eTOM 3.

0
Business Process Framework

Mike Kelly, TMF

Enrico Ronco
System Integrator
enrico.ronco@tilab.com
Mike Richter
Enterprise Process Architect
michael.richter@team.telstra.com
eTOM Support Manager
mkelly@tmforum.org
Debbie Deland, TMF
Executive Director
ddeland@tmforum.org

©TeleManagement Forum February 2002

 Purpose of these Slides

• Provide overview of the eTOM Business

Process Framework Release 3.0
• Provide update on eTOM Business Process
Framework progress and next steps
• Show how eTOM is being applied

2 ©TeleManagement Forum June 2002

 eTOM Release 2.0
• eTOM Release 3.0 approved by members
in May
– More detailed process modeling in progress
• BUT…
– eTOM already in use!
– Model structure represents huge effort to
harmonize the needs of SPs and others
– Basis for building specific business scenarios
SPs need an ebusiness enhanced TOM
framework that is common across the industry

3 ©TeleManagement Forum June 2002

 Why an eTOM?

• Service Providers are driving for a common eTOM

industry framework that:
– Addresses ebusiness opportunities
– Broadens TOM to a total enterprise model
– Reflects the increased complexity in service provider
business relationships
– Evolves processes to support convergence of information
and communications services and technologies
– Highlights customer control and self-management
– Supports operations processes with strategic and
lifecycle processes
– Accommodates need for operations support processes
– Uses more systematic and accepted process
methodologies
– Provides the linkage to the NGOSS™ program, including
implementation of solutions with real products
4 ©TeleManagement Forum June 2002
 A Brief History of eTOM

– 1995 – 1998: development of TOM (Telecom

Operations Map)
– 1999: stabilization of TOM
– 2000 – 2001: evolution of TOM towards eTOM
– May 2001: eTOM v1.0 for TMF Members Evaluation
– October 2001: eTOM v2.5 for TMF Public Evaluation
– March 2002: eTOM Executive Summary Released
– May 2002: eTOM 3.0 TM Forum Member Approved
– May 2002: eTOM GB921A Released to Members

5 ©TeleManagement Forum June 2002

 TOM - the Telecom Operations Map
Customer
•Operations Focused
•At core of eTOM Customer Interface Management Processes

Information Systems Management Processes

Customer Invoicing
Order Problem
Sales QoS and
Handling Handling
Management Collections
Customer Care Processes

Service Service Service

Service Rating and
Planning and Problem Quality
Configuration Discounting
Development Management Management
Service Development and Operations Processes

Network Network Network

Network Network Data
Planning and Inventory Maintenance &
Provisioning Management
Development Management Restoration
Network and Systems Management Processes

Network Element Management Processes

Physical Resource and Information Technology

6 ©TeleManagement Forum June 2002

 Linkage to NGOSS™

• eTOM provides the NGOSS

Business View
• eTOM processes, flows and
information are input as
requirements to the NGOSS
System View
• Direct Linkage from eTOM
through Shared
Information/Data and
Systems Integration Model
• Feedback from the NGOSS
development cycle is used to
validate the eTOM
• eTOM Team aims to work with
other Teams (e.g. BAC/SDM)
• eTOM has already
participated in NGOSS ‘Proof
of Concept’ work

7 ©TeleManagement Forum June 2002

The eBusiness Value Network

Customer

Intermediary Enterprise Complementor

Supplier

Source: P. Keen and M. McDonald, The eProcess Edge, Osborne/McGraw-Hill, Berkeley, 2000

8 ©TeleManagement Forum June 2002

 eTOM Business Relationship Context Model

• End of dotcom boom,

does NOT mean
ebusiness implementation Customer Complementary
Provider
is not critical

Service Provider Third

Party
Service
Intermediary Provider

• Implementing for the

revenue increase,
productivity increase and Function or
cost savings opportunities Process
• More complex business Supplier
Hardware,
relationships for SPs Software,
• Many interesting Solution,
combinations etc.
Vendors

9 ©TeleManagement Forum June 2002

 eTOM Business Concepts
• eTOM focus is on the customer and includes the core processes
that directly support the Customer (F, A, B)
• eTOM Framework has an Operations Support and Readiness (OSR)
grouping alongside FAB
– Back-office vs. front-office
– OSR enables FAB to be real-time and effective
• eTOM Framework has a Strategy, Infrastructure & Product (SIP)
grouping
– Strategy & Commit
– Infrastructure Lifecycle Management
– Product Lifecycle Management
• eTOM Framework integrates processes occurring within the
Enterprise with those of Partners and Suppliers
• eTOM Framework has an Enterprise Management grouping for the
remaining corporate Service Provider processes
10 ©TeleManagement Forum June 2002
 eTOM Framework and Process
Implementation Concepts
• Separation of the Product view from the Service View
• eTOM Framework is organized in “Horizontal” and “Vertical”
process groupings, as views into the same detailed processes
• eTOM Framework positions entities with which the Enterprise
interacts
• eTOM Framework uses hierarchical decomposition as the basis of
the process modeling
• Process Elements in the eTOM Framework represent every
business process used by the Enterprise
• eTOM Framework clearly defines each Process Element
• Process Elements can be included in more than one Vertical End-
to-End Process Grouping
• eTOM Processes are defined as generically as possible to support
all Products, Services and Channels that are used within the
Enterprise

11 ©TeleManagement Forum June 2002

 Process Flow Concepts

To develop process flows...

• All processes are decomposed on a functional basis to

the level where process flow threads can be defined
• Each Service Provider can choose to implement their
process flows differently, with ‘mix-and-match’ from the
eTOM processes
• The eTOM process flows and decompositions are
designed to link input, process element and output, and
to provide high-level definition of information
requirements and business rules

12 ©TeleManagement Forum June 2002

 The
eTOM Business Process Framework
V 3.0

13 ©TeleManagement Forum June 2002

eTOM Business Process Framework Conceptual
Structure

Customer
Strategy,
Infrastructure & Operations
Product

Market, Product and Customer

Service

Resource
(Application, Computing and Network)

Supplier/Partner

Suppliers/Partners

Enterprise Management

Shareholders Employees Other Stakeholders

14 ©TeleManagement Forum June 2002

 The Operations area

• “FAB” is still the core of the

Operations area Operations
Operations Fulfillment Assurance Billing
Support &
• Operations Support & Readiness
Customer Relationship Management
Readiness is separated
from FAB
Service Management & Operations

• “OPS” also supports

functional process Resource Management & Operations
(Application, Computing and Network)

groupings shown as
horizontal layers Supplier/Partner Relationship Management

15 ©TeleManagement Forum June 2002

 The Strategy, Infrastructure & Product
area

• “SIP” encompasses
strategy and lifecycle Strategy, Infrastructure & Product
management processes in
Strategy & Infrastructure Product
support of operations Commit Lifecycle Lifecycle
Management Management
– Strategy & Commit
– Infrastructure Lifecycle Marketing & Offer Management

Management
– Product Lifecycle
Service Development & Management
Management

• “SIP” also has functional Resource Development & Management

(Application, Computing and Network)
groupings, aligned with
those in “OPS”
Supply Chain Development & Management

16 ©TeleManagement Forum June 2002

 The Enterprise Management area

•Enterprise Management not a focus for TM Forum

•EM processes common to any business

Enterprise Management

Brand Disaster
Stakeholder &
Strategic & Management, Recovery,
External
Enterprise Market Security &
Relations
Planning Research Fraud
Management
& Advertising Management

Research & Enterprise Quality

Financial & Human Management,
Development,
Asset Resources Process & IT
Technology Planning &
Management Management
Acquisition Architecture

17 ©TeleManagement Forum June 2002

 eTOM “Level 0”
CEO Level View
Customer
Strategy, Infrastructure & Product Operations
Strategy & Infrastructure Product Operations Fulfillment Assurance Billing
Commit Lifecycle Lifecycle Support &
Management Management Readiness

Marketing & Offer Management Customer Relationship Management

Service Development & Management Service Management & Operations

Resource Development & Management Resource Management & Operations

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

Supply Chain Development & Management Supplier/Partner Relationship Management

Enterprise Strategic & Brand Management, Stakeholder & External Disaster Recovery,
Management Enterprise Market Research & Relations Management Security & Fraud
Planning Advertising Management
Research &
Financial & Asset Human Resources Development, Enterprise Quality
Management Management Technology Management, Process & IT
Acquisition Planning & Architecture
18 ©TeleManagement Forum June 2002
 eTOM and Beyond

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 eTOM Current Activity
• Subteams (process area decompositions and/or flows)
– Service Assurance
• links with WSM work
– Customer Relationship Management
• Billing-related and non billing-related
– Supplier/Partner Relationship Management
• also how to address “Partner Relationship Management”
– Resource Management
• detail and integration for Network/Application/Computing
• links with EML debate and SID work
– End2End Flows
• Service Assurance, Fulfillment, Billing
– Harmonization of OS&R/FAB split
– Information specifications (with SID)
– Support to eTOM use within Catalysts/E2E NGOSS projects
• GB921A in member review process—Next levels of detail for
selected areas per above
20 ©TeleManagement Forum June 2002
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21 ©TeleManagement Forum June 2002