold standards
for service instances to support the Service Quality Management processes;
Undertaking trend analysis, and producing reports, of the performance of service
infrastructure to identify any longer term deterioration;
Monitoring and analyzing the service instance analyses produced by the Service Quality
Management processes to identify problems that may be applicable to the service
infrastructure as a whole;
Sourcing details relating to service instance performance and analysis from the service
inventory to assist in the development of trend analyses;
Logging the results of the analysis into the service inventory repository;
Establishing and managing service quality data collection schedules, including
managing the collection of the necessary information from the Resource Data Collection
& Distribution processes, to support proactive monitoring and analysis activity, and
requests from Service Quality Management processes for additional data to support
service instance performance analysis;
Establishing and managing facilities to support management of planned service
infrastructure and service instance outages;
Establishing, maintaining and managing the testing of Service Quality control plans to
cater for anticipated service quality disruptions;
Proactively triggering the instantiation of control plans to manage performance through
programmed and/or foreseen potentially disruptive events, i.e. anticipated traffic loads on
Xmas day, planned outages, etc.;
Tracking and monitoring of the Service Quality Management processes and associated
and reporting on the capability of the Service Quality Management processes;
Establishing and managing service quality notification facilities and lists to support the
Service Quality Management notification and reporting processes; and

Explanatory

Mandatory

Optional

Interactions

Support Service & Specific Instance Rating

Process Context

Brief Description
Ensure that rating and tariff information is maintained for each service class, for use by
Service & Specific Instance Rating

The purpose of the Support Service & Specific Instance Rating processes ensure that
rating and tariff information is maintained for each service class, for use by Service &
Specific Instance Rating. They are also responsible for the processing of this information
related to administration of the services

Explanatory

Mandatory

Optional

Interactions

1.1.2.1.2 Enable Service Configuration &
Activation

Figure 77. Enable Service Configuration & Activation decomposition into level 4 processes

Enable Service Configuration & Activation

Process Context

Brief Description
Planning and deployment of service infrastructure, and for ensuring availability of
sufficient service infrastructure to support the Service Configuration & Activation
processes.

The Enable Service Configuration & Activation processes are responsible for planning
and deployment of service infrastructure, and for ensuring availability of sufficient service
infrastructure to support the Service Configuration & Activation processes.
forecasting at an operational level service infrastructure volume requirements and run-
out timeframes;
the capacity planning associated with the deployment of new and/or modified service
infrastructure;
and operation of new and/or modified service infrastructure;
creation, deployment, modification and/or upgrading of service infrastructure
deployment support tools (including Service Inventory) and processes for new and/or
modified service infrastructure;
development and promulgation of service infrastructure capacity deployment rules and
controls;
authoring, reviewing and approving operational procedures developed by Service
the testing and acceptance of new and/or modified service infrastructure as part of the
Operations;
detecting service infrastructure operational limitations and/or deployment
and/or modified service infrastructure;
monitoring capacity utilization of deployed service infrastructure to provide early
reconfiguration and re-arrangement of under-utilized deployed service infrastructure;
managing recovery and/or removal of obsolete or unviable service infrastructure;
reporting on deployed service infrastructure capacity;
Tracking and monitoring of the service infrastructure deployment processes and costs
(including where service infrastructure is deployed and managed by third parties), and
reporting on the capability of the service infrastructure deployment processes;
establishing and managing service provisioning notification facilities and lists to support
the Service Configuration & Activation notification and reporting processes; and
updating the Service Inventory of any changes to the available service infrastructure
capacity.

Explanatory

Mandatory

Optional

Interactions

Plan & Forcast Service Infrastructure Requirements and Manage Capacity Planing.

Process Context

Brief Description
Planning and deployment of new and/or modified service infrastructure to ensure
availability of sufficient service infrastructure to support the Service Provisioning
processes, and monitoring, managing and reporting on the capability of the Service
Provisioning processes.

Forecasting at an operational level service infrastructure volume requirements and run-
out timeframes;
Managing capacity planning associated with the deployment of new and/or modified
service infrastructure;

Explanatory

Mandatory

Optional

Interactions

Establish, Manage, and Develop Service Infrastructure Organization, Tools and
Processes

Process Context

Brief Description
Establishing, Creating, Managing, and developing organization, Tools and processes for
operations of new/or modified service infrastructure.

Establishing and monitoring of organizational arrangements to support deployment and
operation of new and/or modified service infrastructure;
Creating, deploying, modifying and/or upgrading of service infrastructure deployment
support tools (including service Inventory) and processes for new and/or modified service
infrastructure;

Explanatory

Mandatory

Optional

Interactions

Develop and Implement Service Infrastructure Capacity and Operational Rules and
Procedures

Process Context

Brief Description
Developing and implementing the capacity deplyment rules and admisnitrating the
infrastructure operational procedures.

Developing and promulgating service infrastructure capacity deployment rules and
controls;
Authoring, reviewing and approving operational procedures developed by Service

Explanatory

Mandatory

Optional

Interactions

Perform Service Infrastructure Acceptance Test and Address & Monitor the Change

Process Context

Brief Description
Performing acceptance test during the hand over process of newand/or modified service
infrastructure. Also monitoring the new and/or modified infrastructure and addressing the
operational limitations.

Testing and acceptance of new and/or modified service infrastructure as part of the
Operations;
Detecting service infrastructure operational limitations and/or deployment

Explanatory

Mandatory

Optional

Interactions

Track & Supervise the Rollout of new and/or Modified Infrastructure

Process Context

Brief Description
Supervising the rollout activities of new and/or modified resource infrastructure.

Scheduling, managing, tracking and monitoring of the roll-out, in accordance with
approved plans, of the approved new and/or modified resource infrastructure;

Explanatory

Mandatory

Optional

Interactions

Monitor, Report and Release Mgmt. of Service Infrastructure and Capacity Utilization

Process Context

Brief Description
Monitoring and reporting the capacity utilization of existing infrastructure.

Monitoring capacity utilization of deployed service infrastructure to provide early
Monitoring of, and reporting on, service infrastructure and resource instance currency
and version management;

Explanatory

Mandatory

Optional

Interactions

Optimize Existing Service Infrastructure Utilization

Process Context

Brief Description
Optimizing the infrastructure capacity utilization.

Reconfiguring and re-arranging under-utilized deployed service infrastructure

Explanatory

Mandatory

Optional

Interactions

Track, Monitor and Report Resource Provisioning

Process Context

Brief Description
Tracking and monitoring the resource provisioning processes and provide the reporting
support.

Tracking and monitoring of the Resource Provisioning Management processes and
associated costs (including where resource infrastructure is deployed and managed by
third parties), and reporting on the capability of the Resource Provisioning Management
processes;
Establishing and managing resource provisioning notification facilities and lists to
support the Resource Provisioning notification and reporting processes;

Explanatory

Mandatory

Optional

Interactions

Update Service Inventory Record

Process Context

Brief Description
Updating the inventory record.

Updating the Service Inventory of any changes to the available service infrastructure
capacity.

Explanatory

Mandatory

Optional

Interactions

1.1.2.1.3 Support Service Problem
Management

Figure 78. Support Service Problem Management decomposition into level 4 processes

Support Service Problem Management

Process Context

Brief Description
Assist Service Problem Management processes by proactively undertaking statistically

The responsibilities of the Support Service Problem Management processes are twofold -
assist Service Problem Management processes by proactively undertaking statistically
These processes are responsible for ensuring that the service infrastructure is working
service instance problem reports and performance reports to identify potential service
analysis activity;
activity;
Requesting service provisioning activity to prevent anticipated service problems
and reporting on the capability of the Service Problem Management processes;
Establishing and managing service problem notification facilities and lists to support the
Service Problem Management notification and reporting processes;

Explanatory

Mandatory

Optional

Interactions

Manage Service Problem & Performance Data Collection

Process Context

Brief Description
Reviewing the trend analysis and undertaking the analysis of trouble and performance
report to identify the necessary preventative activities.

service instance trouble reports and performance reports to identify potential service

Explanatory

Mandatory

Optional

Interactions

Manage Service Infrastructure, Provisioning and Preventive Maintenance Schedules

Process Context

Brief Description
Proactively undertaking statistically driven preventative and scheduled service
infrastructure maintenance activities, and repair activities, and monitoring, managing and
reporting on the capability of the Service Problem Management processes.

analysis activity;
activity;
Requesting service provisioning activity to prevent anticipated resource troubles

Explanatory

Mandatory

Optional

Interactions

Report Service Problem Trends

Process Context

Brief Description
Proactively gernerating reports based on the trend analysis.


Explanatory

Mandatory

Optional

Interactions

Track, Monitor and Manage Service Problem Processes

Process Context

Brief Description
Track, monitor and assess the service performance management processes and
associated costs and report.

costs, and reporting on the capability of the Service Problem Management processes;

Explanatory

Mandatory

Optional

Interactions

Provide Support for Service Problem Processes

Process Context

Brief Description
Establishing, managing and maintaining the supporting facilities and quality management
support for Service Problem management processes.

Establishing and managing Service Problemnotification facilities and lists to support the
Service Problem Management notification and reporting processes; and
Supporting the Support Service Problem Management process

Explanatory

Mandatory

Optional

Interactions

1.1.2.1.4 Enable Service Quality
Management

Figure 79. Enable Service Quality Management decomposition into level 4 processes

Enable Service Quality Management

Process Context

Brief Description
Support Service Quality Management processes by proactively monitoring and assessing

The responsibilities of the Enable Service Quality Management processes are twofold -
support Service Quality Management processes by proactively monitoring and assessing
Undertaking proactive monitoring regimes of service infrastructure as required to ensure
ongoing performance within agreed parameters over time;
for service instances to support the Service Quality Management processes;
Undertaking trend analysis, and producing reports, of the performance of service
Monitoring and analyzing the service instance analyses produced by the Service Quality
Management processes to identify problems that may be applicable to the service
Sourcing details relating to service instance performance and analysis from the service
Establishing and managing facilities to support management of planned service
infrastructure and service instance outages;
Establishing, maintaining and managing the testing of Service Quality control plans to
cater for anticipated service quality disruptions;
Establishing and managing service quality notification facilities and lists to support the
Service Quality Management notification and reporting processes; and

Explanatory

Mandatory

Optional

Interactions

Monitor & Manage Regulatory Issues

Process Context

Brief Description
Proactively monitoring and dealing regulatory issues to ensure the ongoing performance
of resource infrastructure.

Undertaking proactive monitoring regimes of resource infrastructure as required to
ensure ongoing performance within agreed parameters over time;

Explanatory

Mandatory

Optional

Interactions

Establish and Maintain Performance Threshold Standards

Process Context

Brief Description
Establishing and maintaining the rules and standards for performance threshold

for resource instances to support the Service Quality Management processes;

Explanatory

Mandatory

Optional

Interactions

Undertake Performance Trend Analysis

Process Context

Brief Description
Analysing the performance trends to identify the performance degredation.

Undertaking trend analysis, and producing reports, of the performance of resource

Explanatory

Mandatory

Optional

Interactions

Monitor and Analyse Service Performance Reports, and Identify Issues

Process Context

Brief Description
Review the service performance management operational report prepared by resource
performance management processes.

Monitoring and analyzing the service instance analyses produced by the Service
Quality Management processes to identify problems that may be applicable to the service

Explanatory

Mandatory

Optional

Interactions

Correlate the Service Performance Problem Reports & Manage Inventory Repository

Process Context

Brief Description
Correlating the Performance issues indetified based on the performance report review
and logging the results in inventory repository.

Sourcing details relating to service instance performance and analysis from the resource

Explanatory

Mandatory

Optional

Interactions

Manage Service Performance Data Collection

Process Context

Brief Description
Develping and managing the service performance data collection schedules and
supporting the monitoring activities to gather the resource performance data.


Management processes for additional data to support serice instance performance
analysis;

Explanatory

Mandatory

Optional

Interactions

Establish, Maintain and Manage the Support Plans

Process Context

Brief Description
Establishing and managing the support facilities and maintaining the testing activities of
resource performance control plans.

Establishing and managing facilities to support management of planned resource
infrastructure and resource instance outages;
Establishing, maintaining and managing the testing of resource performance control
plans to cater for anticipated resource performance disruptions;

Explanatory

Mandatory

Optional

Interactions

Assess and Report Service Quality Management Processes

Process Context

Brief Description
Track, monitor and assess the service performance management processes and


Explanatory

Mandatory

Optional

Interactions

Provide Supporting Procedures and Quality Management Support

Process Context

Brief Description
support for resource perfomrance managmeent processes.

Establishing and managing resource performance notification facilities and lists to
support the Resource Performance Management notification and reporting processes;
and
Supporting the Support Service Quality Management process.

Explanatory

Mandatory

Optional

Interactions

1.1.2.2 Service Configuration & Activation

Figure 80. Service Configuration & Activation decomposition into level 3 processes

Service Configuration & Activation

Process Context

Brief Description
Allocation, implementation, configuration, activation and testing of specific services to
meet customer requirements.

Service Configuration & Activation processes encompass allocation, implementation,
configuration, activation and testing of specific services to meet customer requirements,
or in response to requests from other processes to alleviate specific service capacity
shortfalls, availability concerns or failure conditions. Where included in the service
provider offering, these processes extend to cover customer premises equipment.
Responsibilities of the Service Configuration & Activation processes include, but are not
limited to:
Verifying whether specific service designs sought by customers are feasible as part of
pre-order feasibility checks;
Allocating the appropriate specific service parameters to support service orders or
requests from other processes;
Reserving specific service parameters (if required by the business rules) for a given
period of time until the initiating customer order is confirmed, or until the reservation
period expires (if applicable);
Implementing, configuring and activating specific services, as appropriate;
Testing the specific services to ensure the service is working correctly;
Recovery of specific services;
Updating of the Service Inventory Database to reflect that the specific service has been
allocated, modified or recovered;
Assigning and tracking service provisioning activities;
Managing service provisioning jeopardy conditions; and
Reporting progress on service orders to other processes.

Explanatory

Mandatory

Optional

Interactions

Design Solution

Process Context

Brief Description
Develop an end-end specific service design which complies with a particular customer's
requirement

The purpose of the Design Solution processes is to develop an end-end specific service
design which complies with a particular customer's requirement.
These processes are invoked when a customer order requires special or unusual end-
end service arrangements, which are not able to be satisfied using standard service
arrangements. These processes may be invoked as part of a service feasibility
assessment, or as a result of a confirmed customer order.
Developing an overall service solution design for a particular customer, including
customer premises equipment, operational methods, resource assignments and pre-order
feasibility;
Developing an implementation plan considering training and operational support
measures and needs, such as the proper parameter information for the Service Quality
Management process;
Consideration of current and future service and underlying resources
infrastructure, as well as expected solution results, budget, duration and risks;
Consideration of the time schedule according with customer requirements;
Ensure service and provisioning efficiency;
Undertaking a business assessment, ensuring an appropriate time-to-revenue as
a result of the service and underlying resource investment; and Developing a detailed
design identifying the relevant service orders to be issued to the Implement,
Configure & Activate Service process and the Allocate Specific Service Parameters to
Services processes.
A specific service design may require inclusion of some or all of the above aspects
depending on whether the service design is being undertaken as part of a feasibility
assessment, or is being developed as a result of a committed customer order.
These processes invoke requests to RM&O provisioning processes to determine the
availability of suitable specific resources, or to suppliers /partners though the S/PRM
process in the event that the service design requires either the inclusion of outsourced or
partner provided specific services.

Explanatory

Mandatory

Optional

Interactions

Allocate Specific Service Parameters to Services

Process Context

Brief Description
Issue service identifiers for new services.

The purpose of the Allocate Specific Service Parameters to Services processes is to
issue service identifiers for new services.
Where the Allocate Specific Service Parameters to Services processes are requested by
a pre-feasibility service order, or by the Design Services processes, these processes
determine whether the requested service parameters are available. Depending on
business rules, and on any specific levels of commitment contained in the initiating
service order or service design request, these processes may reserve specific service
parameters linked to the initiating service order or service design request for a period of
time, and releasing them when the time period has expired. These processes are
responsible for creating a response to the initiating processes with respect to the
feasibility assessment.
a service order issued in response to a confirmed customer order, these processes are
responsible for allocating the specific service parameters required to satisfy the initiating
service order. Any previously reserved specific service parameters are marked as
allocated.

Explanatory

Mandatory

Optional

Interactions

Track & Manage Service Provisioning

Process Context

Brief Description
Ensure service provisioning activities are assigned, managed and tracked efficiently.

The objective of the Track & Manage Service Provisioning processes is to ensure service
provisioning activities are assigned, managed and tracked efficiently.

Scheduling, assigning and coordinating service provisioning related activities;
Generating the respective resource order creation request(s) to Issue Resource Orders
based on specific service orders;
Escalating status of service orders in accordance with local policy; Undertaking
necessary tracking of the execution process;
Adding additional information to an existing service order;
Modifying information in an existing service order;
Modifying the service order status;
Canceling a service order when the initiating customer order is cancelled;
Monitoring the jeopardy status of service orders, and escalating service orders as
necessary; and
Indicating completion of a service order by modifying the service order status.

Note that some specific service components may be delivered by suppliers/partners. In
these cases the Track & Manage Service Provisioning process is responsible for initiating
requests, through S/P Requisition Management for the delivery by the supplier/partner of
the specific service components.

Explanatory

Mandatory

Optional

Interactions

Implement, Configure & Activate Service

Process Context

Brief Description
Implement, configure and activate the specific services allocated against an issued
service order.

The purpose of the Implement, Configure & Activate Service processes is to implement,
configure and activate the specific services allocated against an issued service order.
Assessing and planning the approach to be undertaken for implementation,
configuration and activation;
Re-using standard implementation, configuration and activation processes
applicable to specific services;
Implementing, configuring and reconfiguring specific services, including customer
premises equipment if part of the service provider offering.
Providing notifications as required if the implementation, configuration and
activation activity requires a planned outage or is likely to initiate false specific service
alarm event notifications; and
Updating the information contained in the service inventory as to the
configuration of specific services and their status.
At the successful conclusion of these activities, the status of the specific services will be
changed from allocated to activated, which means they are in-use.

Explanatory

Mandatory

Optional

Interactions

Test Service End-to-End

Process Context

Brief Description
Test specific services to ensure all components are operating within normal parameters,
and that the service is working to agreed performance levels

The responsibility of the Test Service End-to-End processes is to test specific services to
ensure all components are operating within normal parameters, and that the service is
working to agreed performance levels before its activation for the customer.
This purpose is performed through testing the service end-to-end as far as possible.
These processes test specific services against supplier/partner defined test plans, or
against test plans developed by the service provider.
Where appropriate test plans are not available these processes are responsible for
developing appropriate test plans. These processes are also responsible for capturing
and storing the test results for historical and downstream testing comparison purposes.
If these tests succeed, the specific services will be marked as in-service which means the
specific services are available for use by customers.

Explanatory

Mandatory

Optional

Interactions

Issue Service Orders

Process Context

Brief Description
Issue correct and complete service orders

The purpose of the Issue Service Orders processes is to issue correct and complete
service orders.
The service orders may be required to satisfy pertinent customer order information
received, may arise as a result of requests for service provisioning to satisfy service
problem recovery activities, may arise to alleviate service performance issues, or may
arise as a result of information received from suppliers/partners in relations to specific
services.
These processes assess the information contained in the customer order, through a
service order request, relating to the purchased product offering, initiating service process
or supplier/partner initiated request, to determine the associated service orders that need
to be issued.
The issued service order may require a service feasibility assessment or a service design
to be produced, may require new provisioning activities for specific services, may require
a change to a previously issued service order, or may require deletion and/or recovery of
previously delivered specific services. Where, the initiating request or the purchased
product offering has a standard set of associated service orders this process is
responsible for issuing the service orders, and for creating a record of the relevant
initiating request or customer order information and the associated service orders.
Where the initiating request or the purchased product offering has special or unusual
requirements, and a specific feasibility assessment and/or service design has been
previously created, this process is responsible for issuing the service orders, and for
creating a record of the relevant initiating request or customer order information and the
associated service orders.
Where the purchased product offering has special or unusual requirements, and a
specific feasibility assessment and/or specific service design has not been previously
created, this process marks the issued service order as requiring special handling, and
passes management for further processing to the Track & Manage Service Provisioning
process.
The orchestration, if required, and tracking of the service order progress is the
responsibility of the Track & Manage Service Provisioning processes.

Explanatory

Mandatory

Optional

Interactions

Report Service Provisioning

Process Context

Brief Description
Monitor the status of service orders, provide notifications of any changes and provide
management reports.

The objective of the Report Service Provisioning processes is to monitor the status of
service orders, provide notifications of any changes and provide management reports.
These processes are responsible for continuously monitoring the status of service orders
and managing notifications to processes and other parties registered to receive
notifications of any status changes. Notification lists are managed and maintained by the
Enable Service Configuration & Activation processes.
These processes record, analyze and assess the service order status changes to provide
management reports and any specialized summaries of the efficiency and effectiveness
of the overall Service Configuration & Activation process. These specialized summaries
could be specific reports required by specific audiences.

Explanatory

Mandatory

Optional

Interactions

Close Service Order

Process Context

Brief Description
Close a service order when the service provisioning activities have been completed

The objective of the Close Service Order processes is to close a service order when the
service provisioning activities have been completed.
These processes monitor the status of all open service orders, and recognize that a
service order is ready to be closed when the status is changed to completed.

Explanatory

Mandatory

Optional

Interactions

Recover Service

Process Context

Brief Description
Recover specific services that are no longer required by customers.

The responsibility of the Recover Service processes is to recover specific services that
are no longer required by customers.
These processes follow recovery plans specified by the supplier/partner, or against
recovery plans developed by the service provider.
Where appropriate recovery plans are not available these processes are responsible for
developing appropriate recovery plans.
Where recovery of services is likely to impact other in-use specific services, this process
is responsible for providing appropriate notification of the recovery proposal and ensuring
authorization is received to proceed with the recovery plan. When the recovery activity is
about to commence, these processes are responsible for notifying when recovery work is
commencing and when it is completed.
When recovered, the specific services and/or associated service specific parameters will
be marked as unallocated.

Explanatory

Mandatory

Optional

Interactions

Deleted (1.1.2.2.6)

Process Context

Brief Description
[Not Available]

[Not Available]

Explanatory

Mandatory

Optional

Interactions

1.1.2.2.1 Design Solution

Figure 81. Design Solution decomposition into level 4 processes

Design Solution

Process Context

Brief Description
Develop an end-end specific service design which complies with a particular customer's
requirement

The purpose of the Design Solution processes is to develop an end-end specific service
design which complies with a particular customer's requirement.
These processes are invoked when a customer order requires special or unusual end-
end service arrangements, which are not able to be satisfied using standard service
arrangements. These processes may be invoked as part of a service feasibility
assessment, or as a result of a confirmed customer order.
Developing an overall service solution design for a particular customer, including
customer premises equipment, operational methods, resource assignments and pre-order
feasibility;
Developing an implementation plan considering training and operational support
measures and needs, such as the proper parameter information for the Service Quality
Management process;
Consideration of current and future service and underlying resources
infrastructure, as well as expected solution results, budget, duration and risks;
Undertaking a business assessment, ensuring an appropriate time-to-revenue as
a result of the service and underlying resource investment; and Developing a detailed
design identifying the relevant service orders to be issued to the Implement,
Services processes.
A specific service design may require inclusion of some or all of the above aspects
depending on whether the service design is being undertaken as part of a feasibility
assessment, or is being developed as a result of a committed customer order.
These processes invoke requests to RM&O provisioning processes to determine the
availability of suitable specific resources, or to suppliers /partners though the S/PRM
process in the event that the service design requires either the inclusion of outsourced or
partner provided specific services.

Explanatory

Mandatory

Optional

Interactions

Develop Overall Service Design

Process Context

Brief Description
Develop an overall service solution design for a particular customer, including customer
premises equipment, operational methods, resource assignments and pre-order
feasibility;


Explanatory

Mandatory
Develop an overall service solution design for a particular customer, including customer
premises equipment, operational methods, resource assignments and pre-order
feasibility;

Optional

Interactions

Develop Service Implementation Plan

Process Context

Brief Description
Develop an implementation plan considering training and operational support measures
and needs, such as the proper parameter information for the Service Quality
Management process;
Consideration of current and future service and underlying resources infrastructure, as
well as expected solution results, budget, duration and risks;
Undertaking a business assessment, ensuring an appropriate time-to-revenue as a
result of the service and underlying resource investment;


Explanatory
Consideration of current and future service and underlying resources infrastructure, as
well as expected solution results, budget, duration and risks;
Undertaking a business assessment, ensuring an appropriate time-to-revenue as a
result of the service and underlying resource investment;

Mandatory
Develop an implementation plan considering training and operational support measures
and needs, such as the proper parameter information for the Service Quality
Management process;

Optional

Interactions

Develop Detailed Service Design

Process Context

Brief Description
Develop a detailed design identifying the relevant service orders to be issued to the
Implement,
Services processes.


Explanatory

Mandatory
Develop a detailed design identifying the relevant service orders to be issued to the
Implement,
Services processes.

Optional

Interactions

1.1.2.2.2 Allocate Specific Service
Parameters to Services


Figure 82. Allocate Specific Service Parameters to Services decomposition into level 4 processes

Allocate Specific Service Parameters to Services

Process Context

Brief Description
Issue service identifiers for new services.

The purpose of the Allocate Specific Service Parameters to Services processes is to
issue service identifiers for new services.
determine whether the requested service parameters are available. Depending on
business rules, and on any specific levels of commitment contained in the initiating
service order or service design request, these processes may reserve specific service
parameters linked to the initiating service order or service design request for a period of
time, and releasing them when the time period has expired. These processes are
responsible for creating a response to the initiating processes with respect to the
feasibility assessment.
a service order issued in response to a confirmed customer order, these processes are
allocated.

Explanatory

Mandatory

Optional

Interactions

Determine Service Parameter Availability

Process Context

Brief Description
determine whether the requested service parameters are available.


Explanatory
a pre-feasibility service order, or by the Design Services processes,

Mandatory
these processes determine whether the requested service parameters are available.

Optional

Interactions

Reserve Service Parameters

Process Context

Brief Description
Depending on business rules, and on any specific levels of commitment contained in the
initiating service order or service design request, these processes may reserve specific
service parameters linked to the initiating service order or service design request for a
period of time


Explanatory
initiating service order or service design request,

Mandatory
these processes may reserve specific service parameters linked to the initiating service
order or service design request for a period of time

Optional

Interactions

Release Service Parameter

Process Context

Brief Description
Release the reservation when the time period has expired.


Explanatory

Mandatory

Optional

Interactions

Allocate Service Parameters

Process Context

Brief Description
a service order issued in response to a confirmed customer order, this process is
allocated.


Explanatory
a service order issued in response to a confirmed customer order,

Mandatory
this process is responsible for allocating the specific service parameters required to
satisfy the initiating service order. Any previously reserved specific service parameters
are marked as allocated.

Optional

Interactions

1.1.2.2.3 Track & Manage Service
Provisioning

Figure 83. Track & Manage Service Provisioning decomposition into level 4 processes

Track & Manage Service Provisioning

Process Context

Brief Description
Ensure service provisioning activities are assigned, managed and tracked efficiently.

The objective of the Track & Manage Service Provisioning processes is to ensure service
provisioning activities are assigned, managed and tracked efficiently.

Scheduling, assigning and coordinating service provisioning related activities;
Generating the respective resource order creation request(s) to Issue Resource Orders
Monitoring the jeopardy status of service orders, and escalating service orders as
necessary; and


Explanatory

Mandatory

Optional

Interactions

Assign Service Provisioning Activity

Process Context

Brief Description
Schedule, assign and coordinate service provisioning related activities.


Explanatory

Mandatory
Schedule, assign and coordinate service provisioning related activities.

Optional

Interactions

Track Service Provisioning Activity

Process Context

Brief Description
Undertake necessary tracking of the execution process. Monitor the jeopardy status of
service orders, and escalating service orders as necessary.


Explanatory

Mandatory
Undertake necessary tracking of the execution process. Monitor the jeopardy status of
service orders, and escalating service orders as necessary.

Optional

Interactions

Manage Service Provisioning Activity

Process Context

Brief Description
Responsibilities of this processes include, but are not limited to:
- Generating the respective resource order creation request(s) to Issue Resource Orders



Explanatory

Mandatory
Responsibilities of this processes include, but are not limited to:
- Generating the respective resource order creation request(s) to Issue Resource Orders

Optional

Interactions
the specific service components

1.1.2.2.4 Implement, Configure & Activate
Service

Figure 84. Implement, Configure & Activate Service decomposition into level 4 processes

Implement, Configure & Activate Service

Process Context

Brief Description
Implement, configure and activate the specific services allocated against an issued
service order.

The purpose of the Implement, Configure & Activate Service processes is to implement,
configure and activate the specific services allocated against an issued service order.
Assessing and planning the approach to be undertaken for implementation,
configuration and activation;
Re-using standard implementation, configuration and activation processes
applicable to specific services;
Implementing, configuring and reconfiguring specific services, including customer
premises equipment if part of the service provider offering.
Providing notifications as required if the implementation, configuration and
activation activity requires a planned outage or is likely to initiate false specific service
alarm event notifications; and
Updating the information contained in the service inventory as to the
configuration of specific services and their status.
At the successful conclusion of these activities, the status of the specific services will be

Explanatory

Mandatory

Optional

Interactions

Configure Service

Process Context

Brief Description
Assess and plan the approach to be undertaken for configuration.
Re-use standard configuration and processes applicable to specific services.
Configure and reconfigure specific services, including customer premises equipment if
part of the service provider offering.
Provide notifications as required if the configuration activity requires a planned outage or
is likely to initiate false specific service alarm event notifications.
Update the information contained in the service inventory as to the configuration of
specific services and their status.


Explanatory

Mandatory
Assess and plan the approach to be undertaken for configuration.
Re-use standard configuration and processes applicable to specific services.
Configure and reconfigure specific services, including customer premises equipment if
part of the service provider offering.
Update the information contained in the service inventory as to the configuration of
specific services and their status.

Optional

Interactions

Implement Service

Process Context

Brief Description
Assess and plan the approach to be undertaken for implementation.
Re-use standard implementation processes applicable to specific services.
Implement specific services, including customer premises equipment if part of the service
provider offering.
Provide notifications as required if the implementation activity requires a planned outage
or is likely to initiate false specific service alarm event notifications.


Explanatory

Mandatory
Assess and plan the approach to be undertaken for implementation.
Re-use standard implementation processes applicable to specific services.
Implement specific services, including customer premises equipment if part of the service
provider offering.

Optional

Interactions

Activate Service

Process Context

Brief Description
Assess and plan the approach to be undertaken for activation.
Re-used standard activation processes applicable to specific services.
Provide notifications as required if the activation activity requires a planned outage or is
likely to initiate false specific service alarm event notifications.
At the successful conclusion of this activity, the status of the specific services will be


Explanatory
At the successful conclusion of this activity, the status of the specific services will be

Mandatory
Assess and plan the approach to be undertaken for activation.
Re-used standard activation processes applicable to specific services.

Optional

Interactions

1.1.2.2.5 Test Service End-to-End


Figure 85. Test Service End-to-End decomposition into level 4 processes

Test Service End-to-End

Process Context

Brief Description
and that the service is working to agreed performance levels

The responsibility of the Test Service End-to-End processes is to test specific services to
ensure all components are operating within normal parameters, and that the service is
working to agreed performance levels before its activation for the customer.
Where appropriate test plans are not available these processes are responsible for
developing appropriate test plans. These processes are also responsible for capturing
and storing the test results for historical and downstream testing comparison purposes.
If these tests succeed, the specific services will be marked as in-service which means the

Explanatory

Mandatory

Optional

Interactions

Test Service

Process Context

Brief Description
and that the service is working to agreed performance levels before its activation for the
customer.


Explanatory

Mandatory
and that the service is working to agreed performance levels before its activation for the
customer.

Optional

Interactions

Develop Service Test Plans

Process Context

Brief Description
Where appropriate test plans are not available this process is responsible for developing
appropriate test plans.


Explanatory
Where appropriate test plans are not available

Mandatory
this process is responsible for developing appropriate test plans.

Optional

Interactions

Capture Service Test Results

Process Context

Brief Description
Capture and store the test results for historical and downstream testing comparison
purposes.
If the tests succeed, the specific services will be marked as in-service which means the


Explanatory

Mandatory
purposes.

Optional

Interactions

1.1.2.2.7 Issue Service Orders

Figure 86. Issue Service Orders decomposition into level 4 processes

Issue Service Orders

Process Context

Brief Description
Issue correct and complete service orders

The purpose of the Issue Service Orders processes is to issue correct and complete
service orders.
services.
These processes assess the information contained in the customer order, through a
service order request, relating to the purchased product offering, initiating service process
or supplier/partner initiated request, to determine the associated service orders that need
to be issued.
process.

Explanatory

Mandatory

Optional

Interactions

Assess Service Request

Process Context

Brief Description
This process assesses the information contained in the customer order, through a service
order request, relating to the purchased product offering, initiating service process or
supplier/partner initiated request, to determine the associated service orders that need to
be issued.


Explanatory

Mandatory
This process assesses the information contained in the customer order, through a service
order request, relating to the purchased product offering, initiating service process or
supplier/partner initiated request, to determine the associated service orders that need to
be issue

Optional

Interactions

Create Service Orders

Process Context

Brief Description
services.


Explanatory
services.
previously delivered specific services.

Mandatory
Where, the initiating request or the purchased product offering has a standard set of
associated service orders this process is responsible for issuing the service orders, and
for creating a record of the relevant initiating request or customer order information and
the associated service orders.

Optional

Interactions

Mark Service Order for Special Handling

Process Context

Brief Description
process.


Explanatory

Mandatory
created, this process marks the issued service order as requiring special handling,

Optional

Interactions
and passes management for further processing to the Track & Manage Service
Provisioning process.

1.1.2.2.8 Report Service Provisioning

Figure 87. Report Service Provisioning decomposition into level 4 processes

Report Service Provisioning

Process Context

Brief Description
Monitor the status of service orders, provide notifications of any changes and provide
management reports.

The objective of the Report Service Provisioning processes is to monitor the status of
service orders, provide notifications of any changes and provide management reports.
These processes are responsible for continuously monitoring the status of service orders
and managing notifications to processes and other parties registered to receive
Enable Service Configuration & Activation processes.
These processes record, analyze and assess the service order status changes to provide
of the overall Service Configuration & Activation process. These specialized summaries
could be specific reports required by specific audiences.

Explanatory

Mandatory

Optional

Interactions

Monitor Service Order Status

Process Context

Brief Description
responsible for continuously monitoring the status of service orders; record, analyze and
assess the service order status changes


Explanatory

Mandatory
responsible for continuously monitoring the status of service orders; record, analyze and
assess the service order status changes

Optional

Interactions

Distribute Service Order Notification

Process Context

Brief Description
provide notifications of any changes the status of service orders. Notifications are used to
notify the owner of the current status of the order and also distributed to the other parties
who require it. Notification lists are managed and maintained by the Enable Service
Configuration & Activation processes.


Explanatory
Notifications are used to notify the owner of the current status of the order and also
distributed to the other parties who require it.

Mandatory
provide notifications of any changes the status of service orders.

Optional

Interactions
Notification lists are managed and maintained by the Enable Service Configuration &
Activation processes.

Distribute Service Provisioning Reports

Process Context

Brief Description
effectiveness of the overall Service Configuration & Activation process. These
specialized summaries could be specific reports required by specific audiences.


Explanatory

Mandatory
effectiveness of the overall Service Configuration & Activation process.

Optional

Interactions

1.1.2.2.10 Recover Service


Figure 88. Recover Service decomposition into level 4 processes

Recover Service

Process Context

Brief Description
Recover specific services that are no longer required by customers.

The responsibility of the Recover Service processes is to recover specific services that
are no longer required by customers.
These processes follow recovery plans specified by the supplier/partner, or against
recovery plans developed by the service provider.
Where appropriate recovery plans are not available these processes are responsible for
is responsible for providing appropriate notification of the recovery proposal and ensuring
authorization is received to proceed with the recovery plan. When the recovery activity is
about to commence, these processes are responsible for notifying when recovery work is
commencing and when it is completed.

Explanatory

Mandatory

Optional

Interactions

Develop Service Recovery Plan

Process Context

Brief Description
Where appropriate recovery plans are not available this process is responsible for


Explanatory
Where appropriate recovery plans are not available

Mandatory
this process is responsible for developing appropriate recovery plans.

Optional

Interactions

Provide Service Recovery Proposal Notification

Process Context

Brief Description
is responsible for providing appropriate notification of the recovery proposal.


Explanatory
Where recovery of services is likely to impact other in-use specific services,

Mandatory
this process is responsible for providing appropriate notification of the recovery proposal.

Optional

Interactions

Request Service Recovery Authorization

Process Context

Brief Description
Ensure authorization is received to proceed with the recovery plan.


Explanatory

Mandatory

Optional

Interactions

Commence Service Recovery

Process Context

Brief Description
When the recovery activity is about to commence, this processes is responsible for
notifying when recovery work is commencing.


Explanatory
When the recovery activity is about to commence,

Mandatory
this processes is responsible for notifying when recovery work is commencing.

Optional

Interactions

Complete Service Recovery

Process Context

Brief Description
This process is responsible for notifying when it is completed.


Explanatory

Mandatory

Optional

Interactions

1.1.2.3 Service Problem Management

Figure 89. Service Problem Management decomposition into level 3 processes

Service Problem Management

Process Context

Brief Description
Respond immediately to customer-affecting service problems or failures in order to
minimize their effects on customers, and to invoke the restoration of the service, or
provide an alternate service as soon as possible.

Service Problem Management processes are responsible for the management of
problems associated with specific services. The objective of these processes is to
respond immediately to reported service problems or failures in order to minimize their
effects on customers, and to invoke the restoration of the service, or provide an alternate
service as soon as possible.
Responsibilities of the Service Problem Management processes include, but are not
limited to:
Detecting, analyzing, managing and reporting on service alarm event notifications;
Initiating and managing service trouble reports;
Performing service problem localization analysis;
Correcting and resolving service problems;
Reporting progress on service trouble reports to other processes;
Assigning & tracking service problem testing and recovery activities; and
Managing service problem jeopardy conditions
Service Problem Management processes perform analysis, decide on the appropriate
specific services.
However these activities need to interact with the Problem Handling processes, as the
latter have a view on customer impact. Service Problem Management processes are
responsible for informing Problem Handling processes of any potential customer
problems. Where the original report arose as a result of customer problems, the Service
Problem Management processes may be coordinated by Problem Handling processes.

Explanatory

Mandatory

Optional

Interactions

Create Service Trouble Report

Process Context

Brief Description
Create a new service trouble report.

The objective of the Create Service Trouble Report process is to create a new service
trouble report.
A new service trouble report may be created as a result of service alarm event notification
analysis, and subsequent creation of new service alarm event records, undertaken by the
Survey & Analyze Service Problem processes, or at the request of analysis undertaken
by other processes in the CRM ( in particular a Customer Problem Report can generate
one or more Service Trouble Reports), RM&O, SM&O or S/PRM layers which detect that
some form of failure has occurred for which service restoration activity is required to
restore normal operation.
If the service trouble report is created as a result of a notification or request from
processes other than the Survey & Analyze Service Problem processes, the Create
Service Trouble Report processes are responsible for converting the received information
into a form suitable for the Service Problem Management processes, and for requested
additional information if required.
These processes will make estimates of the time to restore service which will be included
in the new service trouble report so that other processes can gain access to this
information.

Explanatory

Mandatory

Optional

Interactions

Diagnose Service Problem

Process Context

Brief Description
Identify the root cause of the specific service problem

The objective of the Diagnose Service Problem processes is to identify the root cause of
the specific service problem. These processes are invoked by the Track & Manage
Service Problem processes.
Verifying whether the service configuration matches the appropriate product features;
Performing diagnostics against the specific services;
Running tests against the specific services;
Starting and stopping audits against specific services; and
Scheduling routine testing of the specific services.
The Diagnose Service Problem processes will make the results of the root cause analysis
available to other processes. The Diagnose Service Problem processes will update the
open service trouble report, as required during the assessment, and when the root cause
When the process is complete the Diagnose Service Problem processes will notify the
Track & Manage Service Problem processes.

Explanatory

Mandatory

Optional

Interactions

Correct & Resolve Service Problem

Process Context

Brief Description

The objective of the Correct & Resolve Service Problem processes is to restore the
service to a normal operational state as efficiently as possible.
Based on the nature of the service failure leading to the associated service alarm event
notification, automatic restoration procedures might be triggered. Manual restoration
activity is assigned to the Correct & Resolve Service Problem processes from the Track &
Manage Service Problem processes.
Depending on the nature of the specific service failure, these processes may possibly re-
assign services or re-configure service parameters.
For large service failures requiring extensive re-assignment and/or re-configuration
activity to restore normal operation, these processes will attempt to implement work-
arounds to recover the specific service operation. In these circumstances, recovery of
normal operation may require invocation of the Support Service Problem Management
processes.
through temporary work-arounds or an unsuccessful attempt at service restoration to
Track & Manage Service Problem through updates to the associated service trouble
report.

Explanatory

Mandatory

Optional

Interactions

Track & Manage Service Problem

Process Context

Brief Description
Ensure that testing, repair and restoration activities are assigned, coordinated and
tracked efficiently, and that escalation is invoked as required for any open service trouble
reports in jeopardy

The purpose of the Track & Manage Service Problem processes is to ensure that testing,
repair and restoration activities are assigned, coordinated and tracked efficiently, and that
escalation is invoked as required for any open service trouble reports in jeopardy.

Initiating first-in testing using automated remote testing capabilities;
Adding additional information to an open service trouble report based on the first-in
testing;
Scheduling, assigning and coordinating repair and restoration activities;
Generating the respective resource trouble report creation request(s) to Create
Resource Trouble Report based on specific service trouble reports;
Initiate any final testing to confirm clearance of the service problem;
Modifying information in an existing service trouble report based on assignments;
Modifying the service trouble report status;
Canceling a service trouble report when the specific problem was related to a false
service alarm event; and
Monitoring the jeopardy status of open service trouble reports, and escalating service
trouble reports as necessary.

Note that some specific resource components may be owned and managed by
suppliers/partners. In these cases the Track & Manage Service Problem process is
processes for restoration and recovery by the supplier/partner of the specific resource
components.

The Track & Manage Service Problem processes are responsible for engaging external
suppliers/partners in correction and recovery activities when:
higher level expertise and/or higher level support is required to resolve the service
problem, (which may be automatic in the case of highest priority service problems);
the specific service has been purchased from an external supplier (as in an interconnect
service); or
the specific service is delivered by an external partner.

Where the engagement with an external supplier/partner is for purchased or delivered
services, as the case may be, the tracking and management of the supplier/partner
problem resolution activity is actually performed by the S/P Problem Reporting &
Management processes, with the Track & Manage Service Problem processes relegated
to an overall coordination role. The Track & Manage Service Problem processes will also
inform the Close Service Problem processes by modifying the service trouble report
status to cleared when the service problem has been resolved.

Explanatory

Mandatory

Optional

Interactions

Report Service Problem

Process Context

Brief Description
Monitor the status of service trouble reports, provide notifications of any changes and

The objective of the Report Service Problem processes is to monitor the status of service
trouble reports, provide notifications of any changes and provide management reports.
These processes are responsible for continuously monitoring the status of service trouble
reports and managing notifications to processes and other parties registered to receive
notifications of any status changes, for example, Service Quality Management and
Customer QoS/SLA Management processes. Notification lists are managed and
maintained by the Support Service Problem Management processes.
These processes record, analyze and assess the service trouble report status changes to
effectiveness of the overall Service Problem Management process. These specialized
These processes will make the necessary reports about the problem that occurred, the
root cause and the activities carried out for restoration.

Explanatory

Mandatory

Optional

Interactions

Close Service Trouble Report

Process Context

Brief Description
Close a service trouble report when the service problem has been resolved

The objective of the Close Service Trouble Report processes is to close a service trouble
report when the service problem has been resolved.
These processes monitor the status of all open service trouble reports, and recognize
that a service trouble report is ready to be closed when the status is changed to cleared.

Explanatory

Mandatory

Optional

Interactions

Survey & Analyze Service Problem

Process Context

Brief Description
Monitor service alarm event notifications and manage service alarm event records in real-
time

The objective of the Survey & Analyze Service Problem processes is to monitor service
alarm event notifications and manage service alarm event records in real-time.

Responsibilities of the Survey & Analyze Service Problem processes include, but are not
limited to:

Detecting and collecting service alarm event notifications;
Initiating and managing service alarm event records;
Performing service alarm event notification localization analysis;
Correlating and filtering service alarm event records;
Reporting service alarm event record status changes to other processes;
Managing service alarm event record jeopardy conditions.

Service alarm event notification analysis encompasses the identification of the service
alarm event in terms of reporting entity and nature of the service alarm event. It will then
analyze the service alarm events based on a number of criteria and then suppress
redundant, transient or implied service alarm events by means of filtering and correlation.
It includes the notification of new service alarm event records, or status changes of
previously reported service alarm event records, as well as abatement messages when
service alarm event records have been cleared.

The analysis will correlate service alarm event notifications to planned outage
notifications to remove false service alarm event notifications arising as a result of the
planned outage activity.

These processes may determine that a service alarm event notification may represent a
customer impacting condition. In these circumstances this process is responsible for
indicating a potential customer problem to the Problem Handling processes. As a part of
this indication this process is responsible for identifying the impacted deployed product
instances associated with the service instances presenting alarm event notifications and
passing this information to the Problem Handling processes.

Service alarm event record correlation and filtering encompasses the correlation of
redundant, transient or implied service alarm event notifications with a specific root
cause service alarm event notification and associated service alarm event record.

The Survey & Analyze Service Problem processes might trigger a well-defined action
based on specific service alarm event notification information as well as the non-arrival of
service alarm event notification information after a specific time interval has elapsed.

These processes are also responsible for monitoring and triggering the appropriate action
when a service alarm event record is not cleared within a pre-defined period of time.

Explanatory

Mandatory

Optional

Interactions

1.1.2.3.1 Create Service Trouble Report


Figure 90. Create Service Trouble Report decomposition into level 4 processes

Create Service Trouble Report

Process Context

Brief Description
Create a new service trouble report.

The objective of the Create Service Trouble Report process is to create a new service
trouble report.
A new service trouble report may be created as a result of service alarm event notification
analysis, and subsequent creation of new service alarm event records, undertaken by the
Survey & Analyze Service Problem processes, or at the request of analysis undertaken
by other processes in the CRM ( in particular a Customer Problem Report can generate
one or more Service Trouble Reports), RM&O, SM&O or S/PRM layers which detect that
some form of failure has occurred for which service restoration activity is required to
restore normal operation.
processes other than the Survey & Analyze Service Problem processes, the Create
Service Trouble Report processes are responsible for converting the received information
into a form suitable for the Service Problem Management processes, and for requested
These processes will make estimates of the time to restore service which will be included
in the new service trouble report so that other processes can gain access to this
information.

Explanatory

Mandatory

Optional

Interactions

Generate Service Problem

Process Context

Brief Description
This process creates a new Service Trouble report.


Explanatory

Mandatory
This process creates a new Service Trouble report.

Optional

Interactions

Convert Report To Service Problem Format

Process Context

Brief Description
processes other than the Survey & Analyze Service Problem processes, this process is
responsible for converting the received information into a form suitable for the Service
Problem Management processes, and for requested additional information if required.


Explanatory

Mandatory

Optional

Interactions

Estimate Time For Restoring Service

Process Context

Brief Description
This process estimates the time to restore service which is included in the new Service
Trouble report so that other processes can gain access to this information.


Explanatory

Mandatory

Optional

Interactions

Convert Report To Service Problem Format

Process Context

Brief Description


Explanatory

Mandatory

Optional

Interactions

1.1.2.3.2 Diagnose Service Problem

Figure 91. Diagnose Service Problem decomposition into level 4 processes

Diagnose Service Problem

Process Context

Brief Description
Identify the root cause of the specific service problem

The objective of the Diagnose Service Problem processes is to identify the root cause of
the specific service problem. These processes are invoked by the Track & Manage
Service Problem processes.
Verifying whether the service configuration matches the appropriate product features;
Performing diagnostics against the specific services;
Running tests against the specific services;
Starting and stopping audits against specific services; and
Scheduling routine testing of the specific services.
The Diagnose Service Problem processes will make the results of the root cause analysis
available to other processes. The Diagnose Service Problem processes will update the
open service trouble report, as required during the assessment, and when the root cause
When the process is complete the Diagnose Service Problem processes will notify the
Track & Manage Service Problem processes.

Explanatory

Mandatory

Optional

Interactions

Verify Service Configuration

Process Context

Brief Description
This process verifies whether the service configuration matches the appropriate product
features.


Explanatory

Mandatory
This process verifies whether the service configuration matches the appropriate product
features.

Optional

Interactions

Perform Specific Service Problem Diagnostics

Process Context

Brief Description
This process performs diagnostics against the specific services.


Explanatory

Mandatory
This process performs diagnostics against the specific services.

Optional

Interactions

Perform Specific Service Problem Tests

Process Context

Brief Description


Explanatory

Mandatory

Optional

Interactions

Schedule Routine Service Problem Tests

Process Context

Brief Description
This process schedules routine testing of the specific services.


Explanatory

Mandatory
This process schedules routine testing of the specific services.

Optional

Interactions

Stop And Start Audit On Services

Process Context

Brief Description
This process starts and stops audits against specific services.


Explanatory

Mandatory
This process starts and stops audits against specific services.

Optional

Interactions

Notify T&M Root Cause Service Problem

Process Context

Brief Description
This process makes the results of the root cause analysis available to other processes. It
updates the open Service Trouble report, as required during the assessment, and when
the root cause has been identified. This process notifies the Track & Manage Service
Problem processes.


Explanatory
This process makes the results of the root cause analysis available to other processes.

Mandatory
It updates the open Service Trouble report, as required during the assessment, and when
the root cause has been identified. This process notifies the Track & Manage Service
Problem processes.

Optional

Interactions

1.1.2.3.3 Correct & Resolve Service
Problem


Figure 92. Correct & Resolve Service Problem decomposition into level 4 processes

Correct & Resolve Service Problem

Process Context

Brief Description

The objective of the Correct & Resolve Service Problem processes is to restore the
service to a normal operational state as efficiently as possible.
notification, automatic restoration procedures might be triggered. Manual restoration
activity is assigned to the Correct & Resolve Service Problem processes from the Track &
Manage Service Problem processes.
activity to restore normal operation, these processes will attempt to implement work-
arounds to recover the specific service operation. In these circumstances, recovery of
normal operation may require invocation of the Support Service Problem Management
processes.
through temporary work-arounds or an unsuccessful attempt at service restoration to
Track & Manage Service Problem through updates to the associated service trouble
report.

Explanatory

Mandatory

Optional

Interactions

Reassign / Reconfigure Failed Service

Process Context

Brief Description
assign services or re-configure service parameters. It also reports successful restoration
of normal operation or an unsuccessful attempt at restoration to Track & Manage Service
Problem through updates to the associated Service Trouble report.


Explanatory

Mandatory

Optional

Interactions
It also reports successful restoration of normal operation or an unsuccessful attempt at
restoration to Track & Manage Service Problem through updates to the associated
Service Trouble report.

Manage Service Restoration

Process Context

Brief Description
notification, this restoration process might be triggered. It reports successful restoration
of normal operation or an unsuccessful attempt at restoration to Track & Manage Service


Explanatory

Mandatory
notification, this restoration process might be triggered.

Optional

Interactions
It reports successful restoration of normal operation or an unsuccessful attempt at
restoration to Track & Manage Service Problem through updates to the associated
Service Trouble report.

Implement Service Problem Work Arounds

Process Context

Brief Description
activity to restore normal operation, this process will attempt to implement workarounds to
recover the specific service operation. It also reports restoration through temporary
workarounds or an unsuccessful attempt at restoration to Track & Manage Service


Explanatory
Used for large service failures requiring extensive re-assignment and/or re-configuration
activity to restore normal operation,

Mandatory

Optional

Interactions
Reports restoration to Track & Manage Service Problem through updates to the
associated Service Trouble report.

Invoke Support Service Problem Management Processes

Process Context

Brief Description
This process recovers normal operation by invocation of the Support Service Problem
Management processes. It also reports successful restoration of normal operation or an
unsuccessful attempt at restoration to Track & Manage Service Problem through updates
to the associated Service Trouble report.


Explanatory

Mandatory
This process recovers normal operation by invocation of the Support Service Problem
unsuccessful attempt at restoration to Track & Manage Service Problem through updates

Optional

Interactions
Reports successful restoration to Track & Manage Service Problem through updates to
the associated Service Trouble report.

1.1.2.3.4 Track & Manage Service Problem

Figure 93. Track & Manage Service Problem decomposition into level 4 processes

Track & Manage Service Problem

Process Context

Brief Description
Ensure that testing, repair and restoration activities are assigned, coordinated and
tracked efficiently, and that escalation is invoked as required for any open service trouble
reports in jeopardy

The purpose of the Track & Manage Service Problem processes is to ensure that testing,
repair and restoration activities are assigned, coordinated and tracked efficiently, and that
escalation is invoked as required for any open service trouble reports in jeopardy.

Adding additional information to an open service trouble report based on the first-in
testing;
Resource Trouble Report based on specific service trouble reports;
Modifying information in an existing service trouble report based on assignments;
Modifying the service trouble report status;
Canceling a service trouble report when the specific problem was related to a false
service alarm event; and
Monitoring the jeopardy status of open service trouble reports, and escalating service
trouble reports as necessary.

suppliers/partners. In these cases the Track & Manage Service Problem process is
processes for restoration and recovery by the supplier/partner of the specific resource
components.

The Track & Manage Service Problem processes are responsible for engaging external
suppliers/partners in correction and recovery activities when:
higher level expertise and/or higher level support is required to resolve the service
problem, (which may be automatic in the case of highest priority service problems);
the specific service has been purchased from an external supplier (as in an interconnect
service); or
the specific service is delivered by an external partner.

services, as the case may be, the tracking and management of the supplier/partner
problem resolution activity is actually performed by the S/P Problem Reporting &
Management processes, with the Track & Manage Service Problem processes relegated
to an overall coordination role. The Track & Manage Service Problem processes will also
inform the Close Service Problem processes by modifying the service trouble report
status to cleared when the service problem has been resolved.

Explanatory

Mandatory

Optional

Interactions

Coordinate Service Problem

Process Context

Brief Description
and coordinates repair and restoration activities, undertakes necessary tracking of the
execution progress, modifies information in an existing Service Trouble report based on
assignments, and modifies the Service Trouble report status.


Explanatory

Mandatory

Optional

Interactions

Perform First in Service Testing

Process Context

Brief Description
This process initiates first-in testing using automated remote testing capabilities, and
adds additional information to an open Service Trouble report based on the first-in testing.


Explanatory

Mandatory
adds additional information to an open Service Trouble report based on the first-in testing.

Optional

Interactions

Cancel Service Problem

Process Context

Brief Description
This process cancels a Service Trouble report when the specific trouble was related to a
false alarm event.


Explanatory

Mandatory
This process cancels a Service Trouble report when the specific trouble was related to a
false alarm event.

Optional

Interactions

Escalate/End Service Problem

Process Context

Brief Description
This process monitors the jeopardy status of open Service Trouble reports, and escalates
Service Trouble reports as necessary.


Explanatory

Mandatory
This process monitors the jeopardy status of open Service Trouble reports, and escalates
Service Trouble reports as necessary.

Optional

Interactions

Perform Final Service Test

Process Context

Brief Description
This process initiates any final testing to confirm clearance of the Service Problem.


Explanatory

Mandatory
This process initiates any final testing to confirm clearance of the Service Problem.

Optional

Interactions


Process Context

Brief Description


Explanatory
suppliers/partners.

Mandatory

Optional

Interactions

1.1.2.3.5 Report Service Problem

Figure 94. Report Service Problem decomposition into level 4 processes

Report Service Problem

Process Context

Brief Description
Monitor the status of service trouble reports, provide notifications of any changes and

The objective of the Report Service Problem processes is to monitor the status of service
trouble reports, provide notifications of any changes and provide management reports.
These processes are responsible for continuously monitoring the status of service trouble
notifications of any status changes, for example, Service Quality Management and
Customer QoS/SLA Management processes. Notification lists are managed and
maintained by the Support Service Problem Management processes.
These processes record, analyze and assess the service trouble report status changes to
effectiveness of the overall Service Problem Management process. These specialized
These processes will make the necessary reports about the problem that occurred, the

Explanatory

Mandatory

Optional

Interactions

Monitor Service Problem

Process Context

Brief Description
This process is responsible for continuously monitoring the status of Service Trouble
notifications of any status changes, for example, Resource Performance Management
and Service Quality Management. Notification lists are managed and maintained by the
Support Service Problem Management processes.


Explanatory

Mandatory
This process is responsible for continuously monitoring the status of Service Trouble
and Service Quality Management.

Optional

Interactions
Notification lists are managed and maintained by the Support Service Problem

Distribute Service Problem Notifications

Process Context

Brief Description
This process makes the necessary reports about the Service Problem that occurred, the


Explanatory

Mandatory

Optional

Interactions

Distribute Service Problem Management Reports & Summaries

Process Context

Brief Description


Explanatory

Mandatory

Optional

Interactions

1.1.2.3.7 Survey & Analyze Service
Problem

Figure 95. Survey & Analyze Service Problem decomposition into level 4 processes

Survey & Analyze Service Problem

Process Context

Brief Description
Monitor service alarm event notifications and manage service alarm event records in real-
time

The objective of the Survey & Analyze Service Problem processes is to monitor service
alarm event notifications and manage service alarm event records in real-time.

Responsibilities of the Survey & Analyze Service Problem processes include, but are not
limited to:

Detecting and collecting service alarm event notifications;
Initiating and managing service alarm event records;
Performing service alarm event notification localization analysis;
Correlating and filtering service alarm event records;
Reporting service alarm event record status changes to other processes;
Managing service alarm event record jeopardy conditions.

Service alarm event notification analysis encompasses the identification of the service
alarm event in terms of reporting entity and nature of the service alarm event. It will then
analyze the service alarm events based on a number of criteria and then suppress
redundant, transient or implied service alarm events by means of filtering and correlation.
It includes the notification of new service alarm event records, or status changes of
previously reported service alarm event records, as well as abatement messages when
service alarm event records have been cleared.

The analysis will correlate service alarm event notifications to planned outage
notifications to remove false service alarm event notifications arising as a result of the

These processes may determine that a service alarm event notification may represent a

Service alarm event record correlation and filtering encompasses the correlation of
redundant, transient or implied service alarm event notifications with a specific root
cause service alarm event notification and associated service alarm event record.

The Survey & Analyze Service Problem processes might trigger a well-defined action
based on specific service alarm event notification information as well as the non-arrival of
service alarm event notification information after a specific time interval has elapsed.

when a service alarm event record is not cleared within a pre-defined period of time.

Explanatory

Mandatory

Optional

Interactions

Manage Service Alarm Event Notifications

Process Context

Brief Description
This process may determine that a service alarm event notification may represent a


Explanatory
This process may determine that a service alarm event notification may represent a
indicating a potential customer problem to the Problem Handling processes.

Mandatory
This process is responsible for identifying the impacted deployed product instances
associated with the service instances presenting alarm event notifications and passing
this information to the Problem Handling processes.

Optional

Interactions

Filter Service Alarm Event Notifications

Process Context

Brief Description
This process encompasses the correlation of redundant, transient or implied service
alarm event notifications with a specific root cause service alarm event notification and
associated service alarm event record.


Explanatory

Mandatory

Optional

Interactions

Correlate Service Alarm Event Notifications

Process Context

Brief Description
associated service alarm event record. This process correlates service alarm event
notifications to planned outage notifications to remove false service alarm event
notifications arising as a result of the planned outage activity.


Explanatory

Mandatory
This process correlates service alarm event notifications to planned outage notifications
to remove false service alarm event notifications arising as a result of the planned outage
activity.

Optional

Interactions

Abate Service Alarm Event Records

Process Context

Brief Description
This process includes the notification of new service alarm event records, or status
changes of previously reported service alarm event records, as well as abatement
messages when service alarm event records have been cleared.


Explanatory

Mandatory
This process includes the notification of new service alarm event records, or status
changes of previously reported service alarm event records, as well as abatement
messages when service alarm event records have been cleared.

Optional

Interactions

Trigger Defined Service Alarm Action

Process Context

Brief Description
This process triggers a well-defined action based on specific service alarm event
notification information as well as the non-arrival of service alarm event notification
information after a specific time interval has elapsed. This process is also responsible for
monitoring and triggering the appropriate action when a service alarm event record is not
cleared within a pre-defined period of time.


Explanatory

Mandatory
This process triggers a well-defined action based on specific service alarm event
notification information as well as the non-arrival of service alarm event notification
monitoring and triggering the appropriate action when a service alarm event record is not
cleared within a pre-defined period of time.

Optional

Interactions

1.1.2.4 Service Quality Management


Figure 96. Service Quality Management decomposition into level 3 processes

Service Quality Management

Process Context

Brief Description
Managing, tracking, monitoring, analyzing, improving and reporting on the performance of
specific services

Managing, tracking, monitoring, analyzing, improving and reporting on the performance of
specific services.

Explanatory

Mandatory

Optional

Interactions

Monitor Service Quality

Process Context

Brief Description
Monitor received service quality information and undertake first-in detection

The objective of the Monitor Service Quality processes is to monitor received service
quality information and undertake first-in detection.
Undertake the role of first in detection and collection by monitoring and logging the
received specific service performance quality data;
Comparing the received specific service performance quality data to performance
quality standards set for each specific service (available from the Service Inventory);
Assessing and recording received specific service performance quality data which is
within tolerance limits for performance quality standards, and for which continuous
monitoring and measuring of performance is required;
Recording the results of the continuous monitoring for reporting through the Report
Service Quality Performance processes;
Detect performance quality threshold violations which represent specific service failures
due to abnormal performance;
Pass information about specific service failures due to performance quality threshold
violations to Service Problem Management to manage any necessary restoration activity
as determined by that process;
Pass information about potential specific customer SLA/QoS performance degradations
arising from specific service quality performance degradations (using knowledge about
service to purchased product offering linkages) to Problem Handling to manage any
necessary restoration activity as determined by that process;
Detect performance degradation for specific services which provide early warning of
potential issues;
Forward service performance degradation notifications to other Service Quality
Management processes, which manage activities to restore normal specific service
performance quality; and
Log specific service performance quality degradation and violation details within the
repository in the Manage Service Inventory processes to ensure historical records are
available to support the needs of other processes.
The processes also perform automated service testing using simulated calls simulating
standard user behavior, and collect data related to service usage which may supply
information to other processes (i.e. marketing, service cost, etc) and identify abnormal
usage by the service users (i.e. bad passwords, terminal configurations, etc).

Explanatory

Mandatory

Optional

Interactions

Analyze Service Quality

Process Context

Brief Description
Analyze and evaluate the service quality performance of specific services

The purpose of the Analyze Service Quality processes is to analyze the information
received from the Monitor Service Quality process to evaluate the service quality
performance of specific services.
Using the data from Monitor Service Quality, these processes will correlate events in
order to filter repetitive alarms and failure events that do not affect the quality delivered,
and they will calculate key service quality indicators, (such as Mean Time Between
Failures and other chronic problems).
Undertaking analysis as required on specific service performance information
received from the Monitor Service Quality processes;
Initiating, modifying and cancelling continuous performance data collection
schedules for specific services required to analyze specific service performance. These
schedules are established through requests sent to the Enable Service Quality
Determining the root causes of specific service performance degradations and
violations;
Recording the results of the analysis and intermediate updates in the Service
Inventory for historical analysis and for use as required by other processes; and
Undertaking specific detailed analysis (if the original requested came from
Customer QoS/SLA Management processes) to discover the root cause of customer QoS
performance degradations that may be arising due to interactions between service
instances, without any specific service instance having an unacceptable performance in
its own right.

Explanatory

Mandatory

Optional

Interactions

Improve Service Quality

Process Context

Brief Description
Restore the service quality to a normal operational state as efficiently as possible.

The objective of the Improve Service Quality processes is to restore the service quality to
a normal operational state as efficiently as possible.
These processes follow service improvement plans specified by the supplier/partner, or
use service improvement plans developed by the service provider. Where appropriate
service improvement plans are not available these processes are responsible for
developing appropriate service improvement plans.
Where activity to improve service quality performance is likely to impact other in-use
specific services, this process is responsible for providing appropriate notification of the
improvement proposal and ensuring authorization is received to proceed with the service
improvement plan. When the service improvement activity is about to commence, these
processes are responsible for notifying when service improvement activity is commencing
and when it is completed.
Based on the information determined within the Analyze Service Quality processes and
the nature of the specific service degradation, these processes may possibly re-assign
services or re-configure service parameters.

Explanatory

Mandatory

Optional

Interactions

Report Service Quality Performance

Process Context

Brief Description
Monitor the status of service performance degradation reports, provide notifications of
any changes and provide management reports

The objective of the Report Service Quality Performance processes is to monitor the
status of service performance degradation reports, provide notifications of any changes
and provide management reports.
These processes are responsible for continuously monitoring the status of service
performance degradation reports and managing notifications to other processes in the
SM&O and other process layers, and to other parties registered to receive notifications of
any status changes. Notification lists are managed and maintained by the Enable Service
Quality Management processes.
These processes record, analyze and assess the service performance degradation report
efficiency and effectiveness of the overall Service Quality Management process. These
These processes also report any identified constraints that can affect service quality
standards to other processes. These constraints may include specific resource failures,
capacity shortages due to unexpected demand peaks, etc.

Explanatory

Mandatory

Optional

Interactions

Create Service Performance Degradation Report

Process Context

Brief Description
Create a new service performance degradation report.

The objective of the Create Service Performance Degradation Report process is to create
a new service performance degradation report, modify existing service performance
degradation reports, and request cancellation of existing service performance
A new service performance degradation report may be created as a result of specific
service performance notifications undertaken by the Monitor Service Performance
processes, or at the request of analysis undertaken by other CRM, SM&O or RM&O
processes which detect that some form of deterioration or failure has occurred requires
an assessment of the specific service performance.
If the service performance degradation report is created as a result of a notification or
request from processes other than Monitor Service Performance processes, the Create
Service Performance Degradation Report processes are responsible for converting the
received information into a form suitable for the Service Performance Management
processes, and for requesting additional information if required.

Explanatory

Mandatory

Optional

Interactions

Track & Manage Service Quality Performance Resolution

Process Context

Brief Description
Efficiently assign, coordinate and track specific service performance analysis, restoration
and improvement activities, and escalate any open service performance degradation

The objective of the Track & Manage Service Quality Performance Resolution processes
is to efficiently assign, coordinate and track specific service performance analysis,
restoration and improvement activities, and escalate any open service performance
degradation reports in jeopardy.


Adding additional information to an open service performance degradation report based
on the first-in and on-going analysis;
Scheduling, assigning and coordinating analysis and specific service performance
restoration activities and/or repair activities delegated to other processes;
Resource Trouble Report based on specific service performance degradation reports
where analysis the root cause is related to resources;
Modifying information in an existing service performance degradation report based on
assignments;
Modifying the service performance degradation report status;
Canceling a service performance degradation report when the specific request was
related to a false service failure event; and
Monitoring the jeopardy status of open service performance degradation reports, and
escalating service performance degradation reports as necessary.

suppliers/partners. In these cases the Track & Manage Service Quality Performance
process is responsible for initiating requests, through S/P Performance Management for
resolution by the supplier/partner of the specific resource components.
The Track & Manage Service Quality Performance Resolution processes will also inform
the Close Service Performance Degradation Report processes by modifying the service
performance degradation report status to cleared when the specific service performance
quality issues have been resolved.

Explanatory

Mandatory

Optional

Interactions

Close Service Performance Degradation Report

Process Context

Brief Description
Close a service performance degradation report when the service performance has been
resolved

The objective of the Close Service Performance Degradation Report processes is to
close a service performance degradation report when the service performance has been
resolved.
These processes monitor the status of all open service performance degradation reports,
and recognize that a service performance degradation report is ready to be closed when
the status is changed to cleared.

Explanatory

Mandatory

Optional

Interactions

1.1.2.4.1 Monitor Service Quality

Figure 97. Monitor Service Quality decomposition into level 4 processes

Monitor Service Quality

Process Context

Brief Description
Monitor received service quality information and undertake first-in detection

The objective of the Monitor Service Quality processes is to monitor received service
quality information and undertake first-in detection.
Undertake the role of first in detection and collection by monitoring and logging the
received specific service performance quality data;
Comparing the received specific service performance quality data to performance
quality standards set for each specific service (available from the Service Inventory);
Assessing and recording received specific service performance quality data which is
within tolerance limits for performance quality standards, and for which continuous
monitoring and measuring of performance is required;
Recording the results of the continuous monitoring for reporting through the Report
Service Quality Performance processes;
Detect performance quality threshold violations which represent specific service failures
due to abnormal performance;
Pass information about specific service failures due to performance quality threshold
violations to Service Problem Management to manage any necessary restoration activity
Pass information about potential specific customer SLA/QoS performance degradations
necessary restoration activity as determined by that process;
Detect performance degradation for specific services which provide early warning of
potential issues;
Forward service performance degradation notifications to other Service Quality
Management processes, which manage activities to restore normal specific service
performance quality; and
Log specific service performance quality degradation and violation details within the
repository in the Manage Service Inventory processes to ensure historical records are
available to support the needs of other processes.
The processes also perform automated service testing using simulated calls simulating
standard user behavior, and collect data related to service usage which may supply
information to other processes (i.e. marketing, service cost, etc) and identify abnormal
usage by the service users (i.e. bad passwords, terminal configurations, etc).

Explanatory

Mandatory

Optional

Interactions

Manage Service Performance Quality Data

Process Context

Brief Description
This process monitors and logs the received specific service performance quality data,
compares the received specific service performance quality data to performance quality
standards set for each specific service (available from the Service Inventory), detect
performance quality threshold violations which represent specific service failures due to
abnormal performance, and detects performance degradation for specific services which
provide early warning of potential issues.


Explanatory

Mandatory
This process monitors and logs the received specific service performance quality data,
compares the received specific service performance quality data to performance quality
standards set for each specific service (available from the Service Inventory), detect
performance quality threshold violations which represent specific service failures due to
abnormal performance, and detects performance degradation for specific services which
provide early warning of potential issues.

Optional

Interactions

Record Service Performance Quality Data

Process Context

Brief Description
This process assesses and records received specific service performance quality data
which is within tolerance limits for performance quality standards, and for which
continuous monitoring and measuring of performance is required. It records the results
of the continuous monitoring for reporting through the Report Service Quality
Performance processes, and logs specific service performance quality degradation and
violation details within the repository in the Manage Service Inventory processes to
ensure historical records are available to support the needs of other processes.


Explanatory
This process assesses and records received specific service performance quality data
which is within tolerance limits for performance quality standards, and for which
continuous monitoring and measuring of performance is required.

Mandatory
It records the results of the continuous monitoring for reporting through the Report
Service Quality Performance processes, and logs specific service performance quality
degradation and violation details within the repository in the Manage Service Inventory
processes to ensure historical records are available to support the needs of other
processes.

Optional

Interactions

Correlate Service Performance Event Notifications

Process Context

Brief Description
This process passes information about specific service failures due to performance
quality threshold violations to Service Problem Management to manage any necessary
restoration activity as determined by that process. It passes information about potential
specific customer SLA/QoS performance degradations arising from specific service
quality performance degradations (using knowledge about service to purchased
product offering linkages) to Problem Handling to manage any necessary restoration
activity as determined by that process. It forwards service performance degradation
notifications to other Service Quality Management processes, which manage activities to
restore normal specific service performance quality.

Perform automated service testing using simulated calls simulating standard user
behavior, collect data related to service usage


Explanatory
This process passes information about specific service failures due to performance
quality threshold violations to Service Problem Management to manage any necessary
restoration activity as determined by that process.

Mandatory
passes information about potential specific customer SLA/QoS performance degradations
necessary restoration activity as determined by that process. It forwards service
performance degradation notifications to other Service Quality Management processes,
which manage activities to restore normal specific service performance quality.

Perform automated service testing using simulated calls simulating standard user
behavior, collect data related to service usage

Optional

Interactions
This process forwards service performance degradation notifications to other Service
Quality Management processes

1.1.2.4.2 Analyze Service Quality

Figure 98. Analyze Service Quality decomposition into level 4 processes

Analyze Service Quality

Process Context

Brief Description
Analyze and evaluate the service quality performance of specific services

The purpose of the Analyze Service Quality processes is to analyze the information
received from the Monitor Service Quality process to evaluate the service quality
performance of specific services.
Using the data from Monitor Service Quality, these processes will correlate events in
order to filter repetitive alarms and failure events that do not affect the quality delivered,
and they will calculate key service quality indicators, (such as Mean Time Between
Failures and other chronic problems).
Undertaking analysis as required on specific service performance information
received from the Monitor Service Quality processes;
Determining the root causes of specific service performance degradations and
violations;
Recording the results of the analysis and intermediate updates in the Service
Customer QoS/SLA Management processes) to discover the root cause of customer QoS
its own right.

Explanatory

Mandatory

Optional

Interactions

Perform Specific Service Performance Diagnostics

Process Context

Brief Description
This process performs analysis as required on specific service performance information
received from the Monitor Service Quality processes. It determines the root causes of
specific service performance degradations and violations, records the results of the
analysis and intermediate updates in the Service Inventory for historical analysis and for
use as required by other processes, and undertakes specific detailed analysis (if the
original requested came from Customer QoS/SLA Management processes) to discover
the root cause of customer QoS performance degradations that may be arising due to
interactions between service instances, without any specific service instance having an
unacceptable performance in its own right.


Explanatory
This process performs analysis as required on specific service performance information
received from the Monitor Service Quality processes.

Mandatory
It determines the root causes of specific service performance degradations and
violations, records the results of the analysis and intermediate updates in the Service
Inventory for historical analysis and for use as required by other processes, and
undertakes specific detailed analysis (if the original requested came from Customer
QoS/SLA Management processes) to discover the root cause of customer QoS
its own right.

Optional

Interactions

Manage Service Performance Data Collection Schedules

Process Context

Brief Description
This process initiates, modifies and cancels continuous performance data collection


Explanatory

Mandatory
schedules for specific services required to analyze specific service performance.

Optional

Interactions
These schedules are established through requests sent to the Enable Service Quality

1.1.2.4.3 Improve Service Quality

Figure 99. Improve Service Quality decomposition into level 4 processes

Improve Service Quality

Process Context

Brief Description
Restore the service quality to a normal operational state as efficiently as possible.

The objective of the Improve Service Quality processes is to restore the service quality to
a normal operational state as efficiently as possible.
These processes follow service improvement plans specified by the supplier/partner, or
use service improvement plans developed by the service provider. Where appropriate
service improvement plans are not available these processes are responsible for
developing appropriate service improvement plans.
improvement plan. When the service improvement activity is about to commence, these
processes are responsible for notifying when service improvement activity is commencing
the nature of the specific service degradation, these processes may possibly re-assign
services or re-configure service parameters.

Explanatory

Mandatory

Optional

Interactions

Reassign / Reconfigure Service or Service Parameters

Process Context

Brief Description
the nature of the specific service degradation, this process may re-assign services or re-
configure service parameters.


Explanatory

Mandatory
the nature of the specific service degradation, this process may re-assign services or re-
configure service parameters.

Optional

Interactions

Manage Service Improvement Notification and Authorization

Process Context

Brief Description
improvement plan. When the service improvement activity is about to commence, this
process is responsible for notifying when service improvement activity is commencing


Explanatory
Applies where activity to improve service quality performance is likely to impact other in-
use specific services.

Mandatory
This process is responsible for providing appropriate notification of the improvement
proposal and ensuring authorization is received to proceed with the service improvement
plan. When the service improvement activity is about to commence, this process is
responsible for notifying when service improvement activity is commencing and when it is
completed.

Optional

Interactions

Develop Service Improvement Plans

Process Context

Brief Description
Where appropriate service improvement plans are not available this process is
responsible for developing appropriate service improvement plans.


Explanatory

Mandatory
Where appropriate service improvement plans are not available this process is
responsible for developing appropriate service improvement plans.

Optional

Interactions

1.1.2.4.4 Report Service Quality
Performance

Figure 100. Report Service Quality Performance decomposition into level 4 processes

Report Service Quality Performance

Process Context

Brief Description
Monitor the status of service performance degradation reports, provide notifications of

The objective of the Report Service Quality Performance processes is to monitor the
status of service performance degradation reports, provide notifications of any changes
and provide management reports.
These processes are responsible for continuously monitoring the status of service
SM&O and other process layers, and to other parties registered to receive notifications of
any status changes. Notification lists are managed and maintained by the Enable Service
Quality Management processes.
These processes record, analyze and assess the service performance degradation report
efficiency and effectiveness of the overall Service Quality Management process. These
These processes also report any identified constraints that can affect service quality
standards to other processes. These constraints may include specific resource failures,
capacity shortages due to unexpected demand peaks, etc.

Explanatory

Mandatory

Optional

Interactions

Monitor Service Performance Degradation Report

Process Context

Brief Description
This process is responsible for continuously monitoring the status of Service Performance
Degradation Reports and managing notifications to processes and other parties
and maintained by the Enable Service Quality Management processes.


Explanatory

Mandatory
This process is responsible for continuously monitoring the status of Service Performance
Degradation Reports and managing notifications to processes and other parties
registered to receive notifications of any status changes.

Optional

Interactions
Notification lists are managed and maintained by the Enable Service Quality

Report Constraints to Other Processes

Process Context

Brief Description
This process reports any identified constraints that can affect service quality standards to
other processes. These constraints may include specific resource failures, capacity
shortages due to unexpected demand peaks, etc.


Explanatory

Mandatory
This process reports any identified constraints that can affect service quality standards to
other processes. These constraints may include specific resource failures, capacity
shortages due to unexpected demand peaks, etc.

Optional

Interactions

Distribute Service Quality Management Reports & Summaries

Process Context

Brief Description


Explanatory

Mandatory

Optional

Interactions

1.1.2.4.5 Create Service Performance
Degradation Report


Figure 101. Create Service Performance Degradation Report decomposition into level 4 processes

Create Service Performance Degradation Report

Process Context

Brief Description
Create a new service performance degradation report.

The objective of the Create Service Performance Degradation Report process is to create
a new service performance degradation report, modify existing service performance
degradation reports, and request cancellation of existing service performance
A new service performance degradation report may be created as a result of specific
service performance notifications undertaken by the Monitor Service Performance
processes, or at the request of analysis undertaken by other CRM, SM&O or RM&O
an assessment of the specific service performance.
request from processes other than Monitor Service Performance processes, the Create
Service Performance Degradation Report processes are responsible for converting the
received information into a form suitable for the Service Performance Management

Explanatory

Mandatory

Optional

Interactions

Generate Service Performance Degradation Problem

Process Context

Brief Description
This process creates a new Service Performance Degradation Report as a result of
specific service performance notifications undertaken by the Monitor Service
Performance processes, or at the request of analysis undertaken by other CRM, SM&O
or RM&O processes which detect that some form of deterioration or failure has occurred
requires an assessment of the specific service performance.


Explanatory

Mandatory
This process creates a new Service Performance Degradation Report as a result of
specific service performance notifications undertaken by the Monitor Service
Performance processes, or at the request of analysis undertaken by other CRM, SM&O
requires an assessment of the specific service performance.

Optional

Interactions

Convert Report To Service Performance Degradation Report Format

Process Context

Brief Description
request from processes other than Monitor Service Performance processes, this process
Performance Management processes, and for requesting additional information if
required.


Explanatory
Applies where the service performance degradation report is created as a result of a
notification or request from processes other than Monitor Service Performance
processes,

Mandatory
This process is responsible for converting the received information into a form suitable for
the Service Performance Management processes, and for requesting additional
information if required.

Optional

Interactions

1.1.2.4.6 Track & Manage Service Quality


Figure 102. Track & Manage Service Quality Performance Resolution decomposition into level 4 processes

Track & Manage Service Quality Performance Resolution

Process Context

Brief Description
Efficiently assign, coordinate and track specific service performance analysis, restoration
and improvement activities, and escalate any open service performance degradation

The objective of the Track & Manage Service Quality Performance Resolution processes
is to efficiently assign, coordinate and track specific service performance analysis,
restoration and improvement activities, and escalate any open service performance


Adding additional information to an open service performance degradation report based
on the first-in and on-going analysis;
Scheduling, assigning and coordinating analysis and specific service performance
Resource Trouble Report based on specific service performance degradation reports
where analysis the root cause is related to resources;
Modifying information in an existing service performance degradation report based on
assignments;
Modifying the service performance degradation report status;
Canceling a service performance degradation report when the specific request was
related to a false service failure event; and
Monitoring the jeopardy status of open service performance degradation reports, and
escalating service performance degradation reports as necessary.

suppliers/partners. In these cases the Track & Manage Service Quality Performance
process is responsible for initiating requests, through S/P Performance Management for
resolution by the supplier/partner of the specific resource components.
The Track & Manage Service Quality Performance Resolution processes will also inform
the Close Service Performance Degradation Report processes by modifying the service
performance degradation report status to cleared when the specific service performance
quality issues have been resolved.

Explanatory

Mandatory

Optional

Interactions

Coordinate Service Quality

Process Context

Brief Description
This process schedules, assigns and coordinates analysis and specific service
performance restoration activities and/or repair activities delegated to other processes,
undertakes necessary tracking of the execution progress, modifies information in an
existing Service Performance Degradation Report based on assignments, and modifies
the Service Performance Degradation Report status.


Explanatory

Mandatory
existing Service Performance Degradation Report based on assignments, and modifies
the Service Performance Degradation Report status.

Optional

Interactions

Request Service Performance Degradation Report Creation and Update

Process Context

Brief Description


Explanatory

Mandatory

Optional

Interactions

Update First in Service Testing Results

Process Context

Brief Description
This process adds additional information to an open Service Performance Degradation
Report based on the first-in testing.


Explanatory

Mandatory
This process adds additional information to an open Service Performance Degradation

Optional

Interactions

Cancel Service Performance Degradation Report

Process Context

Brief Description
This process cancels a Service Performance Degradation Report when the specific
trouble was related to a false service failure event.


Explanatory

Mandatory
This process cancels a Service Performance Degradation Report when the specific
trouble was related to a false service failure event.

Optional

Interactions

Escalate/End Service Performance Degradation Report

Process Context

Brief Description
This process monitors the jeopardy status of open Service Performance Degradation
Reports, and escalates Service Performance Degradation Reports as necessary.


Explanatory

Mandatory
This process monitors the jeopardy status of open Service Performance Degradation
Reports, and escalates Service Performance Degradation Reports as necessary.

Optional

Interactions

Clear Service Performance Degradation Report Status

Process Context

Brief Description
This process informs the Close Service Performance Degradation Report process by
modifying the Service Performance Degradation Report status to cleared when the
specific service performance quality issues have been resolved.


Explanatory

Mandatory
This process informs the Close Service Performance Degradation Report process by
modifying the Service Performance Degradation Report status to cleared when the
specific service performance quality issues have been resolved.

Optional

Interactions
This process informs the Close Service Performance Degradation Report process


Process Context

Brief Description


Explanatory
suppliers/partners.

Mandatory

Optional

Interactions

1.1.2.5 Service Guiding & Mediation

Figure 103. Service Guiding & Mediation decomposition into level 3 processes

Service Guiding & Mediation

Process Context

Brief Description
Manage usage events by correlating and formatting them into a useful format as well as
guiding them to an appropriate service.

Service Guiding & Mediation processes manage usage events by correlating and
formatting them into a useful format. These processes include guiding resource events
to an appropriate service, mediation of these usage records, as well as de-duplication of
usage records already processed. These processes provide information on customer-
related and Service-related events to other process areas across assurance and billing.
This includes reports on non-chargeable events and overcharged events and analysis of
event records to identify fraud and prevent further occurrences.

In many cases, this process is performed by a resource such as a network element.

Explanatory

Mandatory

Optional

Interactions

Mediate Service Usage Records

Process Context

Brief Description
Validate, normalize, convert and correlate usage records collected from the resource
layer

The purpose of the Mediate Service Usage Records process is to validate, normalize,
convert and correlate usage records collected. It also removes any duplicate usage
records that have already been processed.

Explanatory

Mandatory

Optional

Interactions

Report Service Usage Records

Process Context

Brief Description
Generate reports on usage records based on requests from other processes

The purpose of the Report Service Usage Record processes is to generate reports on
service usage records based on requests from other processes. These processes
produce reports that may identify abnormalities, which may be caused by fraudulent
activity or related to customer complaints.

Explanatory

Mandatory

Optional

Interactions

Guide Resource Usage Records

Process Context

Brief Description
Relates the usage record to the appropriate service.

The Guide Resource Usage Records process converts/relates the record to the
appropriate service.

In many cases, this process is performed by a resource such as a network element.

Explanatory

Mandatory

Optional

Interactions

Rate Usage Records (DELETED)

Process Context

Brief Description
[Not Available]

[Not Available]

Explanatory

Mandatory

Optional

Interactions

1.1.2.5.1 Mediate Service Usage Records

Figure 104. Mediate Service Usage Records decomposition into level 4 processes

Mediate Service Usage Records

Process Context

Brief Description
Validate, normalize, convert and correlate usage records collected from the resource
layer

The purpose of the Mediate Service Usage Records process is to validate, normalize,
convert and correlate usage records collected. It also removes any duplicate usage
records that have already been processed.

Explanatory

Mandatory

Optional

Interactions

Validate Service Usage Record

Process Context

Brief Description
Validate service usage records collected from the resource layer

The purpose of Validate Service Usage Record process is to validate service usage
records collected from the resource layer. This process is responsible for collecting the
Service Usage Records, filtering out of non-billing relevant Service Usage Records and
validating the Service Usage Records and their integrity. For example, checking loss of
Service Usage Records, illegal characters in Service Usage Records, invalid field length
in Service Usage Records, the service usage duration mismatching to start time and end
time.

Explanatory
for example, checking loss of Service Usage Records, illegal characters in Service Usage
Records, invalid field length in Service Usage Records, the service usage duration
mismatching to start time and end time.

Mandatory
The purpose of Validate Service Usage Record process is to validate service usage
records collected from the resource layer. This process is responsible for collecting the
Service Usage Records, filtering out of non-billing relevant Service Usage Records and
validating the Service Usage Records and their integrity.

Optional

Interactions

Normalize Service Usage Record

Process Context

Brief Description
Normalize service usage records to specific expression format.

The purpose of Normalize Service Usage Record process is to normalize Service Usage
Records to specific expression format. Service Usage Records generated by different
systems are used distinct expressions for same record data. For example, 10 min voice
call can be either expressed by 4 indicators including start time, end time, duration and
QoS, or expressed by 3 indicators excluding end time. This process is responsible for
unifying all Service Usage Records to specific expression manner.

Explanatory
For example, 10 min voice call can be either expressed by 4 indicators including start
time, end time, duration and QoS, or expressed by 3 indicators excluding end time.

Mandatory
The purpose of Normalize Service Usage Record process is to normalize Service Usage
Records to specific expression format. Service Usage Records generated by different
systems are used distinct expressions for same record data. This process is responsible
for unifying all Service Usage Records to specific expression manner.

Optional

Interactions

Convert Service Usage Record

Process Context

Brief Description
Convert service usage records to specific record format.

The purpose of Convert Service Usage Record process is to convert Service Usage
Records to specific record format. The Service Usage Records are collected from
different upstream systems and stored in different file formats. This process is
responsible for identifying the data formats of collected Service Usage Records and
changing them to specific common data format for downstream system using. This
process is also responsible for consolidating multiple Service Usage Records and
producing more than one records from single Service Usage Record for varied billing
requirements.

Explanatory
The Service Usage Records are collected from different upstream systems and stored in
different file formats.

Mandatory
The purpose of Convert Service Usage Record process is to convert Service Usage
Records to specific record format. This process is responsible for identifying the data
formats of collected Service Usage Records and changing them to specific common data
format for downstream system using. This process is also responsible for consolidating
multiple Service Usage Records and producing more than one records from single
Service Usage Record for varied billing requirements.

Optional

Interactions

Correlate Service Usage Record

Process Context

Brief Description
Correlate collected service usage records.

The purpose of Correlate Service Usage Record process is to correlate collected service
usage records. Since the Service Usage Records are collected from different upstream
system, sometime more than one Service Usage Records store same service
consumption. In order to resolve this case, this process is responsible for identifying the
correlative Service Usage Records and associating them together for downstream system
use.

Explanatory
Since the Service Usage Records are collected from different upstream system,
sometime more than one Service Usage Records store same service consumption.

Mandatory
The purpose of Correlate Service Usage Record process is to correlate collected service
usage records. In order to resolve this case, this process is responsible for identifying the
correlative Service Usage Records and associating them together for downstream system
use.

Optional

Interactions

Remove Duplicate Service Usage Record

Process Context

Brief Description
Remove service usage records.

The purpose of Remove Service Usage Record process is to remove any duplicate usage
records that have already been processed or to achieve service usage records according
to Service Providers policy. This process includes detect duplicate records and removing
them from billing process. The duplication detection is usually by checking the values of
the key fields of Service Usage Records with combined criteria. Achieving service usage
records is normally happened when the records are no need for further billing process.

Explanatory
The duplication detection is usually by checking the values of the key fields of Service
Usage Records with combined criteria. Achieving service usage records is normally
happened when the records are no need for further billing process.

Mandatory
The purpose of Remove Service Usage Record process is to remove any duplicate usage
records that have already been processed or to achieve service usage records according
to Service Providers policy. This process includes detect duplicate records and removing
them from billing process.

Optional

Interactions

1.1.3.1 RM&O Support & Readiness

Figure 105. RM&O Support & Readiness decomposition into level 3 processes

RM&O Support & Readiness

Process Context

Brief Description
Manage resource infrastructure to ensure that appropriate application, computing and
network resources are available and ready to support the Fulfillment, Assurance and
Billing processes in instantiating and managing resource instances, and for monitoring
and reporting on the capabilities and costs of the individual FAB processes.

RM&O Support & Readiness processes are responsible for managing resource
infrastructure to ensure that appropriate application, computing and network resources
are available and ready to support the Fulfillment, Assurance and Billing processes in
instantiating and managing resource instances, and for monitoring and reporting on the
capabilities and costs of the individual FAB processes.
Responsibilities of these processes include but are not limited to:
Supporting the operational introduction of new and/or modified resource infrastructure
and conducting operations readiness testing and acceptance;
Managing planned outages;
Managing and ensuring the ongoing quality of the Resource Inventory;
Analyzing availability and performance over time on resources or groups of resources,
including trend analysis and forecasting;
Demand balancing in order to maintain resource capacity and performance
Performing pro-active maintenance and repair activities;
Establishing and managing the workforce to support the eTOM processes; and
Managing spares, repairs, warehousing, transport and distribution of resources and
consumable goods.

Explanatory

Mandatory

Optional

Interactions

Enable Resource Provisioning

Process Context

Brief Description
Planning and deployment of new and/or modified resource infrastructure to ensure
availability of sufficient resource infrastructure to support the Resource Provisioning
processes, and monitoring, managing and reporting on the capability of the Resource

The responsibilities of the Enable Resource Provisioning processes are twofold - planning
and deployment of new and/or modified resource infrastructure to ensure availability of
sufficient resource infrastructure to support the Resource Provisioning processes, and
monitoring, managing and reporting on the capability of the Resource Provisioning
processes.
Forecasting at an operational level resource infrastructure volume requirements and
run-out timeframes;
resource infrastructure;
operation of new and/or modified resource infrastructure;
Creating, deploying, modifying and/or upgrading of resource infrastructure deployment
support tools (including Resource Inventory) and processes for new and/or modified
Developing and promulgating resource infrastructure capacity deployment rules and
controls;
Authoring, reviewing and approving operational procedures developed by Resource
Development & Management processes prior to resource infrastructure deployment;
Testing and acceptance of new and/or modified resource infrastructure as part of the
handover procedure from the Resource Development & Management processes to
Operations;
Detecting resource infrastructure operational limitations and/or deployment
incompatibilities and providing requirements to address these aspects to Resource
Monitoring capacity utilization of deployed resource infrastructure to provide early
detection of potential resource infrastructure shortfalls;
Monitoring of, and reporting on, resource infrastructure and resource instance currency
Reconfiguring and re-arranging under-utilized deployed resource infrastructure
; Managing recovery and/or removal of obsolete or unviable resource infrastructure;
Reporting on deployed resource infrastructure capacity;
processes;
support the Resource Provisioning notification and reporting processes; and
Updating the Resource Inventory of any changes to the available resource infrastructure
capacity.

Explanatory

Mandatory

Optional

Interactions

Enable Resource Performance Management

Process Context

Brief Description
Proactively monitoring and maintaining resource infrastructure, and monitoring, managing
and reporting on the capability of the Resource Performance Management processes.

The responsibilities of the Enable Resource Performance Management processes are
twofold - support Resource Performance Management processes by proactively
monitoring and assessing resource infrastructure performance, and monitoring, managing



for resource instances to support the Resource Performance Management processes;
Monitoring and analyzing the resource instance analyses produced by the Resource
Performance Management processes to identify problems that may be applicable to the
resource infrastructure as a whole;
Sourcing details relating to resource instance performance and analysis from the
resource inventory to assist in the development of trend analyses;
Logging the results of the analysis into the resource inventory repository;
Establishing and managing resource performance data collection schedules, including
requests from Resource Performance

Management processes for additional data to support resource instance performance
analysis;
Tracking and monitoring of the Resource Performance Management processes and
third parties), and reporting on the capability of the Resource Performance Management
processes;
and

Explanatory

Mandatory

Optional

Interactions

Support Resource Trouble Management

Process Context

Brief Description
Proactively undertaking statistically driven preventative and scheduled resource
reporting on the capability of the Resource Trouble Management processes.

The responsibilities of the Support Resource Trouble Management processes are twofold
- support Resource Trouble Management processes by proactively undertaking
statistically driven preventative and scheduled resource infrastructure maintenance
activities, and repair activities, and monitoring, managing and reporting on the capability
of the Resource Trouble Management processes.
These processes are responsible for ensuring that the resource infrastructure is working
resource instance trouble reports and performance reports to identify potential resource
infrastructure or resource instances requiring proactive maintenance and/or replacement;
Requesting scheduling of additional resource instance data collection to assist in the
analysis activity;
Requesting scheduling of resource instance performance testing to assist in analysis
activity;
Developing and managing resource infrastructure and resource instance proactive
Requesting resource provisioning activity to prevent anticipated resource troubles
Reporting outcomes of trend analysis to Resource Development & Management
processes to influence new and/or modified resource infrastructure development;
Establishing and managing resource instance spares holding facilities, including
arrangements with suppliers/partners for vendor managed spares (the actual commercial
agreement is negotiated using Supply Chain Development & Management processes);
Management of issuing and re-stocking of spares;
Establishing and managing resource instance return and repair programs and
associated processes, including both service provider and supplier/partner repair
activities;
Tracking and monitoring of the Resource Trouble Management processes and
third parties), and reporting on the capability of the Resource Trouble Management
processes;
Establishing and managing resource trouble notification facilities and lists to support the
Resource Trouble Management notification and reporting processes; and

Explanatory

Mandatory

Optional

Interactions

Enable Resource Data Collection & Distribution

Process Context

Brief Description
Administering and management of the processes which enable the effective operation of
the resource data collection and data distribution network, and monitoring, managing and
reporting on the capability of the Resource Data Collection & Distribution processes.

The responsibilities of the Enable Resource Data Collection & Distribution processes are
twofold - administering and management of the processes which enable the effective
operation of the resource data collection and data distribution infrastructure, and
monitoring, managing and reporting on the capability of the Resource Data Collection &
Distribution processes.

The Resource Data Collection & Distribution processes may be either scheduled
activities, or may be triggered as a result of ad-hoc events.


Administering and managing the scheduling of resource data collection and resource
data distribution;
Managing the registration and access control processes used by other processes to
gain access to the collected resource data;
download resource data to be distributed to identified resource instances;
Establishing and managing resource data storage facilities, and associated
management processes, within the resource data collection and resource data
distribution infrastructure, to be used as temporary data holding facilities as required;
Tracking and monitoring of the Resource Data Collection and Distribution processes
and associated costs, and reporting on the capability of the Resource Data Collection and
Distribution processes; and
Identifying any technical driven shortcomings of the resource data collection and
resource data distribution infrastructures, and providing input to Resource Development &
Management processes to rectify these issues.

Note that the underlying resource infrastructure used for the actual transport of resource
data are managed as appropriate by other processes within the RM&O and RD&M
horizontal process groupings

Explanatory

Mandatory

Optional

Interactions

Manage Resource Inventory

Process Context

Brief Description
Establish, manage and administer the enterprise's resource inventory, as embodied in the
Resource Inventory Database, and monitor and report on the usage and access to the
resource inventory, and the quality of the data maintained in it

The responsibilities of the Manage Resource Inventory processes are twofold - establish,
manage and administer the enterprises resource inventory, as embodied in the Resource
Inventory Database, and monitor and report on the usage and access to the resource
The resource inventory maintains records of all resource infrastructure and resource
instance configuration, version, and status details. It also records test and performance
results and any other resource related- information, required to support RM&O and other
processes.
The resource inventory is also responsible for maintaining the association between
service instances and resource instances, created as a result of the Resource
Provisioning Management processes.
Identifying the inventory-relevant information requirements to be captured for resource
infrastructure and resource instances;
Identifying, establishing and maintaining resource inventory repository facilities;
Establishing and managing the resource inventory management and information capture
processes;
create, modify, update, delete and/or download resource data to and from the resource
inventory;
Ensuring the resource inventory repository accurately captures and records all identified
resource infrastructure and resource instance details, through use of automated or
manual audits;
Tracking and monitoring of the usage of, and access to, the resource inventory
Identifying any technical driven shortcomings of the resource inventory repository, and
issues.

Explanatory

Mandatory

Optional

Interactions

Manage Logistics

Process Context

Brief Description
Manage and control warehousing, stock level management, physical distribution and
transport of purchased resources and consumable goods.

The responsibility of the Manage Logistics processes is twofold - manage and control
warehousing, stock management, physical distribution and transport of purchased
resources and consumable goods, and monitoring, managing and reporting on the
capability of the Manage Logistics processes.
These processes are applicable for both resources managed by the processes in the
RM&O processes as well as the myriad of consumable goods used by the enterprise in
its day-to-day activities, such as paper, stationery, etc.

These processes manage all operational processes associated with the storage and
distribution of purchased resources and consumable goods from the supplier. In addition,
these processes are responsible for initiating orders for consumable goods, spare parts
and for monitoring and reporting on progress of consumable goods orders. The actual
order placed is managed through the appropriate S/PRM processes.

These purchased items may be temporarily stored in enterprise, vendor or third party
managed warehouses before being delivered to smaller distribution points, or being
delivered direct to site. Or alternatively they may be delivered directly to site from
supplier's facilities.

These processes are responsible for determining the distribution path for individual
resources and consumable goods.

These processes are responsible for the internal operational processes associated with
managing a warehouse including aspects such as yard management, dock management,
pick management, etc. These processes track all goods stored in the warehouse from
the time of inward delivery to outwards dispatch.

These processes manage the co-ordination and control of transport infrastructure,
including land, air and sea transport capabilities. The transport may be owned and
managed by the enterprise, the vendor or a third-party. Different parties may be
responsible for different aspects of the overall end-end transport requirements, i.e., a
vendor may deliver to a warehouse, and a third party from the warehouse to site. These
processes are responsible for determining truck loads, distribution routes, etc.
To the extent that the above processes are managed by either the supplier, or by third
parties, the enterprise processes are responsible for initiating requests, and for
monitoring, tracking and reporting on the operation of the supplier, and/or third party.

Each of the above processes has sub-processes responsible for:

Managing the registration and access control processes that enable enterprise
processes to create, modify, update, delete and/or download individual requests into
supplier and/or third party systems associated with any of the above processes;
Managing the registration and access control processes that enable supplier and/or third
party processes to create, modify, update, delete and/or download relevant details into
enterprise systems associated with any of the above processes;
Managing of issuing and re stocking of spares;
Tracking and monitoring of the usage of, and access to, the specific process and
associated costs of the specific processes, and reporting on the findings; and
Identifying any technical driven shortcomings of the specific automated support
capabilities, and providing input to Resource Development & Management processes to

Explanatory

Mandatory

Optional

Interactions

1.1.3.1.1 Enable Resource Provisioning

Figure 106. Enable Resource Provisioning decomposition into level 4 processes

Enable Resource Provisioning

Process Context

Brief Description

The responsibilities of the Enable Resource Provisioning processes are twofold - planning
and deployment of new and/or modified resource infrastructure to ensure availability of
sufficient resource infrastructure to support the Resource Provisioning processes, and
monitoring, managing and reporting on the capability of the Resource Provisioning
processes.
run-out timeframes;
controls;
Operations;
; Managing recovery and/or removal of obsolete or unviable resource infrastructure;
Reporting on deployed resource infrastructure capacity;
processes;
support the Resource Provisioning notification and reporting processes; and
capacity.

Explanatory

Mandatory

Optional

Interactions

Plan & Forcast Resource Infrastructure Requirements and Manage Capacity Planing.

Process Context

Brief Description

run-out timeframes;

Explanatory

Mandatory

Optional

Interactions

Establish, Manage, and Develop Organization, Tools and Processes

Process Context

Brief Description
Establishing, Creating, Managing, and developing organization, Tools and processes for
operations of new/or modified resource infrastructure.


Explanatory

Mandatory

Optional

Interactions

Develop and Implement Capacity and Operational Rules and Procedures

Process Context

Brief Description
Developing and implementing the capacity deplyment rules and admisnitrating the
infrastructure operational procedures.

controls;

Explanatory

Mandatory

Optional

Interactions

Perform Acceptance Test and Address & Monitor the Change

Process Context

Brief Description
Performing acceptance test during the hand over process of newand/or modified resource
infrastructure. Also monitoring the new and/or modified infrastructure and addressing the
operational limitations.

Operations;

Explanatory

Mandatory

Optional

Interactions

Track & Supervise the Rollout of new and/or Modified Infrastructure

Process Context

Brief Description


Explanatory

Mandatory

Optional

Interactions

Monitor, Report and Release Mgmt. of Resource Infrastructure and Capacity Utilization

Process Context

Brief Description
Monitoring and reporting the capacity utilization of existing infrastructure.


Explanatory

Mandatory

Optional

Interactions

Optimize Existing Resource Infrastructure Utilization

Process Context

Brief Description
Optimizing the infrastructure capacity utilization.


Explanatory

Mandatory

Optional

Interactions

Track, Monitor and Report Resource Provisioning

Process Context

Brief Description
Tracking and monitoring the resource provisioning processes and provide the reporting
support.

processes;
support the Resource Provisioning notification and reporting processes;

Explanatory

Mandatory

Optional

Interactions

Update Inventory Record

Process Context

Brief Description
Updating the inventory record.

capacity.

Explanatory

Mandatory

Optional

Interactions

1.1.3.1.2 Enable Resource Performance
Management

Figure 107. Enable Resource Performance Management decomposition into level 4 processes


Process Context

Brief Description
Proactively monitoring and maintaining resource infrastructure, and monitoring, managing

The responsibilities of the Enable Resource Performance Management processes are
twofold - support Resource Performance Management processes by proactively
monitoring and assessing resource infrastructure performance, and monitoring, managing




analysis;
processes;
and

Explanatory

Mandatory

Optional

Interactions

Monitor & Manage Regulatory Issues

Process Context

Brief Description
Proactively monitoring and dealing regulatory issues to ensure the ongoing performance
of resource infrastructure.


Explanatory

Mandatory

Optional

Interactions

Establish and Maintain Performance Treshold Standards

Process Context

Brief Description
Establishing and maintaining the rules and standards for performance threshold


Explanatory

Mandatory

Optional

Interactions

Undertake Performance Trend Analysis

Process Context

Brief Description
Analysing the performance trends to identify the performance degredation.


Explanatory

Mandatory

Optional

Interactions

Monitor and Analyse Resource Performance Reports, and Identify Issues

Process Context

Brief Description
Review the resource performance management operational report prepared by resource
performance management processes.


Explanatory

Mandatory

Optional

Interactions

Correlate the Performance Problem Reports & Manage Inventory Resitory

Process Context

Brief Description
Correlating the Performance issues indetified based on the performance report review
and logging the results in inventory repository.


Explanatory

Mandatory

Optional

Interactions

Manage Resource Performance Data Collection

Process Context

Brief Description
Develping and managing the resource performance data collection shcedules and
supporting the monitoring activities to gather the resource performance data.


analysis;

Explanatory

Mandatory

Optional

Interactions

Establish, Maintain and Manage the Support Plans

Process Context

Brief Description
Establishing and managing the support facilities and maintaining the testing activities of
resource performance control plans.


Explanatory

Mandatory

Optional

Interactions

Assess and Report Resource Performance Management Processes

Process Context

Brief Description
Track, monitor and assess the resource performance management processes and

processes;

Explanatory

Mandatory

Optional

Interactions

Provide Supporting Procedures and Quality Management Support

Process Context

Brief Description
support for resource perfomrance managmeent processes.

and

Explanatory

Mandatory

Optional

Interactions

1.1.3.1.3 Support Resource Trouble
Management

Figure 108. Support Resource Trouble Management decomposition into level 4 processes

Support Resource Trouble Management

Process Context

Brief Description

The responsibilities of the Support Resource Trouble Management processes are twofold
- support Resource Trouble Management processes by proactively undertaking
statistically driven preventative and scheduled resource infrastructure maintenance
activities, and repair activities, and monitoring, managing and reporting on the capability
of the Resource Trouble Management processes.
These processes are responsible for ensuring that the resource infrastructure is working
analysis activity;
activity;
activities;
processes;

Explanatory

Mandatory

Optional

Interactions

Manage Resource Trouble & Performance Data Collection

Process Context

Brief Description
Reviewing the trend analysis and undertaking the analysis of trouble and performance
report to identify the necessary preventative activities.


Explanatory

Mandatory

Optional

Interactions

Manage Resource Infrastructure, Provisioning and Preventive Maintenance Schedules

Process Context

Brief Description

analysis activity;
activity;

Explanatory

Mandatory

Optional

Interactions

Create Report

Process Context

Brief Description
Proactively gernerating reports based on the trend analysis.


Explanatory

Mandatory

Optional

Interactions

Establish Warehouse and Manage Spares Including S/P

Process Context

Brief Description
Establishing and managing the spares houses and managing the spares including S/P
spares.

activities;

Explanatory

Mandatory

Optional

Interactions

Track, Monitor and Manage RTM Processes Including S/P

Process Context

Brief Description
Track, monitor and assess the resource performance management processes and

processes;

Explanatory

Mandatory

Optional

Interactions

Provide Support for RTM and SPM Processes

Process Context

Brief Description
support for resource trouble managmeent processes.


Explanatory

Mandatory

Optional

Interactions

1.1.3.1.4 Enable Resource Data Collection
& Distribution

Figure 109. Enable Resource Data Collection & Distribution decomposition into level 4 processes


Process Context

Brief Description
Administering and management of the processes which enable the effective operation of
the resource data collection and data distribution network, and monitoring, managing and
reporting on the capability of the Resource Data Collection & Distribution processes.

The responsibilities of the Enable Resource Data Collection & Distribution processes are
twofold - administering and management of the processes which enable the effective
operation of the resource data collection and data distribution infrastructure, and
monitoring, managing and reporting on the capability of the Resource Data Collection &

The Resource Data Collection & Distribution processes may be either scheduled
activities, or may be triggered as a result of ad-hoc events.


data distribution;
Distribution processes; and

Note that the underlying resource infrastructure used for the actual transport of resource
data are managed as appropriate by other processes within the RM&O and RD&M
horizontal process groupings

Explanatory

Mandatory

Optional

Interactions

Manage and Adminiter Resource Data Collection and Distribution

Process Context

Brief Description
Administering and managing the processes which enable the effective operation of the
resource data collection and data distribution network.

data distribution;

Explanatory

Mandatory

Optional

Interactions

Manage Resource Data Storage Facilities and Associated Processes

Process Context

Brief Description
Establishing, managing and maintaining the supporting facilities.


Explanatory

Mandatory

Optional

Interactions

Track, Monitor and Report Resource Data Collection Processes and Capabilities

Process Context

Brief Description
Monitoring, managing and reporting on the capability of the Resource Data Collection &

Distribution processes;

Explanatory

Mandatory

Optional

Interactions

Identify Data Collection Issues and Report

Process Context

Brief Description
Managing and Identifying any Data Collection capability issues and providing warnings.


Explanatory

Mandatory

Optional

Interactions

1.1.3.1.5 Manage Resource Inventory

Figure 110. Manage Resource Inventory decomposition into level 4 processes

Manage Resource Inventory

Process Context

Brief Description
Establish, manage and administer the enterprise's resource inventory, as embodied in the
Resource Inventory Database, and monitor and report on the usage and access to the
resource inventory, and the quality of the data maintained in it

The responsibilities of the Manage Resource Inventory processes are twofold - establish,
manage and administer the enterprises resource inventory, as embodied in the Resource
Inventory Database, and monitor and report on the usage and access to the resource
The resource inventory maintains records of all resource infrastructure and resource
instance configuration, version, and status details. It also records test and performance
results and any other resource related- information, required to support RM&O and other
processes.
The resource inventory is also responsible for maintaining the association between
service instances and resource instances, created as a result of the Resource
Provisioning Management processes.
processes;
inventory;
manual audits;
issues.

Explanatory

Mandatory

Optional

Interactions

Manage Resource Inventory Database and Processes

Process Context

Brief Description
Establishing, managing and administering the enterprise's resource inventory,

processes;
inventory;

Explanatory

Mandatory

Optional

Interactions

Perform Audit Tests

Process Context

Brief Description
Ensuring the supplier/partner inventory repository accurately captures and records all
identified supplier/partner details, through use of automated or manual audits;

manual audits;

Explanatory

Mandatory

Optional

Interactions

Track and Monitor Resource Repository Capabilities

Process Context

Brief Description
Monitoring and reporting on the usage and access to the resource inventory, and the
quality of the data maintained in it.

repository and associated costs, and reporting on the findings;

Explanatory

Mandatory

Optional

Interactions

Identify Repository Issues and Provide and Repors and Warnings

Process Context

Brief Description
Managing and Identifying any Inventory Reppository issues and providing warnings.

issues.

Explanatory

Mandatory

Optional

Interactions

1.1.3.1.7 Manage Logistics


Figure 111. Manage Logistics decomposition into level 4 processes

Manage Logistics

Process Context

Brief Description
Manage and control warehousing, stock level management, physical distribution and
transport of purchased resources and consumable goods.

The responsibility of the Manage Logistics processes is twofold - manage and control
warehousing, stock management, physical distribution and transport of purchased
resources and consumable goods, and monitoring, managing and reporting on the
capability of the Manage Logistics processes.
These processes are applicable for both resources managed by the processes in the
RM&O processes as well as the myriad of consumable goods used by the enterprise in
its day-to-day activities, such as paper, stationery, etc.

These processes manage all operational processes associated with the storage and
distribution of purchased resources and consumable goods from the supplier. In addition,
these processes are responsible for initiating orders for consumable goods, spare parts

These purchased items may be temporarily stored in enterprise, vendor or third party
managed warehouses before being delivered to smaller distribution points, or being
delivered direct to site. Or alternatively they may be delivered directly to site from
supplier's facilities.

These processes are responsible for determining the distribution path for individual
resources and consumable goods.

These processes are responsible for the internal operational processes associated with
managing a warehouse including aspects such as yard management, dock management,
pick management, etc. These processes track all goods stored in the warehouse from
the time of inward delivery to outwards dispatch.

These processes manage the co-ordination and control of transport infrastructure,
including land, air and sea transport capabilities. The transport may be owned and
managed by the enterprise, the vendor or a third-party. Different parties may be
responsible for different aspects of the overall end-end transport requirements, i.e., a
vendor may deliver to a warehouse, and a third party from the warehouse to site. These
processes are responsible for determining truck loads, distribution routes, etc.
To the extent that the above processes are managed by either the supplier, or by third
parties, the enterprise processes are responsible for initiating requests, and for
monitoring, tracking and reporting on the operation of the supplier, and/or third party.

Each of the above processes has sub-processes responsible for:

Managing the registration and access control processes that enable enterprise
processes to create, modify, update, delete and/or download individual requests into
supplier and/or third party systems associated with any of the above processes;
enterprise systems associated with any of the above processes;
Managing of issuing and re stocking of spares;

Explanatory

Mandatory

Optional

Interactions

Manage Warehousing

Process Context

Brief Description
Manage all operational processes associated with the storage and distribution of
purchased resources and consumable goods from the supplier.

Manage all operational processes associated with the storage and distribution of
purchased resources and consumable goods from the supplier.
Determining the distribution path for individual resources and consumable goods.
Responsible for the internal operational processes associated with managing a
warehouse including aspects such as yard management, dock management, pick
management,

Explanatory

Mandatory

Optional

Interactions

Manage Orders

Process Context

Brief Description
These processes are responsible for initiating orders for consumable goods, spare parts

Initiating orders for consumable goods, spare parts and for monitoring and reporting on
progress of consumable goods orders. The actual order placed is managed through the
appropriate S/PRM processes.

Explanatory

Mandatory

Optional

Interactions

Track and Monitor Logistics and Manage Resource Inventory

Process Context

Brief Description
inventory systems associated with any of the above processes;


Explanatory

Mandatory

Optional

Interactions

Identify Logistic Issues and Provide and Reports

Process Context

Brief Description
Identifying any technical driven shortcomings of logistic processes and providint the
report ot resource development and management processes.


Explanatory

Mandatory

Optional

Interactions

1.1.3.2 Resource Provisioning


Figure 112. Resource Provisioning decomposition into level 3 processes

Resource Provisioning

Process Context

Brief Description
Allocation, installation, configuration, activation and testing of specific resources to meet
the service requirements, or in response to requests from other processes to alleviate
specific resource capacity shortfalls, availability concerns or failure conditions.

Resource Provisioning processes encompass allocation, installation, configuration,
activation and testing of specific resources to meet the service requirements, or in
response to requests from other processes to alleviate specific resource capacity
shortfalls, availability concerns or failure conditions.
Responsibilities of the Resource Provisioning processes include, but are not limited to:
Verifying whether appropriate specific resources are available as part of pre-order
feasibility checks;
Allocating the appropriate specific resources to support service orders or requests from
other processes;
Reserving specific resources (if required by the business rules) for a given period of
time until the service order is confirmed;
Possibly initiating delivery of specific resources to the central office, to site or to the
customer premise;
Installation and commissioning of specific resources after delivery;
Configuring and activating physical and/or logical specific resources, as appropriate;
Testing the specific resources to ensure the resource is working correctly;
Recovery of resources;
Updating of the Resource Inventory Database to reflect that the specific resource has
been allocated to specific services, modified or recovered;
Assigning and tracking resource provisioning activities;
Managing resource provisioning jeopardy conditions; and
Reporting progress on resource orders to other processes.

Explanatory

Mandatory

Optional

Interactions

Allocate & Install Resource

Process Context

Brief Description
Allocate specific resources required to support a specific service

The objective of the Allocate & Deliver Resource processes is to allocate specific
resources required to support a specific service.
These activities include but are not limited to:
Investigating the ability to be able to satisfy specific service orders as a part of a
feasibility check;
Reserving or allocating specific resources in response to issued resource orders;
Confirming availability of, or initiating an order for, equipment or software with a
Supplier/Partner; and
Installing and commissioning specific resources following delivery.
Where the Allocate & Deliver Resource processes are requested by a resource order
issued as part of a pre-order feasibility check, these processes determine whether there
are adequate specific resources available to fulfill the request. Where there are not
sufficient specific resources available, these processes may initiate enquiries using the
relevant S/PRM and/or Resource Support & Readiness processes to determine lead
times for specific resource availability. Depending on business rules, and on any specific
levels of commitment contained in the initiating service order, these processes may
reserve specific resources linked to the initiating service order for a period of time, and
releasing them when the time period has expired. These processes are responsible for
creating a response to the initiating processes with respect to the feasibility assessment.
issued in response to a confirmed service order, these processes are responsible for
allocating the specific resources required to satisfy the initiating service order. Any
previously reserved specific resources are marked as allocated.

These process are responsible for initiating, using the S/PRM processes, resource
requisition orders for any specific resources in shortfall. Sufficient information is supplied
with the resource requisition orders to ensure that the appropriate specific resources are
delivered to the appropriate location for installation and configuration. This may include,
for example, a central office, a transmission room, or the customer premise.
Following delivery, these processes are responsible for installing and commissioning
specific resources, and updating the resource inventory as part of these processes.
Where installation of the specific resources requires an upfront major resource
infrastructure, the installation of both the resource infrastructure and specific resources
may be undertaken under the control of the Support Resource Provisioning processes.
The Allocate & Deliver Resource processes will closely interact with the Manage
Resource Inventory processes to determine availability of physical and logical specific
resources to select from, thereby applying specific selection criteria.

Explanatory

Mandatory

Optional

Interactions

Configure & Activate Resource

Process Context

Brief Description
Configure and activate the specific resources allocated against an issued resource order

The objective of the Configure & Activate Resource Processes is to configure and
activate the specific resources allocated against an issued resource order.These
processes are responsible for, but not limited to:

Assessing and planning the approach to be undertaken for configuration and
activation;
Re-use standard configuration and activation processes applicable to specific
resources;
Providing notifications as required if the activation activity requires a planned
outage or is likely to initiate false specific resource alarm event notifications; and
Updating the information contained in the resource inventory as to the
configuration of specific resources and their status.

At the successful conclusion of these activities, the status of the specific resources will
be changed from allocated to activated, which means they are in use.

Explanatory

Mandatory

Optional

Interactions

Test Resource

Process Context

Brief Description
Test specific resources to ensure they are operating within normal parameters

The responsibility of the Test Resource processes is to test specific resources to ensure
they are operating within normal parameters. The objective is to verify whether the
resources are working correctly and meet the appropriate performance levels.
These processes test specific resources against supplier/partner defined test plans, or
against test plans developed by the service provider. Where appropriate test plans are
not available these processes are responsible for developing appropriate test plans.
These processes are also responsible for capturing and storing the test results for
historical and downstream testing comparison purposes.
If these tests succeed, the specific resources will be marked as in-service which means
the specific resources are available for use.

Explanatory

Mandatory

Optional

Interactions

Track & Manage Resource Provisioning

Process Context

Brief Description
Ensure resource provisioning activities are assigned, managed and tracked efficiently

The objective of the Track & Manage Resource Provisioning process is to ensure
resource provisioning activities are assigned, managed and tracked efficiently.
Scheduling, assigning and coordinating resource provisioning related activities;
Escalating status of resource orders in accordance with local policy;
Adding additional information to an existing resource order;
Modifying information in an existing resource order;
Modifying the resource order status;
Canceling a resource order when the initiating service order is cancelled;
Monitoring the jeopardy status of resource orders, and escalating resource
orders as necessary; and
Indicating completion of a resource order by modifying the resource order status.
The Track & Manage Resource Provisioning processes are responsible for engaging
external suppliers in provisioning activities when these have been outsourced or
contracted to external parties.
The Track & Manage Resource Provisioning processes will also inform the Close
Resource Order processes by modifying the resource order status to complete when the
resource order has been fulfilled.

Explanatory

Mandatory

Optional

Interactions

Report Resource Provisioning

Process Context

Brief Description
Monitor the status of resource orders, provide notifications of any changes and provide
management reports.

The objective of the Report Resource Provisioning processes is to monitor the status of
resource orders, provide notifications of any changes and provide management reports.
These processes are responsible for continuously monitoring the status of resource
orders and managing notifications to processes and other parties registered to receive
Enable Resource Provisioning processes.
These processes record, analyze and assess the resource order status changes to
effectiveness of the overall Resource Provisioning process. These specialized

Explanatory

Mandatory

Optional

Interactions

Close Resource Order

Process Context

Brief Description
This process monitors the status of the order and changes the status to closed when it is
completed.

The objective of the Close Resource Order processes is to close a resource order when
the resource provisioning activities have been completed.
These processes monitor the status of all open resource orders, and recognize that a
resource order is ready to be closed when the status is changed to completed.

Explanatory

Mandatory

Optional

Interactions

Issue Resource Orders

Process Context

Brief Description
Issue correct and complete resource orders

The purpose of the Issue Resource Orders processes is to issue correct and complete
resource orders.
The resource orders may be required to satisfy pertinent service order information
received, may arise as a result of requests for resource provisioning to satisfy resource
trouble recovery activities, may arise to alleviate resource performance issues, or may
resources.
These processes assess the information contained in the service order, through a
resource order request, initiating resource process request or supplier/partner initiated
request, to determine the associated resource orders that need to be issued.
The issued resource order may require a feasibility assessment to be undertaken, may
require new provisioning activities for specific resources, may require a change to a
previously issued resource order or may require the deletion/recovery of previously
delivered specific resources.
Where the initiating request or service order has a standard set of associated resource
orders, this process is responsible for issuing the resource orders, and for creating a
record of the relevant initiating request or service order information and the associated
resource orders.
Where the initiating request or service order has special or unusual requirements, and a
specific feasibility assessment has not been previously undertaken, this process marks
the issued resource order as requiring special handling, and passes management for
further processing to the Track & Manage Resource Provisioning process.
specific feasibility assessment has been previously undertaken, this process issues the
previously determined resource orders.
The orchestration, if required, and tracking of the progress of a resource order is the
responsibility of the Track & Manage Resource Provisioning processes.

Explanatory

Mandatory

Optional

Interactions

Recover Resource

Process Context

Brief Description
Recover specific resources that are no longer required.

The responsibility of the Recover Resource processes is to recover specific resources
that are no longer required.
These processes follow recovery plans specified by the supplier/partner, or follow
recovery plans developed by the service provider. Where appropriate recovery plans are
not available these processes are responsible for developing appropriate recovery plans.
Where recovery of resources is likely to impact other in-use specific resources or specific
services, this process is responsible for providing appropriate notification of the recovery
proposal and ensuring authorization is received to proceed with the recovery plan. When
the recovery activity is about to commence, these processes are responsible for notifying
when recovery work is commencing and when it is completed.
When recovered, the specific resources will be marked as unallocated.

Explanatory

Mandatory

Optional

Interactions

Collect, Update & Report Resource Configuration Data (DELETED)

Process Context

Brief Description
[Not Available]

[Not Available]

Explanatory

Mandatory

Optional

Interactions

1.1.3.2.1 Allocate & Install Resource

Figure 113. Allocate & Install Resource decomposition into level 4 processes

Allocate & Install Resource

Process Context

Brief Description
Allocate specific resources required to support a specific service

The objective of the Allocate & Deliver Resource processes is to allocate specific
resources required to support a specific service.
These activities include but are not limited to:
Investigating the ability to be able to satisfy specific service orders as a part of a
feasibility check;
Reserving or allocating specific resources in response to issued resource orders;
Confirming availability of, or initiating an order for, equipment or software with a
Installing and commissioning specific resources following delivery.
issued as part of a pre-order feasibility check, these processes determine whether there
are adequate specific resources available to fulfill the request. Where there are not
sufficient specific resources available, these processes may initiate enquiries using the
relevant S/PRM and/or Resource Support & Readiness processes to determine lead
times for specific resource availability. Depending on business rules, and on any specific
levels of commitment contained in the initiating service order, these processes may
reserve specific resources linked to the initiating service order for a period of time, and
releasing them when the time period has expired. These processes are responsible for
creating a response to the initiating processes with respect to the feasibility assessment.
issued in response to a confirmed service order, these processes are responsible for
allocating the specific resources required to satisfy the initiating service order. Any

These process are responsible for initiating, using the S/PRM processes, resource
requisition orders for any specific resources in shortfall. Sufficient information is supplied
with the resource requisition orders to ensure that the appropriate specific resources are
delivered to the appropriate location for installation and configuration. This may include,
for example, a central office, a transmission room, or the customer premise.
Following delivery, these processes are responsible for installing and commissioning
specific resources, and updating the resource inventory as part of these processes.
Where installation of the specific resources requires an upfront major resource
infrastructure, the installation of both the resource infrastructure and specific resources
may be undertaken under the control of the Support Resource Provisioning processes.
The Allocate & Deliver Resource processes will closely interact with the Manage
Resource Inventory processes to determine availability of physical and logical specific
resources to select from, thereby applying specific selection criteria.

Explanatory

Mandatory

Optional

Interactions

Determine Resource Availability

Process Context

Brief Description
This process investigates the ability to be able to satisfy specific service orders as a part
of a feasibility check. Where the Allocate & Install Resource processes are requested by
a pre-feasibility resource order, or by the Design Resources processes, these processes
determine whether the requested resources are available.


Explanatory
This process investigates the ability to be able to satisfy specific service orders as a part
of a feasibility check.

Mandatory
Where the Allocate & Install Resource processes are requested by a pre-feasibility
resource order, or by the Design Resources processes, these processes determine
whether the requested resources are available.

Optional

Interactions

Reserve Resource

Process Context

Brief Description
This process reserves specific resources in response to issued resource
orders.Depending on business rules, and on any specific levels of commitment contained
in the initiating resource order or resource design request, these processes may reserve
specific resources linked to the initiating resource order or resource design request for a
period of time


Explanatory

Mandatory
This process reserves specific resources in response to issued resource orders

Optional
initiating resource order or resource design request, these processes may reserve
specific resources linked to the initiating resource order or resource design request for a
period of time

Interactions

Release Resource

Process Context

Brief Description


Explanatory

Mandatory

Optional

Interactions

Allocate Resource

Process Context

Brief Description
This process allocates specific resources in response to issued resource orders.Where
the Allocate & Install Resource processes are requested by a resource order issued in
response to a confirmed customer order, this process is responsible for allocating the
specific resources required to satisfy the initiating resource order. Any previously
reserved specific resources are marked as allocated.


Explanatory
This process allocates specific resources in response to issued resource orders.

Mandatory
Where the Allocate & Install Resource processes are requested by a resource order
issued in response to a confirmed customer order, this process is responsible for
allocating the specific resources required to satisfy the initiating resource order. Any

Optional

Interactions

Install and Commission Resource

Process Context

Brief Description
This process is responsible for installing and commissioning specific resources, and
updating the resource inventory as part of these processes


Explanatory

Mandatory
responsible for installing and commissioning specific resources, and updating the
resource inventory as part of these processes

Optional

Interactions

1.1.3.2.2 Configure & Activate Resource


Figure 114. Configure & Activate Resource decomposition into level 4 processes

Configure & Activate Resource

Process Context

Brief Description
Configure and activate the specific resources allocated against an issued resource order

The objective of the Configure & Activate Resource Processes is to configure and
activate the specific resources allocated against an issued resource order.These
processes are responsible for, but not limited to:

Assessing and planning the approach to be undertaken for configuration and
activation;
Re-use standard configuration and activation processes applicable to specific
resources;
Providing notifications as required if the activation activity requires a planned
outage or is likely to initiate false specific resource alarm event notifications; and
Updating the information contained in the resource inventory as to the

At the successful conclusion of these activities, the status of the specific resources will
be changed from allocated to activated, which means they are in use.

Explanatory

Mandatory

Optional

Interactions

Configure Resource

Process Context

Brief Description
This process assesses and plans the approach to be undertaken for configuration. It re-
uses standard configuration and processes applicable to specific resources. It configures
and reconfigures specific resources, including customer premises equipment if part of the
resource provider offering. It provides notifications as required if the configuration
activity requires a planned outage or is likely to initiate false specific resource alarm event
notifications. It update the information contained in the resource inventory as to the


Explanatory
This process re-uses standard implementation processes applicable to specific
resources.

Mandatory
This process assesses and plans the approach to be undertaken for configuration. It
configures and reconfigures specific resources, including customer premises equipment if
part of the resource provider offering. It provides notifications as required if the
configuration activity requires a planned outage or is likely to initiate false specific
resource alarm event notifications. It update the information contained in the resource
inventory as to the configuration of specific resources and their status.

Optional

Interactions
It provides notifications as required

Implement Resource

Process Context

Brief Description
resources. It implements specific resources, including customer premises equipment if
part of the resource provider offering. It provides notifications as required if the
implementation activity requires a planned outage or is likely to initiate false specific
resource alarm event notifications.


Explanatory
resources.

Mandatory
It implements specific resources, including customer premises equipment if part of the
resource provider offering. It provides notifications as required if the implementation
activity requires a planned outage or is likely to initiate false specific resource alarm event
notifications.

Optional

Interactions

Activate Resource

Process Context

Brief Description
This process assesses and plans the approach to be undertaken for activation. It re-uses
standard activation processes applicable to specific resources. It provides notifications
as required if the activation activity requires a planned outage or is likely to initiate false
specific resource alarm event notifications. At the successful conclusion of this activity,
the status of the specific resources will be changed from allocated to activated, which
means they are in-use.


Explanatory
resources.

Mandatory
This process assesses and plans the approach to be undertaken for activation. It
provides notifications as required if the activation activity requires a planned outage or is
likely to initiate false specific resource alarm event notifications. At the successful
conclusion of this activity, the status of the specific resources will be changed from
allocated to activated, which means they are in-use.

Optional

Interactions

1.1.3.2.3 Test Resource


Figure 115. Test Resource decomposition into level 4 processes

Test Resource

Process Context

Brief Description
Test specific resources to ensure they are operating within normal parameters

The responsibility of the Test Resource processes is to test specific resources to ensure
they are operating within normal parameters. The objective is to verify whether the
resources are working correctly and meet the appropriate performance levels.
These processes test specific resources against supplier/partner defined test plans, or
against test plans developed by the service provider. Where appropriate test plans are
not available these processes are responsible for developing appropriate test plans.
These processes are also responsible for capturing and storing the test results for
historical and downstream testing comparison purposes.
If these tests succeed, the specific resources will be marked as in-service which means
the specific resources are available for use.

Explanatory

Mandatory

Optional

Interactions

Test Specific Resources

Process Context

Brief Description
This process tests specific resources against supplier/partner defined test plans, or


Explanatory

Mandatory
This process tests specific resources against supplier/partner defined test plans, or

Optional

Interactions

Develop Test Plans

Process Context

Brief Description


Explanatory

Mandatory

Optional

Interactions

Capture Test Results

Process Context

Brief Description
purposes.


Explanatory

Mandatory
purposes.

Optional

Interactions

1.1.3.2.5 Track & Manage Resource
Provisioning

Figure 116. Track & Manage Resource Provisioning decomposition into level 4 processes

Track & Manage Resource Provisioning

Process Context

Brief Description
Ensure resource provisioning activities are assigned, managed and tracked efficiently

The objective of the Track & Manage Resource Provisioning process is to ensure
resource provisioning activities are assigned, managed and tracked efficiently.
Scheduling, assigning and coordinating resource provisioning related activities;
Escalating status of resource orders in accordance with local policy;
Adding additional information to an existing resource order;
Modifying information in an existing resource order;
Modifying the resource order status;
Canceling a resource order when the initiating service order is cancelled;
Monitoring the jeopardy status of resource orders, and escalating resource
orders as necessary; and
Indicating completion of a resource order by modifying the resource order status.
The Track & Manage Resource Provisioning processes are responsible for engaging
external suppliers in provisioning activities when these have been outsourced or
contracted to external parties.
The Track & Manage Resource Provisioning processes will also inform the Close
Resource Order processes by modifying the resource order status to complete when the
resource order has been fulfilled.

Explanatory

Mandatory

Optional

Interactions

Coordinate Resource Provisioning Activity

Process Context

Brief Description
This process schedules, assigns and coordinates resource provisioning related activities.


Explanatory

Mandatory
This process schedules, assigns and coordinates resource provisioning related activities.

Optional

Interactions

Track Resource Provisioning Activity

Process Context

Brief Description
This process tracks the order execution process.


Explanatory

Mandatory
This process tracks the order execution process.

Optional

Interactions

Manage Resource Provisioning Activity

Process Context

Brief Description
This process escalates resource orders in accordance with local policy, adds information
to an existing resource order, modifies information in an existing resource order, cancels
a resource order when the initiating service order is cancelled, and also modifies the
resource order status, including setting it to complete when the resource order has been
fulfilled.


Explanatory

Mandatory
This process escalates resource orders in accordance with local policy, adds information
to an existing resource order, modifies information in an existing resource order, cancels
a resource order when the initiating service order is cancelled, and also modifies the
resource order status, including setting it to complete when the resource order has been
fulfilled.

Optional

Interactions

1.1.3.2.6 Report Resource Provisioning

Figure 117. Report Resource Provisioning decomposition into level 4 processes

Report Resource Provisioning

Process Context

Brief Description
Monitor the status of resource orders, provide notifications of any changes and provide
management reports.

The objective of the Report Resource Provisioning processes is to monitor the status of
resource orders, provide notifications of any changes and provide management reports.
Enable Resource Provisioning processes.
These processes record, analyze and assess the resource order status changes to
effectiveness of the overall Resource Provisioning process. These specialized

Explanatory

Mandatory

Optional

Interactions

Monitor Resource Order Status

Process Context

Brief Description
This process is responsible for continuously monitoring the status of resource orders.


Explanatory

Mandatory
This process is responsible for continuously monitoring the status of resource orders.

Optional

Interactions

Distribute Resource Order Notification

Process Context

Brief Description


Explanatory

Mandatory

Optional

Interactions

Distribute Resource Provisioning Reports

Process Context

Brief Description
This process records, analyzes and assesses the resource order status changes to
effectiveness of the overall Resource Provisioning process, including specific reports


Explanatory

Mandatory
This process records, analyzes and assesses the resource order status changes to
effectiveness of the overall Resource Provisioning process, including specific reports

Optional

Interactions

1.1.3.2.8 Issue Resource Orders

Figure 118. Issue Resource Orders decomposition into level 4 processes

Issue Resource Orders

Process Context

Brief Description
Issue correct and complete resource orders

The purpose of the Issue Resource Orders processes is to issue correct and complete
resource orders.
The resource orders may be required to satisfy pertinent service order information
received, may arise as a result of requests for resource provisioning to satisfy resource
trouble recovery activities, may arise to alleviate resource performance issues, or may
resources.
These processes assess the information contained in the service order, through a
resource order request, initiating resource process request or supplier/partner initiated
request, to determine the associated resource orders that need to be issued.
The issued resource order may require a feasibility assessment to be undertaken, may
require new provisioning activities for specific resources, may require a change to a
previously issued resource order or may require the deletion/recovery of previously
delivered specific resources.
Where the initiating request or service order has a standard set of associated resource
orders, this process is responsible for issuing the resource orders, and for creating a
record of the relevant initiating request or service order information and the associated
resource orders.
specific feasibility assessment has not been previously undertaken, this process marks
the issued resource order as requiring special handling, and passes management for
further processing to the Track & Manage Resource Provisioning process.
specific feasibility assessment has been previously undertaken, this process issues the
previously determined resource orders.
The orchestration, if required, and tracking of the progress of a resource order is the
responsibility of the Track & Manage Resource Provisioning processes.

Explanatory

Mandatory

Optional

Interactions

Assess Resource Request

Process Context

Brief Description
This process assesses the information contained in the service order, through a resource
order request, initiating resource process request or supplier/partner initiated request, to
determine the associated resource orders that need to be issued.


Explanatory

Mandatory
This process assesses the information contained in the service order, through a resource
order request, initiating resource process request or supplier/partner initiated request, to
determine the associated resource orders that need to be issued.

Optional

Interactions

Create Resource Orders

Process Context

Brief Description
Where the initiating request or the purchased product offering has a standard set of
associated resource orders this process is responsible for issuing the resource orders,
and for creating a record of the relevant initiating request or customer order information
and the associated resource orders.
requirements, and a specific feasibility assessment and/or resource design has been
previously created, this process is responsible for issuing the resource orders, and for
associated resource orders.


Explanatory

Mandatory
Where the initiating request or the purchased product offering has a standard set of
associated resource orders this process is responsible for issuing the resource orders,
and for creating a record of the relevant initiating request or customer order information
and the associated resource orders.
requirements, and a specific feasibility assessment and/or resource design has been
previously created, this process is responsible for issuing the resource orders, and for
associated resource orders.

Optional

Interactions

Mark Resource Order for Special Handling

Process Context

Brief Description
specific feasibility assessment and/or specific resource design has not been previously
created, this process marks the issued resource order as requiring special handling, and
passes management for further processing to the Track & Manage Resource Provisioning
process.


Explanatory

Mandatory
specific feasibility assessment and/or specific resource design has not been previously
created, this process marks the issued resource order as requiring special handling, and
process.

Optional

Interactions
process.

1.1.3.2.9 Recover Resource


Figure 119. Recover Resource decomposition into level 4 processes

Recover Resource

Process Context

Brief Description
Recover specific resources that are no longer required.

The responsibility of the Recover Resource processes is to recover specific resources
that are no longer required.
These processes follow recovery plans specified by the supplier/partner, or follow
recovery plans developed by the service provider. Where appropriate recovery plans are
not available these processes are responsible for developing appropriate recovery plans.
Where recovery of resources is likely to impact other in-use specific resources or specific
services, this process is responsible for providing appropriate notification of the recovery
proposal and ensuring authorization is received to proceed with the recovery plan. When
the recovery activity is about to commence, these processes are responsible for notifying
when recovery work is commencing and when it is completed.
When recovered, the specific resources will be marked as unallocated.

Explanatory

Mandatory

Optional

Interactions

Develop Resource Recovery Plan

Process Context

Brief Description


Explanatory

Mandatory

Optional

Interactions

Provide Resource Recovery Proposal Notification

Process Context

Brief Description


Explanatory

Mandatory

Optional

Interactions

Request Resource Recovery Authorization

Process Context

Brief Description


Explanatory

Mandatory

Optional

Interactions

Commence Resource Recovery

Process Context

Brief Description


Explanatory

Mandatory

Optional

Interactions

Complete Resource Recovery

Process Context

Brief Description
When recovered, the specific resources and/or associated resource specific parameters
will be marked as unallocated.


Explanatory

Mandatory
When recovered, the specific resources and/or associated resource specific parameters
will be marked as unallocated.

Optional

Interactions

Recover Specific Resource

Process Context

Brief Description
This process recovers a specific resource that is no longer required.


Explanatory

Mandatory
This process recovers a specific resource that is no longer required.

Optional

Interactions

1.1.3.3 Resource Trouble Management

Figure 120. Resource Trouble Management decomposition into level 3 processes

Resource Trouble Management

Process Context

Brief Description
Responsible for the management of troubles with specific resources.

Resource Trouble Management processes are responsible for the management of
troubles associated with specific resources. The objectives of these processes are to
efficiently and effectively manage reported resource trouble, isolate the root cause and
act to resolve the resource trouble.

Responsibilities of the Resource Trouble Management processes include, but are not
limited to:

Detecting, analyzing, managing and reporting on resource alarm event notifications;
Initiating and managing resource trouble reports;
Performing resource trouble localization analysis;
Correcting and resolving resource trouble;
Reporting progress on resource trouble reports to other processes;
Assigning & tracking resource trouble testing and repair activities; and
Managing resource trouble jeopardy conditions.

On one hand, resource troubles may relate to Problems in the Service domain and
therefore also potentially in the customer domain. On the other hand, they may relate to
specific resource failures or performance degradations, which are caused by resource
faults.
As such, the Resource Trouble Management processes work with specific resource alarm
event notifications received from Resource Data Collection & Distribution, specific
resource performance notifications from Resource Performance Management, and
potential specific resource trouble notifications from Service Problem Management
processes.

Resource Trouble Management processes perform analysis, decide on the appropriate
specific resources.
However these activities need to interact with the Service Problem Management
processes, as the latter have a view on service impact. Resource Trouble Management
processes are responsible for informing Service Problem Management of any potential
service problems. Where the original report arose as a result of service problems, the
Resource Trouble Management processes may be co-ordinated by Service Problem

Explanatory

Mandatory

Optional

Interactions

Survey & Analyze Resource Trouble

Process Context

Brief Description
Monitor resource alarm event notifications and manage resource alarm event records in
real-time

The objective of the Survey & Analyze Resource Trouble processes is to monitor
resource alarm event notifications and manage resource alarm event records in real-time.

Responsibilities of the Survey & Analyze Resource Trouble processes include, but are
not limited to:
Detecting and collecting resource alarm event notifications;
Initiating and managing resource alarm event records;
Performing resource alarm event notification localization analysis;
Correlating and filtering resource alarm event records;
Reporting resource alarm event record status changes to other processes; and
Managing resource alarm event record jeopardy conditions.

Resource alarm event notification analysis encompasses the identification of the resource
alarm event in terms of reporting entity and nature of the resource alarm event. It will then
analyze the resource alarm events based on a number of criteria and then suppress
redundant, transient or implied resource alarm events by means of filtering and
correlation. It includes the notification of new resource alarm event records, or status
changes of previously reported resource alarm event records, as well as abatement
messages when resource alarm event records have been cleared.

The analysis will correlate resource alarm event notifications to planned outage
notifications to remove false resource alarm event notifications arising as a result of the

These processes may determine that a resource alarm event notification may represent a
service impacting condition. In these circumstances this process is responsible for
indicating a potential service problem to the Service Problem Management processes. As
a part of this indication this process is responsible for identifying the impacted service
instances associated with the resource instances presenting alarm event notifications and
passing this information to the Service Problem Management processes.

Resource alarm event record correlation and filtering encompasses the correlation of
redundant, transient or implied resource alarm event notifications with a specific root
cause resource alarm event notification and associated resource alarm event record.

The Survey & Analyze Resource Trouble processes might trigger a well-defined action
based on specific resource alarm event notification information as well as the non-arrival
of resource alarm event notification information after a specific time interval has elapsed.

when a resource alarm event record is not cleared within a pre-defined period of time.

Explanatory

Mandatory

Optional

Interactions

Localize Resource Trouble

Process Context

Brief Description
Identify the root cause of the specific resource trouble

The objective of the Localize Resource Trouble processes is to identify the root cause of
the specific resource trouble. These processes are invoked by the Track & Manage
Resource Trouble processes.

Verifying whether the resource configuration matches the appropriate service
features;
Performing diagnostics against the specific resources;
Running tests against the specific resources;
Starting and stopping audits against specific resources; and
Scheduling routine testing of the specific resources.

The Localize Resource Trouble processes will make the results of the root cause analysis
available to other processes. The Localize Resource Trouble processes will update the
open resource trouble report, as required during the assessment, and when the root
cause has been identified.
When the process is complete the Localize Resource Trouble processes will notify the
Track & Manage Resource Trouble processes.

Explanatory

Mandatory

Optional

Interactions

Correct & Resolve Resource Trouble

Process Context

Brief Description
Restore or replace resources that have failed as efficiently as possible

The objective of the Correct & Resolve Resource Trouble processes is to restore or
replace resources that have failed as efficiently as possible.
Based on the nature of the resource failure leading to the associated resource alarm
event notification, automatic restoration procedures might be triggered. Manual
restoration activity is assigned to the Correct & Resolve Resource Trouble processes
from the Track & Manage Resource Trouble processes.
Depending on the nature of the specific resource failure, these processes may possibly
repair or replace the failed unit or specific resource. These processes are also
responsible for isolating a unit with a fault and managing the redundant resource units
(e.g. hot standby).
For large resource failures requiring extensive repair and/or replacement activity to
restore normal operation, these processes will attempt to implement work-arounds to
recover the specific resource operation. In these circumstances, recover of normal
operation may require invocation of the Support Resource Trouble Management
processes.
They will also report successful restoration of normal operation, restoration through
temporary work-arounds or an unsuccessful attempt at restoration to Track & Manage
Resource Trouble through updates to the associated resource trouble report.

Explanatory

Mandatory

Optional

Interactions

Track & Manage Resource Trouble

Process Context

Brief Description
Ensure testing, repair and restoration activities are assigned, coordinated and tracked
efficiently, and that escalation is invoked as required for any open resource trouble
reports in jeopardy

The objective of the Track & Manage Resource Trouble is to ensure testing, repair and
restoration activities are assigned, coordinated and tracked efficiently, and that escalation
is invoked as required for any open resource trouble reports in jeopardy. Responsibilities
of these processes include, but are not limited to:
Adding additional information to an open resource trouble report based on the
first-in testing;
Modifying information in an existing resource trouble report based on
assignments;
Modifying the resource trouble report status;
Canceling a resource trouble report when the specific trouble was related to a
false alarm event; and
Monitoring the jeopardy status of open resource trouble reports, and escalating
resource trouble reports as necessary.
The Track & Manage Resource Trouble processes are responsible for engaging external
suppliers in correction and recovery activities when higher level expertise and/or higher
level support is required to resolve the resource trouble. This engagement can be linked
to the priority of the resource trouble report, and could occur automatically for highest
priority resource trouble reports.
The Track & Manage Resource Trouble processes will also inform the Close Resource
Trouble processes by modifying the resource trouble report status to cleared when the
resource trouble has been resolved.

Explanatory

Mandatory

Optional

Interactions

Report Resource Trouble

Process Context

Brief Description
Monitor the status of resource trouble reports, provide notifications of any changes and

The objective of the Report Resource Trouble processes is to monitor the status of
resource trouble reports, provide notifications of any changes and provide management
reports.
trouble reports and managing notifications to processes and other parties registered to
receive notifications of any status changes, for example, Resource Performance
Management and Service Quality Management. Notification lists are managed and
maintained by the Support Resource Trouble Management processes.
These processes record, analyze and assess the resource trouble report status changes
to provide management reports and any specialized summaries of the efficiency and
effectiveness of the overall Resource Trouble Management process. These specialized
These processes will make the necessary reports about the resource trouble that
occurred, the root cause and the activities carried out for restoration.

Explanatory

Mandatory

Optional

Interactions

Close Resource Trouble Report

Process Context

Brief Description
Close a resource trouble report when the resource problem has been resolved

The objective of the Close Service Trouble Report processes is to close a service trouble
report when the service problem has been resolved.
These processes monitor the status of all open service trouble reports, and recognize
that a service trouble report is ready to be closed when the status is changed to cleared.

Explanatory

Mandatory

Optional

Interactions

Create Resource Trouble Report

Process Context

Brief Description
Create a new resource trouble report

The objective of the Create Resource Trouble Report process is to create a new resource
trouble report.
A new resource trouble report may be created as a result of resource alarm event
notification analysis, and subsequent creation of new resource alarm event records,
undertaken by the Survey & Analyze Resource Trouble processes, or at the request of
analysis undertaken by other processes in the RM&O, SM&O (in particular a Service
Trouble Report can generate one or more Resource Trouble Reports) or S/PRM layers
which detect that some form of failure has occurred for which resource restoration activity
is required to restore normal operation.
If the resource trouble report is created as a result of a notification or request from
processes other than the Survey & Analyze Resource Trouble processes, the Create
Resource Trouble Report processes are responsible for converting the received
information into a form suitable for the Resource Trouble Management processes, and for
requesting additional information if required.
These processes will make estimates of the time to restore resource which will be
included in the new resource trouble report so that other processes can gain access to
this information.

Explanatory

Mandatory

Optional

Interactions

1.1.3.3.1 Survey & Analyze Resource
Trouble

Figure 121. Survey & Analyze Resource Trouble decomposition into level 4 processes

Survey & Analyze Resource Trouble

Process Context

Brief Description
Monitor resource alarm event notifications and manage resource alarm event records in
real-time

The objective of the Survey & Analyze Resource Trouble processes is to monitor
resource alarm event notifications and manage resource alarm event records in real-time.

Responsibilities of the Survey & Analyze Resource Trouble processes include, but are
not limited to:
Detecting and collecting resource alarm event notifications;
Initiating and managing resource alarm event records;
Performing resource alarm event notification localization analysis;
Correlating and filtering resource alarm event records;
Reporting resource alarm event record status changes to other processes; and
Managing resource alarm event record jeopardy conditions.

Resource alarm event notification analysis encompasses the identification of the resource
alarm event in terms of reporting entity and nature of the resource alarm event. It will then
analyze the resource alarm events based on a number of criteria and then suppress
redundant, transient or implied resource alarm events by means of filtering and
correlation. It includes the notification of new resource alarm event records, or status

The analysis will correlate resource alarm event notifications to planned outage
notifications to remove false resource alarm event notifications arising as a result of the

These processes may determine that a resource alarm event notification may represent a


The Survey & Analyze Resource Trouble processes might trigger a well-defined action
based on specific resource alarm event notification information as well as the non-arrival
of resource alarm event notification information after a specific time interval has elapsed.

when a resource alarm event record is not cleared within a pre-defined period of time.

Explanatory

Mandatory

Optional

Interactions

Manage Resource Alarm Event Notifications

Process Context

Brief Description
This process may determine that a resource alarm event notification may represent a


Explanatory
This process may determine that a resource alarm event notification may represent a
service impacting condition.

Mandatory
This process is responsible for indicating a potential service problem to the Service
Problem Management processes. As a part of this indication this process is responsible
for identifying the impacted service instances associated with the resource instances
presenting alarm event notifications and passing this information to the Service Problem

Optional

Interactions

Filter Resource Alarm Event Notifications

Process Context

Brief Description
This process encompasses the identification of the resource alarm event in terms of
reporting entity and nature of the resource alarm event. It then analyzes the resource
alarm events based on a number of criteria and then suppresses redundant, transient or
implied resource alarm events by means of filtering and correlation


Explanatory

Mandatory
This process encompasses the identification of the resource alarm event in terms of
reporting entity and nature of the resource alarm event. It then analyzes the resource
alarm events based on a number of criteria and then suppresses redundant, transient or
implied resource alarm events by means of filtering and correlation

Optional

Interactions

Correlate Resource Alarm Event Notifications

Process Context

Brief Description
This process correlates resource alarm event notifications to planned outage notifications
to remove false resource alarm event notifications arising as a result of the planned
outage activity.


Explanatory

Mandatory
This process correlates resource alarm event notifications to planned outage notifications
to remove false resource alarm event notifications arising as a result of the planned
outage activity.

Optional

Interactions

Abate Alarm Event Records

Process Context

Brief Description
This process includes the notification of new resource alarm event records, or status


Explanatory

Mandatory
This process includes the notification of new resource alarm event records, or status

Optional

Interactions

Trigger Defined Action

Process Context

Brief Description
This process triggers a well-defined action based on specific resource alarm event
notification information as well as the non-arrival of resource alarm event notification
monitoring and triggering the appropriate action when a resource alarm event record is
not cleared within a pre-defined period of time.


Explanatory

Mandatory
This process triggers a well-defined action based on specific resource alarm event
notification information as well as the non-arrival of resource alarm event notification
monitoring and triggering the appropriate action when a resource alarm event record is
not cleared within a pre-defined period of time.

Optional

Interactions

1.1.3.3.2 Localize Resource Trouble

Figure 122. Localize Resource Trouble decomposition into level 4 processes

Localize Resource Trouble

Process Context

Brief Description
Identify the root cause of the specific resource trouble

The objective of the Localize Resource Trouble processes is to identify the root cause of
the specific resource trouble. These processes are invoked by the Track & Manage
Resource Trouble processes.

Verifying whether the resource configuration matches the appropriate service
features;
Performing diagnostics against the specific resources;
Running tests against the specific resources;
Starting and stopping audits against specific resources; and
Scheduling routine testing of the specific resources.

The Localize Resource Trouble processes will make the results of the root cause analysis
available to other processes. The Localize Resource Trouble processes will update the
open resource trouble report, as required during the assessment, and when the root
cause has been identified.
When the process is complete the Localize Resource Trouble processes will notify the
Track & Manage Resource Trouble processes.

Explanatory

Mandatory

Optional

Interactions

Verify Resource Configuration

Process Context

Brief Description
This process verifies whether the resource configuration matches the appropriate service
features.


Explanatory

Mandatory
This process verifies whether the resource configuration matches the appropriate service
features.

Optional

Interactions

Perform Specific Resource Trouble Diagnostics

Process Context

Brief Description
This process performs diagnostics against the specific resources.


Explanatory

Mandatory
This process performs diagnostics against the specific resources.

Optional

Interactions

Perform Specific Resource Trouble Tests

Process Context

Brief Description
This process runs tests against the specific resources.


Explanatory

Mandatory
This process runs tests against the specific resources.

Optional

Interactions

Stop And Start Audit On Resources

Process Context

Brief Description
This process starts and stops audits against specific resources.


Explanatory

Mandatory
This process starts and stops audits against specific resources.

Optional

Interactions

Schedule Routine Resource Trouble Tests

Process Context

Brief Description
This process schedules routine testing of the specific resources.


Explanatory

Mandatory
This process schedules routine testing of the specific resources.

Optional

Interactions

Notify T&M Root Cause Resource Trouble

Process Context

Brief Description
This process makes the results of the root cause analysis available to other processes. It
updates the open resource trouble report, as required during the assessment, and when
the root cause has been identified. This process notifies the Track & Manage Resource
Trouble processes.


Explanatory
This process makes the results of the root cause analysis available to other processes.

Mandatory
This process updates the open resource trouble report, as required during the
assessment, and when the root cause has been identified.

Optional

Interactions
This process notifies the Track & Manage Resource Trouble processes.

1.1.3.3.3 Correct & Resolve Resource
Trouble


Figure 123. Correct & Resolve Resource Trouble decomposition into level 4 processes

Correct & Resolve Resource Trouble

Process Context

Brief Description
Restore or replace resources that have failed as efficiently as possible

The objective of the Correct & Resolve Resource Trouble processes is to restore or
replace resources that have failed as efficiently as possible.
Based on the nature of the resource failure leading to the associated resource alarm
event notification, automatic restoration procedures might be triggered. Manual
restoration activity is assigned to the Correct & Resolve Resource Trouble processes
from the Track & Manage Resource Trouble processes.
Depending on the nature of the specific resource failure, these processes may possibly
repair or replace the failed unit or specific resource. These processes are also
responsible for isolating a unit with a fault and managing the redundant resource units
(e.g. hot standby).
For large resource failures requiring extensive repair and/or replacement activity to
restore normal operation, these processes will attempt to implement work-arounds to
recover the specific resource operation. In these circumstances, recover of normal
operation may require invocation of the Support Resource Trouble Management
processes.
They will also report successful restoration of normal operation, restoration through
temporary work-arounds or an unsuccessful attempt at restoration to Track & Manage
Resource Trouble through updates to the associated resource trouble report.

Explanatory

Mandatory

Optional

Interactions

Repair / Replace Failed Resource

Process Context

Brief Description
Depending on the nature of the specific resource failure, this process may possibly repair
or replace the failed unit or specific resource. It also reports successful restoration of
normal operation or an unsuccessful attempt at restoration to Track & Manage Resource
Trouble through updates to the associated resource trouble report.


Explanatory

Mandatory
Depending on the nature of the specific resource failure, this process may possibly repair
or replace the failed unit or specific resource. It also reports successful restoration of
normal operation or an unsuccessful attempt at restoration to Track & Manage Resource
Trouble through updates to the associated resource trouble report.

Optional

Interactions
Reports successful restoration to Track & Manage Resource Trouble through updates to
the associated resource trouble report.

Isolate Unit with Fault

Process Context

Brief Description
This process is responsible for isolating a unit with a fault.


Explanatory

Mandatory
This process is responsible for isolating a unit with a fault.

Optional

Interactions

Manage Standby Resource Units

Process Context

Brief Description
This process is responsible for managing the redundant resource units (e.g. hot standby).


Explanatory

Mandatory
This process is responsible for managing the redundant resource units (e.g. hot standby).

Optional

Interactions

Implement Resource Trouble Work Arounds

Process Context

Brief Description


Explanatory
Applies for large service failures requiring extensive re-assignment and/or re-
configuration activity to restore normal operation,

Mandatory
This process will attempt to implement workarounds to recover the specific service
operation. It also reports restoration through temporary workarounds or an unsuccessful
attempt at restoration to Track & Manage Service Problem through updates to the
associated Service Trouble report.

Optional

Interactions
This process reports restoration to Track & Manage Service Problem through updates

Invoke Support Resource Trouble Management Processes

Process Context

Brief Description
This process recovers normal operation by invocation of the Support Resource Trouble
unsuccessful attempt at restoration to Track & Manage Resource Trouble through
updates to the associated resource trouble report.


Explanatory

Mandatory
This process recovers normal operation by invocation of the Support Resource Trouble
unsuccessful attempt at restoration to Track & Manage Resource Trouble through
updates to the associated resource trouble report.

Optional

Interactions
This process reports successful restoration to Track & Manage Resource Trouble
through updates to the associated resource trouble report.

Trouble


Figure 124. Track & Manage Resource Trouble decomposition into level 4 processes

Track & Manage Resource Trouble

Process Context

Brief Description
efficiently, and that escalation is invoked as required for any open resource trouble
reports in jeopardy

The objective of the Track & Manage Resource Trouble is to ensure testing, repair and
restoration activities are assigned, coordinated and tracked efficiently, and that escalation
is invoked as required for any open resource trouble reports in jeopardy. Responsibilities
of these processes include, but are not limited to:
Adding additional information to an open resource trouble report based on the
first-in testing;
Modifying information in an existing resource trouble report based on
assignments;
Modifying the resource trouble report status;
Canceling a resource trouble report when the specific trouble was related to a
false alarm event; and
Monitoring the jeopardy status of open resource trouble reports, and escalating
resource trouble reports as necessary.
The Track & Manage Resource Trouble processes are responsible for engaging external
suppliers in correction and recovery activities when higher level expertise and/or higher
level support is required to resolve the resource trouble. This engagement can be linked
to the priority of the resource trouble report, and could occur automatically for highest
priority resource trouble reports.
The Track & Manage Resource Trouble processes will also inform the Close Resource
Trouble processes by modifying the resource trouble report status to cleared when the
resource trouble has been resolved.

Explanatory

Mandatory

Optional

Interactions

Coordinate Resource Trouble

Process Context

Brief Description
execution progress, modifies information in an existing resource trouble report based on
assignments, and modifies the resource trouble report status;


Explanatory
finished at the appropriate time and in the appropriate sequence.

Mandatory
This process schedules, assigns and coordinates repair and restoration activities,
existing resource trouble report based on assignments, and modifies the resource trouble
report status;

Optional

Interactions

Perform First in Testing

Process Context

Brief Description
adds additional information to an open resource trouble report based on the first-in
testing.


Explanatory

Mandatory
adds additional information to an open resource trouble report based on the first-in
testing.

Optional

Interactions

Cancel Resource Trouble

Process Context

Brief Description
This process cancels a resource trouble report when the specific trouble was related to a
false alarm event.


Explanatory

Mandatory
This process cancels a resource trouble report when the specific trouble was related to a
false alarm event.

Optional

Interactions

Escalate/End Resource Trouble

Process Context

Brief Description
This process monitors the jeopardy status of open resource trouble reports, and
escalating resource trouble reports as necessary.


Explanatory

Mandatory
This process monitors the jeopardy status of open resource trouble reports, and
escalating resource trouble reports as necessary.

Optional

Interactions

Perform Final Test

Process Context

Brief Description
This process initiates any final testing to confirm clearance of the service problem.


Explanatory

Mandatory
This process initiates any final testing to confirm clearance of the service problem.

Optional

Interactions

Engaging External Suppliers

Process Context

Brief Description
This process is responsible for engaging external suppliers in correction and recovery
activities when higher level expertise and/or higher level support is required to resolve the
resource trouble. This engagement can be linked to the priority of the resource trouble
report, and could occur automatically for highest priority resource trouble reports.


Explanatory

Mandatory
This process is responsible for engaging external suppliers in correction and recovery
activities when higher level expertise and/or higher level support is required to resolve the
resource trouble. This engagement can be linked to the priority of the resource trouble
report, and could occur automatically for highest priority resource trouble reports.

Optional

Interactions

1.1.3.3.5 Report Resource Trouble

Figure 125. Report Resource Trouble decomposition into level 4 processes

Report Resource Trouble

Process Context

Brief Description
Monitor the status of resource trouble reports, provide notifications of any changes and

The objective of the Report Resource Trouble processes is to monitor the status of
resource trouble reports, provide notifications of any changes and provide management
reports.
trouble reports and managing notifications to processes and other parties registered to
receive notifications of any status changes, for example, Resource Performance
Management and Service Quality Management. Notification lists are managed and
maintained by the Support Resource Trouble Management processes.
These processes record, analyze and assess the resource trouble report status changes
to provide management reports and any specialized summaries of the efficiency and
effectiveness of the overall Resource Trouble Management process. These specialized
These processes will make the necessary reports about the resource trouble that
occurred, the root cause and the activities carried out for restoration.

Explanatory

Mandatory

Optional

Interactions

Monitor Resource Trouble

Process Context

Brief Description
This process is responsible for continuously monitoring the status of resource trouble
and Service Quality Management. Notification lists are managed and maintained by the
Support Resource Trouble Management processes.


Explanatory

Mandatory
This process is responsible for continuously monitoring the status of resource trouble
and Service Quality Management.

Optional

Interactions
Notification lists are managed and maintained by the Support Resource Trouble

Distribute Notifications

Process Context

Brief Description


Explanatory

Mandatory

Optional

Interactions

Distribute Management Reports & Summaries

Process Context

Brief Description


Explanatory

Mandatory

Optional

Interactions

1.1.3.3.7 Create Resource Trouble Report


Figure 126. Create Resource Trouble Report decomposition into level 4 processes

Create Resource Trouble Report

Process Context

Brief Description
Create a new resource trouble report

The objective of the Create Resource Trouble Report process is to create a new resource
trouble report.
A new resource trouble report may be created as a result of resource alarm event
notification analysis, and subsequent creation of new resource alarm event records,
undertaken by the Survey & Analyze Resource Trouble processes, or at the request of
analysis undertaken by other processes in the RM&O, SM&O (in particular a Service
Trouble Report can generate one or more Resource Trouble Reports) or S/PRM layers
which detect that some form of failure has occurred for which resource restoration activity
is required to restore normal operation.
processes other than the Survey & Analyze Resource Trouble processes, the Create
Resource Trouble Report processes are responsible for converting the received
information into a form suitable for the Resource Trouble Management processes, and for
requesting additional information if required.
These processes will make estimates of the time to restore resource which will be
included in the new resource trouble report so that other processes can gain access to
this information.

Explanatory

Mandatory

Optional

Interactions

Generate Resource Trouble

Process Context

Brief Description
This process creates a new resource trouble report.


Explanatory

Mandatory
This process creates a new resource trouble report.

Optional

Interactions

Convert Report To Resource Trouble Format

Process Context

Brief Description
processes other than the Survey & Analyze Resource Trouble processes, this process is
responsible for converting the received information into a form suitable for the Resource
Trouble Management processes, and for requesting additional information if required.


Explanatory

Mandatory

Optional

Interactions

Estimate Time For Restoring Resource

Process Context

Brief Description


Explanatory

Mandatory

Optional

Interactions


Process Context

Brief Description
processes other than the Survey & Analyze Resource Trouble processes, this process is
responsible for converting the received information into a form suitable for the Resource
Trouble Management processes, and for requesting additional information if required.


Explanatory
Applies where the resource trouble report is created as a result of a notification or request
from processes other than the Survey & Analyze Resource Trouble processes

Mandatory
This process is responsible for converting the received information into a form suitable for
the Resource Trouble Management processes, and for requesting additional information
if required.

Optional

Interactions

Estimate Time For Restoring Resource

Process Context

Brief Description


Explanatory

Mandatory

Optional

Interactions

1.1.3.4 Resource Performance
Management


Figure 127. Resource Performance Management decomposition into level 3 processes

Resource Performance Management

Process Context

Brief Description
Managing, tracking, monitoring, analyzing, controlling and reporting on the performance
of specific resources

Resource Performance Management processes encompass managing, tracking,
monitoring, analyzing, controlling and reporting on the performance of specific resources.
They work with basic information received from the Resource Data Collection &

If the analysis identifies a resource performance violation or a potential service
performance violation, information will be passed to Resource Trouble Management
and/or Service Quality Management as appropriate. The latter processes are responsible
for deciding on and carrying out the appropriate action/response. This may include
requests to the Resource Performance Management processes to install controls to
optimize the specific resource performance.
The Resource Performance Management processes will continue to track the resource
performance problem, ensuring that resource performance is restored to a level required
to support services.

Explanatory

Mandatory

Optional

Interactions

Monitor Resource Performance

Process Context

Brief Description
Monitor received resource performance information and undertake first-in detection.

The objective of the Monitor Resource Performance processes is to monitor received
resource performance information and undertake first-in detection.
Undertaking the role of first in detection by monitoring the received specific
resource performance data;
Comparing the received specific resource performance data to performance
standards set for each specific resource (available from the Resource Inventory);
Assessing and recording received specific resource performance data which is
within tolerance limits for performance standards, and for which continuous monitoring
and measuring of specific resource performance is required;
Recording the results of the continuous monitoring for reporting through the
Report Resource Performance processes;
Detecting performance threshold violations which represent specific resource
failures due to abnormal performance;
Passing information about resource failures due to performance threshold
violations to Resource Trouble Management to manage any necessary restoration activity
Passing information about potential specific service performance degradations
arising from specific resource degradations to Service Quality Management to manage
any necessary restoration activity as determined by that process;
Detecting performance degradation for specific resources which provide early
warning of potential issues;
Forwarding resource performance degradation notifications to other Resource
Performance Management processes, which manage activities to restore normal specific
resource performance; and
Logging specific resource performance degradation and violation details within
the repository in the Manage Resource Inventory processes to ensure historical records
are available to support the needs of other processes.

Explanatory

Mandatory

Optional

Interactions

Analyze Resource Performance

Process Context

Brief Description
Analyze and evaluate the performance of specific resources

The objective of the Analyze Resource Performance processes is to analyze the
information received from the Monitor Resource Performance process to evaluate the
performance of a specific resource.

Undertaking analysis as required on specific resource performance information
received from the Monitor Resource Performance processes;
schedules for specific resources required to analyze specific resource performance.
These schedules are established through requests sent to the Enable Resource Data
Collection & Distribution processes;
Determining the root causes of specific resource performance degradations and
violations;
Recording the results of the analysis and intermediate updates in the Resource
Service Quality Management processes) to discover the root cause of service
performance degradations that may be arising due to interactions between resource
instances, without any specific resource instance having an unacceptable performance in
its own right.

Explanatory

Mandatory

Optional

Interactions

Control Resource Performance

Process Context

Brief Description
Apply controls to resources in order to optimize the resource performance

The objective of the Control Resource Performance processes is to apply controls to
resource instances in order to optimize the resource performance.
Instantiating controls to attempt to restore resource instances to normal
operation, at the request of Analyze Resource Performance processes. These controls
may be based on established control plans, or the controls may be developed within the
Control Resource Performance processes depending on circumstances.
Instantiating controls to attempt to restore failed resource instances to normal
operation, at the request of Resource Trouble Management or Service Quality
Management processes. These controls may be based on established control plans, or
the controls may be developed within the Control Resource Performance process
depending on circumstances.

Explanatory

Mandatory

Optional

Interactions

Report Resource Performance

Process Context

Brief Description
Monitor the status of resource performance degradation reports, provide notifications of

The objective of the Report Resource Performance processes is to monitor the status of
resource performance degradation reports, provide notifications of any changes and
provide management reports.
RM&O and other layers, and to other parties registered to receive notifications of any
status changes. Notification lists are managed and maintained by the Enable Resource
Performance Management processes.
These processes record, analyze and assess the resource performance degradation
report status changes to provide management reports and any specialized summaries of
the efficiency and effectiveness of the overall Resource Performance Management
process. These specialized summaries could be specific reports required by specific
audiences.

Explanatory

Mandatory

Optional

Interactions

Create Resource Performance Degradation Report

Process Context

Brief Description
Create a new resource performance degradation report

The objective of the Create Resource Performance Degradation Report process is to
create a new resource performance degradation report, modify existing resource
performance degradation reports, and request cancellation of existing resource
A new resource performance degradation report may be created as a result of specific
resource performance notifications undertaken by the Monitor Resource Performance
processes, or at the request of analysis undertaken by other RM&O, SM&O or S/PRM
an assessment of the specific resource performance.
If the resource performance degradation report is created as a result of a notification or
request from processes other than Monitor Resource Performance processes, the Create
Resource Performance Degradation Report processes are responsible for converting the
received information into a form suitable for the Resource Performance Management

Explanatory

Mandatory

Optional

Interactions

Track & Manage Resource Performance Resolution

Process Context

Brief Description
efficiently, and that escalation is invoked as required for any open resource performance
degradation reports in jeopardy

The objective of the Track & Manage Resource Performance Resolution processes is to
efficiently assign, coordinate and track specific resource performance analysis and
control activities, and escalate any open resource performance degradation reports in
jeopardy.


Adding additional information to an open resource performance degradation report
Scheduling, assigning and coordinating analysis and specific resource performance
Generating the respective S/P problem report creation request(s) to Initiate S/P Problem
Report processes based on specific resource performance degradation reports where
analysis the root cause is related to S/P products;
Modifying information in an existing resource performance degradation report based on
assignments;
Modifying the resource performance degradation report status;
Canceling a resource performance degradation report when the specific request was
related to a false resource failure event; and
Monitoring the jeopardy status of open resource performance degradation reports, and
escalating resource performance degradation reports as necessary.

The Track & Manage Resource Performance Resolution processes will also inform the
Close Resource Performance Degradation Report processes by modifying the resource
performance degradation report status to cleared when the specific resource performance
issues have been resolved.

Explanatory

Mandatory

Optional

Interactions

Close Resource Performance Degradation Report

Process Context

Brief Description
Close a resource performance degradation report when the resource performance has
been resolved

The objective of the Close Resource Performance Degradation Report processes is to
close a resource performance degradation report when the resource performance has
been resolved.
These processes monitor the status of all open resource performance degradation
reports, and recognize that a resource performance degradation report is ready to be

Explanatory

Mandatory

Optional

Interactions

1.1.3.4.1 Monitor Resource Performance

Figure 128. Monitor Resource Performance decomposition into level 4 processes

Monitor Resource Performance

Process Context

Brief Description
Monitor received resource performance information and undertake first-in detection.

The objective of the Monitor Resource Performance processes is to monitor received
resource performance information and undertake first-in detection.
Undertaking the role of first in detection by monitoring the received specific
Comparing the received specific resource performance data to performance
standards set for each specific resource (available from the Resource Inventory);
Assessing and recording received specific resource performance data which is
and measuring of specific resource performance is required;
Report Resource Performance processes;
Detecting performance threshold violations which represent specific resource
failures due to abnormal performance;
Passing information about resource failures due to performance threshold
violations to Resource Trouble Management to manage any necessary restoration activity
Passing information about potential specific service performance degradations
arising from specific resource degradations to Service Quality Management to manage
any necessary restoration activity as determined by that process;
Detecting performance degradation for specific resources which provide early
warning of potential issues;
Forwarding resource performance degradation notifications to other Resource
Logging specific resource performance degradation and violation details within
the repository in the Manage Resource Inventory processes to ensure historical records
are available to support the needs of other processes.

Explanatory

Mandatory

Optional

Interactions

Manage Resource Performance Data

Process Context

Brief Description
This process monitors and logs the received specific resource performance quality data,
compares the received specific resource performance data to performance standards set
for each specific resource (available from the Resource Inventory), detects performance
threshold violations which represent specific resource failures due to abnormal
performance, and detects performance degradation for specific resources which provide
early warning of potential issues. This process undertakes the role of first in detection by
monitoring the received specific resource performance data;


Explanatory
This process undertakes the role of first in detection by monitoring the received specific

Mandatory
This process monitors and logs the received specific resource performance quality data,
compares the received specific resource performance data to performance standards set
for each specific resource (available from the Resource Inventory), detects performance
threshold violations which represent specific resource failures due to abnormal
performance, and detects performance degradation for specific resources which provide
early warning of potential issues.

Optional

Interactions

Record Resource Performance Data

Process Context

Brief Description
This process assesses and records received specific resource performance data which is
and measuring of specific resource performance is required. It records the results of the
continuous monitoring for reporting through the Report Resource Performance
processes, and logs specific resource performance degradation and violation details
within the repository in the Manage Resource Inventory processes to ensure historical
records are available to support the needs of other processes.


Explanatory
This process assesses and records received specific resource performance data which is
and measuring of specific resource performance is required.

Mandatory
It records the results of the continuous monitoring for reporting through the Report
Resource Performance processes, and logs specific resource performance degradation
and violation details within the repository in the Manage Resource Inventory processes to
ensure historical records are available to support the needs of other processes.

Optional

Interactions

Correlate Resource Performance Event Notifications

Process Context

Brief Description
This process passes information about potential specific service performance
degradations arising from specific resource degradations to Service Quality Management
to manage any necessary restoration activity as determined by that process. It passes
information about resource failures due to performance threshold violations to Resource
Trouble Management to manage any necessary restoration activity as determined by that
process. It forwards resource performance degradation notifications to other Resource
resource performance


Explanatory
This process passes information about potential specific service performance
degradations arising from specific resource degradations to Service Quality Management
to manage any necessary restoration activity as determined by that process.

Mandatory
It passes information about resource failures due to performance threshold violations to
Resource Trouble Management to manage any necessary restoration activity as
determined by that process.

Optional

Interactions
It forwards resource performance degradation notifications to other Resource

1.1.3.4.2 Analyze Resource Performance


Figure 129. Analyze Resource Performance decomposition into level 4 processes

Analyze Resource Performance

Process Context

Brief Description
Analyze and evaluate the performance of specific resources

The objective of the Analyze Resource Performance processes is to analyze the
information received from the Monitor Resource Performance process to evaluate the
performance of a specific resource.

Undertaking analysis as required on specific resource performance information
received from the Monitor Resource Performance processes;
These schedules are established through requests sent to the Enable Resource Data
Collection & Distribution processes;
Determining the root causes of specific resource performance degradations and
violations;
Recording the results of the analysis and intermediate updates in the Resource
Service Quality Management processes) to discover the root cause of service
performance degradations that may be arising due to interactions between resource
instances, without any specific resource instance having an unacceptable performance in
its own right.

Explanatory

Mandatory

Optional

Interactions

Perform Specific Resource Performance Diagnostics

Process Context

Brief Description
This process performs analysis as required on specific resource performance information
received from the Monitor Service Quality processes. It determines the root causes of
specific resource performance degradations and violations, records the results of the
analysis and intermediate updates in the Resource Inventory for historical analysis and
for use as required by other processes, and undertakes specific detailed analysis (if the
original requested came from Service Quality Management processes) to discover the
root cause of customer QoS performance degradations that may be arising due to
interactions between resource instances, without any specific resource instance having
an unacceptable performance in its own right.


Explanatory
This process performs analysis as required on specific resource performance information
received from the Monitor Service Quality processes.

Mandatory
It determines the root causes of specific resource performance degradations and
violations, records the results of the analysis and intermediate updates in the Resource
Inventory for historical analysis and for use as required by other processes, and
undertakes specific detailed analysis (if the original requested came from Service Quality
Management processes) to discover the root cause of customer QoS performance
degradations that may be arising due to interactions between resource instances, without
any specific resource instance having an unacceptable performance in its own right.

Optional

Interactions

Manage Resource Performance Data Collection Schedules

Process Context

Brief Description
These schedules are established through requests sent to the Enable Resource
Resource Data Collection & Distribution processes.


Explanatory

Mandatory

Optional

Interactions
These schedules are established through requests sent to the Enable Resource
Resource Data Collection & Distribution processes.

1.1.3.4.3 Control Resource Performance

Figure 130. Control Resource Performance decomposition into level 4 processes

Control Resource Performance

Process Context

Brief Description
Apply controls to resources in order to optimize the resource performance

The objective of the Control Resource Performance processes is to apply controls to
resource instances in order to optimize the resource performance.
Instantiating controls to attempt to restore resource instances to normal
operation, at the request of Analyze Resource Performance processes. These controls
may be based on established control plans, or the controls may be developed within the
Control Resource Performance processes depending on circumstances.
Instantiating controls to attempt to restore failed resource instances to normal
operation, at the request of Resource Trouble Management or Service Quality
Management processes. These controls may be based on established control plans, or
the controls may be developed within the Control Resource Performance process
depending on circumstances.

Explanatory

Mandatory

Optional

Interactions

Instantiate Resource Performance Controls

Process Context

Brief Description
Instantiate controls to attempt to restore resource instances to normal operation, at the
request of Analyze Resource Performance processes. These controls may be based on
established control plans, or the controls may be developed within the Control Resource
Performance processes depending on circumstances.


Explanatory
These controls may be based on established control plans, or the controls may be
developed within the Control Resource Performance processes depending on
circumstances.

Mandatory
Instantiate controls to attempt to restore resource instances to normal operation, at the
request of Analyze Resource Performance processes.

Optional

Interactions

Instantiate Resource Trouble Controls

Process Context

Brief Description
Instantiate controls to attempt to restore failed resource instances to normal operation, at
the request of Resource Trouble Management or Service Quality Management
processes. These controls may be based on established control plans, or the controls
may be developed within the Control Resource Performance process depending on
circumstances.


Explanatory
These controls may be based on established control plans, or the controls may be
developed within the Control Resource Performance process depending on
circumstances.

Mandatory
Instantiate controls to attempt to restore failed resource instances to normal operation, at
the request of Resource Trouble Management or Service Quality Management
processes.

Optional

Interactions

1.1.3.4.4 Report Resource Performance

Figure 131. Report Resource Performance decomposition into level 4 processes

Report Resource Performance

Process Context

Brief Description
Monitor the status of resource performance degradation reports, provide notifications of

The objective of the Report Resource Performance processes is to monitor the status of
resource performance degradation reports, provide notifications of any changes and
provide management reports.
RM&O and other layers, and to other parties registered to receive notifications of any
status changes. Notification lists are managed and maintained by the Enable Resource
These processes record, analyze and assess the resource performance degradation
report status changes to provide management reports and any specialized summaries of
audiences.

Explanatory

Mandatory

Optional

Interactions

Monitor Resource Performance Degradation Report

Process Context

Brief Description
This process is responsible for continuously monitoring the status of Resource
Performance Degradation Reports and managing notifications to processes in the RM&O
and other layers, and to other parties registered to receive notifications of any status
changes. Notification lists are managed and maintained by the Enable Resource


Explanatory

Mandatory
This process is responsible for continuously monitoring the status of Resource
Performance Degradation Reports and managing notifications to processes in the RM&O
and other layers, and to other parties registered to receive notifications of any status
changes.

Optional

Interactions
Notification lists are managed and maintained by the Enable Resource Performance

Distribute Resource Quality Management Reports & Summaries

Process Context

Brief Description
This process records, analyzes and assesses the Resource Performance Degradation
audiences.


Explanatory

Mandatory
This process records, analyzes and assesses the Resource Performance Degradation
process.

Optional

Interactions

1.1.3.4.5 Create Resource Performance
Degradation Report

Figure 132. Create Resource Performance Degradation Report decomposition into level 4 processes

Create Resource Performance Degradation Report

Process Context

Brief Description
Create a new resource performance degradation report

The objective of the Create Resource Performance Degradation Report process is to
create a new resource performance degradation report, modify existing resource
performance degradation reports, and request cancellation of existing resource
A new resource performance degradation report may be created as a result of specific
resource performance notifications undertaken by the Monitor Resource Performance
processes, or at the request of analysis undertaken by other RM&O, SM&O or S/PRM
an assessment of the specific resource performance.
request from processes other than Monitor Resource Performance processes, the Create
Resource Performance Degradation Report processes are responsible for converting the
received information into a form suitable for the Resource Performance Management

Explanatory

Mandatory

Optional

Interactions

Generate Resource Performance Degradation Problem

Process Context

Brief Description
This process creates a new Resource Performance Degradation Report as a result of
specific resource performance notifications undertaken by the Monitor Resource
Performance processes, or at the request of analysis undertaken by other RM&O, SM&O
requires an assessment of the specific resource performance.


Explanatory

Mandatory
This process creates a new Resource Performance Degradation Report as a result of
specific resource performance notifications undertaken by the Monitor Resource
Performance processes, or at the request of analysis undertaken by other RM&O, SM&O
requires an assessment of the specific resource performance.

Optional

Interactions

Convert Report To Resource Performance Degradation Report Format

Process Context

Brief Description
request from processes other than Monitor Resource Performance processes, this
process responsible for converting the received information into a form suitable for the
Resource Performance Management processes, and for requesting additional information
if required.


Explanatory

Mandatory
Where the resource performance degradation report is created as a result of a notification
or request from processes other than Monitor Resource Performance processes, this
process responsible for converting the received information into a form suitable for the
Resource Performance Management processes, and for requesting additional information
if required.

Optional

Interactions
Notification or request from processes other than Monitor Resource Performance
processes concerning resource performance degradation report, and requests back for


Figure 133. Track & Manage Resource Performance Resolution decomposition into level 4 processes

Track & Manage Resource Performance Resolution

Process Context

Brief Description
efficiently, and that escalation is invoked as required for any open resource performance
degradation reports in jeopardy

The objective of the Track & Manage Resource Performance Resolution processes is to
efficiently assign, coordinate and track specific resource performance analysis and
control activities, and escalate any open resource performance degradation reports in
jeopardy.


Adding additional information to an open resource performance degradation report
Scheduling, assigning and coordinating analysis and specific resource performance
Generating the respective S/P problem report creation request(s) to Initiate S/P Problem
Report processes based on specific resource performance degradation reports where
analysis the root cause is related to S/P products;
Modifying information in an existing resource performance degradation report based on
assignments;
Modifying the resource performance degradation report status;
Canceling a resource performance degradation report when the specific request was
related to a false resource failure event; and
Monitoring the jeopardy status of open resource performance degradation reports, and
escalating resource performance degradation reports as necessary.

The Track & Manage Resource Performance Resolution processes will also inform the
Close Resource Performance Degradation Report processes by modifying the resource
performance degradation report status to cleared when the specific resource performance
issues have been resolved.

Explanatory

Mandatory

Optional

Interactions

Coordinate Resource Performance

Process Context

Brief Description
existing Resource Performance Degradation Report based on assignments, and modifies
the Resource Performance Degradation Report status


Explanatory

Mandatory
existing Resource Performance Degradation Report based on assignments, and modifies
the Resource Performance Degradation Report status

Optional

Interactions

Request S/P Performance Degradation Report Creation and Update

Process Context

Brief Description
This process generates the respective S/P problem report creation request(s) to Initiate
S/P Problem Report processes based on specific resource performance degradation
reports where analysis the root cause is related to S/P products.


Explanatory

Mandatory
This process generates the respective S/P problem report creation request(s) to Initiate
S/P Problem Report processes based on specific resource performance degradation
reports where analysis the root cause is related to S/P products.

Optional

Interactions

Update First in Resource Testing Results

Process Context

Brief Description
This process adds additional information to an open Resource Performance Degradation


Explanatory

Mandatory
This process adds additional information to an open Resource Performance Degradation

Optional

Interactions

Cancel Resource Performance Degradation Report

Process Context

Brief Description
This process cancels a resource Performance Degradation Report when the specific
trouble was related to a false resource failure event.


Explanatory

Mandatory
This process cancels a resource Performance Degradation Report when the specific
trouble was related to a false resource failure event.

Optional

Interactions

Escalate/End Resource Performance Degradation Report

Process Context

Brief Description
This process monitors the jeopardy status of open Resource Performance Degradation
Reports, and escalates Resource Performance Degradation Reports as necessary.


Explanatory

Mandatory
This process monitors the jeopardy status of open Resource Performance Degradation
Reports, and escalates Resource Performance Degradation Reports as necessary.

Optional

Interactions

Clear Resource Performance Degradation Report Status

Process Context

Brief Description
This process informs the Close Resource Performance Degradation Report process by
modifying the Resource Performance Degradation Report status to cleared when the
specific resource performance quality issues have been resolved.


Explanatory

Mandatory
This process informs the Close Resource Performance Degradation Report process by
modifying the Resource Performance Degradation Report status to cleared when the
specific resource performance quality issues have been resolved.

Optional

Interactions
This process informs the Close Resource Performance Degradation Report processes

Engage External Resource Suppliers

Process Context

Brief Description


Explanatory
by suppliers/partners.

Mandatory
Where some specific resource components are owned and managed by
suppliers/partners, this process is responsible for initiating requests, through S/P
Performance Management, for resolution by the supplier/partner of the specific resource
components. This process will co-ordinate all the actions necessary in order to guarantee
that all tasks are finished at the appropriate time and in the appropriate sequence.

Optional

Interactions
Interaction with Suppliers / Partners

1.1.3.5 Resource Data Collection &
Distribution

Figure 134. Resource Data Collection & Distribution decomposition into level 3 processes

Resource Data Collection & Distribution

Process Context

Brief Description
Collect and/or distribute management information and data records between resource
and service instances and other enterprise processes.

Resource Data Collection & Distribution processes are responsible for collection and/or
distribution of management information and data records between resource and service
instances and other enterprise processes. Resource Data Collection & Distribution
processes interact with the resource and service instances to intercept and/or collect
usage, network and information technology events and other management information for
distribution to other processes within the enterprise, and with enterprise processes to
accept command, query and other management information for distribution to resource
and service instances. The responsibilities of these processes also include processing of
the data and/or management information through activities such as filtering, aggregation,
formatting, transformation and correlation of the information before presentation to other
processes, resource instances or service instances. Client processes for this
management information perform usage reporting and billing activities, as well as Fault
and Performance analysis of resources and services. These include Resource
Performance Management, Service Quality Management and Service & Specific Instance
Rating. Client resource and service instances for this management information use the
management information for configuration, or use the management information to trigger
activities within the resource or service instances.

Explanatory

Mandatory

Optional

Interactions

Collect Management Information & Data

Process Context

Brief Description
Collection of management information and data records from resource and service
instances and other enterprise processes

The Collect Management Information & Data processes are responsible for collection of
management information and data records from resource and service instances and other
enterprise processes. These processes interact with the resource and service instances
to intercept and/or collect usage, network and information technology events and,
performance and other management information for distribution to other processes within
the enterprise, and with enterprise processes to accept command, query and other
management information for distribution to resource and service instances.

Explanatory

Mandatory

Optional

Interactions

Process Management Information & Data

Process Context

Brief Description
Process the management information and/or data into a form suitable for the intended
recipient processes, resource instances or service instances

The Process Management Information & Data processes are responsible for processing
the management information and/or data into a form suitable for the intended recipient
processes, resource instances or service instances.
Identifying the intended recipient processes, resource instances or service instances to
determine the appropriate processing required;
Filtering and/or low level correlation of the management information and/or data based on
well-defined criteria;
Aggregating or disaggregating the management information and/or data to provide summarized
versions; and
Formatting the management information and/or data into a form suitable for the intended
recipient before distribution.

Explanatory

Mandatory

Optional

Interactions

Distribute Management Information & Data

Process Context

Brief Description
Distribute processed management information and/or data to resource instances, service
instances or other processes within the enterprise for further analysis and/or reporting.

The Distribute Management Information & Data processes are responsible for distributing
processed management information and/or data to resource instances, service instances
or other processes within the enterprise for further analysis and/or reporting.
These processes also manage any orchestration required for distribution of the
management information and/or data. Upon successful delivery theses processes are
responsible for informing the original sending process or instance that the information has
been successfully distributed (if required), and for deleting the locally stored information
from any local repositories.

Explanatory

Mandatory

Optional

Interactions

Audit Data Collection & Distribution

Process Context

Brief Description
Audit the management information & data collection, processing and distribution activities
in order to identify possible anomalies.

The Audit Data Collection & Distribution processes are responsible for auditing the
management information & data collection activities in order to identify possible
anomalies such as loss of management information and/or data in the different collection,
processing and distribution steps.

Explanatory

Mandatory

Optional

Interactions

1.1.3.5.1 Collect Management Information
& Data


Figure 135. Collect Management Information & Data decomposition into level 4 processes

Collect Management Information & Data

Process Context

Brief Description
Collection of management information and data records from resource and service
instances and other enterprise processes

The Collect Management Information & Data processes are responsible for collection of
management information and data records from resource and service instances and other
enterprise processes. These processes interact with the resource and service instances
to intercept and/or collect usage, network and information technology events and,
the enterprise, and with enterprise processes to accept command, query and other
management information for distribution to resource and service instances.

Explanatory

Mandatory

Optional

Interactions

Intercept Events/Information

Process Context

Brief Description
Intercept and/or collect usage, network and information technology events and,
the enterprise


Explanatory

Mandatory
Intercept and/or collect usage, network and information technology events and,
the enterprise

Optional

Interactions

Deliver Management Information

Process Context

Brief Description
Accept command, query and other management information from enterprise processes
for distribution to resource and service instances.


Explanatory

Mandatory
Accept command, query and other management information from enterprise processes
for distribution to resource and service instances.

Optional

Interactions

1.1.3.5.2 Process Management
Information & Data


Figure 136. Process Management Information & Data decomposition into level 4 processes

Process Management Information & Data

Process Context

Brief Description
Process the management information and/or data into a form suitable for the intended
recipient processes, resource instances or service instances

The Process Management Information & Data processes are responsible for processing
the management information and/or data into a form suitable for the intended recipient
processes, resource instances or service instances.
Identifying the intended recipient processes, resource instances or service instances to
determine the appropriate processing required;
Filtering and/or low level correlation of the management information and/or data based on
well-defined criteria;
Aggregating or disaggregating the management information and/or data to provide summarized
versions; and
Formatting the management information and/or data into a form suitable for the intended

Explanatory

Mandatory

Optional

Interactions

Determine Recipients for Information/Data

Process Context

Brief Description
Identify the intended recipient processes, resource instances or service instances to
determine the appropriate processing required


Explanatory

Mandatory
Identify the intended recipient processes, resource instances or service instances to
determine the appropriate processing required

Optional

Interactions

Filter Information/Data

Process Context

Brief Description
Filter and/or perform low level correlation of the management information and/or data
based on well-defined criteria


Explanatory

Mandatory
Filter and/or perform low level correlation of the management information and/or data
based on well-defined criteria

Optional

Interactions

Aggregate Information/Data

Process Context

Brief Description
Aggregate or disaggregate the management information and/or data to provide
summarized versions


Explanatory

Mandatory
Aggregate or disaggregate the management information and/or data to provide
summarized versions

Optional

Interactions

Format Information/Data

Process Context

Brief Description
Format the management information and/or data into a form suitable for the intended


Explanatory

Mandatory
Format the management information and/or data into a form suitable for the intended

Optional

Interactions

1.1.3.5.3 Distribute Management
Information & Data


Figure 137. Distribute Management Information & Data decomposition into level 4 processes

Distribute Management Information & Data

Process Context

Brief Description

The Distribute Management Information & Data processes are responsible for distributing
processed management information and/or data to resource instances, service instances
or other processes within the enterprise for further analysis and/or reporting.
These processes also manage any orchestration required for distribution of the
management information and/or data. Upon successful delivery theses processes are
responsible for informing the original sending process or instance that the information has
been successfully distributed (if required), and for deleting the locally stored information
from any local repositories.

Explanatory

Mandatory

Optional

Interactions

Distribute Information/Data

Process Context

Brief Description


Explanatory

Mandatory

Optional

Interactions
Distribute for further analysis and/or reporting.

Manage Distribution

Process Context

Brief Description
Manage any orchestration required for distribution of the management information and/or
data.


Explanatory

Mandatory
Manage any orchestration required for distribution of the management information and/or
data.

Optional

Interactions

Confirm Distribution and Clean-up

Process Context

Brief Description
Inform the original sending process or instance upon successful delivery that the
information has been successfully distributed (if required), and delete the locally stored
information from any local repositories.


Explanatory

Mandatory
Inform the original sending process or instance upon successful delivery that the
information has been successfully distributed (if required), and delete the locally stored
information from any local repositories.

Optional

Interactions
Inform originating process

1.1.3.6 Resource Mediation & Reporting

Figure 138. Resource Mediation & Reporting decomposition into level 3 processes

Resource Mediation & Reporting

Process Context

Brief Description
Manage resource events by correlating and formatting them into a useful format.

Resource Mediation & Reporting processes manage resource events by correlating and
formatting them into a useful format. These processes include the mediation and
reporting of resource records. Investigation of resource related billing event problems is
also part of these processes.

These processes are often handled by appropriate network elements.

Explanatory

Mandatory

Optional

Interactions

Mediate Resource Usage Records

Process Context

Brief Description
Validate, normalize, convert and correlate usage records collected from the network.

The purpose of the Mediate Usage Records processes is to validate, normalize, convert
and correlate usage records collected from various pieces of equipment in the network. It
also removes any duplicate usage records that have already been processed.

Explanatory

Mandatory

Optional

Interactions

Report Resource Usage Records

Process Context

Brief Description
Generate reports on resource usage records based on requests from other processes.

The purpose of the Report Resource Usage Records is to generate reports on usage
records based on requests from other processes. These processes produce reports that
may identify abnormalities, which may be caused by fraudulent activity or related to
customer complaints or network problems.

Explanatory

Mandatory

Optional

Interactions

1.1.3.6.1 Mediate Resource Usage
Records

Figure 139. Mediate Resource Usage Records decomposition into level 4 processes

Mediate Resource Usage Records

Process Context

Brief Description
Validate, normalize, convert and correlate usage records collected from the network.

The purpose of the Mediate Usage Records processes is to validate, normalize, convert
and correlate usage records collected from various pieces of equipment in the network. It
also removes any duplicate usage records that have already been processed.

Explanatory

Mandatory

Optional

Interactions

Validate Resource Usage Records

Process Context

Brief Description
Validate resource usage record collected from the network.

The purpose of Validate Resource Usage Record process is to validate Resource Usage
Record collected from various pieces of equipment in the network. This process is
responsible for collecting the Resource Usage Records, filtering out of non-billing relevant
Resource Usage Records, validating the Resource Usage Records and their integrity and
avoiding records collection leakage. For example, checking loss of Resource Usage
Records, illegal characters in Resource Usage Records, invalid field length in Resource
Usage Records, the resource usage duration mismatching to start time and end time.

Explanatory
For example, checking loss of Resource Usage Records, illegal characters in Resource
Usage Records, invalid field length in Resource Usage Records, the resource usage
duration mismatching to start time and end time.

Mandatory
The purpose of Validate Resource Usage Record process is to validate Resource Usage
Record collected from various pieces of equipment in the network. This process is
responsible for collecting the Resource Usage Records, filtering out of non-billing relevant
Resource Usage Records, validating the Resource Usage Records and their integrity and
avoiding records collection leakage.

Optional

Interactions

Normalize Resource Usage Records

Process Context

Brief Description
Normalize resource usage records to specific expression format.

The purpose of Normalize Resource Usage Record process is to normalize Resource
Usage Records to specific expression format. Resource Usage Records generated by
different systems are used distinct expressions for same record data. For example, the
expression for date can be YYY-MM-DD, DD-MM-YYY, DD-MM-YY or other
combinations. This process is responsible for unifying all Resource Usage Records to
specific expression format for subsequent processes use.

Explanatory
For example, the expression for date can be YYY-MM-DD, DD-MM-YYY, DD-MM-YY or
other combinations. This process is responsible for unifying all Resource Usage Records
to specific expression format for subsequent processes use.

Mandatory
The purpose of Normalize Resource Usage Record process is to normalize Resource
Usage Records to specific expression format. Resource Usage Records generated by
different systems are used distinct expressions for same record data.

Optional

Interactions

Convert Resource Usage Records

Process Context

Brief Description
Convert resource usage records to specific data format.

The purpose of Convert Resource Usage Record process is to convert Resource Usage
Records to specific data format. The Resource Usage Records are collected from
different network equipments and stored in different file formats, e.g. fixed-length binary
file, fixed-length text files, variable-length text files, ASN.1. This process is responsible for
identifying the data formats of collected Resource Usage Records and changing them to
specific common data format for downstream system using.

Explanatory

Mandatory
The purpose of Convert Resource Usage Record process is to convert Resource Usage
Records to specific data format. The Resource Usage Records are collected from
different network equipments and stored in different file formats, e.g. fixed-length binary
file, fixed-length text files, variable-length text files, ASN.1. This process is responsible for
identifying the data formats of collected Resource Usage Records and changing them to
specific common data format for downstream system using.

Optional

Interactions

Correlate Resource Usage Records

Process Context

Brief Description
Correlate collected resource usage records.

The purpose of Correlate Resource Usage Record process is to correlate collected
Resource Usage Records. The Resource Usage Records are collected from different
network equipments, sometime more than one Resource Usage Records store same
service consumption. In order to resolve this case, this process is responsible for
identifying the correlative Resource Usage Records and associating them together for
downstream system use.

Explanatory

Mandatory
The purpose of Correlate Resource Usage Record process is to correlate collected
Resource Usage Records. The Resource Usage Records are collected from different
network equipments, sometime more than one Resource Usage Records store same
service consumption. In order to resolve this case, this process is responsible for
identifying the correlative Resource Usage Records and associating them together for
downstream system use.

Optional

Interactions

Remove Duplicate Resource Usage Records

Process Context

Brief Description
Remove duplicate resource usage records.

The purpose of Remove Resource Usage Record process is to remove any duplicate
usage records that have already been processed. This process includes detect duplicate
records and removing them from billing process. The duplication detection is usually by
checking the values of the key fields of Resource Usage Records with combined criteria.

Explanatory

Mandatory
The purpose of Remove Resource Usage Record process is to remove any duplicate
usage records that have already been processed. This process includes detect duplicate
records and removing them from billing process. The duplication detection is usually by
checking the values of the key fields of Resource Usage Records with combined criteria.

Optional

Interactions

1.1.3.7 Workforce Management

Figure 140. Workforce Management decomposition into level 3 processes

Manage Work Order Lifecycle

Process Context

Brief Description
A Work Order is an aggregation of jobs that are to be completed to achieve some
business goal: to provide a customer service, to fix a problem, etc. Work Order Lifecycle
Management processes are responsible for processing and monitoring the execution of a
work order through its entire lifecycle, from issuance to closing. This includes, among
other steps, validation, analysis, and decomposing a work order into work items,
aggregating them, and assigning them to employees and/or third parties. These
processes also detect problems with completing the work, and requesting Work Order
reassignment to reallocate manual activities to solve the issue.

It should be noted that the Work Order execution sub process (by a field technician) is not
explicitly covered here, but rather its monitoring is the responsibility of the Track and
Manage work order sub process.

Issuing correct and complete work orders
Decomposing a work order into elementary work items
Managing task assignments
Tracking and managing dispatching
Manually executing an order by an assignee
Monitoring the execution of assigned activities, including the various states of
dispatch, complete, suspend, cancel, etc. as well as requesting work reassignments
Establishing and managing fast-track and jeopardy re-assignment capabilities to
allow for modification of work assignments as required to meet jeopardy or other high
priority conditions
Closing a work order when the manual activities assigned to employees and/or
third parties have been completed
Supporting proactive and dynamic responses by executing and analyzing
operational reports

Explanatory

Mandatory

Optional

Interactions

Workforce Management

Process Context

Brief Description
Managing the staff performing manual activities along with managing the actual activity
being performed.

"Note: The current focus of the Manage Workforce processes is field Staff and others
managed through work orders, etc. There is opportunity for further study in subsequent
releases of eTOM, including:
types and positioning of workforce (field technicians, services representatives, etc),
other enterprise activities and other management of staff,
decomposition and normalization considering information being acted on.

The responsibilities of the Manage Workforce processes is to manage the lifecycle of
work assignments or work orders carried out by the workforce. This will include
managing the workforce staff (directly or indirectly) employed by, or operating as part of,
the enterprise (i.e. technicians, clerks, managers, etc.) that are assigned to, and perform
the work specified.The staff directly managed by these processes include all employees,
contractors and who are paid by the enterprise. The staff indirectly managed by these
processes includes all employees, consultants and contractors paid by third parties who
have commercial arrangements with the enterprise.In the cases where the third parties
own and manage the service and/or resource infrastructure the Manage Workforce
processes are responsible for requesting activities to be performed rather than directly
assigning specific staff. The Manage Workforce processes also enable reporting and
monitoring of assigned activities.Responsibilities of these processes include, but are not
limited to:
Establishing and managing work assignment queues through which requests for work activities
are received from eTOM processes;
Establishing and managing staff lists, containing details about assignable staff such as location,
skills, availability for assignment etc.;
Establishing, managing and distributing individuals work assignments to staff outlining the daily,
or other time breadth, work assignments;
Establishing and managing fast-track and jeopardy re-assignment capabilities to allow for
modification of work assignments as required to meet jeopardy or other high priority
conditions;
Managing appointment schedules, including viewing and scheduling of appointments;
Managing work orders, including issuance and closure;
Forecasting assignable staffing requirements on a daily, weekly and longer period basis, based
on historic work volume records, and forecast activity volumes;
Determining work activity time estimates for all known work activities, based on actual historic
results or on forward estimates, to be used as a parameter for scheduling work rosters;
Establishing and managing recall capabilities to allow for out-of-hours staff recall in the event of
unforeseen circumstances;
Managing the registration and access control processes that enable processes to create, modify,
update, delete and/or download scheduling and work assignment data to and from the
workforce management system(s);
Establishing and managing information transfer between the enterprise workforce management
system(s) and those of external third parties (when the infrastructure is owned and operated by
third parties);
Ensuring workforce management system(s) accurately captures and records all assignment and
work scheduling details, through use of automated or manual audits;
Tracking and monitoring of the usage of, and access to, the workforce management system(s)
and associated costs of the Manage Workforce processes, and reporting on the findings; and
Identifying any technical driven shortcomings of the workforce management system(s),
and providing input to Resource Development & Management processes to rectify these
issues.

Explanatory

Mandatory

Optional

Interactions

Manage Schedules & Appointments

Process Context

Brief Description
Manages the appointment schedule of assignable staff.

The responsibilities of the Manage Appointment Schedule processes include the ability to
view the availability of appropriate assignable staff as well as being able to schedule an
appointment. Both the viewing and the scheduling may be based on availability of a
collection of staff and not a specific person. Similarly, times could be windows of time
(i.e. - AM or PM) or a specific time.

Explanatory

Mandatory

Optional

Interactions

Assign Task and Dispatch Task (DELETED)

Process Context

Brief Description
[Not Available]

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Track & Manage Work Order (DELETED)

Process Context

Brief Description
[Not Available]

[Not Available]

Explanatory
[Not Available]

Mandatory

Optional

Interactions

Plan and Forecast Workforce Management

Process Context

Brief Description
This process is responsible for planning and forecasting future workload and workforce
availability demands and for making adjustments based on reports and forecasts.

Plan and Forecast Workforce processes are responsible for planning and forecasting the
workload of manual activities to be assigned to technicians within the enterprise and/or
third parties.

Forecasting the future demand for workforces based on work order statistics
Forecasting the workload and respective assignable staffing requirements on a
daily, weekly, and longer period basis, based on workload history, considering special
events (extraordinary activities), staff vacation considerations, and distributing the
available workforce in order to best meet the estimated load
Making adjustments, whenever necessary, to the estimated load:
Adjust duration estimates for all known work activities, based on actual historic
results or on forward estimates

Explanatory

Mandatory

Optional

Interactions

Administer and Configure Workforce Management

Process Context

Brief Description
Performing the activities necessary to configure a variety of workforce management
catalogs and settings required to assure that the assignable workforce is properly and
efficiently utilized.

The Administer and Configure Workforce Management processes perform the activities
required to configure a variety of workforce management catalogs and settings required
to assure that the assignable workforce is properly and efficiently utilized, and is
positioned to get the required work assigned and completed within the required time
frame. Administer and Configure Workforce Management scope includes the following:
Classifying different types of manual activities, including association with required
skill sets and job code descriptions
Managing work order specifications and their structure filled with sequences of
dependent work items. A work order can be decomposed into elementary parts that can
be completed by different people in different places and at different times. These
elementary pieces of work are called work items.
Managing individual technicians, allocating them to various workforce groups
(workforce pools, crews, etc.) and associating them with aggregations of skills they
possess, locations they cover, etc. This also includes potential "borrowing" of staff from
one group to another.
Establishing and managing organization lists, containing organizational charts,
serving area covered, etc.
Consolidating employee and/or third-party working hours on a specific timeframe
basis (day, week, month) including management of various types of events; providing this
information to the Financial Management process for generating payroll and/or to the S/P
Settlement & Payments Management process for paying third parties.
Enabling and managing recall capabilities to allow for out-of-hours staff recall in
the event of unforeseen circumstances
Administering the appointment schedule, including the hours of operation of the
schedule, number of appointments allowed within a certain time block, etc.
Setting up and configuring the information transfer and integration with third-party
systems

Explanatory

Mandatory

Optional

Interactions

Report Workforce Management

Process Context

Brief Description
This process is responsible for monitoring the use of workforces, their KPIs, etc.

Preparing the statistical data on quality, productivity, and efficiency for the
services performed by the involved employees and/or third parties. These processes
record, analyze, and assess work order status changes to provide specialized summaries
of the efficiency and effectiveness of the overall Workforce Management processes.
These specialized summaries can be specific reports required by specific audiences.
Reporting on the use of, and access to, the workforce management system(s)
and associated costs of the Workforce Management processes.

Explanatory

Mandatory

Optional

Interactions

Close Work Order (DELETED)

Process Context

Brief Description
[Not Available]

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Issue Work Order (DELETED)

Process Context

Brief Description
[Not Available]

[Not Available]

Explanatory

Mandatory

Optional

Interactions

1.1.3.7.1 Manage Schedules &
Appointments

Figure 141. Manage Schedules & Appointments decomposition into level 4 processes

Workforce Management Schedule

Process Context

Brief Description
This process is responsible for keeping the schedule of available workforce actualized,
recalculating the availability schedule, and synchronizing actual workforce schedules with
third parties based on information about reserved and available units.

This process is responsible for keeping the schedule of the available workforce
actualized, recalculating the availability schedule and synchronizing actual workforce
schedules with third parties based on information about reserved and available units.

The Workforce Management Schedule scope includes the following:
Tracking and managing workforce schedules, reflecting the actual information on
workforce availability. Exchanging this information with involved third parties
Gathering and providing actual information on working hours to the Financial
Management process for generating the payroll and/or to the S/P Settlement & Payments
Management process for paying third parties
create, modify, update, delete, and/or download scheduling and work assignment data to
and from the workforce management system(s)
Ensuring that the workforce management system(s) accurately captures and
records all assignment and work scheduling details, through use of automated or manual
audits

Explanatory

Mandatory

Optional

Interactions

Manage Schedules & Appointments

Process Context

Brief Description

The responsibilities of the Manage Appointment Schedule processes include the ability to
view the availability of appropriate assignable staff as well as being able to schedule an
appointment. Both the viewing and the scheduling may be based on availability of a
collection of staff and not a specific person. Similarly, times could be windows of time
(i.e. - AM or PM) or a specific time.

Explanatory

Mandatory

Optional

Interactions

Determine Work Schedule

Process Context

Brief Description
This process answers inquiries about available work capacity for a given time slot.

This process is responsible for answering inquiries from other processes (like CRM),
given a particular work task, about what timeframes the work can be performed in,
considering dependencies between work tasks. This process does not look for a
particular executor, but checks available work capacity in a particular time interval.

Explanatory

Mandatory

Optional

Interactions

Manage Reservations

Process Context

Brief Description
This process is responsible for managing workforce reservations.

This process is responsible for managing workforce reservations. Once the reservation is
made for a work item, this work item is scheduled (not necessarily assigned yet).
The scope of Manage Reservations includes the following:
Creating, modifying, and deleting workforce reservations for particular work
items, taking into account dependencies between them
Confirming, canceling, or expiring workforce reservations, including defining the
reservation expiration period

Explanatory

Mandatory

Optional

Interactions

Manage Appointments

Process Context

Brief Description

This process is responsible for managing the schedule of appointments which are formal
arrangements with customers about planned site visits. Appointments are associated with
particular work items to be done. The responsibilities of the Manage Appointment
Schedule process include the ability to view the availability of appropriate assignable staff
as well as the ability to schedule an appointment. Both the viewing and the scheduling
may be based on workforce availability and skill and not a specific person. Similarly,
times can be windows of time (i.e. AM or PM) or a specific time.
Manage Appointment Schedule scope includes the following:
Creating and canceling appointments, including required coordination with the
customer or request to CRM systems, for such coordinations and updates
In-flight modification, rescheduling, and cancellation of appointments

Explanatory

Mandatory

Optional

Interactions

1.1.3.7.4 Plan and Forecast Workforce
Management


Figure 142. Plan and Forecast Workforce Management decomposition into level 4 processes

Forecast Demand

Process Context

Brief Description
This process is responsible for forecasting the future demand of workforces based on
work order statistics.

This process is responsible for forecasting the future demand for workforces based on
work order statistics.

Explanatory

Mandatory

Optional

Interactions

Plan and Forecast Workforce Management

Process Context

Brief Description
This process is responsible for planning and forecasting future workload and workforce
availability demands and for making adjustments based on reports and forecasts.

Plan and Forecast Workforce processes are responsible for planning and forecasting the
workload of manual activities to be assigned to technicians within the enterprise and/or
third parties.

Forecasting the future demand for workforces based on work order statistics
Forecasting the workload and respective assignable staffing requirements on a
daily, weekly, and longer period basis, based on workload history, considering special
events (extraordinary activities), staff vacation considerations, and distributing the
available workforce in order to best meet the estimated load
Making adjustments, whenever necessary, to the estimated load:
Adjust duration estimates for all known work activities, based on actual historic
results or on forward estimates

Explanatory

Mandatory

Optional

Interactions

Forecast Workforce Availability

Process Context

Brief Description
Forecasting workforce availability on a daily, weekly, and longer period basis.

Forecasting workforce availability on a daily, weekly, and longer period basis, based on
workload history, considering special events (extraordinary activities), staff vacation
considerations, and distributing the available workforce to best meet the estimated load

Explanatory

Mandatory

Optional

Interactions

Adjust Durations

Process Context

Brief Description
This process is responsible for periodically recalculating the average time for performing
a work task.

This process is responsible for periodically recalculating the average time for performing
a work task. This duration is recorded in Work Specification.

Explanatory

Mandatory

Optional

Interactions

1.1.3.7.5 Administer and Configure
Workforce Management

Figure 143. Administer and Configure Workforce Management decomposition into level 4 processes

Configure Skill Catalog

Process Context

Brief Description
This process manages the catalog of technicians skills, including description and
combination.

A skill represents an ability of a person or a group of people to fulfill a particular activity.
Managing the list of single skills and their combinations into wholesets and their
descriptions
Synchronizing the skill catalog with HR systems

Explanatory

Mandatory

Optional

Interactions

Administer and Configure Workforce Management

Process Context

Brief Description
Performing the activities necessary to configure a variety of workforce management
catalogs and settings required to assure that the assignable workforce is properly and
efficiently utilized.

The Administer and Configure Workforce Management processes perform the activities
required to configure a variety of workforce management catalogs and settings required
to assure that the assignable workforce is properly and efficiently utilized, and is
positioned to get the required work assigned and completed within the required time
frame. Administer and Configure Workforce Management scope includes the following:
Classifying different types of manual activities, including association with required
skill sets and job code descriptions
Managing work order specifications and their structure filled with sequences of
dependent work items. A work order can be decomposed into elementary parts that can
be completed by different people in different places and at different times. These
elementary pieces of work are called work items.
Managing individual technicians, allocating them to various workforce groups
(workforce pools, crews, etc.) and associating them with aggregations of skills they
possess, locations they cover, etc. This also includes potential "borrowing" of staff from
one group to another.
Establishing and managing organization lists, containing organizational charts,
serving area covered, etc.
Consolidating employee and/or third-party working hours on a specific timeframe
basis (day, week, month) including management of various types of events; providing this
information to the Financial Management process for generating payroll and/or to the S/P
Settlement & Payments Management process for paying third parties.
Administering the appointment schedule, including the hours of operation of the
schedule, number of appointments allowed within a certain time block, etc.
Setting up and configuring the information transfer and integration with third-party
systems

Explanatory

Mandatory

Optional

Interactions

Configure Work Catalog

Process Context

Brief Description
This process configures the specification of Work and Work Order, including description,
relationships, and rules.

Classifying different types of manual activities (or Work Items), including
association with required skill sets and job code descriptions
Managing work order specifications and their dependent work items
Establishing the conditions for work items to be instantiated while decomposing
work orders
Managing standard durations of work items to be performed, depending on a
variety of parameters

Explanatory

Mandatory

Optional

Interactions

Configure Schedules

Process Context

Brief Description
This process creates the schedules for the organization, which show work requests and
employee capabilities and availabilities. The process also manages rules for appointment,
reservation, and assignment.

Establishing and managing the information transfer through which suppliers /
partners report on their workforce parameters and schedules
Establishing a workforce schedule which provides a single view of their
capabilities and availabilities, taking into account both their own company's workforces
and workforces provided by suppliers/partners
Identifying a resource plan, which is the time frame-based association of
workforce with types of work. This means that associated workforce units are supposed
to perform particular types of work in a specified timeframe. This schedule provides a
view of the workforce in terms of work availability. It may be used for limiting and
balancing work and appointments between several workforce sources and for optimizing
the use of the total workforce.
Managing assignment/re-assignment rules, prioritization criteria, based on the
organizational settings, type of location, type of jobs, and minimizing the cost of
reassignments
Defining restriction rules for appointment scheduling, such as the number of
appointments allowed within a certain block of time, etc.
Defining restriction rules for workforce reservations such as number of
concurrent reservations for a particular workforce source, etc.

Explanatory

Mandatory

Optional

Interactions

Administer Human Resources Catalog

Process Context

Brief Description
This process configures the catalog of field technicians, including description, grouping,
hours, relationships, and rules.

Managing individual technicians, allocating them to various workforce groups,
(workforce pools, crews, etc.), forming holistic assignable units
Associating human resources with aggregations of skills they posses, locations they
cover, tools and devices they can operate, etc.
Establishing basic working and non-working hours of human resources, including the
allocation of technicians to shifts
Managing a list of technician activities divided into two types: extending available
working hours (because of overtime, for example) and reducing working hours (to allow
for activities such as training and meetings)
Establishing the rules by which some types of activities can be ignored
Establishing interaction with HR systems for data transfer and synchronization

Explanatory

Mandatory

Optional

Interactions

Administer Registration and Access

Process Context

Brief Description
This process manages the registration and access rights for various users, including
third-party systems, of the workforce management solution.

Defining user access rights, permissions, and rules depending on operations or
actions
Establishing rules and permissions for third-party system integrations and data
exchange
Tracking and monitoring the use of, and access to, the workforce management
system(s) and associated costs of the Workforce Management processes
Establishing and managing information transfer between the enterprise workforce
management system(s) and those of external third parties
Identifying any technically driven shortcomings of the workforce management
system(s), and providing input to Resource Development & Management processes to
rectify these issues

Explanatory

Mandatory

Optional

Interactions

Administer Organizations Catalog

Process Context

Brief Description
This process manages the description of the organizational structure of the CSP or field
service partners.

A CSP may have their own employees who fulfill all assurance and fulfillment jobs. The
company may also delegate some of its work (or all of its work) to third-party companies
that are called suppliers/partners. Both the CSP company and suppliers/partners are
called organizations.
Establishing and managing an organization list, containing organizational chart,
covered serving areas, etc.

Explanatory

Mandatory

Optional

Interactions

Configure Logging and Audit

Process Context

Brief Description
This process manages the logging and audit functions of the workforce management
solution.

Establishing system event logging, rules, and events that should be handled
Configuring logging details and storage
Establishing audit functions and rules
Configuring notifications and post-functions (action to be performed when a task
is complete)

Explanatory

Mandatory

Optional

Interactions

Administer Tools and Materials Catalog

Process Context

Brief Description
This process manages the catalog of tools and materials for field service.

This process is responsible for managing the catalog of tools and materials that are
required to fulfill various types of work.

Explanatory

Mandatory

Optional

Interactions

1.1.3.7.9 Manage Work Order Lifecycle


Figure 144. Manage Work Order Lifecycle decomposition into level 4 processes

Issue Work Order

Process Context

Brief Description
The purpose of the Issue Work Order process is to issue correct and complete work
orders. It can be called by other processes (as in CRM) to issue a new Work Order, to be
handled further by WFM.

Issue Work Order scope includes the following:
Issuing correct and complete work orders. The work orders may be required to
complete pertinent manual work such as a fulfillment-based resource order or an
assurance trouble report coming from third-party systems
Initiating work order issuance through handheld devices by a technician from the
field

Explanatory

Mandatory

Optional

Interactions

Manage Work Order Lifecycle

Process Context

Brief Description
A Work Order is an aggregation of jobs that are to be completed to achieve some
business goal: to provide a customer service, to fix a problem, etc. Work Order Lifecycle
Management processes are responsible for processing and monitoring the execution of a
work order through its entire lifecycle, from issuance to closing. This includes, among
other steps, validation, analysis, and decomposing a work order into work items,
aggregating them, and assigning them to employees and/or third parties. These
processes also detect problems with completing the work, and requesting Work Order
reassignment to reallocate manual activities to solve the issue.

It should be noted that the Work Order execution sub process (by a field technician) is not
explicitly covered here, but rather its monitoring is the responsibility of the Track and
Manage work order sub process.

Issuing correct and complete work orders
Decomposing a work order into elementary work items
Managing task assignments
Tracking and managing dispatching
Manually executing an order by an assignee
Monitoring the execution of assigned activities, including the various states of
dispatch, complete, suspend, cancel, etc. as well as requesting work reassignments
Establishing and managing fast-track and jeopardy re-assignment capabilities to
allow for modification of work assignments as required to meet jeopardy or other high
priority conditions
Closing a work order when the manual activities assigned to employees and/or
third parties have been completed
Supporting proactive and dynamic responses by executing and analyzing
operational reports

Explanatory

Mandatory

Optional

Interactions

Track and Manage Work Order

Process Context

Brief Description
Track and Manage Work Order processes are responsible for monitoring the execution of
assigned manual activities to employees and/or third parties, detecting potential problems
with completing the work, and requesting escalation or reassignment to solve the issue.

Track and Manage Work Order scope includes the following:
Monitoring the status and progress of various tasks, including the various states
of the work order
Managing transitions of orders and tasks and work items between their states,
including operations performed from handheld devices
Propagating statuses from tasks and work items to work orders
Managing updates to orders, including in-flight changes and cancelations
Monitoring jeopardies and responding to them, including predefined actions such
as work reassignment, escalations, notifications, etc.
Manually executing the order by an assignee
Indicating completion of a work order by modifying its status

Explanatory

Mandatory

Optional

Interactions

Analyze and Decompose Work Order

Process Context

Brief Description
This process analyzes and decomposes a Work Order into work items according to Work
Catalog, and groups them for optimal execution.

The scope of the Analyze and Decompose Work Order process includes the following:
Decomposing work orders into elementary dispatchable manual activities (i.e.,
work items). Decomposition may be performed according to decomposition rules or by
conditional instantiation of work items from work order specification.
Establishing materials, parts, tools, and equipment required to perform manual
activities
Restructuring and correlating (grouping) decomposed Work Orders or work items
in order to create new ones, containing manual activities (work items) combined on the
basis of predefined criteria such as skills required, location, etc.

Explanatory

Mandatory

Optional

Interactions

Close Work Order

Process Context

Brief Description
Close a Work Order when the manual activities assigned to employees and/or third
parties have been completed.

The objective of the Close Work Order processes is to:
Close a Work Order when the tasks and work items assigned to employees
and/or third parties have been completed. These processes monitor the status of all open
work orders, and recognize that a work order is ready to be closed when the status is
changed to Complete.

Explanatory

Mandatory

Optional

Interactions

Assign Task

Process Context

Brief Description
The Assign Task process is responsible for assigning manual activities, described by
work items (components of work orders), to assignable staff within the enterprise and/or
third parties.

The association of a work item with a technician who is assigned to this work is a task, or,
task assignment is a work item assignment to a particular performer.

The scope of the Assign Task process includes the following:
Establishing and managing work assignment queues through which requests for
task assignments are received from other eTOM processes
Automatic, manual, or semi-automatic assigning and scheduling based on
optimization of the task, taking into consideration various parameters including the
following:
Work order priority
Associated SLAs
Work order due date
Skills required to perform work
Dependencies between work tasks
Job location relative to other assignments made to the dispatchable staff
Workload of staff
Staff availability hours
Required materials, spares, and tools availability
Maintaining bulk assignment capabilities
Managing relocation of other previously scheduled tasks which have floating
work schedules, aiming at increasing manpower availability
Optimizing the assignment of tasks to technicians selected according to skills,
proximity to intervention site, technician availability, vehicles, equipment, and special
tools required to perform these activities
Interacting with GIS for route optimization between task locations
Defining density distribution patterns for bulk automated assignments of
technicians for the entire day to provide the capability to insert new assignments
throughout a work day based on priority work that might arise
Viewing the availability schedule of assignable staff from various workforce
sources
Preparing information to be dispatched as updates to already-dispatched tasks

Explanatory

Mandatory

Optional

Interactions

Report on Work Order

Process Context

Brief Description
The Report on Work Order process manages status and notifications and executes
various reports about work orders.

The Report on Work Order scope includes the following:
Executing reports on work orders, work items, and tasks being performed
Monitoring the status of work orders and managing notifications to processes and
other parties registered to receive notifications of any status changes
Executing performance reports for various workforces

Explanatory

Mandatory

Optional

Interactions

Dispatch Task

Process Context

Brief Description
This process dispatches technicians and/or third parties to perform manual activities.

The Dispatch Task scope includes the following:
Dispatching assigned tasks to the appropriate performer (e.g. a single technician
or a crew) from the companys workforce or from a third-party workforce to perform
manual activities
Managing the dispatching process via various channels
Monitoring various dispatch states
Managing the delivery of reassignments and changes to all affected performers
Managing notification profiles and rules
Managing settings required for proper task dispatching

Explanatory

Mandatory

Optional

Interactions

1.1.4.1 S/PRM Support & Readiness

Figure 145. S/PRM Support & Readiness decomposition into level 3 processes

S/PRM Support & Readiness

Process Context

Brief Description
S/PRM Support & Readiness processes are responsible for ensuring that all necessary
facilities related to the interaction with suppliers and partners are ready and functioning.
Moreover, these processes are responsible for the resolution of problems related to these
facilities.

S/PRM Support & Readiness processes are responsible for ensuring that management
processes are in place to engage Suppliers/Partners who own and manage infrastructure,
and provide infrastructure capabilities to the Service Provider. They are also responsible
for ensuring that necessary facilities related to the interaction with Suppliers/Partners in
delivering S/P products and/or services to support Service Provider owned and managed
infrastructure are ready and functioning.
External suppliers/partners are engaged by the service provider in infrastructure level
activities when the service provider has outsourced the relevant infrastructure ownership
and management to suppliers/partners (i.e. outsourced network or IT bureau
arrangements).
Developing the procedures for the specific S/PRM processes supporting the Fulfillment,
Assurance and Billing processes and keep them up-to-date;
Undertaking, and reporting on, trend analysis on S/PRM processes, including types of associated
requests, response duration, delays and other process measures;
Establishing and managing S/P requisition processes for obtaining S/P products and/or services;
Establishing and managing S/P problem and performance resolution processes for S/P products
and/or services;
Establishing and managing payments and settlements processes to manage S/P invoices for S/P
products and/or services (as well as for purchased S/P product offerings where the
Supplier/Partner owns and manages the infrastructure);
Arranging and administering Supplier/Partner access to Service Provider support tools and
facilities, and vice versa;
Monitoring and reporting on requests made to Suppliers/Partners where the Supplier/Partner
owns and manages the particular infrastructure,
Establishing and managing automated interfaces between the Service Provider and
Maintaining the currency and quality of the Supplier/Partner Inventory to support the S/PRM
and other processes.

Explanatory

Mandatory

Optional

Interactions

Support S/P Requisition Management

Process Context

Brief Description
Manage engagement with suppliers/partners who own and manage outsourced
infrastructure, and to ensure that the S/P Requisition Management processes are
operating effectively.

The purpose of the Support S/P Requisition Management processes is twofold - to
manage requisition activity with suppliers/partners who own and manage outsourced
infrastructure, and to ensure that the S/P Requisition Management processes can
provisioning-related activities when the service provider has outsourced the relevant
infrastructure ownership and management to suppliers/partners (i.e. outsourced network
or IT bureau arrangements).
The actual engagement with the supplier/partner is initiated by the specific fulfillment or
provisioning enablement processes of the CRM, RM&O or SM&O process layers.
Where Enable S/P Requisition Management processes are engaged to manage new
and/or modified infrastructure deployment and/or capacity availability, these processes
are responsible to ensure on-time and correct deployment and delivery of the requested
infrastructure.
For the S/P Requisition Management processes the role of the Support S/P Requisition
Management processes is to make sure that there is sufficient process capacity and
capability (for example, information, materials, systems and resources) so that the S/P
Requisition Management processes can operate effectively. Examples are: information
on how to process requisitions for specific S/P products, materials needed to confirm
requisition requests, systems needed to validate supplier/partner product and service
availability.
arranging and managing supplier/partner access to appropriate service provider infrastructure
deployment support tools (including any appropriate Inventories) and processes;
arranging and managing service provider access to appropriate supplier/partner infrastructure
oversight of supplier/partner roll-out, in accordance with approved plans, of the approved new
and/or modified infrastructure;
reporting on deployed supplier/partner resource infrastructure capacity;
tracking and monitoring of the requested supplier/partner infrastructure deployment;
reporting on supplier/partner deployment capability; establishing and managing
supplier/partner requisition notification facilities and lists to support the S/P Requisition
Management notification and reporting processes;
updating the Supplier/Partner Inventory of any changes to the supplier/partner infrastructure
deployment requests and progress;
updating supplier/partner product and/or service information, etc to support the S/PRM
processes; and
undertaking, and reporting on, trend analysis on S/P Requisition Management processes,
including types of associated requisition requests, response duration, delays and other process
measures.

Explanatory

Mandatory

Optional

Interactions

Support S/P Problem Reporting & Management

Process Context

Brief Description
Manage problem resolution activity with suppliers/partners who own and manage
outsourced infrastructure, and to ensure that the S/P Problem Reporting & Management

The purpose of the Support S/P Problem Reporting & Management processes is twofold -
to manage problem resolution activity with suppliers/partners who own and manage
problem-related activities when the service provider has outsourced the relevant

The actual engagement with the supplier/partner is initiated by the specific problem or
trouble management support processes of the CRM, RM&O or SM&O process layers.
Where Support S/P Problem Reporting & Management processes are engaged to
manage infrastructure-level problems, these processes are responsible to ensure on-time
and correct resolution and recovery.

For the S/P Problem Reporting & Management processes the role of the Support S/P
Problem Reporting & Management processes is to ensure that there is capability (for
example, information, materials, systems and resources) so that the S/P Problem
Reporting & Management processes can operate effectively.


Arranging and managing supplier/partner access to appropriate service provider
problem and/or trouble management support tools (including any appropriate Inventories)
and processes;
Arranging and managing service provider access to appropriate supplier/partner
problem management support tools (including any appropriate Inventories) and
processes;
Monitoring and reporting on supplier/partner progress towards resolving reported S/P
infrastructure problems;
Initiating reviews and recommendations for S/P infrastructure performance
improvements;
Updating the Supplier/Partner Inventory of any changes to the supplier/partner
infrastructure problem reports and progress; and
Undertaking, and reporting on, trend analysis on S/P Problem Reporting & Management
processes, including types of associated problem reports, response duration, delays and
other process measures.

Explanatory

Mandatory

Optional

Interactions

Support S/P Performance Management

Process Context

Brief Description
Manage performance restoration activity with suppliers/partners who own and manage
outsourced infrastructure, and to ensure that the S/P Performance Management

The purpose of the Support S/P Performance Management processes is twofold - to
manage performance restoration activity with suppliers/partners who own and manage
performance-related activities when the service provider has outsourced the relevant
The actual engagement with the supplier/partner is initiated by the specific performance
support processes of the CRM, RM&O or SM&O process layers. Where Support S/P
Performance Management processes are engaged to resolve infrastructure level
performance issues, these processes are responsible to ensure on-time and correct
resolution and re-establishment of normal infrastructure operation.

For the S/P Performance Management processes the role of the Support S/P
Performance Management processes is to ensure that there is capability (for example,
information, materials, systems and resources) so that the S/P Performance Management


Arranging and managing supplier/partner access to appropriate service provider performance
management support tools (including any appropriate Inventories) and processes;
Arranging and managing service provider access to appropriate supplier/partner performance
Monitoring and reporting on supplier/partner progress towards resolving reported
infrastructure performance issues;
Initiating reviews and recommendations for S/P infrastructure performance improvements;
Updating the Supplier/Partner Inventory of any changes to the supplier/partner infrastructure
performance resolution requests and progress;
Updating supplier/partner product and/or service performance information, etc to support the
S/PRM processes; and
Undertaking and reporting on, trend analysis on S/P Performance Management processes,
including types of associated performance resolution requests, response duration, delays and

Explanatory

Mandatory

Optional

Interactions

Support S/P Settlements & Payments Management

Process Context

Brief Description
resources) so that the S/P Settlements & Payments Management processes can operate
effectively

The purpose of the Support S/P Settlements & Payments Management processes is to
ensure that there is capability (for example, information, materials, systems and
effectively. Examples are information on how to respond to current settlements and
payment issues with suppliers and partners, materials needed to process payments and
invoices with suppliers and partners: systems needed to create payments, handle
invoices or analyze supplier/partner payment and settlement concerns, requests for
impact on timely payment preparation, and complaint handling.
payment and settlement-related activities when the service provider has outsourced the
relevant infrastructure ownership and management to suppliers/partners (i.e. outsourced
network or IT bureau arrangements).
These processes undertake trend analysis on payment and invoicing, including problems,
delays and complaints.

Explanatory

Mandatory

Optional

Interactions

Support S/P Interface Management

Process Context

Brief Description
Ensure that there is capability so that the S/P Interface Management processes can
operate effectively

The purpose of the Support S/P Interface Management processes is to ensure that there
is capability (for example, information, materials, systems and resources) so that the S/P
Interface Management processes can operate effectively. Examples are information on
how to handle unusual requests based on temporary situations, systems needed to
accept and track supplier/partner contacts, requests for the provisioning of additional
resources where it has been identified that current levels will impact on timely contact
handling.
supplier/partner interfaces. This support could be in updating agent scripts, Web pages,
etc. Support S/P Interface Management processes keep up to date all information
concerning suppliers and partners.
These processes undertake trend analysis on supplier/partner contacts, e.g. type,
frequency, duration, outcome.

Explanatory

Mandatory

Optional

Interactions

Manage Supplier/Partner Inventory

Process Context

Brief Description
Manage the administration of the enterprise's supplier/partner inventory.

The purpose of the Manage Supplier/Partner Inventory processes are twofold - establish,
manage and administer the enterprise's supplier/partner inventory, as embodied in the
Supplier/Partner Inventory Database, and monitor and report on the usage and access to
the supplier/partner inventory, and the quality of the data maintained in it.

The supplier/partner inventory maintains records of all commercial arrangements with
supplier/partners, and any modifications to them. It also records all details of contacts
with suppliers/partners as well as commercial information, including details of S/P
products and services, required to support S/PRM and other processes.

The supplier/partner inventory is also responsible for maintaining the association between
product instances, service instances, resource instances and S/P product instances,
created as a result of the S/P Requisition Management processes.

Identifying the inventory-relevant information requirements to be captured to support the S/P
Relationship Management and other processes;
Identifying, establishing and maintaining supplier/partner inventory repository facilities;
Establishing and managing the supplier/partner inventory management and information capture
processes;
update, delete and/or download supplier/partner data to and from the supplier/partner
inventory;
Ensuring the supplier/partner inventory repository accurately captures and records all identified
supplier/partner details, through use of automated or manual audits;
Tracking and monitoring of the usage of, and access to, the supplier/partner inventory
Identifying any technical driven shortcomings of the supplier/partner inventory repository, and
providing input to Resource Development & Management processes to rectify these issues.

Explanatory

Mandatory

Optional

Interactions

1.1.4.1.1 Support S/P Requisition
Management

Figure 146. Support S/P Requisition Management decomposition into level 4 processes

Support S/P Requisition Management

Process Context

Brief Description
Manage engagement with suppliers/partners who own and manage outsourced
infrastructure, and to ensure that the S/P Requisition Management processes are
operating effectively.

The purpose of the Support S/P Requisition Management processes is twofold - to
manage requisition activity with suppliers/partners who own and manage outsourced
infrastructure, and to ensure that the S/P Requisition Management processes can
provisioning-related activities when the service provider has outsourced the relevant
The actual engagement with the supplier/partner is initiated by the specific fulfillment or
provisioning enablement processes of the CRM, RM&O or SM&O process layers.
Where Enable S/P Requisition Management processes are engaged to manage new
and/or modified infrastructure deployment and/or capacity availability, these processes
are responsible to ensure on-time and correct deployment and delivery of the requested
infrastructure.
For the S/P Requisition Management processes the role of the Support S/P Requisition
Management processes is to make sure that there is sufficient process capacity and
capability (for example, information, materials, systems and resources) so that the S/P
Requisition Management processes can operate effectively. Examples are: information
on how to process requisitions for specific S/P products, materials needed to confirm
requisition requests, systems needed to validate supplier/partner product and service
availability.
arranging and managing supplier/partner access to appropriate service provider infrastructure
arranging and managing service provider access to appropriate supplier/partner infrastructure
oversight of supplier/partner roll-out, in accordance with approved plans, of the approved new
and/or modified infrastructure;
updating the Supplier/Partner Inventory of any changes to the supplier/partner infrastructure
deployment requests and progress;
processes; and
undertaking, and reporting on, trend analysis on S/P Requisition Management processes,
including types of associated requisition requests, response duration, delays and other process
measures.

Explanatory

Mandatory

Optional

Interactions

Arrange and Manage Access from S/P to Service Provider Provisioning Tools and
Processes

Process Context

Brief Description
Performing the supervision of the interfaces from S/P to Service Provider support tools in
order to keep always up and running the accessibility.

infrastructure deployment support tools (including any appropriate Inventories) and
processes;

Explanatory

Mandatory

Optional

Interactions

Arrange and Manage Access to Supplier/Partner Tools and Processes

Process Context

Brief Description
Supervising of the interfaces from Service Provider to S/P support tools in order to keep
always up and running the accessibility.

processes;

Explanatory

Mandatory

Optional

Interactions

Supervise S/P Rollout & and Report S/P Capacity

Process Context

Brief Description
Monitoring and reporting on S/P capacity and capability.

Oversight of supplier/partner roll-out, in accordance with approved plans, of the
approved new and/or modified infrastructure;

Explanatory

Mandatory

Optional

Interactions

Monitoring S/P Requested Infrastructure Deployment

Process Context

Brief Description
Tracking and monitoring of the requested S/P infrastructure deployment in order to
provide inputs to the Inventory.


Explanatory

Mandatory

Optional

Interactions

Reporting S/P Deployment Capability

Process Context

Brief Description
Supporting the deployment of these support tools and any problem resolution to their
functionality.


Explanatory

Mandatory

Optional

Interactions

Detect impact on S/P Inventory Infrastructure and Update

Process Context

Brief Description
Receiving and sending related information over over communication channel in order to
update the supplier/partner Inventory.

updating the Supplier/Partner Inventory of any changes to the supplier/partner
infrastructure deployment requests and progress;
processes; and

Explanatory

Mandatory

Optional

Interactions

Analyzing S/P Requisition Processes Performance

Process Context

Brief Description
Analyzing trend analysis reports and managing requisition processes perfomance.

undertaking, and reporting on, trend analysis on S/P Requisition Management
processes, including types of associated requisition requests, response duration, delays
and other process measures.

Explanatory

Mandatory

Optional

Interactions

1.1.4.1.2 Support S/P Problem Reporting &
Management


Figure 147. Support S/P Problem Reporting & Management decomposition into level 4 processes


Process Context

Brief Description
Manage problem resolution activity with suppliers/partners who own and manage

The purpose of the Support S/P Problem Reporting & Management processes is twofold -
to manage problem resolution activity with suppliers/partners who own and manage
problem-related activities when the service provider has outsourced the relevant

The actual engagement with the supplier/partner is initiated by the specific problem or
trouble management support processes of the CRM, RM&O or SM&O process layers.
Where Support S/P Problem Reporting & Management processes are engaged to
manage infrastructure-level problems, these processes are responsible to ensure on-time
and correct resolution and recovery.

For the S/P Problem Reporting & Management processes the role of the Support S/P
Problem Reporting & Management processes is to ensure that there is capability (for
example, information, materials, systems and resources) so that the S/P Problem
Reporting & Management processes can operate effectively.


and processes;
processes;
improvements;
infrastructure problem reports and progress; and

Explanatory

Mandatory

Optional

Interactions

Arrange and Manage Access for S/P to Service Provider Problem Mgmt. Tools and
Processes

Process Context

Brief Description
Performing the supervision of the interfaces from S/P to Service Provider support tools in
order to keep always up and running the accessibility.

and processes;

Explanatory

Mandatory

Optional

Interactions

Arrange and Manage Access to Supplier/Partner Tools and Processes

Process Context

Brief Description

processes;

Explanatory

Mandatory

Optional

Interactions

Monitor, Report for S/P Performance and Provide Recommendations

Process Context

Brief Description
Supervising S/P problem resolution progress and planing for the necessary
improvements.

improvements;

Explanatory

Mandatory

Optional

Interactions

Detect Change on S/P Inventory Infrastructure and Update

Process Context

Brief Description
[Not Available]

infrastructure performance resolution requests and progress;
Updating supplier/partner product and/or service performance information, etc to
support the S/PRM processes; and

Explanatory

Mandatory

Optional

Interactions

Analyzing S/P Problem Processes Performance

Process Context

Brief Description
Analyzing trend analysis reports and managing S/P problem reporting and mgmt.
processes perfomance.


Explanatory

Mandatory

Optional

Interactions

1.1.4.1.3 Support S/P Performance
Management

Figure 148. Support S/P Performance Management decomposition into level 4 processes

Support S/P Performance Management

Process Context

Brief Description
Manage performance restoration activity with suppliers/partners who own and manage

The purpose of the Support S/P Performance Management processes is twofold - to
manage performance restoration activity with suppliers/partners who own and manage
performance-related activities when the service provider has outsourced the relevant
The actual engagement with the supplier/partner is initiated by the specific performance
support processes of the CRM, RM&O or SM&O process layers. Where Support S/P
Performance Management processes are engaged to resolve infrastructure level
performance issues, these processes are responsible to ensure on-time and correct
resolution and re-establishment of normal infrastructure operation.

For the S/P Performance Management processes the role of the Support S/P
Performance Management processes is to ensure that there is capability (for example,
information, materials, systems and resources) so that the S/P Performance Management


Arranging and managing supplier/partner access to appropriate service provider performance
Arranging and managing service provider access to appropriate supplier/partner performance
Initiating reviews and recommendations for S/P infrastructure performance improvements;
Updating the Supplier/Partner Inventory of any changes to the supplier/partner infrastructure
performance resolution requests and progress;
Updating supplier/partner product and/or service performance information, etc to support the
S/PRM processes; and
Undertaking and reporting on, trend analysis on S/P Performance Management processes,
including types of associated performance resolution requests, response duration, delays and

Explanatory

Mandatory

Optional

Interactions

Arrange and Manage Access for S/P to Service Performance Mgmt. Tools and Processes

Process Context

Brief Description
Performing the supervision of the interfaces from S/P to Service Provider performance
support tools in order to keep always up and running the accessibility.

performance management support tools (including any appropriate Inventories) and
processes;

Explanatory

Mandatory

Optional

Interactions

Arrange and Manage Access to Supplier/Partner Service Performance Mgmt. Tools and
Processes

Process Context

Brief Description

performance management support tools (including any appropriate Inventories) and
processes;

Explanatory

Mandatory

Optional

Interactions

Monitor and Report S/P Performance Issues and Provide Recommendations

Process Context

Brief Description
Supervising S/P performance issues resolution progress and planing for the necessary
improvements.

improvements;

Explanatory

Mandatory

Optional

Interactions

Detect Change on S/P Inventory Infrastructure and Update

Process Context

Brief Description
[Not Available]

infrastructure performance resolution requests and progress;
Updating supplier/partner product and/or service performance information, etc to
support the S/PRM processes; and

Explanatory

Mandatory

Optional

Interactions

Analyzing S/P Performance Processes's Performance

Process Context

Brief Description
Analyzing trend analysis reports and managing S/P performance reporting and mgmt.
processes perfomance.

Undertaking and reporting on, trend analysis on S/P Performance Management
processes, including types of associated performance resolution requests, response
duration, delays and other process measures.

Explanatory

Mandatory

Optional

Interactions

1.1.4.1.4 Support S/P Settlements &
Payments Management


Figure 149. Support S/P Settlements & Payments Management decomposition into level 4 processes

Support S/P Settlements & Payments Management

Process Context

Brief Description
effectively

The purpose of the Support S/P Settlements & Payments Management processes is to
ensure that there is capability (for example, information, materials, systems and
effectively. Examples are information on how to respond to current settlements and
payment issues with suppliers and partners, materials needed to process payments and
invoices with suppliers and partners: systems needed to create payments, handle
invoices or analyze supplier/partner payment and settlement concerns, requests for
impact on timely payment preparation, and complaint handling.
payment and settlement-related activities when the service provider has outsourced the
relevant infrastructure ownership and management to suppliers/partners (i.e. outsourced
network or IT bureau arrangements).
These processes undertake trend analysis on payment and invoicing, including problems,
delays and complaints.

Explanatory

Mandatory

Optional

Interactions

Arrange Facilities, Tools and Systems to Support Processes

Process Context

Brief Description
Making sure that there is capability (for example, information, materials, systems and
effectively.


Explanatory

Mandatory

Optional

Interactions

Analyze S/P Settlements & Payments Process Performance

Process Context

Brief Description
These processes undertake trend analysis on payment and invoicing, including
problems, delays and complaints.


Explanatory

Mandatory

Optional

Interactions

1.1.4.1.5 Support S/P Interface
Management


Figure 150. Support S/P Interface Management decomposition into level 4 processes

Support S/P Interface Management

Process Context

Brief Description
Ensure that there is capability so that the S/P Interface Management processes can
operate effectively

The purpose of the Support S/P Interface Management processes is to ensure that there
is capability (for example, information, materials, systems and resources) so that the S/P
Interface Management processes can operate effectively. Examples are information on
how to handle unusual requests based on temporary situations, systems needed to
accept and track supplier/partner contacts, requests for the provisioning of additional
resources where it has been identified that current levels will impact on timely contact
handling.
supplier/partner interfaces. This support could be in updating agent scripts, Web pages,
etc. Support S/P Interface Management processes keep up to date all information
concerning suppliers and partners.
These processes undertake trend analysis on supplier/partner contacts, e.g. type,
frequency, duration, outcome.

Explanatory

Mandatory

Optional

Interactions

Check Interface List,Status and Availability

Process Context

Brief Description
Checking the interface process capability (e.g. interconnection system availability,
information system functionality and capacity, automated procedures between interface
support tools, etc.);
Making sure that the interface contact list contains all the related information used to
communicate with S/P e.g. the name of interface, description, technical parameters,
reference to documentation etc.


Explanatory

Mandatory

Optional

Interactions

Identify Contact Changes and Update

Process Context

Brief Description
Implementing generic and specific changes to supplier/partner interfaces (example:
updating agent scripts, Web pages, etc.
Gathering all the information available related to the contact identified and keep up to
date all information concerning suppliers and partners..


Explanatory

Mandatory

Optional

Interactions

Assess S/P Interface Performance

Process Context

Brief Description
Undertaking the trend analysis on supplier/partner contacts, e.g. type, frequency,
duration, outcome.


Explanatory

Mandatory

Optional

Interactions

1.1.4.1.6 Manage Supplier/Partner
Inventory

Figure 151. Manage Supplier/Partner Inventory decomposition into level 4 processes

Manage Supplier/Partner Inventory

Process Context

Brief Description
Manage the administration of the enterprise's supplier/partner inventory.

The purpose of the Manage Supplier/Partner Inventory processes are twofold - establish,
manage and administer the enterprise's supplier/partner inventory, as embodied in the
Supplier/Partner Inventory Database, and monitor and report on the usage and access to
the supplier/partner inventory, and the quality of the data maintained in it.

The supplier/partner inventory maintains records of all commercial arrangements with
supplier/partners, and any modifications to them. It also records all details of contacts
with suppliers/partners as well as commercial information, including details of S/P
products and services, required to support S/PRM and other processes.

The supplier/partner inventory is also responsible for maintaining the association between
product instances, service instances, resource instances and S/P product instances,
created as a result of the S/P Requisition Management processes.

Identifying the inventory-relevant information requirements to be captured to support the S/P
Relationship Management and other processes;
Establishing and managing the supplier/partner inventory management and information capture
processes;
update, delete and/or download supplier/partner data to and from the supplier/partner
inventory;
Ensuring the supplier/partner inventory repository accurately captures and records all identified
supplier/partner details, through use of automated or manual audits;
Identifying any technical driven shortcomings of the supplier/partner inventory repository, and
providing input to Resource Development & Management processes to rectify these issues.

Explanatory

Mandatory

Optional

Interactions

Manage S/P Inventory Repository

Process Context

Brief Description
Identifying the inventory-relevant information requirements to be captured to support the
S/P Relationship Management and other processes;


Explanatory

Mandatory

Optional

Interactions

Manage and Administer S/P Inventory

Process Context

Brief Description
Establishing and managing the supplier/partner inventory management and information
capture processes;
create, modify, update, delete and/or download supplier/partner data to and from the
supplier/partner inventory;


Explanatory

Mandatory

Optional

Interactions

Perform Audit Tests

Process Context

Brief Description
Ensuring the supplier/partner inventory repository accurately captures and records all
identified supplier/partner details, through use of automated or manual audits;

manual audits;

Explanatory

Mandatory

Optional

Interactions

Track and Monitor S/P Inventory

Process Context

Brief Description


Explanatory

Mandatory

Optional

Interactions

Identify Issues and Provide Reports

Process Context

Brief Description
Identifying any technical driven shortcomings of the supplier/partner inventory


Explanatory

Mandatory

Optional

Interactions

1.1.4.2 S/P Requisition Management


Figure 152. S/P Requisition Management decomposition into level 3 processes

S/P Requisition Management

Process Context

Brief Description
Track, monitor and report on the service provider initiated product and/or service
provisioning engagements to ensure that the interactions are in accordance with the
agreed commercial arrangements between the service provider and the Supplier/Partner.

The S/P Requisition Management processes track, monitor and report on the service
provider initiated product, service and/or resource provisioning engagements to ensure
that the interactions are in accordance with the agreed commercial arrangements
between the service provider and the Supplier/Partner.
External suppliers/partners are engaged by the service provider in provisioning activities
when:
specific resources need to be purchased and delivered to satisfy resource orders;
the service provider has outsourced specific activities to suppliers/partners that are required to
be utilized as part of provisioning activity (i.e. outsourced installation activities);
the specific service is purchased from an external supplier (as in an interconnect service);
the specific product and/or service, or specific product and/or service component, is owned and
delivered by an external partner, or
previously issued requisitions for specific resources or services need to be modified or
cancelled.

In all of the above cases, the actual engagement in the provisioning processes is initiated
by the specific Track & Manage process of either the RM&O or SM&O process layer.
Where S/P Requisition Management processes are engaged to manage requisitions of
specific resources or outsourced product and/or services from partners/suppliers, these
processes are responsible to ensure on-time and correct delivery of the specific resource
or outsourced product and/or service. If several suppliers are available, these processes
are responsible for selecting between the alternative suppliers with whom a relationship
exists. A specification for the S/P supplied resource or product and/or service component
is received from the RM&O, SM&O or CRM processes and the range of contracted
suppliers surveyed to select the most cost-effective (cost / time trade-off) or to meet pre-
agreed volume commitment targets.
specific products, services and/or resources, as the case may be, these processes create
and close S/P requisition orders, undertake tracking and management of the
supplier/partner provisioning activity, and provide reporting.

Explanatory

Mandatory

Optional

Interactions

Select Supplier/Partner

Process Context

Brief Description
Identify the most appropriate supplier/partner or suppliers/partners amongst those with
whom a supply arrangement exists

The responsibility of the Select Supplier/Partner processes is to identify the most
appropriate supplier/partner or suppliers/partners amongst those with whom a supply
arrangement exists.
Based on the particular product, service and/or resource component requirements, select
the most appropriate supplier or partner from the range of S/Ps with whom a supply
arrangement exists.

Explanatory

Mandatory

Optional

Interactions

Determine S/P Pre-Requisition Feasibility

Process Context

Brief Description
Determine the ability of suppliers/partners to deliver the specific resources, services or
products, within the specified requirements

The Determine S/P Pre-Requisition Feasibility processes are responsible for determining
the ability of suppliers/partners to deliver the specific resources, services or products,
within the specified requirements.

These processes query a set of candidate suppliers to check for S/P specific resource,
service or product availability and ability to meet delivery volumes, delivery time-scales
and schedules, locations, specific technical and other requirements (including relevant
standards), etc. The candidate suppliers will have been defined during the Select
Supplier/Partner processes.
Once a supplier/partner is chosen, it must be established that the specific resource,
service or product is available (in stock / or that sufficient capacity is available), and that
the delivery volumes and conditions can be met. There may be some negotiation with the
supplier regarding delivery scheduling and S/P specific resource, service or product
availability.
There may be a number of suppliers who in principle can meet the business need, and
so, within the confines of existing commercial agreements, there may be a process of
evaluating each supplier's specific resource, service or product offering (and options)
against the business need.

Explanatory

Mandatory

Optional

Interactions

Track & Manage S/P Requisition

Process Context

Brief Description
Ensure S/P requisition orders are being processed and delivered efficiently and
effectively

The objective of the Track & Manage S/P Requisition processes is to ensure S/P
requisition orders are being processed and delivered efficiently and effectively, and that
escalation is being invoked as required for any open S/P requisition orders in jeopardy.

Managing regular interaction with the supplier/partner to establish progress of S/P requisition
orders;
Modifying information in an existing S/P requisition order based on feedback of progress from
the supplier/partner;
Modifying the S/P requisition order status;
Cancelling a S/P requisition order when the specific requisition requirements are no longer
required as notified by the RM&O, the SM&O or the CRM processes; and
Monitoring the jeopardy status of open S/P requisition orders, and initiating escalation of
S/P requisition orders as necessary.

These processes track progress with the supplier/partner, either periodically, or at defined
points according to a project or program plan. This tracking may be driven from the
enterprise, or triggered by reports from the supplier/partner (e.g. periodically or at key
events). These processes also initiate jeopardy and risk management in relation to the
supplied specific resources, services and products, their availability and delivery
schedule.

These processes also manage notifications or requests from suppliers regarding forced
or requested changes to the S/P requisition specification or delivery schedule. These
change requests may be caused by the supplier/partner or may be outside their control.
Change requests are notified to the originating RM&O, SM&O or CRM processes where a
resolution is agreed.

The Track & Manage S/P Requisition processes will also inform the Close S/P
Requisition Order processes by modifying the S/P requisition order status to completed
when the S/P requisition has been successfully delivered.

Explanatory

Mandatory

Optional

Interactions

Receive & Accept S/P Requisition

Process Context

Brief Description
Records delivery of S/P requisitions, and arranges for any acceptance testing or
commissioning required

Receive & Accept S/P Requisition records delivery of S/P requisitions, and arranges for
any acceptance testing or commissioning required.
These processes facilitate and support coordination of internal activities with activities
performed by the supplier/partner, that are required to:
Configure a bought-in S/P product;
Bring a bought-in S/P product into service; or
Restore a bought-in S/P product to service.
The actual performance of any acceptance testing and/or commissioning activities by the
service provider is managed within the appropriate RM&O or SM&O processes as
required.
These processes also manage negotiations with a supplier/partner where there have
been problems with a S/P product's supply, and determine through dialogue with the
supplier/partner, how best to resolve such issues.
This S/P delivery acceptance may involve co-ordination with internal SM&O or RM&O
processes, where the supplied specific resource, service or product forms part of a larger
system, or is to be onward shipped.
These processes report and document on acceptance, and record final acceptance of
S/P deliveries.

Explanatory

Mandatory

Optional

Interactions

Initiate S/P Requisition Order

Process Context

Brief Description
Generate a correctly formatted and specified S/P requisition order, and issue this to the
selected supplier/partner

The Initiate S/P Requisition Order processes are responsible for generating a correctly
formatted and specified S/P requisition order, and issuing this to the selected
supplier/partner. Requests for S/P requisition orders are passed to the S/P Requisition
Management processes from the Track & Manage processes in the RM&O, the SM&O or
the CRM process layer. The Initiate S/P Requisition Order contains the originating
request identifier to allow for appropriate linking to the processes which originally caused
the S/P requisition order to be initiated. Requests received may be for the initiation of new
S/P requisition orders, for modifications to previously issued S/P requisition orders or for
cancellation of previously issued S/P requisition orders.

Explanatory

Mandatory

Optional

Interactions

Report S/P Requisition

Process Context

Brief Description
Monitor the status of S/P requisition orders, provide notifications of any changes and

The objective of the Report S/P Requisition processes is to monitor the status of S/P
requisition orders, provide notifications of any changes and provide management reports.
These processes are responsible for continuously monitoring the status of S/P requisition
Support S/P Requisition Management processes.
These processes record, analyze and assess the S/P requisition order status changes to
effectiveness of the overall S/P Requisition Management process. These specialized

Explanatory

Mandatory

Optional

Interactions

Close S/P Requisition Order

Process Context

Brief Description
Close a S/P requisition order when the S/P requisition has been successfully completed

The objective of the Close S/P Requisition Order processes is to close a S/P requisition
order when the S/P requisition has been successfully completed.
These processes monitor the status of all open S/P requisition orders, and recognize that
a S/P requisition order is ready to be closed when the status is changed to completed. .

Explanatory

Mandatory

Optional

Interactions

1.1.4.2.1 Select Supplier/Partner


Figure 153. Select Supplier/Partner decomposition into level 4 processes

Select Supplier/Partner

Process Context

Brief Description
Identify the most appropriate supplier/partner or suppliers/partners amongst those with
whom a supply arrangement exists

The responsibility of the Select Supplier/Partner processes is to identify the most
appropriate supplier/partner or suppliers/partners amongst those with whom a supply
arrangement exists.
Based on the particular product, service and/or resource component requirements, select
the most appropriate supplier or partner from the range of S/Ps with whom a supply
arrangement exists.

Explanatory

Mandatory

Optional

Interactions

Identify Supplier/Partner

Process Context

Brief Description
process identifies the most appropriate supplier/partner or suppliers/partners amongst
those with whom a supply arrangement exists.


Explanatory

Mandatory
process identifies the most appropriate supplier/partner or suppliers/partners amongst
those with whom a supply arrangement exists.

Optional

Interactions

Select most appropriate Supplier/partner

Process Context

Brief Description
process selects most appropriate supplier/partner from the range of S/Ps with whom a
supply arrangement exists for particular product, service and/or resource component
requirements


Explanatory

Mandatory
process selects most appropriate supplier/partner from the range of S/Ps with whom a
supply arrangement exists for particular product, service and/or resource component
requirements

Optional

Interactions

1.1.4.2.2 Determine S/P Pre-Requisition
Feasibility

Figure 154. Determine S/P Pre-Requisition Feasibility decomposition into level 4 processes

Determine S/P Pre-Requisition Feasibility

Process Context

Brief Description
Determine the ability of suppliers/partners to deliver the specific resources, services or
products, within the specified requirements

The Determine S/P Pre-Requisition Feasibility processes are responsible for determining
the ability of suppliers/partners to deliver the specific resources, services or products,
within the specified requirements.

standards), etc. The candidate suppliers will have been defined during the Select
Supplier/Partner processes.
Once a supplier/partner is chosen, it must be established that the specific resource,
service or product is available (in stock / or that sufficient capacity is available), and that
the delivery volumes and conditions can be met. There may be some negotiation with the
supplier regarding delivery scheduling and S/P specific resource, service or product
availability.
There may be a number of suppliers who in principle can meet the business need, and
so, within the confines of existing commercial agreements, there may be a process of
against the business need.

Explanatory

Mandatory

Optional

Interactions

Assess S/P Delivery Capabilities

Process Context

Brief Description
standards),


Explanatory

Mandatory
standards),

Optional

Interactions

Establish Availability with S/P Inventory

Process Context

Brief Description
establish that the specific resource, service or product is available (in stock / or that
sufficient capacity is available), and that the delivery volumes and conditions can be met.
There may be some negotiation with the supplier regarding delivery scheduling and S/P
specific resource, service or product availability.


Explanatory
There may be some negotiation with the supplier regarding delivery scheduling and S/P
specific resource, service or product availability.

Mandatory
establish that the specific resource, service or product is available (in stock / or that
sufficient capacity is available), and that the delivery volumes and conditions can be met.

Optional

Interactions

Evaluate S/P Against Business Needs

Process Context

Brief Description
against the business need

evaluate S/P against business needs processes evaluates each supplier's specific
resource, service or product offering (and options) against the business need as there
may be a number of suppliers who in principle can meet the business need, and so,
within the confines of existing commercial agreements

Explanatory

Mandatory
evaluate S/P against business needs processes evaluates each supplier's specific
resource, service or product offering (and options) against the business need as there
may be a number of suppliers who in principle can meet the business need, and so,
within the confines of existing commercial agreements

Optional

Interactions

1.1.4.2.3 Track & Manage S/P Requisition

Figure 155. Track & Manage S/P Requisition decomposition into level 4 processes

Track & Manage S/P Requisition

Process Context

Brief Description
Ensure S/P requisition orders are being processed and delivered efficiently and
effectively

The objective of the Track & Manage S/P Requisition processes is to ensure S/P
requisition orders are being processed and delivered efficiently and effectively, and that
escalation is being invoked as required for any open S/P requisition orders in jeopardy.

Managing regular interaction with the supplier/partner to establish progress of S/P requisition
orders;
Modifying information in an existing S/P requisition order based on feedback of progress from
Modifying the S/P requisition order status;
Cancelling a S/P requisition order when the specific requisition requirements are no longer
required as notified by the RM&O, the SM&O or the CRM processes; and
Monitoring the jeopardy status of open S/P requisition orders, and initiating escalation of
S/P requisition orders as necessary.

schedule.

These processes also manage notifications or requests from suppliers regarding forced
or requested changes to the S/P requisition specification or delivery schedule. These
change requests may be caused by the supplier/partner or may be outside their control.

The Track & Manage S/P Requisition processes will also inform the Close S/P
Requisition Order processes by modifying the S/P requisition order status to completed
when the S/P requisition has been successfully delivered.

Explanatory

Mandatory

Optional

Interactions

Modify Information-S/P Requisition Orders

Process Context

Brief Description
Modifying information in an existing S/P requisition order based on feedback of progress
from the supplier/partner;


Explanatory

Mandatory
Modifying information in an existing S/P requisition order based on feedback of progress

Optional

Interactions

Cancel S/P Requisition Orders

Process Context

Brief Description
Cancelling a S/P requisition order when the specific requisition requirements are no
longer required as notified


Explanatory

Mandatory
Cancelling a S/P requisition order when the specific requisition requirements are no
longer required as notified

Optional

Interactions

Escalate S/P Requisition Orders

Process Context

Brief Description
Initiate escalation of S/P requisition order as necessary


Explanatory

Mandatory
Initiate escalation of S/P requisition order as necessary

Optional

Interactions

Manage S/P Requisition Orders

Process Context

Brief Description
processes ensure S/P requisition orders are being processed and delivered efficiently
and effectively.

manage S/P requisition orders processes manages S/P requisition orders are being
processed and delivered efficiently and effectively.These processes also manage
notifications or requests from suppliers regarding forced or requested changes to the S/P
requisition specification or delivery schedule. These change requests may be caused by
the supplier/partner or may be outside their control. Change requests are notified to the
originating RM&O, SM&O or CRM processes where a resolution is agreed.

Explanatory
These change requests may be caused by the supplier/partner or may be outside their
control.

Mandatory
manage S/P requisition orders processes manages S/P requisition orders are being
processed and delivered efficiently and effectively.These processes also manage
notifications or requests from suppliers regarding forced or requested changes to the S/P
requisition specification or delivery schedule.

Optional

Interactions

Monitor Jeopardy Status- Open S/P Requisition Orders

Process Context

Brief Description
Monitoring the jeopardy status of open S/P requisition orders


Explanatory

Mandatory
Monitoring the jeopardy status of open S/P requisition orders

Optional

Interactions

Track S/P Requisition Orders

Process Context

Brief Description
schedule.


Explanatory
This tracking may be driven from the enterprise, or triggered by reports from the
supplier/partner (e.g. periodically or at key events).

Mandatory
points according to a project or program plan.

Optional

Interactions
These processes also initiate jeopardy and risk management in relation to the supplied
specific resources, services and products, their availability and delivery schedule.

Notify- Cleared Status of S/P Requisition Orders

Process Context

Brief Description
inform the Close S/P Requisition Order processes by modifying the S/P requisition order
status to completed when the S/P requisition has been successfully delivered.


Explanatory

Mandatory
status to completed when the S/P requisition has been successfully delivered.

Optional

Interactions
status

1.1.4.2.5 Initiate S/P Requisition Order

Figure 156. Initiate S/P Requisition Order decomposition into level 4 processes

Initiate S/P Requisition Order

Process Context

Brief Description
Generate a correctly formatted and specified S/P requisition order, and issue this to the
selected supplier/partner

The Initiate S/P Requisition Order processes are responsible for generating a correctly
formatted and specified S/P requisition order, and issuing this to the selected
supplier/partner. Requests for S/P requisition orders are passed to the S/P Requisition
Management processes from the Track & Manage processes in the RM&O, the SM&O or
the CRM process layer. The Initiate S/P Requisition Order contains the originating
request identifier to allow for appropriate linking to the processes which originally caused
the S/P requisition order to be initiated. Requests received may be for the initiation of new
S/P requisition orders, for modifications to previously issued S/P requisition orders or for
cancellation of previously issued S/P requisition orders.

Explanatory

Mandatory

Optional

Interactions

Generate S/P Requisition Order

Process Context

Brief Description
This process generates a correctly formatted and specified S/P requisition order. The
S/P Requisition Order contains the originating request identifier to allow for appropriate
linking to the processes which originally caused the S/P requisition order to be initiated.
The S/P Requisition Order may be for the initiation of new S/P requisition orders, for
modifications to previously issued S/P requisition orders or for cancellation of previously
issued S/P requisition orders.


Explanatory
The S/P Requisition Order contains the originating request identifier to allow for
appropriate linking to the processes which originally caused the S/P requisition order to
be initiated. The S/P Requisition Order may be for the initiation of new S/P requisition
orders, for modifications to previously issued S/P requisition orders or for cancellation of
previously issued S/P requisition orders.

Mandatory
This process generates a correctly formatted and specified S/P requisition order

Optional

Interactions

Issue S/P Requisition Order

Process Context

Brief Description
This process issues the S/P requisition order to the selected supplier/partner.


Explanatory

Mandatory
This process issues the S/P requisition order to the selected supplier/partner.

Optional

Interactions

1.1.4.2.6 Report S/P Requisition

Figure 157. Report S/P Requisition decomposition into level 4 processes

Report S/P Requisition

Process Context

Brief Description
Monitor the status of S/P requisition orders, provide notifications of any changes and

The objective of the Report S/P Requisition processes is to monitor the status of S/P
requisition orders, provide notifications of any changes and provide management reports.
These processes are responsible for continuously monitoring the status of S/P requisition
Support S/P Requisition Management processes.
These processes record, analyze and assess the S/P requisition order status changes to
effectiveness of the overall S/P Requisition Management process. These specialized

Explanatory

Mandatory

Optional

Interactions

Monitor S/P Requisition Order Status

Process Context

Brief Description
Continuously monitor the status of S/P requisition orders.


Explanatory

Mandatory
Continuously monitor the status of S/P requisition orders.

Optional

Interactions

Manage S/P Requisition Order Status Notification

Process Context

Brief Description
any status changes.


Explanatory

Mandatory
any status changes.

Optional

Interactions

Report S/P Requisition Order Status

Process Context

Brief Description
Record, analyze and assess the S/P requisition order status changes to provide
of the overall Order Handling process, including specific reports required by specific
audiences.


Explanatory

Mandatory
Record, analyze and assess the S/P requisition order status changes to provide
of the overall Order Handling process, including specific reports required by specific
audiences.

Optional

Interactions

1.1.4.2.7 Close S/P Requisition Order

Figure 158. Close S/P Requisition Order decomposition into level 4 processes

Close S/P Requisition Order

Process Context

Brief Description
Close a S/P requisition order when the S/P requisition has been successfully completed

The objective of the Close S/P Requisition Order processes is to close a S/P requisition
order when the S/P requisition has been successfully completed.
These processes monitor the status of all open S/P requisition orders, and recognize that
a S/P requisition order is ready to be closed when the status is changed to completed. .

Explanatory

Mandatory

Optional

Interactions

Monitor Status- All Open S/P Requisition Order

Process Context

Brief Description
monitors the status of all open S/P requisition order


Explanatory

Mandatory
monitors the status of all open S/P requisition order

Optional

Interactions

Mark S/P Requisition Order As Closed

Process Context

Brief Description
closes S/P requisition order when status is changed to completed


Explanatory

Mandatory
closes S/P requisition order when status is changed to completed

Optional

Interactions

1.1.4.3 S/P Problem Reporting &
Management


Figure 159. S/P Problem Reporting & Management decomposition into level 3 processes

S/P Problem Reporting & Management

Process Context

Brief Description
Track, monitor and report on the service provider initiated problem engagements to
ensure that the interactions are in accordance with the agreed commercial arrangements

The S/P Problem Reporting & Management processes track, monitor and report on the
service provider initiated problem engagements to ensure that the interactions are in
accordance with the agreed commercial arrangements between the service provider and
the Supplier/Partner.
In addition, external suppliers/partners may report S/P discovered problems to the service
provider which may impact resources, services and/or customers.
External suppliers/partners are engaged by the service provider in correction and
recovery activities when:
higher level expertise and/or higher level support is required to resolve the service problem or
resource trouble, (which may be automatic in the case of highest priority service problems or
resource troubles);
the service provider has outsourced specific activities to a supplier/partner which are needed as
part of problem management resolution (i.e. outsourced field maintenance);
the specific service has been purchased from an external supplier (as in an interconnect service);
or
the specific product and/or service, or specific product and/or service component, is
owned and maintained by an external partner.

In all of the above cases, the actual engagement in the correction and recovery
processes is initiated by the specific Track & Manage process of the RM&O, SM&O or
CRM process layer.

product, services and/or resources, as the case may be, these processes create and
close S/P problem reports, undertake tracking and management of the supplier/partner
problem resolution activity, and provide reporting.

Explanatory

Mandatory

Optional

Interactions

Initiate S/P Problem Report

Process Context

Brief Description
Report specific problems to the supplier / partner.

The Initiate S/P Problem Report processes are responsible for reporting specific
problems to the supplier / partner. These problems are passed to the S/P Problem
Reporting & Management processes from either the RM&O or the SM&O Track &
Manage processes.
The S/P Problem Report contains the originating resource trouble report or service
trouble report identifier to allow for appropriate linking to the processes which originally
caused the S/P problem report to be initiated.

Explanatory

Mandatory

Optional

Interactions

Receive S/P Problem Report

Process Context

Brief Description
Receive notification of problems detected by the supplier/ partner, and notifies other
processes of this.

processes of this. These notifications will be passed on to the appropriate Track &
Manage processes in the RM&O and/or SM&O process layers depending on the nature
of the notified problem.

Explanatory

Mandatory
Receive notification of problems detected by the supplier/ partner

Optional

Interactions
Notifies other processes of problems detected by the supplier/ partner

pass notifications to the appropriate Track & Manage processes in the RM&O and/or
SM&O process layers depending on the nature of the notified

Track & Manage S/P Problem Resolution

Process Context

Brief Description
Track progress of the problem resolution as advised by the supplier / partner.

The objective of the Track & Manage S/P Problem Resolution processes is to ensure
testing, repair and restoration activities are being assigned, coordinated and tracked
efficiently, and that escalation is being invoked as required for any open S/P problem


Managing regular interaction with the supplier/partner to establish resolution progress for S/P
problem reports;
Modifying information in an existing S/P problem report based on feedback of progress from the
supplier/partner;
Modifying the S/P problem report status;
Cancelling a S/P problem report when the specific problem is discovered to not be related to the
supplier/partner; and
Monitoring the jeopardy status of open S/P problem reports, and initiating escalation of
S/P problem reports as necessary.

The Track & Manage S/P Problem Resolution processes will also inform the Close S/P
Problem Report processes by modifying the S/P problem report status to cleared when
the S/P problem has been resolved.

Explanatory
reports in jeopardy

Mandatory
Managing regular interaction about resolution progress with the supplier/partner

Establish resolution progress for S/P problem reports

when the specific problem discovered is not related to the supplier/partner; Cancel a S/P
problem report

Monitoring the jeopardy status of open S/P problem reports; initiating escalation of S/P
unresolved problem reports as necessary

Modifying information in an existing S/P problem report based on feedback of progress

Optional

Interactions
Inform the Close S/P Problem Report processes by modifying the S/P problem report
status to cleared when the S/P problem has been resolved.

Report S/P Problem Resolution

Process Context

Brief Description
Monitor the status of S/P problem reports, provide notifications of any changes and

The objective of the Report S/P Problem Resolution processes is to monitor the status of
S/P problem reports, provide notifications of any changes and provide management
reports.

These processes are responsible for continuously monitoring the status of S/P problem
Support S/P Problem Reporting & Management processes.

These processes record, analyze and assess the S/P problem report status changes to
effectiveness of the overall S/P Problem Reporting & Management process.


Explanatory

Mandatory

Optional

Interactions

Close S/P Problem Report

Process Context

Brief Description
Close a S/P problem report when the S/P problem has been resolved

The objective of the Close S/P Problem Report processes is to close a S/P problem
report when the S/P problem has been resolved.
These processes monitor the status of all open S/P problem reports, and recognize that
a S/P problem report is ready to be closed when the status is changed to cleared.

Explanatory

Mandatory

Optional

Interactions

1.1.4.3.1 Initiate S/P Problem Report

Figure 160. Initiate S/P Problem Report decomposition into level 4 processes

Initiate S/P Problem Report

Process Context

Brief Description
Report specific problems to the supplier / partner.

The Initiate S/P Problem Report processes are responsible for reporting specific
problems to the supplier / partner. These problems are passed to the S/P Problem
Reporting & Management processes from either the RM&O or the SM&O Track &
Manage processes.
The S/P Problem Report contains the originating resource trouble report or service
trouble report identifier to allow for appropriate linking to the processes which originally
caused the S/P problem report to be initiated.

Explanatory

Mandatory

Optional

Interactions

Generate S/P Problem Peport

Process Context

Brief Description
this process generates S/P problem report which contains the originating resource
trouble report or service trouble report identifier to allow for appropriate linking to the
processes which originally caused the S/P problem report to be initiated


Explanatory
Responsible for generating reports concerning specific problems, that can be passed to a
supplier / partner. This allows the supplier / partner to investigate these problems within
thwir own domain and establsih what role or involvement they might have with the
problem

Mandatory
Generate report(s) on specific S/P problems that can be passed to a supplier / partner

Maintain link to processes which originally caused the S/P problem report to be initiated -
the S/P Problem report contains the originating resource trouble report or service trouble
report identifier to allow for appropriate linking to the processes which originally caused
the S/P problem report to be initiated.

Optional
The generated report may be relevant to selected suppliers / partners, or to all,
depending on the problem concerned and whether it is possible to identify which
suppliers/ partners may be involved

Interactions
These problems are passed to the S/P Problem Reporting & Management processes
from either the RM&O or the SM&O Track & Manage processes.

Issue S/P Problem Report

Process Context

Brief Description
This process issues the S/P problem report to the supplier/partner.


Explanatory
Responsible for passing reports concerning specific problems, to a supplier / partner. This
allows the supplier / partner to investigate these problems within thwir own domain and
establsih what role or involvement they might have with the problem

Mandatory
Identify the relevant supplier /partner for this problem

Pass report(s) on specific S/P problems to a supplier / partner

Optional
The generated report may be passed to selected suppliers / partners, or to all, depending
on the problem concerned and whether it is possible to identify which suppliers/ partners
may be involved

Interactions
Interaction with agencies external to the enterprise, via S/P Interface Management

1.1.4.3.2 Receive S/P Problem Report

Figure 161. Receive S/P Problem Report decomposition into level 4 processes

Receive S/P Problem Report

Process Context

Brief Description
processes of this.

processes of this. These notifications will be passed on to the appropriate Track &
Manage processes in the RM&O and/or SM&O process layers depending on the nature
of the notified problem.

Explanatory

Mandatory

Optional

Interactions
Notifies other processes of problems detected by the supplier/ partner

pass notifications to the appropriate Track & Manage processes in the RM&O and/or
SM&O process layers depending on the nature of the notified

Receive S/P Problem Notification

Process Context

Brief Description


Explanatory
Responsible for receiving reports concerning specific problems, from a supplier / partner.

Mandatory

Optional

Interactions

Forward S/P Problem Notification

Process Context

Brief Description
process will pass the notfication to the appropriate Track & Manage processes in the
RM&O and/or SM&O process layers depending on the nature of the notified problem.


Explanatory
Responsible for forwarding reports concerning specific problems, from a supplier /
partner, for further internal action

Mandatory
Notifies other processes of the problems reporetd by suppliers / partners

Optional

Interactions
These notifications are be passed on to the appropriate Track & Manage processes in the
RM&O and/or SM&O process layers depending on the nature of the notified problem.

1.1.4.3.3 Track & Manage S/P Problem
Resolution

Figure 162. Track & Manage S/P Problem Resolution decomposition into level 4 processes

Track & Manage S/P Problem Resolution

Process Context

Brief Description
Track progress of the problem resolution as advised by the supplier / partner.



problem reports;
Modifying information in an existing S/P problem report based on feedback of progress from the
supplier/partner;
Modifying the S/P problem report status;
Cancelling a S/P problem report when the specific problem is discovered to not be related to the
supplier/partner; and
Monitoring the jeopardy status of open S/P problem reports, and initiating escalation of
S/P problem reports as necessary.

The Track & Manage S/P Problem Resolution processes will also inform the Close S/P
Problem Report processes by modifying the S/P problem report status to cleared when
the S/P problem has been resolved.

Explanatory
reports in jeopardy

Mandatory
Managing regular interaction about resolution progress with the supplier/partner

Establish resolution progress for S/P problem reports

when the specific problem discovered is not related to the supplier/partner; Cancel a S/P
problem report

Monitoring the jeopardy status of open S/P problem reports; initiating escalation of S/P
unresolved problem reports as necessary


Optional

Interactions

Modify S/P Problem Report

Process Context

Brief Description


Explanatory

Mandatory
Modify information in an existing S/P problem report based on feedback of progress from

Optional

Interactions

Cancel S/P Problem Report

Process Context

Brief Description
Canceling a S/P problem report when the specific performance issue is discovered to not
be related to the supplier/partner


Explanatory

Mandatory
Cancel an S/P problem report when the specific performance issue is discovered to not
be related to the supplier/partner

Optional

Interactions

Escalate S/P Problem Resolution

Process Context

Brief Description
Initiate escalation of S/P problem reports as necessary


Explanatory

Mandatory
Ensure that escalation is being invoked as required for any open S/P problem reports in
jeopardy.

Optional

Interactions

Manage S/P Problem Resolution

Process Context

Brief Description
processes ensure testing,repair and restoration activities are being assigned and
cordinated for S/P problem reports and managing the S/P problem reports status


Explanatory

Mandatory
Ensure testing, repair and restoration activities are being assigned, coordinated and
tracked efficiently

Optional

Interactions

Monitor S/P Problem Jeopardy Status

Process Context

Brief Description
Monitoring the jeopardy status of open S/P problem reports


Explanatory

Mandatory
Ensure that any open S/P problem reports in jeopardy are identified and reporetd

Optional

Interactions

Notify S/P Problem Cleared

Process Context

Brief Description
Inform the Close S/P probelm Report processes by modifying the S/P problem report
status to cleared when the S/P performance issue has been resolved.


Explanatory

Mandatory

Optional

Interactions
Inform the Close S/P Problem Report processes

1.1.4.3.4 Report S/P Problem Resolution

Figure 163. Report S/P Problem Resolution decomposition into level 4 processes

Report S/P Problem Resolution

Process Context

Brief Description
Monitor the status of S/P problem reports, provide notifications of any changes and

S/P problem reports, provide notifications of any changes and provide management
reports.

Support S/P Problem Reporting & Management processes.

These processes record, analyze and assess the S/P problem report status changes to
effectiveness of the overall S/P Problem Reporting & Management process.


Explanatory

Mandatory

Optional

Interactions

Monitor S/P Problem Resolution

Process Context

Brief Description
resolution reports and flagging status schanges.


Explanatory
S/P problem reports

Mandatory
Continuously monitor the status of S/P problem reports

Identify and record S/P problem report status changes

Optional

Interactions

Issue S/P Problem Resolution Management Summaries

Process Context

Brief Description
These processes issue specialized summaries of the efficiency and effectiveness of the
overall S/P problem resolution process. These specialized summaries could be specific
reports required by specific audiences.


Explanatory

Mandatory
Issue specialized summaries of the efficiency and effectiveness of the overall S/P
problem resolution process. These specialized summaries could be specific reports

Optional

Interactions

Generate S/P Problem Resolution Management Reports

Process Context

Brief Description
These processes record analyze and assess the S/P problem resolution report status
changes to provide management reports


Explanatory

Mandatory
Record, analyze and assess the S/P problem resolution report status changes to provide
management reports

Optional

Interactions

Notify S/P Problem Resolution

Process Context

Brief Description
These processes are responsible for managing notifications to processes and other
parties registered to receive notifications of any status changes for S/P problem
resolution reports . Notification lists are managed and maintained by the Support S/P
Problem Reporting & Management processes.


Explanatory
The objective of the Report S/P Problem Resolution processes is to provide notifications
of any changes to the status of S/P problem reports

Notification lists are managed and maintained by the Support S/P Problem Reporting &

Mandatory
Provide notifications of any changes to the status of S/P problem reports

Optional

Interactions
any status changes.

1.1.4.3.5 Close S/P Problem Report

Figure 164. Close S/P Problem Report decomposition into level 4 processes

Close S/P Problem Report

Process Context

Brief Description
Close a S/P problem report when the S/P problem has been resolved

The objective of the Close S/P Problem Report processes is to close a S/P problem
report when the S/P problem has been resolved.
These processes monitor the status of all open S/P problem reports, and recognize that
a S/P problem report is ready to be closed when the status is changed to cleared.

Explanatory

Mandatory

Optional

Interactions

monitor status- all open S/P problem report

Process Context

Brief Description
Monitor S/P Problem Report Status


Explanatory

Mandatory
Monitor the status of all open S/P problem reports

Check for a status change to cleared when the S/P problem report is ready to be closed

Optional

Interactions

mark S/P problem Report as closed

Process Context

Brief Description
Close Cleared S/P Problem Reports


Explanatory

Mandatory
Close an S/P Problem reports when its staus becomes cleared

Optional

Interactions

1.1.4.4 S/P Performance Management


Figure 165. S/P Performance Management decomposition into level 3 processes

S/P Performance Management

Process Context

Brief Description
Track, monitor and report on the service provider initiated performance engagements to
ensure that the interactions are in accordance with the agreed commercial arrangements

The S/P Performance Management processes track, monitor and report on the service
provider initiated performance engagements to ensure that the interactions are in
accordance with the agreed commercial arrangements between the service provider and
the Supplier/Partner.

External suppliers/partners are engaged by the service provider in performance related
activities when:

higher level expertise and/or higher level support is required to resolve the product
performance, service performance or resource performance issues;
the service provider has outsourced specific activities to a supplier/partner which are needed as
part of performance improvement activity (i.e. outsourced field maintenance);
the specific product and/or service are purchased from an external supplier (as in an
interconnect service); or
the specific product and/or service, or specific product and/or service component, are
owned and delivered by an external partner.

In all of the above cases, the actual engagement in the performance related activities is
initiated by the specific Track & Manage process of either the RM&O or SM&O process
layer.

product and/or services, as the case may be, these processes create and close S/P
performance degradation reports, undertake tracking and management of the
supplier/partner performance improvement activity, and provide reporting.

Explanatory

Mandatory

Optional

Interactions

Initiate S/P Performance Degradation Report

Process Context

Brief Description
Report specific performance issues to the supplier / partner.

The Initiate S/P Performance Degradation Report processes are responsible for reporting
specific performance issues to the supplier / partner. These performance issues are
passed to the S/P Performance Management processes from either the RM&O or the
SM&O Track & Manage processes as well as from Monitor & Control S/P Service
Performance.

The S/P performance degradation report contains the originating resource performance
degradation report or performance degradation report identifier to allow for appropriate
linking to the processes which originally caused the S/P performance degradation report
to be initiated.

Explanatory

Mandatory

Optional

Interactions

Track & Manage S/P Performance Resolution

Process Context

Brief Description
Track progress of the performance resolution as advised by the supplier / partner.

The objective of the Track & Manage S/P Performance Resolution processes is to ensure
improvement and restoration activities are being assigned, coordinated and tracked
efficiently, and that escalation is being invoked as required for any open S/P performance
performance degradation reports;
Modifying information in an existing S/P performance degradation report based on feedback of
progress from the supplier/partner;
Modifying the S/P performance degradation report status;
Canceling a S/P performance degradation report when the specific performance issue is
discovered to not be related to the supplier/partner; and
Monitoring the jeopardy status of open S/P performance degradation reports, and
initiating escalation of S/P performance degradation reports as necessary.
The Track & Manage S/P Performance Resolution processes will also inform the Close
S/P Performance Degradation Report processes by modifying the S/P performance
degradation report status to cleared when the S/P performance issue has been resolved.

Explanatory

Mandatory

Optional

Interactions

Report S/P Performance

Process Context

Brief Description
Monitor the status of S/P performance degradation reports, provide notifications of any
changes and provide management reports

The objective of the Report S/P Performance processes is to monitor the status of S/P
performance degradation reports, provide notifications of any changes and provide
management reports.
These processes are responsible for continuously monitoring the status of S/P
performance degradation reports and managing notifications to processes and other
parties registered to receive notifications of any status changes. Notification lists are
managed and maintained by the Support S/P Performance Management processes.
These processes record, analyze and assess the S/P performance degradation report
efficiency and effectiveness of the overall S/P Performance Management process. These

Explanatory

Mandatory

Optional

Interactions

Close S/P Performance Degradation Report

Process Context

Brief Description
Close a S/P performance degradation report when the performance of the S/P service
has been restored

The objective of the Close S/P Performance Degradation Report processes is to close a
S/P performance degradation report when the performance of the S/P service has been
restored.
These processes monitor the status of all open S/P performance degradation reports, and
recognize that a S/P performance degradation report is ready to be closed when the
status is changed to cleared.

Explanatory

Mandatory

Optional

Interactions

Monitor & Control S/P Service Performance

Process Context

Brief Description
Collect and analyze performance of services delivered by suppliers and partners

Monitor & Control S/P Service Performance processes control the performance
measurement activities, collect performance data on a specified S/P service, analyze this
against the relevant SLA for the supplier/partner and report performance data and any
S/P SLA violations to other processes. These processes also carry out impact analysis on
any S/P SLA violations and initiate corrective actions.

Explanatory

Mandatory

Optional

Interactions

1.1.4.4.1 Monitor & Control S/P Service
Performance

Figure 166. Monitor & Control S/P Service Performance decomposition into level 4 processes

Monitor & Control S/P Service Performance

Process Context

Brief Description
Collect and analyze performance of services delivered by suppliers and partners

Monitor & Control S/P Service Performance processes control the performance
measurement activities, collect performance data on a specified S/P service, analyze this
against the relevant SLA for the supplier/partner and report performance data and any
S/P SLA violations to other processes. These processes also carry out impact analysis on
any S/P SLA violations and initiate corrective actions.

Explanatory

Mandatory

Optional

Interactions

Collect S/P Service Performance Data

Process Context

Brief Description
collects performance data on a specified S/P service


Explanatory

Mandatory
Collect S/P Service performance data processes collects performance data on a specified
S/P service

Optional

Interactions

Analyze S/P Service Performance Data

Process Context

Brief Description
analyze performance data against the relevant SLA for the supplier/partner and report
performance data and any S/P SLA violations to other processes. These processes also
carry out impact analysis on any S/P SLA violations


Explanatory

Mandatory
Analyze S/P service performance data processes analyzes performance data against the
relevant SLA for the supplier/partner and report performance data and any S/P SLA
violations to other processes. These processes also carry out impact analysis on any S/P
SLA violations

Optional

Interactions
Report performance data and any S/P SLA violations to other processes.

Initiate Corrective Actions

Process Context

Brief Description
based on impact analysis of any S/P SLA violations, this process initiate corrective
actions


Explanatory

Mandatory
based on impact analysis of any S/P SLA violations, this process initiate corrective
actions

Optional

Interactions

1.1.4.4.2 Track & Manage S/P Performance
Resolution

Figure 167. Track & Manage S/P Performance Resolution decomposition into level 4 processes


Process Context

Brief Description
Track progress of the performance resolution as advised by the supplier / partner.

The objective of the Track & Manage S/P Performance Resolution processes is to ensure
improvement and restoration activities are being assigned, coordinated and tracked
efficiently, and that escalation is being invoked as required for any open S/P performance
performance degradation reports;
Modifying information in an existing S/P performance degradation report based on feedback of
progress from the supplier/partner;
Modifying the S/P performance degradation report status;
discovered to not be related to the supplier/partner; and
Monitoring the jeopardy status of open S/P performance degradation reports, and
initiating escalation of S/P performance degradation reports as necessary.
The Track & Manage S/P Performance Resolution processes will also inform the Close
S/P Performance Degradation Report processes by modifying the S/P performance
degradation report status to cleared when the S/P performance issue has been resolved.

Explanatory

Mandatory

Optional

Interactions

Modify Information-S/P Performance Degradation Reports

Process Context

Brief Description
Modifying information in an existing S/P performance degradation report based on
feedback of progress from the supplier/partner;


Explanatory

Mandatory
Modifying information in an existing S/P performance degradation report based on
feedback of progress from the supplier/partner;

Optional

Interactions

Cancel S/P Performance Degradation Report

Process Context

Brief Description
discovered to not be related to the supplier/partner


Explanatory

Mandatory
discovered to not be related to the supplier/partner

Optional

Interactions

Escalate S/P Performance Degradation Report

Process Context

Brief Description
Initiate escalation of S/P performance degradation reports as necessary


Explanatory

Mandatory
Initiate escalation of S/P performance degradation reports as necessary

Optional

Interactions

Manage S/P Performance Degradation Report

Process Context

Brief Description
ensure improvement and restoration activities are being assigned and coordinated for
S/P performance degradation reports and managing the S/P performance degradation
reports status


Explanatory

Mandatory
ensure improvement and restoration activities are being assigned and coordinated for
S/P performance degradation reports and managing the S/P performance degradation
reports status

Optional

Interactions

Monitor Jeopardy Status- Open S/P Performance Degradation Reports

Process Context

Brief Description
Monitoring the jeopardy status of open S/P performance degradation reports


Explanatory

Mandatory
Monitoring the jeopardy status of open S/P performance degradation reports

Optional

Interactions

Notify- Cleared Status of S/P Performance Degradation Report

Process Context

Brief Description
inform the Close S/P Performance Degradation Report processes by modifying the S/P
performance degradation report status to cleared when the S/P performance issue has
been resolved.


Explanatory

Mandatory
inform the Close S/P Performance Degradation Report processes by modifying the S/P
performance degradation report status to cleared when the S/P performance issue has
been resolved.

Optional

Interactions

1.1.4.4.3 Report S/P Performance


Figure 168. Report S/P Performance decomposition into level 4 processes

Report S/P Performance

Process Context

Brief Description
Monitor the status of S/P performance degradation reports, provide notifications of any
changes and provide management reports

The objective of the Report S/P Performance processes is to monitor the status of S/P
performance degradation reports, provide notifications of any changes and provide
management reports.
efficiency and effectiveness of the overall S/P Performance Management process. These

Explanatory

Mandatory

Optional

Interactions

Monitor S/P Performance

Process Context

Brief Description


Explanatory

Mandatory
monitor S/P performance processes are responsible for continuously monitoring the
status of S/P performance degradation reports

Optional

Interactions
any status changes. Notification lists are managed and maintained by the Support S/P

Distribute S/P Performance Management Summaries

Process Context

Brief Description
These processes provides specialized summaries of the efficiency and effectiveness of
the overall S/P Performance Management process. These specialized summaries could
be specific reports required


Explanatory

Mandatory
distribute S/P performance mangement summaries processes provides specialized
summaries of the efficiency and effectiveness of the overall S/P Performance
Management process.

Optional

Interactions

Distribute S/P Performance Management Reports

Process Context

Brief Description
status changes to provide management reports


Explanatory

Mandatory
distribute S/P performance management reports processes record, analyze and assess
the S/P performance degradation report status changes to provide management reports

Optional

Interactions

1.1.4.4.4 Close S/P Performance
Degradation Report

Figure 169. Close S/P Performance Degradation Report decomposition into level 4 processes

Close S/P Performance Degradation Report

Process Context

Brief Description
Close a S/P performance degradation report when the performance of the S/P service
has been restored

The objective of the Close S/P Performance Degradation Report processes is to close a
S/P performance degradation report when the performance of the S/P service has been
restored.
These processes monitor the status of all open S/P performance degradation reports, and
recognize that a S/P performance degradation report is ready to be closed when the
status is changed to cleared.

Explanatory

Mandatory

Optional

Interactions

Monitor status- all open S/P performance degradation report

Process Context

Brief Description
monitors the status of all open S/P performance degradation reports


Explanatory

Mandatory
monitor status- all open S/P performance degradation report processes monitors the
status of all open S/P performance degradation reports

Optional

Interactions

Mark S/P performance Degradation Report as closed

Process Context

Brief Description
closes S/P performance degradation report when status is changed to cleared


Explanatory
S/P performance degradation report is ready to be closed when the status is changed to
cleared

Mandatory
mark S/P performance Degradation Report as closed pocesses is to close a S/P
performance degradation report when the performance of the S/P service has been
restored .

Optional

Interactions

1.1.4.4.5 Initiate S/P Performance
Degradation Report

Figure 170. Initiate S/P Performance Degradation Report decomposition into level 4 processes


Process Context

Brief Description
Report specific performance issues to the supplier / partner.

The Initiate S/P Performance Degradation Report processes are responsible for reporting
specific performance issues to the supplier / partner. These performance issues are
passed to the S/P Performance Management processes from either the RM&O or the
SM&O Track & Manage processes as well as from Monitor & Control S/P Service
Performance.

The S/P performance degradation report contains the originating resource performance
degradation report or performance degradation report identifier to allow for appropriate
linking to the processes which originally caused the S/P performance degradation report
to be initiated.

Explanatory

Mandatory

Optional

Interactions

Create S/P Performance Degration Report

Process Context

Brief Description
This process generates correctly formatted and specified Supplier/Partner performance
degradation report


Explanatory

Mandatory
Create S/P Performance degration report processes generates The S/P performance
degradation report which contains the originating resource performance degradation
report or performance degradation report identifier to allow for appropriate linking to the
processes which originally caused the S/P performance degradation report to be initiated.

Optional

Interactions

Issue S/P Performance Degration Report

Process Context

Brief Description
This process reports specific issues to the Supplier/Partner


Explanatory

Mandatory
Issue S/P Performance degration report processes handles reporting of specific issues to
the Supplier/Partner

Optional

Interactions

1.1.4.5 S/P Settlements & Payments
Management


Figure 171. S/P Settlements & Payments Management decomposition into level 3 processes

S/P Settlements & Payments Management

Process Context

Brief Description
S/P Settlements & Payments Management processes manage all settlements and
payments for the enterprise, including invoice validation and verification and payment
authorization.

For a value network, and particularly for service providers, settlements and payments
management is complex. In many cases, the supplier cost can be the largest single cost
and incorrect settlement or payments can mean the difference between profit and loss.
S/P Settlements & Payments Management processes manage all settlements and
payments for the enterprise, including invoice validation and verification and payment
authorization. These S/P Settlements and Payments Management processes interface
with the suppliers Customer Relationship Management process of Billing and Collection
Management.

Explanatory

Mandatory

Optional

Interactions

Manage Account

Process Context

Brief Description
Manage Account processes administer the internal record of usage of supplier/partners
services in support of invoice reconciliation and reciprocal usage settlement.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Receive & Assess Invoice

Process Context

Brief Description
Receive & Assess Invoice processes compare invoices against usage records and
offsets, and manage the interactions between the supplier/partner and the enterprise to
confirm usage records and resolve account differences.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Negotiate & Approve Invoice

Process Context

Brief Description
Negotiate & Approve Invoice processes manage the interactions between the
supplier/partner and the enterprise, in relation to enquiries about the billing account,
handling disputes and any subsequent negotiations.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Issue Settlement Notice & Payment

Process Context

Brief Description
Issue Settlement Notice & Payment processes apply where suppliers / partners are end
to revenue sharing, where the enterprise initiates the settlement cycle.

Issue Settlement Notice & Payment processes apply where suppliers / partners are end
to revenue sharing, where the enterprise initiates the settlement cycle.

Explanatory

Mandatory

Optional

Interactions

1.1.4.6 S/P Interface Management


Figure 172. S/P Interface Management decomposition into level 3 processes

S/P Interface Management

Process Context

Brief Description
S/P Interface Management processes manage the contacts between the enterprise and
its current or future suppliers/partners for S/P supplied products..

S/P Interface Management processes manage the contacts between the enterprise and
its current or future suppliers/partners for products or services. These processes are
basically contact management and tracking processes. These S/P Interface Management
processes interface with the CRM process of Customer Interface Management.

Explanatory

Mandatory

Optional

Interactions

Manage S/P Requests (Including Self Service)

Process Context

Brief Description
Accept requests and enable the supplier / partner to obtain the desired information from
the enterprise, or identify and activate the appropriate process area to accomplish the
request

Manage S/P Requests (including Self Service) processes accept requests and enable the
supplier / partner to obtain the desired information from the enterprise, or identify and
activate the appropriate process area to accomplish the request.
They also initiate interactions and manage the process of the supplier/partner obtaining
information. Alternatively they interact with the appropriate process area to accomplish
the request.

Explanatory

Mandatory

Optional

Interactions

Analyze & Report S/P Interactions

Process Context

Brief Description
Analyze & Report S/P Interactions processes analyze interactions and generate reports
for tracking and managing interactions or improving procedures for supplier/partner
processes.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Mediate & Orchestrate Supplier/Partner Interactions

Process Context

Brief Description
defined standards used by the enterprise and its suppliers/partners

The purpose of the Mediate & Orchestrate Supplier/Partner Interactions is to ensure that
standards used by the enterprise and its suppliers/partners. Increasingly transactions with
external parties (e.g. suppliers using RosettaNet or ebXML standards) will need to
conform to message and data formats defined by third parties or third party organizations.
Based on the specific transaction type and involved external party, this conformance will
require the identification of the necessary data formats to be sent externally, and
conversion of externally received messages into the required internal enterprise formats.
In addition, interactions with external parties may require that messages and transactions
need to be undertaken with defined and agreed orchestration for message exchange. The
actual agreement between the parties to use specific interaction standards is part of the
Support S/P Interface Management and Manage Supplier/Partner Engagement L3s.

Explanatory

Mandatory

Optional

Interactions

1.1.4.6.1 Manage S/P Requests (Including
Self Service)

Figure 173. Manage S/P Requests (Including Self Service) decomposition into level 4 processes


Process Context

Brief Description
Accept requests and enable the supplier / partner to obtain the desired information from
the enterprise, or identify and activate the appropriate process area to accomplish the
request

Manage S/P Requests (including Self Service) processes accept requests and enable the
supplier / partner to obtain the desired information from the enterprise, or identify and
activate the appropriate process area to accomplish the request.
information. Alternatively they interact with the appropriate process area to accomplish
the request.

Explanatory

Mandatory

Optional

Interactions

Gather Supplier/Partner Request

Process Context

Brief Description
accepts S/P requests and enable the supplier / partner to obtain the desired information
from the enterprise

Gather Supplier/Partner Request processes focus on accepting S/P requests and
enabling supplier / partner to obtain the desired information from the enterprise.

Explanatory

Mandatory
Gather Supplier/Partner Request processes focus on accepting S/P requests and
enabling supplier / partner to obtain the desired information from the enterprise.

Optional

Interactions

Guide Supplier/Partner Requests

Process Context

Brief Description
identify and activate the appropriate process area to accomplish the S/P request

Guide Supplier/Partner Requests processes identify and activate the appropriate process
area to accomplish the request.They also initiate interactions and manage the process of
the supplier/partner obtaining information. Alternatively they interact with the appropriate
process area to accomplish the request.

Explanatory
information.

Mandatory
Guide Supplier/Partner Requests processes identify and activate the appropriate process
area to accomplish the request.

Optional

Interactions
Alternatively they interact with the appropriate process area to accomplish the request.
information.

Prepare Supplier/Partner Interaction response

Process Context

Brief Description
prepare Interaction response based on output received from processes activated as a
result of process Guide Supplier/Partner Requests

Prepare Supplier/Partner Interaction response processes prepare response in order to
manage desired information for S/P based on request placed.This response is based on
output received from processes activated as a result of process Guide Supplier/Partner
Requests

Explanatory
This response is based on output received from processes activated as a result of
process Guide Supplier/Partner Requests

Mandatory
Prepare Supplier/Partner Interaction response processes prepare response in order to
manage desired information for S/P based on request placed.

Optional

Interactions

1.1.4.6.2 Analyze & Report S/P Interactions

Figure 174. Analyze & Report S/P Interactions decomposition into level 4 processes

Analyze & Report S/P Interactions

Process Context

Brief Description
Analyze & Report S/P Interactions processes analyze interactions and generate reports
for tracking and managing interactions or improving procedures for supplier/partner
processes.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Analyze Supplier/Partner Interactions

Process Context

Brief Description
Analyzes Supplier/Partner interactions for improving supplier/partner interactions
processes

Analyze Supplier/Partner Interactions processes analyzes the interactions with
Supplier/Partner for improving procedures for supplier/partner processes

Explanatory

Mandatory
Analyze Supplier/Partner Interactions processes analyzes the interactions with
Supplier/Partner for improving procedures for supplier/partner processes

Optional

Interactions

Generate Supplier/Partner Interactions Report

Process Context

Brief Description
Generate Supplier/Partner interactions reports for tracking and managing interactions


Explanatory

Mandatory

Optional

Interactions

1.1.4.6.3 Mediate & Orchestrate
Supplier/Partner Interactions

Figure 175. Mediate & Orchestrate Supplier/Partner Interactions decomposition into level 4 processes

Mediate & Orchestrate Supplier/Partner Interactions

Process Context

Brief Description
defined standards used by the enterprise and its suppliers/partners

The purpose of the Mediate & Orchestrate Supplier/Partner Interactions is to ensure that
standards used by the enterprise and its suppliers/partners. Increasingly transactions with
external parties (e.g. suppliers using RosettaNet or ebXML standards) will need to
conform to message and data formats defined by third parties or third party organizations.
Based on the specific transaction type and involved external party, this conformance will
require the identification of the necessary data formats to be sent externally, and
In addition, interactions with external parties may require that messages and transactions
need to be undertaken with defined and agreed orchestration for message exchange. The
actual agreement between the parties to use specific interaction standards is part of the
Support S/P Interface Management and Manage Supplier/Partner Engagement L3s.

Explanatory

Mandatory

Optional

Interactions

Identify Supplier/Partner Interactions Data Formats

Process Context

Brief Description
Identification of necessary data formats to be exchanged between enterpise and
Supplier/Partners

Identify Supplier/Partner Interactions Data Formats processes focus on identification of
necessary data formats to be sent externally.

Explanatory

Mandatory
Identify Supplier/Partner Interactions Data Formats processes focus on identification of
necessary data formats to be sent externally.

Optional

Interactions

Orchestrate Supplier/Partner interactions

Process Context

Brief Description
definition of transaction message structure and interactions to conform to agreed,
externally defined standards used by the enterprise and its suppliers/partners

Orchestrate Supplier/Partner interactions processes ensures that transaction message
structure and interactions to conform to agreed, externally defined standards used by the
enterprise and its suppliers/partners.Increasingly transactions with external parties (e.g.
suppliers using RosettaNet or ebXML standards) will need to conform to message and
data formats defined by third parties or third party organizations. In addition, interactions
with external parties may require that messages and transactions need to be undertaken
with defined and agreed orchestration for message exchange. Based on the specific
transaction type and involved external party, this will require the identification of the
necessary data formats to be sent externally, and conversion of externally received
messages into the required internal enterprise formats.

the Support S/P Interface Management and Manage Supplier/Partner Engagement L3s.

Explanatory
Increasingly transactions with external parties (e.g. suppliers using RosettaNet or ebXML
standards) will need to conform to message and data formats defined by third parties or
third party organizations. In addition, interactions with external parties may require that
for message exchange.

Mandatory
Orchestrate Supplier/Partner interactions processes ensures that transaction message
structure and interactions to conform to agreed, externally defined standards used by the
enterprise and its suppliers/partners. Based on the specific transaction type and involved
external party, this will require the identification of the necessary data formats to be sent
enterprise formats.

Optional

Interactions
the Support S/P Interface Management and Manage Supplier/Partner Engagement L3s.

Mediate Supplier/Partner Interactions

Process Context

Brief Description

Mediate Supplier/Partner Interactions processes manages conversion of externally
received messages into the required internal enterprise formats.

Explanatory

Mandatory
Mediate Supplier/Partner Interactions processes manages conversion of externally
received messages into the required internal enterprise formats.

Optional

Interactions

1.2.1.1 Market Strategy & Policy

Figure 176. Market Strategy & Policy decomposition into level 3 processes

Market Strategy & Policy

Process Context

Brief Description
Enable the development of a strategic view of an enterprises existing and desired
market-place

Market Strategy & Policy processes enable the development of a strategic view of an
enterprises existing and desired market-place, activities and aims. Market segmentation
and analysis is performed, to determine an enterprises target and addressable markets,
along with the development of marketing strategies for each market segment or set of
target customers. The decision is made as to which markets the enterprise wants or
needs to be in, and how it plans to enter or grow in these markets and market segments.
This will be achieved through multiple inputs: including Enterprise Strategies, Market
Research, Market Analysis.

Explanatory

Mandatory

Optional

Interactions

Gather & Analyze Market Information

Process Context

Brief Description
Research market information and develop market forecasts

Gather & Analyze Market Information processes develop enterprise and business views
of the market, based on the analysis of external and internal information sources. These
processes include the establishment and management of relationships with external
providers of market information, and the management of internal resources used for
providing market information. Methodologies used for developing market forecasts, as
well as the development of forecasts, are managed within these processes.

Explanatory

Mandatory

Optional

Interactions

Establish Market Segments

Process Context

Brief Description
Establish the market segmentation to be used across the enterprise

Establish Market Segments processes identify the market segmentation which will be
used across the enterprise. These processes identify the areas within the organization
responsible for the management of market segment outcomes, as well as identifying and
managing reporting processes for specific market segments.

Explanatory

Mandatory

Optional

Interactions

Gain Commitment to Marketing Strategy

Process Context

Brief Description
Gain enterprise commitment to the market strategy and segmentation

The Gain Commitment to Market Strategy processes gain enterprise commitment to the
market strategy and segmentation. These processes include all aspects of identification
of stakeholders and negotiation to gain stakeholder approval.

Explanatory

Mandatory

Optional

Interactions

Establish Market Strategy

Process Context

Brief Description
Develop and document the enterprise market strategy

Establish Market Strategy processes result in agreement across the enterprise with
respect to the markets in which the enterprise will participate, the objectives to be
achieved, and the broad strategies to be followed to achieve the objectives. A key subset
of the market strategy is the development of appropriate sales strategies to support the
market strategy. These processes also identify the areas across the enterprise
responsible for the achievement of specific objectives.

Explanatory

Mandatory

Optional

Interactions

Link Market Segments & Products

Process Context

Brief Description
Analyze the basic consumption profiles of market segments and associate these with the
product families available

The Link Market Segment and Product processes analyze the basic consumption profiles
of market segments and associate these with the product families available, as well as
identify potential new product families for the market segments. The processes analyze
segment purchase and decision issues, and their geographic locations.

Explanatory

Mandatory

Optional

Interactions

1.2.1.1.2 Establish Market Strategy

Figure 177. Establish Market Strategy decomposition into level 4 processes

Establish Market Strategy

Process Context

Brief Description
Develop and document the enterprise market strategy

Establish Market Strategy processes result in agreement across the enterprise with
respect to the markets in which the enterprise will participate, the objectives to be
achieved, and the broad strategies to be followed to achieve the objectives. A key subset
of the market strategy is the development of appropriate sales strategies to support the
market strategy. These processes also identify the areas across the enterprise
responsible for the achievement of specific objectives.

Explanatory

Mandatory

Optional

Interactions

Establish Market Participation

Process Context

Brief Description
Agreement on Markets in which Enterprise will Participate.

Establish Market Participation processes focus on agreement across the enterprise with
respect to markets in which the enterprise will participate.

Explanatory

Mandatory

Optional

Interactions

Establish Market Strategy Objectives

Process Context

Brief Description
Define Objectives, strategies to be followed to achieve objectives

Establish Market Strategy Objectives processes focus on defining the Objectives to be
achieved and the broad strategies to be followed to achieve the objectives

Explanatory

Mandatory

Optional

Interactions

Support Market Strategy

Process Context

Brief Description
Develop sales strategies to support market strategies

Support Market strategy processes focus on developing appropriate sales strategies.

Explanatory

Mandatory

Optional

Interactions

Identify Enterpise areas to meet market startegy objectives

Process Context

Brief Description
Identify the areas across the enterprise responsible for te achievement of specific
objectives


Explanatory

Mandatory

Optional

Interactions

1.2.1.1.3 Establish Market Segments

Figure 178. Establish Market Segments decomposition into level 4 processes

Establish Market Segments

Process Context

Brief Description
Establish the market segmentation to be used across the enterprise

Establish Market Segments processes identify the market segmentation which will be
used across the enterprise. These processes identify the areas within the organization
responsible for the management of market segment outcomes, as well as identifying and
managing reporting processes for specific market segments.

Explanatory

Mandatory

Optional

Interactions

Identify Market Segments

Process Context

Brief Description
Identify the market segmentation

Identify Market Segments process are responsible for indentifying the market
segmentation which will be used across the enterprise.

Explanatory

Mandatory

Optional

Interactions

Manage Market Segments outcome

Process Context

Brief Description
Management of market segmnets outcome.

Manage Market Segments outcome process focus on identifying the areas with in the
organization which are responsible for the management of market segment outcomes.

Explanatory

Mandatory

Optional

Interactions

Reporting - Specific Market Segments

Process Context

Brief Description
Identify and manage reporting process for specific market segments


Explanatory

Mandatory

Optional

Interactions

1.2.1.1.4 Link Market Segments &
Products

Figure 179. Link Market Segments & Products decomposition into level 4 processes

Link Market Segments & Products

Process Context

Brief Description
Analyze the basic consumption profiles of market segments and associate these with the
product families available

The Link Market Segment and Product processes analyze the basic consumption profiles
of market segments and associate these with the product families available, as well as
identify potential new product families for the market segments. The processes analyze
segment purchase and decision issues, and their geographic locations.

Explanatory

Mandatory

Optional

Interactions

Link consumption profiles & available product families

Process Context

Brief Description
Link Market segments and available product families

Link Market segments & available product families processes analyze the basic
consumption profiles of market segments and associate these with the product families
available

Explanatory

Mandatory

Optional

Interactions

Identify potential new product families for market segments

Process Context

Brief Description
Identify potential new product families for the market segments


Explanatory

Mandatory

Optional

Interactions

analyze Market segment purchase and issues

Process Context

Brief Description
Analyze segment purchase and decision issues, and their geographic locations.


Explanatory

Mandatory

Optional

Interactions

1.2.1.1.5 Gain Commitment to Marketing
Strategy

Figure 180. Gain Commitment to Marketing Strategy decomposition into level 4 processes

Gain Commitment to Marketing Strategy

Process Context

Brief Description
Gain enterprise commitment to the market strategy and segmentation

The Gain Commitment to Market Strategy processes gain enterprise commitment to the
market strategy and segmentation. These processes include all aspects of identification

Explanatory

Mandatory

Optional

Interactions

Identify Stakeholders to Market Strategy

Process Context

Brief Description
Identify stakeholders of market strategy


Explanatory

Mandatory

Optional

Interactions

Gain Market Strategy Stakeholder approval

Process Context

Brief Description
Negotiate & gain stakeholder approval for market strategy


Explanatory

Mandatory

Optional

Interactions

Gain Enterprise Commitment to Market Strategy

Process Context

Brief Description
Gain Enterprise commitment to the market strategy and segmentation


Explanatory

Mandatory

Optional

Interactions

1.2.1.2 Product & Offer Portfolio Planning

Figure 181. Product & Offer Portfolio Planning decomposition into level 3 processes

Product & Offer Portfolio Planning

Process Context

Brief Description
Develop strategies for products at the portfolio level.

Product & Offer Portfolio Planning processes develop strategies for products at the
portfolio level. The decision is made as to which product types the enterprise wants or
needs to offer, and how it plans to enter or grow in these sectors. This will be done based
on multiple inputs: including Enterprise Strategies, Market Research and Market Analysis.

Explanatory

Mandatory

Optional

Interactions

Gather & Analyze Product Information

Process Context

Brief Description
Research information relating to product ideas and opportunities and identify product
opportunities

Gather & Analyze Product Information processes research information relating to product
ideas and opportunities and identify product opportunities based on the analysis of
external and internal information sources. These processes encompass analysis to
identify new products as well as reviewing existing products. They also include the
establishment and management of relationships with external providers of product
information, and the management of internal resources used for providing product
information.

Explanatory

Mandatory

Optional

Interactions

Establish Product Portfolio Strategy

Process Context

Brief Description
Define and agree the product and offer portfolio structure to be used within the enterprise

The Establish Product Portfolio Strategy processes define the overall structure of the
product portfolios to be used across the enterprise, or between or within business units.
These products and product portfolios form the basis of offers made to customers. It
includes the agreement on and implementation of cross-portfolio and cross-product co-
ordination and management functions.

Explanatory

Mandatory

Optional

Interactions

Produce Product Portfolio Business Plans

Process Context

Brief Description
Develop annual and multi-year product and product portfolio business plans to guide
product development within the enterprise

The Produce Product Portfolio Business Plans processes develop annual and multi-year
product and product portfolio business plans to guide new product development and
enhancements for existing products within the enterprise. These plans include portfolio
forecasts, negotiation for required level of resources, outlines of the strategy for offering
of the products into the market, anticipated pricing strategies, projected revenues and
costs, product performance requirements, operational requirements, gaining
interdepartmental, process, infrastructure and supply chain commitment and executive
approval, as well as communicating the plans.
The portfolio plans can be developed top-down from the overall enterprise business
strategy, or can be developed as a bottom-up amalgamation and summary of individual
product plans contained within the portfolio, or some combination of the two approaches.

Explanatory

Mandatory

Optional

Interactions

Gain Commitment to Product Business Plans

Process Context

Brief Description
Gain enterprise commitment to the product portfolio strategy and individual product plans

The Gain Commitment to Product Business Plans processes gain enterprise commitment
to the product portfolio strategy and individual product plans. These processes include all
aspects of identification of stakeholders and negotiation to gain stakeholder approval.

Explanatory

Mandatory

Optional

Interactions

1.2.1.2.1 Gather & Analyze Product
Information


Figure 182. Gather & Analyze Product Information decomposition into level 4 processes

Gather & Analyze Product Information

Process Context

Brief Description
Research information relating to product ideas and opportunities and identify product
opportunities

Gather & Analyze Product Information processes research information relating to product
ideas and opportunities and identify product opportunities based on the analysis of
external and internal information sources. These processes encompass analysis to
identify new products as well as reviewing existing products. They also include the
establishment and management of relationships with external providers of product
information, and the management of internal resources used for providing product
information.

Explanatory

Mandatory

Optional

Interactions

Gather Product Information

Process Context

Brief Description
Establish and Management of external Providers and internal resources for providing
product information

Gather Product information processes focus on establishment and Management of
relationships with external providers of product informtion, and management of internal
resources used for providing product information.

Explanatory

Mandatory

Optional

Interactions

Analyze Product Information

Process Context

Brief Description
Identify new products, review existing products, research information about product ideas

Analyze Product information processes focus on research of information relating to
product ideas and opportunities and identify product opportunities based on analysis of
the external and internal information sources.These processes are responsible for
analysis to identify new products as well as review of existing products.

Explanatory

Mandatory

Optional

Interactions

1.2.1.2.2 Establish Product Portfolio
Strategy

Figure 183. Establish Product Portfolio Strategy decomposition into level 4 processes

Establish Product Portfolio Strategy

Process Context

Brief Description
Define and agree the product and offer portfolio structure to be used within the enterprise

The Establish Product Portfolio Strategy processes define the overall structure of the
These products and product portfolios form the basis of offers made to customers. It
includes the agreement on and implementation of cross-portfolio and cross-product co-
ordination and management functions.

Explanatory

Mandatory

Optional

Interactions

Define overall product portfolios structure

Process Context

Brief Description
define overall structure of product portfolios

Define overall product portfolios structure processes focus on defining overall structure of
These products and porduct portfolios form the basis of offers made to customers.

Explanatory

Mandatory

Optional

Interactions

implement product portfolio management functions

Process Context

Brief Description
Implement cross-portfolio and cross-product co-ordination

implement product portfolio management functions processes focus on agreement on
and implementation of cross-portfolio and cross-product co-ordination and, management
functions.

Explanatory

Mandatory

Optional

Interactions

1.2.1.2.3 Produce Product Portfolio
Business Plans

Figure 184. Produce Product Portfolio Business Plans decomposition into level 4 processes

Produce Product Portfolio Business Plans

Process Context

Brief Description
Develop annual and multi-year product and product portfolio business plans to guide
product development within the enterprise

The Produce Product Portfolio Business Plans processes develop annual and multi-year
product and product portfolio business plans to guide new product development and
enhancements for existing products within the enterprise. These plans include portfolio
forecasts, negotiation for required level of resources, outlines of the strategy for offering
of the products into the market, anticipated pricing strategies, projected revenues and
costs, product performance requirements, operational requirements, gaining
interdepartmental, process, infrastructure and supply chain commitment and executive
approval, as well as communicating the plans.
The portfolio plans can be developed top-down from the overall enterprise business
strategy, or can be developed as a bottom-up amalgamation and summary of individual
product plans contained within the portfolio, or some combination of the two approaches.

Explanatory

Mandatory

Optional

Interactions

Co-ordinate Product Business Plans

Process Context

Brief Description
Co-ordinate development of annual and multi-year product and product portfolio business
plans to guide new product development and enhancements for existing products within
the enterprise


Explanatory

Mandatory

Optional

Interactions

Develop Product Portfolio Forecasts

Process Context

Brief Description
Develop portfolio forecasts


Explanatory

Mandatory

Optional

Interactions

Negotiate Product Business Plan Resources

Process Context

Brief Description
Negotiate for required level of resources


Explanatory

Mandatory

Optional

Interactions

Develop Outline Market Strategy

Process Context

Brief Description
Develop outlines of the strategy for offering of the products into the market


Explanatory

Mandatory

Optional

Interactions

Develop Product Pricing Strategy

Process Context

Brief Description
Develop anticipated pricing strategies,


Explanatory

Mandatory

Optional

Interactions

Develop Revenue/Cost Projections

Process Context

Brief Description
Develop projected revenues and costs


Explanatory

Mandatory

Optional

Interactions

Develop Product Performance Requirements

Process Context

Brief Description
Develop product performance requirements


Explanatory

Mandatory

Optional

Interactions

Develop Product Operational Requirements

Process Context

Brief Description
Develop operational requirements


Explanatory

Mandatory

Optional

Interactions

Gain Business Plan Commitment and Approval

Process Context

Brief Description
Gain interdepartmental, process, infrastructure and supply chain commitment and
executive approval


Explanatory

Mandatory

Optional

Interactions

Communicate Business Plans

Process Context

Brief Description
communicating the plans


Explanatory

Mandatory

Optional

Interactions

1.2.1.2.4 Gain Commitment to Product
Business Plans

Figure 185. Gain Commitment to Product Business Plans decomposition into level 4 processes


Process Context

Brief Description
Gain enterprise commitment to the product portfolio strategy and individual product plans

The Gain Commitment to Product Business Plans processes gain enterprise commitment
to the product portfolio strategy and individual product plans. These processes include all
aspects of identification of stakeholders and negotiation to gain stakeholder approval.

Explanatory

Mandatory

Optional

Interactions

Identify Stakeholders to Product Business plans

Process Context

Brief Description
Identify stakeholders of Product Business plans


Explanatory

Mandatory

Optional

Interactions

Gain Product Business plans Stakeholders approval

Process Context

Brief Description
Negotiate & gain stakeholder approval for Product Business Plans


Explanatory

Mandatory

Optional

Interactions

Gain Enterprise Commitment to Product Business plans

Process Context

Brief Description
Gain Enterprise commitment to the product portfolio strategy and individual product plans


Explanatory

Mandatory

Optional

Interactions

1.2.1.3 Product & Offer Capability Delivery

Figure 186. Product & Offer Capability Delivery decomposition into level 3 processes

Product & Offer Capability Delivery

Process Context

Brief Description
Manage the delivery and build of new or changed Product & Offer and delivery
capabilities within an enterprise.

Based on the Product strategy for the enterprise, the Product & Offer Capability Delivery
processes manage the delivery and build of new or changed Product offering and delivery
capabilities within an enterprise. It also handles their requisite infrastructure, where the
technologies, scope or type/depth of infrastructure is significantly different to that currently
employed in the enterprise. e.g. introduction of Third-generation Mobile Telephony
networks.

Explanatory

Mandatory

Optional

Interactions

Define Product Capability Requirements

Process Context

Brief Description
Define and obtain agreement to the detailed infrastructure requirements to support the
product portfolio and individual product plans

The Define Product Capability Requirements processes define and obtain agreement to
the detailed infrastructure requirements to support the product portfolio and individual
product plans. Product infrastructure requirements to support new product initiatives in
the PLM vertical are captured in this process, as well as any product infrastructure
requirements needed to support the specific offers being made to customers through the
sales channels. These processes also identify the service infrastructure capabilities
required to deliver the product infrastructure. The processes include any cross-enterprise
co-ordination and management functions to ensure that the requirements capture the
needs of all stakeholders.
These processes provide input into the requirements capture processes in the Service
and Supply Chain, and potentially the Resource, horizontal process groupings.

Explanatory

Mandatory

Optional

Interactions

Approve Product Business Case

Process Context

Brief Description
Develop and gain approval for a business case to develop and deliver the required
capabilities, including identification of potential suppliers/partners

The Approve Product Business Case processes capture all activities required to develop
and gain the necessary level of approval for a business case to develop and deliver the
required capabilities, including identification of potential suppliers/partners. The business
case should identify any required product infrastructure components, development costs
and anticipated benefits, including revenue gains, productivity gains, performance
improvements and/or operational cost improvements. The business case should also
include a general view of the types of product offers which could be developed and
deployed using the product infrastructure, but would not necessarily include a specific
proposal to launch a specific product. This later activity is managed by the PLM
processes. The processes include any cross-enterprise co-ordination and management
functions to ensure that the business case is supported by all stakeholders.

Explanatory

Mandatory

Optional

Interactions

Deliver Product Capability

Process Context

Brief Description
Manage the co-coordinated delivery in line with the approved business case of all
required product infrastructure capabilities for that business case across the enterprise

The Deliver Product Capability processes ensure the co-coordinated delivery in line with
the approved business case of all required product infrastructure capabilities for that
business case across the enterprise. It is predominantly a program/project management
function, with the detailed management of individual infrastructure component delivery
managed through separate processes. The processes track and ensure that the business
case cost parameters are met, and anticipated benefits and ongoing operational costs are
likely to be achieved

Explanatory

Mandatory

Optional

Interactions

Manage Product Capability Delivery Methodology

Process Context

Brief Description
Define and manage the methodology to be adopted for product capability delivery across
the enterprise

The Manage Product Capability Delivery Methodology processes define and manage the
methodology to be adopted for product capability delivery across the enterprise. The
processes define the procedures and steps to follow to ensure that all project activities
across the enterprise to develop infrastructure capability are co-coordinated, visible and
controlled. These processes define the steps in the methodology, and approval process
or gates to be passed by individual product capability delivery projects, and may maintain
a repository of all activities as a part of the coordination aspects.

Explanatory

Mandatory

Optional

Interactions

Capture Product Capability Shortfalls

Process Context

Brief Description
Identify specific or imminent product capacity, product performance and/or product
operational support shortfalls

The Capture Product Capability Shortfalls processes identify specific or imminent product
capacity, product performance and/or product operational support shortfalls. These
processes take information available from the Customer Relationship Management
processes to establish detailed views of anticipated product capacity and performance
shortfalls and support process issues.

Explanatory

Mandatory

Optional

Interactions

Manage Handover to Product Operations

Process Context

Brief Description
Manage the processes involved in handover of deployed product infrastructure to
operational control

The Manage Handover to Product Operations processes manage the processes involved
in handover of deployed product infrastructure to operational control. These processes
ensure that all performance and operational design requirements have been met by the
installed product infrastructure, and that all tools, test equipment, operational procedures,
support groups, and training is in place to allow for successful operation. These
processes include the management and coordination of all stakeholders required to gain
approval and acceptance of the handover to operational control.

Explanatory

Mandatory

Optional

Interactions

1.2.1.3.1 Define Product Capability
Requirements

Figure 187. Define Product Capability Requirements decomposition into level 4 processes

Define Product Capability Requirements

Process Context

Brief Description
Define and obtain agreement to the detailed infrastructure requirements to support the
product portfolio and individual product plans

The Define Product Capability Requirements processes define and obtain agreement to
the detailed infrastructure requirements to support the product portfolio and individual
product plans. Product infrastructure requirements to support new product initiatives in
the PLM vertical are captured in this process, as well as any product infrastructure
requirements needed to support the specific offers being made to customers through the
sales channels. These processes also identify the service infrastructure capabilities
required to deliver the product infrastructure. The processes include any cross-enterprise
co-ordination and management functions to ensure that the requirements capture the
needs of all stakeholders.

Explanatory

Mandatory

Optional

Interactions

Capture Product Infrastructure Requirements

Process Context

Brief Description
These processes define the detailed infrastructure requirements to support the product
portfolio and individual product plans. Product infrastructure requirements to support new
product initiatives in the PLM vertical are captured in this process, as well as any product
infrastructure requirements needed to support the specific offers being made to
customers through the sales channels. These processes also identify the service
infrastructure capabilities required to deliver the product infrastructure.


Explanatory

Mandatory

Optional

Interactions

Agree Product Infrastructure Requirements

Process Context

Brief Description
These processes obtain agreement to the detailed infrastructure requirements to support
the product portfolio and individual product plans. The processes include any cross-
enterprise co-ordination and management functions to ensure that the requirements
capture the needs of all stakeholders.


Explanatory

Mandatory

Optional

Interactions

Report Product Infrastructure Requirements

Process Context

Brief Description


Explanatory

Mandatory

Optional

Interactions

1.2.1.3.2 Capture Product Capability
Shortfalls

Figure 188. Capture Product Capability Shortfalls decomposition into level 4 processes

Capture Product Capability Shortfalls

Process Context

Brief Description
Identify specific or imminent product capacity, product performance and/or product

The Capture Product Capability Shortfalls processes identify specific or imminent product
capacity, product performance and/or product operational support shortfalls. These
processes to establish detailed views of anticipated product capacity and performance

Explanatory

Mandatory

Optional

Interactions

Capture Product Capacity Shortfalls

Process Context

Brief Description
These processes identify specific or imminent product capacity shortfalls. These
processes to establish detailed views of anticipated product capacity issues.


Explanatory

Mandatory

Optional

Interactions

Capture Product Performance Shortfalls

Process Context

Brief Description
These processes identify specific or imminent product performance shortfalls. These
processes to establish detailed views of anticipated product performance issues.


Explanatory

Mandatory

Optional

Interactions

Capture Product Operational Support Shorfalls

Process Context

Brief Description
These processes identify specific or imminent product operational support shortfalls.
These processes take information available from the Customer Relationship Management
processes to establish detailed views of anticipated product operational support issues.


Explanatory

Mandatory

Optional

Interactions

1.2.1.3.3 Approve Product Business Case


Figure 189. Approve Product Business Case decomposition into level 4 processes

Approve Product Business Case

Process Context

Brief Description
Develop and gain approval for a business case to develop and deliver the required
capabilities, including identification of potential suppliers/partners

The Approve Product Business Case processes capture all activities required to develop
and gain the necessary level of approval for a business case to develop and deliver the
required capabilities, including identification of potential suppliers/partners. The business
case should identify any required product infrastructure components, development costs
and anticipated benefits, including revenue gains, productivity gains, performance
improvements and/or operational cost improvements. The business case should also
include a general view of the types of product offers which could be developed and
deployed using the product infrastructure, but would not necessarily include a specific
proposal to launch a specific product. This later activity is managed by the PLM
processes. The processes include any cross-enterprise co-ordination and management
functions to ensure that the business case is supported by all stakeholders.

Explanatory

Mandatory

Optional

Interactions

Develop Product Business Case

Process Context

Brief Description
These processes capture all activities required to develop a business case to develop
and deliver the required capabilities, including identification of potential
suppliers/partners. The business case should identify any required product infrastructure
components, development costs and anticipated benefits, including revenue gains,
productivity gains, performance improvements and/or operational cost improvements.
The business case should also include a general view of the types of product offers which
could be developed and deployed using the product infrastructure, but would not
necessarily include a specific proposal to launch a specific product. This later activity is
managed by the PLM processes.


Explanatory

Mandatory

Optional

Interactions

Gain Product Business Case Approval

Process Context

Brief Description
These processes capture all activities required to gain the necessary level of approval for
a business case to develop and deliver the required capabilities. The processes include
any cross-enterprise co-ordination and management functions to ensure that the
business case is supported by all stakeholders.


Explanatory

Mandatory

Optional

Interactions

1.2.1.3.4 Deliver Product Capability


Figure 190. Deliver Product Capability decomposition into level 4 processes

Deliver Product Capability

Process Context

Brief Description
Manage the co-coordinated delivery in line with the approved business case of all
required product infrastructure capabilities for that business case across the enterprise

The Deliver Product Capability processes ensure the co-coordinated delivery in line with
the approved business case of all required product infrastructure capabilities for that
business case across the enterprise. It is predominantly a program/project management
function, with the detailed management of individual infrastructure component delivery
managed through separate processes. The processes track and ensure that the business
case cost parameters are met, and anticipated benefits and ongoing operational costs are
likely to be achieved

Explanatory

Mandatory

Optional

Interactions

Co-ordinate Product Capability Delivery

Process Context

Brief Description
These processes ensure the co-coordinated delivery in line with the approved business
case of all required product infrastructure capabilities for that business case across the
enterprise. It is predominantly a program/project management function, with the detailed
management of individual infrastructure component delivery managed through separate
processes.


Explanatory

Mandatory

Optional

Interactions

Track Product Capability Business Case Costs

Process Context

Brief Description
These processes track and ensure that the business case cost parameters are met for all
required product infrastructure capabilities.


Explanatory

Mandatory

Optional

Interactions

Ensure Product Capability Benefits & Operational Costs

Process Context

Brief Description
These processes track and ensure that the anticipated benefits and ongoing operational
costs are likely to be achieved for all required product infrastructure capabilities.


Explanatory

Mandatory

Optional

Interactions

1.2.1.3.5 Manage Handover to Product
Operations

Figure 191. Manage Handover to Product Operations decomposition into level 4 processes

Manage Handover to Product Operations

Process Context

Brief Description
Manage the processes involved in handover of deployed product infrastructure to
operational control

The Manage Handover to Product Operations processes manage the processes involved
in handover of deployed product infrastructure to operational control. These processes
ensure that all performance and operational design requirements have been met by the
installed product infrastructure, and that all tools, test equipment, operational procedures,

Explanatory

Mandatory

Optional

Interactions

Co-ordinate Product Operational Handover

Process Context

Brief Description
These processes co-ordinate the processes involved in handover of deployed product
infrastructure to operational control, including the management and coordination of all
stakeholders required to gain approval and acceptance of the handover.


Explanatory

Mandatory

Optional

Interactions

Validate Product Infrastructure Design

Process Context

Brief Description
These processes manage the methodology to be adopted for product capability delivery
across the enterprise. These processes may maintain a repository of all activities as a
part of the coordination aspects, including approval process or gates to be passed by
individual product capability delivery projects.


Explanatory

Mandatory

Optional

Interactions

Ensure Product Handover Support

Process Context

Brief Description
These processes ensure that all tools, test equipment, operational procedures, support
groups, and training is in place to allow for successful operation.


Explanatory

Mandatory

Optional

Interactions

1.2.1.3.6 Manage Product Capability
Delivery Methodology

Figure 192. Manage Product Capability Delivery Methodology decomposition into level 4 processes

Manage Product Capability Delivery Methodology

Process Context

Brief Description
Define and manage the methodology to be adopted for product capability delivery across
the enterprise

The Manage Product Capability Delivery Methodology processes define and manage the
methodology to be adopted for product capability delivery across the enterprise. The
processes define the procedures and steps to follow to ensure that all project activities
across the enterprise to develop infrastructure capability are co-coordinated, visible and
controlled. These processes define the steps in the methodology, and approval process
or gates to be passed by individual product capability delivery projects, and may maintain
a repository of all activities as a part of the coordination aspects.

Explanatory

Mandatory

Optional

Interactions

Define Product Capability Delivery Methodology

Process Context

Brief Description
These processes define the methodology to be adopted for product capability delivery
across the enterprise. The processes define the procedures and steps to follow to ensure
that all project activities across the enterprise to develop infrastructure capability are co-
coordinated, visible and controlled. These processes define the steps in the methodology,
and approval process or gates.


Explanatory

Mandatory

Optional

Interactions

Validate Product Infrastructure Design

Process Context

Brief Description
These processes manage the methodology to be adopted for product capability delivery
across the enterprise. These processes may maintain a repository of all activities as a
part of the coordination aspects, including approval process or gates to be passed by
individual product capability delivery projects.


Explanatory

Mandatory

Optional

Interactions

1.2.1.4 Marketing Capability Delivery


Figure 193. Marketing Capability Delivery decomposition into level 3 processes

Marketing Capability Delivery

Process Context

Brief Description
Manage the delivery and build of new or changed market capabilities or customer-related
capabilities.

Based on the market strategy for the enterprise, the Marketing Capability Delivery
processes manage the delivery and build of new or changed market capabilities (e.g. on-
line channels and sales channels) or customer-related capabilities (e.g. ability to identify,
save, manipulate and retrieve and apply new types of knowledge about customers).
These capabilities are created and delivered in line with the Market Strategy, for example,
one strategy may be to create more on-line channels to allow for customer self-service.

Explanatory

Mandatory

Optional

Interactions

Define Marketing Capability Requirements

Process Context

Brief Description
Define and agree the marketing infrastructure capability requirements

The Define Marketing Capability Requirements processes define and agree the marketing
infrastructure capability requirements. The processes define and obtain agreement to the
detailed infrastructure requirements to support the marketing strategies and forecasts.
The Define Marketing Capability Requirements processes provide requirements,
including process performance targets, for the development of new and/or enhancement
of existing marketing infrastructure which are captured by this process. These processes
include any cross-enterprise co-ordination and management functions to ensure that the
requirements capture the needs of all stakeholders.
These processes provide input into the requirements capture processes in the Resource
and Supply Chain horizontal process groupings

Explanatory

Mandatory

Optional

Interactions

Gain Marketing Capability Approval

Process Context

Brief Description
Develop and gain the necessary level of approval for a business case to develop and
deliver the required capabilities

The Gain Marketing Capability Approval processes capture all activities required to
develop and gain the necessary level of approval for a business case to develop and
deliver the required capabilities, including identification of potential suppliers/partners.
The business case developed by these processes should identify development costs and
anticipated benefits, including productivity gains and/or operational cost improvements.
These processes include any cross-enterprise co-ordination and management functions
to ensure that the business case is supported by all stakeholders.

Explanatory

Mandatory

Optional

Interactions

Deliver Marketing Infrastructure

Process Context

Brief Description
Manage the coordinated delivery of all marketing infrastructure deliverables across the
enterprise

The Deliver Marketing Infrastructure processes manage the coordinated delivery of all
marketing infrastructure deliverables across the enterprise. The processes ensure the co-
coordinated delivery in line with the approved business case of all required infrastructure
capabilities for that business case across the enterprise. The processes track and ensure
that the business case cost parameters, and anticipated benefits are achieved. The
Deliver Marketing Infrastructure processes are predominantly program/project
management processes, with the detailed management of individual infrastructure
component delivery managed through separate processes in the relevant eTOM
horizontal process groupings.

Explanatory

Mandatory

Optional

Interactions

Manage Handover to Marketing Operations

Process Context

Brief Description
Manage the processes involved in handover of deployed marketing infrastructure to
operational control

The Manage Handover to Marketing Operations processes manage the processes
involved in handover of deployed marketing infrastructure to operational control. These
processes ensure that all operational and process performance design requirements
have been met by the installed marketing infrastructure, and that all tools, test equipment,
operational procedures, support groups, and training is in place to allow for successful
operation. These processes include the management and coordination of all stakeholders
required to gain approval and acceptance of the handover to operational control.

Explanatory

Mandatory

Optional

Interactions

Manage Marketing Capability Delivery Methodology

Process Context

Brief Description
Define and manage the methodology to be adopted for marketing capability delivery
across the enterprise

The Manage Marketing Capability Delivery Methodology processes define and manage
the methodology to be adopted for marketing capability delivery across the enterprise.
The processes define the procedures and steps to follow to ensure that all project
activities across the enterprise to develop infrastructure capability are co-coordinated,
visible and controlled. These processes define the steps in the methodology, and
approval process or gates to be passed by individual marketing capability delivery
projects, and may maintain a repository of all activities as a part of the coordination
aspects.

Explanatory

Mandatory

Optional

Interactions

1.2.1.4.1 Define Marketing Capability
Requirements

Figure 194. Define Marketing Capability Requirements decomposition into level 4 processes

Define Marketing Capability Requirements

Process Context

Brief Description
Define and agree the marketing infrastructure capability requirements

The Define Marketing Capability Requirements processes define and agree the marketing
infrastructure capability requirements. The processes define and obtain agreement to the
detailed infrastructure requirements to support the marketing strategies and forecasts.
The Define Marketing Capability Requirements processes provide requirements,
including process performance targets, for the development of new and/or enhancement
of existing marketing infrastructure which are captured by this process. These processes
include any cross-enterprise co-ordination and management functions to ensure that the
requirements capture the needs of all stakeholders.

Explanatory

Mandatory

Optional

Interactions

Capture Marketing Infrastructure Requirements

Process Context

Brief Description
These processes define the detailed infrastructure requirements to support the marketing
strategies and forecasts. Thse processes provide requirements, including process
performance targets, for the development of new and/or enhancement of existing
marketing infrastructure which are captured by this process.


Explanatory

Mandatory

Optional

Interactions

Agree Marketing Infrastructure Requirements

Process Context

Brief Description
the marketing strategies and forecasts. The processes include any cross-enterprise co-
ordination and management functions to ensure that the requirements capture the needs
of all stakeholders.


Explanatory

Mandatory

Optional

Interactions

Report Marketing Infrastructure Requirements

Process Context

Brief Description
and Supply Chain horizontal process groupings.


Explanatory

Mandatory

Optional

Interactions

1.2.1.4.2 Gain Marketing Capability
Approval

Figure 195. Gain Marketing Capability Approval decomposition into level 4 processes

Gain Marketing Capability Approval

Process Context

Brief Description
Develop and gain the necessary level of approval for a business case to develop and
deliver the required capabilities

The Gain Marketing Capability Approval processes capture all activities required to
develop and gain the necessary level of approval for a business case to develop and
deliver the required capabilities, including identification of potential suppliers/partners.
The business case developed by these processes should identify development costs and
anticipated benefits, including productivity gains and/or operational cost improvements.
These processes include any cross-enterprise co-ordination and management functions
to ensure that the business case is supported by all stakeholders.

Explanatory

Mandatory

Optional

Interactions

Develop Marketing Capability Business Case

Process Context

Brief Description
These processes capture all activities required to develop a business case to develop
and deliver the required capabilities, including identification of potential
suppliers/partners. The business case developed by these processes should identify
development costs and anticipated benefits, including productivity gains and/or
operational cost improvements.


Explanatory

Mandatory

Optional

Interactions

Gain Marketing Capability Business Case Approval

Process Context

Brief Description
These processes capture all activities required to gain the necessary level of approval for
a business case to develop and deliver the required capabilities, including identification of
potential suppliers/partners. These processes include any cross-enterprise co-ordination
and management functions to ensure that the business case is supported by all
stakeholders.


Explanatory

Mandatory

Optional

Interactions

1.2.1.4.3 Deliver Marketing Infrastructure

Figure 196. Deliver Marketing Infrastructure decomposition into level 4 processes

Deliver Marketing Infrastructure

Process Context

Brief Description
Manage the coordinated delivery of all marketing infrastructure deliverables across the
enterprise

The Deliver Marketing Infrastructure processes manage the coordinated delivery of all
marketing infrastructure deliverables across the enterprise. The processes ensure the co-
coordinated delivery in line with the approved business case of all required infrastructure
capabilities for that business case across the enterprise. The processes track and ensure
that the business case cost parameters, and anticipated benefits are achieved. The
Deliver Marketing Infrastructure processes are predominantly program/project
management processes, with the detailed management of individual infrastructure
component delivery managed through separate processes in the relevant eTOM
horizontal process groupings.

Explanatory

Mandatory

Optional

Interactions

Co-ordinate Marketing Capability Delivery

Process Context

Brief Description
These processes ensure the co-coordinated delivery in line with the approved business
case of all required marketing infrastructure capabilities for that business case across the
enterprise. It is predominantly a program/project management function, with the detailed
management of individual infrastructure component delivery managed through separate
processes in the relevant eTOM horizontal process groupings.


Explanatory

Mandatory

Optional

Interactions

Track Marketing Capability Business Case Costs

Process Context

Brief Description
These processes track and ensure that the business case cost parameters are met for all
required product infrastructure capabilities.


Explanatory

Mandatory

Optional

Interactions

Ensure Marketing Capability Benefits

Process Context

Brief Description
These processes track and ensure that the anticipated benefits are likely to be achieved
for all required product infrastructure capabilities.


Explanatory

Mandatory

Optional

Interactions

1.2.1.4.4 Manage Handover to Marketing
Operations

Figure 197. Manage Handover to Marketing Operations decomposition into level 4 processes

Manage Handover to Marketing Operations

Process Context

Brief Description
Manage the processes involved in handover of deployed marketing infrastructure to
operational control

The Manage Handover to Marketing Operations processes manage the processes
involved in handover of deployed marketing infrastructure to operational control. These
processes ensure that all operational and process performance design requirements
have been met by the installed marketing infrastructure, and that all tools, test equipment,
operational procedures, support groups, and training is in place to allow for successful
operation. These processes include the management and coordination of all stakeholders
required to gain approval and acceptance of the handover to operational control.

Explanatory

Mandatory

Optional

Interactions

Co-ordinate Marketing Operational Handover

Process Context

Brief Description
These processes co-ordinate the processes involved in handover of deployed marketing


Explanatory

Mandatory

Optional

Interactions

Validate Marketing Infrastructure Design

Process Context

Brief Description
These processes manage the methodology to be adopted for marketing capability
delivery across the enterprise. These processes may maintain a repository of all activities
as a part of the coordination aspects, including approval process or gates to be passed
by individual marketing capability delivery projects.


Explanatory

Mandatory

Optional

Interactions

Ensure Marketing Handover Support

Process Context

Brief Description


Explanatory

Mandatory

Optional

Interactions

1.2.1.4.5 Manage Marketing Capability
Delivery Methodology


Figure 198. Manage Marketing Capability Delivery Methodology decomposition into level 4 processes

Manage Marketing Capability Delivery Methodology

Process Context

Brief Description
Define and manage the methodology to be adopted for marketing capability delivery
across the enterprise

The Manage Marketing Capability Delivery Methodology processes define and manage
the methodology to be adopted for marketing capability delivery across the enterprise.
The processes define the procedures and steps to follow to ensure that all project
activities across the enterprise to develop infrastructure capability are co-coordinated,
visible and controlled. These processes define the steps in the methodology, and
approval process or gates to be passed by individual marketing capability delivery
projects, and may maintain a repository of all activities as a part of the coordination
aspects.

Explanatory

Mandatory

Optional

Interactions

Define Marketing Capability Delivery Methodology

Process Context

Brief Description
These processes define the methodology to be adopted for marketing capability delivery
across the enterprise. The processes define the procedures and steps to follow to ensure
that all project activities across the enterprise to develop infrastructure capability are co-
coordinated, visible and controlled. These processes define the steps in the methodology,
and approval process or gates.


Explanatory

Mandatory

Optional

Interactions

Validate Marketing Infrastructure Design

Process Context

Brief Description
These processes manage the methodology to be adopted for marketing capability
delivery across the enterprise. These processes may maintain a repository of all activities
as a part of the coordination aspects, including approval process or gates to be passed
by individual marketing capability delivery projects.


Explanatory

Mandatory

Optional

Interactions

1.2.1.5 Product & Offer Development &
Retirement


Figure 199. Product & Offer Development & Retirement decomposition into level 3 processes

Product & Offer Development & Retirement

Process Context

Brief Description
Develop and deliver new products and product enhancements and new features, ready
for implementation by the Operations processes.

Product Development & Retirement processes develop and deliver new products or
services and product or service enhancements and new features, ready for
implementation by the Operations processes. Additionally they handle the withdrawal of
product offerings from the marketplace. Product Development and Retirement processes
are project oriented (day to day management of product offerings are handled by the
Operations processes). The key measures of this process are how effectively are the
enterprises products and services broadened and the time to market for new products
and services or features. These processes also manage major product and service
updates and enhancement. Business Case development tracking and commitment are
key elements of this process, as are project management discipline with defined quality
gates.

Explanatory

Mandatory

Optional

Interactions

Gather & Analyze New Product Ideas

Process Context

Brief Description
Research and analyze demographic, customer, technology and marketing information to
identify new product and offer opportunities

The Gather & Analyze New Product Ideas processes research and analyze demographic,
customer, technology and marketing information to identify new product and offer
opportunities. These processes undertake the necessary analysis to identify potential
opportunities, compare current capabilities with the identified opportunities, and as a
result of the analysis develop new opportunity concepts. Requirements from the sales
organization relating to enhancements to support their desired offers are also captured by
these processes. The concepts include an analysis of the customer value proposition.

Explanatory

Mandatory

Optional

Interactions

Develop New Product Business Proposal

Process Context

Brief Description
Develop and document business proposals for the identified new product concept

The Develop New Product Business Proposal processes develop and document business
proposals for the identified new product concept (including if necessary a business case).
The business proposal (or business case) identifies the new product requirements,
including the specific service components which constitute the product. The business
proposal also identifies the development costs and anticipated benefits, including forecast
demand, revenue gains, productivity gains, performance improvements and/or
operational cost improvements. In addition, these processes define the attributes of the
product which form the basis for product advertising and sales. The business proposal
also includes an assessment of the risks and the competitive positioning of the product
proposal. As a part of the business proposal development a feasibility assessment can be
produced. Potential suppliers/partners who can assist in the development of the product
are also identified. As a part of the process, the business proposal is appropriately
approved, and as a result of the approval, necessary resources are made available.

Explanatory

Mandatory

Optional

Interactions

Develop Detailed Product Specifications

Process Context

Brief Description
Develop and document the detailed product-related technical, performance and
operational specifications, and customer manuals.

The Develop Detailed Product Specifications processes develop and document the
detailed product-related technical, performance and operational specifications, and
customer manuals. These processes develop and document the required product
features, the specific service and resource requirements and selections, the specific
performance and operational requirements and support activities, any product specific
data required for the systems and network infrastructure. The processes ensure that all
detailed specifications are produced and appropriately documented. Additionally the
processes ensure that the documentation is captured in an appropriate enterprise
repository.

Explanatory

Mandatory

Optional

Interactions

Launch New Products

Process Context

Brief Description
Manage the initial introduction of new and enhanced products into the market and
handover to operations for ongoing rollout

The Launch New Products processes manage the initial introduction of new and
enhanced products into the market and handover to operations for ongoing rollout. The
initial introduction could be through commercial pilots or market trials, in which case the
commercial negotiations for the pilot and/or trial are managed through these processes.
These processes identify the shortcomings or issues, and manage the necessary
improvements to the product to allow full rollout. At the conclusion of the pilots and/or
trials when the product passes its acceptance tests or defined acceptance criteria, these
processes manage the handover to operations.
Once accepted as a stable product offering, rollout and/or expanded of the product to
subsequent customers is managed by the Operations Support & Readiness processes.

Explanatory

Mandatory

Optional

Interactions

Assess Performance of Existing Products

Process Context

Brief Description
Analyze the performance of existing products to identify inadequacies and required
improvements

The Assess Performance of Existing Products processes analyze the performance of
existing products to identify inadequacies and required improvements. These processes
use information from customers and from operational activities to identify required
improvements.

Explanatory

Mandatory

Optional

Interactions

Develop Product Commercialization Strategy

Process Context

Brief Description
Ensure that product specific pricing, sales channel support and regulatory approvals are
identified and agreed

The Develop Product Commercialization Strategy processes ensure that product specific
pricing, sales channel support and regulatory approvals are identified and agreed. These
processes ensure that all commercialization aspects of the product development process
associated with selling the product to the market, including pricing, rating, identification of
sales support and sales channels features, are developed and agreed.
Additionally these processes manage the enterprise cross-product pricing approval
processes.

Explanatory

Mandatory

Optional

Interactions

Manage Product Development

Process Context

Brief Description
Ensure the co-coordinated delivery in line with the approved business case of all required
product capabilities for that business case across the enterprise

The Manage Product Development processes ensure the co-coordinated delivery in line
with the approved business case of all required product capabilities for that business case
across the enterprise. These processes use project management disciplines to deliver the
necessary capabilities, including process development, specific systems & network
infrastructure developments, specific channel developments, specific operational
procedures, etc. required to support the new product. It is predominantly a
program/project management function, with the detailed management of individual
capability delivery managed through separate processes in other horizontal process
groupings.
Note that delivery of products within the context of existing commercial arrangements is
managed through the Supply Chain Development and Change Management process. If
new suppliers/partners are required, the Supply Chain Capability Delivery process is used
to deliver the necessary commercial arrangements.
Note that the management of major new or enhanced infrastructure development to
support Product & Offer Development is managed within the Product & Offer Capability
Delivery process

Explanatory

Mandatory

Optional

Interactions

Manage Product Exit

Process Context

Brief Description
Identify existing products which are unviable and manage the processes to exit the
product from the market.

The Manage Product Exit processes identify existing products which are unviable and
manage the process to exit the product from the market. The processes analyze existing
products & sales offers to identify economically or strategically unviable products, identify
customers impacted by any exit, develop customer specific or market segment exit or
migration strategies, develop infrastructure transition and/or replacement strategies, and
manage the operational aspects of the exit process. A business proposal identifying the
competitive threats, risks and costs may be required as part of developing the exit
strategy. It includes any cross-enterprise co-ordination and management functions to
ensure that the needs of all stakeholders are identified and managed.

Explanatory

Mandatory

Optional

Interactions

1.2.1.5.1 Gather & Analyze New Product
Ideas


Figure 200. Gather & Analyze New Product Ideas decomposition into level 4 processes

Gather & Analyze New Product Ideas

Process Context

Brief Description
Research and analyze demographic, customer, technology and marketing information to
identify new product and offer opportunities

The Gather & Analyze New Product Ideas processes research and analyze demographic,
customer, technology and marketing information to identify new product and offer
opportunities. These processes undertake the necessary analysis to identify potential
opportunities, compare current capabilities with the identified opportunities, and as a
result of the analysis develop new opportunity concepts. Requirements from the sales
organization relating to enhancements to support their desired offers are also captured by
these processes. The concepts include an analysis of the customer value proposition.

Explanatory

Mandatory

Optional

Interactions

Gather Product Ideas

Process Context

Brief Description
These processes research demographic, customer, technology and marketing
information.


Explanatory

Mandatory

Optional

Interactions

Identify Opportunities and Requirements

Process Context

Brief Description
These processes identify potential opportunities and capture requirements from the sales
organization relating to enhancements to support their desired offers.


Explanatory

Mandatory

Optional

Interactions

Develop New Opportunity Concepts

Process Context

Brief Description
These processes compare current capabilities with the identified opportunities, and as a
result of the analysis develop new opportunity concepts. The concepts include an
analysis of the customer value proposition.


Explanatory

Mandatory

Optional

Interactions

1.2.1.5.4 Develop Product
Commercialization Strategy

Figure 201. Develop Product Commercialization Strategy decomposition into level 4 processes


Process Context

Brief Description
Ensure that product specific pricing, sales channel support and regulatory approvals are
identified and agreed

The Develop Product Commercialization Strategy processes ensure that product specific
pricing, sales channel support and regulatory approvals are identified and agreed. These
processes ensure that all commercialization aspects of the product development process
associated with selling the product to the market, including pricing, rating, identification of
sales support and sales channels features, are developed and agreed.
processes.

Explanatory

Mandatory

Optional

Interactions

Develop Product Commercialization Case

Process Context

Brief Description
These processes ensure that product specific pricing, sales channel support and
regulatory approvals are identified. They ensure that all commercialization aspects of the
product development process associated with selling the product to the market, including
pricing, rating, identification of sales support and sales channels features, are developed.
processes.


Explanatory

Mandatory

Optional

Interactions

Gain Product Commercialization Case Approval

Process Context

Brief Description
These processes ensure that product specific pricing, sales channel support and
regulatory approvals are agreed. They ensure that all commercialization aspects of the
product development process associated with selling the product to the market are
agreed.


Explanatory

Mandatory

Optional

Interactions

1.2.1.5.5 Develop Detailed Product
Specifications


Figure 202. Develop Detailed Product Specifications decomposition into level 4 processes

Develop Detailed Product Specifications

Process Context

Brief Description
Develop and document the detailed product-related technical, performance and
operational specifications, and customer manuals.

detailed product-related technical, performance and operational specifications, and
customer manuals. These processes develop and document the required product
features, the specific service and resource requirements and selections, the specific
performance and operational requirements and support activities, any product specific
data required for the systems and network infrastructure. The processes ensure that all
repository.

Explanatory

Mandatory

Optional

Interactions

Develop Detailed Product Technical Specifications

Process Context

Brief Description
These processes develop and document the detailed product-related technical
specifications. These processes develop and document the required product features,
and the specific service and resource requirements and selections. The processes
ensure that all detailed specifications are produced and appropriately documented.
Additionally the processes ensure that the documentation is captured in an appropriate
enterprise repository.


Explanatory

Mandatory

Optional

Interactions

Develop Detailed Product Performance Specifications

Process Context

Brief Description
These processes develop and document the detailed product-related performance
specifications. These processes develop and document the specific performance
requirements. The processes ensure that all detailed specifications are produced and
appropriately documented. Additionally the processes ensure that the documentation is
captured in an appropriate enterprise repository.


Explanatory

Mandatory

Optional

Interactions

Develop Detailed Product Operational Specifications

Process Context

Brief Description
These processes develop and document the detailed product-related operational
specifications. These processes develop and document the specific performance and
operational requirements and support activities, along with any product specific data
required for the systems and network infrastructure. The processes ensure that all
repository.


Explanatory

Mandatory

Optional

Interactions

Develop Detailed Product Customer Manuals

Process Context

Brief Description
detailed customer manuals. The processes ensure that all detailed specifications are
produced and appropriately documented. Additionally the processes ensure that the
documentation is captured in an appropriate enterprise repository.


Explanatory

Mandatory

Optional

Interactions

1.2.1.5.7 Launch New Products

Figure 203. Launch New Products decomposition into level 4 processes

Launch New Products

Process Context

Brief Description
Manage the initial introduction of new and enhanced products into the market and
handover to operations for ongoing rollout

The Launch New Products processes manage the initial introduction of new and
enhanced products into the market and handover to operations for ongoing rollout. The
initial introduction could be through commercial pilots or market trials, in which case the
commercial negotiations for the pilot and/or trial are managed through these processes.
These processes identify the shortcomings or issues, and manage the necessary
improvements to the product to allow full rollout. At the conclusion of the pilots and/or
trials when the product passes its acceptance tests or defined acceptance criteria, these
processes manage the handover to operations.
Once accepted as a stable product offering, rollout and/or expanded of the product to
subsequent customers is managed by the Operations Support & Readiness processes.

Explanatory

Mandatory

Optional

Interactions

Identify Product Issues

Process Context

Brief Description
These processes identify the shortcomings or issues in the product.


Explanatory

Mandatory

Optional

Interactions

Manage Product Improvements

Process Context

Brief Description
These processes manage the necessary improvements to the product to allow full rollout.


Explanatory

Mandatory

Optional

Interactions

Manage Product Handover

Process Context

Brief Description
At the conclusion of the pilots and/or trials when the product passes its acceptance tests
or defined acceptance criteria, these processes manage the handover to operations.


Explanatory

Mandatory

Optional

Interactions

1.2.1.5.8 Manage Product Exit

Figure 204. Manage Product Exit decomposition into level 4 processes

Manage Product Exit

Process Context

Brief Description
Identify existing products which are unviable and manage the processes to exit the
product from the market.

The Manage Product Exit processes identify existing products which are unviable and
manage the process to exit the product from the market. The processes analyze existing
products & sales offers to identify economically or strategically unviable products, identify
customers impacted by any exit, develop customer specific or market segment exit or
migration strategies, develop infrastructure transition and/or replacement strategies, and
manage the operational aspects of the exit process. A business proposal identifying the
competitive threats, risks and costs may be required as part of developing the exit
strategy. It includes any cross-enterprise co-ordination and management functions to
ensure that the needs of all stakeholders are identified and managed.

Explanatory

Mandatory

Optional

Interactions

Identify Unviable Products

Process Context

Brief Description
These processes analyze existing products & sales offers to identify economically or
strategically unviable products.


Explanatory

Mandatory

Optional

Interactions

Identify Impacted Product Customers

Process Context

Brief Description
These processes identify customers impacted by any exit and develop customer specific
or market segment exit or migration strategies.


Explanatory

Mandatory

Optional

Interactions

Develop Product Transition Strategies

Process Context

Brief Description
These processes develop infrastructure transition and/or replacement strategies.


Explanatory

Mandatory

Optional

Interactions

Manage Product Exit Process

Process Context

Brief Description
These processes manage the operational aspects of the exit process.


Explanatory

Mandatory

Optional

Interactions

1.2.1.6 Sales Development

Figure 205. Sales Development decomposition into level 3 processes

Sales Development

Process Context

Brief Description
Develop the Sales support and response for new and existing products, as well as
existing and potential customers.

Sales Development processes develop the Sales support and response for new and
existing products and services, as well as existing and potential customers.
Sales Development processes develop product related compensation plans, define
product revenue targets, develop product related sales training, develop prospective
customer identification methodology, develop selling processes/methods and procedures
for new products.

As an aspect of this Sales Development processes define channels for selling the
enterprises products. It develops or ensures development of channel ability to sell and
support products, including negotiating for the specific channel, defining or updating the
account management process, developing pricing for a specific channel, etc.

Explanatory

Mandatory

Optional

Interactions

Monitor Sales & Channel Best Practice

Process Context

Brief Description
Ensure that the enterprise keeps abreast of sales and channel practices and capabilities
in the wider environment.

The Monitor Sales & Channel Best Practice processes ensure that the enterprise keeps
abreast of sales and channel practices and capabilities in the wider environment. These
processes can involve externally provided research, as well as monitoring of various
activities within the enterprise. These processes develop the requirements for the
introduction of new sales approaches and sales channels, as well as provide
requirements for enhancements to existing sales approaches and channels. This
monitoring ensures that the enterprise can provide sales and channel capabilities as
effectively as possible at all times. The monitoring captures issues such as compensation
plans, product related sales training approaches and techniques, prospective customer
identification methodologies, selling processes/methods and procedures for new
products.

Explanatory

Mandatory

Optional

Interactions

Develop Sales & Channel Proposals

Process Context

Brief Description
Create and document proposals for sales processes and sales channels, and gain
approval for them

The Develop Sales & Channel Proposals processes create and document proposals for
sales processes and sales channels, and gain approval for them. The processes define
proposals to change existing sales processes and/or channels, or to develop new sales
processes and/or channels. These processes undertake the necessary identification of
the needs of products, and an analysis of the existing or proposed enterprise sales
process and/or channel capabilities. Depending on the proposal a business case process
may be required to gain the necessary approval.
The proposals can be based on industry analysis from the Monitoring Sales & Channel
Best Practice processes, on feedback of the effectiveness of existing sales channels from
the Selling processes, or on specific requirements associated with the development of
new or enhanced products.
These processes include defining product sales targets for each channel, as well as sales
and sales personnel performance indicators for each channel.

Explanatory

Mandatory

Optional

Interactions

Develop New Sales Channels & Processes

Process Context

Brief Description
Develop and implement new or adapted sales processes and/or channels to support new
or enhanced products.

The Develop New Sales Channels & Processes processes develop and implement new
or adapted sales processes and/or channels to support new or enhanced products.
These processes include the development of external relationships if required to provide
the necessary sales channel capability. The development and implementation may
require management of the coordination and integration of existing and new sales
processes and channels to ensure effective operations. These processes include the
definition of commercialization manpower profile, training program development and
sales methods and procedures, compensation plans, identification of product potential
customers to each channel and sale method

Explanatory

Mandatory

Optional

Interactions

1.2.1.6.1 Monitor Sales & Channel Best
Practice

Figure 206. Monitor Sales & Channel Best Practice decomposition into level 4 processes

Monitor Sales & Channel Best Practice

Process Context

Brief Description
Ensure that the enterprise keeps abreast of sales and channel practices and capabilities
in the wider environment.

The Monitor Sales & Channel Best Practice processes ensure that the enterprise keeps
abreast of sales and channel practices and capabilities in the wider environment. These
processes can involve externally provided research, as well as monitoring of various
activities within the enterprise. These processes develop the requirements for the
introduction of new sales approaches and sales channels, as well as provide
requirements for enhancements to existing sales approaches and channels. This
monitoring ensures that the enterprise can provide sales and channel capabilities as
products.

Explanatory

Mandatory

Optional

Interactions

Develop Sales & Channel Requirements

Process Context

Brief Description
These processes develop the requirements for the introduction of new sales approaches
and sales channels, as well as provide requirements for enhancements to existing sales
approaches and channels.


Explanatory

Mandatory

Optional

Interactions

Monitor Sales & Channel Practices

Process Context

Brief Description
These processes ensure that the enterprise can provide sales and channel capabilities as
products.


Explanatory

Mandatory

Optional

Interactions

1.2.1.6.2 Develop Sales & Channel
Proposals


Figure 207. Develop Sales & Channel Proposals decomposition into level 4 processes

Develop Sales & Channel Proposals

Process Context

Brief Description
Create and document proposals for sales processes and sales channels, and gain
approval for them

The Develop Sales & Channel Proposals processes create and document proposals for
sales processes and sales channels, and gain approval for them. The processes define
proposals to change existing sales processes and/or channels, or to develop new sales
processes and/or channels. These processes undertake the necessary identification of
the needs of products, and an analysis of the existing or proposed enterprise sales
process and/or channel capabilities. Depending on the proposal a business case process
may be required to gain the necessary approval.
The proposals can be based on industry analysis from the Monitoring Sales & Channel
Best Practice processes, on feedback of the effectiveness of existing sales channels from
the Selling processes, or on specific requirements associated with the development of
new or enhanced products.
These processes include defining product sales targets for each channel, as well as sales
and sales personnel performance indicators for each channel.

Explanatory

Mandatory

Optional

Interactions

Create Sales Proposals

Process Context

Brief Description
These processes create and document proposals for sales processes and sales
channels. The processes define proposals to change existing sales processes and/or
channels, or to develop new sales processes and/or channels. These processes
undertake the necessary identification of the needs of products, and an analysis of the
existing or proposed enterprise sales process and/or channel capabilities. The proposals
can be based on industry analysis from the Monitoring Sales & Channel Best Practice
processes, on feedback of the effectiveness of existing sales channels from the Selling
processes, or on specific requirements associated with the development of new or
enhanced products. These processes include defining product sales targets for each
channel, as well as sales and sales personnel performance indicators for each channel.


Explanatory

Mandatory

Optional

Interactions

Gain Sales Proposals Approval

Process Context

Brief Description
These processes gain approval for proposals for sales processes and sales channels.


Explanatory

Mandatory

Optional

Interactions

1.2.1.6.3 Develop New Sales Channels &
Processes


Figure 208. Develop New Sales Channels & Processes decomposition into level 4 processes


Process Context

Brief Description
Develop and implement new or adapted sales processes and/or channels to support new
or enhanced products.

The Develop New Sales Channels & Processes processes develop and implement new
or adapted sales processes and/or channels to support new or enhanced products.
These processes include the development of external relationships if required to provide
the necessary sales channel capability. The development and implementation may
require management of the coordination and integration of existing and new sales
processes and channels to ensure effective operations. These processes include the
definition of commercialization manpower profile, training program development and
sales methods and procedures, compensation plans, identification of product potential
customers to each channel and sale method

Explanatory

Mandatory

Optional

Interactions

Develop External Relationships

Process Context

Brief Description
These processes develop external relationships if required to provide the necessary
sales channel capability.


Explanatory

Mandatory

Optional

Interactions

Manage Process & Channel Coordination

Process Context

Brief Description
These processes manage the coordination and integration of existing and new sales
processes and channels to ensure effective operations.


Explanatory

Mandatory

Optional

Interactions

Define Processes & Channels

Process Context

Brief Description
These processes include the definition of commercialization manpower profile, training
program development and sales methods and procedures, compensation plans,
identification of product potential customers to each channel and sale method


Explanatory

Mandatory

Optional

Interactions

1.2.1.7 Product Marketing
Communications & Promotion

Figure 209. Product Marketing Communications & Promotion decomposition into level 3 processes

Product Marketing Communications & Promotion

Process Context

Brief Description
Develop and manage communications to the market, prospective and existing customers.

Product Marketing Communications & Promotion processes deal with overall
communication to customers and markets. Product Marketing Communications
processes develop and manage communications to the market, prospective and existing
customers. Communications involves both the message and the media. Product
Marketing Communications can develop a message and manage its delivery through a
bill insert, phone communication with customers, a magazine advertisement, or any other
appropriate mechanism. Product Marketing Communications develops and manages
interfaces with press/news, e.g., schedules press interviews, manages an editorial
calendar to plan placements, etc.
Product Marketing Promotion on the other hand is the development of specific promotions
to sell products, retain customers, and bring in new customers. Product Marketing
Promotion processes create the promotional campaigns and advertising to reach the
market, customers and channels. They develop the campaigns and collateral, whether
direct mail, newspaper ad, etc. Product Marketing Promotion processes work with all
other processes of Marketing, Sales and Offer, Brand Management, Market Research
and Advertising Management to design marketing promotions and advertising, to
determine trade show participation and presence, to support product introductions, etc.
Product Marketing Promotions processes interface with Marketing Fulfillment Response
processes in Customer Relationship Management to execute the campaign. One of the
key roles of these processes is to position the product in the market, especially versus
competitive products.

Explanatory

Mandatory

Optional

Interactions

Define Product Marketing Promotion Strategy

Process Context

Brief Description
Defines the specific communications and promotions strategy to be used for positioning
the product in the marketplace

The Define Product Marketing Promotion Strategy defines the specific communications
and promotions strategy to be used for positioning the product in the marketplace,
especially in relation to competitive products. The Establish Market Strategy processes
(S&C) define the overall umbrella, and these processes operate within that umbrella to
target the messages for specific products. The processes define a set of arguments and
information needed for creating and developing specific promotional campaigns for each
product.

Explanatory

Mandatory

Optional

Interactions

Develop Product & Campaign Message

Process Context

Brief Description
Manage all activities and stakeholder engagement to develop and agree the specific
campaign or promotion message

The Develop Product & Campaign Message processes manage all activities and
stakeholder engagement to develop and agree the specific campaign or promotion
message. Any particular promotion or campaign may require the coordination of multiple
stakeholders to produce and agree a specific message. These stakeholders could include
media management, all impacted product managers, brand management, marketing
management, owners of the potential channels, etc.

Explanatory

Mandatory

Optional

Interactions

Select Message & Campaign Channels

Process Context

Brief Description
Manage the selection of the appropriate channel or channels to support the message
delivery and/or campaign

The Select Message and Campaign Channel(s) processes manage the selection of the
appropriate channel or channels to support the message delivery and/or campaign. A
particular promotion may require selection of one or several delivery channels.

Explanatory

Mandatory

Optional

Interactions

Develop Promotional Collateral

Process Context

Brief Description
Ensure that all associated collateral is produced to support the market message and /or
campaign

The Develop Promotional Collateral processes ensure that all associated collateral is
produced to support the market message and/or campaign. Collateral could include
production of pamphlets, trade displays, call centre scripts, etc. These processes arrange
and manage the delivery through the suppliers or producers of the associated collateral.
Note that the actual contractual relationship with the supplier may be established through
Supplier Chain Development and Management processes.

Explanatory

Mandatory

Optional

Interactions

Manage Message & Campaign Delivery

Process Context

Brief Description
Manage and co-ordinate the delivery of the messages and campaigns into the selected
channels

The Manage Message and Campaign Delivery processes manage and co-ordinate the
delivery of the messages and campaigns into the selected channels. They ensure that the
channels (owned and/or contracted) are adequately trained and/or informed to manage
the message and/or campaign delivery, and that sufficient resources are available in the
selected channel(s) to support the delivery.

Explanatory

Mandatory

Optional

Interactions

Monitor Message & Campaign Effectiveness

Process Context

Brief Description
Establish metrics and monitoring and reporting processes to gauge the effectiveness of
market messages and product promotional campaigns

The Monitor Message and Campaign Effectiveness processes establish metrics and
monitoring and reporting processes to gauge the effectiveness of market messages and
product promotional campaigns. Based on analysis these processes feedback suggested
changes to re-enforce the message or to adapt the message to become more effective.

Explanatory

Mandatory

Optional

Interactions

1.2.1.7.4 Develop Promotional Collateral

Figure 210. Develop Promotional Collateral decomposition into level 4 processes

Develop Promotional Collateral

Process Context

Brief Description
Ensure that all associated collateral is produced to support the market message and /or
campaign

The Develop Promotional Collateral processes ensure that all associated collateral is
produced to support the market message and/or campaign. Collateral could include
production of pamphlets, trade displays, call centre scripts, etc. These processes arrange
and manage the delivery through the suppliers or producers of the associated collateral.
Note that the actual contractual relationship with the supplier may be established through
Supplier Chain Development and Management processes.

Explanatory

Mandatory

Optional

Interactions

Manage Collateral Production

Process Context

Brief Description
These processes ensure that all associated collateral is produced to support the market
message and/or campaign. Collateral could include production of pamphlets, trade
displays, call centre scripts, etc.


Explanatory

Mandatory

Optional

Interactions

Manage Collateral Delivery

Process Context

Brief Description
These processes arrange and manage the delivery through the suppliers or producers of
the associated collateral.


Explanatory

Mandatory

Optional

Interactions

1.2.1.7.5 Manage Message & Campaign
Delivery

Figure 211. Manage Message & Campaign Delivery decomposition into level 4 processes

Manage Message & Campaign Delivery

Process Context

Brief Description
Manage and co-ordinate the delivery of the messages and campaigns into the selected
channels

The Manage Message and Campaign Delivery processes manage and co-ordinate the
delivery of the messages and campaigns into the selected channels. They ensure that the
channels (owned and/or contracted) are adequately trained and/or informed to manage
the message and/or campaign delivery, and that sufficient resources are available in the
selected channel(s) to support the delivery.

Explanatory

Mandatory

Optional

Interactions

Manage Channel Capability

Process Context

Brief Description
These processes ensure that the channels (owned and/or contracted) are adequately
trained and/or informed to manage the message and/or campaign delivery.


Explanatory

Mandatory

Optional

Interactions

Manage Channel Resources

Process Context

Brief Description
These processes ensure that sufficient resources are available in the selected channel(s)
to support the delivery.


Explanatory

Mandatory

Optional

Interactions

1.2.1.7.6 Monitor Message & Campaign
Effectiveness

Figure 212. Monitor Message & Campaign Effectiveness decomposition into level 4 processes


Process Context

Brief Description
Establish metrics and monitoring and reporting processes to gauge the effectiveness of
market messages and product promotional campaigns

The Monitor Message and Campaign Effectiveness processes establish metrics and
monitoring and reporting processes to gauge the effectiveness of market messages and
product promotional campaigns. Based on analysis these processes feedback suggested
changes to re-enforce the message or to adapt the message to become more effective.

Explanatory

Mandatory

Optional

Interactions

Develop Message & Campaign Metrics

Process Context

Brief Description
These processes establish metrics and monitoring and reporting processes to gauge the
effectiveness of market messages and product promotional campaigns.


Explanatory

Mandatory

Optional

Interactions

Monitor Message & Campaign Metrics

Process Context

Brief Description
These processes monitor and report on processes to gauge the effectiveness of market
messages and product promotional campaigns.


Explanatory

Mandatory

Optional

Interactions

Analyze Message & Campaign Metrics

Process Context

Brief Description
These processes analyze metrics from monitoring and reporting processes to gauge the
effectiveness of market messages and product promotional campaigns.


Explanatory

Mandatory

Optional

Interactions

Modify Message & Campaign

Process Context

Brief Description
These processes feedback suggested changes to re-enforce the message or to adapt the
message to become more effective.


Explanatory

Mandatory

Optional

Interactions

1.2.2.1 Service Strategy & Planning

Figure 213. Service Strategy & Planning decomposition into level 3 processes

Service Strategy & Planning

Process Context

Brief Description
Enable the development of a strategic view and a multi-year business plan for the
enterprises services and service directions, and the parties who will supply the required
services.

Service Strategy & Planning processes enable the development of a strategic view and a
multi-year business plan for the enterprises services and service directions, and the
parties who will supply the required services. Research & analysis is performed to
determine service targets as well as strategies to reach the defined targets. This research
may be obtained from the external market, or developed internally through research
programs and activities, or leverage of other internal knowledge. A key input to the
service strategy arises from the enterprises market and product portfolio strategy and
forecasts. A focus is placed on the expansion of the existing service capabilities and the
identification of new service capabilities required.
These processes deliver and develop annual and multi-year service plans in support of
products and offers that include volume forecasts, negotiation for required levels of
resources, gaining service development and management as well as supply chain
commitment and executive approval for the plans.
Forecasting of service demand, and capturing of new opportunities, are both essential to
ensure that the enterprise can implement the services necessary for the future needs of
their customers and potential customers.
These processes define the service standards sought, key new service capabilities
required, service support levels and approaches required, service design elements to be
developed, as well as service cost parameters and targets. These processes also define
the policies relating to technical services and their implementation.

Explanatory

Mandatory

Optional

Interactions

Gather & Analyze Service Information

Process Context

Brief Description
Research and analyze customer, technology, competitor and marketing information to
identify new service directions and industry best practice, and potential enhancements to
existing services

The Gather & Analyze Service Information processes research and analyze customer,
technology, competitor and marketing information to identify new service directions and
industry best practice, and potential enhancements to existing services. These processes
undertake the necessary analysis to identify potential opportunities, compare current
capabilities with the identified opportunities, and as a result of the analysis develop new
service requirements. Included in this analysis are the capture and analysis of service
growth driven by expansion of housing estates, building developments and building
approvals forecasts. The new service requirements include an analysis of the customer
value proposition.
These processes include the establishment and management of relationships with
external providers of service information, and the management of internal resources used
for providing service information.
A key source of input to this analysis is derived from the marketing and product strategy
and planning processes.

Explanatory

Mandatory

Optional

Interactions

Manage Service Research

Process Context

Brief Description
Manage internally driven research investigations and activities which are used to provide
detailed assessment or investigation of new and emerging service capabilities

The Manage Service Research processes manage internally driven research
investigations and activities which are used to provide detailed assessment or
investigation of new and emerging service capabilities. The actual research activity may
be totally internally delivered, or may be outsourced to external parties to perform the
actual research activity. These processes manage the administration of the research
activity, management of any research prioritization processes, define the assessment
methodologies, administer any actual research contracts with external parties, and
develop and manage any intellectual property and patent administration required for the
service research activity.
Note that the commercial arrangements with external parties are developed within the
Supply Chain Development & Management processes.
Note that the actual legal arrangements, analysis and litigation surrounding intellectual
property is managed within the Legal Management processes in the Enterprise
Management process area.

Explanatory

Mandatory

Optional

Interactions

Establish Service Strategy & Goals

Process Context

Brief Description
Establish the service strategies based on market trends, future products needs, technical
capabilities, and addressing shortcomings in existing service performance and support

The Establish Service Strategy & Goals processes establish the service strategies based
on market trends, future products needs, technical capabilities, and addressing
shortcomings in existing service performance and support. These processes accept the
changing service requirements and develop appropriate service strategies based on the
changing needs of the enterprise, and increasing expectations of the market. They
establish realistic service goals for the enterprise and for the products they support. They
highlight shortcomings in existing support strategies, including issues associated with
resourcing and skill sets.

Explanatory

Mandatory

Optional

Interactions

Define Service Support Strategies

Process Context

Brief Description
Define the principles, policies and performance standards for the operational organization
providing service support

The Define Service Support Strategies processes define the principles, policies and
performance standards for the operational organization providing service support. Over
time, the requirements for service levels and service quality on existing services, and the
challenges introduced by new services require changes to the support requirements.
These processes define the targets, and operational requirements, in this changing
environment. The required performance standards are driven by community expectations,
internal process and technology capabilities and competitive offerings. A major input to
these processes arises from the Gather & Analyze Service Information processes, and
from the product portfolio, resource strategy and market strategy processes. These
processes also provide the feedback point from analyses undertaken in the Service
Management & Operations process to determine bottlenecks and problems associated
with existing service support activities.

Explanatory

Mandatory

Optional

Interactions

Produce Service Business Plans

Process Context

Brief Description
Develop and deliver annual and multi-year service plans in support of products and offers

The Produce Service Business Plans processes develop and deliver annual and multi-
year service plans in support of products and offers that include volume forecasts,
negotiation for required levels of resources and budgets, gaining service development
and management as well as supply chain commitment and executive approval for the
plans.
their customers and potential customers. The processes assess the impacts that new or
modified service requirements will cause on the installed service infrastructure and
workforce, and supporting resource infrastructure, and establish the functions and
benefits that new or modified service will provide to users
These processes identify the timetables and logistics for new service capability
introduction.

Explanatory

Mandatory

Optional

Interactions

Develop Service Partnership Requirements

Process Context

Brief Description
Identify the requirements for service aspects sourced from partners or suppliers, and the
service aspects to be delivered internally to the enterprise.

The Develop Service Partnership Requirements processes identify the requirements for
service aspects sourced from partners or suppliers, and the service aspects to be
delivered internally to the enterprise. The processes determine the extent to which
service aspects need to be sourced externally or delivered from internal capabilities, they
scan external availability, and make recommendations about the specific external
partners or suppliers who should be used to provide the service aspects.
Note that the processes used to actually source any external suppliers occur with the

Explanatory

Mandatory

Optional

Interactions

Gain Enterprise Commitment to Service Strategies

Process Context

Brief Description
Gain enterprise commitment to the service strategy and service plans.

The Gain Commitment to Service Plans processes gain enterprise commitment to the
service strategy and service plans. These processes include all aspects of identification

Explanatory

Mandatory

Optional

Interactions

1.2.2.1.1 Gather & Analyze Service
Information


Figure 214. Gather & Analyze Service Information decomposition into level 4 processes

Gather & Analyze Service Information

Process Context

Brief Description
identify new service directions and industry best practice, and potential enhancements to
existing services

The Gather & Analyze Service Information processes research and analyze customer,
technology, competitor and marketing information to identify new service directions and
industry best practice, and potential enhancements to existing services. These processes
undertake the necessary analysis to identify potential opportunities, compare current
capabilities with the identified opportunities, and as a result of the analysis develop new
service requirements. Included in this analysis are the capture and analysis of service
growth driven by expansion of housing estates, building developments and building
approvals forecasts. The new service requirements include an analysis of the customer
value proposition.
external providers of service information, and the management of internal resources used
for providing service information.
A key source of input to this analysis is derived from the marketing and product strategy
and planning processes.

Explanatory

Mandatory

Optional

Interactions

Gather Service Information

Process Context

Brief Description
service information

Gather Service information processes focus on establishment and Management of
relationships with external providers of service informtion, and management of internal
resources used for providing service information.

Explanatory

Mandatory

Optional

Interactions

Analyze new service directions/enhance existing service

Process Context

Brief Description
Analyze to indentiy new service directions,potential enhancements to existing services

Analyze new service directions/enhance existing service processes focus on research
and analyze customer, technology, competitor and marketing information identify new
service directions and industry best practise, and potential enhancements to existing
services

Explanatory

Mandatory

Optional

Interactions

Analyze to develop new service requirements

Process Context

Brief Description
develop new service requirements

Analyze to develop new service requirements processes undertake the responsibility of
necessary analysis to identify potential opportunities, compare current capabilities with
the identified opportunities, and as result of these analysis develop new service
requirements.This process also include an analysis of the customer value pproposition.

Explanatory

Mandatory

Optional

Interactions

Analyze service growth

Process Context

Brief Description
capture and analysis of service growth

Analyze service growth processes capture and analyze service growth which is driven by
expansion of housing estates, building developments and building approvals forcasts,

Explanatory

Mandatory

Optional

Interactions

1.2.2.1.2 Manage Service Research

Figure 215. Manage Service Research decomposition into level 4 processes

Manage Service Research

Process Context

Brief Description
detailed assessment or investigation of new and emerging service capabilities

The Manage Service Research processes manage internally driven research
investigation of new and emerging service capabilities. The actual research activity may
service research activity.

Explanatory

Mandatory

Optional

Interactions

Manage service research investigations

Process Context

Brief Description
Manage internally driven service research investigations and activities

Manage service research investigations processes manage internally driven research
investigation of new and emerging service capabilities. The actual research actvity may
be totally internally delivered , or may be outsourced to external parties.

Explanatory

Mandatory

Optional

Interactions

Manage administration of service research

Process Context

Brief Description
Manage administration of service research activity

Manage administration of service research processes are responsible for managing the
administration of service research activities, management of any research prioritization
process,administer any actual research contracts with external parties, and develop and
manage any intellectual property and patent administration required for the service
research activity. Actual commercial arrangements wih external parties are manged with
in Supply Chain Development and Management Processes. Actual legal arragements
and Intellectual property is managed with Legal Management Porcesses in Enterprise
Management Porcess areas.

Explanatory

Mandatory

Optional

Interactions

Define service research assesment methodologies

Process Context

Brief Description
Define Service research assessment methodologies


Explanatory

Mandatory

Optional

Interactions

1.2.2.1.3 Establish Service Strategy &
Goals

Figure 216. Establish Service Strategy & Goals decomposition into level 4 processes

Establish Service Strategy & Goals

Process Context

Brief Description
Establish the service strategies based on market trends, future products needs, technical
capabilities, and addressing shortcomings in existing service performance and support

The Establish Service Strategy & Goals processes establish the service strategies based
on market trends, future products needs, technical capabilities, and addressing
shortcomings in existing service performance and support. These processes accept the
changing service requirements and develop appropriate service strategies based on the
changing needs of the enterprise, and increasing expectations of the market. They
establish realistic service goals for the enterprise and for the products they support. They
highlight shortcomings in existing support strategies, including issues associated with
resourcing and skill sets.

Explanatory

Mandatory

Optional

Interactions

Establish service strategy

Process Context

Brief Description
service strategies based on market trends, highlight shortcomings of service performance
and support

Establish service strategy processes are responsible for establishing the service
strategies based on markets trends, future products needs, technical capabilities, and
addressing shortcomings in existing service performance and support. These processes
also highlight issue associated with resourcing and skill sets.

Explanatory

Mandatory

Optional

Interactions

Develop Service Strategy

Process Context

Brief Description
Accept changing service requirements and develop service strategies

Develop Service Strategy processes accept the changing service requirements and
develop appropriate service strategies based on the changing needs of enterprise, and
increasing expectations of the markets.

Explanatory

Mandatory

Optional

Interactions

Establish Service goals

Process Context

Brief Description
Establish realistic service goals for enterprise and products

Establish Service goals porcesses focus on establising realistic service goals for the
enterprise and for the products they support.

Explanatory

Mandatory

Optional

Interactions

1.2.2.1.4 Define Service Support Strategies


Figure 217. Define Service Support Strategies decomposition into level 4 processes

Define Service Support Strategies

Process Context

Brief Description
providing service support

The Define Service Support Strategies processes define the principles, policies and
performance standards for the operational organization providing service support. Over
time, the requirements for service levels and service quality on existing services, and the
challenges introduced by new services require changes to the support requirements.
internal process and technology capabilities and competitive offerings. A major input to
these processes arises from the Gather & Analyze Service Information processes, and
from the product portfolio, resource strategy and market strategy processes. These
processes also provide the feedback point from analyses undertaken in the Service
Management & Operations process to determine bottlenecks and problems associated
with existing service support activities.

Explanatory

Mandatory

Optional

Interactions

Define service support Principles

Process Context

Brief Description
Define service support principles for the operational organization providing service
support.

Define Service Support Principles processes define principles for service levels and
service quality on existing services or new services

Explanatory

Mandatory

Optional

Interactions

Define service support Policies

Process Context

Brief Description
Define service support policies for the operational organization providing service support.

Define Service Support Policies processes define policies for service levels and service
quality on existing services or new services

Explanatory

Mandatory

Optional

Interactions

Define Service Support performance standards

Process Context

Brief Description
Define service support performance standards for the operational organization providing
service support.

internal process and technology capabilities and competitive offerings. These processes
also provide the feedback point from analyses undertaken in the Service Management &
Operations process to determine bottlenecks and problems associated with existing
service support activities.A major input to these processes arises from the Gather &
Analyze Service Information processes, and from the product portfolio, resource strategy
and market strategy processes.

Explanatory

Mandatory

Optional

Interactions

1.2.2.1.5 Produce Service Business Plans

Figure 218. Produce Service Business Plans decomposition into level 4 processes

Produce Service Business Plans

Process Context

Brief Description
Develop and deliver annual and multi-year service plans in support of products and offers

The Produce Service Business Plans processes develop and deliver annual and multi-
year service plans in support of products and offers that include volume forecasts,
negotiation for required levels of resources and budgets, gaining service development
and management as well as supply chain commitment and executive approval for the
plans.
their customers and potential customers. The processes assess the impacts that new or
These processes identify the timetables and logistics for new service capability
introduction.

Explanatory

Mandatory

Optional

Interactions

Develop & Deliver annual/multi year service business plans

Process Context

Brief Description
develop and deliver annual and multi-year service plans, negotiations,approvals , service
development and management

Develop & Deliver annual/multi year service business plans focus on developing and
delivering annual and multi-year service plans in support of products and offers that
include volume forecasts, negotiation for required levels of resources and budgets,
gaining service development and management as well as supply chain commitment and
executive approval for the plans.

Explanatory

Mandatory

Optional

Interactions

Forecast service demand & capture new oppurtunities

Process Context

Brief Description
Forecast service demand and capture new oppurtunities for future needs of new/existing
customers

Forecast service demand & capture new oppurtunities processes ensures that the
enterprise can implement the services necessary for the future needs of their customers
and potential customers.

Explanatory

Mandatory

Optional

Interactions

Asses impact of service business plan

Process Context

Brief Description
Assess the impacts of new and modified service requriements on systems and establish
functions and benefits

Asses impact of service business plan processes assess the impacts that new or

Explanatory

Mandatory

Optional

Interactions

Identify timetables for new service capability introduction

Process Context

Brief Description
Identify timetables for new service capability introduction


Explanatory

Mandatory

Optional

Interactions

Identify logistics for new service capability introduction

Process Context

Brief Description
Identify logistics for new service capability introduction


Explanatory

Mandatory

Optional

Interactions

1.2.2.1.6 Develop Service Partnership
Requirements

Figure 219. Develop Service Partnership Requirements decomposition into level 4 processes


Process Context

Brief Description
Identify the requirements for service aspects sourced from partners or suppliers, and the
service aspects to be delivered internally to the enterprise.

The Develop Service Partnership Requirements processes identify the requirements for
service aspects sourced from partners or suppliers, and the service aspects to be
delivered internally to the enterprise. The processes determine the extent to which
service aspects need to be sourced externally or delivered from internal capabilities, they
scan external availability, and make recommendations about the specific external
partners or suppliers who should be used to provide the service aspects.

Explanatory

Mandatory

Optional

Interactions

Identify the requirements for service aspects

Process Context

Brief Description
identify the requirements for service aspects sourced from partners or suppliers, and the
services aspects to be delivered internally to enterprise


Explanatory

Mandatory

Optional

Interactions

Recommend Service Partnership

Process Context

Brief Description
scan external availability and recommend external partners/Suppliers

Recommend service partnership processes focus on scanning external availablity of of
sourcing Service aspects and make reccomendations about specific external
partners/suppliers who should be used to provide the service aspects

Explanatory

Mandatory

Optional

Interactions

Determine extent of service aspect sourcing

Process Context

Brief Description
determine the extent to which service aspects needs to be sourced externally or delivered
from internal capabilities


Explanatory

Mandatory

Optional

Interactions

1.2.2.1.7 Gain Enterprise Commitment to
Service Strategies

Figure 220. Gain Enterprise Commitment to Service Strategies decomposition into level 4 processes

Gain Enterprise Commitment to Service Strategies

Process Context

Brief Description
Gain enterprise commitment to the service strategy and service plans.

The Gain Commitment to Service Plans processes gain enterprise commitment to the
service strategy and service plans. These processes include all aspects of identification

Explanatory

Mandatory

Optional

Interactions

Identify Stakeholders to service strategy and service plans

Process Context

Brief Description
Identify stakeholders of service strategy and service plans


Explanatory

Mandatory

Optional

Interactions

Gain service strategy and servic plans Stakeholders approval

Process Context

Brief Description
Negotiate & gain stakeholder approval for service strategy and service Plans


Explanatory

Mandatory

Optional

Interactions

Gain Enterprise Commitment to service strategy and servic plans

Process Context

Brief Description
Gain Enterprise commitment to the service strategy and service plans


Explanatory

Mandatory

Optional

Interactions

1.2.2.2 Service Capability Delivery


Figure 221. Service Capability Delivery decomposition into level 3 processes

Service Capability Delivery

Process Context

Brief Description
Plan and deliver the total capabilities required to deliver changes to service.

Service Capability Delivery processes plan and deliver the total capabilities required to
deliver changes to service, as necessary. This involves integration of capability delivered
from within the enterprise, and capability delivered from a partner/supplier.
Service demand forecasting and capturing of new opportunities, are both essential to
their customers and potential customers.

Explanatory

Mandatory

Optional

Interactions

Map & Analyze Service Requirements

Process Context

Brief Description
Define the detailed service infrastructure requirements to support the product capabilities
required by the enterprise.

The Map & Analyze Service Requirements processes define the detailed service
infrastructure requirements to support the product capabilities required by the enterprise.
The processes provide detailed analysis of new service demand forecasts linked to
service relevant geographic distributions. The processes also establish the detailed
performance requirements. These processes take the forecast information available from
the Produce Service Business Plans and requirements information from the Define
Product Capability Requirements processes, as well as service infrastructure
requirements developed by the Develop Detailed Service Specifications processes, to
establish detailed views of anticipated service demand and performance requirements.
The processes include any cross-enterprise coordination and management functions to
ensure that the demand distributions capture the needs of all stakeholders.

Explanatory

Mandatory

Optional

Interactions

Gain Service Capability Investment Approval

Process Context

Brief Description
Capture all activities required to develop and gain necessary approval for investment
proposals to develop and deliver the required service capabilities

The Gain Service Capability Investment Approval processes capture all activities required
to develop and gain necessary approval for business proposals to develop and deliver the
required service capabilities, including identification of potential suppliers/partners. These
processes take the input from the Map & Analyze Service Requirements, the Capture
Service Capability Shortfalls and the Define Product Capability Requirements processes
to develop and gain approval for any business proposals arising. In some cases the
business proposal may require the creation and approval of a formal business case, in
other cases the business proposal approval may be delegated to local management. In
any event requirements for the service infrastructure, identification of required Resource
infrastructure capabilities, the cost estimates for delivering the service and supporting
resource infrastructure, including costs for materials (equipment and tools), labor and
training are part of the investment proposal.
The rules and procedures outlining the necessary approval process to be used are also
part of these processes.
ensure that the investment proposals capture the needs of, and are supported by, all
stakeholders

Explanatory

Mandatory

Optional

Interactions

Enable Service Support & Operations

Process Context

Brief Description
Manage the design of any improvements or changes required to the service operational
support processes to support the investment proposals and new service capabilities and
infrastructure

The Enable Service Support & Operations processes manage the design of any
improvements or changes required to the service operational support processes to
support the investment proposals and new service capabilities and infrastructure. The
processes ensure the identification of operational support groups, required skill sets, and
availability of appropriate training programs. These processes ensure the identification,
collation and coordination of support requirements from all approved investment
proposals, and from any operational support shortfalls identified in the Capture Service
Capability Shortfalls processes.

Explanatory

Mandatory

Optional

Interactions

Manage Handover to Service Operations

Process Context

Brief Description
Manage the processes involved in handover of deployed service infrastructure to
operational control

The Manage Handover to Service Operations processes manage the processes involved
in handover of deployed service infrastructure to operational control. These processes
ensure that all operational and performance design requirements have been met by the
installed service infrastructure, and that all tools, test equipment, operational procedures,

Explanatory

Mandatory

Optional

Interactions

Capture Service Capability Shortfalls

Process Context

Brief Description
Identify specific or imminent service capacity, service performance and/or service

The Capture Service Capability Shortfalls processes identify specific or imminent service
capacity, service performance and/or service operational support shortfalls. These
processes take information available from the Service Management & Operations
processes to establish detailed views of anticipated service capacity and performance

Explanatory

Mandatory

Optional

Interactions

Design Service Capabilities

Process Context

Brief Description
Manage the design of the service infrastructure to meet the requirements in any approved
investment proposals.

The Design Service Capabilities processes manage the design of the service
infrastructure to meet the requirements in any approved investment proposals approved
through the Gain Service Capability Investment Approval processes. These processes
ensure the collation and coordination of requirements from all approved investment
proposals, assess the most appropriate service infrastructure, develop the
tactical/solution architecture and design specifications to be used to build or source the
necessary service infrastructure components, and select the most appropriate service
infrastructure suppliers/partners to support the service requirements.
Note that the actual management of the sourcing process is handled within the Supply
Chain Development & Management processes.

Explanatory

Mandatory

Optional

Interactions

Manage Service Capability Delivery

Process Context

Brief Description
Manage the provision, implementation and roll-out of the new or enhanced service
capability, and associated operational support processes.

The Manage Service Capability Delivery processes manage the provision,
implementation and roll-out of the new or enhanced service capability and associated
operational support processes. These processes are predominantly program/project
management process functions, and require the detailed management and co-ordination
of the delivery of individual service infrastructure components, and any underlying
resource infrastructure capability delivery, to achieve the delivery of the overall service
capability. These processes are responsible to ensure that the quality of the implemented
service capability meets the design specifications. These processes leverage the Supply
Chain Development & Management processes as necessary to establish any new
sourcing arrangements for the delivery of service components.
These processes develop the detailed delivery, implementation and roll-out timetables,
and track the expenditure and staff resource usage to deliver the service components,
and provide any reporting necessary to keep stakeholders informed of progress. They are
responsible for ensuring that the financial aspects of the approved business proposals
are met.

Explanatory

Mandatory

Optional

Interactions

1.2.2.2.1 Map & Analyze Service
Requirements

Figure 222. Map & Analyze Service Requirements decomposition into level 4 processes

Map & Analyze Service Requirements

Process Context

Brief Description
Define the detailed service infrastructure requirements to support the product capabilities
required by the enterprise.

The Map & Analyze Service Requirements processes define the detailed service
infrastructure requirements to support the product capabilities required by the enterprise.
The processes provide detailed analysis of new service demand forecasts linked to
establish detailed views of anticipated service demand and performance requirements.

Explanatory

Mandatory

Optional

Interactions

Capture Service Demand & Performance Requirements

Process Context

Brief Description
These processes provide detailed analysis of new service demand forecasts linked to
establish detailed views of anticipated service demand and performance
requirements.These processes define the detailed infrastructure requirements to support
the marketing strategies and forecasts. Thse processes provide requirements, including
process performance targets, for the development of new and/or enhancement of existing
marketing infrastructure which are captured by this process.


Explanatory

Mandatory

Optional

Interactions

Agree Service Infrastructure Requirements

Process Context

Brief Description
the product capabilities required by the enterprise. The processes include any cross-
enterprise coordination and management functions to ensure that the demand
distributions capture the needs of all stakeholders.


Explanatory

Mandatory

Optional

Interactions

Report Service Infrastructure Requirements

Process Context

Brief Description
and Supply Chain horizontal process groupings.


Explanatory

Mandatory

Optional

Interactions

1.2.2.2.2 Capture Service Capability
Shortfalls

Figure 223. Capture Service Capability Shortfalls decomposition into level 4 processes

Capture Service Capability Shortfalls

Process Context

Brief Description
Identify specific or imminent service capacity, service performance and/or service

The Capture Service Capability Shortfalls processes identify specific or imminent service
capacity, service performance and/or service operational support shortfalls. These
processes to establish detailed views of anticipated service capacity and performance

Explanatory

Mandatory

Optional

Interactions

Capture Service Capacity Shortfalls

Process Context

Brief Description
These processes identify specific or imminent service capacity shortfalls. These
processes to establish detailed views of anticipated service capacity issues.


Explanatory

Mandatory

Optional

Interactions

Capture Service Performance Shortfalls

Process Context

Brief Description
These processes identify specific or imminent service performance shortfalls. These
processes to establish detailed views of anticipated service performance issues.


Explanatory

Mandatory

Optional

Interactions

Capture Service Operational Support Shorfalls

Process Context

Brief Description
These processes identify specific or imminent service operational support shortfalls.
These processes take information available from the Service Management & Operations
processes to establish detailed views of anticipated service operational support issues.


Explanatory

Mandatory

Optional

Interactions

1.2.2.2.3 Gain Service Capability
Investment Approval


Figure 224. Gain Service Capability Investment Approval decomposition into level 4 processes


Process Context

Brief Description

stakeholders

Explanatory

Mandatory

Optional

Interactions

Develop Service Capability Investment Proposals

Process Context

Brief Description
Thesel processes capture all activities required to develop business proposals to develop
and deliver the required service capabilities, including identification of potential
suppliers/partners. These processes take the input from the Map & Analyze Service
Requirements, the Capture Service Capability Shortfalls and the Define Product
Capability Requirements processes to develop and gain approval for any business
proposals arising. In some cases the business proposal may require the creation and
approval of a formal business case, in other cases the business proposal approval may
be delegated to local management. In any event requirements for the service
infrastructure, identification of required Resource infrastructure capabilities, the cost
estimates for delivering the service and supporting resource infrastructure, including costs
for materials (equipment and tools), labor and training are part of the investment
proposal.


Explanatory

Mandatory

Optional

Interactions

Approve Service Capability Investment

Process Context

Brief Description
These processes capture all activities required to gain necessary approval for business
proposals to develop and deliver the required service capabilities, including identification
of potential suppliers/partners.
stakeholders


Explanatory

Mandatory

Optional

Interactions

1.2.2.2.4 Design Service Capabilities

Figure 225. Design Service Capabilities decomposition into level 4 processes

Design Service Capabilities

Process Context

Brief Description
Manage the design of the service infrastructure to meet the requirements in any approved

The Design Service Capabilities processes manage the design of the service
infrastructure to meet the requirements in any approved investment proposals approved
through the Gain Service Capability Investment Approval processes. These processes
ensure the collation and coordination of requirements from all approved investment
proposals, assess the most appropriate service infrastructure, develop the
necessary service infrastructure components, and select the most appropriate service
infrastructure suppliers/partners to support the service requirements.

Explanatory

Mandatory

Optional

Interactions

Define Service Capability Requirements

Process Context

Brief Description
These processes ensure the collation and coordination of requirements from all approved
investment proposals approved through the Gain Service Capability Investment Approval
processes.


Explanatory

Mandatory

Optional

Interactions

Specify Service Capability Infrastructure

Process Context

Brief Description
These processes assess the most appropriate service infrastructure, and develop the
necessary service infrastructure components, to meet the identified service capability
requirements.


Explanatory

Mandatory

Optional

Interactions

Select Service Capability Suppliers/Partners

Process Context

Brief Description
These processes select the most appropriate service infrastructure suppliers/partners to
support the the identified service capability requirements.


Explanatory

Mandatory

Optional

Interactions

1.2.2.2.5 Enable Service Support &
Operations

Figure 226. Enable Service Support & Operations decomposition into level 4 processes

Enable Service Support & Operations

Process Context

Brief Description
Manage the design of any improvements or changes required to the service operational
support processes to support the investment proposals and new service capabilities and
infrastructure

The Enable Service Support & Operations processes manage the design of any
improvements or changes required to the service operational support processes to
support the investment proposals and new service capabilities and infrastructure. The
proposals, and from any operational support shortfalls identified in the Capture Service

Explanatory

Mandatory

Optional

Interactions

Design Service Operational Support Process Improvements

Process Context

Brief Description
These processes manage the design of any improvements or changes required to the
service operational support processes to support the investment proposals and new
service capabilities and infrastructure.


Explanatory

Mandatory

Optional

Interactions

Identfy Service Support Groups, Skills & Training

Process Context

Brief Description
The processes ensure the identification of operational support groups, required skill sets,
and availability of appropriate training programs.


Explanatory

Mandatory

Optional

Interactions

Identfy Service Support Requirements

Process Context

Brief Description
These processes ensure the identification, collation and coordination of support
requirements from all approved investment proposals, and from any operational support
shortfalls identified in the Capture Service Capability Shortfalls processes.


Explanatory

Mandatory

Optional

Interactions

1.2.2.2.7 Manage Handover to Service
Operations


Figure 227. Manage Handover to Service Operations decomposition into level 4 processes

Manage Handover to Service Operations

Process Context

Brief Description
Manage the processes involved in handover of deployed service infrastructure to
operational control

The Manage Handover to Service Operations processes manage the processes involved
in handover of deployed service infrastructure to operational control. These processes
ensure that all operational and performance design requirements have been met by the
installed service infrastructure, and that all tools, test equipment, operational procedures,

Explanatory

Mandatory

Optional

Interactions

Co-ordinate Service Operational Handover

Process Context

Brief Description
These processes co-ordinate the processes involved in handover of deployed servuce


Explanatory

Mandatory

Optional

Interactions

Validate Service Infrastructure Design

Process Context

Brief Description
These processes ensure that all operational and process performance design
requirements have been met by the installed service infrastructure.


Explanatory

Mandatory

Optional

Interactions

Ensure Service Handover Support

Process Context

Brief Description


Explanatory

Mandatory

Optional

Interactions

1.2.2.3 Service Development & Retirement

Figure 228. Service Development & Retirement decomposition into level 3 processes

Service Development & Retirement

Process Context

Brief Description
Develop and deliver new or enhanced service types.

Service Development & Retirement processes are project oriented in that they develop
and deliver new or enhanced service types. These processes include process and
procedure implementation, systems changes and customer documentation. They also
undertake rollout and testing of the service type, capacity management and costing of the
service type. It ensures the ability of the enterprise to deliver service types according to
requirements.

Explanatory

Mandatory

Optional

Interactions

Gather & Analyze New Service Ideas

Process Context

Brief Description
Combine specific product requirements with demographic, customer, technology and
marketing information to identify specific new service classes/components or
enhancements to existing service classes/components.

The Gather & Analyze New Service Ideas processes combine specific product
requirements with demographic, customer, technology and marketing information to
identify specific new service classes/components or enhancements to existing service
classes/components. These processes undertake the necessary analysis to identify
potential service classes, compare current service classes with the identified required
service classes, and as a result of the analysis develop new service class ideas. The new
service class ideas include an analysis of the customer value proposition.

Explanatory

Mandatory

Optional

Interactions

Assess Performance of Existing Services

Process Context

Brief Description
Analyze the performance of existing services to identify inadequacies and required
improvements

The Assess Performance of Existing Services processes analyze the performance of
existing services to identify inadequacies and required improvements. These processes
improvements.

Explanatory

Mandatory

Optional

Interactions

Develop New Service Business Proposal

Process Context

Brief Description
Develop and document business proposals for the identified new or enhanced Service
ideas

The Develop New Service Business Proposal processes develop and document business
proposals for the identified new or enhanced Service ideas (including if necessary a
business case). The business proposal (or business case) identifies the new service
requirements, including the specific resource components which underpin the service.
The business proposal also identifies the service development, management and
operations costs and anticipated benefits, including forecast demand, performance gains,
productivity gains and/or operational cost improvements. The business proposal also
includes an assessment of the risks and the competitive positioning of the service
produced. Potential suppliers/partners who can assist in the development of the service
classes are also identified (note that commercial arrangements may already be in place
with these potential suppliers/partners). As a part of the process, the business proposal is
appropriately approved, and as a result of the approval, necessary staff and other
resources are made available.

Explanatory

Mandatory

Optional

Interactions

Develop Detailed Service Specifications

Process Context

Brief Description
Develop and document the detailed service-related technical and operational
specifications, and customer manuals.

The Develop Detailed Service Specifications processes develop and document the
detailed service-related technical and operational specifications, and customer manuals.
These processes develop and document the required service features, the specific
underpinning resource requirements and selections, the specific operational, and quality
requirements and support activities, any service specific data required for the systems
and network infrastructure as agreed through the Develop New Service Business
Proposal processes. The Develop Detailed Product Specifications processes provide
input to these specifications. The processes ensure that all detailed specifications are

Explanatory

Mandatory

Optional

Interactions

Manage Service Development

Process Context

Brief Description
Ensure the co-coordinated development in line with the approved business case of all
required new or enhanced service classes/components for that business case across the
enterprise

The Manage Service Development processes ensure the co-coordinated development in
line with the approved business case of all required new or enhanced service
classes/components for that business case across the enterprise. These processes
ensure that all operational processes and procedures, IT systems changes, network
changes, channel changes, operational procedures, testing tools and procedures, etc.
required to support the new service class/component are identified and developed. These
processes ensure that the necessary documentation and training packages are produced
to support the operation of the new service class. These processes also ensure that the
required service level agreements and operational level agreements to support the
detailed service specifications are developed and agreed for each service class deployed,
and that any supplier/partner operational support has been identified and agreed. These
processes have both program/project management aspects and technical/operational
specification aspects, with the detailed management of individual service class
deployment managed by the Manage Service Deployment processes.
As well as developing new service classes these processes manage upgrades or
enhancements to existing service classes, as the need to review operational and other
support is also relevant for upgrading existing classes/components.
Note that management of major new or enhanced infrastructure delivery to support
service development is managed within the Service Capability Delivery process.

Explanatory

Mandatory

Optional

Interactions

Manage Service Deployment

Process Context

Brief Description
Ensure the co-coordinated deployment in line with the approved business case of all
required service classes/components for that business case across the enterprise.

The Manage Service Deployment processes ensure the co-coordinated deployment in
line with the approved business case of all required service classes/components for that
business case across the enterprise. These processes ensure that all operational
processes and procedures, IT systems changes, network changes, channel changes,
operational procedures, testing tools and procedures, etc. required to support the new
service class/component have been implemented. These processes ensure that
appropriate operational staff are identified and have received the necessary training.
These processes ensure that the agreed supplier/partner operational support has been
implemented. These processes also ensure that acceptance testing is successfully
performed to assure that the new or enhanced services comply with the specifications.
These processes have both program/project and management aspects.

Explanatory

Mandatory

Optional

Interactions

Manage Service Exit

Process Context

Brief Description
Identify existing service which are unviable and manage the processes to exit the Service
Class from the market.

The Manage Service Exit processes identify existing service classes which are unviable
and manage the process to exit the Service from the products they support. The
processes analyze existing service classes to identify economically or strategically
unviable classes, identify products & customers impacted by any exit, develop product &
customer specific exit or migration strategies, develop service infrastructure transition
and/or replacement strategies, and manage the operational aspects of the exit process. A
business proposal identifying the competitive threats, risks and costs may be required as
a part of developing the exit strategy. These processes include any cross-enterprise co-
ordination and management functions to ensure that the needs of all stakeholders are
identified and managed.

Explanatory

Mandatory

Optional

Interactions

1.2.2.3.1 Gather & Analyze New Service
Ideas

Figure 229. Gather & Analyze New Service Ideas decomposition into level 4 processes

Gather & Analyze New Service Ideas

Process Context

Brief Description
Combine specific product requirements with demographic, customer, technology and
marketing information to identify specific new service classes/components or
enhancements to existing service classes/components.

The Gather & Analyze New Service Ideas processes combine specific product
requirements with demographic, customer, technology and marketing information to
identify specific new service classes/components or enhancements to existing service
classes/components. These processes undertake the necessary analysis to identify
potential service classes, compare current service classes with the identified required
service classes, and as a result of the analysis develop new service class ideas. The new
service class ideas include an analysis of the customer value proposition.

Explanatory

Mandatory

Optional

Interactions

Gather Service Information

Process Context

Brief Description
service information

Gather Service information processes focus on establishment and Management of
relationships with external providers of service informtion, and management of internal
resources used for providing service information.

Explanatory

Mandatory

Optional

Interactions

Analyze Service Classes

Process Context

Brief Description
These processes undertake the necessary analysis to identify potential service classes,
compare current service classes with the identified required service classes.


Explanatory

Mandatory

Optional

Interactions

Develop Service Classes

Process Context

Brief Description
These processes develop new resource class ideas. The new service class ideas include
an analysis of the customer value proposition.


Explanatory

Mandatory

Optional

Interactions

1.2.2.3.3 Develop New Service Business
Proposal


Figure 230. Develop New Service Business Proposal decomposition into level 4 processes

Develop New Service Business Proposal

Process Context

Brief Description
Develop and document business proposals for the identified new or enhanced Service
ideas

The Develop New Service Business Proposal processes develop and document business
proposals for the identified new or enhanced Service ideas (including if necessary a
business case). The business proposal (or business case) identifies the new service
requirements, including the specific resource components which underpin the service.
The business proposal also identifies the service development, management and
operations costs and anticipated benefits, including forecast demand, performance gains,
productivity gains and/or operational cost improvements. The business proposal also
includes an assessment of the risks and the competitive positioning of the service
produced. Potential suppliers/partners who can assist in the development of the service
with these potential suppliers/partners). As a part of the process, the business proposal is
appropriately approved, and as a result of the approval, necessary staff and other
resources are made available.

Explanatory

Mandatory

Optional

Interactions

Develop Service Business Proposal

Process Context

Brief Description
These processes develop and document business proposals for the identified new or
enhanced Service ideas (including if necessary a business case). The business proposal
(or business case) identifies the new service requirements, including the specific resource
components which underpin the service. The business proposal also identifies the service
development, management and operations costs and anticipated benefits, including
forecast demand, performance gains, productivity gains and/or operational cost
improvements. The business proposal also includes an assessment of the risks and the
competitive positioning of the service proposal. As a part of the business proposal
development a feasibility assessment can be produced. Potential suppliers/partners who
can assist in the development of the service classes are also identified (note that
commercial arrangements may already be in place with these potential
suppliers/partners).


Explanatory

Mandatory

Optional

Interactions

Gain Service Business Proposal Approval

Process Context

Brief Description
These processes manage approval of the business proposal, and as a result of the
approval, necessary staff and other resources are made available.


Explanatory

Mandatory

Optional

Interactions

1.2.2.3.4 Develop Detailed Service
Specifications


Figure 231. Develop Detailed Service Specifications decomposition into level 4 processes

Develop Detailed Service Specifications

Process Context

Brief Description
Develop and document the detailed service-related technical and operational
specifications, and customer manuals.

The Develop Detailed Service Specifications processes develop and document the
detailed service-related technical and operational specifications, and customer manuals.
These processes develop and document the required service features, the specific
underpinning resource requirements and selections, the specific operational, and quality
requirements and support activities, any service specific data required for the systems
Proposal processes. The Develop Detailed Product Specifications processes provide
input to these specifications. The processes ensure that all detailed specifications are

Explanatory

Mandatory

Optional

Interactions

Develop Detailed Service Technical Specifications

Process Context

Brief Description
These processes develop and document the required service features for the systems
Proposal processes. The processes ensure that all detailed specifications are produced
and appropriately documented. Additionally the processes ensure that the documentation
is captured in an appropriate enterprise repository.


Explanatory

Mandatory

Optional

Interactions

Develop Detailed Service Support Specifications

Process Context

Brief Description
These processes develop and document the specific underpinning resource requirements
and selections required for the systems and network infrastructure as agreed through the
Develop New Service Business Proposal processes. The processes ensure that all
repository.


Explanatory

Mandatory

Optional

Interactions

Develop Detailed Service Operational Specifications

Process Context

Brief Description
These processes develop and document the specific operational, and quality
requirements and support activities, and any service specific data required for the
systems and network infrastructure required for the systems and network infrastructure as
agreed through the Develop New Service Business Proposal processes. The processes
ensure that all detailed specifications are produced and appropriately documented.
Additionally the processes ensure that the documentation is captured in an appropriate
enterprise repository.


Explanatory

Mandatory

Optional

Interactions

Develop Detailed Service Customer Manuals

Process Context

Brief Description
These processes develop and document the customer manuals as agreed through the
Develop New Service Business Proposal processes. The processes ensure that all
repository.


Explanatory

Mandatory

Optional

Interactions

1.2.2.3.5 Manage Service Development

Figure 232. Manage Service Development decomposition into level 4 processes

Manage Service Development

Process Context

Brief Description
Ensure the co-coordinated development in line with the approved business case of all
required new or enhanced service classes/components for that business case across the
enterprise

The Manage Service Development processes ensure the co-coordinated development in
line with the approved business case of all required new or enhanced service
classes/components for that business case across the enterprise. These processes
ensure that all operational processes and procedures, IT systems changes, network
changes, channel changes, operational procedures, testing tools and procedures, etc.
required to support the new service class/component are identified and developed. These
processes ensure that the necessary documentation and training packages are produced
to support the operation of the new service class. These processes also ensure that the
required service level agreements and operational level agreements to support the
detailed service specifications are developed and agreed for each service class deployed,
and that any supplier/partner operational support has been identified and agreed. These
processes have both program/project management aspects and technical/operational
specification aspects, with the detailed management of individual service class
deployment managed by the Manage Service Deployment processes.
As well as developing new service classes these processes manage upgrades or
enhancements to existing service classes, as the need to review operational and other
support is also relevant for upgrading existing classes/components.
service development is managed within the Service Capability Delivery process.

Explanatory

Mandatory

Optional

Interactions

Identify Requred Processes & Procedures

Process Context

Brief Description
These processes ensure that all operational processes and procedures, resource
changes (e.g. network and/or IT resources), operational procedures, testing tools and
procedures, etc. required to support the new resource class/component are identified.


Explanatory

Mandatory

Optional

Interactions

Develop Requred Processes & Procedures

Process Context

Brief Description
procedures, etc. required to support the new resource class/component are developed.


Explanatory

Mandatory

Optional

Interactions

Product Documentation & Training Packages

Process Context

Brief Description
These processes ensure that the necessary documentation and training packages are
produced to support the operation of the new resource class.


Explanatory

Mandatory

Optional

Interactions

Develop Service & Operational Agreements

Process Context

Brief Description
These processes ensure that the required service level agreements and operational level
agreements are developed and agreed for each resource class deployed, and that any
supplier/partner operational support has been identified.


Explanatory

Mandatory

Optional

Interactions

Gain Service & Operational Agreements Approval

Process Context

Brief Description
supplier/partner operational support has been agreed.


Explanatory

Mandatory

Optional

Interactions

1.2.2.3.6 Manage Service Deployment


Figure 233. Manage Service Deployment decomposition into level 4 processes

Manage Service Deployment

Process Context

Brief Description
Ensure the co-coordinated deployment in line with the approved business case of all
required service classes/components for that business case across the enterprise.

The Manage Service Deployment processes ensure the co-coordinated deployment in
line with the approved business case of all required service classes/components for that
processes and procedures, IT systems changes, network changes, channel changes,
service class/component have been implemented. These processes ensure that
performed to assure that the new or enhanced services comply with the specifications.

Explanatory

Mandatory

Optional

Interactions

Manage Service Process & Procedure Implementation

Process Context

Brief Description
These processes ensure that all operational processes and procedures, IT systems
changes, network changes, channel changes, operational procedures, testing tools and
procedures, etc. required to support the new service class/component have been
implemented.


Explanatory

Mandatory

Optional

Interactions

Manage Service Operational Staff Training

Process Context

Brief Description
These processes ensure that appropriate operational staff are identified and have
received the necessary training.


Explanatory

Mandatory

Optional

Interactions

Develop Service Supplier/Partner Operational Support

Process Context

Brief Description
implemented.


Explanatory

Mandatory

Optional

Interactions

Manage Service Acceptance Testing

Process Context

Brief Description
These processes ensure that acceptance testing is successfully performed to assure that
the new or enhanced services comply with the specifications.


Explanatory

Mandatory

Optional

Interactions

1.2.2.3.7 Manage Service Exit


Figure 234. Manage Service Exit decomposition into level 4 processes

Manage Service Exit

Process Context

Brief Description
Identify existing service which are unviable and manage the processes to exit the Service
Class from the market.

The Manage Service Exit processes identify existing service classes which are unviable
and manage the process to exit the Service from the products they support. The
processes analyze existing service classes to identify economically or strategically
unviable classes, identify products & customers impacted by any exit, develop product &
customer specific exit or migration strategies, develop service infrastructure transition

Explanatory

Mandatory

Optional

Interactions

Identify Unviable Services

Process Context

Brief Description
These processes analyze existing resource classes to identify economically or
strategically unviable classes.


Explanatory

Mandatory

Optional

Interactions

Identify Impacted Service Customers

Process Context

Brief Description
These processes identify products, services classes & customers impacted by any exit.


Explanatory

Mandatory

Optional

Interactions

Develop Service Transition Strategies

Process Context

Brief Description
These processes develop specific exit or migration strategies, anddevelop resource
infrastructure transition and/or replacement strategies.


Explanatory

Mandatory

Optional

Interactions

Manage Service Exit Process

Process Context

Brief Description


Explanatory

Mandatory

Optional

Interactions

1.2.3.1 Resource Strategy & Planning


Figure 235. Resource Strategy & Planning decomposition into level 3 processes

Resource Strategy & Planning

Process Context

Brief Description
Develop resource strategies, policies and plans for the enterprise, based on the long-term
business, market, product and service directions of the enterprise.

Resource Strategy & Planning processes develop resource strategies, policies and plans
for the enterprise, based on the long-term business, market, product and service
directions of the enterprise These processes understand the capabilities of the existing
enterprise infrastructure, capture the requirements on the infrastructure based on market,
product and service strategies of the enterprise, manage the capabilities of the suppliers
and partners to develop and deliver new resource capabilities, and define the way that
new or enhanced infrastructure may be deployed.
Research & analysis is performed to determine resource targets as well as strategies to
reach the defined targets. This research may be obtained from the external market and
resource suppliers and partners, or developed internally through research programs and
activities, or leverage of other internal knowledge. A key input to the resource strategy
arises from the enterprises market, product portfolio and service strategy and forecasts.
A focus is placed on the expansion of the existing resource capabilities and the
identification of new resource capabilities required.
These processes deliver and develop annual and multi-year resource plans in support of
services, products and offers that include volume forecasts, negotiation for required levels
of resources, gaining resource development and management as well as supply chain
commitment and executive approval for the plans.
Forecasting of resource demand, and capturing of new opportunities, are both essential
to ensure that the enterprise can construct and implement the resources necessary for
the future needs of their customers and potential customers.
These processes define the resource implementation standards sought, key new
resource capabilities required, resource support levels and approaches required,
resource design elements to be developed, as well as resource cost parameters and
targets. These processes also define the policies relating to technical resources and their
implementation.

Explanatory

Mandatory

Optional

Interactions

Gather & Analyze Resource Information

Process Context

Brief Description
identify new resource requirements and industry resource capabilities and availability

The Gather & Analyze Resource Information processes research and analyze customer,
technology, competitor and marketing information to identify new resource requirements
and industry resource capabilities and availability. These processes undertake the
the identified opportunities, and as a result of the analysis develop new resource
requirements or enhancements to existing requirements. The new or enhanced resource
requirements include an analysis of the customer value proposition.
external providers of resource information, and the management of internal groups used
for providing resource information.
A key source of input to this analysis is derived from the business, marketing, service and
product strategy and planning processes.

Explanatory

Mandatory

Optional

Interactions

Establish Resource Strategy & Architecture

Process Context

Brief Description
Establish the resource strategies based on market trends, future products needs,
technical capabilities, and addressing shortcomings in existing resource support

The Establish Resource Strategy & Architecture processes establish the resource
strategies based on market trends, future products needs, available and emerging
resource capabilities, and addressing shortcomings in existing resource performance and
operational support. These processes accept the changing resource requirements and
develop appropriate resource strategies and strategic resource architectures based on
the changing needs of the enterprise, and increasing expectations of the market. They
establish realistic resource development and delivery goals for the enterprise and
services to be delivered to the market. They establish implementation policies which act
as a set of guidelines to be followed in the Resource Capability Delivery processes. They
highlight shortcomings in existing resource performance and operational support
arrangements and processes, including issues associated with resourcing and skill sets.
Major inputs to these processes are derived from the Gather & Analyze Resource
Information and the Manage Resource Research processes

Explanatory

Mandatory

Optional

Interactions

Produce Resource Business Plans

Process Context

Brief Description
Develop and deliver annual and multi-year resource plans in support of services, products
and offers

The Produce Resource Business Plans processes develop and deliver annual and multi-
year resource plans in support of services, products and offers that include volume
forecasts, negotiation for required levels of resources and budgets, gaining resource
development and management as well as supply chain commitment and executive
approval for the plans.
Forecasting of aggregate or high level resource demand, and capturing of new
opportunities, are both essential to ensure that budgets are assigned which allow the
enterprise to implement the resources capabilities and capacity necessary for the future
needs of their customers and potential customers.
The processes assess the impacts that new or modified resource infrastructure will cause
on the installed infrastructure and workforce, and establish the functions and benefits that
new or modified resource will provide to users. These processes identify the timetables
and logistics for new resource capability introduction.

Explanatory

Mandatory

Optional

Interactions

Gain Enterprise Commitment to Resource Plans

Process Context

Brief Description
Gains enterprise commitment to the resource strategy and business plans.

The Gain Commitment to Resource Plans processes gains enterprise commitment to the
resource strategy and business plans. These processes include all aspects of
identification of stakeholders and negotiation to gain stakeholder approval.

Explanatory

Mandatory

Optional

Interactions

Manage Resource Research

Process Context

Brief Description
detailed technical assessment or investigation of new and emerging resource capabilities

The Manage Resource Research processes manage internally driven research
investigations and activities which are used to provide detailed technical assessment or
investigation of new and emerging resource capabilities. The actual research activity may
resource research activity.

Explanatory

Mandatory

Optional

Interactions

Define Resource Support Strategies

Process Context

Brief Description
providing resource support

The Define Resource Support Strategies processes define the principles, policies and
performance standards for the operational organization providing resource support. Over
time requirements for service levels and quality on existing resources change and
operational challenges are introduced by new resources. These processes define the
targets, and operational requirements, in this changing environment. The required
performance standards are driven by community and regulatory expectations, internal
process and technology capabilities and competitive offerings. A major input to these
processes arises from the Gather & Analyze Resource Information processes, and from
the product portfolio, resource strategy and market strategy processes. These processes
also provide the feedback point from analyses undertaken in the Resource Management
& Operations processes to determine bottlenecks and problems associated with existing
resource operational support activities.

Explanatory

Mandatory

Optional

Interactions

Develop Resource Partnership Requirements

Process Context

Brief Description
Identify the requirements for resource capabilities to be sourced from partners or
suppliers, and any resource capabilities to be delivered internally to the enterprise.

The Develop Resource Partnership Requirements processes identify the requirements for
resource capabilities sourced from partners or suppliers, and any resource capabilities to
be delivered internally to the enterprise. The processes determine the extent to which
resource capabilities need to be sourced externally or delivered from internal capabilities,
they scan external availability, and make recommendations about the specific external
partners or suppliers who should be used to provide the resource capabilities.

Explanatory

Mandatory

Optional

Interactions

1.2.3.1.1 Gather & Analyze Resource
Information

Figure 236. Gather & Analyze Resource Information decomposition into level 4 processes

Gather & Analyze Resource Information

Process Context

Brief Description
identify new resource requirements and industry resource capabilities and availability

The Gather & Analyze Resource Information processes research and analyze customer,
and industry resource capabilities and availability. These processes undertake the
the identified opportunities, and as a result of the analysis develop new resource
requirements or enhancements to existing requirements. The new or enhanced resource
requirements include an analysis of the customer value proposition.
external providers of resource information, and the management of internal groups used
for providing resource information.
A key source of input to this analysis is derived from the business, marketing, service and
product strategy and planning processes.

Explanatory

Mandatory

Optional

Interactions

Gather Resource Information

Process Context

Brief Description
resource information

Gather Resource information processes focus on establishment and Management of
relationships with external providers of resource informtion, and management of internal
groups used for providing resource information.

Explanatory

Mandatory

Optional

Interactions

Analyze new resource requirements

Process Context

Brief Description
Analyze to indentiy new resource requirements,resource capabilities and availability

Analyze new resource requirements processes focus on research and analyze customer,
and industry resource capabilities and availability.

Explanatory

Mandatory

Optional

Interactions

Analyze to develop new/enhance resource requirements

Process Context

Brief Description
develop new resource requirements, enhance to existing requirements

Analyze to develop new/enhance resource requirements processes undertake the
responsibility of necessary analysis to identify potential opportunities, compare current
capabilities with the identified opportunities, and as result of these analysis develop new
resource requirements or enhacements to existing requirements.This process also
include an analysis of the customer value pproposition.

Explanatory

Mandatory

Optional

Interactions

1.2.3.1.2 Manage Resource Research

Figure 237. Manage Resource Research decomposition into level 4 processes

Manage Resource Research

Process Context

Brief Description
detailed technical assessment or investigation of new and emerging resource capabilities

The Manage Resource Research processes manage internally driven research
investigations and activities which are used to provide detailed technical assessment or
investigation of new and emerging resource capabilities. The actual research activity may
resource research activity.

Explanatory

Mandatory

Optional

Interactions

Manage resource research investigations

Process Context

Brief Description
Manage internally driven resource research investigations and activities

Manage resource research investigations processes manage internally driven research
investigation of new and emerging resource capabilities. The actual research actvity may
be totally internally delivered , or may be outsourced to external parties.

Explanatory

Mandatory

Optional

Interactions

Manage administration of resource research

Process Context

Brief Description
Manage administration of reource research activity

Manage administration of resource research processes are responsible for managing the
administration of resource research activities, management of any research prioritization
process,administer any actual research contracts with external parties, and develop and
manage any intellectual property and patent administration required for the resource
research activity. Actual commercial arrangements wih external parties are manged with
in Supply Chain Development and Management Processes. Actual legal arragements
and Intellectual property is managed with Legal Management Porcesses in Enterprise
Management Porcess areas.

Explanatory

Mandatory

Optional

Interactions

Define Resource research assesment methodologies

Process Context

Brief Description
Define Resource research assessment methodologies


Explanatory

Mandatory

Optional

Interactions

1.2.3.1.3 Establish Resource Strategy &
Architecture

Figure 238. Establish Resource Strategy & Architecture decomposition into level 4 processes


Process Context

Brief Description
Establish the resource strategies based on market trends, future products needs,
technical capabilities, and addressing shortcomings in existing resource support

The Establish Resource Strategy & Architecture processes establish the resource
strategies based on market trends, future products needs, available and emerging
operational support. These processes accept the changing resource requirements and
the changing needs of the enterprise, and increasing expectations of the market. They
establish realistic resource development and delivery goals for the enterprise and
services to be delivered to the market. They establish implementation policies which act
as a set of guidelines to be followed in the Resource Capability Delivery processes. They
highlight shortcomings in existing resource performance and operational support
arrangements and processes, including issues associated with resourcing and skill sets.
Major inputs to these processes are derived from the Gather & Analyze Resource
Information and the Manage Resource Research processes

Explanatory

Mandatory

Optional

Interactions

Establish Resource strategy

Process Context

Brief Description
resource strategies based on market trends, highlight shortcomings of resource
performance and operational support

Establish resource strategy processes are responsible for establishing the resource
strategies based on markets trends, future products needs, available and emerging
operational support. These processes also highlight issue associated with resourcing and
skill sets along with shortcomings in existing resource performence and operational
support arrangements and processes.

Explanatory

Mandatory

Optional

Interactions

Develop resource Strategy

Process Context

Brief Description
Accept changing resource requirements and develop resource strategies

Develop resource Strategy processes accept the changing resource requirements and
the changing needs of enterprise, and increasing expectations of the markets.

Explanatory

Mandatory

Optional

Interactions

Establish Resource delivery goals

Process Context

Brief Description
Establish realistic resource development and delivery goals for the enterprise and
services to be delivered

Establish Resource delivery goals porcesses focus on establising realistic resource
development and delivery goals for the enterprise and services to be delivered to market

Explanatory

Mandatory

Optional

Interactions

Establish resource implementation policies

Process Context

Brief Description
establish implementation policies which act as a set of guidelines to be followed in the
Resource Capability Delivery processes


Explanatory

Mandatory

Optional

Interactions

1.2.3.1.4 Define Resource Support
Strategies


Figure 239. Define Resource Support Strategies decomposition into level 4 processes

Define Resource Support Strategies

Process Context

Brief Description
providing resource support

The Define Resource Support Strategies processes define the principles, policies and
performance standards for the operational organization providing resource support. Over
time requirements for service levels and quality on existing resources change and
operational challenges are introduced by new resources. These processes define the
targets, and operational requirements, in this changing environment. The required
performance standards are driven by community and regulatory expectations, internal
process and technology capabilities and competitive offerings. A major input to these
processes arises from the Gather & Analyze Resource Information processes, and from
the product portfolio, resource strategy and market strategy processes. These processes
also provide the feedback point from analyses undertaken in the Resource Management
& Operations processes to determine bottlenecks and problems associated with existing
resource operational support activities.

Explanatory

Mandatory

Optional

Interactions

Define Resource support Principles

Process Context

Brief Description
Define resource support principles for the operational organization providing resource
support.

Define Resource Support Principles processes define principles for service levels and
service quality on existing resources or new resources

Explanatory

Mandatory

Optional

Interactions

Define Resource support Policies

Process Context

Brief Description
Define resource support policies for the operational organization providing resource
support.

Define Resource Support Policies processes define policies for service levels and service
quality on existing resources or new resources

Explanatory

Mandatory

Optional

Interactions

Define Resource Support performance standards

Process Context

Brief Description
Define resource support performance standards for the operational organization providing
resource support.

environment. The required performance standards are driven by community and
regulatory expectations, internal process and technology capabilities and competitive
offerings. These processes also provide the feedback point from analyses undertaken in
the resource Management & Operations process to determine bottlenecks and problems
associated with existing resource operational activities.A major input to these processes
arises from the Gather & Analyze Service Information processes, and from the product
portfolio, resource strategy and market strategy processes.

Explanatory

Mandatory

Optional

Interactions

1.2.3.1.6 Develop Resource Partnership
Requirements

Figure 240. Develop Resource Partnership Requirements decomposition into level 4 processes


Process Context

Brief Description
Identify the requirements for resource capabilities to be sourced from partners or
suppliers, and any resource capabilities to be delivered internally to the enterprise.

The Develop Resource Partnership Requirements processes identify the requirements for
resource capabilities sourced from partners or suppliers, and any resource capabilities to
be delivered internally to the enterprise. The processes determine the extent to which
resource capabilities need to be sourced externally or delivered from internal capabilities,
they scan external availability, and make recommendations about the specific external
partners or suppliers who should be used to provide the resource capabilities.

Explanatory

Mandatory

Optional

Interactions

Identify the requirements for resource capabilities

Process Context

Brief Description
identify the requirements for resource capabilities sourced from partners or suppliers, and
the resource capabilities to be delivered internally to enterprise


Explanatory

Mandatory

Optional

Interactions

recommend Resource partnership

Process Context

Brief Description
scan external availability for resource capabilities and recommend external
partners/Suppliers

Recommend Resource partnership processes focus on scanning external availablity of of
sourcing resource capabilities and make reccomendations about specific external
partners/suppliers who should be used to provide the resource capabilties

Explanatory

Mandatory

Optional

Interactions

Determine extent of resource capabilities sourcing

Process Context

Brief Description
determine the extent to which resource capabilities needs to be sourced externally or
delivered from internal capabilities


Explanatory

Mandatory

Optional

Interactions

Resource Plans


Figure 241. Gain Enterprise Commitment to Resource Plans decomposition into level 4 processes


Process Context

Brief Description
Gains enterprise commitment to the resource strategy and business plans.

The Gain Commitment to Resource Plans processes gains enterprise commitment to the
resource strategy and business plans. These processes include all aspects of
identification of stakeholders and negotiation to gain stakeholder approval.

Explanatory

Mandatory

Optional

Interactions

Identify Stakeholders to Resource strategy and resource plans

Process Context

Brief Description
Identify stakeholders of resource strategy and resource plans


Explanatory

Mandatory

Optional

Interactions

Gain resource strategy and resource plans Stakeholders approval

Process Context

Brief Description
Negotiate & gain stakeholder approval for resource strategy and resource Plans


Explanatory

Mandatory

Optional

Interactions

Gain Enterprise Commitment to resource strategy and resource plans

Process Context

Brief Description
Gain Enterprise commitment to the resource strategy and resource plans


Explanatory

Mandatory

Optional

Interactions

1.2.3.2 Resource Capability Delivery

Figure 242. Resource Capability Delivery decomposition into level 3 processes

Resource Capability Delivery

Process Context

Brief Description
Use the capability definition or requirements to deploy new and/or enhanced technologies
and associated resources.

Resource Capability Delivery processes use the capability definition or requirements to
deploy new and/or enhanced technologies and associated resources.

The objectives of these processes is to ensure that network, application and computing
resources are deployed, according to the plans set by Resource Development. They
deliver the physical resource capabilities necessary for the ongoing operations, and long
term well-being of the enterprise, and ensure the basis on which all resources and
services will be built.

Responsibilities of the Resource Capability Delivery processes include, but are not limited
to:

Planning resource supply logistics (warehousing, transport, etc)
Planning the Resource Installation
Contracting and Directing the Resource Construction where needed
Verifying the Resource Installation
Handover the Resource Capability to Operations through interactions with the Manage
Resource Class Configuration

Logical network configurations (such as resource elements integration) are as important
to the network resources as the physical aspects. All aspects must be planned and
considered in the design and implementation of the network, including infrastructure
owned by the enterprise, and by supplier/partners, other physical resources and logical
elements.

Explanatory

Mandatory

Optional

Interactions

Map & Analyze Resource Requirements

Process Context

Brief Description
Define the detailed resource infrastructure requirements to support the service
capabilities required by the enterprise

The Map & Analyze Resource Requirements processes define the detailed resource
infrastructure requirements to support the service capabilities required by the enterprise.
The processes provide detailed analysis of new resource requirements linked to relevant
geographic distributions. These processes also establish the detailed performance
requirements. These processes take the forecast information available from the Produce
Resource Business Plans and requirements information from the Map & Analyze Service
Requirements processes, as well as resource infrastructure requirements developed by
the Develop Detailed Resource Specifications processes, to establish detailed views of
anticipated resource demand and performance requirements.
These processes manage the capacity planning for the resource infrastructure, and
identify capacity requirements based on service forecasts and appropriate resource
related metrics, i.e., transaction volumes, storage requirements, traffic volumes, port
availabilities, etc.

Explanatory

Mandatory

Optional

Interactions

Gain Resource Capability Investment Approval

Process Context

Brief Description
proposals to develop and deliver the required resource capabilities

The Gain Resource Capability Investment Approval processes capture all activities
required to develop and gain necessary approval for investment proposals to develop and
deliver the required resource capabilities, including identification of potential
suppliers/partners. These processes take the input from the Map & Analyze Resource
Requirements, the Capture Resource Capability Shortfalls and the Map & Analyze
Service Requirements processes to develop and gain approval for any business
be delegated to local management. In any event the cost estimates for delivering the
stakeholders

Explanatory

Mandatory

Optional

Interactions

Enable Resource Support & Operations

Process Context

Brief Description
Manage the design of any improvements or changes required to the resource operational
support processes to support the investment proposals and new resource capabilities and
infrastructure

The Enable Resource Support & Operations processes manage the design of any
improvements or changes required to the resource operational support processes to
support the investment proposals and new resource capabilities and infrastructure. The
proposals, and from any operational support shortfalls identified in the Capture Resource

Explanatory

Mandatory

Optional

Interactions

Manage Handover to Resource Operations

Process Context

Brief Description
Manage the processes involved in handover of deployed resource infrastructure to
operational control

The Manage Handover to Resource Operations processes manage the processes
involved in handover of deployed resource infrastructure to operational control. These
processes ensure that all operational and performance design requirements have been
met by the installed resource infrastructure, and that all tools, test equipment, operational
procedures, support groups, and training is in place to allow for successful operation.
These processes include the management and coordination of all stakeholders required
to gain approval and acceptance of the handover to operational control.

Explanatory

Mandatory

Optional

Interactions

Capture Resource Capability Shortfalls

Process Context

Brief Description
Identify specific or imminent resource capacity, resource performance and/or resource

The Capture Resource Capability Shortfalls processes identify specific or imminent
resource capacity, resource performance and/or resource operational support shortfalls.
These processes take information available from the Resource Management &
Operations processes to establish detailed views of anticipated resource and shortfalls
and support process issues.

Explanatory

Mandatory

Optional

Interactions

Design Resource Capabilities

Process Context

Brief Description
Manage the design of the resource infrastructure to meet the requirements in any
approved investment proposals.

The Design Resource Capabilities processes manage the design of the resource
infrastructure to meet the requirements in any approved investment proposals. These
processes ensure the collation and coordination of requirements from all approved
investment proposals, assess the most appropriate resource infrastructure, develop the
necessary resource infrastructure components, and select the most appropriate resource
infrastructure suppliers/partners to support the resource requirements. A key element of
the overall design is the integration approach between the existing legacy resource
infrastructure and any proposed new resource infrastructure. This integration design is
managed within the architecture and specification processes.

Explanatory

Mandatory

Optional

Interactions

Manage Resource Capability Delivery

Process Context

Brief Description
Manage the provision, implementation, commissioning and roll-out of the new or
enhanced resource capability, and associated operational support processes.

The Manage Resource Capability Delivery processes manage the provision,
implementation, commissioning and roll-out of the new or enhanced resource capability
and associated operational support processes. These processes are predominantly
program/project management process functions, and require the detailed management
and co-ordination of the delivery of individual resource infrastructure components to
achieve the delivery of the overall resource capability. Within the Manage Resource
Capability Delivery processes separate suppliers/partners may be responsible for the
delivery of the resource capability, and other suppliers/partners for the installation and
construction. The Manage Resource Capability Delivery processes ensure that the roles
and responsibilities of all parties are identified, managed and coordinated.
These processes are responsible to ensure that the quality of the implemented resource
capability meets the design specifications. These processes manage the commissioning
of the new resource infrastructure by ensuring the availability of test programs and
specifications against which to test the new resource infrastructure meets the design
requirements.
These processes leverage the Supply Chain Development & Management processes as
necessary to establish any new sourcing arrangements for the delivery of resource
components.

Explanatory

Mandatory

Optional

Interactions

1.2.3.2.1 Map & Analyze Resource
Requirements


Figure 243. Map & Analyze Resource Requirements decomposition into level 4 processes

Map & Analyze Resource Requirements

Process Context

Brief Description
Define the detailed resource infrastructure requirements to support the service
capabilities required by the enterprise

The Map & Analyze Resource Requirements processes define the detailed resource
infrastructure requirements to support the service capabilities required by the enterprise.
The processes provide detailed analysis of new resource requirements linked to relevant
geographic distributions. These processes also establish the detailed performance
requirements. These processes take the forecast information available from the Produce
Resource Business Plans and requirements information from the Map & Analyze Service
Requirements processes, as well as resource infrastructure requirements developed by
the Develop Detailed Resource Specifications processes, to establish detailed views of
anticipated resource demand and performance requirements.

Explanatory

Mandatory

Optional

Interactions

Capture Resource Demand & Performance Requirements

Process Context

Brief Description
These processes provide detailed analysis of new resource requirements linked to
relevant geographic distributions. These processes also establish the detailed
the Produce Resource Business Plans and requirements information from the Map &
Analyze Service Requirements processes, as well as resource infrastructure
requirements developed by the Develop Detailed Resource Specifications processes, to
establish detailed views of anticipated resource demand and performance requirements.


Explanatory

Mandatory

Optional

Interactions

Agree Resource Infrastructure Requirements

Process Context

Brief Description
These processes obtain agreement to the detailed resource infrastructure requirements
to support the service capabilities required by the enterprise. The processes include any
cross-enterprise coordination and management functions to ensure that the demand
distributions capture the needs of all stakeholders.


Explanatory

Mandatory

Optional

Interactions

1.2.3.2.2 Capture Resource Capability
Shortfalls


Figure 244. Capture Resource Capability Shortfalls decomposition into level 4 processes

Capture Resource Capability Shortfalls

Process Context

Brief Description
Identify specific or imminent resource capacity, resource performance and/or resource

The Capture Resource Capability Shortfalls processes identify specific or imminent
resource capacity, resource performance and/or resource operational support shortfalls.
Operations processes to establish detailed views of anticipated resource and shortfalls
and support process issues.

Explanatory

Mandatory

Optional

Interactions

Capture Resource Capacity Shortfalls

Process Context

Brief Description
These processes identify specific or imminent resource capacity shortfalls. These
processes take information available from the Resource Management & Operations
processes to establish detailed views of anticipated resource capacity issues.


Explanatory

Mandatory

Optional

Interactions

Capture Resource Performance Shortfalls

Process Context

Brief Description
These processes identify specific or imminent resource performance shortfalls. These
processes take information available from the Resource Management & Operations
processes to establish detailed views of anticipated resource performance issues.


Explanatory

Mandatory

Optional

Interactions

Capture Resource Operational Support Shorfalls

Process Context

Brief Description
These processes identify specific or imminent resource operational support shortfalls.
Operations processes to establish detailed views of anticipated resource operational
support issues.


Explanatory

Mandatory

Optional

Interactions

1.2.3.2.3 Gain Resource Capability
Investment Approval

Figure 245. Gain Resource Capability Investment Approval decomposition into level 4 processes

Approve Resource Capability Investment

Process Context

Brief Description
These processes capture all activities required to gain necessary approval for business
proposals to develop and deliver the required resource capabilities, including
identification of potential suppliers/partners.
stakeholders


Explanatory

Mandatory

Optional

Interactions


Process Context

Brief Description

The Gain Resource Capability Investment Approval processes capture all activities
required to develop and gain necessary approval for investment proposals to develop and
deliver the required resource capabilities, including identification of potential
stakeholders

Explanatory

Mandatory

Optional

Interactions

Develop Resource Capability Investment Proposals

Process Context

Brief Description
These processes capture all activities required to develop business proposals to develop
and deliver the required resource capabilities, including identification of potential


Explanatory

Mandatory

Optional

Interactions

1.2.3.2.4 Design Resource Capabilities

Figure 246. Design Resource Capabilities decomposition into level 4 processes

Design Resource Capabilities

Process Context

Brief Description
Manage the design of the resource infrastructure to meet the requirements in any
approved investment proposals.

The Design Resource Capabilities processes manage the design of the resource
infrastructure to meet the requirements in any approved investment proposals. These
processes ensure the collation and coordination of requirements from all approved
investment proposals, assess the most appropriate resource infrastructure, develop the
necessary resource infrastructure components, and select the most appropriate resource
infrastructure suppliers/partners to support the resource requirements. A key element of
the overall design is the integration approach between the existing legacy resource
infrastructure and any proposed new resource infrastructure. This integration design is
managed within the architecture and specification processes.

Explanatory

Mandatory

Optional

Interactions

Define Resource Capability Requirements

Process Context

Brief Description
These processes ensure the collation and coordination of requirements from all approved


Explanatory

Mandatory

Optional

Interactions

Specify Resource Capability Infrastructure

Process Context

Brief Description
These processes assess the most appropriate resource infrastructure, and develop the
necessary resource infrastructure components, to meet the identified resource capability
requirements. A key element of the overall design is the integration approach between
the existing legacy resource infrastructure and any proposed new resource infrastructure.
This integration design is managed within the architecture and specification processes.


Explanatory

Mandatory

Optional

Interactions

Select Resource Capability Suppliers/Partners

Process Context

Brief Description
These processes select the most appropriate resource infrastructure suppliers/partners to
support the the identified resource capability requirements.


Explanatory

Mandatory

Optional

Interactions

1.2.3.2.5 Enable Resource Support &
Operations


Figure 247. Enable Resource Support & Operations decomposition into level 4 processes

Enable Resource Support & Operations

Process Context

Brief Description
Manage the design of any improvements or changes required to the resource operational
support processes to support the investment proposals and new resource capabilities and
infrastructure

The Enable Resource Support & Operations processes manage the design of any
improvements or changes required to the resource operational support processes to
support the investment proposals and new resource capabilities and infrastructure. The
proposals, and from any operational support shortfalls identified in the Capture Resource

Explanatory

Mandatory

Optional

Interactions

Design Resource Operational Support Process Improvements

Process Context

Brief Description
These processes manage the design of any improvements or changes required to the
resource operational support processes to support the investment proposals and new
resource capabilities and infrastructure.


Explanatory

Mandatory

Optional

Interactions

Identfy Resource Support Groups, Skills & Training

Process Context

Brief Description
The processes ensure the identification of operational support groups, required skill sets,
and availability of appropriate training programs.


Explanatory

Mandatory

Optional

Interactions

Identfy Resource Support Requirements

Process Context

Brief Description
These processes ensure the identification, collation and coordination of support
requirements from all approved investment proposals, and from any operational support
shortfalls identified in the Capture Resource Capability Shortfalls processes.


Explanatory

Mandatory

Optional

Interactions

1.2.3.2.6 Manage Resource Capability
Delivery

Figure 248. Manage Resource Capability Delivery decomposition into level 4 processes

Manage Resource Capability Delivery

Process Context

Brief Description
Manage the provision, implementation, commissioning and roll-out of the new or
enhanced resource capability, and associated operational support processes.

The Manage Resource Capability Delivery processes manage the provision,
implementation, commissioning and roll-out of the new or enhanced resource capability
and associated operational support processes. These processes are predominantly
program/project management process functions, and require the detailed management
and co-ordination of the delivery of individual resource infrastructure components to
achieve the delivery of the overall resource capability. Within the Manage Resource
Capability Delivery processes separate suppliers/partners may be responsible for the
delivery of the resource capability, and other suppliers/partners for the installation and
construction. The Manage Resource Capability Delivery processes ensure that the roles
and responsibilities of all parties are identified, managed and coordinated.
capability meets the design specifications. These processes manage the commissioning
of the new resource infrastructure by ensuring the availability of test programs and
specifications against which to test the new resource infrastructure meets the design
requirements.
components.

Explanatory

Mandatory

Optional

Interactions

Co-ordinate Resource Capability Delivery

Process Context

Brief Description
These processes ensure the provision, implementation and roll-out of the new or
enhanced resource capability and associated operational support processes. These
processes are predominantly program/project management process functions, and
require the detailed management and co-ordination of the delivery of individual resource
infrastructure components, and any underlying resource infrastructure capability delivery,
to achieve the delivery of the overall resource capability. Within these processes,
separate suppliers/partners may be responsible for the delivery of the resource capability,
and other suppliers/partners for the installation and construction. These processes ensure
that the roles and responsibilities of all parties are identified, managed and coordinated.


Explanatory

Mandatory

Optional

Interactions

Ensure Resource Capability Quality

Process Context

Brief Description
capability meets the design specifications.


Explanatory

Mandatory

Optional

Interactions

Manage Commissioning of New Resource Infrastructure

Process Context

Brief Description
These processes manage the commissioning of the new resource infrastructure by
ensuring the availability of test programs and specifications against which to test the new
resource infrastructure meets the design requirements.


Explanatory

Mandatory

Optional

Interactions

Establish Resource Capability Sourcing

Process Context

Brief Description
components.


Explanatory

Mandatory

Optional

Interactions

1.2.3.2.7 Manage Handover to Resource
Operations

Figure 249. Manage Handover to Resource Operations decomposition into level 4 processes

Manage Handover to Resource Operations

Process Context

Brief Description
Manage the processes involved in handover of deployed resource infrastructure to
operational control

The Manage Handover to Resource Operations processes manage the processes
involved in handover of deployed resource infrastructure to operational control. These
processes ensure that all operational and performance design requirements have been
met by the installed resource infrastructure, and that all tools, test equipment, operational
procedures, support groups, and training is in place to allow for successful operation.
These processes include the management and coordination of all stakeholders required
to gain approval and acceptance of the handover to operational control.

Explanatory

Mandatory

Optional

Interactions

Co-ordinate Resource Operational Handover

Process Context

Brief Description
These processes co-ordinate the processes involved in handover of deployed resource


Explanatory

Mandatory

Optional

Interactions

Validate Resource Infrastructure Design

Process Context

Brief Description
These processes ensure that all operational and process performance design
requirements have been met by the installed resource infrastructure.


Explanatory

Mandatory

Optional

Interactions

Ensure Resource Handover Support

Process Context

Brief Description


Explanatory

Mandatory

Optional

Interactions

1.2.3.3 Resource Development &
Retirement


Figure 250. Resource Development & Retirement decomposition into level 3 processes

Resource Development & Retirement

Process Context

Brief Description
Develop new, or enhance existing technologies and associated resource types, so that
new Services can be developed.

Resource Development & Retirement processes develop new, or enhance existing
technologies and associated resource types, so that new Products are available to be
sold to customers. They use the capability definition or requirements defined by Resource
Strategy & Planning They also decide whether to acquire resources from outside, taking
into account the overall business policy in that respect. These processes also retire or
remove technology and associated resource types, which are no longer required by the
enterprise.
Resource types may be built, or in some cases leased from other SPs or suppliers. To
ensure the most efficient and effective solution can be used, negotiations on network
level agreements with suppliers or partners are paramount for both building and leasing.
These processes interact strongly with Product and Supply Chain Development
processes.

Explanatory

Mandatory

Optional

Interactions

Gather & Analyze New Resource Ideas

Process Context

Brief Description
Combine specific product & service class requirements with demographic, customer,
technology and marketing information to identify specific new resource
classes/components, or enhancements to existing resource classes/components

The Gather & Analyze New Resource Ideas processes combine specific product &
service class requirements with demographic, customer, technology and marketing
information to identify specific new resource classes/components, or enhancements to
existing resource classes/components. These processes undertake the necessary
analysis to identify potential resource classes, compare current resource classes with the
identified required resource classes, and as a result of the analysis develop new resource
class ideas.

Explanatory

Mandatory

Optional

Interactions

Assess Performance of Existing Resources

Process Context

Brief Description
Analyze the performance of existing resources to identify inadequacies and required
improvements

The Assess Performance of Existing Resources processes analyze the performance of
existing resources to identify inadequacies and required improvements. These processes
improvements.

Explanatory

Mandatory

Optional

Interactions

Develop New Resource Business Proposal

Process Context

Brief Description
Develop and document business proposals for the identified new or enhanced Resource
ideas

The Develop New Resource Business Proposal processes develop and document
business proposals for the identified new or enhanced Resource ideas (including if
necessary a business case). The business proposal (or business case) identifies the
resource development (e.g.. network and/or IT resources), management and operations
costs and anticipated benefits, including forecast demand, performance gains,
productivity gains and/or operational cost improvements specifically associated with the
resource business proposal. The business proposal also includes an assessment of the
risks and the competitive positioning of the proposal. As a part of the business proposal
can assist in the development of the resource classes are also identified (note that
suppliers/partners). As a part of the process, the business proposal is appropriately
approved, and as a result of the approval, necessary staff and other resources are made
available.

Explanatory

Mandatory

Optional

Interactions

Develop Detailed Resource Specifications

Process Context

Brief Description
Develop and document the detailed resource-related technical, performance and
operational specifications, and manuals.

The Develop Detailed Resource Specifications processes develop and document the
detailed resource-related technical, performance and operational specifications, and
manuals. These processes develop and document the required resource features, the
specific technology requirements and selections, the specific operational, performance
and quality requirements and support activities, any resource specific data required for
the systems and network infrastructure. The Develop Detailed Service Specifications
processes provide input to these specifications. The processes ensure that all detailed
specifications are produced and appropriately documented. Additionally the processes
ensure that the documentation is captured in an appropriate enterprise repository.

Explanatory

Mandatory

Optional

Interactions

Manage Resource Development

Process Context

Brief Description
resource classes/components capabilities for that business case across the enterprise

The Manage Resource Development processes ensure the co-coordinated development
in line with the approved business case of all required resource classes/components for
that business case across the enterprise. These processes ensure that all operational
processes and procedures, resource changes (e.g. network and/or IT resources),
resource class/component are identified and developed. These processes ensure that the
necessary documentation and training packages are produced to support the operation of
the new resource class. These processes also ensure that the required service level
agreements and operational level agreements are developed and agreed for each
resource class deployed, and that any supplier/partner operational support has been
identified and agreed. These processes have both program/project management aspects
and technical/operational specification aspects, with the detailed management of
individual resource class deployment managed by the Manage Resource Deployment
processes.
product and offer development is managed within the Resource Capability Delivery
process.
Note that delivery of resource classes/components within the context of existing
commercial arrangements is managed through the Supply Chain Development and
Change Management process. If new suppliers/partners are required, the Supply Chain
Capability Delivery process is used to deliver the necessary commercial arrangements

Explanatory

Mandatory

Optional

Interactions

Manage Resource Deployment

Process Context

Brief Description
Ensure the co-coordinated deployment in line with the approved business proposal of all
required resource classes/components for that business proposal across the enterprise.

The Manage Resource Deployment processes ensure the co-coordinated deployment in
line with the approved business case of all required resource classes/components for that
resource class/component have been implemented. These processes ensure that
performed to assure that the new or enhanced resources comply with the specifications.

Explanatory

Mandatory

Optional

Interactions

Manage Resource Exit

Process Context

Brief Description
Identify existing resource classes which are unviable and manage the processes to exit
the Resource from the market.

The Manage Resource Exit processes identify existing resource classes which are
unviable and manage the process to exit the Resource from the services they support.
The processes analyze existing resource classes to identify economically or strategically
unviable classes, identify products, services classes & customers impacted by any exit,
develop specific exit or migration strategies, develop resource infrastructure transition

Explanatory

Mandatory

Optional

Interactions

1.2.3.3.1 Gather & Analyze New Resource
Ideas

Gather & Analyze New Resource Ideas decomposition into level 4 processes

Gather & Analyze New Resource Ideas

Process Context

Brief Description
Combine specific product & service class requirements with demographic, customer,
technology and marketing information to identify specific new resource
classes/components, or enhancements to existing resource classes/components

The Gather & Analyze New Resource Ideas processes combine specific product &
service class requirements with demographic, customer, technology and marketing
information to identify specific new resource classes/components, or enhancements to
existing resource classes/components. These processes undertake the necessary
analysis to identify potential resource classes, compare current resource classes with the
identified required resource classes, and as a result of the analysis develop new resource
class ideas.

Explanatory

Mandatory

Optional

Interactions

Gather Resource Information

Process Context

Brief Description
resource information

Gather Resource information processes focus on establishment and Management of
relationships with external providers of resource informtion, and management of internal
groups used for providing resource information.

Explanatory

Mandatory

Optional

Interactions

Analyze Resource Classes

Process Context

Brief Description
These processes undertake the necessary analysis to identify potential resource classes,
and compare current resource classes with the identified required service classes.


Explanatory

Mandatory

Optional

Interactions

Develop Service Classes

Process Context

Brief Description
These processes develop new resource class ideas. The new service class ideas include
an analysis of the customer value proposition.


Explanatory

Mandatory

Optional

Interactions

1.2.3.3.3 Develop New Resource Business
Proposal


Figure 251. Develop New Resource Business Proposal decomposition into level 4 processes

Develop New Resource Business Proposal

Process Context

Brief Description
Develop and document business proposals for the identified new or enhanced Resource
ideas

The Develop New Resource Business Proposal processes develop and document
business proposals for the identified new or enhanced Resource ideas (including if
necessary a business case). The business proposal (or business case) identifies the
resource development (e.g.. network and/or IT resources), management and operations
costs and anticipated benefits, including forecast demand, performance gains,
productivity gains and/or operational cost improvements specifically associated with the
resource business proposal. The business proposal also includes an assessment of the
risks and the competitive positioning of the proposal. As a part of the business proposal
can assist in the development of the resource classes are also identified (note that
suppliers/partners). As a part of the process, the business proposal is appropriately
approved, and as a result of the approval, necessary staff and other resources are made
available.

Explanatory

Mandatory

Optional

Interactions

Develop Resource Business Proposal

Process Context

Brief Description
These processes develop and document business proposals for the identified new or
enhanced Resource ideas (including if necessary a business case). The business
proposal (or business case) identifies the resource development (e.g.. network and/or IT
resources), management and operations costs and anticipated benefits, including
forecast demand, performance gains, productivity gains and/or operational cost
improvements specifically associated with the resource business proposal. The business
proposal also includes an assessment of the risks and the competitive positioning of the
produced. Potential suppliers/partners who can assist in the development of the resource
with these potential suppliers/partners).


Explanatory

Mandatory

Optional

Interactions

Gain Resource Business Proposal Approval

Process Context

Brief Description
These processes manage approval of the business proposal, and as a result of the
approval, necessary staff and other resources are made available.


Explanatory

Mandatory

Optional

Interactions

1.2.3.3.4 Develop Detailed Resource
Specifications


Figure 252. Develop Detailed Resource Specifications decomposition into level 4 processes

Develop Detailed Resource Specifications

Process Context

Brief Description
Develop and document the detailed resource-related technical, performance and
operational specifications, and manuals.

The Develop Detailed Resource Specifications processes develop and document the
detailed resource-related technical, performance and operational specifications, and
manuals. These processes develop and document the required resource features, the
specific technology requirements and selections, the specific operational, performance
and quality requirements and support activities, any resource specific data required for
the systems and network infrastructure. The Develop Detailed Service Specifications
processes provide input to these specifications. The processes ensure that all detailed
specifications are produced and appropriately documented. Additionally the processes
ensure that the documentation is captured in an appropriate enterprise repository.

Explanatory

Mandatory

Optional

Interactions

Develop Detailed Resource Technical Specifications

Process Context

Brief Description
These processes develop and document the required resource features for the systems
and network infrastructure. The processes ensure that all detailed specifications are


Explanatory

Mandatory

Optional

Interactions

Develop Detailed Resource Support Specifications

Process Context

Brief Description
These processes develop and document the specific technology requirements and
selections required for the systems and network infrastructure. The processes ensure that
all detailed specifications are produced and appropriately documented. Additionally the
repository.


Explanatory

Mandatory

Optional

Interactions

Develop Detailed Resource Operational Specifications

Process Context

Brief Description
These processes develop and document the specific operational, and quality
requirements and support activities, and any resource specific data required for the
systems and network infrastructure required for the systems and network infrastructure.
The processes ensure that all detailed specifications are produced and appropriately
documented. Additionally the processes ensure that the documentation is captured in an
appropriate enterprise repository.


Explanatory

Mandatory

Optional

Interactions

Develop Detailed Resource Manuals

Process Context

Brief Description
These processes develop and document the manuals. The processes ensure that all
repository.


Explanatory

Mandatory

Optional

Interactions

1.2.3.3.5 Manage Resource Development

Figure 253. Manage Resource Development decomposition into level 4 processes

Manage Resource Development

Process Context

Brief Description
resource classes/components capabilities for that business case across the enterprise

The Manage Resource Development processes ensure the co-coordinated development
in line with the approved business case of all required resource classes/components for
that business case across the enterprise. These processes ensure that all operational
resource class/component are identified and developed. These processes ensure that the
necessary documentation and training packages are produced to support the operation of
the new resource class. These processes also ensure that the required service level
agreements and operational level agreements are developed and agreed for each
resource class deployed, and that any supplier/partner operational support has been
identified and agreed. These processes have both program/project management aspects
and technical/operational specification aspects, with the detailed management of
individual resource class deployment managed by the Manage Resource Deployment
processes.
product and offer development is managed within the Resource Capability Delivery
process.
Note that delivery of resource classes/components within the context of existing
commercial arrangements is managed through the Supply Chain Development and
Change Management process. If new suppliers/partners are required, the Supply Chain
Capability Delivery process is used to deliver the necessary commercial arrangements

Explanatory

Mandatory

Optional

Interactions

Identify Requred Processes & Procedures

Process Context

Brief Description
procedures, etc. required to support the new resource class/component are identified.


Explanatory

Mandatory

Optional

Interactions

Develop Requred Processes & Procedures

Process Context

Brief Description
procedures, etc. required to support the new resource class/component are developed.


Explanatory

Mandatory

Optional

Interactions


Process Context

Brief Description
These processes ensure that the necessary documentation and training packages are
produced to support the operation of the new resource class.


Explanatory

Mandatory

Optional

Interactions


Process Context

Brief Description
supplier/partner operational support has been identified.


Explanatory

Mandatory

Optional

Interactions

Gain Service & Operational Agreements Approval

Process Context

Brief Description
supplier/partner operational support has been agreed.


Explanatory

Mandatory

Optional

Interactions

1.2.3.3.6 Manage Resource Deployment


Figure 254. Manage Resource Deployment decomposition into level 4 processes

Manage Resource Deployment

Process Context

Brief Description
Ensure the co-coordinated deployment in line with the approved business proposal of all
required resource classes/components for that business proposal across the enterprise.

The Manage Resource Deployment processes ensure the co-coordinated deployment in
line with the approved business case of all required resource classes/components for that
resource class/component have been implemented. These processes ensure that
performed to assure that the new or enhanced resources comply with the specifications.

Explanatory

Mandatory

Optional

Interactions

Manage Resource Process & Procedure Implementation

Process Context

Brief Description
procedures, etc. required to support the new resource class/component have been
implemented.


Explanatory

Mandatory

Optional

Interactions

Manage Resource Operational Staff Training

Process Context

Brief Description
These processes ensure that appropriate operational staff are identified and have
received the necessary training.


Explanatory

Mandatory

Optional

Interactions

Develop Resource Supplier/Partner Operational Support

Process Context

Brief Description
implemented.


Explanatory

Mandatory

Optional

Interactions

Manage Resource Acceptance Testing

Process Context

Brief Description
These processes ensure that acceptance testing is successfully performed to assure that
the new or enhanced resources comply with the specifications.


Explanatory

Mandatory

Optional

Interactions

1.2.3.3.7 Manage Resource Exit


Figure 255. Manage Resource Exit decomposition into level 4 processes

Manage Resource Exit

Process Context

Brief Description
Identify existing resource classes which are unviable and manage the processes to exit
the Resource from the market.

The Manage Resource Exit processes identify existing resource classes which are
unviable and manage the process to exit the Resource from the services they support.
The processes analyze existing resource classes to identify economically or strategically
unviable classes, identify products, services classes & customers impacted by any exit,
develop specific exit or migration strategies, develop resource infrastructure transition

Explanatory

Mandatory

Optional

Interactions

Identify Unviable Services

Process Context

Brief Description
These processes analyze existing resource classes to identify economically or
strategically unviable classes.


Explanatory

Mandatory

Optional

Interactions

Identify Impacted Service Customers

Process Context

Brief Description
These processes identify products, services classes & customers impacted by any exit.


Explanatory

Mandatory

Optional

Interactions

Develop Service Transition Strategies

Process Context

Brief Description
These processes develop specific exit or migration strategies, anddevelop resource
infrastructure transition and/or replacement strategies.


Explanatory

Mandatory

Optional

Interactions

Manage Service Exit Process

Process Context

Brief Description


Explanatory

Mandatory

Optional

Interactions

1.2.4.1 Supply Chain Strategy & Planning


Figure 256. Supply Chain Strategy & Planning decomposition into level 3 processes

Supply Chain Strategy & Planning

Process Context

Brief Description
Develop the Supply Chain strategies and policies of the enterprise.

Supply Chain Strategy & Planning processes develop the Supply Chain strategies and
policies of the enterprise, and the enterprise policies for supplier/partner engagement and
interaction. E.g. the enterprise decides that it will outsource the supply of all Mobiles
Networks. Both the functional processes, as well as Infrastructure and Product Lifecycle
Management processes, drive the Supply Chain Strategy and Policy processes.

Explanatory

Mandatory

Optional

Interactions

Gather & Analyze Supply Chain Information

Process Context

Brief Description
Research and analyze the supplier/partner industry to understand availability,
performance and competencies of potential suppliers and partners, and appropriate best
practice commercial framework establishment and management

The Gather & Analyze Supply Chain Information processes research and analyze the
supplier/partner industry to understand availability, performance and competencies of
potential suppliers and partners, and appropriate best practice commercial framework
establishment and management. These processes undertake the necessary analysis to
identify potential commercial approaches, compare current approaches and practices
with the identified approaches, and as a result of the analysis develop new commercial
practices. In addition, these processes monitor the potential and existing industry
suppliers and partners, and produce assessments of the risks of establishing
relationships with the industry players.
external providers of supply chain information, and the management of internal groups
used for providing supply chain information.

Explanatory

Mandatory

Optional

Interactions

Establish Supply Chain Strategy & Goals

Process Context

Brief Description
Establish the supply chain strategies based on market trends, future products and service
needs, technical capabilities, and addressing shortcomings in existing sourcing support

The Establish Supply Chain Strategy & Goals processes establish the sourcing strategies
and commercial practices to be used by the enterprise based on market trends, future
products and service needs, available and emerging resource capabilities, and
addressing identified shortcomings in existing sourcing and commercial operational
activities and practices. These processes accept the changing supply chain requirements
and develop appropriate strategies based on the changing needs of the enterprise. They
establish realistic supply chain development and delivery goals for the enterprise. They
Supply Chain Capability Delivery processes. They highlight shortcomings in existing
Supplier/Partner Relationship Management operational support arrangements and
processes, including issues associated with resourcing and skill sets.
Major inputs to these processes are derived from the Gather & Analyze Supply Chain
Information processes.

Explanatory

Mandatory

Optional

Interactions

Define Supply Chain Support Strategies

Process Context

Brief Description
providing supply chain management support

The Define Supply Chain Support Strategies processes define the principles, policies and
performance standards for the operational organization providing supply chain
management support. Over time requirements for service levels and quality levels on
existing supply chain process change and operational challenges are introduced by new
resource introduction. These processes define the targets, and operational requirements,
in this changing environment. The required performance standards are driven by
competitive response expectations, internal process and technology capabilities and
competitive offerings. A major input to these processes arises from the Gather & Analyze
Supply Chain Information processes, and from the product portfolio, resource strategy,
service strategy and market strategy processes.
These processes also provide the feedback point from analyses undertaken in the
Supplier/Partner Relationship Management processes to determine bottlenecks and
problems associated with existing supply chain operational support and management
activities.

Explanatory

Mandatory

Optional

Interactions

Produce Supply Chain Business Plans

Process Context

Brief Description
Develop and deliver annual and multi-year supply chain business plans in support of
delivery and sourcing for services, products and offers

The Produce Supply Chain Business Plans processes develop and deliver annual and
multi-year supply chain business plans in support of delivery and sourcing for resources,
services, products and outsourced capabilities that include supply chain improvement
forecasts, negotiation for required levels of resources, gaining supply chain development
and management, as well as supply chain commitment and executive approval for the
plans. The product portfolio business plans, service business plans and resource
business plans provide a primary source of obtaining a view on forecasts within the
supply chain.
These processes identify alternative sourcing opportunities within the supply chain for
critical items in the event of unforeseen events causing disruption. Note that the actual
business continuity plans are developed within the processes defined by the Business
Continuity Management process in Enterprise Management.
Forecasting of commercial transaction volumes and sourcing demand, and capturing of
new approaches, are both essential to ensure that the enterprise can implement the
supply chain capabilities and capacity necessary for the future sourcing needs to support
customers and potential customers.

Explanatory

Mandatory

Optional

Interactions

Gain Enterprise Commitment to Supply Chain Plans

Process Context

Brief Description
Gain enterprise commitment to the supply chain sourcing strategy and business plans.

The Gain Enterprise Commitment to Supply Chain Plans processes gain enterprise
commitment to the supply chain sourcing strategy and business plans. These processes
include all aspects of identification of stakeholders and negotiation to gain stakeholder
approval.

Explanatory

Mandatory

Optional

Interactions

1.2.4.1.1 Gather & Analyze Supply Chain
Information

Figure 257. Gather & Analyze Supply Chain Information decomposition into level 4 processes


Process Context

Brief Description
Research and analyze the supplier/partner industry to understand availability,
performance and competencies of potential suppliers and partners, and appropriate best
practice commercial framework establishment and management

The Gather & Analyze Supply Chain Information processes research and analyze the
supplier/partner industry to understand availability, performance and competencies of
potential suppliers and partners, and appropriate best practice commercial framework
establishment and management. These processes undertake the necessary analysis to
identify potential commercial approaches, compare current approaches and practices
with the identified approaches, and as a result of the analysis develop new commercial
practices. In addition, these processes monitor the potential and existing industry
suppliers and partners, and produce assessments of the risks of establishing
relationships with the industry players.
external providers of supply chain information, and the management of internal groups
used for providing supply chain information.

Explanatory

Mandatory

Optional

Interactions

Gather supply chain information Information

Process Context

Brief Description
supply chain information

Gather Supply Chain information processes focus on establishment and Management
of relationships with external providers of supply chain informtion, and management of
internal groups used for providing supply chain information.

Explanatory

Mandatory

Optional

Interactions

Analyze to develop new commercial practise

Process Context

Brief Description
[Not Available]


Explanatory

Mandatory

Optional

Interactions

Analyze supplier/partner industry

Process Context

Brief Description
[Not Available]


Explanatory

Mandatory

Optional

Interactions

Monitor industry supplier/partner

Process Context

Brief Description
[Not Available]


Explanatory

Mandatory

Optional

Interactions

1.2.4.1.2 Establish Supply Chain Strategy
& Goals

Figure 258. Establish Supply Chain Strategy & Goals decomposition into level 4 processes

Establish Supply Chain Strategy & Goals

Process Context

Brief Description
Establish the supply chain strategies based on market trends, future products and service
needs, technical capabilities, and addressing shortcomings in existing sourcing support

The Establish Supply Chain Strategy & Goals processes establish the sourcing strategies
and commercial practices to be used by the enterprise based on market trends, future
products and service needs, available and emerging resource capabilities, and
addressing identified shortcomings in existing sourcing and commercial operational
activities and practices. These processes accept the changing supply chain requirements
and develop appropriate strategies based on the changing needs of the enterprise. They
establish realistic supply chain development and delivery goals for the enterprise. They
Supply Chain Capability Delivery processes. They highlight shortcomings in existing
Supplier/Partner Relationship Management operational support arrangements and
processes, including issues associated with resourcing and skill sets.
Major inputs to these processes are derived from the Gather & Analyze Supply Chain
Information processes.

Explanatory

Mandatory

Optional

Interactions

Establish Supply Chain Strategy

Process Context

Brief Description
sourcing strategies and commercial practises based on market trends, highlight
shortcomings in existing sourcing and commercial operational activities and practises

Establish Supply Chain strategy processes are responsible for establishing the sourcing
strategies and commercial practises to be used by the enterprise based on markets
trends, future products and service needs, available and emerging resource capabilities,
and addressing identified shortcomings in existing sourcing and commercial operational
activities and practises. These processes also highlight issue associated with resourcing
and skill sets along with shortcomings in existing Supplier/partner Realationhip
Management operational support arrangement and processes.

Explanatory

Mandatory

Optional

Interactions

Develop Supply Chain Strategy

Process Context

Brief Description
Accept changing supply chain requirements and develop strategies

Develop Supply Chain Strategy processes accept the changing supply chain
requirements and develop appropriate strategies based on the changing needs of
enterprise

Explanatory

Mandatory

Optional

Interactions

Establish Supply chain delivery goals

Process Context

Brief Description
Establish realistic supply chain development and delivery goals for the enterprise

Establish Supply chain delivery goals porcesses focus on establising realistic supply
chain development and delivery goals for the enterprise

Explanatory

Mandatory

Optional

Interactions

Establish Supply Chain implementation policies

Process Context

Brief Description
Supply Chain Capability Delivery processes


Explanatory

Mandatory

Optional

Interactions

1.2.4.1.3 Define Supply Chain Support
Strategies

Figure 259. Define Supply Chain Support Strategies decomposition into level 4 processes

Define Supply Chain Support Strategies

Process Context

Brief Description
providing supply chain management support

The Define Supply Chain Support Strategies processes define the principles, policies and
performance standards for the operational organization providing supply chain
management support. Over time requirements for service levels and quality levels on
existing supply chain process change and operational challenges are introduced by new
resource introduction. These processes define the targets, and operational requirements,
in this changing environment. The required performance standards are driven by
competitive response expectations, internal process and technology capabilities and
competitive offerings. A major input to these processes arises from the Gather & Analyze
Supply Chain Information processes, and from the product portfolio, resource strategy,
service strategy and market strategy processes.
Supplier/Partner Relationship Management processes to determine bottlenecks and
activities.

Explanatory

Mandatory

Optional

Interactions

Define Supply Chain support Principles

Process Context

Brief Description
Define supply chain support principles for the operational organization providing supply
chain management support.

Define Supply chain Support Principles processes define principles for service levels and
quality levels on existing supply chain process or when operational challenges are
introduced by new resource introduction

Explanatory

Mandatory

Optional

Interactions

Define Supply chain support Policies

Process Context

Brief Description
Define supply chain support policies for the operational organization providing supply
chain management support.

Define Supply chain Support Policies processes define policies for service levels and
quality levels on existing supply chain process change or when operational challenges
are introduced by new resource introduction.

Explanatory

Mandatory

Optional

Interactions

Define Supply Chain Support performance standards

Process Context

Brief Description
Define supply chain support performance standards for the operational organization
providing supply chain management support.

environment. The required performance standards are driven by competitive response
expectations, internal process and technology capabilities and competitive offerings.
Supplier/Partner Relationship Management process to determine bottlenecks and
activities.A major input to these processes arises from the Gather & Analyze Service
Information processes, and from the product portfolio, resource strategy and market
strategy processes.

Explanatory

Mandatory

Optional

Interactions

1.2.4.1.4 Produce Supply Chain Business
Plans

Figure 260. Produce Supply Chain Business Plans decomposition into level 4 processes

Produce Supply Chain Business Plans

Process Context

Brief Description
Develop and deliver annual and multi-year supply chain business plans in support of
delivery and sourcing for services, products and offers

The Produce Supply Chain Business Plans processes develop and deliver annual and
multi-year supply chain business plans in support of delivery and sourcing for resources,
services, products and outsourced capabilities that include supply chain improvement
forecasts, negotiation for required levels of resources, gaining supply chain development
and management, as well as supply chain commitment and executive approval for the
plans. The product portfolio business plans, service business plans and resource
business plans provide a primary source of obtaining a view on forecasts within the
supply chain.
These processes identify alternative sourcing opportunities within the supply chain for
critical items in the event of unforeseen events causing disruption. Note that the actual
business continuity plans are developed within the processes defined by the Business
Continuity Management process in Enterprise Management.
Forecasting of commercial transaction volumes and sourcing demand, and capturing of
new approaches, are both essential to ensure that the enterprise can implement the
supply chain capabilities and capacity necessary for the future sourcing needs to support

Explanatory

Mandatory

Optional

Interactions

Develop & Deliver annual/multi year supply chain business plans

Process Context

Brief Description
develop and deliver annual and multi-year supply chain plans, negotiations,approvals ,
supply chain development and management

Develop & Deliver annual/multi year supply chain business plans focus on developing
and delivering annual and multi-year supply chain plans in support of delivery and
sourcing for resources, services,products and outsourced capabilities that include supply
chain improvement forecast, negotiation for required levels of resources, gaining supply
chain development and management, as well as supply chain commitment and executive
approval for the plans.The product portfolio business plans, service buisness plans and
resource business plans provide a primary source of obtaining a view on forecasts with
supply chain

Explanatory

Mandatory

Optional

Interactions

Forecast commercial transaction volumes and sourcing demand

Process Context

Brief Description
Forecast commercial transaction volumes and sourcing demandm and capture new
approaches for sourcing needs for new /existing customers

Forecast commercial transaction volumes and sourcing demand processes focus on
forecasting of commercial transaction volumes and sourcing demand, and capturing of
new approaches, these are esstential to ensure that the enterprise can implement the
supply chain capabilities and capacity necessary for the future souricng needs to support

Explanatory

Mandatory

Optional

Interactions

Indentify alternative sourcing oppurtunities

Process Context

Brief Description
Identify alternative sourcing oppurtunities with in supply chain for critical items

Indentify alternative sourcing oppurtunities processes look for alternative sourcing
opportunities with in the supply chain for critical items in the event of unforseen events
causing disruption.Actual plan are developed within the process defined by the Business
Continuity Management Process in Enterprise Management.

Explanatory

Mandatory

Optional

Interactions

Supply Chain Plans


Figure 261. Gain Enterprise Commitment to Supply Chain Plans decomposition into level 4 processes

Gain Enterprise Commitment to Supply Chain Plans

Process Context

Brief Description
Gain enterprise commitment to the supply chain sourcing strategy and business plans.

The Gain Enterprise Commitment to Supply Chain Plans processes gain enterprise
commitment to the supply chain sourcing strategy and business plans. These processes
include all aspects of identification of stakeholders and negotiation to gain stakeholder
approval.

Explanatory

Mandatory

Optional

Interactions

Identify Stakeholders to supply chain sourcing strategy and business plans

Process Context

Brief Description
Identify stakeholders of supply chain sourcing strategy and business plans


Explanatory

Mandatory

Optional

Interactions

Gain supply chain sourcing strategy and business plans Stakeholders approval

Process Context

Brief Description
Negotiate & gain stakeholder approval for supply chain sourcing strategy and
businessPlans


Explanatory

Mandatory

Optional

Interactions

Gain Enterprise Commitment to supply chain sourcing strategy and business plans

Process Context

Brief Description
Gain Enterprise commitment to the supply chain sourcing strategy and business plans


Explanatory

Mandatory

Optional

Interactions

1.2.4.2 Supply Chain Capability Delivery

Figure 262. Supply Chain Capability Delivery decomposition into level 3 processes

Supply Chain Capability Delivery

Process Context

Brief Description
Manage the evaluation of new supplier/partners, to determine those with the products that
best meet the enterprises needs.

Supply Chain Capability Delivery processes manage the evaluation of new
supplier/partners, to determine those with the goods and services that best meet the
enterprises needs. These processes also initiate and complete business agreements
with the supply chain, to allow the delivery of business and technical capabilities required
by the enterprise. For example, through these processes, the enterprise might contract
with a supplier of a Third-generation Mobile Network and put in place links between the IT
Systems of the Supplier and the enterprise, ready to allow specific processes and
products to be developed. Another example might be contracts for the supply of personal
computers or office supplies for the enterprise. Supply Chain Capability Delivery
processes manage the sourcing of infrastructure components, consumables, etc required
to support the capability requirements of the enterprise, evaluate and select new
supplier/partners, and establish commercial arrangements with selected
suppliers/partners. The processes manage the specific evaluation of new
supplier/partners to determine those with the best capabilities to meet the enterprises
specific needs (for infrastructure, consumables, etc), and establish commercial
arrangements with selected suppliers/partners. These processes manage the activities
associated with developing tender documents, running tender processes, gaining
enterprise agreement to tender decisions, and negotiating commercial arrangements as a
result of the tender decisions.
On completion of the contract arrangements, these processes can manage supply of the
contracted goods and services (infrastructure, consumables, etc) or can ensure that other
processes are able to make requisitions against the contract (e.g. during Fulfillment),
according to the appropriate policy and practices of the enterprise. Managing supply
includes tracking of the goods and services to be supplied, interaction with the
Supplier/partner over any delays or problems, and acceptance on completion of the
supply.

These processes are also responsible for the establishment of commercial agreements
between the enterprise and external parties/providers on B2B frameworks and
interactions.
The tender process for the sourcing activity can be used not only for managing the
sourcing of infrastructure of various types, but is also applicable for use in outsourcing
tender processes, and for the sourcing of commodity items used within a business. The
actual depth to which the sourcing process is used is dependent on such factors as the
value of the sourced items. Note that these processes can also be used for the
negotiated agreements between the enterprise and its competitors as a part of regulated
inter-carrier agreements. While tender processes are not used in such a case, the
processes for determining appropriate commercial arrangements and for gaining
enterprise agreement are used for these regulated and competitive activities.

Explanatory

Mandatory

Optional

Interactions

Determine the Sourcing Requirements

Process Context

Brief Description
Manage the collection and finalization of the specific requirements to be achieved from
the sourcing process

The Determine the Sourcing Requirements processes manage the collection and
finalization of the specific requirements to be achieved from the sourcing process
including a chronological timetable for anticipated sourcing activities. These requirements
take into account the required functional, technical and/or operational specifications
produced by the area seeking the sourcing activity and assuring that appropriately
aligned commercial aspects (such as special commercial terms, tender timing, cost
parameters, etc.) are catered for. The requirements will be determined from the
requirements specified in the various business or investment proposals, and any
subsequent detailed specifications developed as a part of the architecture design activity,
within the product, market, service or resource capability delivery processes. The actual
range of requirements are dependent on the needs of the sourcing initiator, but are likely
to include, at a minimum, technical, operational, training and specific supplier support
requirements.
The Supply Chain Strategy and Planning processes will also provide a set of enterprise
level requirements that the sourcing process will need to satisfy.
ensure that the requirements meets the needs of all stakeholders

Explanatory

Mandatory

Optional

Interactions

Manage the Tender Process

Process Context

Brief Description
Manage and administer the mechanics of the tender process

The Manage the Tender Process processes manage and administer the mechanics of the
tender process. The processes determine the engagement interactions with potential
suppliers/partners, the timing of the process, bring together the commercial and functional
requirements into the tender documentation, the analysis and scoring mechanisms for
tender analysis based on the functional, technical, operational and commercial
requirements, and manage the tender analysis team engagement approach.
These processes are invoked by the S/P Requisition Management processes in the event
that the requisition process requires a tender to select between previously contracted
suppliers.
These processes also manage the analysis of the strategic sourcing factors used at the
commencement of the process including the industry and competitive analysis, and a
determination of the minimum acceptable outcomes from the sourcing process.

Explanatory

Mandatory

Optional

Interactions

Gain Tender Decision Approval

Process Context

Brief Description

The Gain Tender Decision Approval processes capture all activities required to provide
management oversight on the tender process and gain approval for the sourcing decision
and supplier/partner selection. These processes cover the establishment of any tender
selection boards, the reporting processes and timetables, and the final approval of the
tender decisions.
ensure that the tender decisions are supported by all stakeholders

Explanatory

Mandatory

Optional

Interactions

Negotiate Commercial Arrangements

Process Context

Brief Description
Manage the commercial negotiations between the enterprise negotiation team and the
selected supplier/partner, or with competitors in a regulated market

The Negotiate Commercial Arrangements processes manage the commercial
negotiations between the enterprise negotiation team and the selected supplier/partner,
or with competitors in a regulated market. These processes manage the establishment of
the commercial negotiating strategy, and the determination of the negotiating parameters.
The processes also manage the negotiating timetables and determination of the
enterprise negotiating team.

Explanatory

Mandatory

Optional

Interactions

Determine Potential Suppliers/Partners

Process Context

Brief Description
Determine the appropriate short list of suppliers to meet the specific enterprise
requirements

The Determine Potential Suppliers/Partners processes determine the appropriate short
list of suppliers to meet the specific enterprise requirements (for example, expected
technical capability, anticipated delivery timeframes, anticipated costs, etc..). The
processes provide detailed analysis of potential partners/suppliers, leveraging information
available from the Gather & Analyze Supply Chain Information processes, as well as
other specific inputs available from within the enterprise, or from external supplier
research organizations at the specific time the need arises.
ensure that the selected short list meets the needs of all stakeholders

Explanatory

Mandatory

Optional

Interactions

Gain Approval for Commercial Arrangements

Process Context

Brief Description
Gain enterprise commitment to the negotiated commercial arrangements, and provide
authorization to sign commercial agreements

The Gain Approval for Commercial Arrangements processes gain enterprise commitment
to the negotiated commercial arrangements, and provide authorization to sign commercial
agreements. These processes include all aspects of identification of stakeholders and
regular reporting to gain stakeholder approval.

Explanatory

Mandatory

Optional

Interactions

1.2.4.2.1 Determine the Sourcing
Requirements


Figure 263. Determine the Sourcing Requirements decomposition into level 4 processes

Determine the Sourcing Requirements

Process Context

Brief Description
Manage the collection and finalization of the specific requirements to be achieved from
the sourcing process

The Determine the Sourcing Requirements processes manage the collection and
finalization of the specific requirements to be achieved from the sourcing process
including a chronological timetable for anticipated sourcing activities. These requirements
take into account the required functional, technical and/or operational specifications
produced by the area seeking the sourcing activity and assuring that appropriately
aligned commercial aspects (such as special commercial terms, tender timing, cost
parameters, etc.) are catered for. The requirements will be determined from the
requirements specified in the various business or investment proposals, and any
subsequent detailed specifications developed as a part of the architecture design activity,
within the product, market, service or resource capability delivery processes. The actual
range of requirements are dependent on the needs of the sourcing initiator, but are likely
to include, at a minimum, technical, operational, training and specific supplier support
requirements.
The Supply Chain Strategy and Planning processes will also provide a set of enterprise
level requirements that the sourcing process will need to satisfy.
ensure that the requirements meets the needs of all stakeholders

Explanatory

Mandatory

Optional

Interactions

Capture Sourcing Requirements

Process Context

Brief Description
These processes manage the collection of the specific requirements and timetable to be
achieved from the sourcing process. These requirements take into account the required
functional, technical and/or operational specifications produced by the area seeking the
sourcing activity and assuring that appropriately aligned commercial aspects (such as
special commercial terms, tender timing, cost parameters, etc.) are catered for. The
requirements will be determined from the requirements specified in the various business
or investment proposals, and any subsequent detailed specifications developed as a part
of the architecture design activity, within the product, market, service or resource
capability delivery processes. The actual range of requirements are dependent on the
needs of the sourcing initiator, but are likely to include, at a minimum, technical,
operational, training and specific supplier support requirements.detailed analysis of new
resource requirements linked to relevant geographic distributions. These processes also
establish the detailed performance requirements. These processes take the forecast
information available from the Produce Resource Business Plans and requirements
information from the Map & Analyze Service Requirements processes, as well as
resource infrastructure requirements developed by the Develop Detailed Resource
Specifications processes, to establish detailed views of anticipated resource demand and
performance requirements.
availabilities, etc. The Supply Chain Strategy and Planning processes will also provide a
set of enterprise level requirements that the sourcing process will need to satisfy.


Explanatory

Mandatory

Optional

Interactions

Finalize Sourcing Requirements

Process Context

Brief Description
These processes manage the finalization of the specific requirements to be achieved
from the sourcing process including a chronological timetable for anticipated sourcing
activities. The processes include any cross-enterprise coordination and management
functions to ensure that the demand distributions capture the needs of all stakeholders.


Explanatory

Mandatory

Optional

Interactions

1.2.4.2.2 Determine Potential
Suppliers/Partners

Figure 264. Determine Potential Suppliers/Partners decomposition into level 4 processes

Determine Potential Suppliers/Partners

Process Context

Brief Description
Determine the appropriate short list of suppliers to meet the specific enterprise
requirements

The Determine Potential Suppliers/Partners processes determine the appropriate short
list of suppliers to meet the specific enterprise requirements (for example, expected
technical capability, anticipated delivery timeframes, anticipated costs, etc..). The
processes provide detailed analysis of potential partners/suppliers, leveraging information
available from the Gather & Analyze Supply Chain Information processes, as well as
other specific inputs available from within the enterprise, or from external supplier
ensure that the selected short list meets the needs of all stakeholders

Explanatory

Mandatory

Optional

Interactions

Analyze Potential Suppliers/Partners

Process Context

Brief Description
These processes provide detailed analysis of potential partners/suppliers, leveraging
information available from the Gather & Analyze Supply Chain Information processes, as
well as other specific inputs available from within the enterprise, or from external supplier


Explanatory

Mandatory

Optional

Interactions

Short List Potential Suppliers/Partners

Process Context

Brief Description
These processes specify the appropriate short list of suppliers, based on the availlable
analysis of potential partners/suppliers, to meet the specific enterprise requirements (for
example, expected technical capability, anticipated delivery timeframes, anticipated costs,
etc..).


Explanatory

Mandatory

Optional

Interactions

1.2.4.2.3 Manage the Tender Process


Figure 265. Manage the Tender Process decomposition into level 4 processes

Manage the Tender Process

Process Context

Brief Description
Manage and administer the mechanics of the tender process

The Manage the Tender Process processes manage and administer the mechanics of the
tender process. The processes determine the engagement interactions with potential
requirements, and manage the tender analysis team engagement approach.
suppliers.

Explanatory

Mandatory

Optional

Interactions

Specify the Tender Process

Process Context

Brief Description
These processes determine the engagement interactions with potential
requirements.


Explanatory

Mandatory

Optional

Interactions

Administer the Tender Process

Process Context

Brief Description
These processes manage the tender analysis team engagement approach.
suppliers.


Explanatory

Mandatory

Optional

Interactions

1.2.4.2.4 Gain Tender Decision Approval


Figure 266. Gain Tender Decision Approval decomposition into level 4 processes

Gain Tender Decision Approval

Process Context

Brief Description

The Gain Tender Decision Approval processes capture all activities required to provide
management oversight on the tender process and gain approval for the sourcing decision
and supplier/partner selection. These processes cover the establishment of any tender
selection boards, the reporting processes and timetables, and the final approval of the
tender decisions.
ensure that the tender decisions are supported by all stakeholders

Explanatory

Mandatory

Optional

Interactions


Process Context

Brief Description
proposal.


Explanatory

Mandatory

Optional

Interactions


Process Context

Brief Description

stakeholders

Explanatory

Mandatory

Optional

Interactions


Process Context

Brief Description
proposal.


Explanatory

Mandatory

Optional

Interactions

1.2.4.2.5 Negotiate Commercial
Arrangements

Figure 267. Negotiate Commercial Arrangements decomposition into level 4 processes

Negotiate Commercial Arrangements

Process Context

Brief Description
Manage the commercial negotiations between the enterprise negotiation team and the
selected supplier/partner, or with competitors in a regulated market

The Negotiate Commercial Arrangements processes manage the commercial
negotiations between the enterprise negotiation team and the selected supplier/partner,
or with competitors in a regulated market. These processes manage the establishment of
the commercial negotiating strategy, and the determination of the negotiating parameters.
The processes also manage the negotiating timetables and determination of the
enterprise negotiating team.

Explanatory

Mandatory

Optional

Interactions

Establish Negotiating Strategy

Process Context

Brief Description
These processes manage the establishment of the commercial negotiating strategy, and
the determination of the negotiating parameters. The processes also manage the
negotiating timetables and determination of the enterprise negotiating team.


Explanatory

Mandatory

Optional

Interactions

Manage Negotiations

Process Context

Brief Description
These processes manage the commercial negotiations between the enterprise
negotiation team and the selected supplier/partner, or with competitors in a regulated
market.


Explanatory

Mandatory

Optional

Interactions

1.2.4.2.6 Gain Approval for Commercial
Arrangements

Figure 268. Gain Approval for Commercial Arrangements decomposition into level 4 processes


Process Context

Brief Description
Gain enterprise commitment to the negotiated commercial arrangements, and provide
authorization to sign commercial agreements

The Gain Approval for Commercial Arrangements processes gain enterprise commitment
to the negotiated commercial arrangements, and provide authorization to sign commercial
agreements. These processes include all aspects of identification of stakeholders and
regular reporting to gain stakeholder approval.

Explanatory

Mandatory

Optional

Interactions

Identify & Report to Stakeholders

Process Context

Brief Description
These processes include all aspects of identification of stakeholders and regular reporting
to gain stakeholder approval.


Explanatory

Mandatory

Optional

Interactions

Commit & Approve Cmmercial Arrangements

Process Context

Brief Description
Theae processes gain enterprise commitment to the negotiated commercial
arrangements, and provide authorization to sign commercial agreements.


Explanatory

Mandatory

Optional

Interactions

1.2.4.3 Supply Chain Development &
Change Management

Figure 269. Supply Chain Development & Change Management decomposition into level 3 processes

Supply Chain Development & Change Management

Process Context

Brief Description
Support the development of a supply chain, to support S/P product catalogue extension
or modification.

Supply Chain Development & Change Management processes support the development
of a supply chain, to support service catalogue extension or modification. New suppliers
may be required to broaden the services a service provider offers its customers, to
improve performance, for outsourcing and out-tasking requirements, etc. These project-
oriented processes identify new suppliers or partners, develop agreements and
implement with the supplier or partner. In addition, these processes drive automation and
change management for the supply chain. e.g. new/modified processes and IT
applications may be needed so that Mobile Number Portability can be for Third-
generation Mobiles can be offered. Supply Chain Development & Change Management
processes manage the on-going commercial arrangements and processes between the
enterprise and the selected supplier/partner, and manage the periodic agreement on
specifications for deliverables within the context of the negotiated commercial agreement.
These processes recognize that the initial commercial arrangements may need to be
varied over the course of the commercial agreement and manage the processes which
deliver this commercial variation. These processes also manage regular agreement
between the enterprise and the supplier/partner on product deliverables, their
specification, pricing and delivery timetable.
In addition the end-end commercial, delivery and operational processes between the
enterprise and supplier/partner need to be monitored, reviewed and changed to improve
their effectiveness.
These processes particularly apply when the commercial arrangements between the two
parties exist over an extended period, and the commercial agreement allows for the on-
going specification of deliverables within the period of the commercial agreement.
Shorter-term commercial agreements are unlikely to require the comprehensive level of
commercial administration that these processes bring (but note that S/P Support &
Readiness processes may have a role in this case).

Explanatory

Mandatory

Optional

Interactions

Manage Supplier/Partner Engagement

Process Context

Brief Description
Establish and manage the on-going processes to support the commercial, strategic,
delivery and operational interactions between the enterprise and supplier/partner

The Manage Supplier/Partner Engagement processes establish and manage the on-
going processes to support the commercial, strategic, delivery and operational
interactions between the enterprise and supplier/partner. They monitor, review and agree
changes to the commercial, strategic and operational interaction processes to improve
These processes oversight and administer any agreed joint management and/or process
improvement activities between the enterprise and the supplier/partner. These joint
activities could include operations monitoring and management, project related build and
implementation activities, joint strategic management meetings, etc.

Explanatory

Mandatory

Optional

Interactions

Manage Supply Chain Contract Variation

Process Context

Brief Description
Manage changes to the commercial terms of a contract during its term of agreement

The Manage Supply Chain Contract Variation processes manage changes to the
commercial terms of a contract during its term of agreement. Variations can occur to the
commercial terms themselves (i.e. prices), or to the technical, functional and operational
specifications on which the contract was agreed. In addition, changes can occur to the list
of items (modification, expansion or reduction) within the contract upon which the SPRM
operational processes can place orders. These processes manage all activities which
result in a joint commercial agreement to vary the terms of the original negotiated
agreement.
In addition, these processes also manage any agreements between the enterprise and
the supplier/partner of within agreement product volumes, their specification, pricing and
delivery timetable.

Explanatory

Mandatory

Optional

Interactions

Manage Supplier/Partner Termination

Process Context

Brief Description
Manage the removal of current suppliers and partners from the enterprises supply chain.

The Manage Supplier/Partner Termination processes manage the removal of current
suppliers and partners from the enterprises supply chain, based on the continued
inadequate performance based on monitoring and analysis performed by the
Supplier/Partner Performance Management processes, and unsuccessful resolution
through Manage Supplier/Partner Engagement processes.
In the event that new suppliers or partners need to be established to replace the
terminated supplier/partner the Supply Chain Capability Delivery processes should be
used.

Explanatory

Mandatory

Optional

Interactions

1.2.4.3.1 Manage Supplier/Partner
Engagement

Figure 270. Manage Supplier/Partner Engagement decomposition into level 4 processes

Manage Supplier/Partner Engagement

Process Context

Brief Description
Establish and manage the on-going processes to support the commercial, strategic,
delivery and operational interactions between the enterprise and supplier/partner

The Manage Supplier/Partner Engagement processes establish and manage the on-
going processes to support the commercial, strategic, delivery and operational
interactions between the enterprise and supplier/partner. They monitor, review and agree
changes to the commercial, strategic and operational interaction processes to improve
These processes oversight and administer any agreed joint management and/or process
improvement activities between the enterprise and the supplier/partner. These joint
activities could include operations monitoring and management, project related build and
implementation activities, joint strategic management meetings, etc.

Explanatory

Mandatory

Optional

Interactions

Monitor Supplier/Partner Engagement

Process Context

Brief Description
These processes monitor changes to the commercial, strategic and operational
interaction processes.


Explanatory

Mandatory

Optional

Interactions

Review Supplier/Partner Engagement

Process Context

Brief Description
These processes review changes to the commercial, strategic and operational interaction
processes.


Explanatory

Mandatory

Optional

Interactions

Approve Supplier/Partner Engagement

Process Context

Brief Description
These processes approve changes to the commercial, strategic and operational
interaction processes.


Explanatory

Mandatory

Optional

Interactions

1.3.1.1 Strategic Business Planning

Figure 271. Strategic Business Planning decomposition into level 3 processes

Strategic Business Planning

Process Context

Brief Description
Provide strategic business direction to the enterprise.

Strategic Business Planning processes provide strategic business direction to the
enterprise. These processes encompass all of the functions required to provide strategic
business direction to the enterprise, to create actionable plans based on the business
strategy and to provide high-level program management of their implementation.

Explanatory

Mandatory

Optional

Interactions

Provide Strategic Business Direction

Process Context

Brief Description
provide strategic business direction to the enterprise

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Creat Actionable Strategy

Process Context

Brief Description
create actionable plans based on the business strategy

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Program-manage Strategy Implementation

Process Context

Brief Description
provide high-level program management of strategic business plan implementation.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

1.3.1.2 Business Development

Figure 272. Business Development decomposition into level 3 processes

Business Development

Process Context

Brief Description
Broaden the scope of the enterprise activities through expansion, or sharpening of the
enterprises focus through divestment or outsourcing of non-critical activities.

Business Development processes develop concepts for new revenue streams,
diversification of revenue streams and focusing or broadening of the customer base via
investigating new markets, as well as different products and services for the enterprise.
The focus is on broadening the scope of the enterprise activities through expansion, or
sharpening the enterprise focus through divestment or outsourcing of non-critical
activities. The Marketing & Offer Management processes are responsible for the
development of markets and products within the existing scope of the enterprise.
Business Development processes understand what processes are critical to the identity
of the enterprise as priority processes and look for higher quality and lower cost solutions
for these high priority processes. In many cases, these processes would identify the
opportunity for a surgical outsourcing of a function or process that is not a priority of the
enterprise, or is a process the enterprise cannot deliver at competitive benchmarks.
Business Development processes are closely related to Strategic Planning. To realize
certain enterprise strategies, Business Development processes manage investigation of
potential merger and acquisition options and facilitate negotiation and implementation of
mergers or acquisitions.

Explanatory

Mandatory

Optional

Interactions

Develop Concepts for Revenue Streams

Process Context

Brief Description
develop concepts for new revenue streams, and diversification of revenue streams. The
focus is on broadening the scope of the enterprise activities through expansion, or
sharpening the enterprise focus through divestment or outsourcing of non-critical
activities. The Marketing & Offer Management processes are responsible for the
for these high priority processes. Business Development processes are closely related to
Strategic Planning.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Focus or Broaden Customer Base

Process Context

Brief Description
focus or broaden the customer base via investigating new markets, as well as different
products and services for the enterprise. The focus is on broadening the scope of the
enterprise activities through expansion, or sharpening the enterprise focus through
divestment or outsourcing of non-critical activities. The Marketing & Offer Management
processes are responsible for the development of markets and products within the
existing scope of the enterprise. Business Development processes understand what
processes are critical to the identity of the enterprise as priority processes and look for
higher quality and lower cost solutions for these high priority processes. Business
Development processes are closely related to Strategic Planning.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Identify Outspourcing Opportunities

Process Context

Brief Description
identify the opportunity for a surgical outsourcing of a function or process that is not a
priority of the enterprise, or is a process the enterprise cannot deliver at competitive
benchmarks. The focus is on broadening the scope of the enterprise activities through
expansion, or sharpening the enterprise focus through divestment or outsourcing of non-
critical activities. The Marketing & Offer Management processes are responsible for the
Strategic Planning.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Investigate Potential Mergers & Acquisitions

Process Context

Brief Description
manage investigation of potential merger and acquisition options to realize certain
enterprise strategies The focus is on broadening the scope of the enterprise activities
through expansion, or sharpening the enterprise focus through divestment or outsourcing
of non-critical activities. The Marketing & Offer Management processes are responsible
for the development of markets and products within the existing scope of the enterprise.
Strategic Planning.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Facilitate Negotiation & Implementation of Potential Mergers & Acquisitions

Process Context

Brief Description
facilitate negotiation and implementation of mergers or acquisitions.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

1.3.1.3 Enterprise Architecture
Management


Figure 273. Enterprise Architecture Management decomposition into level 3 processes

Enterprise Architecture Management

Process Context

Brief Description
Define, develop, manage and maintain the enterprise architecture.

Enterprise Architecture Management processes define, develop, manage and maintain
the enterprise architecture, which is the model describing the enterprise in all its facets.
These processes define/select, develop and deploy the enterprise architecture
methodology, which is a framework that identifies the reference models, their
relationships to each other, and the architecture management processes used to
establish and maintain the enterprise architecture. The framework contains the policies,
guidelines, documentation templates and approaches to be used throughout the
enterprise. In addition Enterprise Architecture Management details the processes used to
capture, modify, communicate, and review the enterprise architecture and manage
exceptions to it. These processes define and select the toolsets used to capture the
enterprise architecture (e.g. UML tools), and develop any required standards or reference
framework to be used with the tools. The processes define, develop and maintain the
repositories and associated repository meta-models to be used to capture architecture
details, and manage and administer the capture processes.
In addition enterprise architecture management processes define the skill sets require for
architects, develop training programs and manage any certification process for architects
across the enterprise.
Enterprise Architecture Management provides the reference source for the enterprise
Standard Operating Environment that is the collection of applications, hardware, software
and network components that have been standardized for use across the enterprise.
Lastly, enterprise architecture management provides a point of review for strategy and
tactical/solution architecture, and defines and manages the review processes.
The business strategies and plans provide a key starting point for the development and
direction provide by the Enterprise Architecture Management.
Note that enterprise architecture management covers both IT and network technologies.
The Enterprise Architecture Management processes impact other areas within the eTOM
model, such as Knowledge Management and Process Architecture Management.

Explanatory

Mandatory

Optional

Interactions

Manage Enterprise Architecture Methodology

Process Context

Brief Description
define/select, develop and deploy the enterprise architecture methodology, which is a
framework that identifies the reference models, their relationships to each other, and the
architecture management processes used to establish and maintain the enterprise
architecture. The framework contains the policies, guidelines, documentation templates
and approaches to be used throughout the enterprise. Enterprise Architecture
Management processes define, develop, manage and maintain the enterprise
architecture, which is the model describing the enterprise in all its facets.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Co-ordinate Enterprise Architecture

Process Context

Brief Description
details the processes used to capture, modify, communicate, and review the enterprise
architecture and manage exceptions to it.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Manage Enterprise Architectuer Toolsets and Associated Standards

Process Context

Brief Description
define and select the toolsets used to capture the enterprise architecture (e.g. UML tools),
and develop any required standards or reference framework to be used with the tools.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Manage & Administer Architecture Repositories

Process Context

Brief Description
define, develop and maintain the repositories and associated repository meta-models to
be used to capture architecture details, and manage and administer the capture
processes.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Manage Architecture Skillsets

Process Context

Brief Description
define the skill sets require for architects, develop training programs and manage any
certification process for architects across the enterprise.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Provide Reference Source for Standard Operating Environment

Process Context

Brief Description
provides the reference source for the enterprise Standard Operating Environment that is
the collection of applications, hardware, software and network components that have
been standardized for use across the enterprise. The business strategies and plans
provide a key starting point for the development and direction provided. Note that
enterprise architecture management covers both IT and network technologies, and the
processes impact other areas within the eTOM model, such as Knowledge Management
and Process Architecture Management.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Co-ordinate Architecture Review

Process Context

Brief Description
provides a point of review for strategy and tactical/solution architecture, and defines and
manages the review processes.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

1.3.1.4 Group Enterprise Management

Figure 274. Group Enterprise Management decomposition into level 3 processes

Group Enterprise Management

Process Context

Brief Description
Plan and manage coordination across business units within the enterprise, and between
the enterprise and its subsidiaries.

Group Enterprise Management processes are responsible for planning and management
of coordination across business units within the enterprise, and between the enterprise
and its subsidiaries (note that similar interactions concerning outsourcing involving
suppliers and partners is handled elsewhere, through Supply Chain and Supplier/Partner
processes). The focus is on processes concerned with the co-ordination within the
enterprises own organization, including subsidiaries, from an Enterprise-wide point of
view.
This includes planning and implementation of cross-business unit operations,
harmonization of processes and communication systems; funding and cross-subsidies,
investment for business development; and planning, execution and management of
existing and new business activities.

Explanatory

Mandatory

Optional

Interactions

Plann & Implement Cross-Business Unit Operation

Process Context

Brief Description
planning and implementation of cross-business unit operation. These processes are
responsible for planning and management of coordination across business units within
the enterprise, and between the enterprise and its subsidiaries (note that similar
interactions concerning outsourcing involving suppliers and partners is handled
elsewhere, through Supply Chain and Supplier/Partner processes). The focus is on
processes concerned with the co-ordination within the enterprises own organization,
including subsidiaries, from an Enterprise-wide point of view.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Harmonize Processes & Communication Systems across Business Units

Process Context

Brief Description
harmonization of processes and communication systems;

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Manage Funding & Cross-Subsidies across Business Units

Process Context

Brief Description
funding and cross-subsidies

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Manage Investment for Business Development

Process Context

Brief Description
investment for business development

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Co-ordinate Business Activities

Process Context

Brief Description
planning, execution and management of existing and new business activities.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

1.3.2.1 Business Continuity Management


Figure 275. Business Continuity Management decomposition into level 3 processes

Business Continuity Management

Process Context

Brief Description
Manage the development of strategies, policies, plans, organizational roles &
responsibilities, and escalation procedures for ensuring continuation of business
processes and activities in the event of serious and/or sustained interruption

Business Continuity Management processes manage the development of strategies,
policies, plans, organizational roles & responsibilities, and escalation procedures for
ensuring continuation of business processes and activities in the event of serious and/or
sustained interruption. These processes ensure that appropriate plans and procedures
are established and tested to provide continuous operation, or controlled re-
establishment, of key business processes and activities, to provide for a controlled
recovery of infrastructure capability to normal levels, and for determination of operational
accountability and processes until the abnormal circumstances are resolved. These
processes have four major aspects:
Business continuity planning which provides for the proactive planning and testing of
business and operational procedure continuity;
Infrastructure recovery planning which provides for the pro-active determination of
recovery and backup procedures for all key infrastructure capabilities, and their proactive
testing;
Serious incident management planning which defines the operational roles and
responsibilities, and proactively defines the operational procedures and escalation criteria
which are initiated when abnormal operation circumstances occur; and
Business continuity management methodologies, which ensure consistent application of
business continuity management across the enterprise.
Note that business continuity management is an extended process structure which
incorporates disaster recovery planning.
Note that serious incident management is used instead of crisis management as serious
disruption can occur to the business through events which would not normally be
classified as a crisis.

Explanatory

Mandatory

Optional

Interactions

Co-ordinate Business Continuity

Process Context

Brief Description
manage the development of strategies, policies, plans, organizational roles &
responsibilities, and escalation procedures for ensuring continuation of business
processes and activities in the event of serious and/or sustained interruption. These
processes ensure that appropriate plans and procedures are established and tested to
provide continuous operation, or controlled re-establishment, of key business processes
and activities, to provide for a controlled recovery of infrastructure capability to normal
levels, and for determination of operational accountability and processes until the
abnormal circumstances are resolved.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Plan Business Continuity

Process Context

Brief Description
Business continuity planning which provides for the proactive planning and testing of
business and operational procedure continuity

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Plan Infrastructure Recovery

Process Context

Brief Description
Infrastructure recovery planning which provides for the pro-active determination of
recovery and backup procedures for all key infrastructure capabilities, and their proactive
testing

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Plan Serious Incident Management

Process Context

Brief Description
Serious incident management planning which defines the operational roles and
responsibilities, and proactively defines the operational procedures and escalation criteria
which are initiated when abnormal operation circumstances occur. Note that serious
incident management is used instead of crisis management as serious disruption can
occur to the business through events which would not normally be classified as a crisis.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Manage Business Continuity Methodologies

Process Context

Brief Description
Business continuity management methodologies, which ensure consistent application of
business continuity management across the enterprise. Note that business continuity
management is an extended process structure which incorporates disaster recovery
planning

[Not Available]

Explanatory

Mandatory

Optional

Interactions

1.3.2.2 Security Management

Figure 276. Security Management decomposition into level 3 processes

Define Security Management Prevention

Process Context

Brief Description
The specification of baseline security controls and operational policies to be deployed to
the Enterprise. In this process, the organization makes decisions (funding, staffing, R&D,
testing, monitoring, etc. about what assets (tangible and intangible) to protect, using what
particular means, and at what target assurance levels. These decisions must be informed
not only be technical options, but also by perceived asset value and threat probability.
These is typically done by conducting Vultnerability Management, Threat Assessment,
and Risk Mitigation processes. Within the Prevention process the organization selects,
designs and specifies a baseline set of security controls, including operational policies, to
be applied to its managed resources and services to include Secure Configuration
policies and procedures.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Security Management

Process Context

Brief Description
Security Management processes assess threats to the enterprise and provide capabilities
and controls to minimize the threats identified. These processes are responsible for
setting Security Management corporate policies, guidelines, best practices and auditing
for compliance by the enterprise. In the information and communications technology
(ICT) service provider domain, Security Management is a systematic and continuous
series of processes and behaviors which assure the confidentiality, availability, and
integrity of the Enterprises critical ICT assets.

Security Management processes assess threats to the enterprise and provide capabilities
and controls to minimize the threats identified. These processes are responsible for
for compliance by the enterprise. In the information and communications technology
(ICT) service provider domain, Security Management is a systematic and continuous
series of processes and behaviors which assure the confidentiality, availability, and
integrity of the Enterprises critical ICT assets. For ICT service providers, such assets can
also include customer and partner data and resources. Effective Security Management is
essential for an ICT service provider to meet its fiduciary and legal obligations,
business/mission objectives, and customer expectations. Security Management
addresses both internal and external sources of security threats as it provides computer
network protection and defensive services. Security Management processes include:1)
Prevention; 2) Monitoring ; 3) Analysis; 4) Detection; and 5) Incident Management.

Security management deals with enterprise exposure to loss of value or reputation
through threats or security violations. Proactive Security Management processes identify
areas of threat to the enterprise (covering both internal and external sources of threat),
and monitor industry trends and best practice approaches to ensure that the enterprise
remains at the forefront of security management threat minimization. Areas of threat can
be physical (e.g. break-ins or terrorist incident, inappropriate use of network) or logical
(e.g. inappropriate access to and use of information technology). The processes support
the categorization and prioritization of areas of threat. These processes define the
policies, guidelines, practices and procedures to be followed and provide assistance to
the enterprise operational areas to deploy appropriate physical infrastructure, procedures
and monitoring capabilities. Reactive Security management processes deal with the
establishment of tools and data collection capabilities to capture details of operation
activity, analysis of monitored activity to detect potential threats/security violations, and
forensic investigations to determine whether the potential threat is imminent or a security
violation has occurred, and the potential or actual perpetrators.

Security Management processes interface to external security, police and/or investigative
organizations. These processes strongly interact with Fraud Management and have
common elements and information services and communications specific elements.
Security Management processes are implemented at many levels of the enterprise and at
the user, system/network, etc. levels. Note that the actual security monitoring, control
and management procedures and facilities are embedded in the operational infrastructure
and processes defined and deployed within the SIP and Operations process areas. Note
that Audit Management processes provide assurance that the necessary control
structures are in place, and provide an estimate to the extent to which the procedures are
followed and are effective.

Explanatory

Mandatory

Optional

Interactions

Manage Proactive Security Management

Process Context

Brief Description
identify areas of threat to the enterprise (covering both internal and external sources of
threat). Areas of threat can be physical (e.g. break-ins or terrorist incident, inappropriate
use of network) or logical (e.g. inappropriate access to and use of information
technology). The processes support the categorization and prioritization of areas of
threat, and deal with enterprise exposure to loss of value or reputation through threats or
security violations. These processes strongly interact with Fraud Management and have
common elements and information services and communications specific elements.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Monitor Industry Trends for Security Management

Process Context

Brief Description
monitor industry trends and best practice approaches to ensure that the enterprise
remains at the forefront of security management threat minimization.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Define Secuirty Management Policies & Procedures

Process Context

Brief Description
define the policies, guidelines, practices and procedures to be followed. responsible for
for compliance by the enterprise. Security Management addresses internal and external
sources of security violations. . Note that Audit Management processes provide
assurance that the necessary control structures are in place, and provide an estimate to
the extent to which the procedures are followed and are effective.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Assist with Security Mangement Deployment

Process Context

Brief Description
provide assistance to the enterprise operational areas to deploy appropriate physical
infrastructure, procedures and monitoring capabilities. Security Management processes
are implemented at many levels of the enterprise and at the user, system/network, etc.
levels.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Manage Reactive Security Management

Process Context

Brief Description
deal with the establishment of tools and data collection capabilities to capture details of
operation activity. Note that the actual security monitoring, control and management
procedures and facilities are embedded in the operational infrastructure and processes
defined and deployed within the SIP and Operations process areas. These processes
strongly interact with Fraud Management and have common elements and information
services and communications specific elements.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Detect Potential Security Threats & Violations

Process Context

Brief Description
analysis of monitored activity to detect potential threats/security violations

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Investigate Potential Security Threats & Violations

Process Context

Brief Description
forensic investigations to determine whether the potential threat is imminent or a security
violation has occurred, and the potential or actual perpetrators.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Define Monitoring to Facilitate Security Management

Process Context

Brief Description
Policy-based multimodal (active/passive, dynamic/scheduled) collection, filtering,
aggregation, distribution, and retention of relevant data. Within the Monitoring process
the organization collects and retains relevant data emanating from or associated with a
given set of managed resources and services. Baseline Monitoring policies are best
developed as an integral part of the Prevention process, and applied as part of the
Configuration process. Such policy-based Monitoring will tend to reflect the multi-modal
nature of the activity to include, for example, active and/or passive collection
methodologies and dynamic and/or scheduled temporal constraints.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Define Security Management Analysis

Process Context

Brief Description
Policy-based assessment of collected/correlated data for events or trends of interest.
Analysis may apply correlation and other functions over the collected data to form a more
complete and accurate picture of events and conditions for example, to detect patterns
and trends that would not otherwise be visible. Ideally, policy-based assessment
methodologies are used in analysis, with those policies also being specified as an integral
part of the Prevention process.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Define Security Management policies & procedures to facilitate detection incidents

Process Context

Brief Description
Policy-based recognition of a possible incident. Within the Detection process the
organization gains an awareness that Analysis has detected an anomaly relative to
expected results -- and that a possible incident may be occurring or may have occurred.
At this stage, automated policy-based remediation may still be possible i.e., without
invoking Incident Management.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Define Incident Management policies and procedures

Process Context

Brief Description
ITSM-based incident management practices. Within the Incident Management process
the organization leverages ITSM-based incident management practices in response to a
Warning. Incident Management will identify necessary Response & Recovery actions
that may be conducted by Business Continuity Mgmt processes or within
Operations/Assurance.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

1.3.2.3 Fraud Management


Figure 277. Fraud Management decomposition into level 3 processes

Fraud Policy Management

Process Context
This process element serves as a business process within the operator, within the overall
Fraud Management program function.

Brief Description
Establish and manage all intra-team, enterprise-wide, and external facing policies to
facilitate detection, management, and prevention of fraudulent activities

The objective of Fraud Policy Management is to manage and maintain all policies
necessary for successful fraud program operations within a carrier. Depending on the
product offerings, geographic region served, demographics of the subscriber base,
partner (e.g., wholesale) environment, internal network structure, budget, and other
factors, fraud policies will vary across operators, with unique requirements for fraud
policies prevalent in each case. Practices and processes for detection, investigation,
ongoing education, tool uses, feedback of identified frauds, external interactions
(partners, LEAs), etc. comprise areas within scope of Fraud Policy Management.

Explanatory

Mandatory

Optional

Interactions

Fraud Management

Process Context
This process element represents the entry point to the overall Fraud Management
program within an operators business.

Brief Description
The Fraud Management process entry point is further disseminated into 2 sub functions:
Policy Management and Operations Support

Fraud Management is chartered within an operator to conduct 2 primary functions within
the operators business model: Create and maintain a fraud policy (enabling methods,
activities, and other procedures to detect, prevent, and manage discovered fraud
instances within the operator), and support of fraud operations (creation and
management of rules, lists, tools/solutions used for detections, staff education, etc.).
The objective of the Fraud Management in general is to detect fraud risks, activities, and
other violations, as well as to detect and prevent the re-surfacing of known fraudulent
activities, individuals, and syndicates. Proactive detection processes are preferable to
reactive mitigation and management of existing fraud, hence the importance of policy and
support functions to provide tools to operational components in the enterprise to prevent
fraud before it becomes harmful to the business. Inevitably, reactive processes must also
be supported, as fraud tactics are in a continual state of change, posing a constant threat
to operators.

Explanatory

Mandatory

Optional

Interactions

Fraud Operations Support

Process Context
This process element serves as a business process within the operator, within the overall
Fraud Management program function.

Brief Description
Fraud Operations Support serves as the enabling function for fraud prevention, ongoing
fraud detection, and overall threat reduction practices.

Fraud Operations Support has a primary role as a preventative entity within Fraud
Operations overall. The Support process objective is to enable the ongoing detection,
investigation and actions functions of Fraud Operations but also to support, in a proactive
manner, the threats identification and Fraud avoidance functions through preventative
information collection, monitoring the business for changes (and counsel the business
when those changes expose a threat for fraud) and to manage fraud learnings back into
the business via list management, rule enhancements, etc.

Explanatory

Mandatory

Optional

Interactions

1.3.2.4 Audit Management


Figure 278. Audit Management decomposition into level 3 processes

Audit Management

Process Context

Brief Description
Provide assurance to senior management and the enterprise Board that the enterprise
processes and controls are effective and conform to relevant adopted standards.

Audit Management processes provide assurance to senior management and the
enterprise Board that the enterprise operational processes and controls are effective and
conform to relevant adopted standards (which may be externally imposed or internally
adopted). Audit Management processes may be managed by external independent
organizations, or by internal groups within the enterprise, but in either case are designed
to support senior management/Board assurance. They can also be used proactively to
develop risk assessment methodologies, scoring systems, and advice to operational
groups who are responsible for the operations processes. However, the assurance role of
the processes is more related to reactive assessment.
The processes identify, prioritize and manage audit programs, define the audit policies
and procedures, assess operational activities to ensure necessary or mandated control
structures are in place, and provide an estimate to the extent to which the procedures are
followed and are effective. The processes ensure that appropriate reports relating to
compliance and capability are provided to senior management/Board within appropriate
defined timeframes. The processes define the audit approach to be used depending on
the circumstances, as well as the risk assessment methodology and scoring approach to
be used.

Explanatory

Mandatory

Optional

Interactions

Define Audit Policy

Process Context

Brief Description
define the audit policies and procedures

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Define Audit Mechanims

Process Context

Brief Description
define the audit approach to be used depending on the circumstances, as well as the risk
assessment methodology and scoring approach to be used. identify, prioritize and
manage audit program

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Assess Operatonal Activities

Process Context

Brief Description
assess operational activities to ensure necessary or mandated control structures are in
place

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Evaluate Operational Activities

Process Context

Brief Description
provide an estimate to the extent to which the procedures are followed and are effective

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Report Audits

Process Context

Brief Description
provide assurance to senior management and the enterprise Board that the enterprise
operational processes and controls are effective and conform to relevant adopted
standards (which may be externally imposed or internally adopted). Audit Management
processes may be managed by external independent organizations, or by internal groups
within the enterprise, but in either case are designed to support senior
management/Board assurance. T However, the assurance role of the processes is more
related to reactive assessment. The processes ensure that appropriate reports relating to
compliance and capability are provided to senior management/Board within appropriate
defined timeframes.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Apply Audit Mechanisms Proactively

Process Context

Brief Description
use audit mechanansms proactively to develop risk assessment methodologies, scoring
systems, and advice to operational groups who are responsible for the operations
processes.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

1.3.2.5 Insurance Management

Figure 279. Insurance Management decomposition into level 3 processes

Insurance Management

Process Context

Brief Description
Assess and manage the insurable risks within an enterprise.

Insurance Management processes are responsible for assessing and managing the
insurable risks within an enterprise. These processes identify areas and activities within
the enterprise where risk aspects are insurable, and analyze the cost/benefits of
undertaking specific insurance. These processes provide advice and consultancy to the
enterprise relating to insurance of local activities and programs. These processes
manage the engagement with the external insurance industry, and administer insurance
policies and portfolios. Depending on the nature of the risk being insured, the Supply
Chain Development and Management processes are used to select an appropriate
insurer, in other cases where the number of insurance providers is small, the negotiation
process may be directly managed by these processes.

Explanatory

Mandatory

Optional

Interactions

Identify Insurable Risks

Process Context

Brief Description
identify areas and activities within the enterprise where risk aspects are insurable.
responsible for assessing the insurable risks within an enterprise.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Analyze Insurance Cost/Benefits

Process Context

Brief Description
analyze the cost/benefits of undertaking specific insurance

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Provide Insurance Advice

Process Context

Brief Description
provide advice and consultancy to the enterprise relating to insurance of local activities
and programs

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Manage Insuramce Porrtfolio

Process Context

Brief Description
manage the engagement with the external insurance industry, and administer insurance
policies and portfolios. Depending on the nature of the risk being insured, the Supply
Chain Development and Management processes are used to select an appropriate
insurer, in other cases where the number of insurance providers is small, the negotiation
process may be directly managed by these processes.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

1.3.2.6 Revenue Assurance Management

Figure 280. Revenue Assurance Management decomposition into level 3 processes

Revenue Assurance Management

Process Context

Brief Description
Establish an enterprise-wide revenue assurance policy framework, and an associated
operational capability aimed at minimizing revenue leakage within the enterprise, without
influencing demand.

The objective of the Revenue Assurance Management processes is to establish an
enterprise-wide revenue assurance policy framework, and an associated operational
capability to resolve any detected revenue assurance degradations and violations.
Revenue Assurance Management processes identify areas of revenue leakage risk within
the enterprise, and monitor industry trends and best practice approaches to ensure that
the enterprise remains at the forefront of revenue leakage minimization. These processes
support the categorization and prioritization of areas of revenue leakage risk. To achieve
this, these processes define the policies, guidelines, practices and procedures to be
followed and provide assistance to the enterprise operational areas to deploy appropriate
procedures and monitoring capabilities.
Revenue Assurance Management processes deal with the establishment of tools and
data collection capabilities to capture details of operation activity, analysis of monitored
activity to detect and correct actual revenue leakage. These processes work in
conjunction with operational and other process elements to guide them in supporting the
specific needs of Revenue Assurance Management. Where appropriate, Revenue
Assurance Management processes supplement the capabilities of these other process
elements, to control and analyze the enterprise behavior relevant to Revenue Assurance
needs,
Establishing and managing a revenue assurance policy framework, including
identification of controls and measures
Establishing and managing an operational process capability able to detect and
resolve revenue assurance degradations and violations
Establishing and managing a capacity to regularly review the revenue assurance
policy framework to ensure it meets the enterprises changing objectives.

Explanatory

Mandatory

Optional

Interactions

Manage Revenue Assurance Policy Framework

Process Context

Brief Description
Establish and manage a framework of policies and measurable controls that are used to
manage the risk associated with revenue assurance

The objective of the Manage Revenue Assurance Framework process is to establish and
manage a framework of policies and measurable controls that are used to manage the
risk associated with revenue assurance, and to optimise the enterprises appetite for
revenue assurance risk.
Establishing and managing a revenue assurance policy framework which is
aligned with the overall enterprise goals and objectives;
Developing a framework of controls and KPIs which achieves the defined
revenue assurance goals and objectives
Gaining enterprise-wide commitment to and knowledge of the framework; and
Regularly reviewing the revenue assurance framework to ensure that its
outcomes remain aligned with the enterprises objectives.
The Manage Revenue Assurance Framework process has a specific responsibility in
developing and defining controls and Key Performance Indicators (KPIs) used for RA, in
conjunction with operational and other processes elsewhere in the enterprise. Where
processes elsewhere in the enterprise have an intrinsic capability to instrument their own
performance and behavior (as an aspect of operating effectively within the business), the
Manage Revenue Assurance Framework process makes use of this capability, but can
also provide guidance to these processes in the form of modified, or additional, KPIs,
required to support the overall role of Revenue Assurance Management. This can involve
individual process elements throughout the enterprise (as appropriate for the various
aspects of Revenue Assurance Management that apply), or may involve co-ordination
across a number of process elements where Revenue Assurance Management acts to
provide an integrated or coordinated view of the overall situation.
With regard to KPI definition, the Manage Revenue Assurance Framework process
establishes the objectives used to identify the minimum level of satisfactory performance
required for a given control point or a process from an RA perspective, and works with
other process element in the enterprise to effect this.
With regard to development of Revenue Assurance controls, the Manage Revenue
Assurance Framework process applies policy-based rules that represent the logical
definition of comparisons performed on entities, such as bills and call detail records.
These are used together with Revenue Assurance KPIs, to identify discrepancies from an
RA perspective.

Explanatory

Mandatory

Optional

Interactions

Manage Revenue Assurance Operations

Process Context

Brief Description
Measure the actual revenue assurance performance at defined control points against the
expected performance, report anomalies and manage resolution.

Manage Revenue Assurance Operations processes measure the actual revenue
assurance performance at defined control points against the expected performance,
report anomalies and manage resolution.
Manage Revenue Assurance Operations processes encompass managing, tracking,
monitoring, analyzing, controlling and reporting on revenue assurance performance as
determined by assessing defined KPIs measured against revenue assurance control
points.
If the analysis identifies that a revenue assurance KPI violation has occurred, this causes
a Revenue Assurance violation to be raised, that may in turn raise a Revenue Assurance
Trouble Report. Following on from this, processes are put in place to manage the
resolution of the performance violation
The Manage Revenue Assurance Operations processes will continue to track the
revenue assurance trouble report, ensuring that performance is restored to a level
required as defined by the acceptable range for the KPIs.

Explanatory

Mandatory

Optional

Interactions

Support Revenue Assurance Operations

Process Context

Brief Description
Support the Manage Revenue Assurance Operations processes by managing
requirements for infrastructure to support the operational processes, and monitoring,
managing and reporting on the capability of the Manage Revenue Assurance Operations
processes.

The objectives of the Support Revenue Assurance Operations processes are twofold:
support the Manage Revenue Assurance Operations processes by managing
requirements for infrastructure to support the operational processes, and
monitoring, managing and reporting on the capability of the Manage Revenue
Assurance Operations processes.
Developing and maintaining a repository of revenue assurance KPIs to support
the Manage Revenue Assurance Operations processes;
Monitoring and analyzing the report produced by Operations processes to
identify potential revenue assurance problems that may be arising across operational
processes as a whole;
Establishing and managing revenue assurance data collection schedules,
including managing the collection of the necessary information from the Resource Data
Collection & Distribution processes, to support proactive monitoring and analysis activity,
and requests from Manage Revenue Assurance Operations processes for additional data
to support revenue assurance performance analysis;
Monitoring of the Manage Revenue Assurance Operations processes and
associated costs (including where the processes extend to infrastructure deployed and
managed by third parties), and reporting on the capability of the Manage Revenue
Assurance Operations processes;
Establishing and managing resource performance notification facilities and lists
to support the Manage Revenue Assurance Operations notification and reporting
processes;
Creating, deploying, modifying and/or upgrading of revenue assurance
infrastructure deployment support tools and processes for new and/or modified revenue
assurance infrastructure
Authoring, reviewing and approving operational procedures developed by
Resource Development & Management processes prior to resource infrastructure
deployment;
Testing and acceptance of new and/or modified revenue assurance infrastructure
support tools as part of the handover procedure from the Resource Development &
Management processes; and
Detecting revenue assurance infrastructure operational limitations and/or
Resource Development & Management processes;

Explanatory

Mandatory

Optional

Interactions

1.3.2.6.2 Manage Revenue Assurance
Operations


Figure 281. Manage Revenue Assurance Operations decomposition into level 4 processes

Manage Revenue Assurance Operations

Process Context

Brief Description
Measure the actual revenue assurance performance at defined control points against the
expected performance, report anomalies and manage resolution.

Manage Revenue Assurance Operations processes measure the actual revenue
assurance performance at defined control points against the expected performance,
report anomalies and manage resolution.
Manage Revenue Assurance Operations processes encompass managing, tracking,
monitoring, analyzing, controlling and reporting on revenue assurance performance as
determined by assessing defined KPIs measured against revenue assurance control
points.
If the analysis identifies that a revenue assurance KPI violation has occurred, this causes
a Revenue Assurance violation to be raised, that may in turn raise a Revenue Assurance
Trouble Report. Following on from this, processes are put in place to manage the
resolution of the performance violation
The Manage Revenue Assurance Operations processes will continue to track the
revenue assurance trouble report, ensuring that performance is restored to a level
required as defined by the acceptable range for the KPIs.

Explanatory

Mandatory

Optional

Interactions

Monitor Revenue Assurance Controls

Process Context

Brief Description
Monitor defined revenue assurance control points and undertake first-in detection of any
violations or degradations of KPIs associated with the control points.

The objective of the Monitor Revenue Assurance Controls processes is to monitor
defined revenue assurance control points and undertake first-in detection of any
violations or degradations of KPIs associated with the control points.
Undertake the role of first in detection by monitoring the defined revenue
assurance control points;
Comparing the received specific revenue assurance related data received from
the control points to the KPIs associated with the control points;
Assessing and recording received specific revenue assurance related data
received from the control points which is within tolerance limits for the KPIs associated
with the control points, and for which continuous monitoring and measuring of specific
revenue assurance tolerances is required;
Prioritize revenue assurance KPI violations on whats considered the most critical
function of the system from a data integrity and revenue assurance perspective in
circumstances where multiple revenue assurance violations are detected;
Report Revenue Assurance processes;
Detecting revenue assurance threshold violations which represent specific
revenue assurance failures due to abnormal performance;
Detecting KPI degradation for specific revenue assurance control points which
provide early warning of potential issues;
Creating and forwarding event notifications for detected degradations and
violations to the Create Revenue Assurance Trouble Report processes; and
Logging specific revenue assurance performance degradation and violation
details to ensure historical records are available to support the needs of other processes.
Note that the focus of the Monitor Revenue Assurance Controls is usually cross-process,
as it supplements the process monitoring capabilities already established elsewhere
within the eTOM business process framework.

Explanatory

Mandatory

Optional

Interactions

Create Revenue Assurance Trouble Report

Process Context

Brief Description
Create a new revenue assurance trouble report.

The objective of the Create Revenue Assurance Trouble Report process is to create a
new revenue assurance trouble report, and based on requests from other processes,
either create and forward modification requests for existing revenue assurance trouble
reports or create and forward cancellation requests for existing revenue assurance
trouble reports.
A new revenue assurance trouble report may be created as a result of event notifications
forwarded by the Monitor Revenue Assurance Controls process, or by requests arriving
from other processes which have detected performance or fault conditions which may
give rise to a revenue assurance leakage.
If the revenue assurance trouble report is created, the Create Revenue Assurance
Trouble Report processes are responsible for converting the received information into a
form suitable for the Revenue Assurance processes, and for requesting additional
information if required. Each revenue assurance trouble report should contain knowledge
about the originator, the perceived severity level, the type of revenue assurance
performance issue, any associated data on the revenue assurance performance issue,
associated data on the possible cause and due date.

Explanatory

Mandatory

Optional

Interactions

Assess Revenue Assurance Trouble

Process Context

Brief Description
Analyze the information received to determine the nature and the root cause of the
revenue assurance violation or degradation.

The objective of the Assess Revenue Trouble processes is to analyze the information
received to determine the nature and the root cause of the revenue assurance violation or
degradation.
Undertaking analysis as required on specific revenue assurance
violation/degradation information received;
Developing and undertaking specific detailed analysis to discover the root cause.
Comparing the data received to baseline and historical data, including data
associated with other open or historical revenue assurance trouble tickets;
Initiating, modifying and cancelling revenue assurance data collection as required
to further analyze the revenue assurance degradation or violation;
Determining the root causes of the revenue assurance degradations and
violations;
Recording the results of the analysis and intermediate updates for historical
analysis and for use as required by other processes; and
Updating the results of the analysis, together with any recommendations as to further
action, in the revenue assurance trouble report.

Explanatory

Mandatory

Optional

Interactions

Resolve Revenue Assurance Trouble

Process Context

Brief Description
Undertake actions as directed to resolve detected revenue assurance violations and
degradations.

The objective of the Resolve Revenue Assurance Trouble processes is to undertake
actions as directed to resolve detected revenue assurance violations and degradations.
These processes undertake resolution activities within the bounds of the organizational
capability associated with revenue assurance. The resolution activities are likely to lead
to process and/or procedural changes which can be managed to fruition by these
processes.
Where the analysis has indicated that resolution requires changes to specific resource
and/or service configurations, these later resolution activities are managed by the specific
resolution processes associated these resources and services. They are outside of the
scope of this Resolve Revenue Assurance Trouble process.

Explanatory

Mandatory

Optional

Interactions

Track & Manage Revenue Assurance Trouble Resolution

Process Context

Brief Description
Efficiently assign, coordinate and track specific revenue assurance trouble analysis, and
resolution, and to manage escalation (functional or hierarchical) as required to resolve an
open revenue assurance trouble report.

The objective of the Track & Manage Revenue Assurance Trouble Resolution processes
is to efficiently assign, coordinate and track specific revenue assurance trouble analysis,
and resolution, and to manage escalation (functional or hierarchical) as required to
resolve an open revenue assurance trouble report. To the extent that jeopardy
management is associated with open revenue assurance trouble report, the Track &
Manage Revenue Assurance Trouble Resolution process is responsible for detecting and
escalating jeopardy conditions.
Scheduling, assigning and coordinating analysis and specific revenue assurance
trouble resolution activities, including further analysis/reviews to ensure the success of
the resolution activity;
Modifying the revenue assurance trouble report status;
Associating a money value to a RA trouble, when possible, in order to better
understand its revenue impact
Canceling a revenue assurance trouble report when analysis indicates that the
revenue assurance trouble report has been unnecessarily created; and
Monitoring the status of open revenue assurance trouble reports, and escalating
revenue assurance trouble reports (either functionally or hierarchically) as necessary.
by suppliers/partners. In these cases the Track & Manage Revenue Assurance Trouble
Resolution process is responsible for initiating requests, through - S/P Performance
Management for resolution by the supplier/partner of the specific revenue assurance
leakage aspects attributed to the supplier/partner.
tasks are finished at the appropriate time and in the appropriate sequence. The Track &
Manage Revenue Assurance Trouble Resolution processes will also inform the Close
Revenue Assurance Trouble Report processes by modifying the revenue assurance
trouble report status to cleared when the issues leading to the detected revenue leakage
have been resolved.

Explanatory

Mandatory

Optional

Interactions

Report Revenue Assurance

Process Context

Brief Description
Monitor and report on the status of continuous monitoring of revenue assurance control
point performance, of revenue assurance trouble reports, to provide notifications of any

The objective of the Report Revenue Assurance processes is to monitor and report on
the status of continuous monitoring of revenue assurance control point performance, of
revenue assurance trouble reports, to provide notifications of any changes and provide
management reports.
These processes are responsible for continuously monitoring the status of revenue
assurance trouble reports and managing notifications to other processes and to other
managed and maintained by the Support Revenue Assurance Operations processes.
These processes record, analyze and assess the revenue assurance trouble report status
changes to provide management reports and any specialized summaries of the efficiency
and effectiveness of the overall Manage Revenue Assurance Operations processes.
and/or customers.

Explanatory

Mandatory

Optional

Interactions

Close Revenue Assurance Trouble Report

Process Context

Brief Description
Close a revenue assurance trouble report when the issues leading to the revenue
leakage have been resolved.

The objective of the Close Revenue Assurance Trouble Report processes is to close a
revenue assurance trouble report when the issues leading to the revenue leakage have
been resolved.
These processes monitor the status of all open revenue assurance trouble reports, and
recognize that a revenue assurance trouble report is ready to be closed when the status
is changed to cleared.

Explanatory

Mandatory

Optional

Interactions

1.3.3.3 Program & Project Management

Figure 282. Program & Project Management decomposition into level 3 processes

Program & Project Management

Process Context

Brief Description
Define and manage the program and project management methodologies, skills and tools
within the enterprise.

Program & Project Management processes define and manage the program and project
management methodologies, skills and tools within the enterprise. These processes
document the program and project methodologies to be used by all projects within the
enterprise, and provide documentation templates and any project management tools
required. The processes select any tools required to support project and program
management, using the Supply Chain Development & Management processes as
required. The skills sets and required levels of certification, if any, are defined and
managed by these processes. If used, these processes may develop and manage an
enterprise repository of program and project information. Metrics associated with program
and project management are defined, collected and analyzed by these processes.
Note that projects are actually managed within other areas of the enterprise but follow the
guidelines defined by this process, which provides a template for specific applications of
Program & Project Management in any area of the enterprise.

Explanatory

Mandatory

Optional

Interactions

Deliver Program/Project Methodologies & Support

Process Context

Brief Description
document the program and project methodologies to be used by all projects within the
enterprise, and provide documentation templates and any project management tools
required. Note that projects are actually managed within other areas of the enterprise but
follow the guidelines defined by this process, which provides a template for specific
applications of Program & Project Management in any area of the enterprise.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Select Program/Project Management Support Tools

Process Context

Brief Description
select any tools required to support project and program management, using the Supply
Chain Development & Management processes as required.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Manage Program/Project Management Skill Sets

Process Context

Brief Description
skills sets and required levels of certification, if any, are defined and managed by these
processes

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Manage Program/Project Management Repository

Process Context

Brief Description
If used, these processes may develop and manage an enterprise repository of program
and project information.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Manage Program/Project Management Metrics

Process Context

Brief Description
Metrics associated with program and project management are defined, collected and
analyzed by these processes

[Not Available]

Explanatory

Mandatory

Optional

Interactions

1.3.3.4 Enterprise Performance
Assessment

Figure 283. Enterprise Performance Assessment decomposition into level 3 processes

Enterprise Performance Assessment

Process Context

Brief Description
Check that the goals defined for the enterprise are on track and being met.

Enterprise Performance Assessment processes check that the goals defined for the
enterprise are on track and being met. These processes provide regular reporting to
senior management and the Board on the status of all defined performance metrics on a
regular basis (usually monthly). The processes define and determine the most
appropriate performance measures, collect and analyze the associated data and produce
summary reports. The measures may be internally developed, or may be based on
externally produced or collected measures. Examples of external measures could be
customer satisfaction surveys, within or across market segments, or benchmarking
studies of particular aspects of the enterprise performance. Examples of internal
performance measures can be based on financial performance (i.e. progress against
budget), operational process performance based metrics, or employee related measures
such as employee opinion surveys.
The Enterprise Performance Assessment processes produce the enterprise Balanced
Scorecard.
These processes establish and administer relationship with external survey companies if
required to provide external measures or assist in developing internal measures.
Note that performance is actually assessed within each area of the enterprise, but follows
the guidelines defined by this process, which provides a template for specific applications
of Performance Assessment in any areas of the Enterprise.

Explanatory

Mandatory

Optional

Interactions

Define Enterprise Performance Measures

Process Context

Brief Description
define and determine the most appropriate performance measures. The measures may
be internally developed, or may be based on externally produced or collected measures.
Examples of external measures could be customer satisfaction surveys, within or across
market segments, or benchmarking studies of particular aspects of the enterprise
performance. Examples of internal performance measures can be based on financial
performance (i.e. progress against budget), operational process performance based
metrics, or employee related measures such as employee opinion surveys.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Manage Enterprise Performance Data

Process Context

Brief Description
collect and analyze the associated data. Note that performance is actually assessed
within each area of the enterprise, but follows the guidelines defined by this process,
which provides a template for specific applications of Performance Assessment in any
areas of the Enterprise.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Manage External Survet Companies

Process Context

Brief Description
establish and administer relationship with external survey companies if required to
provide external measures or assist in developing internal measures.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Report Balanced Scorecard, etc

Process Context

Brief Description
provide regular reporting to senior management and the Board on the status of all defined
performance metrics on a regular basis (usually monthly). These processes check that
the goals defined for the enterprise are on track and being met. These processes produce
the enterprise Balanced Scorecard. Also produce summary reports.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

1.3.4.2 Research Management

Figure 284. Research Management decomposition into level 3 processes

Research Management

Process Context

Brief Description
The Research Management processes plan and prioritize research and development
activities within the enterprise.

The Research Management processes plan and prioritize research and development
activities within the enterprise. These processes identify and evaluate the business value
of R&D investment. These processes manage the commitment of financial and other
resources to the pursuit of areas of R&D, and management of R&D programs and
ongoing assessment of their value and priority. These processes cooperate with
Technology Acquisition for corporate-level decisions on make vs. buy concerning
internal or external Research & Development investment.

Explanatory

Mandatory

Optional

Interactions

Evaluate R&D Business Value

Process Context

Brief Description
identify and evaluate the business value of R&D investment; cooperate with Technology
Acquisition for corporate-level decisions on make vs. buy concerning internal or external
Research & Development investment.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Manage R&D Investment

Process Context

Brief Description
plan and prioritize research and development activities within the enterprise; manage the
commitment of financial and other resources to the pursuit of areas of R&D

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Manage R&D Program Actvities

Process Context

Brief Description
manage R&D programs and make ongoing assessment of their value and priority

[Not Available]

Explanatory

Mandatory

Optional

Interactions

1.3.4.3 Technology Scanning


Figure 285. Technology Scanning decomposition into level 3 processes

Technology Scanning

Process Context

Brief Description
Perform scanning and initial assessment of emerging technology from external sources
for the enterprise.

Technology Scanning processes perform scanning and initial assessment of emerging
technology from external sources for the enterprise. This includes identification and
evaluation of potential technologies, and sources of technologies, and comparison with
the in-house research capabilities. It also includes determining the business value of
potential technology acquisitions, and provides an initial assessment of any financial or
other commitments to actually acquire specific technologies where this is appropriate.
These processes cooperates with Research Management processes for corporate-level
decisions on internally develop vs. buy concerning emerging technology, by providing
expert assessment assistance in making the decision. Any sourcing of the proposed
technology is delivered through the Supply Chain Capability Delivery processes

Explanatory

Mandatory

Optional

Interactions

Evaluate External Technology

Process Context

Brief Description
identify and evaluate potential technologies, and sources of technologies, and compare
with the in-house research capabilities; perform scanning of emerging technology from
external sources for the enterprise

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Determine Business Value of Potential Technology

Process Context

Brief Description
determine the business value of potential technology acquisitions

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Assess Technology Acquisition

Process Context

Brief Description
provide an initial assessment of any financial or other commitments to actually acquire
specific technologies where this is appropriate; cooperate with Research Management
processes for corporate-level decisions on internally develop vs. buy concerning
emerging technology, by providing expert assessment assistance in making the decision.
Any sourcing of the proposed technology is delivered through the Supply Chain Capability
Delivery processes

[Not Available]

Explanatory

Mandatory

Optional

Interactions

1.3.5.3 Procurement Management

Figure 286. Procurement Management decomposition into level 3 processes

Procurement Management

Process Context

Brief Description
Define corporate procurement and logistics policies and rules, for all purchases,
warehousing, transport, stock level management and physical resource distribution, and
supervise their application.

Procurement Management processes define corporate procurement and logistics policies
and rules, for all purchases, warehousing, transport and physical resource distribution,
and supervise their application. These processes manage and control the acceptance of
goods from suppliers and any transport arrangements to deliver the goods to either
warehouses or site. They define the warehousing structure (centralized and/or
distributed) and the associated management policies to be applied to purchased goods.
The logistics/transport processes develop policies related to transport of purchased
material to warehousing, to site, etc. The stock/inventory management processes, in
conjunction with Asset Management processes which provide the inventory information
resource, develop corporate policies relating to locations of, and levels of, stock/inventory
holdings.

Explanatory

Mandatory

Optional

Interactions

Manage Corporate Procurement & Logistics Policies

Process Context

Brief Description
define corporate procurement and logistics policies and rules, for all purchases,
warehousing, transport and physical resource distribution, and supervise their application.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Define Warehousing Policies

Process Context

Brief Description
define the warehousing structure (centralized and/or distributed) and the associated
management policies to be applied to purchased goods.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Develop Logistics/Transport Policies

Process Context

Brief Description
develop policies related to transport of purchased material to warehousing, to site, etc.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Develop Stock/Inventory Management Policies

Process Context

Brief Description
develop corporate policies, in conjunction with Asset Management processes which
provide the inventory information resource, relating to locations of, and levels of,
stock/inventory holdings.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Manage Goods Acceptance & Handling

Process Context

Brief Description
manage and control the acceptance of goods from suppliers and any transport
arrangements to deliver the goods to either warehouses or site.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

1.3.6.1 Corporate Communications &
Image Management

Figure 287. Corporate Communications & Image Management decomposition into level 3 processes

Corporate Communications & Image Management

Process Context

Brief Description
Communicate the required messages to the market and industry about the overall
enterprise, and handle enquiries and other interactions with the mass media.

Corporate Communications & Image Management processes are responsible for
communicating the required messages to the market and industry about the overall
enterprise. These include promotion of the desired corporate image for the enterprise and
its general business and products. Areas such as sponsorship, corporate-level
advertising and general contact with industry bodies, and government and regulatory
agencies, are addressed here. These processes also assign spokespeople for marketing
topics and any corporate issues, develop specific messages for topics of concern to the
enterprise, manage message release approval, manage media interactions with
spokespeople, and monitor market reaction to messages and implement any necessary
changes or adaptations.

Explanatory

Mandatory

Optional

Interactions

Promote Desired Corporate mage

Process Context

Brief Description
promote the desired corporate image for the enterprise and its general business and
products. Areas such as sponsorship, corporate-level advertising and general contact
with industry bodies, and government and regulatory agencies, are addressed here.
Responsible for communicating the required messages to the market and industry about
the overall enterprise

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Manage Spokespeople

Process Context

Brief Description
assign spokespeople for marketing topics and any corporate issues; manage media
interactions with spokespeople

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Manage Messaging

Process Context

Brief Description
develop specific messages for topics of concern to the enterprise, and manage message
release approval, monitor market reaction to messages and implement any necessary
changes or adaptations.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

1.3.6.2 Community Relations Management

Figure 288. Community Relations Management decomposition into level 3 processes

Community Relations Management

Process Context

Brief Description
Ensure the enterprises position within the community, or communities, within which it
operates.

Community Relations Management processes are responsible for ensuring the
enterprises position within the community, or communities, within which it operates. This
includes local activities with, and financial and other support for, schools, libraries,
hospitals, emergency services, etc; concern for the immediate environment; visibility at
local events; etc. This area also communicates the desired messages about the
enterprise to the community that the enterprise operates within, as well as to employees
from a global enterprise standpoint. These processes also handle contact with customer
interest groups and customer representatives, as well as dealing with public relations and
community relations contacts made to the enterprise. These processes also influence the
privacy policy for the enterprise.

Explanatory

Mandatory

Optional

Interactions

Ensure Community Visibility

Process Context

Brief Description
esponsible for ensuring the enterprises position within the community, or communities,
within which it operates. This includes local activities with, and financial and other support
for, schools, libraries, hospitals, emergency services, etc; concern for the immediate
environment; visibility at local events; etc

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Communicate Community Messaging

Process Context

Brief Description
communicates the desired messages about the enterprise to the community that the
enterprise operates within, as well as to employees from a global enterprise standpoint.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Handle Community Contacts

Process Context

Brief Description
handle contact with customer interest groups and customer representatives, as well as
dealing with public relations and community relations contacts made to the enterprise.
These processes also influence the privacy policy for the enterprise.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

1.3.6.3 Shareholder Relations
Management


Figure 289. Shareholder Relations Management decomposition into level 3 processes

Shareholder Relations Management

Process Context

Brief Description
Manage the relationship between the enterprise and its shareholders.

Shareholder Relations Management processes manage the relationship between the
enterprise and its shareholders, consistent with all business, financial, legal, and
regulatory requirements. This includes incoming and outgoing communication with
shareholders.
Also included in these processes are the management and administration of employee
share and/or option plans. Note that the structure and level of employee share and/or
option plans is determined within the HR Policies and Practices processes.

Explanatory

Mandatory

Optional

Interactions

Manage Shareholder Relations

Process Context

Brief Description
manage the relationship between the enterprise and its shareholders, consistent with all
business, financial, legal, and regulatory requirements. This includes incoming and
outgoing communication with shareholders.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Manage Employee Share Plans

Process Context

Brief Description
management and administration of employee share and/or option plans. Note that the
structure and level of employee share and/or option plans is determined within the HR
Policies and Practices processes.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

1.3.6.4 Regulatory Management

Figure 290. Regulatory Management decomposition into level 3 processes

Regulatory Management

Process Context

Brief Description
Ensure that the enterprise complies with all existing government regulations

Regulatory Management processes ensure that the enterprise complies with all existing
government regulations. Additionally, this process is responsible for legally influencing
pending regulations and statutes for the benefit of the enterprise and to inform the
enterprise of potential consequences of pending legislation or regulations. In addition,
these processes are responsible for tariff filings as required.

Explanatory

Mandatory

Optional

Interactions

Ensure Regulatory Compliance

Process Context

Brief Description
ensure that the enterprise complies with all existing government regulations.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Handle Pending Regulations

Process Context

Brief Description
responsible for legally influencing pending regulations and statutes for the benefit of the
enterprise and to inform the enterprise of potential consequences of pending legislation or
regulations.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

File Trariffs

Process Context

Brief Description
responsible for tariff filings as required.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

1.3.6.5 Legal Management


Figure 291. Legal Management decomposition into level 3 processes

Legal Management

Process Context

Brief Description
Ensure that the enterprise complies with all relevant legal requirements.

Legal Management processes are responsible for ensuring that the enterprise complies
with all relevant legal requirements, including due diligence. They are also responsible for
carrying out legal requests within the enterprise, supporting the enterprise by providing
legal advice related to business decisions, and proactively notifying the enterprise of
relevant changes or trends that can effect the legal environment that the enterprise
operates within. These processes deal with any legal action taken on behalf of or against
the enterprise.

Explanatory

Mandatory

Optional

Interactions

Ensure Legala Compliance

Process Context

Brief Description
responsible for ensuring that the enterprise complies with all relevant legal requirements,
including due diligence.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Carry out Legal requests

Process Context

Brief Description
responsible for carrying out legal requests within the enterprise

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Provide Legal Advice

Process Context

Brief Description
responsible for supporting the enterprise by providing legal advice related to business
decisions

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Notify Legal Environment Changes

Process Context

Brief Description
responsible for proactively notifying the enterprise of relevant changes or trends that can
affect the legal environment that the enterprise operates within

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Manage Legal Actions

Process Context

Brief Description
deal with any legal action taken on behalf of or against the enterprise.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

1.3.6.6 Board & Shares/Securities
Management

Figure 292. Board & Shares/Securities Management decomposition into level 3 processes

Board & Shares/Securities Management

Process Context

Brief Description
Manage all activities associated with Board administration and securities regulation.

The Board & Shares/Securities Management processes manage all activities associated
with Board administration and securities regulation. The Board Management processes
manage Board related activities, and communication of Board decisions throughout the
enterprise as required. Shares/Securities Management manages all activities associated
with securities/shares of the enterprise and any securities/company regulations impacting
on the company, including the administration and management of continuous
disclosure/announcements to the securities exchange and/or securities/company
regulator. These processes manage all activities associated with modifying the
capital/equity structure of the enterprise, including all logistics functions associated with
approaching the market for capital/increased equity. These processes manage and
administer the enterprises share/stock registry.

Explanatory

Mandatory

Optional

Interactions

Manage Board Related Activities

Process Context

Brief Description
manage Board related activities, and communication of Board decisions throughout the
enterprise as required

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Manage Shares/Securities

Process Context

Brief Description
manage activities associated with securities/shares of the enterprise and any
securities/company regulations impacting on the company, including the administration
and management of continuous disclosure/announcements to the securities exchange
and/or securities/company regulator.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Manage Capital/Equity Activities

Process Context

Brief Description
manage all activities associated with modifying the capital/equity structure of the
enterprise, including all logistics functions associated with approaching the market for
capital/increased equity.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Manage Share/Stock Registry

Process Context

Brief Description
manage and administer the enterprises share/stock registry.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

1.3.7.1 HR Policies & Practices

Figure 293. HR Policies & Practices decomposition into level 3 processes

HR Policies & Practices

Process Context

Brief Description
Support people management throughout the enterprise.

HR Policies & Practices include the processes that support people management
throughout the enterprise, e.g., performance appraisal, remuneration policies,
remuneration levels, allowances, benefits, occupational health and safety, equal
employment opportunity, compensation guidelines, code of conduct, hiring and
termination guidelines, employee satisfaction measurement and management, etc.

Explanatory

Mandatory

Optional

Interactions

Facilitate Performance Appraisal

Process Context

Brief Description
support people management throughout the enterprise for performance appraisal

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Facilitate Remuneration Policies & Levels

Process Context

Brief Description
support people management throughout the enterprise for remuneration policies,
remuneration levels

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Facilitate Allowances & Benefits

Process Context

Brief Description
support people management throughout the enterprise for allowances, benefits,

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Facilitate Occupational Health & Safety

Process Context

Brief Description
support people management throughout the enterprise for occupational health and safety

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Facilitate Equal Employment Opportunity

Process Context

Brief Description
support people management throughout the enterprise for equal employment opportunity

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Facilitate Compensation Guidelines

Process Context

Brief Description
support people management throughout the enterprise for compensation guidelines

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Facilitate Code of Conduct

Process Context

Brief Description
support people management throughout the enterprise for code of conduct

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Facilitate Hiring & Termination Guidelines

Process Context

Brief Description
support people management throughout the enterprise for hiring and termination
guidelines

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Facilitate Employee Satisfaction Measurement & Management

Process Context

Brief Description
support people management throughout the enterprise for employee satisfaction
measurement and management

[Not Available]

Explanatory

Mandatory

Optional

Interactions

1.3.7.3 Workforce Strategy

Figure 294. Workforce Strategy decomposition into level 3 processes

Workforce Strategy

Process Context

Brief Description
Drives overall enterprise workforce strategies, including their development and execution
at the individual business unit level.

Workforce Strategy processes drives overall enterprise workforce strategies, including
their development and execution at the individual business unit level. Workforce Strategy
processes include understanding the requirements of the business and defining the
competencies and skills required of the human resources. The processes define the
requirements for competency modeling, application of profiling, overall job design,
approach to employee satisfaction, etc. These processes create the strategies needed to
ensure that the correct type, quantity and quality of employees will be available in right
locations for future business. These processes, working with all areas of the enterprise,
determine the changes required in the enterprises workforce and the strategies required
to make the necessary changes.

Explanatory

Mandatory

Optional

Interactions

Define Workforce Strategy Requirements

Process Context

Brief Description
understand the requirements of the business; define the requirements for competency
modeling, application of profiling, overall job design, approach to employee satisfaction,
etc.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Create Workforce Strategy

Process Context

Brief Description
define the competencies and skills required of the human resources; create the
strategies needed to ensure that the correct type, quantity and quality of employees will
be available in right locations for future business. and define the competencies and skills
required of the human resources

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Manage Workforce Change

Process Context

Brief Description
determine the changes required in the enterprises workforce and the strategies required
to make the necessary changes, working with all areas of the enterprise

[Not Available]

Explanatory

Mandatory

Optional

Interactions

1.3.7.4 Workforce Development


Figure 295. Workforce Development decomposition into level 3 processes

Workforce Development

Process Context

Brief Description
Develop employees to meet the needs of the business.

Workforce Development processes focus on development of employees to meet the
needs of the business. These processes include competency modeling, skills
assessment, job and employee strength profiling, succession planning, training
development and delivery, career development, work design, employee recruitment, etc.
These processes support both the overall enterprise and the needs of individual business
units or functions.

Explanatory

Mandatory

Optional

Interactions

Apply Competency Modeling

Process Context

Brief Description
Faciliiate development of employees to meet the needs of the business through
competency modeling. These processes support both the overall enterprise and the
needs of individual business units or functions.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Apply Skills Assessment

Process Context

Brief Description
Faciliiate development of employees to meet the needs of the business through skills
assessment. These processes support both the overall enterprise and the needs of
individual business units or functions.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Apply Strength Profiling

Process Context

Brief Description
development of employees to meet the needs of the business through job and employee
strength profiling. These processes support both the overall enterprise and the needs of

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Apply Succession Planning

Process Context

Brief Description
succession planning. These processes support both the overall enterprise and the needs
of individual business units or functions.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Apply Training

Process Context

Brief Description
Faciliiate development of employees to meet the needs of the business through training
development and delivery. These processes support both the overall enterprise and the

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Apply Career Development

Process Context

Brief Description
Faciliiate development of employees to meet the needs of the business through career
development. These processes support both the overall enterprise and the needs of

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Apply Work Design

Process Context

Brief Description
Faciliiate development of employees to meet the needs of the business through work
design. These processes support both the overall enterprise and the needs of individual
business units or functions.

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Apply Employee Recruitment

Process Context

Brief Description
employee recruitment. These processes support both the overall enterprise and the

[Not Available]

Explanatory

Mandatory

Optional

Interactions

1.3.7.5 Employee & Labor Relations
Management

Figure 296. Employee & Labor Relations Management decomposition into level 3 processes

Employee & Labor Relations Management

Process Context

Brief Description
Manage relationships with employees at an enterprise and employee group level.

Employee & Labor Relations Management processes focus on relationships with
employees at an enterprise and employee group level. Labor Relations processes include
definition of terms of employment, labor contracts development, union contract
negotiations, arbitration management, etc. Employee Relations processes cover a variety
of processes, e.g., counseling programs, interface to employee groups, employee
involvement in the community and charities in the name of the company, etc.

Explanatory

Mandatory

Optional

Interactions

Manage Employee Relations

Process Context

Brief Description
Employee Relations processes cover a variety of processes, e.g., counseling programs,
interface to employee groups, employee involvement in the community and charities in
the name of the company, etc. Employee Relations processes focus on relationships with
employees at an enterprise and employee group level

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Manage Labor Relations

Process Context

Brief Description
Labor Relations processes include definition of terms of employment, labor contracts
development, union contract negotiations, arbitration management, etc. Labor Relations
processes focus on relationships with employees at an enterprise and employee group
level

[Not Available]

Explanatory

Mandatory

Optional

Interactions

Index
1
1.1.1.1 CRM - Support & Readiness ................ 51
1.1.1.1.1 Support Customer Interface
Management ................................................. 69
1.1.1.1.10 Manage Customer Inventory ......... 117
1.1.1.1.11 Manage Product Offering Inventory
.................................................................... 123
1.1.1.1.12 Manage Sales Inventory ............... 130
1.1.1.1.13 Support Bill Invoice Management . 137
1.1.1.1.14 Support Bill Payments & Receivables
Management ............................................... 144
1.1.1.1.15 Support Bill Inquiry Handling ......... 148
1.1.1.1.2 Support Order Handling .................... 72
1.1.1.1.3 Support Problem Handling ................ 85
1.1.1.1.5 Support Retention & Loyalty ............. 94
1.1.1.1.6 Support Marketing Fulfillment ........... 97
1.1.1.1.7 Support Selling .................................. 99
1.1.1.1.8 Support Customer QoS/SLA ........... 104
1.1.1.1.9 Manage Campaign .......................... 113
1.1.1.10 Bill Invoice Management .................. 311
1.1.1.10.1 Apply Pricing, Discounting,
Adjustments & Rebates .............................. 316
1.1.1.10.2 Create Customer Bill Invoice ........ 320
1.1.1.10.3 Produce & Distribute Bill ............... 325
1.1.1.11 Bill Payments & Receivables
Management ............................................... 333
1.1.1.11.2 Manage Customer Payments ....... 337
1.1.1.11.3 Manage Customer Debt Collection
.................................................................... 343
1.1.1.12 Bill Inquiry Handling ......................... 352
1.1.1.12.1 Create Customer Bill Inquiry Report
.................................................................... 359
1.1.1.12.2 Assess Customer Bill Inquiry Report
.................................................................... 365
1.1.1.12.3 Authorize Customer Bill Invoice
Adjustment .................................................. 369
1.1.1.12.4 Track & Manage Customer Bill Inquiry
Resolution ................................................... 373
1.1.1.12.5 Report Customer Bill Inquiry ......... 379
1.1.1.13 Charging .......................................... 383
1.1.1.13.4 Manage Customer Charging
Hierarchy .................................................... 388
1.1.1.14 Manage Billing Events ..................... 390
1.1.1.14.1 Enrich Billing Events ..................... 394
1.1.1.14.2 Guide Billing Events ...................... 398
1.1.1.14.3 Mediate Billing Events .................. 400
1.1.1.14.4 Report Billing Event Records ........ 403
1.1.1.15 Manage Balances ............................ 407
1.1.1.2 Customer Interface Management ...... 152
1.1.1.2.1 Manage Contact ............................. 156
1.1.1.2.2 Manage Request (Including Self
Service) ....................................................... 158
1.1.1.2.3 Analyze & Report on Customer ...... 162
1.1.1.2.4 Mediate & Orchestrate Customer
Interactions ................................................. 164
1.1.1.3 Marketing Fulfillment Response ........ 168
1.1.1.3.1 Issue & Distribute Marketing
Collaterals ................................................... 170
1.1.1.3.2 Track Leads .................................... 173
1.1.1.4 Selling ................................................ 176
1.1.1.4.1 Manage Prospect ............................ 183
1.1.1.4.2 Qualify & Educate Customer .......... 187
1.1.1.4.3 Negotiate Sales/Contract ................ 191
1.1.1.4.4 Acquire Customer Data .................. 195
1.1.1.4.5 Cross/Up Selling ............................. 198
1.1.1.4.6 Develop Sales Proposal ................. 201
1.1.1.4.7 Manage Sales Accounts ................. 205
1.1.1.5 Order Handling .................................. 207
1.1.1.5.4 Track & Manage Customer Order
Handling ...................................................... 216
1.1.1.5.5 Complete Customer Order .............. 219
1.1.1.5.6 Issue Customer Orders ................... 222
1.1.1.5.7 Report Customer Order Handling ... 225
1.1.1.6 Problem Handling .............................. 228
1.1.1.6.1 Isolate Customer Problem .............. 235
1.1.1.6.2 Report Customer Problem .............. 239
1.1.1.6.3 Track & Manage Customer Problem
.................................................................... 245
1.1.1.6.4 Close Customer Problem Report .... 250
1.1.1.6.6 Correct & Recover Customer Problem
.................................................................... 252
1.1.1.7 Customer QoS/SLA Management ..... 255
1.1.1.7.1 Assess Customer QoS/SLA
Performance ............................................... 262
1.1.1.7.2 Manage QoS/SLA Violation ............ 267
1.1.1.7.3 Report Customer QoS Performance
.................................................................... 271
1.1.1.7.4 Create Customer QoS Performance
Degradation Report ..................................... 275
1.1.1.7.5 Track & Manage Customer QoS
Performance Resolution ............................. 278
1.1.1.9 Retention & Loyalty ............................ 287
1.1.1.9.1 Establish & Terminate Customer
Relationship ................................................ 292
1.1.1.9.2 Build Customer Insight .................... 297
1.1.1.9.3 Analyze & Manage Customer Risk . 300
1.1.1.9.4 Personalize Customer Profile for
Retention & Loyalty ..................................... 304
1.1.1.9.5 Validate Customer Satisfaction ....... 308
1.1.2.1 SM&O Support & Readiness ............. 411
1.1.2.1.2 Enable Service Configuration &
Activation .................................................... 419
1.1.2.1.3 Support Service Problem Management
.................................................................... 428
1.1.2.1.4 Enable Service Quality Management
.................................................................... 433
1.1.2.2 Service Configuration & Activation ..... 442
1.1.2.2.1 Design Solution ............................... 453
1.1.2.2.10 Recover Service ............................ 482
1.1.2.2.2 Allocate Specific Service Parameters
to Services .................................................. 457
1.1.2.2.3 Track & Manage Service Provisioning
.................................................................... 462
1.1.2.2.4 Implement, Configure & Activate
Service ........................................................ 466
1.1.2.2.5 Test Service End-to-End ................. 470
1.1.2.2.7 Issue Service Orders ...................... 474
1.1.2.2.8 Report Service Provisioning ........... 479
1.1.2.3 Service Problem Management .......... 487
1.1.2.3.1 Create Service Trouble Report ....... 496
1.1.2.3.2 Diagnose Service Problem ............. 501
1.1.2.3.3 Correct & Resolve Service Problem
.................................................................... 506
1.1.2.3.4 Track & Manage Service Problem .. 511
1.1.2.3.5 Report Service Problem .................. 518
1.1.2.3.7 Survey & Analyze Service Problem
.................................................................... 521
1.1.2.4 Service Quality Management............. 527
1.1.2.4.1 Monitor Service Quality ................... 536
1.1.2.4.2 Analyze Service Quality .................. 541
1.1.2.4.3 Improve Service Quality .................. 544
1.1.2.4.4 Report Service Quality Performance
.................................................................... 548
1.1.2.4.5 Create Service Performance
Degradation Report .................................... 551
1.1.2.4.6 Track & Manage Service Quality
1.1.2.5 Service Guiding & Mediation ............. 562
1.1.2.5.1 Mediate Service Usage Records .... 566
1.1.3.1 RM&O Support & Readiness ............. 571
1.1.3.1.1 Enable Resource Provisioning ....... 582
1.1.3.1.2 Enable Resource Performance
Management ............................................... 590
1.1.3.1.3 Support Resource Trouble
Management ............................................... 599
1.1.3.1.4 Enable Resource Data Collection &
Distribution .................................................. 605
1.1.3.1.5 Manage Resource Inventory........... 610
1.1.3.1.7 Manage Logistics ............................ 614
1.1.3.2 Resource Provisioning ....................... 619
1.1.3.2.1 Allocate & Install Resource ............. 630
1.1.3.2.2 Configure & Activate Resource ...... 635
1.1.3.2.3 Test Resource ................................ 639
Provisioning ................................................ 643
1.1.3.2.6 Report Resource Provisioning ........ 647
1.1.3.2.8 Issue Resource Orders ................... 650
1.1.3.2.9 Recover Resource .......................... 654
1.1.3.3 Resource Trouble Management ........ 660
1.1.3.3.1 Survey & Analyze Resource Trouble
.................................................................... 670
1.1.3.3.2 Localize Resource Trouble ............. 676
1.1.3.3.3 Correct & Resolve Resource Trouble
.................................................................... 681
1.1.3.3.4 Track & Manage Resource Trouble 686
1.1.3.3.5 Report Resource Trouble ................ 693
1.1.3.3.7 Create Resource Trouble Report .... 696
1.1.3.4 Resource Performance Management 701
1.1.3.4.1 Monitor Resource Performance ...... 710
1.1.3.4.2 Analyze Resource Performance ..... 714
1.1.3.4.3 Control Resource Performance ...... 718
1.1.3.4.4 Report Resource Performance ....... 721
1.1.3.4.5 Create Resource Performance
Degradation Report ..................................... 724
1.1.3.5 Resource Data Collection & Distribution
.................................................................... 734
1.1.3.5.1 Collect Management Information &
Data............................................................. 738
1.1.3.5.2 Process Management Information &
Data............................................................. 741
1.1.3.5.3 Distribute Management Information &
Data............................................................. 745
1.1.3.6 Resource Mediation & Reporting ....... 749
1.1.3.6.1 Mediate Resource Usage Records . 752
1.1.3.7 Workforce Management ..................... 757
1.1.3.7.1 Manage Schedules & Appointments
.................................................................... 767
1.1.3.7.4 Plan and Forecast Workforce
Management ............................................... 771
1.1.3.7.5 Administer and Configure Workforce
Management ............................................... 775
1.1.3.7.9 Manage Work Order Lifecycle ........ 783
1.1.4.1 S/PRM Support & Readiness ............. 792
1.1.4.1.1 Support S/P Requisition Management
.................................................................... 802
1.1.4.1.2 Support S/P Problem Reporting &
Management ............................................... 808
1.1.4.1.3 Support S/P Performance
Management ............................................... 814
1.1.4.1.4 Support S/P Settlements & Payments
Management ............................................... 819
1.1.4.1.5 Support S/P Interface Management 822
1.1.4.1.6 Manage Supplier/Partner Inventory 826
1.1.4.2 S/P Requisition Management ............ 831
1.1.4.2.1 Select Supplier/Partner ................... 839
1.1.4.2.2 Determine S/P Pre-Requisition
Feasibility .................................................... 842
1.1.4.2.3 Track & Manage S/P Requisition .... 846
1.1.4.2.5 Initiate S/P Requisition Order ......... 853
1.1.4.2.6 Report S/P Requisition ................... 856
1.1.4.2.7 Close S/P Requisition Order ........... 859
1.1.4.3 S/P Problem Reporting & Management
.................................................................... 861
1.1.4.3.1 Initiate S/P Problem Report ............ 868
1.1.4.3.2 Receive S/P Problem Report .......... 871
1.1.4.3.3 Track & Manage S/P Problem
Resolution ................................................... 874
1.1.4.3.4 Report S/P Problem Resolution ...... 880
1.1.4.3.5 Close S/P Problem Report.............. 884
1.1.4.4 S/P Performance Management ......... 886
1.1.4.4.1 Monitor & Control S/P Service
Performance ............................................... 893
1.1.4.4.2 Track & Manage S/P Performance
Resolution ................................................... 896
1.1.4.4.3 Report S/P Performance ................. 901
1.1.4.4.4 Close S/P Performance Degradation
Report ......................................................... 905
1.1.4.4.5 Initiate S/P Performance Degradation
Report ......................................................... 908
1.1.4.5 S/P Settlements & Payments
Management ............................................... 910
1.1.4.6 S/P Interface Management ................ 914
1.1.4.6.1 Manage S/P Requests (Including Self
Service) ....................................................... 918
1.1.4.6.2 Analyze & Report S/P Interactions .. 922
1.1.4.6.3 Mediate & Orchestrate
Supplier/Partner Interactions ...................... 924
1.2.1.1 Market Strategy & Policy .................... 928
1.2.1.1.2 Establish Market Strategy ............... 933
1.2.1.1.3 Establish Market Segments ............ 937
1.2.1.1.4 Link Market Segments & Products .. 940
1.2.1.1.5 Gain Commitment to Marketing
Strategy ....................................................... 943
1.2.1.2 Product & Offer Portfolio Planning ..... 946
1.2.1.2.1 Gather & Analyze Product Information
.................................................................... 950
1.2.1.2.2 Establish Product Portfolio Strategy953
1.2.1.2.3 Produce Product Portfolio Business
Plans ........................................................... 956
1.2.1.2.4 Gain Commitment to Product Business
Plans ........................................................... 964
1.2.1.3 Product & Offer Capability Delivery ... 967
1.2.1.3.1 Define Product Capability
Requirements .............................................. 973
1.2.1.3.2 Capture Product Capability Shortfalls
.................................................................... 976
1.2.1.3.3 Approve Product Business Case .... 979
1.2.1.3.4 Deliver Product Capability ............... 982
1.2.1.3.5 Manage Handover to Product
Operations .................................................. 986
1.2.1.3.6 Manage Product Capability Delivery
Methodology ............................................... 989
1.2.1.4 Marketing Capability Delivery ............ 991
1.2.1.4.1 Define Marketing Capability
Requirements .............................................. 997
1.2.1.4.2 Gain Marketing Capability Approval
.................................................................. 1000
1.2.1.4.3 Deliver Marketing Infrastructure .... 1003
1.2.1.4.4 Manage Handover to Marketing
Operations ................................................ 1006
1.2.1.4.5 Manage Marketing Capability Delivery
Methodology ............................................. 1009
1.2.1.5 Product & Offer Development &
Retirement ................................................ 1012
1.2.1.5.1 Gather & Analyze New Product Ideas
.................................................................. 1020
1.2.1.5.4 Develop Product Commercialization
Strategy .................................................... 1024
1.2.1.5.5 Develop Detailed Product
Specifications............................................ 1026
1.2.1.5.7 Launch New Products ................... 1031
1.2.1.5.8 Manage Product Exit .................... 1034
1.2.1.6 Sales Development .......................... 1038
1.2.1.6.1 Monitor Sales & Channel Best Practice
.................................................................. 1042
1.2.1.6.2 Develop Sales & Channel Proposals
.................................................................. 1044
1.2.1.6.3 Develop New Sales Channels &
Processes ................................................. 1047
1.2.1.7 Product Marketing Communications &
Promotion ................................................. 1051
1.2.1.7.4 Develop Promotional Collateral .... 1057
1.2.1.7.5 Manage Message & Campaign
Delivery ..................................................... 1060
1.2.1.7.6 Monitor Message & Campaign
Effectiveness ............................................ 1062
1.2.2.1 Service Strategy & Planning ............ 1066
1.2.2.1.1 Gather & Analyze Service Information
.................................................................. 1073
1.2.2.1.2 Manage Service Research ........... 1078
1.2.2.1.3 Establish Service Strategy & Goals
.................................................................. 1081
1.2.2.1.4 Define Service Support Strategies 1084
1.2.2.1.5 Produce Service Business Plans .. 1088
1.2.2.1.6 Develop Service Partnership
Requirements ........................................... 1093
Service Strategies .................................... 1096
1.2.2.2 Service Capability Delivery .............. 1099
1.2.2.2.1 Map & Analyze Service Requirements
.................................................................. 1107
1.2.2.2.2 Capture Service Capability Shortfalls
.................................................................. 1110
1.2.2.2.3 Gain Service Capability Investment
Approval .................................................... 1113
1.2.2.2.4 Design Service Capabilities .......... 1117
1.2.2.2.5 Enable Service Support & Operations
.................................................................. 1120
1.2.2.2.7 Manage Handover to Service
Operations ................................................ 1123
1.2.2.3 Service Development & Retirement . 1127
1.2.2.3.1 Gather & Analyze New Service Ideas
.................................................................. 1134
1.2.2.3.3 Develop New Service Business
Proposal .................................................... 1137
1.2.2.3.4 Develop Detailed Service
Specifications ............................................ 1140
1.2.2.3.5 Manage Service Development ...... 1145
1.2.2.3.6 Manage Service Deployment ........ 1149
1.2.2.3.7 Manage Service Exit ..................... 1153
1.2.3.1 Resource Strategy & Planning ......... 1157
1.2.3.1.1 Gather & Analyze Resource
Information ................................................ 1165
1.2.3.1.2 Manage Resource Research ........ 1169
1.2.3.1.3 Establish Resource Strategy &
Architecture ............................................... 1172
1.2.3.1.4 Define Resource Support Strategies
.................................................................. 1176
1.2.3.1.6 Develop Resource Partnership
Requirements ............................................ 1180
Resource Plans ......................................... 1183
1.2.3.2 Resource Capability Delivery ........... 1187
1.2.3.2.1 Map & Analyze Resource
Requirements ............................................ 1194
1.2.3.2.2 Capture Resource Capability Shortfalls
.................................................................. 1197
1.2.3.2.3 Gain Resource Capability Investment
Approval .................................................... 1201
1.2.3.2.4 Design Resource Capabilities ....... 1204
1.2.3.2.5 Enable Resource Support &
Operations ................................................ 1207
1.2.3.2.6 Manage Resource Capability Delivery
.................................................................. 1211
1.2.3.2.7 Manage Handover to Resource
Operations ................................................ 1215
1.2.3.3 Resource Development & Retirement
.................................................................. 1218
1.2.3.3.1 Gather & Analyze New Resource Ideas
.................................................................. 1226
1.2.3.3.3 Develop New Resource Business
Proposal .................................................... 1229
1.2.3.3.4 Develop Detailed Resource
Specifications............................................ 1232
1.2.3.3.5 Manage Resource Development .. 1237
1.2.3.3.6 Manage Resource Deployment .... 1241
1.2.3.3.7 Manage Resource Exit ................. 1245
1.2.4.1 Supply Chain Strategy & Planning .. 1249
1.2.4.1.1 Gather & Analyze Supply Chain
Information ................................................ 1255
1.2.4.1.2 Establish Supply Chain Strategy &
Goals ........................................................ 1259
1.2.4.1.3 Define Supply Chain Support
Strategies .................................................. 1263
1.2.4.1.4 Produce Supply Chain Business Plans
.................................................................. 1267
1.2.4.1.5 Gain Enterprise Commitment to Supply
Chain Plans .............................................. 1270
1.2.4.2 Supply Chain Capability Delivery .... 1274
1.2.4.2.1 Determine the Sourcing Requirements
.................................................................. 1280
1.2.4.2.2 Determine Potential Suppliers/Partners
.................................................................. 1284
1.2.4.2.3 Manage the Tender Process ........ 1286
1.2.4.2.4 Gain Tender Decision Approval .... 1289
1.2.4.2.5 Negotiate Commercial Arrangements
.................................................................. 1294
1.2.4.2.6 Gain Approval for Commercial
Arrangements ........................................... 1296
1.2.4.3 Supply Chain Development & Change
Management ............................................. 1299
1.2.4.3.1 Manage Supplier/Partner Engagement
.................................................................. 1303
1.3.1.1 Strategic Business Planning ............ 1306
1.3.1.2 Business Development .................... 1309
1.3.1.3 Enterprise Architecture Management
.................................................................. 1314
1.3.1.4 Group Enterprise Management ....... 1321
1.3.2.1 Business Continuity Management ... 1325
1.3.2.2 Security Management ...................... 1331
1.3.2.3 Fraud Management .......................... 1341
1.3.2.4 Audit Management ........................... 1344
1.3.2.5 Insurance Management ................... 1350
1.3.2.6 Revenue Assurance Management ... 1354
1.3.2.6.2 Manage Revenue Assurance
Operations ................................................ 1359
1.3.3.3 Program & Project Management ...... 1368
1.3.3.4 Enterprise Performance Assessment
.................................................................. 1373
1.3.4.2 Research Management .................... 1377
1.3.4.3 Technology Scanning ...................... 1380
1.3.5.3 Procurement Management .............. 1384
1.3.6.1 Corporate Communications & Image
Management ............................................. 1389
1.3.6.2 Community Relations Management . 1392
1.3.6.3 Shareholder Relations Management1395
1.3.6.4 Regulatory Management .................. 1398
1.3.6.5 Legal Management .......................... 1401
1.3.6.6 Board & Shares/Securities Management
.................................................................. 1406
1.3.7.1 HR Policies & Practices ................... 1410
1.3.7.3 Workforce Strategy .......................... 1417
1.3.7.4 Workforce Development .................. 1420
1.3.7.5 Employee & Labor Relations
Management ............................................. 1427
A
Abate Alarm Event Records .......................... 674
Abate Service Alarm Event Records ............. 526
Accept Order Handling Infrastructure .............. 78
Acquire Customer Data .......................... 180, 195
Activate Resource .......................................... 639
Activate Service ............................................. 469
Add Billing Event Data ................................... 396
Address Order Handling infrastructure Issues . 79
Adjust Durations ............................................. 774
Administer and Configure Workforce
Management ....................................... 763, 776
Administer Commercial Arrangement for
Production and Distribution Capability ....... 329
Administer Commercial Arrangement for Third
Party Supplier ............................................. 342
Administer Customer Payment Processes .... 147
Administer Human Resources Catalog.......... 779
Administer Organizations Catalog ................. 781
Administer Overdue Invoice Follow-Up ......... 346
Administer Registration and Access .............. 780
Administer the Tender Process ................... 1288
Administer Tools and Materials Catalog ........ 783
Aggregate Information/Data ........................... 744
Aggregate Items For Charging ...................... 386
Aggregate QoS Performance Analysis .......... 108
Agree Marketing Infrastructure Requirements
.................................................................... 999
Agree Product Infrastructure Requirements .. 975
Agree Resource Infrastructure Requirements
.................................................................. 1197
Agree Service Infrastructure Requirements 1109
Agree Service Outages .................................. 110
Allocate & Install Resource .................... 621, 630
Allocate Resource .......................................... 634
Allocate Service Parameters ......................... 461
Allocate Specific Service Parameters to
Services .............................................. 444, 458
Analyze & Manage Customer Risk ........ 290, 301
Analyze & Report on Customer ............. 154, 162
Analyze & Report S/P Interactions ........ 916, 922
Analyze and Decompose Work Order ........... 787
Analyze Bill Inquiry Trend .............................. 150
Analyze Billing Trend ..................................... 142
Analyze Customer Payment Trend ................ 146
Analyze Customer Requests & Contacts....... 163
Analyze Customer Trends ............................. 199
Analyze Detailed Bill Inquiry .......................... 372
Analyze Insurance Cost/Benefits ................. 1352
analyze Market segment purchase and issues
.................................................................... 942
Analyze Message & Campaign Metrics ....... 1065
Analyze new resource requirements ............ 1167
Analyze new service directions/enhance existing
service ....................................................... 1076
Analyze Potential Suppliers/Partners ........... 1285
Analyze Product Information .......................... 952
Analyze Prospect Needs ................................ 185
Analyze QoS Violation ................................... 268
Analyze Resource Classes .......................... 1228
Analyze Resource Performance ............ 704, 715
Analyze S/P Service Performance Data ........ 894
Analyze S/P Settlements & Payments Process
Performance ............................................... 822
Analyze Service Classes .............................. 1136
Analyze service growth ................................ 1077
Analyze Service Quality ......................... 530, 541
Analyze supplier/partner industry ................. 1258
Analyze Supplier/Partner Interactions ............ 923
Analyze to develop new commercial practise
.................................................................. 1257
Analyze to develop new service requirements
.................................................................. 1076
Analyze to develop new/enhance resource
requirements ............................................. 1168
Analyzing S/P Performance Processes's
Performance ............................................... 819
Analyzing S/P Problem Processes Performance
.................................................................... 813
Analyzing S/P Requisition Processes
Performance ............................................... 808
Apply Training ............................................. 1424
Apply Agreed Customer Bill Adjustment ........ 319
Apply Audit Mechanisms Proactively ........... 1349
Apply Career Development .......................... 1425
Apply Competency Modeling ....................... 1422
Apply Employee Recruitment ....................... 1426
Apply Pricing, Discounting, Adjustments &
Rebates ............................................... 313, 317
Apply Pricing, Discounting, Adjustments &
Rebates to Customer Account.................... 318
Apply Rate Level Discounts ........................... 386
Apply Skills Assessment .............................. 1422
Apply Strength Profiling ............................... 1423
Apply Succession Planning ......................... 1424
Apply Work Design ...................................... 1426
Approve Order Handling Procedues ................ 77
Approve Product Business Case ........... 969, 980
Approve Resource Capability Investment ... 1201
Approve Service Capability Investment ....... 1116
Approve Supplier/Partner Engagement ....... 1305
Arrange and Manage Access for S/P to Service
Performance Mgmt. Tools and Processes . 816
Arrange and Manage Access for S/P to Service
Provider Problem Mgmt. Tools and Processes
.................................................................... 810
Arrange and Manage Access from S/P to
Service Provider Provisioning Tools and
Processes ................................................... 803
Arrange and Manage Access to Supplier/Partner
Service Performance Mgmt. Tools and
Processes ................................................... 817
Arrange and Manage Access to Supplier/Partner
Tools and Processes .......................... 804, 811
Arrange Facilities, Tools and Systems to
Support Processes ..................................... 821
Ascertain Customer Requirements ................ 202
Asses impact of service business plan ........ 1091
Assess and Investigate Customer Bill Inquiry 367
Assess and Report Resource Performance
Management Processes ............................. 597
Assess and Report Service Quality Management
Processes ................................................... 440
Assess Customer Bill Inquiry Report ..... 354, 365
Assess Customer Order ................................ 223
Assess Customer QoS/SLA Performance .... 256,
262
Assess Operatonal Activities ....................... 1347
Assess Performance of Existing Products ... 1017
Assess Performance of Existing Resources 1221
Assess Performance of Existing Services ... 1129
Assess Potential Development & Risk ........... 189
Assess Resource Request ............................. 652
Assess Revenue Assurance Trouble ........... 1363
Assess S/P Delivery Capabilities ................... 844
Assess S/P Interface Performance ................ 825
Assess Service Request ................................ 476
Assess Strategic Impacts ............................... 190
Assess Technology Acquisition.................... 1383
Assign Billing Event Price .............................. 397
Assign Customer Bill Inquiry Analysis and
Adjustment Activities ................................... 376
Assign Prospect to Sales Channel ................. 186
Assign Service Provisioning Activity .............. 463
Assign Task .................................................... 789
Assign Task and Dispatch Task (DELETED). 761
Assist Trend Analysis Development .............. 109
Assist with Security Mangement Deployment
.................................................................. 1336
Audit Data Collection & Distribution ............... 738
Audit Management ....................................... 1345
Authorize Credit ............................................. 210
Authorize Customer Bill Invoice Adjustment . 355,
370
Authorize Transaction Based on Balance ...... 411
B
Bill Inquiry Handling ....................................... 352
Bill Invoice Management ................................ 312
Bill Payments & Receivables Management ... 333
Board & Shares/Securities Management ..... 1406
Build Customer Insight ........................... 289, 298
Business Continuity Management ............... 1326
Business Development ................................ 1309
C
Calculate Service/Product Value ................... 389
Cancel Customer Bill Inquiry .......................... 362
Cancel Customer Problem ............................. 247
Cancel Customer QoS Report ....................... 284
Cancel Resource Performance Degradation
Report ......................................................... 731
Cancel Resource Trouble .............................. 690
Cancel S/P Performance Degradation Report
.................................................................... 898
Cancel S/P Problem Report ........................... 876
Cancel S/P Requisition Orders ...................... 848
Cancel Service Performance Degradation
Report ......................................................... 559
Cancel Service Problem ................................ 515
Capacity Plan Order Handling Infrastructure ... 75
Capture & Record Customer Data ................. 197
Capture Marketing Infrastructure Requirements
.................................................................... 998
Capture Product Capability Shortfalls .... 971, 977
Capture Product Capacity Shortfalls .............. 977
Capture Product Infrastructure Requirements
.................................................................... 974
Capture Product Operational Support Shorfalls
.................................................................... 979
Capture Product Performance Shortfalls ....... 978
Capture Resource Capability Shortfalls ...... 1192,
1198
Capture Resource Capacity Shortfalls......... 1199
Capture Resource Demand & Performance
Requirements ........................................... 1196
Capture Resource Operational Support Shorfalls
.................................................................. 1200
Capture Resource Performance Shortfalls .. 1199
Capture Service Capability Shortfalls 1104, 1111
Capture Service Capacity Shortfalls ............ 1111
Capture Service Demand & Performance
Requirements ........................................... 1108
Capture Service Operational Support Shorfalls
.................................................................. 1113
Capture Service Performance Shortfalls ..... 1112
Capture Service Test Results ........................ 473
Capture Sourcing Requirements ................. 1282
Capture Test Results ..................................... 642
Carry out Legal requests .............................. 1403
Carry Out Performance Reviews ................... 266
Charging ......................................................... 384
Check Interface List,Status and Availability ... 824
Check QoS Thresholds Met ........................... 264
Clean-ip & Archive Customer Identifying
Information .................................................. 296
Clear Customer QoS Report Status ............... 286
Clear Resource Performance Degradation
Report Status .............................................. 732
Clear Service Performance Degradation Report
Status .......................................................... 560
Close Customer Bill Inquiry Report ................ 359
Close Customer Order ................................... 214
Close Customer Problem Report ........... 233, 250
Close Customer QoS Performance Degradation
Report ......................................................... 259
Close Request ................................................ 161
Close Resource Order ................................... 626
Close Resource Performance Degradation
Report ......................................................... 709
Close Resource Trouble Report .................... 668
Close Revenue Assurance Trouble Report . 1367
Close S/P Performance Degradation Report 891,
905
Close S/P Problem Report ..................... 867, 884
Close S/P Requisition Order .................. 839, 859
Close Service Order ....................................... 451
Close Service Performance Degradation Report
.................................................................... 535
Close Service Trouble Report ........................ 494
Close Work Order .......................................... 788
Close Work Order (DELETED) ...................... 765
Collect Customer Payment ............................ 340
Collect Customer Personalization Information
.................................................................... 306
Collect Management Information & Data ...... 735,
739
Collect QoS Information ................................. 263
Collect S/P Service Performance Data .......... 894
Collect, Update & Report Resource
Configuration Data (DELETED).................. 629
Commence Resource Recovery .................... 658
Commence Service Recovery ....................... 486
Commit & Approve Cmmercial Arrangements
.................................................................. 1298
Communicate Business Plans ....................... 963
Communicate Community Messaging ......... 1394
Community Relations Management ............. 1392
Complete Customer Bill Inquiry Assessment 368
Complete Customer Order ..................... 212, 219
Complete Resource Recovery ....................... 659
Complete Service Recovery .......................... 486
Configure & Activate Resource .............. 623, 636
Configure Logging and Audit ......................... 782
Configure Resource ....................................... 637
Configure Schedules ..................................... 778
Configure Service .......................................... 468
Configure Skill Catalog .................................. 775
Configure Work Catalog ................................ 777
Confirm Distribution and Clean-up................. 748
Contact Customer (on regular basis) ............. 206
Contact Customer for Feedback .................... 251
Control Customer Inventory Access .............. 120
Control Product Offering Inventory Access ... 127
Control Resource Performance ............. 705, 718
Control Sales Inventory Access ..................... 134
Convert Customer Bill Inquiry ........................ 363
Convert QoS Information ............................... 264
Convert Report To Resource Performance
Degradation Report Format ........................ 726
.................................................................... 700
Convert Report To Service Problem Format 500
Convert Report To Resource Trouble Format698
Convert Report To Service Performance
Degradation Report Format ........................ 554
Convert Report To Service Problem Format .. 498
Convert Resource Usage Records ................ 754
Convert Service Usage Record ..................... 568
Co-ordinate Architecture Review ................. 1320
Co-ordinate Billing Insertion ........................... 326
Co-ordinate Business Activities ................... 1325
Co-ordinate Business Continuity .................. 1327
Coordinate Customer Bill Inquiry Analysis and
Coordinate Customer Problem ...................... 246
Co-ordinate Customer QoS Analysis, Restoratin
& Repair ...................................................... 281
Co-ordinate Enterprise Architecture ............. 1317
Co-ordinate Marketing Capability Delivery ... 1004
Co-ordinate Marketing Operational Handover
.................................................................. 1007
Co-ordinate Product Business Plans ............. 957
Co-ordinate Product Capability Delivery ........ 983
Co-ordinate Product Operational Handover... 987
Co-ordinate Resource Capability Delivery ... 1212
Co-ordinate Resource Operational Handover
.................................................................. 1216
Coordinate Resource Performance ............... 729
Coordinate Resource Provisioning Activity .... 644
Coordinate Resource Trouble ........................ 688
Co-ordinate Service Operational Handover . 1125
Coordinate Service Problem .......................... 513
Coordinate Service Quality ............................ 556
Corporate Communications & Image
Management ............................................. 1389
Correct & Recover Customer Problem .. 234, 252
Correct & Resolve Resource Trouble .... 665, 682
Correct & Resolve Service Problem ...... 491, 507
Correlate Resource Alarm Event Notifications
.................................................................... 673
Correlate Resource Performance Event
Notifications ................................................ 713
Correlate Resource Usage Records .............. 755
Correlate Service Alarm Event Notifications .. 525
Correlate Service Performance Event
Notifications ................................................ 540
Correlate Service Usage Record ................... 569
Correlate the Performance Problem Reports &
Manage Inventory Resitory ......................... 595
Correlate the Service Performance Problem
Reports & Manage Inventory Repository ... 438
Creat Actionable Strategy ............................ 1308
Create Customer Bill Inquiry Report ...... 353, 360
Create Customer Bill Invoice ................. 314, 320
Create Customer Problem Report ................. 233
Create Customer QoS Performance
Degradation Report ............................ 260, 275
Create Customer QoS Report ....................... 276
Create Report ................................................ 602
Create Resource Orders ................................ 652
Create Resource Performance Degradation
Report ................................................. 707, 724
Create Resource Trouble Report ........... 669, 697
Create Revenue Assurance Trouble Report 1362
Create S/P Performance Degration Report ... 909
Create Sales Proposals ............................... 1046
Create Service Orders ................................... 477
Create Service Performance Degradation
Report ................................................. 533, 552
Create Service Trouble Report .............. 489, 497
Create Workforce Strategy .......................... 1419
CRM - Support & Readiness ........................... 51
Cross/Up Selling .................................... 181, 198
Customer Interface Management .................. 152
Customer QoS/SLA Management ................. 255
Customize Marketing Collateral ..................... 173
D
Define Alternative/Customized Solutions ...... 189
Define Audit Mechanims .............................. 1346
Define Audit Policy ....................................... 1346
Define Billing Cycle ........................................ 141
Define Enterprise Performance Measures .. 1374
Define Incident Management policies and
procedures ................................................ 1341
Define Marketing Capability Delivery
Methodology ............................................. 1011
Define Marketing Capability Requirements ... 993,
997
Define Monitoring to Facilitate Security
Management ............................................. 1338
Define overall product portfolios structure ..... 954
Define Processes & Channels ..................... 1050
Define Product Capability Delivery Methodology
.................................................................... 990
Define Product Capability Requirements ...... 968,
973
Define Product Marketing Promotion Strategy
.................................................................. 1052
Define Resource Capability Requirements .. 1205
Define Resource research assesment
methodologies ........................................... 1171
Define Resource Support performance
standards .................................................. 1179
Define Resource support Policies ................ 1178
Define Resource support Principles ............. 1178
Define Resource Support Strategies . 1163, 1177
Define Secuirty Management Policies &
Procedures ................................................ 1335
Define Security Management Analysis ........ 1339
Define Security Management policies &
procedures to facilitate detection incidents
.................................................................. 1340
Define Security Management Prevention .... 1331
Define Service Capability Requirements ..... 1118
Define service research assesment
methodologies ........................................... 1080
Define Service Support performance standards
.................................................................. 1087
Define service support Policies .................... 1086
Define service support Principles ................. 1086
Define Service Support Strategies ..... 1070, 1085
Define Supply Chain Support performance
standards .................................................. 1266
Define Supply chain support Policies .......... 1265
Define Supply Chain support Principles ...... 1264
Define Supply Chain Support Strategies .... 1252,
1264
Define Warehousing Policies ....................... 1386
Define Workforce Strategy Requirements ... 1418
Deleted (1.1.2.2.6) ......................................... 452
Deliver Electronic Invoice .............................. 322
Deliver Invoice Information ............................ 328
Deliver Management Information ................... 740
Deliver Marketing Infrastructure ........... 994, 1003
Deliver Product Capability ..................... 970, 983
Deliver Program/Project Methodologies &
Support ..................................................... 1369
Design & Develop Invoicing Process ............. 143
Design Resource Capabilities ............ 1192, 1204
Design Resource Operational Support Process
Improvements ........................................... 1209
Design Service Capabilities ............... 1105, 1117
Design Service Operational Support Process
Improvements ........................................... 1121
Design Solution ...................................... 443, 453
Detect Change on S/P Inventory Infrastructure
and Update ......................................... 812, 818
Detect impact on S/P Inventory Infrastructure
and Update ................................................. 807
Detect Order Handling infrastructure Shortfalls
...................................................................... 80
Detect Potential Security Threats & Violations
.................................................................. 1337
Determine extent of resource capabilities
sourcing .................................................... 1183
Determine extent of service aspect sourcing
.................................................................. 1095
Determine Automated Bill Adjustment ........... 371
Determine Bill Inquiry Handling Capability .... 149
Determine Bill Invoice Management Capability
.................................................................... 139
Determine Bill Payments & Receivables
Management Capability .............................. 145
Determine Business Value of Potential
Technology ............................................... 1382
Determine Customer Order Feasibility ........... 209
Determine Customer Risk .............................. 303
Determine Potential Suppliers/Partners ...... 1279,
1284
Determine Recipients for Information/Data .... 743
Determine Required Customer Data .............. 196
Determine Resource Availability .................... 632
Determine S/P Pre-Requisition Feasibility .... 834,
843
Determine Service Parameter Availability ...... 459
Determine Support for Customer Requirements
.................................................................... 203
Determine the Sourcing Requirements ....... 1275,
1281
Determine Work Schedule ............................. 769
Develop & Deliver annual/multi year service
business plans .......................................... 1089
Develop & Deliver annual/multi year supply
chain business plans................................. 1268
Develop & Negotiate Non-standard Terms &
Conditions ................................................... 193
Develop and Implement Service Infrastructure
Capacity and Operational Rules and
Procedures .................................................. 423
Develop and Implement Capacity and
Operational Rules and Procedures ............. 585
Develop Concepts for Revenue Streams ..... 1310
Develop Contact ............................................. 158
Develop Contacts & Lleads ............................ 207
Develop Detailed Product Customer Manuals
.................................................................. 1030
Develop Detailed Product Operational
Specifications ............................................ 1029
Develop Detailed Product Performance
Specifications ............................................ 1028
Develop Detailed Product Specifications .... 1015,
1027
Develop Detailed Product Technical
Specifications ............................................ 1028
Develop Detailed Resource Manuals ........... 1236
Develop Detailed Resource Operational
Specifications............................................ 1235
Develop Detailed Resource Specifications . 1222,
1233
Develop Detailed Resource Support
Specifications............................................ 1234
Develop Detailed Resource Technical
Specifications............................................ 1234
Develop Detailed Service Customer Manuals
.................................................................. 1144
Develop Detailed Service Design .................. 456
Develop Detailed Service Operational
Specifications............................................ 1143
Develop Detailed Service Specifications .... 1130,
1141
Develop Detailed Service Support Specifications
.................................................................. 1142
Develop Detailed Service Technical
Specifications............................................ 1142
Develop External Relationships ................... 1049
Develop Logistics/Transport Policies ........... 1386
Develop Marketing Capability Business Case
.................................................................. 1001
Develop Message & Campaign Metrics....... 1063
Develop New Opportunity Concepts............ 1023
Develop New Product Business Proposal ... 1015
Develop New Resource Business Proposal1221,
1230
........................................................ 1041, 1048
Develop New Service Business Proposal .. 1129,
1138
Develop Outline Market Strategy ................... 959
Develop Overall Service Design .................... 455
Develop Product & Campaign Message ...... 1053
Develop Product Business Case ................... 981
Develop Product Commercialization Case .. 1025
........................................................ 1018, 1024
Develop Product Operational Requirements . 962
Develop Product Performance Requirements961
Develop Product Portfolio Forecasts ............. 958
Develop Product Pricing Strategy .................. 960
Develop Product Transition Strategies ........ 1036
Develop Promotional Collateral ......... 1055, 1057
Develop Proposal against Customer
Requirements .............................................. 204
Develop Requred Processes & Procedures1147,
1239
Develop Resource Business Proposal ......... 1231
Develop Resource Capability Investment
Proposals .................................................. 1203
........................................................ 1164, 1180
Develop Resource Recovery Plan ................. 656
Develop resource Strategy........................... 1174
Develop Resource Supplier/Partner Operational
Support ..................................................... 1244
Develop Revenue/Cost Projections ............... 960
Develop Sales & Channel Proposals . 1040, 1045
Develop Sales & Channel Requirements ..... 1043
Develop Sales Proposal ......................... 182, 201
........................................................ 1148, 1240
Develop Service Business Proposal ............ 1139
Develop Service Capability Investment
Proposals ............................. 1115, 1291, 1293
Develop Service Classes ................... 1137, 1229
Develop Service Implementation Plan ........... 455
Develop Service Improvement Plans ............. 547
........................................................ 1072, 1093
Develop Service Recovery Plan .................... 484
Develop Service Strategy ............................. 1083
Develop Service Supplier/Partner Operational
Support ..................................................... 1152
Develop Service Test Plans ........................... 473
Develop Service Transition Strategies ........ 1156,
1248
Develop Stock/Inventory Management Policies
.................................................................. 1387
Develop Supply Chain Strategy ................... 1261
Develop Test Plans ........................................ 641
Diagnose Service Problem .................... 490, 501
Dispatch Task ................................................ 791
Distribute Billing Event ................................... 399
Distribute Customer Problem Management
Reports & Summaries ................................ 242
Distribute Customer Problem Notifications .... 241
Distribute Customer QoS/SLA Management
Distribute Information/Data ............................ 747
Distribute Management Information & Data . 737,
746
Distribute Management Reports & Summaries
.................................................................... 695
Distribute Notifications ................................... 695
Distribute Resource Order Notification .......... 648
Distribute Resource Provisioning Reports ..... 649
Distribute Resource Quality Management
Distribute S/P Performance Management
Reports ....................................................... 904
Distribute S/P Performance Management
Summaries .................................................. 904
Distribute Service Order Notification.............. 481
Distribute Service Problem Management
Distribute Service Problem Notifications ....... 520
Distribute Service Provisioning Reports ........ 481
Distribute Service Quality Management Reports
& Summaries .............................................. 551
E
Edit Billing Event ............................................ 402
Employee & Labor Relations Management . 1428
............................................................ 577, 605
............................................................ 574, 591
Enable Resource Provisioning ............... 572, 582
Enable Resource Support & Operations ..... 1190,
1208
Enable Service Configuration & Activation ... 414,
420
Enable Service Quality Management ..... 417, 434
Enable Service Support & Operations ........ 1102,
1120
Engage External Product Suppliers ............... 285
Engage External Resource Suppliers ............ 733
Engage External Service Suppliers248, 517, 561
Engaging External Suppliers .......................... 692
Enrich Billing Events .............................. 391, 395
Ensure Billing Event Usage............................ 399
Ensure Campaign Support ............................. 114
Ensure Community Visibility......................... 1393
Ensure Consistent Risk Analysis ................... 302
Ensure Customer Interface Capability ............. 70
Ensure Customer Inventory Data Quality ...... 121
Ensure Customer Personalization Opportunities
.................................................................... 307
Ensure Customer QoS/SLA Capability .......... 106
Ensure Legala Compliance .......................... 1403
Ensure Marketing Capability Benefits .......... 1005
Ensure Marketing Fulfillment Capability ........... 98
Ensure Marketing Handover Support ........... 1009
Ensure Order Handling Capability ................... 74
Ensure Product Capability Benefits &
Operational Costs ....................................... 985
Ensure Product Handover Support ................ 988
Ensure Product Offering Inventory Data Quality
.................................................................... 128
Ensure Product Offering Operation .................. 87
Ensure Regulatory Compliance ................... 1399
Ensure Resource Capability Quality ............ 1213
Ensure Resource Handover Support ........... 1218
Ensure Retention & Loyalty Capability ............. 95
Ensure Risk Analysis Basis............................ 301
Ensure Sales Inventory Data Quality ............. 134
Ensure Selling Capability ............................... 101
Ensure Service Handover Support .............. 1126
Enterprise Architecture Management .......... 1315
Enterprise Performance Assessment .......... 1373
Escalate S/P Performance Degradation Report
.................................................................... 899
Escalate S/P Problem Resolution .................. 877
Escalate S/P Requisition Orders ................... 849
Escalate/End Customer Problem ................... 248
Escalate/End Customer QoS Report ............. 284
Escalate/End Resource Performance
Escalate/End Resource Trouble .................... 690
Escalate/End Service Performance Degradation
Report ......................................................... 559
Escalate/End Service Problem ...................... 515
Establish & Maintain Bill Invoice Format ....... 139
Establish & Manage Bill Production Cycle ..... 327
Establish & Manage Commercial Debt Recovery
Arrangement ............................................... 349
Establish & Manage Customer Debt Profiles 348
............................................................ 288, 293
Establish and Maintain Performance Threshold
Standards ................................................... 436
Establish and Maintain Performance Treshold
Standards ................................................... 593
Establish Availability with S/P Inventory ........ 844
Establish Market Participation ....................... 934
Establish Market Segments ................... 930, 937
Establish Market Strategy ...................... 931, 933
Establish Market Strategy Objectives ............ 935
Establish Negotiating Strategy ..................... 1295
Establish New Customer Identity ................... 295
Establish Product Portfolio Strategy ...... 948, 954
Establish Resource Capability Sourcing ...... 1214
Establish Resource delivery goals ............... 1175
Establish resource implementation policies . 1176
Establish Resource strategy ........................ 1173
........................................................ 1160, 1173
Establish Service goals ................................ 1084
Establish service strategy ............................ 1082
Establish Service Strategy & Goals ... 1069, 1082
Establish Supply chain delivery goals .......... 1262
Establish Supply Chain implementation policies
.................................................................. 1262
Establish Supply Chain Strategy .................. 1260
Establish Supply Chain Strategy & Goals ... 1251,
1259
Establish Warehouse and Manage Spares
Including S/P ............................................... 603
Establish, Maintain and Manage the Support
Plans ................................................... 439, 596
Establish, Manage, and Develop Organization,
Tools and Processes .................................. 584
Establish, Manage, and Develop Service
Infrastructure Organization, Tools and
Processes ................................................... 422
Estimate Time For Restoring Resource ........ 700
Estimate Time For Restoring Resource ......... 699
Estimate Time For Restoring Service ............ 499
Evaluate External Technology ..................... 1382
Evaluate Marketing Leads.............................. 175
Evaluate Operational Activities .................... 1348
Evaluate R&D Business Value ..................... 1378
Evaluate S/P Against Business Needs .......... 845
F
Facilitate Compensation Guidelines ........... 1414
Facilitate Allowances & Benefits .................. 1412
Facilitate Code of Conduct ........................... 1415
Facilitate Employee Satisfaction Measurement &
Management ............................................. 1416
Facilitate Equal Employment Opportunity .... 1414
Facilitate Hiring & Termination Guidelines ... 1416
Facilitate Negotiation & Implementation of
Potential Mergers & Acquisitions .............. 1314
Facilitate Occupational Health & Safety ....... 1413
Facilitate Performance Appraisal ................. 1411
Facilitate Remuneration Policies & Levels .. 1412
File Trariffs ................................................... 1401
Filter Information/Data ................................... 743
Filter Resource Alarm Event Notifications ..... 672
Filter Service Alarm Event Notifications......... 524
Finalize Sourcing Requirements .................. 1283
Focus or Broaden Customer Base .............. 1311
Follow-up QoS Violation Action ..................... 270
Forecast commercial transaction volumes and
sourcing demand ...................................... 1269
Forecast Demand .......................................... 772
Forecast Order Handling Requirements .......... 75
Forecast service demand & capture new
oppurtunities ............................................. 1090
Forecast Workforce Availability ..................... 774
Format Information/Data ................................ 745
Forward S/P Problem Notification .................. 873
Fraud Management...................................... 1343
Fraud Operations Support ........................... 1344
Fraud Policy Management ........................... 1342
G
........................................................ 1280, 1297
Gain Business Plan Commitment and Approval
.................................................................... 962
Gain Commitment to Marketing Strategy ..... 931,
943
............................................................ 950, 964
Gain Enterprise Commitment to Market Strategy
.................................................................... 945
Gain Enterprise Commitment to Product
Business plans ........................................... 966
........................................................ 1162, 1184
Gain Enterprise Commitment to resource
strategy and resource plans .................... 1186
Gain Enterprise Commitment to Service
Strategies ........................................ 1073, 1096
Gain Enterprise Commitment to service strategy
and servic plans ....................................... 1098
Gain Enterprise Commitment to Supply Chain
Plans ............................................... 1254, 1271
Gain Enterprise Commitment to supply chain
sourcing strategy and business plans ..... 1273
Gain Market Strategy Stakeholder approval .. 945
Gain Marketing Capability Approval ..... 993, 1000
Gain Marketing Capability Business Case
Approval .................................................... 1002
Gain Product Business Case Approval .......... 981
Gain Product Business plans Stakeholders
approval ...................................................... 965
Gain Product Commercialization Case Approval
.................................................................. 1026
Gain Resource Business Proposal Approval
.................................................................. 1232
........................................................ 1189, 1202
Gain resource strategy and resource plans
Stakeholders approval .............................. 1185
Gain Sales Proposals Approval ................... 1047
Gain Service & Operational Agreements
Approval .......................................... 1149, 1241
Gain Service Business Proposal Approval .. 1140
............................................. 1101, 1114, 1292
Gain service strategy and servic plans
Stakeholders approval .............................. 1098
Gain supply chain sourcing strategy and
business plans Stakeholders approval .... 1272
Gain Tender Decision Approval ......... 1277, 1290
Gather & Analyze Market Information ............ 929
Gather & Analyze New Product Ideas1014, 1021
Gather & Analyze New Resource Ideas ..... 1220,
1226
Gather & Analyze New Service Ideas 1128, 1134
Gather & Analyze Product Information .. 947, 951
Gather & Analyze Resource Information .... 1159,
1166
Gather & Analyze Service Information ........ 1067,
1074
........................................................ 1251, 1255
Gather Customer Information ........................ 299
Gather Product Ideas ................................... 1022
Gather Product Information ........................... 952
Gather Resource Information ............ 1166, 1227
Gather Service Information ................ 1075, 1135
Gather Supplier/Partner Request .................. 919
Gather supply chain information Information
.................................................................. 1256
Generate Billing Event Report ....................... 405
Generate Customer Bill Inquiry ...................... 361
Generate Customer Problem Management
Reports ....................................................... 242
Generate Resource Performance Degradation
Problem ...................................................... 725
Generate Resource Trouble .......................... 698
Generate S/P Problem Peport ....................... 869
Generate S/P Problem Resolution Management
Reports ....................................................... 882
Generate S/P Requisition Order .................... 854
Generate Service Performance Degradation
Problem ...................................................... 553
Generate Service Problem ............................ 498
Generate Supplier/Partner Interactions Report
.................................................................... 923
Group Enterprise Management ................... 1321
Guide Billing Events ............................... 392, 398
Guide Resource Usage Records ................... 564
Guide Supplier/Partner Requests .................. 920
H
Handle Community Contacts ....................... 1395
Handle Marketing Collateral Distributution .... 172
Handle Pending Regulations ....................... 1400
Handle Request ............................................. 160
Harmonize Processes & Communication
Systems across Business Units ............... 1323
HR Policies & Practices ............................... 1410
I
Identfy Resource Support Groups, Skills &
Training ..................................................... 1209
Identfy Resource Support Requirements ..... 1210
Identfy Service Support Groups, Skills &
Training ..................................................... 1122
Identfy Service Support Requirements ........ 1123
Identify & Report to Stakeholders ................ 1297
Identify Contact .............................................. 157
Identify Contact Changes and Update ........... 825
Identify Customer Bill Inquiry Root Cause ..... 368
Identify Customer Interactions Data Formats 165
Identify Customer Inventory Shortcomings .... 123
Identify Data Collection Issues and Report .... 609
Identify Enterpise areas to meet market startegy
objectives .................................................... 936
Identify Impacted Product Customers .......... 1036
Identify Impacted Service Customers 1155, 1247
Identify Insurable Risks ................................ 1351
Identify Issues and Provide Reports .............. 830
Identify Logistic Issues and Provide and
Reports ....................................................... 619
Identify logistics for new service capability
introduction ............................................... 1092
Identify Market Segments .............................. 938
Identify Opportunities and Requirements ..... 1022
Identify Outspourcing Opportunities ............. 1312
Identify Overdue Invoice ................................ 345
Identify potential new product families for market
segments .................................................... 942
Identify Potential Solutions ............................. 185
Identify Product Issues ................................. 1032
Identify Product Offering Inventory Shortcomings
.................................................................... 129
Identify Relevant Customer Inventory
Information .................................................. 118
Identify Relevant Product Offering Inventory
Information .................................................. 125
Identify Relevant Sales Inventory Information132
Identify Repository Issues and Provide and
Repors and Warnings ................................. 613
Identify Requred Processes & Procedures . 1146,
1238
Identify Risk Management Treatment ............ 303
Identify Sales Inventory Shortcomings .......... 136
Identify Stakeholders to Market Strategy ....... 944
Identify Stakeholders to Product Business plans
.................................................................... 965
Identify Stakeholders to Resource strategy and
resource plans .......................................... 1185
Identify Stakeholders to service strategy and
service plans ............................................. 1097
Identify Stakeholders to supply chain sourcing
strategy and business plans ..................... 1272
Identify Supplier/Partner ................................ 841
Identify Supplier/Partner Interactions Data
Formats ....................................................... 925
Identify the requirements for resource
capabilities ................................................ 1181
Identify the requirements for service aspects
.................................................................. 1094
Identify timetables for new service capability
introduction ............................................... 1091
Identify Unviable Products ........................... 1035
Identify Unviable Services ................. 1155, 1247
implement product portfolio management
functions ..................................................... 955
Implement Resource ...................................... 638
Implement Resource Trouble Work Arounds 685
Implement Service ......................................... 469
Implement Service Problem Work Arounds ... 509
Implement, Configure & Activate Service ..... 447,
467
Improve Service Quality ......................... 531, 544
Indentify alternative sourcing oppurtunities . 1270
Inform Cuustomer on QoS Impacts ............... 270
Initialize after-sales processes ....................... 311
Initiate Corrective Actions .............................. 895
Initiate Customer Debt Recovery Activities ... 350
Initiate S/P Customer Bill Inquiry Resolution
Request ....................................................... 378
............................................................ 888, 908
Initiate S/P Problem Report.................... 863, 869
Initiate S/P Requisition Order ................. 837, 853
Install and Commission Resource ................. 635
Instantiate Resource Performance Controls .. 719
Instantiate Resource Trouble Controls .......... 720
Insurance Management ............................... 1350
Intercept Events/Information .......................... 740
Investigate Billing Event Related Problem ..... 405
Investigate Potential Mergers & Acquisitions
.................................................................. 1313
Investigate Potential Security Threats &
Violations .................................................. 1338
Invoke Support Resource Trouble Management
Processes ................................................... 685
Invoke Support Service Problem Management
Processes ................................................... 510
Isolate Customer Problem ...................... 230, 236
Isolate Unit with Fault ..................................... 683
Issue & Distribute Marketing Collaterals 169, 171
Issue Customer Order .................................... 224
Issue Customer Orders .......................... 212, 222
Issue Customer Problem Management
Summaries .................................................. 244
Issue Resource Orders .......................... 627, 650
Issue S/P Performance Degration Report ...... 910
Issue S/P Problem Report .............................. 870
Issue S/P Problem Resolution Management
Summaries .................................................. 882
Issue S/P Requisition Order ........................... 855
Issue Service Orders .............................. 448, 475
Issue Settlement Notice & Payment .............. 914
Issue Work Order ........................................... 784
Issue Work Order (DELETED) ....................... 766
L
Launch New Products ........................ 1016, 1031
Legal Management ...................................... 1402
Link consumption profiles & available product
families ........................................................ 941
Link Market Segments & Products ........ 932, 940
Localize Resource Trouble .................... 664, 676
Log Product Offering Analysis Results .......... 110
M
Maintain Bill Customers List .......................... 140
Maintain Customer Inventory facilities ........... 119
Maintain Overview of Product Offering Quality
.................................................................... 265
Maintain Product Offering Inventory facilities 126
Maintain Product Offering Performance
Threshold Standards .................................. 107
Maintain Sales Inventory facilities .................. 132
Manage Enterprise Architecture Methodology
.................................................................. 1316
Manage S/P Inventory Repository ................ 828
Manage & Administer Architecture Repositories
.................................................................. 1318
Manage Account ............................................ 912
Manage administration of resource research
.................................................................. 1171
Manage administration of service research . 1080
Manage Aged Customer Debt Portfolio ......... 351
Manage and Administer S/P Inventory .......... 828
Manage and Adminiter Resource Data
Collection and Distribution .......................... 607
Manage Appointments ................................... 770
Manage Architecture Skillsets ..................... 1319
Manage Back-End Bank Account .................. 342
Manage Balance Containers ......................... 410
Manage Balance Operations ......................... 409
Manage Balance Policies .............................. 408
Manage Balances .......................................... 407
Manage Billing Events ................................... 390
Manage Billing Policy ..................................... 150
Manage Board Related Activities ................. 1407
Manage Business Continuity Methodologies
.................................................................. 1330
Manage Campaign ................................... 60, 114
Manage Capital/Equity Activities .................. 1409
Manage Channel Capability ......................... 1061
Manage Channel Resources ....................... 1061
Manage Collateral Delivery .......................... 1059
Manage Collateral Production ...................... 1058
Manage Commissioning of New Resource
Infrastructure ............................................. 1214
Manage Contact ..................................... 153, 156
Manage Corporate Procurement & Logistics
Policies ...................................................... 1385
Manage Customer Information...................... 220
Manage Customer Interaction ....................... 221
Manage Customer Billing ............................... 334
Manage Customer Charging Hierarchy . 387, 388
Manage Customer Debt Collection ........ 336, 344
Manage Customer Inventory .................... 61, 117
Manage Customer Inventory Capture ............ 120
Manage Customer Invoice Archive ................ 324
Manage Customer Order ............................... 217
Manage Customer Order Status Notification . 227
Manage Customer Payment Plan .................. 339
Manage Customer Payments................. 335, 338
Manage Customer QoS/SLA Management
Notification .................................................. 112
Manage Distribution ....................................... 747
Manage Employee Relations ....................... 1428
Manage Employee Share Plans .................. 1397
Manage Enterprise Architectuer Toolsets and
Associated Standards ............................... 1317
Manage Enterprise Performance Data ........ 1375
Manage External Survet Companies ........... 1376
Manage Funding & Cross-Subsidies across
Business Units .......................................... 1323
Manage Goods Acceptance & Handling ...... 1388
Manage Handover to Marketing Operations . 995,
1006
Manage Handover to Product Operations .... 972,
986
Manage Handover to Resource Operations1191,
1215
Manage Handover to Service Operations .. 1103,
1124
Manage Insuramce Porrtfolio ....................... 1353
Manage Investment for Business Development
.................................................................. 1324
Manage Labor Relations .............................. 1429
Manage Legal Actions ................................. 1405
Manage Logistics ................................... 580, 615
Manage Market Segments outcome .............. 938
Manage Marketing Capability Delivery
Methodology ..................................... 996, 1010
Manage Message & Campaign Delivery .... 1055,
1060
Manage Messaging...................................... 1391
Manage Negotiations ................................... 1295
Manage Order Handling Notification................ 84
Manage Order Handling Organizational
Changes ....................................................... 76
Manage Orders .............................................. 617
Manage Overdue Invoice Payment ............... 347
Manage Paper and Envelope Availability ...... 330
Manage Physical Production & Distribution
Quality ......................................................... 331
Manage Proactive Security Management .... 1333
Manage Problem Handling Notification ........... 92
Manage Process & Channel Coordination .. 1049
Manage Product Capability Delivery
Methodology ....................................... 970, 989
Manage Product Development .................... 1019
Manage Product Exit ......................... 1019, 1034
Manage Product Exit Process ..................... 1037
Manage Product Handover .......................... 1033
Manage Product Improvements ................... 1033
Manage Product Offering Inventory ......... 62, 124
Manage Product Offering Inventory Capture . 127
Manage Product Offering Maintenenance
Programs ...................................................... 90
Manage Product Restoration ......................... 253
Manage Production Run to Create Bill ........... 331
Manage Program/Project Management Metrics
.................................................................. 1372
Manage Program/Project Management
Repository ................................................. 1371
Manage Program/Project Management Skill
Sets ........................................................... 1371
Manage Prospect ................................... 177, 184
Manage QoS/SLA Violation ................... 257, 267
Manage R&D Investment ............................. 1379
Manage R&D Program Actvities .................. 1380
Manage Reactive Security Management ..... 1336
Manage Request (Including Self Service) ..... 153,
159
Manage Reservations .................................... 770
Manage Resource Acceptance Testing ....... 1245
Manage Resource Alarm Event Notifications 672
Manage Resource Capability Delivery ........ 1193,
1211
Manage Resource Data Storage Facilities and
Associated Processes................................. 608
Manage Resource Deployment ......... 1224, 1242
Manage Resource Development ....... 1223, 1237
Manage Resource Exit ....................... 1225, 1246
Manage Resource Infrastructure, Provisioning
and Preventive Maintenance Schedules .... 601
Manage Resource Inventory .................. 579, 610
Manage Resource Inventory Database and
Processes ................................................... 611
Manage Resource Operational Staff Training
.................................................................. 1243
Manage Resource Performance Data ........... 712
.................................................................... 596
Schedules ................................................... 717
Manage Resource Process & Procedure
Implementation ......................................... 1243
Manage Resource Provisioning Activity ........ 646
Manage Resource Research ............. 1163, 1169
Manage resource research investigations ... 1170
Manage Resource Trouble & Performance Data
Collection .................................................... 600
Manage Revenue Assurance Operations ... 1357,
1360
Manage Revenue Assurance Policy Framework
.................................................................. 1356
Manage S/P Performance Degradation Report
.................................................................... 899
Manage S/P Problem Resolution ................... 877
............................................................ 916, 918
Manage S/P Requisition Order Status
Notification .................................................. 857
Manage S/P Requisition Orders .................... 850
Manage Sales Accounts ........................ 183, 205
Manage Sales Channels ................................ 102
Manage Sales Inventory .......................... 64, 131
Manage Sales Inventory Capture .................. 133
Manage Sales Leads ..................................... 103
Manage Schedules & Appointments...... 760, 768
Manage Service Acceptance Testing .......... 1153
Manage Service Alarm Event Notifications ... 523
Manage Service Capability Delivery ............ 1106
Manage Service Deployment ............. 1132, 1150
Manage Service Development ........... 1131, 1145
Manage Service Exit .......................... 1133, 1154
Manage Service Exit Process ............ 1157, 1249
Manage Service Improvement Notification and
Authorization ............................................... 546
Manage Service Infrastructure, Provisioning and
Preventive Maintenance Schedules ........... 430
Manage Service Inventory ............................. 413
Manage Service Operational Staff Training . 1151
.................................................................... 439
Schedules ................................................... 543
Manage Service Performance Quality Data ... 538
Manage Service Problem & Performance Data
Collection .................................................... 429
Manage Service Process & Procedure
Implementation ......................................... 1151
Manage Service Provisioning Activity ............ 465
Manage Service Research ................. 1068, 1078
Manage service research investigations ...... 1079
Manage Service Restoration .......................... 509
Manage Share/Stock Registry ..................... 1409
Manage Shareholder Relations ................... 1397
Manage Shares/Securities ........................... 1408
Manage Spokespeople ................................ 1391
Manage Standby Resource Units .................. 684
Manage Supplier/Partner Engagement ....... 1300,
1303
Manage Supplier/Partner Inventory ....... 800, 826
Manage Supplier/Partner Termination ......... 1302
Manage Supply Chain Contract Variation .... 1301
Manage the Tender Process .............. 1276, 1287
Manage Warehousing .................................... 616
Manage Work Order Lifecycle ............... 757, 785
Manage Workforce Change ......................... 1420
Map & Analyze Resource Requirements .... 1188,
1195
Map & Analyze Service Requirements ....... 1100,
1107
Mark Resource Order for Special Handling ... 653
Mark S/P performance Degradation Report as
closed .......................................................... 907
mark S/P problem Report as closed .............. 886
Mark S/P Requisition Order As Closed .......... 861
Mark Service Order for Special Handling ....... 478
Market Strategy & Policy ................................ 928
Marketing Capability Delivery......................... 992
Marketing Fulfillment Response ..................... 168
............................................................ 155, 165
Mediate & Orchestrate Supplier/Partner
Interactions ......................................... 917, 925
Mediate Billing Events ........................... 393, 401
Mediate Customer Interactions ...................... 167
Mediate Resource Usage Records ........ 750, 752
Mediate Service Usage Records ........... 563, 566
Mediate Supplier/Partner Interactions ........... 927
Modify Campaign ........................................... 116
Modify Customer Bill Inquiry .......................... 361
Modify Customer QoS Report ........................ 277
Modify Customer QoS Report Information .... 282
Modify Customer QoS Report Status ............ 283
Modify Information-S/P Performance
Degradation Reports .................................. 897
Modify Information-S/P Requisition Orders ... 848
Modify Message & Campaign ...................... 1065
Modify S/P Problem Report ........................... 875
Monitor industry supplier/partner ................ 1258
Monitor & Control S/P Service Performance 892,
893
Monitor & Manage Regulatory Issues.... 435, 592
Monitor and Analyse Resource Performance
Reports, and Identify Issues ....................... 594
Monitor and Analyse Service Performance
Reports, and Identify Issues ....................... 437
Monitor and Report S/P Performance Issues and
Provide Recommendations ....................... 817
Monitor Customer Bill Inquiries ...................... 381
Monitor Customer Bill Inquiry Jeopardy Status
.................................................................... 378
Monitor Customer Order Status ..................... 226
Monitor Customer Problem ............................ 240
Monitor Customer Problem Jeopardy Status . 249
Monitor Customer QoS Report Status ........... 272
Monitor Industry Trends for Security
Management ............................................. 1334
Monitor Jeopardy Status- Open S/P
Performance Degradation Reports ............. 900
Monitor Jeopardy Status- Open S/P Requisition
Orders ......................................................... 851
........................................................ 1056, 1063
Monitor Message & Campaign Metrics ........ 1064
Monitor Product Offerings .............................. 106
Monitor Resource Order Status ..................... 648
Monitor Resource Performance ............. 703, 710
Monitor Resource Performance Degradation
Report ......................................................... 722
Monitor Resource Trouble .............................. 694
Monitor Revenue Assurance Controls ......... 1361
Monitor S/P Performance ............................... 903
Monitor S/P Problem Jeopardy Status ........... 878
Monitor S/P Problem Resolution .................... 881
Monitor S/P Requisition Order Status ............ 857
Monitor Sales & Channel Best Practice ...... 1039,
1042
Monitor Sales & Channel Practices ............. 1044
Monitor Service Order Status ......................... 480
Monitor Service Performance Degradation
Report ......................................................... 549
Monitor Service Problem ................................ 519
Monitor Service Quality .......................... 529, 537
Monitor status- all open S/P performance
degradation report ....................................... 906
monitor status- all open S/P problem report .. 885
Monitor Status- All Open S/P Requisition Order
.................................................................... 860
Monitor Supplier/Partner Engagement ......... 1304
Monitor, Report and Release Mgmt. of Resource
Infrastructure and Capacity Utilization ........ 587
Monitor, Report and Release Mgmt. of Service
Infrastructure and Capacity Utilization ........ 425
Monitor, Report for S/P Performance and
Provide Recommendations ........................ 812
Monitoring Product Offering Performance
Analyses ..................................................... 108
Monitoring S/P Requested Infrastructure
Deployment ................................................. 806
N
Negotiate & Approve Invoice.......................... 913
Negotiate Commercial Arrangements 1278, 1294
Negotiate Product Business Plan Resources 958
Negotiate Sales/Contract ....................... 179, 191
Negotiate Standard Terms & Conditions ....... 192
Normalize Resource Usage Records ............ 753
Normalize Service Usage Record .................. 568
Notify Changes on Customer QoS Report Status
.................................................................... 273
Notify- Cleared Status of S/P Performance
Notify- Cleared Status of S/P Requisition Orders
.................................................................... 852
Notify Customer Problem ............................... 243
Notify Legal Environment Changes ............. 1405
Notify S/P Problem Cleared ........................... 879
Notify S/P Problem Resolution ...................... 883
Notify T&M Root Cause Customer Problem .. 238
Notify T&M Root Cause Resource Trouble ... 680
Notify T&M Root Cause Service Problem...... 505
O
Obtain Billing Events ...................................... 317
Obtain Customer Agreement ......................... 194
Optimize Existing Resource Infrastructure
Utilization .................................................... 588
Optimize Existing Service Infrastructure
Utilization .................................................... 426
Orchestrate Customer Interactions ................ 166
Orchestrate Supplier/Partner interactions ..... 926
Order Handling ............................................... 208
P
Perform Service Infrastructure Acceptance Test
and Address & Monitor the Change ........... 423
Perform Acceptance Test and Address &
Monitor the Change .................................... 586
Perform Audit Tests ............................... 612, 829
Perform Final Service Test ............................ 516
Perform Final Test ......................................... 691
Perform First in Service Testing .................... 514
Perform First in Testing ................................. 689
Perform Rating ............................................... 385
Perform Specific Customer Problem Diagnostics
.................................................................... 237
Perform Specific Customer Problem Tests .... 238
Perform Specific Resource Performance
Diagnostics ................................................. 716
Perform Specific Resource Trouble Diagnostics
.................................................................... 678
Perform Specific Resource Trouble Tests ..... 678
Perform Specific Service Performance
Diagnostics ................................................. 542
Perform Specific Service Problem Diagnostics
.................................................................... 503
Perform Specific Service Problem Tests ....... 504
Personalize Customer Profile for Retention &
Loyalty ................................................. 290, 304
Plan & Forcast Resource Infrastructure
Requirements and Manage Capacity Planing.
.................................................................... 584
Plan & Forcast Service Infrastructure
Requirements and Manage Capacity Planing.
.................................................................... 421
Plan and Forecast Workforce Management . 762,
773
Plan Business Continuity ............................. 1328
Plan Infrastructure Recovery........................ 1329
Plan Serious Incident Management ............. 1329
Plann & Implement Cross-Business Unit
Operation .................................................. 1322
Prepare Supplier/Partner Interaction response
.................................................................... 921
Prepare/Follow-up for Performance Reviews 266
Problem Handling ........................................... 228
Process Management Information & Data .... 736,
742
Procurement Management........................... 1384
Produce & Distribute Bill ........................ 315, 325
Produce Product Portfolio Business Plans ... 949,
956
Produce Resource Business Plans .............. 1161
Produce Service Business Plans ....... 1071, 1088
Produce Supply Chain Business Plans ...... 1253,
1267
Product & Offer Capability Delivery ............... 967
Product & Offer Development & Retirement 1013
Product & Offer Portfolio Planning ................. 946
........................................................ 1147, 1239
Product Marketing Communications &
Promotion ................................................. 1051
Program & Project Management ................. 1369
Program-manage Strategy Implementation . 1308
Promote Desired Corporate mage ............... 1390
Provide Customer Bill Inquiry Change
Notification .................................................. 382
Provide Customer Personalization Information
.................................................................... 306
Provide Insurance Advice ............................ 1353
Provide Legal Advice ................................... 1404
Provide Management Reports ....................... 382
Provide Reference Source for Standard
Operating Environment ............................. 1319
Provide Request Status ................................. 160
Provide Resource Recovery Proposal
Notification .................................................. 657
Provide Service Recovery Proposal Notification
.................................................................... 484
Provide Strategic Business Direction........... 1307
Provide Support for RTM and SPM Processes
.................................................................... 604
Provide Support for Service Problem Processes
.................................................................... 432
Provide Supporting Procedures and Quality
Management Support ......................... 441, 598
Q
Qualify Opportunity ................................ 178, 188
R
Rate Usage Records (DELETED) ................. 565
Reassign / Reconfigure Failed Service.......... 508
Reassign / Reconfigure Service or Service
Parameters ................................................. 545
Rebalance Order Handling Infrastructure
Utilization ...................................................... 81
Receive & Accept S/P Requisition ................. 836
Receive & Assess Invoice .............................. 912
Receive PO & Issue Orders (DELETED) ....... 215
Receive S/P Problem Notification .................. 872
Receive S/P Problem Report ................. 864, 871
Recommend Appropriate Offerings ............... 200
recommend Resource partnership ............... 1182
Recommend Service Partnership ................ 1095
Reconcile Customer Payment ....................... 341
Record Customer Bill Invoice Adjustment ...... 372
Record Resource Performance Data ............. 713
Record Service Performance Quality Data .... 539
Recover Resource ................................. 628, 655
Recover Service ..................................... 451, 483
Recover Specific Resource ............................ 659
Reformat Billing Event .................................... 402
Regulatory Management .............................. 1399
Release Resource .......................................... 633
Release Service Parameter ........................... 460
Remove Duplicate Resource Usage Records756
Remove Duplicate Service Usage Record ..... 570
Remove Order Handling Infrastructure ............ 81
Render & Format Invoice ............................... 321
Repair / Replace Failed Resource ................ 683
Report Audits ............................................... 1348
Report Balanced Scorecard, etc .................. 1376
Report Billing Event Records ................. 394, 404
Report Campaign Effectiveness .................... 116
Report Constraints to Other Processes ......... 550
Report Customer Bill Inquiry .................. 358, 380
Report Customer Information ......................... 299
Report Customer Order Handling .......... 214, 225
Report Customer Order Status ...................... 227
Report Customer Problem ..................... 230, 239
Report Customer QoS Performance ...... 261, 272
Report Customer Requests & Contacts ........ 163
Report Marketing Infrastructure Requirements
.................................................................... 999
Report on Work Order ................................... 790
Report Order Handling Infrastructure Capacity 82
Report Order Handling Infrastructure
Deployment Process Capability.................... 83
Report Product Infrastructure Requirements . 975
Report Product Offering Trend Analysis .......... 91
Report Product Restoration Results .............. 254
Report Resource Performance .............. 706, 721
Report Resource Provisioning ............... 626, 647
Report Resource Trouble ...................... 667, 693
Report Resource Usage Records .................. 751
Report Revenue Assurance ......................... 1366
Report S/P Performance ........................ 890, 902
Report S/P Problem Resolution ............. 866, 880
Report S/P Requisition .......................... 838, 856
Report S/P Requisition Order Status ............. 858
Report Service Infrastructure Requirements 1109
Report Service Problem ......................... 493, 518
Report Service Problem Trends .................... 431
Report Service Provisioning .................. 450, 479
Report Service Quality Performance ..... 532, 548
Report Service Usage Records ..................... 564
Report Workforce Management ..................... 764
Reporting - Specific Market Segments .......... 939
Reporting S/P Deployment Capability ........... 806
Request Additional Bill Inquiry Information .... 364
Request Product Offering Data Collection ....... 88
Request Product Offering Performance Testing
...................................................................... 89
Request Provisioning Intervention ................... 90
Request Resource Recovery Authorization ... 657
Request S/P Performance Degradation Report
Creation and Update .................................. 729
Request Service Performance Degradation
Report Creation and Update ............... 281, 557
Request Service Recovery Authorization ...... 485
Requst Cancellation of Customer QoS Report
.................................................................... 278
Research Management ................................ 1378
Reserve Resource ......................................... 632
Reserve Service Parameters ......................... 460
Resolve Revenue Assurance Trouble ......... 1364
Resource Capability Delivery ....................... 1187
Resource Data Collection & Distribution ........ 734
Resource Development & Retirement ......... 1219
Resource Mediation & Reporting ................... 749
Resource Performance Management ............ 702
Resource Provisioning ................................... 620
Resource Strategy & Planning ..................... 1158
Resource Trouble Management .................... 661
Retention & Loyalty ........................................ 287
Revenue Assurance Management ............... 1354
Review Supplier/Partner Engagement ......... 1305
RM&O Support & Readiness ......................... 571
Roll-out Order Handling Infrastructure ............. 79
S
S/P Interface Management ............................ 915
S/P Performance Management ...................... 887
S/P Problem Reporting & Management ......... 862
S/P Requisition Management ........................ 832
S/P Settlements & Payments Management ... 911
S/PRM Support & Readiness ......................... 792
Sales Development ...................................... 1038
Schedule Customer Bill Inquiry Analysis and
Schedule Routine Resource Trouble Tests ... 680
Schedule Routine Service Problem Tests ..... 504
Security Management .................................. 1332
Select Message & Campaign Channels ...... 1054
Select most appropriate Supplier/partner ...... 841
Select Program/Project Management Support
Tools ......................................................... 1370
Select Resource Capability Suppliers/Partners
.................................................................. 1207
Select Service Capability Suppliers/Partners
.................................................................. 1119
Select Supplier/Partner .......................... 833, 840
Selling ............................................................ 177
Service Capability Delivery .......................... 1100
Service Configuration & Activation ................ 442
Service Development & Retirement............. 1127
Service Guiding & Mediation ......................... 562
Service Problem Management ...................... 487
Service Quality Management ......................... 528
Service Strategy & Planning ........................ 1066
Shareholder Relations Management ........... 1396
Short List Potential Suppliers/Partners ........ 1286
SM&O Support & Readiness ......................... 412
Specify Resource Capability Infrastructure . 1206
Specify Service Capability Infrastructure ..... 1118
Specify the Tender Process ......................... 1288
Stop And Start Audit On Resources .............. 679
Stop And Start Audit On Services.................. 505
Strategic Business Planning ........................ 1306
Supervise S/P Rollout & and Report S/P
Capacity ...................................................... 805
Supply Chain Capability Delivery ................. 1274
Supply Chain Development & Change
Management ............................................. 1299
Supply Chain Strategy & Planning ............... 1250
Support Bill Inquiry Handling ................... 67, 148
Support Bill Invoice Management ............ 65, 137
Support Bill Payments & Receivables
Management ......................................... 66, 144
Support Billing & Collections (DELETED) ....... 68
Support Billing Event Related Process .......... 406
Support Customer Interface Management 52, 69
Support Customer QoS/SLA .................... 59, 104
Support Market Strategy ................................ 935
Support Marketing Fulfillment .................... 57, 97
Support Order Handling ............................. 53, 72
Support Order Handling Infrastructure
Deployment ................................................... 77
Support Problem Handling ......................... 55, 86
Support Resource Trouble Management ...... 576,
599
Support Retention & Loyalty ...................... 56, 94
Support Revenue Assurance Operations .... 1358
Support S/P Interface Management ....... 799, 823
Support S/P Performance Management 797, 814
............................................................ 795, 809
Support S/P Requisition Management ... 794, 802
Support S/P Settlements & Payments
Management ....................................... 798, 820
Support Selling ......................................... 58, 100
Support Service & Specific Instance Rating .. 418
Support Service Problem Management . 416, 428
Survey & Analyze Resource Trouble ..... 662, 670
Survey & Analyze Service Problem ....... 495, 522
T
Take QoS Violation Action ............................. 269
Technology Scanning ................................... 1381
Terminate Customer Relatoinship ................. 295
Test Resource ........................................ 624, 640
Test Service ................................................... 472
Test Service End-to-End ........................ 448, 471
Test Specific Resources ................................ 641
Track & Manage Customer Bill Inquiry
Resolution ........................................... 356, 374
Track & Manage Customer Order Handling .. 211,
216
Track & Manage Customer Problem ...... 231, 245
Track & Manage Customer QoS Performance
Resolution ........................................... 258, 279
Track & Manage Resource Performance
Resolution ........................................... 708, 727
Track & Manage Resource Provisioning 624, 643
Track & Manage Resource Trouble ....... 666, 687
Track & Manage Revenue Assurance Trouble
Resolution ................................................. 1365
............................................................ 889, 896
Track & Manage S/P Problem Resolution .... 865,
874
Track & Manage S/P Requisition ........... 835, 846
Track & Manage Service Problem ......... 492, 511
Track & Manage Service Provisioning ... 445, 462
Track & Manage Service Quality Performance
Resolution ........................................... 534, 555
Track & Manage Work Order (DELETED) ..... 762
Track & Report Prospect ............................... 187
Track & Supervise the Rollout of new and/or
Modified Infrastructure ........................ 424, 587
Track and Manage Work Order ..................... 786
Track and Monitor Logistics and Manage
Resource Inventory .................................... 618
Track and Monitor Resource Repository
Capabilities ................................................. 613
Track and Monitor S/P Inventory ................... 830
Track Customer Inventory Usage .................. 122
Track Customer Order ................................... 218
Track Customer QoS/SLA Management Process
Capability .................................................... 111
Track Leads ........................................... 170, 174
Track Marketing Capability Business Case
Costs ......................................................... 1005
Track Marketing Leads .................................. 175
Track Problem Handling Process Capability ... 92
Track Product Capability Business Case Costs
.................................................................... 984
Track Product Offering Inventory Usage ....... 129
Track Resource Provisioning Activity ............ 645
Track S/P Requisition Orders ........................ 851
Track Sales Inventory Usage ......................... 135
Track Service Provisioning Activity ................ 464
Track Third-Party Order Handling Infrastructure
Deployment................................................... 83
Track, Monitor and Manage RTM Processes
Including S/P ............................................... 603
Track, Monitor and Manage Service Problem
Processes ................................................... 432
Track, Monitor and Report Resource
Provisioning ........................................ 426, 589
Track, Monitor and Report Resource Data
Collection Processes and Capabilities....... 608
Trigger Defined Action ................................... 675
Trigger Defined Service Alarm Action ............ 526
U
Undertake Campaign Trend Analysis ............ 115
Undertake Customer Contacts Trend Analysis 71
Undertake Marketing Fulfillment Trend Analysis
...................................................................... 98
Undertake Order Handling Trend Analysis ...... 85
Undertake Performance Trend Analysis 436, 594
Undertake Problem Handling Trend Analysis .. 93
Undertake Product Offering Trend Analysis .... 88
Undertake QoS/SLA Performance Trend
Analysis ....................................................... 112
Undertake Retention & Loyalty Trend Analysis96
Undertake Selling Trend Analysis .................. 103
Update Customer QoS Report with Analysis
Results ........................................................ 280
Update First in Resource Testing Results ..... 730
Update First in Service Testing Results ......... 558
Update Inventory Record ............................... 589
Update Service Inventory Record .................. 427
V
Vaildate Customer Satisfaction ...................... 310
Validate Customer Satisfaction .............. 291, 308
Validate Marketing Infrastructure Design ... 1008,
1011
Validate Product Infrastructure Design .. 987, 991
Validate Resource Infrastructure Design ..... 1217
Validate Resource Usage Records ................ 753
Validate Service Infrastructure Design ........ 1125
Validate Service Usage Record ..................... 567
Validate Solution Predicted/Expected Value . 309
Verify Customer Bill Inquiry ........................... 366
Verify Customer Identify ................................ 294
Verify Invoice Quality ..................................... 323
Verify Product Configuration .......................... 236
Verify Resource Configuration ....................... 677
Verify Service Configuration .......................... 502
W
Workforce Development .............................. 1421
Workforce Management ................................ 758
Workforce Management Schedule ................ 767
Workforce Strategy ...................................... 1417

Administrative Appendix

This Appendix provides additional background material about the TM Forum
and this document.
Acknowledgments

This release of the Business Process Framework is the result of the combined
efforts of a large group of individuals from companies all over the world. Most
noteworthy is the participation of numerous service providers. The knowledge
and commitment in providing contributions and participating in discussions are
greatly appreciated. Contributors over the program leading to previous
Business Process Framework/eTOM releases were acknowledged in those
documents
With the move to management of the Business Process Framework under the
TM Forum Change Control Group it has become difficult to list all those
involved in the ongoing work, but thanks are due to all of those concerned.
Particular thanks and acknowledgement to the Business Process Framework
Team Co-chairs: John Wilmes, Progress Software, who has steered much of
the ongoing work program through to this Release; Wenjie (Jerry) Zhu,
Huawei, who has linked the extensive Charging & Billing work into the
Framework; and Gary Bonneau, Cox Communications, who has linked the
developing view of Cable into the Framework to expand its scope of
application.
Also, Deena Freed, Casewise, has provided enormous help and support as
Model Manager, and also publishes the work in this document and other forms
this is analogous to the traditional role of editor but with more sophisticated
tools and techniques to increase flexibility, which is most welcome.
The team looks forward to continued input and involvement for ongoing work
on the Process Framework.
Document History
Version History

Version Number Date Modified Modified by: Description of
changes
Version 9.0 August 2010 Mike Kelly Process updates
affecting the Billing

Release History

Release Number Date Modified Modified by: Description of
changes
9.0 August 2010 Mike Kelly See Release Notes
for details
11.5 (note: release
numbering adjusted
in line with
- - note: this release did
not update the core
& Revenue
Management
column in
Operations, reflecting
updates from the
separate Revenue
Management Team
Version 9.1 August 2010 Alicja Kawecki Updated Notice,
minor cosmetic
corrections for web
posting and ME
Version 9.2 September 2010 Mike Kelly Small correction, to
fix the Process IDs
for L3s within
1.1.1.15 Manage
Balances,
Version 9.3 April 2011 Alicja Kawecki Updated to reflect
TM Forum Approved
status
Version 12.1 April 2012 Deena Freed/ Mike
Kelly
Merging of Level 4
detail and updates
Version 12.2 April 2012 Mike Kelly Corrected header
and additional
explanatory text in
Introduction
Version 12.2a April 2012 Deena Freed/ Mike
Kelly
Corrected omitted
process context text,
etc.
Version 12.3 April 2012 Alicja Kawecki Minor cosmetic
changes prior to
posting for Member
Evaluation
Frameworx) Framework Model
12.0 April 2012 Deena Freed/ Mike
Kelly
New Release

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