You are on page 1of 44

E

TOM AND NGOSS

Agenda

 CHALLENGES IN PRESENT TELECOM INDUSTRY  NGOSS  WHO NEEDS NGOSS

)

Challenges in Present Telecom Industry

Demand
• • • Bandwidth New, innovative services Need to be connected

Technology
• Packet networks

Value Chain

• Growth of the Internet • Declining prices

Build, Operate, and Maintain Network

Develop Products, Services, and Support Capabilities

Market and Sell Services, Provide Customer Care

Deregulation
• Liberalization across markets and services

Competition
• • Entry of multiple competitors Greater specialization

NGOSS: What is it?
 NGOSS is the industry’s only true standard for development and deployment of easy-to integrate, flexible, easy-to-manage OSS/BSS components. NGOSS defines for service providers and their suppliers a comprehensive, integrated framework for developing, procuring, and deploying operational and business support systems and software. NGOSS is provided as a set of documents that make up a toolkit of industry-agreed specifications and guidelines that cover key business and technical areas, and a defined methodology for use of the tools.

NGOSS uses a “Lifecycle” approach to development of management systems, based on clear definition of business processes, specification and architecting software, and systems to automate those processes, and compliance of those systems against NGOSS test criteria

NGOSS – New Generation OSS
STEP 1. Define the Business Challenge

STEP 2. Architect the Business Solution

NGOSS Supporting Tools

STEP 4. Execute the Business Solution

STEP 3. Implement the Business Solution

NGOSS – New Generation OSS
STEP 1. Define the Business Challenge

STEP 2. Architect the Business Solution

NGOSS Supporting Tools

STEP 4. Execute the Business Solution

STEP 3. Implement the Business Solution

NGOSS – New Generation OSS
STEP 1. Define the Business Challenge

STEP 2. Architect the Business Solution

NGOSS Supporting Tools

STEP 4. Execute the Business Solution

STEP 3. Implement the Business Solution

NGOSS – New Generation OSS
STEP 1. Define the Business Challenge

STEP 2. Architect the Business Solution

NGOSS Supporting Tools

STEP 4. Execute the Business Solution

STEP 3. Implement the Business Solution

NGOSS – New Generation OSS
STEP 1. Define the Business Challenge

STEP 2. Architect the Business Solution

NGOSS Supporting Tools

STEP 4. Execute the Business Solution

STEP 3. Implement the Business Solution

Who Needs NGOSS
SERVICE PROVIDERS

NETWORK EQUIPMENT VENDORS

NGOSS

OSS/BSS SERVICE PROVIDERS

INTEGRATORS

SYSTEM

Agenda

   

HISTORY OF ETOM TELECOM OPERATIONS MAP (TOM) ETOM ETOM BUSINESS PROCESS MODEL

Brief History of eTOM
– 1995 – 1999: original TOM (Telecom Operations Map) developed

– 2000 – 2001:
– 2001 - 2002: – May 2002:

evolution of TOM towards eTOM
eTOM v1.0, and v2.0 developed eTOM v3.0 is TMF Approved Submission of eTOM to ITU-T

“e” for enhanced

– end 2002:
– Sept 2003: – Q3/Q4 2003:  Mar 2004:  Apr 2004:

Updates to core eTOM released to Members
eTOM v3.5/v3.6 released for evaluation eTOM v4.0 is TMF Approved ITU-T adopts eTOM as a formal standard

Further eTOM work areas being developed ….

Telecom Operations Map (TOM)
 The eTOM is based on the Telecom Operations Map (TOM), which is a high-level reference process model for Operations and Management in a modern telecommunications company.  TOM was developed to drive consensus around the processes, inputs, outputs and activities required for service providers operations management.  TOM also provides the definition of common terms concerning operations processes, sub-processes and the activities performed within each. Common terminology makes it easier for Service Providers to negotiate with Customers, third party Suppliers, and other Service Providers.

TOM – Business Process Model

Evolution of TOM into eTOM
Customer
Business Management

TMN Layers correspond with TOM horizontals

Customer Interface Management Processes
Information Systems Management Processes

Sales

Order Handling

Problem Handling

Customer QoS Management

Invoicing and Collections

Customer Care Processes

Service Management
Network Management

Service Planning and Development

Service Configuration

Service Problem Management

Service Quality Management

Rating and Discounting

Service Development and Operations Processes

Element Management

Network Planning and Development

Network Provisioning

Network Inventory Management

Network Maintenance & Restoration

Network Data Management

Network and Systems Management Processes Network Element Management Processes Physical Resource and Information Technology

TOM processes are captured in “FAB” area of eTOM Operations
Customer
Strategy, Infrastructure & Product Strategy & Commit Infrastructure Lifecycle Management Product Lifecycle Management Operations Operations Support & Readiness Fulfillment Assurance Billing

Marketing & Offer Management

Customer Relationship Management

Service Development & Management

Service Management & Operations

Resource Development & Management (Application, Computing and Network)

Resource Management & Operations (Application, Computing and Network)

Supply Chain Development & Management

Supplier/Partner Relationship Management

eTOM maps the NGOSS Business View

Enterprise Management Strategic & Enterprise Planning Enterprise Risk Management Enterprise Effectiveness Management Knowledge & Research Management

Financial & Asset Management

Stakeholder & External Relations Management

Human Resources Management

Need For Evolution of TOM into eTOM
 Although the TOM has been extremely successful, it is necessary to evolve it to accommodate and anticipate industry changes, and the needs of organizations participating on this work. In order to comply with the NGOSS™ initiatives, it is critical that TOM evolved into a framework that integrated e-Business and Internet opportunities. There was a necessity to expand the TOM to a total enterprise business process framework. TOM did not sufficiently address e-business impacts on the business environment and business drivers, the need for ebusiness integrated processes, nor the increased complexity of service provider business relationships.

eTOM: What is It?
 The enhanced Telecom Operations Map (eTOM) is a business process model or framework that describes all the enterprise processes required for a service provider, and analyzes these to different levels of detail according to their significance and priority for the business.  This is an initiative of TeleManagement Forum.  A particular strength of eTOM as a business process framework is that it is an essential part of the TM Forum NGOSS™ (New Generation Operations Systems and Software)  The eTOM provides the NGOSS™ business view, which is the driver for a development leading to the specification of system requirements and implementation, followed by an operational solution to solve the business problem.

eTOM – Business Process Model (Level 0)

Basic Process Areas
 Operations Process Area
 Called the heart of eTOM.  Includes operations processes that support the customer operations and management and ones that enable direct customer operations with customer.  Includes both day-to-day and operations support and readiness processes.

Strategy, Infrastructure & Product Process Area
 Includes processes that develops strategy, commit to the firm, build infrastructure, develop and manage products, and that develop and manage the Supply Chain.  It includes the infrastructure required to support functional processes, e.g. CRM.

Enterprise Management Process Area
 Includes basic business processes required to run any business.  Focus on Enterprise Level processes, goals and objectives.  Processes have interfaces with almost every other process in the enterprise, whether operational, product or infrastructure processes.  Sometimes considered as Corporate Functions and/or Processes, e.g. Financial Management, Human Resources Management processes, etc.

Functional Areas
 Market Product and Customer Processes
 Includes those dealing with sales and channel management, marketing management, and product and offer management  Also includes Customer Relationship Management and Ordering, Problem Handling, SLA Management and Billing.

Service Processes
 Includes those dealing with Service Development and Configuration, Service Problem Management and Quality Analysis and Rating.

Resource Processes
 Includes those dealing with development and management of the firm's infrastructure, whether related to products and services, or to supporting the enterprise itself.

Supplier/ Partner Processes
 Includes those dealing with the firm’s interaction with its suppliers and partners.  Involves both processes that manage the Supply Chain that underpins product and infrastructure.

Major Entities
 Customers
 The Service Providers sells to them

Suppliers/ Partners
 The Service Providers buys from them or co-operates with them

Shareholders
 The Service Providers obtains financial resources from them

Employees
 The Service Providers obtains their services to execute the processes of the enterprise

Other Stakeholders
 Includes Regulators, Media, Local Community, Government, Labor Unions, Competitors, etc.

Agenda

   

ETOM

CEO LEVEL VIEW OPERATIONS PROCESSES STRATEGY,INFRASTRUCTURE & PRODUCT PROCESSES ENTERPRISE MANAGEMENT PROCESSES

eTOM – Business Process Model (CEO Level)
Customer
Strategy, Infrastructure & Product
Strategy & Commit Infrastructure Lifecycle Management Product Lifecycle Management

Operations
Operations Support & Readiness

Fulfillment

Assurance

Billing

Marketing & Offer Management

Customer Relationship Management

Service Development & Management

Service Management & Operations

Resource Development & Management (Application, Computing and Network)

Resource Management & Operations (Application, Computing and Network)

Supply Chain Development & Management

Supplier/Partner Relationship Management

Enterprise Management

Strategic & Enterprise Planning Financial & Asset Management

Brand Management, Market Research & Advertising Human Resources Management

Stakeholder & External Relations Management Research & Development, Technology Acquisition

Disaster Recovery, Security & Fraud Management Enterprise Quality Management, Process & IT Planning & Architecture

eTOM – CEO Level View
 eTOM Business Process Framework is decomposed into a set of process groupings, which provide a first level of detail at which the entire enterprise can be viewed. These processes are considered the CEO Level View, as the performance of these processes determines the success of the enterprise. eTOM supports two different perspectives on the grouping of the detailed process elements: (a) Vertical Process Groupings, which represent a view of Endto-end Processes within the business, such as those involved in the overall billing flows to customers (b) Horizontal Process Groupings, which represent a view of Functionally Related Processes within the business, such as those involved in managing the supply chain.

Operations Process
OPERATIONS
Operations Support & Readiness
Fulfillment Assurance Billing

Customer Relationship Management

Service Management & Operations

Resource Management & Operations

Supplier/Partner Relationship Management

Operations - Vertical Processes
OPERATIONS
Operations Support & Readiness Fulfillment Assurance Billing Fulfillment: This process is responsible for providing customers with their requested products in a timely and correct manner. Assurance: This process is responsible for the execution of proactive and reactive maintenance activities to ensure that services provided to customers are continuously available and to SLA or QoS performance levels. Billing: This process is responsible for the production of timely and accurate bills, for providing pre-bill use information and billing to customers, for processing their payments, and performing payment collections. Operations Support & Readiness: This process is responsible for support to the “FAB” processes, and for ensuring operational readiness in the fulfillment, assurance and billing areas.

Operations - Horizontal Processes
OPERATIONS
CRM: This process deals with fundamental knowledge of customers needs. It includes all functionalities necessary for acquisition, enhancement and retention of relationship with a customer. SM&O: This process grouping focuses on the knowledge of services. It includes all functionalities necessary for management and operations of communications & information services that are required by or proposed to the customers. RM&O: This process grouping maintains knowledge of resources (application, computing and network infrastructures) and is responsible for managing all the resources (e.g. networks, IT systems etc.) utilized to deliver and support services required by or proposed to customers. S/PRM: This process grouping supports the core operational processes, both the customer instance processes of Fulfillment, Assurance and Billing as well as the Functional Operations Processes.

Customer Relationship Management (CRM)

Service Management & Operations (SM&O)

Resource Management & Operations (RM&O)

Supplier/Partner Relationship Management (S/PRM)

Strategy, Infrastructure and Product Processes
STRATEGY, INFRASTRUCTURE & PRODUCT
Strategy & Commit Infrastructure Lifecycle Management Product Lifecycle Management

Marketing & Offer Management

Service Development & Management

Resource Development & Management

Supply Chain Development & Management

SIP - Vertical Processes
STRATEGY, INFRASTRUCTURE & PRODUCT
Strategy & Commit Infrastructure Product Lifecycle Lifecycle Management Management Strategy & Commit: This process is responsible for the generation of strategies in support of the Infrastructure and Product Lifecycle processes. It is also responsible for establishing business commitment within the enterprise to support these strategies.

Infrastructure Lifecycle Management: It deals with development and deployment of new infrastructure, assessing performance of the infrastructure and taking action to meet performance commitments.

Product Lifecycle Management: It deals with introducing new products, in the form of services delivered to Customers, and assessing and taking action on product performance.

SIP - Horizontal Processes
STRATEGY, INFRASTRUCTURE & PRODUCT
M&OM: This process includes all necessary functionalities for defining the strategies, developing and managing new and existing products and implementing marketing and offering strategies for an enterprise. SD&M: This process focuses on planning, developing and delivering services for the Operations domain. It includes necessary functionalities like defining the strategies for service creation and design, managing and assessing the performance of existing services and estimating capacity for future RD&M: This process focuses on planning, developing and delivering the resources needed to support services and products to the Operations domain. Defines strategies for network development, introduces new technology and manages performance of existing resources SCD&M: These processes ensure that the best suppliers and partners are chosen as part of the enterprise supply chain

Marketing & Offer Management (M&OM)

Service Development & Management (SD&M)

Resource Development & Management (RD&M)

Supply Chain Development & Management (SCD&M)

Enterprise Management Processes
ENTERPRISE MANAGEMENT
Strategic & Enterprise Planning Brand Management, Market Research & Advertising Stakeholder & External Relations Management Disaster Recovery, Security & Fraud Management Enterprise Quality Management, Process & IT Planning & Architecture

Financial & Asset Management

Human Resources Management

Research & Development, Technology Acquisition

• These processes involve the knowledge of Enterprise-level actions and needs, and encompasses all business management processes necessary to support the rest of the enterprise. • These processes are necessary in any business because they are needed to run the business at the enterprise level, to direct the business, and are critical to support the direct and indirect Customer Processes.

• Includes Financial Management, Legal Management, Regulatory Management, etc.

Agenda

 FULFILMENT PROCESS DECOMPOSITION  ASSURANCE PROCESS DECOMPOSITION  BILLING PROCESS DECOMPOSITION  OSR PROCESS DECOMPOSITION  INFRASTRUCTURE LIFECYCLE MGT. DECOMPOSITION  PRODUCT LIFECYCLE MGT. DECOMPOSITION  ENTERPRISE MGT. PROCESS DECOMPOSITION

eTOM – Business Process Model (CEO Level)
Customer
Strategy, Infrastructure & Product
Strategy & Commit Infrastructure Lifecycle Management Product Lifecycle Management

Operations
Operations Support & Readiness

Fulfillment

Assurance

Billing

Marketing & Offer Management

Customer Relationship Management

Service Development & Management

Service Management & Operations

Resource Development & Management (Application, Computing and Network)

Resource Management & Operations (Application, Computing and Network)

Supply Chain Development & Management

Supplier/Partner Relationship Management

Enterprise Management

Strategic & Enterprise Planning Financial & Asset Management

Brand Management, Market Research & Advertising Human Resources Management

Stakeholder & External Relations Management Research & Development, Technology Acquisition

Disaster Recovery, Security & Fraud Management Enterprise Quality Management, Process & IT Planning & Architecture

Fulfilment Process Decomposition

Assurance Process Decomposition

Billing Process Decomposition

OSR Process Decomposition

Infrastructure Lifecycle Mgt Decomposition

Product Lifecycle Mgt Decomposition

Enterprise Mgt Process Decomposition
Strategic & Enterprise Planning
Strategic Business Planning

Financial & Asset Management
Financial Management

Stakeholder Enterprise Enterprise Human & External Risk Effectiveness Resources Relations Management Management Management Management
Business Continuity Management Security Management Corporate Comms & Image Mgt Community Relations Management Shareholder Relations Management Regulatory Management Process Management & Support Enterprise Quality Management Program & Project Management Enterprise Performance Assessment Facilities Management & Support HR Policies & Practices

Knowledge & Research Management
Knowledge Management

Business Development
Enterprise Architecture Management Group Enterprise Management

Asset Management

Organization Development

Research Management

Procurement Management

Fraud Management

Workforce Strategy

Technology Scanning

Audit Management

Workforce Development Employee & Labor Relations Mgt

Insurance Management

Legal Management
Board & Shares/Secur. Management

Level 1 Level 2

Agenda

 AIRTEL CASE STUDY: ORDER FULFILMENT PROCESS  SUMMARY

Airtel Case Study: Order Fulfilment Process

Customer Interface Management
CRM Support & Readiness Marketing Fulfillment Response

Customer Relationship Management Selling Problem
Handling Retention & Loyalty Service & Specific Instance Rating

Order Handling

Customer Customer QoS / SLA QoS / SLA Management Management

Billing & Collections Management

SM&O Support & Readiness RM&O Support & Readiness S/P Buying

Service Configuration & Activation

Service Service Quality Service Management Problem Management

Resource Provisioning

Resource Management
S/P Problem Reporting & Management S/P Performance Management

Management Resource Resource Trouble Performance Management Management

Resource Data Collection & Processing S/P Purchase Order Management S/P Settlements & Billing Management

S/PRM Support & Readiness

Supplier/Partner Relationship Management
Supplier/Partner Interface Management

OSR

Fulfillment

Assurance Operations

Billing

To Summarize
 NGOSS is the industry’s true standard for development and deployment of easy-to integrate, flexible, easy-to-manage OSS/BSS components. NGOSS defines for service providers and their suppliers a comprehensive, integrated framework for developing, procuring, and deploying operational and business support systems and software. eTOM is a business process model or framework that describes all the enterprise processes required by a Service Provider. It serves as the blueprint for process direction and provides a neutral reference point for internal process reengineering needs, partnerships, alliances, and general working agreements with other providers. The eTOM provides the NGOSS™ business view, which is the driver for a development leading to the specification of system requirements and implementation, followed by an operational solution to solve the business problem.

e-TOM V6