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Frameworx Standard

Business Process
Framework (eTOM)
Process Decompositions and Descriptions

Business Process Framework


GB921 Addendum DX
Release 15.5.0
November 2015

Latest Update: Frameworx Release 15.5


Version 15.5.1

Member Evaluation
IPR Mode: RAND

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Addendum D Process Decompositions and Descriptions


Business Process Framework (eTOM) R15.5.0

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Addendum D Process Decompositions and Descriptions


Business Process Framework (eTOM) R15.5.0

Table of Contents
TABLE OF CONTENTS..........................................................................................3
LIST OF FIGURES..............................................................................................52
PREFACE.......................................................................................................... 63
INTRODUCTION................................................................................................ 65
PROCESS ASSOCIATIONS AND IDS..........................................................................65
PROCESS DECOMPOSITIONS & DESCRIPTIONS...................................................66
1.1.1 MARKET STRATEGY & POLICY........................................................................................... 66
Market Strategy & Policy................................................................................................ 66
Gather & Analyze Market Information............................................................................67
Establish Market Strategy.............................................................................................. 67
Establish Market Segments............................................................................................ 68
Link Market Segments & Products.................................................................................68
Gain Commitment to Marketing Strategy.......................................................................69
1.1.1.1 GATHER & ANALYZE MARKET INFORMATION.....................................................................70
Gather & Analyze Market Information............................................................................70
Gather Market Information............................................................................................. 71
Analyze Market Information........................................................................................... 71
1.1.1.2 ESTABLISH MARKET STRATEGY......................................................................................72
Establish Market Strategy.............................................................................................. 72
Establish Market Participation........................................................................................ 73
Establish Market Strategy Objectives.............................................................................73
Support Market Strategy................................................................................................ 74
Identify Enterprise areas to meet market strategy objectives........................................74
1.1.1.3 ESTABLISH MARKET SEGMENTS.....................................................................................75
Establish Market Segments............................................................................................ 75
Identify Market Segments.............................................................................................. 75
Manage Market Segments outcome...............................................................................76
Reporting - Specific Market Segments...........................................................................76
1.1.1.4 LINK MARKET SEGMENTS & PRODUCTS...........................................................................77
Link Market Segments & Products.................................................................................77
Link consumption profiles & available product families.................................................78
Identify potential new product families for market segments........................................78
Analyze Market Segment purchase and issues..............................................................79
1.1.1.5 GAIN COMMITMENT TO MARKETING STRATEGY..................................................................80
Gain Commitment to Marketing Strategy.......................................................................80
Identify Stakeholders to Market Strategy.......................................................................80
Gain Market Strategy Stakeholder approval...................................................................81
Gain Enterprise Commitment to Market Strategy..........................................................81
1.1.2 SALES STRATEGY & PLANNING......................................................................................... 82
Sales Strategy & Planning.............................................................................................. 82
Develop Sales Relationship............................................................................................ 83
Establish Sales Budget................................................................................................... 84
Establish Sales Goals and Measures...............................................................................84
Develop Sales Channel Strategy....................................................................................85
Establish Revenue Coverage Plan..................................................................................85

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Addendum D Process Decompositions and Descriptions


Business Process Framework (eTOM) R15.5.0

1.1.3 SALES FORECASTING...................................................................................................... 86


Sales Forecasting........................................................................................................... 86
Set Sales Forecast Goal.................................................................................................. 87
Gather Forecast Data..................................................................................................... 87
Develop Sales Forecast.................................................................................................. 88
Distribute Sales Forecast............................................................................................... 88
Evaluate Sales Forecast Outcomes................................................................................89
1.1.3.2 GATHER FORECAST DATA.............................................................................................90
Gather Forecast Data..................................................................................................... 90
Gather Industry Forecast Data.......................................................................................90
Gather Environmental Forecast Data.............................................................................91
1.1.3.3 DEVELOP SALES FORECAST..........................................................................................92
Develop Sales Forecast.................................................................................................. 92
Choose Forecast Model.................................................................................................. 92
Analyze Forecast Data................................................................................................... 93
Prepare Sales Forecast................................................................................................... 93
Approve Sales Forecast.................................................................................................. 94
1.1.5 SALES DEVELOPMENT..................................................................................................... 95
Sales Development........................................................................................................ 95
Monitor Sales & Channel Best Practice...........................................................................96
Develop Sales & Channel Proposals...............................................................................96
Develop New Sales Channels & Processes.....................................................................97
1.1.5.1 MONITOR SALES & CHANNEL BEST PRACTICE..................................................................98
Monitor Sales & Channel Best Practice...........................................................................98
Develop Sales & Channel Requirements........................................................................99
Monitor Sales & Channel Practices...............................................................................100
1.1.5.2 DEVELOP SALES & CHANNEL PROPOSALS......................................................................101
Develop Sales & Channel Proposals.............................................................................101
Create Sales Proposals................................................................................................. 102
Gain Sales Proposals Approval.....................................................................................102
1.1.5.3 DEVELOP NEW SALES CHANNELS & PROCESSES.............................................................103
Develop New Sales Channels & Processes...................................................................103
Develop External Relationships....................................................................................104
Manage Process & Channel Coordination.....................................................................104
Define Processes & Channels.......................................................................................105
1.1.7 MARKET SALES SUPPORT & READINESS...........................................................................106
Market Sales Support & Readiness...............................................................................106
Support Selling............................................................................................................. 107
Manage Sales Inventory............................................................................................... 108
1.1.7.7 SUPPORT SELLING..................................................................................................... 110
Support Selling............................................................................................................. 110
Ensure Selling Capability.............................................................................................. 111
Manage Sales Channels............................................................................................... 112
Manage Sales Leads..................................................................................................... 112
Undertake Selling Trend Analysis.................................................................................113
1.1.7.9 MANAGE SALES INVENTORY........................................................................................114
Manage Sales Inventory............................................................................................... 114
Identify Relevant Sales Inventory Information.............................................................115
Maintain Sales Inventory facilities................................................................................116
Manage Sales Inventory Capture.................................................................................116
Control Sales Inventory Access....................................................................................116

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Addendum D Process Decompositions and Descriptions


Business Process Framework (eTOM) R15.5.0

Ensure Sales Inventory Data Quality............................................................................117


Track Sales Inventory Usage........................................................................................118
Identify Sales Inventory Shortcomings.........................................................................118
1.1.9 SELLING.................................................................................................................... 119
Selling.......................................................................................................................... 119
Qualify Opportunity...................................................................................................... 119
Negotiate Sales/Contract............................................................................................. 120
Cross/Up Selling........................................................................................................... 121
Develop Sales Proposal................................................................................................ 122
Manage Sales Accounts............................................................................................... 123
Acquire Customer Data................................................................................................ 123
1.1.9.1 QUALIFY & EDUCATE CUSTOMER.................................................................................124
Qualify Opportunity...................................................................................................... 124
Define Alternative/Customized Solutions.....................................................................125
Assess Potential Development & Risk..........................................................................126
Assess Strategic Impacts............................................................................................. 126
1.1.9.2 NEGOTIATE SALES/CONTRACT.....................................................................................127
Negotiate Sales/Contract............................................................................................. 127
Negotiate Standard Terms & Conditions.......................................................................128
Develop & Negotiate Non-standard Terms & Conditions..............................................129
Obtain Customer Agreement.......................................................................................130
Create Customer Order................................................................................................ 130
1.1.9.3 CROSS/UP SELLING.................................................................................................. 131
Cross/Up Selling........................................................................................................... 131
Analyze Customer Trends............................................................................................. 132
Recommend Appropriate Offerings..............................................................................133
1.1.9.4 DEVELOP SALES PROPOSAL........................................................................................133
Develop Sales Proposal................................................................................................ 134
Ascertain Customer Requirements...............................................................................134
Determine Support for Customer Requirements..........................................................135
Develop Proposal against Customer Requirements......................................................136
1.1.9.5 MANAGE SALES ACCOUNTS........................................................................................137
Manage Sales Accounts............................................................................................... 137
Contact Customer (on regular basis)............................................................................138
Develop Contacts & Leads........................................................................................... 138
Update Sales Repository.............................................................................................. 139
1.1.9.6 ACQUIRE CUSTOMER DATA......................................................................................... 140
Acquire Customer Data................................................................................................ 140
Determine Required Customer Data............................................................................141
Capture & Record Customer Data................................................................................142
1.1.10 MARKETING FULFILLMENT RESPONSE.............................................................................143
Marketing Fulfillment Response...................................................................................143
1.1.11 CONTACT/LEAD/PROSPECT MANAGEMENT.......................................................................144
Contact/Lead/Prospect Management...........................................................................144
Manage Contact........................................................................................................... 145
Track Lead.................................................................................................................... 145
Manage Prospect......................................................................................................... 146
1.1.11.1 MANAGE CONTACT.................................................................................................. 147
Manage Contact........................................................................................................... 147
Identify Contact........................................................................................................... 147
Develop Contact.......................................................................................................... 148

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Addendum D Process Decompositions and Descriptions


Business Process Framework (eTOM) R15.5.0

Maintain Contact Information.......................................................................................148


1.1.11.2 TRACK LEAD.......................................................................................................... 149
Track Lead.................................................................................................................... 149
Track Marketing Lead................................................................................................... 150
Evaluate Marketing Lead.............................................................................................. 150
1.1.11.3 MANAGE PROSPECT................................................................................................151
Manage Prospect......................................................................................................... 151
Analyze Prospect Needs............................................................................................... 152
Identify Potential Solutions.......................................................................................... 152
Assign Prospect to Sales Channel................................................................................153
Track & Report Prospect............................................................................................... 153
1.1.12 MARKET PERFORMANCE MANAGEMENT..........................................................................155
Child process(es) to be determined.............................................................................155
Market Performance Management...............................................................................156
1.1.13 SALES PERFORMANCE MANAGEMENT.............................................................................156
Sales Performance Management..................................................................................156
Set Sales Performance Goals.......................................................................................157
Track/Monitor Sales Performance.................................................................................157
Analyze Sales Performance.......................................................................................... 158
Report On Sales Performance......................................................................................158
Improve Sales Performance......................................................................................... 159
1.1.14 MARKETING COMMUNICATIONS.....................................................................................160
Marketing Communications.......................................................................................... 160
Define Marketing Communications Strategy................................................................160
Ensure Marketing Communication Capability...............................................................161
Develop Marketing Communication.............................................................................162
Deliver Marketing Communication Collateral...............................................................162
Monitor Marketing Communication Effectiveness........................................................163
Modify Marketing Communication................................................................................163
Archive Marketing Communication..............................................................................164
Undertake Marketing Communications Trend Analysis.................................................164
1.1.14.3 DEVELOP MARKETING COMMUNICATION.......................................................................165
Develop Marketing Communication.............................................................................165
Develop Marketing Communication Message...............................................................166
Select Marketing Communication Delivery Channels...................................................166
Produce Marketing Communication Collateral..............................................................167
Customize Marketing Communication Collateral..........................................................167
1.1.14.4 DELIVER MARKETING COMMUNICATION COLLATERAL......................................................168
Deliver Marketing Communication Collateral...............................................................168
Manage Marketing Communication Channel Capability...............................................169
Manage Marketing Communication Channel Resources...............................................169
Issue Marketing Communication..................................................................................170
1.1.14.5 MONITOR MARKETING COMMUNICATION EFFECTIVENESS.................................................171
Monitor Marketing Communication Effectiveness........................................................171
Develop Marketing Communication Metrics.................................................................171
Gather Marketing Communication Metrics...................................................................172
Analyze Marketing Communication Metrics..................................................................172
Suggest Marketing Communication Change................................................................173
1.1.15 MARKETING CAMPAIGN MANAGEMENT............................................................................174
Marketing Campaign Management..............................................................................174
Plan Marketing Campaign............................................................................................ 175

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Addendum D Process Decompositions and Descriptions


Business Process Framework (eTOM) R15.5.0

Ensure Marketing Campaign Capability.......................................................................176


Develop Marketing Campaign......................................................................................176
Launch Marketing Campaign........................................................................................ 177
Monitor Marketing Campaign Effectiveness.................................................................178
Modify Marketing Campaign......................................................................................... 178
End Marketing Campaign............................................................................................. 179
Undertake Marketing Campaigns Trend Analysis.........................................................179
1.1.15.3 DEVELOP MARKETING CAMPAIGN...............................................................................180
Develop Marketing Campaign......................................................................................180
Create Marketing Campaign........................................................................................181
Define Marketing Campaign Criteria............................................................................181
Define Marketing Campaign Proposition......................................................................182
Design Marketing Campaign Workflow.........................................................................182
Obtain Marketing Campaign Agreement......................................................................183
1.1.15.4 LAUNCH MARKETING CAMPAIGN................................................................................184
Launch Marketing Campaign........................................................................................ 184
Manage Marketing Campaign Channel Capability........................................................185
Manage Marketing Campaign Channel Resources........................................................185
Complete Marketing Campaign Launch........................................................................186
1.1.15.5 MONITOR MARKETING CAMPAIGN EFFECTIVENESS.........................................................186
Monitor Marketing Campaign Effectiveness.................................................................186
Develop Marketing Campaign Metrics..........................................................................187
Gather Marketing Campaign Metrics............................................................................188
Analyze Marketing Campaign Metrics..........................................................................188
Suggest Marketing Campaign Change.........................................................................189
1.2.1 PRODUCT & OFFER PORTFOLIO PLANNING........................................................................189
Product & Offer Portfolio Planning................................................................................189
Gather & Analyze Product Information.........................................................................190
Establish Product Portfolio Strategy.............................................................................191
Produce Product Portfolio Business Plans.....................................................................191
Gain Commitment to Product Business Plans...............................................................192
1.2.1.1 GATHER & ANALYZE PRODUCT INFORMATION.................................................................193
Gather & Analyze Product Information.........................................................................193
Gather Product Information.......................................................................................... 194
Analyze Product Information........................................................................................194
1.2.1.2 ESTABLISH PRODUCT PORTFOLIO STRATEGY...................................................................195
Establish Product Portfolio Strategy.............................................................................196
Define overall product portfolios structure...................................................................196
Implement product portfolio management functions...................................................197
1.2.1.3 PRODUCE PRODUCT PORTFOLIO BUSINESS PLANS...........................................................197
Produce Product Portfolio Business Plans.....................................................................197
Co-ordinate Product Business Plans.............................................................................198
Communicate Business Plans.......................................................................................199
Develop Product Portfolio Forecasts.............................................................................199
Negotiate Product Business Plan Resources.................................................................200
Develop Outline Market Strategy.................................................................................200
Develop Product Pricing Strategy.................................................................................201
Develop Revenue/Cost Projections...............................................................................201
Develop Product Performance Requirements...............................................................201
Develop Product Operational Requirements................................................................202
Gain Business Plan Commitment and Approval............................................................202

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Addendum D Process Decompositions and Descriptions


Business Process Framework (eTOM) R15.5.0

1.2.1.4 GAIN COMMITMENT TO PRODUCT BUSINESS PLANS.........................................................203


Gain Commitment to Product Business Plans...............................................................203
Identify Stakeholders to Product Business plans..........................................................204
Gain Product Business Plans Stakeholders Approval....................................................204
Gain Enterprise Commitment to Product Business plans..............................................205
1.2.2 PRODUCT & OFFER CAPABILITY DELIVERY........................................................................206
Product & Offer Capability Delivery..............................................................................206
Define Product Capability Requirements......................................................................207
Capture Product Capability Shortfalls...........................................................................207
Approve Product Business Case...................................................................................208
Deliver Product Capability............................................................................................ 208
Manage Handover to Product Operations.....................................................................209
Manage Product Capability Delivery Methodology.......................................................210
1.2.2.1 DEFINE PRODUCT CAPABILITY REQUIREMENTS................................................................211
Define Product Capability Requirements......................................................................211
Capture Product Infrastructure Requirements..............................................................212
Agree Product Infrastructure Requirements.................................................................212
Report Product Infrastructure Requirements................................................................213
1.2.2.2 CAPTURE PRODUCT CAPABILITY SHORTFALLS..................................................................214
Capture Product Capability Shortfalls...........................................................................214
Capture Product Capacity Shortfalls.............................................................................214
Capture Product Performance Shortfalls......................................................................215
Capture Product Operational Support Shortfalls...........................................................215
1.2.2.3 APPROVE PRODUCT BUSINESS CASE.............................................................................217
Approve Product Business Case...................................................................................217
Develop Product Business Case...................................................................................218
Gain Product Business Case Approval..........................................................................218
1.2.2.4 DELIVER PRODUCT CAPABILITY....................................................................................219
Deliver Product Capability............................................................................................ 219
Co-ordinate Product Capability Delivery.......................................................................220
Track Product Capability Business Case Costs.............................................................221
Ensure Product Capability Benefits & Operational Costs..............................................221
1.2.2.5 MANAGE HANDOVER TO PRODUCT OPERATIONS..............................................................222
Manage Handover to Product Operations.....................................................................222
Co-ordinate Product Operational Handover..................................................................223
Validate Product Infrastructure Design.........................................................................223
Ensure Product Handover Support...............................................................................224
1.2.2.6 MANAGE PRODUCT CAPABILITY DELIVERY METHODOLOGY.................................................225
Manage Product Capability Delivery Methodology.......................................................225
Define Product Capability Delivery Methodology.........................................................226
Maintain Product Capability Delivery Repository..........................................................226
1.2.3 PRODUCT & OFFER DEVELOPMENT & RETIREMENT............................................................227
Child process(es) to be determined.............................................................................227
Product & Offer Development & Retirement................................................................228
1.2.3.1 GATHER & ANALYZE NEW PRODUCT IDEAS....................................................................229
Gather & Analyze New Product Ideas[DELETED]..........................................................229
Gather Product Ideas[DELETED]...................................................................................230
Identify Opportunities and Requirements[DELETED]....................................................230
Develop New Opportunity Concepts[DELETED]............................................................230
1.2.3.4 DEVELOP PRODUCT COMMERCIALIZATION STRATEGY........................................................231
Develop Product Commercialization Strategy[DELETED].............................................231

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Addendum D Process Decompositions and Descriptions


Business Process Framework (eTOM) R15.5.0

Develop Product Commercialization Case[DELETED]...................................................232


Gain Product Commercialization Case Approval[DELETED]..........................................232
1.2.3.7 LAUNCH NEW PRODUCTS........................................................................................... 233
Launch New Products[DELETED]..................................................................................233
Identify Product Issues[DELETED]................................................................................234
Manage Product Improvements[DELETED]...................................................................234
Manage Product Handover[DELETED]..........................................................................235
1.2.3.8 MANAGE PRODUCT EXIT............................................................................................ 235
Manage Product Exit[DELETED]...................................................................................235
Identify Unviable Products[DELETED]...........................................................................236
Identify Impacted Product Customers[DELETED].........................................................236
Develop Product Transition Strategies[DELETED].........................................................237
Manage Product Exit Process[DELETED]......................................................................237
1.2.4 PRODUCT SUPPORT & READINESS...................................................................................238
Product Support & Readiness.......................................................................................238
Support Customer QoS/SLA.......................................................................................... 239
Manage Product Offering Inventory.............................................................................240
1.2.4.1 SUPPORT CUSTOMER QOS/SLA..................................................................................242
Support Customer QoS/SLA.......................................................................................... 242
Ensure Customer QoS/SLA Capability...........................................................................243
1.2.4.2 MANAGE PRODUCT OFFERING INVENTORY.....................................................................244
Manage Product Offering Inventory.............................................................................244
Identify Relevant Product Offering Inventory Information............................................246
Maintain Product Offering Inventory facilities..............................................................246
Manage Product Offering Inventory Capture................................................................247
Control Product Offering Inventory Access...................................................................247
Ensure Product Offering Inventory Data Quality..........................................................247
Track Product Offering Inventory Usage.......................................................................248
Identify Product Offering Inventory Shortcomings.......................................................249
1.2.5 PRODUCT CONFIGURATION MANAGEMENT.........................................................................250
Child process(es) to be determined.............................................................................250
Product Configuration Management.............................................................................251
1.2.6 PRODUCT PERFORMANCE MANAGEMENT...........................................................................251
Product Performance Management..............................................................................251
Monitor Product Offerings............................................................................................ 252
Monitoring Product Offering Performance Analyses.....................................................253
Aggregate QoS Performance Analysis..........................................................................253
Assist Trend Analysis Development..............................................................................254
Log Product Offering Analysis Results..........................................................................254
Agree Service Outages................................................................................................. 254
Track Customer QoS/SLA Management Process Capability..........................................255
Manage Customer QoS/SLA Management Notification.................................................255
Undertake QoS/SLA Performance Trend Analysis.........................................................256
1.2.7 PRODUCT SPECIFICATION & OFFERING DEVELOPMENT & RETIREMENT....................................257
Product Specification & Offering Development & Retirement......................................257
Product Specification Development & Retirement.......................................................258
Product Offering Development & Retirement...............................................................259
1.2.7.1 PRODUCT SPECIFICATION DEVELOPMENT & RETIREMENT..................................................260
Product Specification Development & Retirement.......................................................260
Gather & Analyze New Product Specification Ideas......................................................261
Develop New Product Specification Business Proposal.................................................262

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Addendum D Process Decompositions and Descriptions


Business Process Framework (eTOM) R15.5.0

Develop Detailed Product Specification.......................................................................263


Manage Product Specification Development................................................................264
Remove Product Specification......................................................................................264
1.2.7.1.1 GATHER & ANALYZE NEW PRODUCT SPECIFICATION IDEAS.............................................265
Gather & Analyze New Product Specification Ideas......................................................265
Gather Product Specification Ideas..............................................................................266
Identify Product Specification Opportunities and Requirements..................................267
Develop New Product Specification Opportunity Concepts..........................................267
Identify New Product Specification Requirements........................................................268
Identify New Product Specification Development Costs and Anticipated Benefits........268
Assess New Product Specification Risks and Competitive Positioning..........................269
Develop New Product Specification Feasibility Assessment.........................................269
Prepare New Product Specification Business Proposal.................................................270
Issue New Product Specification Business Proposal Notification..................................270
Approve New Product Specification Business Proposal................................................271
1.2.7.1.2.5 PREPARE NEW PRODUCT SPECIFICATION BUSINESS PROPOSAL.....................................272
Prepare New Product Specification Business Proposal.................................................272
Provide New Product Specification Business Proposal Notification...............................273
Manage New Product Specification Involved Party.......................................................273
1.2.7.1.3 DEVELOP DETAILED PRODUCT SPECIFICATION..............................................................274
Develop Detailed Product Specification.......................................................................274
Develop Detailed Product Commercial Specifications..................................................275
Develop Detailed Product Technical Specifications......................................................276
Develop Detailed Product Performance Specifications.................................................277
Develop Detailed Product Operational Specifications..................................................277
Develop Detailed Product Customer Manuals..............................................................278
1.2.7.1.3.1 DEVELOP DETAILED PRODUCT COMMERCIAL SPECIFICATIONS.......................................279
Develop Detailed Product Commercial Specifications..................................................279
Define Product Specification........................................................................................280
Define Product Specification Features/Properties........................................................280
Define Product Specification Type................................................................................281
Associate Price to Product Specification.......................................................................282
Define Inter-Product Specification Association.............................................................282
Ensure Product Specification Documentation Production.............................................283
1.2.7.2 PRODUCT OFFERING DEVELOPMENT & RETIREMENT........................................................283
Product Offering Development & Retirement...............................................................283
Product Offering Lifecycle Management......................................................................284
Product Offering Pricing............................................................................................... 285
Product Offering Cataloging......................................................................................... 286
Product Offering Agreement Management...................................................................287
Product Offering Prototyping........................................................................................ 288
Product Offering Promotion Development....................................................................288
Define Product Offering Promotion Scope....................................................................289
Ensure Product Offering Promotion Capability.............................................................289
Develop Product Offering Promotion............................................................................290
Start Product Offering Promotion.................................................................................291
Monitor Product Offering Promotion Effectiveness.......................................................291
Modify Product Offering Promotion..............................................................................292
End Product Offering Promotion...................................................................................292
Undertake Product Offering Promotion Trend Analysis.................................................293
1.2.7.2.1 PRODUCT OFFERING LIFECYCLE MANAGEMENT.............................................................294

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Business Process Framework (eTOM) R15.5.0

Product Offering Lifecycle Management......................................................................294


Gather & Analyze New Product Offering Ideas.............................................................295
Develop New Product Offering Business Proposal........................................................296
Develop Detailed Product Offering...............................................................................297
Conduct Product Offering Acceptance Testing.............................................................297
Assess Performance of Existing Product Offering.........................................................298
Manage Product Offering Exit......................................................................................299
Rollout/Launch Product Offering..................................................................................299
Manage Product Offering Development.......................................................................300
1.2.7.2.1.1 GATHER & ANALYZE NEW PRODUCT OFFERING IDEAS................................................301
Gather & Analyze New Product Offering Ideas.............................................................301
Gather Product Offering Ideas......................................................................................302
Identify Product Offering Opportunities and Requirements..........................................302
Develop New Product Offering Opportunity Concepts..................................................303
1.2.7.2.1.2 DEVELOP NEW PRODUCT OFFERING BUSINESS PROPOSAL..........................................304
Develop New Product Offering Business Proposal........................................................304
Identify New Product Offering Requirements...............................................................305
Identify New Product Offering Development Costs and Anticipated Benefits...............305
Assess New Product Offering Risks and Competitive Positioning.................................306
Develop New Product Offering Feasibility Assessment.................................................306
Prepare New Product Offering Business Proposal.........................................................307
Provide New Product Offering Business Proposal Notification......................................307
Approve New Product Offering Business Proposal........................................................308
1.2.7.2.1.2.6 PROVIDE NEW PRODUCT OFFERING BUSINESS PROPOSAL NOTIFICATION.....................309
Provide New Product Offering Business Proposal Notification......................................309
Manage New Product Offering Involved Party..............................................................310
Issue New Product Offering Business Proposal Notification..........................................310
1.2.7.2.1.3 DEVELOP DETAILED PRODUCT OFFERING.................................................................311
Develop Detailed Product Offering...............................................................................311
Develop Detailed Product Offering Commercial Specifications....................................312
Develop Detailed Product Offering Performance Specifications...................................313
1.2.7.2.1.3.1 DEVELOP DETAILED PRODUCT OFFERING COMMERCIAL SPECIFICATIONS......................314
Develop Detailed Product Offering Commercial Specifications....................................314
Define Product Offering............................................................................................... 315
Define Product Offering Features/Properties................................................................315
Associate Price to Product Offering..............................................................................316
Define Inter-Product Offering Association....................................................................316
Define Product Offering Associations...........................................................................317
Ensure Product Offering Documentation Production....................................................317
1.2.7.2.1.4 CONDUCT PRODUCT OFFERING ACCEPTANCE TESTING...............................................318
Conduct Product Offering Acceptance Testing.............................................................318
Manage Product Offering Acceptance Testing..............................................................319
Identify Product Offering Issues...................................................................................320
Manage Product Offering Improvements......................................................................320
Approve Product Offering for Launch/Rollout...............................................................321
1.2.7.2.1.4.1 MANAGE PRODUCT OFFERING ACCEPTANCE TESTING..............................................321
Manage Product Offering Acceptance Testing..............................................................321
Define Product Offering Acceptance Test.....................................................................322
Identify Product Offering Acceptance Test Participants................................................322
Conduct Product Offering Acceptance Test..................................................................323
1.2.7.2.1.6 MANAGE PRODUCT OFFERING EXIT........................................................................324

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Addendum D Process Decompositions and Descriptions


Business Process Framework (eTOM) R15.5.0

Manage Product Offering Exit......................................................................................324


Identify Unviable Product Offering...............................................................................325
Identify Product Offering Exit Impact...........................................................................325
Develop Product Offering Exit Strategies.....................................................................325
Exit Product Offering from Market................................................................................326
1.2.7.2.1.7 ROLLOUT/LAUNCH PRODUCT OFFERING...................................................................327
Rollout/Launch Product Offering..................................................................................327
Develop Product Offering Procedures..........................................................................328
Support Product Offering Operational Introduction......................................................328
Conduct Operational Readiness Testing.......................................................................329
Accept Product Offering Process Capabilities...............................................................329
1.2.7.2.2 PRODUCT OFFERING PRICING...................................................................................330
Product Offering Pricing............................................................................................... 330
Standard Product Offering Pricing................................................................................331
Policy-based Product Offering Pricing...........................................................................331
Algorithmic Product Offering Pricing............................................................................332
Feature/Property Product Offering Pricing....................................................................333
1.2.7.2.2.1 STANDARD PRODUCT OFFERING PRICING.................................................................334
Standard Product Offering Pricing................................................................................334
Set Product Offering Price............................................................................................ 335
Develop Product Offering Pricing Plan..........................................................................336
Modify Product Offering Price.......................................................................................337
Obtain Product Offering Price Approval........................................................................337
Provide Product Offering Price Notification..................................................................338
Discontinue Product Offering Price...............................................................................338
1.2.7.2.2.1.1 SET PRODUCT OFFERING PRICE..........................................................................339
Set Product Offering Price............................................................................................ 339
Create Product Offering Price.......................................................................................340
Define Product Offering Price Event.............................................................................340
Associate Product Offering Price with Geographic Area...............................................341
1.2.7.2.2.1.2 DEVELOP PRODUCT OFFERING PRICING PLAN........................................................342
Develop Product Offering Pricing Plan..........................................................................342
Define Product Offering Price Plan...............................................................................343
Modify Product Offering Price Plan...............................................................................343
1.2.7.2.2.1.3 MODIFY PRODUCT OFFERING PRICE.....................................................................344
Modify Product Offering Price.......................................................................................344
Suggest Product Offering Price Modification................................................................345
Make Product Offering Price Modification.....................................................................346
1.2.7.2.2.1.5 PROVIDE PRODUCT OFFERING PRICE NOTIFICATION................................................346
Provide Product Offering Price Notification..................................................................347
Manage Pricing Notification Involved Party..................................................................347
Issue Pricing Notification.............................................................................................. 348
1.2.7.2.2.2 POLICY-BASED PRODUCT OFFERING PRICING............................................................349
Policy-based Product Offering Pricing...........................................................................349
Develop Product Offering Price Condition....................................................................350
Develop Product Offering Price Action.........................................................................350
Develop Product Offering Price Variable.......................................................................351
Develop Product Offering Price Value...........................................................................352
Manage Pricing Policy Association with Product Offering.............................................352
1.2.7.2.2.3 ALGORITHMIC PRODUCT OFFERING PRICING.............................................................353
Algorithmic Product Offering Pricing............................................................................353

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Addendum D Process Decompositions and Descriptions


Business Process Framework (eTOM) R15.5.0

Develop Algorithmic Product Offering Pricing Matrix Specification..............................354


Develop Algorithmic Product Offering Pricing Matrix....................................................355
1.2.7.2.2.3.1 DEVELOP ALGORITHMIC PRODUCT OFFERING PRICING MATRIX SPECIFICATION..............356
Develop Algorithmic Product Offering Pricing Matrix Specification..............................356
Develop Algorithmic Product Offering Pricing Matrix Specification Definition..............357
Develop Algorithmic Product Offering Pricing Matrix Specification Structure...............357
1.2.7.2.2.3.2 DEVELOP ALGORITHMIC PRODUCT OFFERING PRICING MATRIX..................................359
Develop Algorithmic Product Offering Pricing Matrix....................................................359
Develop Algorithmic Product Offering Pricing Matrix Definition...................................360
Develop Algorithmic Product Offering Pricing Matrix Cells...........................................360
1.2.7.2.2.4 FEATURE/PROPERTY PRODUCT OFFERING PRICING.....................................................361
Feature/Property Product Offering Pricing....................................................................362
Develop Simple Feature/Property Product Offering Pricing..........................................362
Develop Complex Feature/Property Product Offering Pricing.......................................363
1.2.7.2.3 PRODUCT OFFERING CATALOGING.............................................................................364
Product Offering Cataloging......................................................................................... 364
Develop Product Offering Catalog Specification...........................................................365
Develop Product Offering Catalog................................................................................365
Exchange Product Offering Catalog.............................................................................366
1.2.7.2.3.2 DEVELOP PRODUCT OFFERING CATALOG..................................................................367
Develop Product Offering Catalog................................................................................367
Define Product Offering Catalog..................................................................................368
Associate Product Offering with Product Offering Catalog...........................................368
1.2.7.2.4 PRODUCT OFFERING AGREEMENT MANAGEMENT..........................................................369
Product Offering Agreement Management...................................................................369
Define Product Offering Agreement Terms/Conditions.................................................370
Associate Product Offering and Price with Product Offering Agreement......................371
1.2.7.2.6.3 DEVELOP PRODUCT OFFERING PROMOTION..............................................................372
Develop Product Offering Promotion............................................................................372
Create Product Offering Promotion..............................................................................373
Select Product Offering Promotion Delivery Channels..................................................373
Obtain Product Offering Promotion Agreement............................................................374
1.2.7.2.6.4 START PRODUCT OFFERING PROMOTION..................................................................374
Start Product Offering Promotion.................................................................................374
Manage Product Offering Promotion Channel Capability..............................................375
Manage Product Offering Promotion Channel Resources.............................................376
Wrap-up Start of Product Offering Promotion...............................................................376
1.2.7.2.6.5 MONITOR PRODUCT OFFERING PROMOTION EFFECTIVENESS........................................377
Monitor Product Offering Promotion Effectiveness.......................................................377
Develop Product Offering Promotion Metrics................................................................378
Gather Product Offering Promotion Metrics..................................................................378
Analyze Product Offering Promotion Metrics................................................................378
Suggest Product Offering Promotion Change...............................................................379
1.2.8 PRODUCT CAPACITY MANAGEMENT..................................................................................380
Product Capacity Management....................................................................................380
Develop Product Capacity............................................................................................ 381
Develop Product Capacity Demand..............................................................................381
1.3.1 CUSTOMER SUPPORT & READINESS.................................................................................382
Customer Support & Readiness...................................................................................382
Support Customer Interface Management...................................................................383
Support Order Handling............................................................................................... 384

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Addendum D Process Decompositions and Descriptions


Business Process Framework (eTOM) R15.5.0

Support Problem Handling........................................................................................... 386


Support Retention & Loyalty........................................................................................387
Manage Customer Inventory........................................................................................387
Support Bill Invoice Management.................................................................................388
Support Bill Payments & Receivables Management.....................................................389
Support Bill Inquiry Handling........................................................................................ 390
Support Charging......................................................................................................... 391
Support Manage Billing Events.....................................................................................391
Support Manage Balance............................................................................................. 392
1.3.1.1 SUPPORT CUSTOMER INTERFACE MANAGEMENT..............................................................393
Support Customer Interface Management...................................................................393
Ensure Customer Interface Capability..........................................................................394
Undertake Customer Contacts Trend Analysis.............................................................395
1.3.1.2 SUPPORT ORDER HANDLING.......................................................................................395
Support Order Handling............................................................................................... 395
Ensure Order Handling Capability................................................................................397
Forecast Order Handling Requirements.......................................................................397
Capacity Plan Order Handling Infrastructure................................................................398
Manage Order Handling Organizational Changes.........................................................398
Support Order Handling Infrastructure Deployment.....................................................399
Approve Order Handling Procedures............................................................................399
Accept Order Handling Infrastructure..........................................................................400
Address Order Handling infrastructure Issues..............................................................400
Roll-out Order Handling Infrastructure.........................................................................401
Detect Order Handling infrastructure Shortfalls...........................................................401
Rebalance Order Handling Infrastructure Utilization....................................................402
Remove Order Handling Infrastructure........................................................................402
Report Order Handling Infrastructure Capacity............................................................403
Track Third-Party Order Handling Infrastructure Deployment......................................403
Report Order Handling Infrastructure Deployment Process Capability.........................404
Manage Order Handling Notification............................................................................404
Undertake Order Handling Trend Analysis....................................................................405
1.3.1.3 SUPPORT PROBLEM HANDLING....................................................................................405
Support Problem Handling........................................................................................... 405
Ensure Product Offering Operation..............................................................................406
Undertake Product Offering Trend Analysis..................................................................407
Request Product Offering Data Collection....................................................................407
Request Product Offering Performance Testing............................................................408
Manage Product Offering Maintenance Programs........................................................408
Request Provisioning Intervention................................................................................409
Report Product Offering Trend Analysis........................................................................409
Track Problem Handling Process Capability..................................................................410
Manage Problem Handling Notification........................................................................410
Undertake Problem Handling Trend Analysis................................................................411
1.3.1.4 SUPPORT RETENTION & LOYALTY.................................................................................412
Support Retention & Loyalty........................................................................................412
Ensure Retention & Loyalty Capability.........................................................................413
Undertake Retention & Loyalty Trend Analysis............................................................413
1.3.1.5 MANAGE CUSTOMER INVENTORY..................................................................................414
Manage Customer Inventory........................................................................................414
Identify Relevant Customer Inventory Information.......................................................415

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Addendum D Process Decompositions and Descriptions


Business Process Framework (eTOM) R15.5.0

Maintain Customer Inventory facilities.........................................................................416


Manage Customer Inventory Capture..........................................................................416
Control Customer Inventory Access.............................................................................416
Ensure Customer Inventory Data Quality.....................................................................417
Track Customer Inventory Usage.................................................................................418
Identify Customer Inventory Shortcomings..................................................................418
1.3.1.6 SUPPORT BILL INVOICE MANAGEMENT...........................................................................419
Support Bill Invoice Management.................................................................................419
Determine Bill Invoice Management Capability............................................................420
Establish & Maintain Bill Invoice Format......................................................................420
Maintain Bill Customers List......................................................................................... 421
Define Billing Cycle...................................................................................................... 421
Analyze Billing Trend.................................................................................................... 422
Design & Develop Invoicing Process............................................................................422
1.3.1.7 SUPPORT BILL PAYMENTS & RECEIVABLES MANAGEMENT..................................................423
Support Bill Payments & Receivables Management.....................................................424
Determine Bill Payments & Receivables Management Capability................................424
Analyze Customer Payment Trend...............................................................................425
Administer Customer Payment Processes....................................................................425
1.3.1.8 SUPPORT BILL INQUIRY HANDLING................................................................................426
Support Bill Inquiry Handling........................................................................................ 426
Determine Bill Inquiry Handling Capability...................................................................427
Manage Billing Policy................................................................................................... 428
Analyze Bill Inquiry Trend............................................................................................. 428
1.3.2 CUSTOMER EXPERIENCE MANAGEMENT............................................................................429
Customer Experience Management.............................................................................429
Customer Experience Maturity Assessment.................................................................430
Customer Experience Journey Design & Lifecycle........................................................430
Customer Experience Metrics Analysis.........................................................................431
1.3.2.1 CUSTOMER EXPERIENCE MATURITY ASSESSMENT............................................................432
Customer Experience Maturity Assessment.................................................................432
Prepare Maturity Assessment......................................................................................432
Capture CE Maturity Assessment Input........................................................................433
Determine Maturity Level per Dimension.....................................................................433
Identify CE Related Operational Pain points.................................................................434
1.3.2.1.1 PREPARE MATURITY ASSESSMENT.............................................................................435
Prepare Maturity Assessment......................................................................................435
Prepare Matrix............................................................................................................. 435
Prepare Questions........................................................................................................ 436
Define Key Capability Indicators..................................................................................436
1.3.2.1.2 CAPTURE CE MATURITY ASSESSMENT INPUT...............................................................437
Capture CE Maturity Assessment Input........................................................................437
Conduct Interviews...................................................................................................... 438
Conduct Surveys.......................................................................................................... 438
Conduct technical reviews........................................................................................... 439
Review Documents...................................................................................................... 439
1.3.2.2 CUSTOMER EXPERIENCE JOURNEY DESIGN & LIFECYCLE...................................................440
Customer Experience Journey Design & Lifecycle........................................................440
Define Journey Building Blocks.....................................................................................440
Define Journeys Objective............................................................................................ 441
Design Journeys........................................................................................................... 442

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Addendum D Process Decompositions and Descriptions


Business Process Framework (eTOM) R15.5.0

1.3.2.2 DEFINE JOURNEY BUILDING BLOCKS.............................................................................442


Define Journey Building Blocks.....................................................................................442
Define Target Personas................................................................................................ 443
Define steps................................................................................................................. 444
Define touch points...................................................................................................... 444
Define Channels........................................................................................................... 444
1.3.2.3 CUSTOMER EXPERIENCE METRICS ANALYSIS...................................................................445
Customer Experience Metrics Analysis.........................................................................445
Define Customer Experience KCI/KQI...........................................................................446
Capture Customer Experience KCIs/KPIs......................................................................446
Analyze Customer Experience KCI/KQI.........................................................................447
1.3.3 ORDER HANDLING....................................................................................................... 448
Order Handling............................................................................................................. 448
Determine Customer Order Feasibility.........................................................................449
Authorize Credit........................................................................................................... 449
Track & Manage Customer Order Handling..................................................................450
Complete Customer Order........................................................................................... 451
Issue Customer Orders................................................................................................. 452
Report Customer Order Handling.................................................................................453
Close Customer Order.................................................................................................. 453
1.3.3.1 DETERMINE CUSTOMER ORDER FEASIBILITY...................................................................454
Determine Customer Order Feasibility.........................................................................454
Perform Impact Analysis.............................................................................................. 455
1.3.3.4 TRACK & MANAGE CUSTOMER ORDER HANDLING...........................................................456
Track & Manage Customer Order Handling..................................................................456
Manage Customer Order.............................................................................................. 457
Track Customer Order.................................................................................................. 458
Update Order Repository............................................................................................. 458
1.3.3.6 ISSUE CUSTOMER ORDERS......................................................................................... 459
Issue Customer Orders................................................................................................. 459
Assess Customer Order................................................................................................ 460
Issue Customer Order.................................................................................................. 461
1.3.3.7 REPORT CUSTOMER ORDER HANDLING.........................................................................462
Report Customer Order Handling.................................................................................462
Monitor Customer Order Status....................................................................................463
Manage Customer Order Status Notification................................................................463
Report Customer Order Status.....................................................................................464
1.3.4 CUSTOMER MANAGEMENT.............................................................................................464
Customer Management................................................................................................ 465
Enable Retention & Loyalty.......................................................................................... 465
Establish Customer Relationship..................................................................................466
Re-establish Customer Relationship.............................................................................466
Terminate Customer Relationship................................................................................467
1.3.4.1 ENABLE RETENTION & LOYALTY...................................................................................468
Enable Retention & Loyalty.......................................................................................... 468
Build Customer Insight................................................................................................. 469
Analyze & Manage Customer Risk................................................................................469
Personalize Customer Profile for Retention & Loyalty..................................................470
Validate Customer Satisfaction....................................................................................471
1.3.4.1.1 BUILD CUSTOMER INSIGHT......................................................................................472
Build Customer Insight................................................................................................. 472

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Addendum D Process Decompositions and Descriptions


Business Process Framework (eTOM) R15.5.0

Gather Customer Information......................................................................................473


Report Customer Information.......................................................................................473
1.3.4.1.2 ANALYZE & MANAGE CUSTOMER RISK.......................................................................474
Analyze & Manage Customer Risk................................................................................474
Ensure Risk Analysis Basis........................................................................................... 475
Ensure Consistent Risk Analysis...................................................................................475
Determine Customer Risk............................................................................................ 476
Identify Risk Management Treatment..........................................................................476
1.3.4.1.3 PERSONALIZE CUSTOMER PROFILE FOR RETENTION & LOYALTY.......................................477
Personalize Customer Profile for Retention & Loyalty..................................................477
Collect Customer Personalization Information..............................................................478
Provide Customer Personalization Information.............................................................479
Ensure Customer Personalization Opportunities..........................................................479
1.3.4.1.4 VALIDATE CUSTOMER SATISFACTION..........................................................................481
Validate Customer Satisfaction....................................................................................481
Validate Solution Predicted/Expected Value.................................................................482
Validate Satisfaction of Customer................................................................................482
Initialize after-sales processes.....................................................................................483
1.3.4.2 ESTABLISH CUSTOMER RELATIONSHIP...........................................................................483
Establish Customer Relationship..................................................................................484
Verify Customer........................................................................................................... 484
Establish New Customer Identity.................................................................................485
Clean-up & Archive Customer Identifying Information.................................................485
De-duplicate Customer Identity...................................................................................486
Issue Unique Customer ID............................................................................................ 486
Gather Authentication Information...............................................................................487
1.3.5 CUSTOMER INTERACTION MANAGEMENT...........................................................................488
Customer Interaction Management..............................................................................488
Create Customer Interaction........................................................................................ 489
Update Customer Interaction.......................................................................................489
Close Customer Interaction.......................................................................................... 490
Log Customer Interaction............................................................................................. 490
Notify Customer........................................................................................................... 491
Track and Manage Customer Interaction......................................................................491
Report Customer interaction........................................................................................ 492
Authenticate User........................................................................................................ 492
Customer Interface Management.................................................................................493
1.3.5.9 CUSTOMER INTERFACE MANAGEMENT...........................................................................494
Customer Interface Management.................................................................................494
Manage Request (Including Self Service).....................................................................494
Analyze & Report on Customer....................................................................................495
Mediate & Orchestrate Customer Interactions.............................................................496
1.3.5.9.2 MANAGE REQUEST (INCLUDING SELF SERVICE)............................................................497
Manage Request (Including Self Service).....................................................................497
Handle Request............................................................................................................ 497
Provide Request Status................................................................................................ 498
Close Request.............................................................................................................. 499
1.3.5.9.3 ANALYZE & REPORT ON CUSTOMER...........................................................................500
Analyze & Report on Customer....................................................................................500
Analyze Customer Requests & Contacts......................................................................501
Report Customer Requests & Contacts........................................................................501

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Addendum D Process Decompositions and Descriptions


Business Process Framework (eTOM) R15.5.0

1.3.5.9.4 MEDIATE & ORCHESTRATE CUSTOMER INTERACTIONS...................................................502


Mediate & Orchestrate Customer Interactions.............................................................502
Identify Customer Interactions Data Formats...............................................................503
Orchestrate Customer Interactions..............................................................................503
Mediate Customer Interactions....................................................................................504
1.3.6 CUSTOMER INFORMATION MANAGEMENT..........................................................................505
Customer Information Management.............................................................................505
Create Customer Record.............................................................................................. 506
Update Customer Data................................................................................................. 506
Notify Customer Data Change......................................................................................507
Archive Customer Data................................................................................................ 507
Build a unified customer view......................................................................................508
1.3.7 PROBLEM HANDLING.................................................................................................... 508
Problem Handling......................................................................................................... 508
Isolate Customer Problem............................................................................................ 509
Report Customer Problem............................................................................................ 510
Track & Manage Customer Problem.............................................................................511
Close Customer Problem Report..................................................................................512
Create Customer Problem Report................................................................................512
Correct & Recover Customer Problem..........................................................................513
1.3.7.1 ISOLATE CUSTOMER PROBLEM.....................................................................................514
Isolate Customer Problem............................................................................................ 514
Verify Product Configuration........................................................................................515
Perform Specific Customer Problem Diagnostics..........................................................515
Perform Specific Customer Problem Tests....................................................................516
Notify T&M Root Cause Customer Problem..................................................................516
Categorize Customer Problem......................................................................................517
Identify Root Cause / Check for Workarounds..............................................................518
Obtain permanent fix or workarounds.........................................................................518
Create customer problem restoration plan..................................................................519
Create Known record................................................................................................... 519
1.3.7.2 REPORT CUSTOMER PROBLEM.....................................................................................520
Report Customer Problem............................................................................................ 520
Monitor Customer Problem........................................................................................... 521
Distribute Customer Problem Notifications..................................................................521
Distribute Customer Problem Management Reports & Summaries..............................522
Notify Customer Problem............................................................................................. 522
Issue Customer Problem Management Summaries......................................................523
Generate Customer Problem Management Reports.....................................................523
1.3.7.3 TRACK & MANAGE CUSTOMER PROBLEM.......................................................................524
Track & Manage Customer Problem.............................................................................524
Coordinate Customer Problem.....................................................................................525
Cancel Customer Problem............................................................................................ 526
Escalate/End Customer Problem..................................................................................527
Monitor Customer Problem Jeopardy Status.................................................................527
Prioritize Customer Problem......................................................................................... 528
Escalate Customer Problem to support team...............................................................528
1.3.7.4 CLOSE CUSTOMER PROBLEM REPORT...........................................................................529
Close Customer Problem Report..................................................................................529
Contact Customer for Feedback...................................................................................530
Complete and Validate Customer Problem Report.......................................................530

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Page 18 of 1540

Addendum D Process Decompositions and Descriptions


Business Process Framework (eTOM) R15.5.0

Update Time to Restore Service...................................................................................531


Finalize Customer Problem Report...............................................................................531
Communicate Service improvement Opportunity........................................................532
1.3.7.5 CREATE CUSTOMER PROBLEM REPORT..........................................................................533
Create Customer Problem Report................................................................................533
Generate Customer Problem Report............................................................................534
Obtain Configuration Information.................................................................................534
Check for major outage................................................................................................ 535
1.3.7.6 CORRECT & RECOVER CUSTOMER PROBLEM..................................................................535
Correct & Recover Customer Problem..........................................................................535
Manage Product Restoration........................................................................................536
Report Product Restoration Results..............................................................................537
Determine Resolution Feasibility and Justification........................................................537
Implement Customer Problem Workaround.................................................................538
Test & Validate Implemented Solution..........................................................................538
Initiate Change Request............................................................................................... 539
Review Major Customer Problem.................................................................................539
1.3.8 CUSTOMER QOS/SLA MANAGEMENT...............................................................................540
Customer QoS/SLA Management.................................................................................540
Assess Customer QoS/SLA Performance......................................................................541
Manage QoS/SLA Violation........................................................................................... 542
Report Customer QoS Performance.............................................................................542
Create Customer QoS Performance Degradation Report..............................................543
Track & Manage Customer QoS Performance Resolution.............................................544
Close Customer QoS Performance Degradation Report................................................545
1.3.8.1 ASSESS CUSTOMER QOS/SLA PERFORMANCE................................................................546
Assess Customer QoS/SLA Performance......................................................................546
Collect QoS Information............................................................................................... 547
Convert QoS Information.............................................................................................. 547
Check QoS Thresholds Met........................................................................................... 548
Maintain Overview of Product Offering Quality............................................................548
Prepare/Follow-up for Performance Reviews................................................................549
Carry Out Performance Reviews..................................................................................549
1.3.8.2 MANAGE QOS/SLA VIOLATION....................................................................................550
Manage QoS/SLA Violation........................................................................................... 550
Analyze QoS Violation.................................................................................................. 551
Take QoS Violation Action............................................................................................ 551
Follow-up QoS Violation Action.....................................................................................551
Inform Customer on QoS Impacts................................................................................552
1.3.8.3 REPORT CUSTOMER QOS PERFORMANCE.......................................................................553
Report Customer QoS Performance.............................................................................553
Monitor Customer QoS Report Status...........................................................................554
Notify Changes on Customer QoS Report Status..........................................................554
Distribute Customer QoS/SLA Management Reports & Summaries..............................555
1.3.8.4 CREATE CUSTOMER QOS PERFORMANCE DEGRADATION REPORT........................................556
Create Customer QoS Performance Degradation Report..............................................556
Create Customer QoS Report.......................................................................................557
Modify Customer QoS Report.......................................................................................557
Request Cancellation of Customer QoS Report............................................................558
1.3.8.5 TRACK & MANAGE CUSTOMER QOS PERFORMANCE RESOLUTION.......................................559
Track & Manage Customer QoS Performance Resolution.............................................559

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Page 19 of 1540

Addendum D Process Decompositions and Descriptions


Business Process Framework (eTOM) R15.5.0

Update Customer QoS Report with Analysis Results....................................................560


Co-ordinate Customer QoS Analysis, Restoration & Repair..........................................561
Modify Customer QoS Report Information....................................................................561
Modify Customer QoS Report Status............................................................................562
Cancel Customer QoS Report.......................................................................................562
Escalate/End Customer QoS Report.............................................................................562
Engage External Product Suppliers..............................................................................563
Clear Customer QoS Report Status..............................................................................564
1.3.9 BILL INVOICE MANAGEMENT........................................................................................... 565
Bill Invoice Management.............................................................................................. 565
Apply Pricing, Discounting, Adjustments & Rebates.....................................................566
Create Customer Bill Invoice........................................................................................567
Produce & Distribute Bill.............................................................................................. 568
1.3.9.1 APPLY PRICING, DISCOUNTING, ADJUSTMENTS & REBATES................................................569
Apply Pricing, Discounting, Adjustments & Rebates.....................................................569
Obtain Billing Events.................................................................................................... 570
Apply Pricing, Discounting, Adjustments & Rebates to Customer Account...................570
Apply Agreed Customer Bill Adjustment.......................................................................571
1.3.9.2 CREATE CUSTOMER BILL INVOICE................................................................................572
Create Customer Bill Invoice........................................................................................572
Render & Format Invoice............................................................................................. 573
Deliver Electronic Invoice............................................................................................. 573
Verify Invoice Quality................................................................................................... 574
Manage Customer Invoice Archive...............................................................................574
1.3.9.3 PRODUCE & DISTRIBUTE BILL.....................................................................................575
Produce & Distribute Bill.............................................................................................. 575
Co-ordinate Billing Insertion......................................................................................... 576
Establish & Manage Bill Production Cycle.....................................................................577
Deliver Invoice Information.......................................................................................... 577
Administer Commercial Arrangement for Production and Distribution Capability........578
Manage Paper and Envelope Availability......................................................................579
Manage Production Run to Create Bill..........................................................................579
Manage Physical Production & Distribution Quality......................................................580
1.3.10 BILL PAYMENTS & RECEIVABLES MANAGEMENT................................................................581
Bill Payments & Receivables Management...................................................................581
Manage Customer Billing............................................................................................. 582
Manage Customer Payments.......................................................................................582
Manage Customer Debt Collection...............................................................................583
1.3.10.2 MANAGE CUSTOMER PAYMENTS.................................................................................585
Manage Customer Payments.......................................................................................585
Manage Customer Payment Plan.................................................................................586
Collect Customer Payment........................................................................................... 586
Reconcile Customer Payment......................................................................................587
Manage Back-End Bank Account..................................................................................588
Administer Commercial Arrangement for Third Party Supplier.....................................588
1.3.10.3 MANAGE CUSTOMER DEBT COLLECTION......................................................................589
Manage Customer Debt Collection...............................................................................589
Identify Overdue Invoice.............................................................................................. 590
Administer Overdue Invoice Follow-Up.........................................................................591
Manage Overdue Invoice Payment...............................................................................592
Initiate Customer Debt Recovery Activities..................................................................592

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Page 20 of 1540

Addendum D Process Decompositions and Descriptions


Business Process Framework (eTOM) R15.5.0

Manage Aged Customer Debt Portfolio........................................................................593


Establish & Manage Customer Debt Profiles................................................................594
Establish & Manage Commercial Debt Recovery Arrangement....................................594
1.3.11 BILL INQUIRY HANDLING............................................................................................. 595
Bill Inquiry Handling..................................................................................................... 595
Create Customer Bill Inquiry Report.............................................................................596
Assess Customer Bill Inquiry Report.............................................................................597
Authorize Customer Bill Invoice Adjustment................................................................597
Track & Manage Customer Bill Inquiry Resolution........................................................598
Report Customer Bill Inquiry........................................................................................599
Close Customer Bill Inquiry Report...............................................................................600
1.3.11.1 CREATE CUSTOMER BILL INQUIRY REPORT...................................................................601
Create Customer Bill Inquiry Report.............................................................................601
Generate Customer Bill Inquiry....................................................................................602
Convert Customer Bill Inquiry......................................................................................602
Request Additional Bill Inquiry Information..................................................................603
1.3.11.2 ASSESS CUSTOMER BILL INQUIRY REPORT...................................................................604
Assess Customer Bill Inquiry Report.............................................................................604
Verify Customer Bill Inquiry.......................................................................................... 605
Assess and Investigate Customer Bill Inquiry...............................................................605
Identify Customer Bill Inquiry Root Cause....................................................................606
Complete Customer Bill Inquiry Assessment................................................................606
1.3.11.3 AUTHORIZE CUSTOMER BILL INVOICE ADJUSTMENT........................................................607
Authorize Customer Bill Invoice Adjustment................................................................607
Record Customer Bill Invoice Adjustment....................................................................608
Determine Automated Bill Adjustment.........................................................................609
Analyze Detailed Bill Inquiry........................................................................................610
1.3.11.4 TRACK & MANAGE CUSTOMER BILL INQUIRY RESOLUTION...............................................611
Track & Manage Customer Bill Inquiry Resolution........................................................611
Schedule Customer Bill Inquiry Analysis and Adjustment Activities.............................612
Assign Customer Bill Inquiry Analysis and Adjustment Activities.................................613
Coordinate Customer Bill Inquiry Analysis and Adjustment Activities..........................613
Monitor Customer Bill Inquiry Jeopardy Status.............................................................614
Initiate S/P Customer Bill Inquiry Resolution Request...................................................614
Modify Customer Bill Inquiry........................................................................................615
Cancel Customer Bill Inquiry........................................................................................615
1.3.11.5 REPORT CUSTOMER BILL INQUIRY..............................................................................616
Report Customer Bill Inquiry........................................................................................616
Monitor Customer Bill Inquiries....................................................................................617
Provide Customer Bill Inquiry Change Notification.......................................................618
Provide Management Reports......................................................................................618
1.3.12 MANAGE BILLING EVENTS........................................................................................... 619
Manage Billing Events.................................................................................................. 619
Enrich Billing Events..................................................................................................... 620
Guide Billing Events..................................................................................................... 621
Mediate Billing Events.................................................................................................. 621
Report Billing Event Records........................................................................................ 622
1.3.12.1 ENRICH BILLING EVENTS..........................................................................................623
Enrich Billing Events..................................................................................................... 623
Add Billing Event Data................................................................................................. 624
Assign Billing Event Price............................................................................................. 624

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Page 21 of 1540

Addendum D Process Decompositions and Descriptions


Business Process Framework (eTOM) R15.5.0

1.3.12.2 GUIDE BILLING EVENTS...........................................................................................625


Guide Billing Events..................................................................................................... 625
Ensure Billing Event Usage.......................................................................................... 626
Distribute Billing Event................................................................................................. 627
1.3.12.3 MEDIATE BILLING EVENTS........................................................................................628
Mediate Billing Events.................................................................................................. 628
Edit Billing Event.......................................................................................................... 629
Reformat Billing Event................................................................................................. 629
1.3.12.4 REPORT BILLING EVENT RECORDS.............................................................................630
Report Billing Event Records........................................................................................ 630
Generate Billing Event Report......................................................................................631
Investigate Billing Event Related Problem....................................................................631
Support Billing Event Related Process..........................................................................632
1.3.13 CHARGING............................................................................................................... 633
Charging...................................................................................................................... 633
Perform Rating............................................................................................................. 634
Apply Rate Level Discounts.......................................................................................... 634
Aggregate Items For Charging.....................................................................................635
Manage Customer Charging Hierarchy.........................................................................635
Provide Advice of Charge/Rate.....................................................................................636
1.3.14 MANAGE BALANCES................................................................................................... 637
Manage Balances......................................................................................................... 637
Manage Balance Containers......................................................................................... 638
Manage Balance Policies.............................................................................................. 638
Manage Balance Operations........................................................................................639
Authorize Transaction Based on Balance......................................................................639
1.4.1 SERVICE STRATEGY & PLANNING....................................................................................640
Service Strategy & Planning......................................................................................... 640
Gather & Analyze Service Information.........................................................................641
Manage Service Research............................................................................................ 642
Establish Service Strategy & Goals..............................................................................643
Define Service Support Strategies...............................................................................643
Produce Service Business Plans...................................................................................644
Develop Service Partnership Requirements.................................................................645
Gain Enterprise Commitment to Service Strategies.....................................................646
1.4.1.1 GATHER & ANALYZE SERVICE INFORMATION...................................................................646
Gather & Analyze Service Information.........................................................................646
Gather Service Information.......................................................................................... 647
Analyze new service directions/enhance existing service............................................648
Analyze to develop new service requirements.............................................................648
Analyze service growth................................................................................................ 649
1.4.1.2 MANAGE SERVICE RESEARCH......................................................................................650
Manage Service Research............................................................................................ 650
Manage service research investigations......................................................................651
Manage administration of service research..................................................................651
Define service research assessment methodologies....................................................652
1.4.1.3 ESTABLISH SERVICE STRATEGY & GOALS.......................................................................653
Establish Service Strategy & Goals..............................................................................653
Establish service strategy............................................................................................ 654
Develop Service Strategy............................................................................................. 654
Establish Service goals................................................................................................. 655

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Addendum D Process Decompositions and Descriptions


Business Process Framework (eTOM) R15.5.0

Determine Service Strategy Perspective......................................................................655


Formulate Strategic Position........................................................................................656
Produce Service Strategic Plan....................................................................................656
Determine Actionable Patterns....................................................................................657
1.4.1.4 DEFINE SERVICE SUPPORT STRATEGIES.........................................................................658
Define Service Support Strategies...............................................................................658
Define service support Principles.................................................................................659
Define service support Policies....................................................................................659
Define Service Support performance standards...........................................................660
1.4.1.5 PRODUCE SERVICE BUSINESS PLANS............................................................................660
Produce Service Business Plans...................................................................................661
Develop & Deliver annual/multiyear service business plans........................................661
Forecast service demand & capture new opportunities...............................................662
Asses impact of service business plan.........................................................................662
Identify timetables for new service capability introduction..........................................663
Identify logistics for new service capability introduction..............................................663
1.4.1.6 DEVELOP SERVICE PARTNERSHIP REQUIREMENTS............................................................664
Develop Service Partnership Requirements.................................................................664
Identify the requirements for service aspects..............................................................665
Recommend Service Partnership.................................................................................665
Determine extent of service aspect sourcing...............................................................666
1.4.1.7 GAIN ENTERPRISE COMMITMENT TO SERVICE STRATEGIES.................................................667
Gain Enterprise Commitment to Service Strategies.....................................................667
Identify Stakeholders to service strategy and service plans........................................667
Gain service strategy and service plans Stakeholders approval...................................668
Gain Enterprise Commitment to service strategy and service plans............................668
1.4.2 SERVICE CAPABILITY DELIVERY.......................................................................................669
Service Capability Delivery.......................................................................................... 669
Map & Analyze Service Requirements..........................................................................670
Capture Service Capability Shortfalls...........................................................................671
Gain Service Capability Investment Approval..............................................................671
Design Service Capabilities.......................................................................................... 672
Enable Service Support & Operations..........................................................................673
Manage Service Capability Delivery.............................................................................673
Manage Handover to Service Operations.....................................................................674
1.4.2.1 MAP & ANALYZE SERVICE REQUIREMENTS.....................................................................675
Map & Analyze Service Requirements..........................................................................675
Capture Service Demand & Performance Requirements..............................................676
Agree Service Infrastructure Requirements.................................................................677
Report Service Infrastructure Requirements................................................................677
1.4.2.2 CAPTURE SERVICE CAPABILITY SHORTFALLS...................................................................678
Capture Service Capability Shortfalls...........................................................................678
Capture Service Capacity Shortfalls.............................................................................678
Capture Service Performance Shortfalls.......................................................................679
Capture Service Operational Support Shortfalls...........................................................679
1.4.2.3 GAIN SERVICE CAPABILITY INVESTMENT APPROVAL..........................................................681
Gain Service Capability Investment Approval..............................................................681
Develop Service Capability Investment Proposals........................................................682
Approve Service Capability Investment........................................................................683
1.4.2.4 DESIGN SERVICE CAPABILITIES....................................................................................684
Design Service Capabilities.......................................................................................... 684

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Addendum D Process Decompositions and Descriptions


Business Process Framework (eTOM) R15.5.0

Define Service Capability Requirements......................................................................685


Specify Service Capability Infrastructure.....................................................................685
Select Service Capability At Parties..............................................................................686
1.4.2.5 ENABLE SERVICE SUPPORT & OPERATIONS....................................................................686
Enable Service Support & Operations..........................................................................687
Design Service Operational Support Process Improvements........................................687
Identify Service Support Groups, Skills & Training........................................................688
Identify Service Support Requirements........................................................................688
1.4.2.6 MANAGE SERVICE CAPABILITY DELIVERY........................................................................689
Manage Service Capability Delivery.............................................................................689
Co-ordinate Service Capability Delivery.......................................................................690
Ensure Service Capability Quality................................................................................690
Establish Service Capability Sourcing..........................................................................691
Develop Service Capability Timetables........................................................................691
Track and Report Service Capability Delivery...............................................................692
Ensure Service Capability Costs...................................................................................692
1.4.2.7 MANAGE HANDOVER TO SERVICE OPERATIONS...............................................................693
Manage Handover to Service Operations.....................................................................693
Co-ordinate Service Operational Handover..................................................................694
Validate Service Infrastructure Design.........................................................................694
Ensure Service Handover Support................................................................................695
1.4.3 SERVICE DEVELOPMENT & RETIREMENT...........................................................................696
Service Development & Retirement.............................................................................696
Gather & Analyze New Service Ideas...........................................................................696
Assess Performance of Existing Services.....................................................................697
Develop New Service Business Proposal......................................................................698
Develop Detailed Service Specifications......................................................................698
Manage Service Development.....................................................................................699
Manage Service Deployment.......................................................................................700
Manage Service Exit..................................................................................................... 701
1.4.3.1 GATHER & ANALYZE NEW SERVICE IDEAS......................................................................702
Gather Service Information.......................................................................................... 702
Gather & Analyze New Service Ideas...........................................................................702
Analyze Service Classes............................................................................................... 703
Develop Service Classes.............................................................................................. 704
1.4.3.3 DEVELOP NEW SERVICE BUSINESS PROPOSAL................................................................705
Develop New Service Business Proposal......................................................................705
Develop Service Business Proposal..............................................................................706
Gain Service Business Proposal Approval.....................................................................707
1.4.3.4 DEVELOP DETAILED SERVICE SPECIFICATIONS.................................................................707
Develop Detailed Service Specifications......................................................................707
Develop Detailed Service Technical Specifications.......................................................708
Develop Detailed Service Support Specifications.........................................................709
Develop Detailed Service Operational Specifications...................................................709
Develop Detailed Service Customer Manuals...............................................................710
1.4.3.5 MANAGE SERVICE DEVELOPMENT.................................................................................711
Manage Service Development.....................................................................................711
Identify Required Processes & Procedures for Services................................................712
Develop Required Processes & Procedures for Services...............................................712
Develop Service & Operational Agreements for Services.............................................713
Gain Service & Operational Agreements Approval for Services....................................713

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Addendum D Process Decompositions and Descriptions


Business Process Framework (eTOM) R15.5.0

Produce Supporting Documentation & Training Packages for Services........................714


1.4.3.6 MANAGE SERVICE DEPLOYMENT...................................................................................715
Manage Service Deployment.......................................................................................715
Manage Service Process & Procedure Implementation................................................716
Manage Service Operational Staff Training..................................................................716
Develop Service Party Operational Support.................................................................717
Manage Service Acceptance Testing............................................................................717
1.4.4 SM&O SUPPORT & READINESS......................................................................................718
SM&O Support & Readiness......................................................................................... 718
Manage Service Inventory............................................................................................ 719
Enable Service Configuration & Activation...................................................................720
Support Service Problem Management........................................................................721
Enable Service Quality Management............................................................................722
Support Service & Specific Instance Rating..................................................................724
1.4.4.1 MANAGE SERVICE INVENTORY.....................................................................................724
Manage Service Inventory............................................................................................ 725
Manage Service Inventory Database and Processes....................................................726
Perform Service Inventory Audit Tests.........................................................................726
Track and Monitor Service Inventory Capabilities.........................................................727
Identify Service Inventory Issues and Provide Reports and Warnings..........................727
1.4.4.2 ENABLE SERVICE CONFIGURATION & ACTIVATION............................................................728
Enable Service Configuration & Activation...................................................................728
Plan & Forecast Service Infrastructure Requirements and Manage Capacity Planning.730
Establish, Manage, and Develop Service Infrastructure Organization, Tools and
Processes..................................................................................................................... 730
Develop and Implement Service Infrastructure Capacity and Operational Rules and
Procedures................................................................................................................... 731
Perform Service Infrastructure Acceptance Test and Address & Monitor the Change...731
Monitor, Report and Release Mgmt. of Service Infrastructure and Capacity Utilization 732
Optimize Existing Service Infrastructure Utilization.....................................................732
Update Service Inventory Record.................................................................................733
1.4.4.3 SUPPORT SERVICE PROBLEM MANAGEMENT...................................................................734
Support Service Problem Management........................................................................734
Manage Service Problem & Performance Data Collection............................................735
Manage Service Infrastructure, Provisioning and Preventive Maintenance Schedules. 735
Report Service Problem Trends....................................................................................736
Track, Monitor and Manage Service Problem Processes...............................................737
Provide Support for Service Problem Processes...........................................................737
1.4.4.4 ENABLE SERVICE QUALITY MANAGEMENT......................................................................738
Enable Service Quality Management............................................................................738
Establish and Maintain Service Performance Threshold Standards..............................739
Monitor and Analyze Service Performance Reports, and Identify Issues......................740
Correlate the Service Performance Problem Reports & Manage Inventory Repository. 740
Manage Service Performance Data Collection..............................................................741
Assess and Report Service Quality Management Processes.........................................741
1.4.5 SERVICE CONFIGURATION & ACTIVATION..........................................................................742
Service Configuration & Activation...............................................................................742
Design Solution............................................................................................................ 743
Allocate Specific Service Parameters to Services.........................................................745
Track & Manage Service Provisioning...........................................................................745
Implement, Configure & Activate Service....................................................................746

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Addendum D Process Decompositions and Descriptions


Business Process Framework (eTOM) R15.5.0

Test Service End-to-End............................................................................................... 747


Issue Service Orders.................................................................................................... 748
Report Service Provisioning......................................................................................... 749
Close Service Order..................................................................................................... 750
Recover Service........................................................................................................... 750
1.4.5.1 DESIGN SOLUTION.................................................................................................... 751
Design Solution............................................................................................................ 751
Develop Overall Service Design...................................................................................752
Develop Service Implementation Plan..........................................................................753
Develop Detailed Service Design.................................................................................754
1.4.5.2 ALLOCATE SPECIFIC SERVICE PARAMETERS TO SERVICES...................................................755
Allocate Specific Service Parameters to Services.........................................................755
Determine Service Parameter Availability....................................................................756
Reserve Service Parameters........................................................................................756
Release Service Parameter.......................................................................................... 757
Allocate Service Parameters........................................................................................757
1.4.5.3 TRACK & MANAGE SERVICE PROVISIONING....................................................................758
Track & Manage Service Provisioning...........................................................................758
Assign Service Provisioning Activity.............................................................................759
Track Service Provisioning Activity...............................................................................760
Manage Service Provisioning Activity...........................................................................760
1.4.5.4 IMPLEMENT, CONFIGURE & ACTIVATE SERVICE................................................................762
Implement, Configure & Activate Service....................................................................762
Configure Service......................................................................................................... 763
Implement Service....................................................................................................... 764
Activate Service........................................................................................................... 764
1.4.5.5 TEST SERVICE END-TO-END.......................................................................................765
Test Service End-to-End............................................................................................... 766
Test Service.................................................................................................................. 766
Develop Service Test Plans........................................................................................... 767
Capture Service Test Results........................................................................................ 767
1.4.5.6 ISSUE SERVICE ORDERS............................................................................................. 768
Issue Service Orders.................................................................................................... 769
Assess Service Request................................................................................................ 770
Create Service Orders.................................................................................................. 770
Mark Service Order for Special Handling......................................................................771
1.4.5.7 REPORT SERVICE PROVISIONING..................................................................................772
Report Service Provisioning......................................................................................... 773
Monitor Service Order Status.......................................................................................773
Distribute Service Order Notification............................................................................774
Distribute Service Provisioning Reports.......................................................................774
1.4.5.9 RECOVER SERVICE.................................................................................................... 775
Recover Service........................................................................................................... 775
Develop Service Recovery Plan....................................................................................776
Provide Service Recovery Proposal Notification...........................................................776
Request Service Recovery Authorization......................................................................777
Commence Service Recovery.......................................................................................777
Complete Service Recovery......................................................................................... 778
1.4.6 SERVICE PROBLEM MANAGEMENT...................................................................................779
Service Problem Management.....................................................................................779
Create Service Trouble Report.....................................................................................780

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Addendum D Process Decompositions and Descriptions


Business Process Framework (eTOM) R15.5.0

Diagnose Service Problem........................................................................................... 781


Correct & Resolve Service Problem..............................................................................782
Track & Manage Service Problem.................................................................................782
Report Service Problem................................................................................................ 784
Close Service Trouble Report.......................................................................................785
Survey & Analyze Service Problem..............................................................................785
1.4.6.1 CREATE SERVICE TROUBLE REPORT..............................................................................787
Create Service Trouble Report.....................................................................................787
Generate Service Problem........................................................................................... 788
Convert Report To Service Problem Format..................................................................788
Estimate Time For Restoring Service...........................................................................789
1.4.6.2 DIAGNOSE SERVICE PROBLEM.....................................................................................790
Diagnose Service Problem........................................................................................... 790
Verify Service Configuration......................................................................................... 791
Perform Specific Service Problem Diagnostics.............................................................791
Perform Specific Service Problem Tests.......................................................................792
Schedule Routine Service Problem Tests......................................................................792
Stop And Start Audit On Services.................................................................................793
Notify T&M Root Cause Service Problem......................................................................793
Categorize Service Problem......................................................................................... 794
1.4.6.3 CORRECT & RESOLVE SERVICE PROBLEM......................................................................795
Correct & Resolve Service Problem..............................................................................795
Reassign / Reconfigure Failed Service..........................................................................796
Manage Service Restoration........................................................................................796
Implement Service Problem Work Arounds..................................................................797
Invoke Support Service Problem Management Processes............................................798
Review Major Service Problem.....................................................................................798
Monitor Service Alarms Events.....................................................................................799
Categorize Service Alarm Event...................................................................................799
1.4.6.4 TRACK & MANAGE SERVICE PROBLEM..........................................................................800
Track & Manage Service Problem.................................................................................800
Coordinate Service Problem......................................................................................... 802
Perform First in Service Testing....................................................................................802
Cancel Service Problem............................................................................................... 803
Escalate/End Service Problem......................................................................................803
Perform Final Service Test............................................................................................ 804
Prioritize Service Problem............................................................................................ 804
1.4.6.5 REPORT SERVICE PROBLEM......................................................................................... 805
Report Service Problem................................................................................................ 805
Monitor Service Problem.............................................................................................. 806
Distribute Service Problem Notifications......................................................................807
Distribute Service Problem Management Reports & Summaries..................................807
1.4.6.7 SURVEY & ANALYZE SERVICE PROBLEM........................................................................808
Survey & Analyze Service Problem..............................................................................808
Manage Service Alarm Event Notifications...................................................................809
Filter Service Alarm Event Notifications.......................................................................810
Correlate Service Alarm Event Notifications.................................................................811
Abate Service Alarm Event Records.............................................................................811
Trigger Defined Service Alarm Action...........................................................................812
1.4.7 SERVICE QUALITY MANAGEMENT.....................................................................................813
Service Quality Management.......................................................................................813

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Addendum D Process Decompositions and Descriptions


Business Process Framework (eTOM) R15.5.0

Monitor Service Quality................................................................................................ 813


Analyze Service Quality............................................................................................... 815
Improve Service Quality............................................................................................... 816
Report Service Quality Performance............................................................................816
Create Service Performance Degradation Report.........................................................817
Track & Manage Service Quality Performance Resolution............................................818
Close Service Performance Degradation Report...........................................................819
1.4.7.1 MONITOR SERVICE QUALITY........................................................................................ 820
Monitor Service Quality................................................................................................ 820
Manage Service Performance Quality Data..................................................................821
Record Service Performance Quality Data...................................................................822
Correlate Service Performance Event Notifications......................................................823
1.4.7.2 ANALYZE SERVICE QUALITY.........................................................................................824
Analyze Service Quality............................................................................................... 824
Perform Specific Service Performance Diagnostics......................................................825
Manage Service Performance Data Collection Schedules.............................................826
1.4.7.3 IMPROVE SERVICE QUALITY.........................................................................................827
Improve Service Quality............................................................................................... 827
Reassign / Reconfigure Service or Service Parameters................................................828
Manage Service Improvement Notification and Authorization......................................828
Develop Service Improvement Plans............................................................................829
1.4.7.4 REPORT SERVICE QUALITY PERFORMANCE.....................................................................830
Report Service Quality Performance............................................................................830
Monitor Service Performance Degradation Report.......................................................831
Report Constraints to Other Processes.........................................................................831
Distribute Service Quality Management Reports & Summaries....................................832
1.4.7.5 CREATE SERVICE PERFORMANCE DEGRADATION REPORT...................................................833
Create Service Performance Degradation Report.........................................................833
Generate Service Performance Degradation Problem..................................................834
Convert Report To Service Performance Degradation Report Format...........................834
1.4.7.6 TRACK & MANAGE SERVICE QUALITY PERFORMANCE RESOLUTION......................................835
Track & Manage Service Quality Performance Resolution............................................836
Coordinate Service Quality........................................................................................... 837
Request Service Performance Degradation Report Creation and Update.....................837
Update First in Service Testing Results........................................................................838
Cancel Service Performance Degradation Report........................................................838
Escalate/End Service Performance Degradation Report...............................................839
Clear Service Performance Degradation Report Status................................................839
Engage External Service Suppliers...............................................................................840
1.4.8 SERVICE GUIDING & MEDIATION.....................................................................................841
Service Guiding & Mediation........................................................................................841
Mediate Service Usage Records...................................................................................842
Report Service Usage Records.....................................................................................842
Guide Resource Usage Records...................................................................................843
1.4.8.1 MEDIATE SERVICE USAGE RECORDS.............................................................................844
Mediate Service Usage Records...................................................................................844
Validate Service Usage Record.....................................................................................844
Normalize Service Usage Record.................................................................................845
Convert Service Usage Record.....................................................................................845
Correlate Service Usage Record...................................................................................846
Remove Duplicate Service Usage Record.....................................................................847

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Addendum D Process Decompositions and Descriptions


Business Process Framework (eTOM) R15.5.0

1.5.1 RESOURCE STRATEGY & PLANNING.................................................................................847


Resource Strategy & Planning......................................................................................848
Gather & Analyze Resource Information......................................................................849
Manage Resource Research......................................................................................... 849
Establish Resource Strategy & Architecture.................................................................850
Define Resource Support Strategies............................................................................851
Produce Resource Business Plans................................................................................852
Develop Resource Partnership Requirements..............................................................852
Gain Enterprise Commitment to Resource Plans..........................................................853
1.5.1.1 GATHER & ANALYZE RESOURCE INFORMATION................................................................854
Gather & Analyze Resource Information......................................................................854
Gather Resource Information.......................................................................................855
Analyze new resource requirements............................................................................855
Analyze to develop new/enhance resource requirements............................................856
1.5.1.2 MANAGE RESOURCE RESEARCH...................................................................................857
Manage Resource Research......................................................................................... 857
Manage resource research investigations....................................................................858
Manage administration of resource research...............................................................858
Define Resource research assessment methodologies................................................859
1.5.1.3 ESTABLISH RESOURCE STRATEGY & ARCHITECTURE.........................................................860
Establish Resource Strategy & Architecture.................................................................860
Establish Resource strategy......................................................................................... 861
Develop Resource Strategy.......................................................................................... 861
Establish Resource delivery goals................................................................................862
Establish resource implementation policies.................................................................862
1.5.1.4 DEFINE RESOURCE SUPPORT STRATEGIES......................................................................863
Define Resource Support Strategies............................................................................863
Define Resource support Principles..............................................................................864
Define Resource support Policies.................................................................................864
Define Resource Support performance standards........................................................865
1.5.1.5 PRODUCE RESOURCE BUSINESS PLANS.........................................................................866
Produce Resource Business Plans................................................................................866
Develop & Deliver annual/multiyear resource business plans......................................867
Forecast high level resource demand & capture new opportunities.............................867
Assess impact of Resource Business plans..................................................................868
Identify timetables for new resource capability introduction........................................869
Identify logistics for new resource capability introduction...........................................869
1.5.1.6 DEVELOP RESOURCE PARTNERSHIP REQUIREMENTS.........................................................870
Develop Resource Partnership Requirements..............................................................870
Identify the requirements for resource capabilities......................................................871
Recommend Resource partnership..............................................................................871
Determine extent of resource capabilities sourcing.....................................................872
1.5.1.7 GAIN ENTERPRISE COMMITMENT TO RESOURCE PLANS.....................................................872
Gain Enterprise Commitment to Resource Plans..........................................................873
Identify Stakeholders to Resource strategy and resource plans...................................873
Gain resource strategy and resource plans Stakeholders approval..............................873
Gain Enterprise Commitment to resource strategy and resource plans.......................874
1.5.2 RESOURCE CAPABILITY DELIVERY....................................................................................875
Resource Capability Delivery.......................................................................................875
Map & Analyze Resource Requirements.......................................................................876
Capture Resource Capability Shortfalls........................................................................877

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Page 29 of 1540

Addendum D Process Decompositions and Descriptions


Business Process Framework (eTOM) R15.5.0

Gain Resource Capability Investment Approval...........................................................877


Design Resource Capabilities.......................................................................................878
Enable Resource Support & Operations.......................................................................879
Manage Resource Capability Delivery..........................................................................879
Manage Handover to Resource Operations..................................................................880
1.5.2.1 MAP & ANALYZE RESOURCE REQUIREMENTS..................................................................882
Map & Analyze Resource Requirements.......................................................................882
Capture Resource Demand & Performance Requirements...........................................883
Agree Resource Infrastructure Requirements..............................................................884
1.5.2.2 CAPTURE RESOURCE CAPABILITY SHORTFALLS................................................................885
Capture Resource Capability Shortfalls........................................................................885
Capture Resource Capacity Shortfalls..........................................................................885
Capture Resource Performance Shortfalls....................................................................886
Capture Resource Operational Support Shortfalls........................................................886
1.5.2.3 GAIN RESOURCE CAPABILITY INVESTMENT APPROVAL.......................................................888
Gain Resource Capability Investment Approval...........................................................888
Develop Resource Capability Investment Proposals.....................................................889
Approve Resource Capability Investment.....................................................................890
1.5.2.4 DESIGN RESOURCE CAPABILITIES.................................................................................891
Design Resource Capabilities.......................................................................................891
Define Resource Capability Requirements...................................................................892
Specify Resource Capability Infrastructure..................................................................892
Select Resource Capability at Other Parties.................................................................893
1.5.2.5 ENABLE RESOURCE SUPPORT & OPERATIONS.................................................................894
Enable Resource Support & Operations.......................................................................894
Design Resource Operational Support Process Improvements.....................................895
Identify Resource Support Groups, Skills & Training.....................................................895
Identify Resource Support Requirements.....................................................................896
1.5.2.6 MANAGE RESOURCE CAPABILITY DELIVERY.....................................................................896
Manage Resource Capability Delivery..........................................................................896
Co-ordinate Resource Capability Delivery....................................................................897
Ensure Resource Capability Quality.............................................................................898
Manage Commissioning of New Resource Infrastructure.............................................898
Establish Resource Capability Sourcing........................................................................899
1.5.2.7 MANAGE HANDOVER TO RESOURCE OPERATIONS............................................................900
Manage Handover to Resource Operations..................................................................900
Co-ordinate Resource Operational Handover...............................................................901
Validate Resource Infrastructure Design......................................................................901
Ensure Resource Handover Support.............................................................................902
1.5.3 RESOURCE DEVELOPMENT & RETIREMENT........................................................................902
Resource Development & Retirement..........................................................................902
Gather & Analyze New Resource Ideas........................................................................903
Assess Performance of Existing Resources..................................................................904
Develop New Resource Business Proposal...................................................................904
Develop Detailed Resource Specifications...................................................................905
Manage Resource Development..................................................................................906
Manage Resource Deployment....................................................................................907
Manage Resource Exit.................................................................................................. 907
1.5.3.1 GATHER & ANALYZE NEW RESOURCE IDEAS..................................................................908
Gather Resource Information.......................................................................................908
Gather & Analyze New Resource Ideas........................................................................909

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Addendum D Process Decompositions and Descriptions


Business Process Framework (eTOM) R15.5.0

Analyze Resource Classes............................................................................................ 910


Develop Resource Classes........................................................................................... 910
1.5.3.3 DEVELOP NEW RESOURCE BUSINESS PROPOSAL.............................................................911
Develop New Resource Business Proposal...................................................................911
Develop Resource Business Proposal...........................................................................912
Gain Resource Business Proposal Approval..................................................................913
1.5.3.4 DEVELOP DETAILED RESOURCE SPECIFICATIONS..............................................................913
Develop Detailed Resource Specifications...................................................................913
Develop Detailed Resource Technical Specifications....................................................914
Develop Detailed Resource Support Specifications......................................................915
Develop Detailed Resource Operational Specifications................................................915
Develop Detailed Resource Manuals............................................................................916
1.5.3.5 MANAGE RESOURCE DEVELOPMENT..............................................................................916
Manage Resource Development..................................................................................917
Identify Required Processes & Procedures for Resources.............................................917
Develop Required Processes & Procedures for Resources............................................918
Develop Service & Operational Agreements for Resources..........................................919
Gain Service & Operational Agreements Approval for Resources.................................919
Produce Supporting Documentation & Training Packages for Resources.....................920
1.5.3.6 MANAGE RESOURCE DEPLOYMENT...............................................................................921
Manage Resource Deployment....................................................................................921
Manage Resource Process & Procedure Implementation.............................................922
Manage Resource Operational Staff Training...............................................................922
Develop Resource Supplier/Partner Operational Support.............................................923
Manage Resource Acceptance Testing.........................................................................923
1.5.3.7 MANAGE RESOURCE EXIT........................................................................................... 924
Manage Resource Exit.................................................................................................. 924
Identify Unviable Resources......................................................................................... 925
Identify Impacted Resource Customers........................................................................925
Develop Resource Transition Strategies.......................................................................925
Manage Resource Exit Process.....................................................................................926
1.5.4 RM&O SUPPORT & READINESS.....................................................................................927
RM&O Support & Readiness......................................................................................... 927
Enable Resource Provisioning......................................................................................928
Enable Resource Performance Management................................................................929
Support Resource Trouble Management......................................................................931
Enable Resource Data Collection & Distribution...........................................................932
Manage Resource Inventory......................................................................................... 933
Manage Logistics......................................................................................................... 934
1.5.4.1 ENABLE RESOURCE PROVISIONING...............................................................................936
Enable Resource Provisioning......................................................................................936
Plan & Forecast Resource Infrastructure Requirements and Manage Capacity Planning
.................................................................................................................................... 938
Establish, Manage, and Develop Organization, Tools and Processes............................938
Develop and Implement Capacity and Operational Rules and Procedures...................939
Perform Acceptance Test and Address & Monitor the Change......................................940
Track & Supervise the Rollout of new and/or Modified Infrastructure...........................940
Monitor, Report and Release Mgmt. of Resource Infrastructure and Capacity Utilization
.................................................................................................................................... 941
Optimize Existing Resource Infrastructure Utilization..................................................941
Track, Monitor and Report Resource Provisioning........................................................942

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Addendum D Process Decompositions and Descriptions


Business Process Framework (eTOM) R15.5.0

Update Inventory Record............................................................................................. 942


1.5.4.2 ENABLE RESOURCE PERFORMANCE MANAGEMENT...........................................................943
Enable Resource Performance Management................................................................943
Monitor & Manage Regulatory Issues...........................................................................945
Establish and Maintain Performance Threshold Standards...........................................945
Undertake Performance Trend Analysis.......................................................................946
Monitor and Analyze Resource Performance Reports, and Identify Issues...................946
Correlate the Performance Problem Reports & Manage Inventory Repository.............947
Manage Resource Performance Data Collection...........................................................947
Establish, Maintain and Manage the Support Plans......................................................948
Assess and Report Resource Performance Management Processes.............................948
Provide Supporting Procedures and Quality Management Support..............................949
1.5.4.3 SUPPORT RESOURCE TROUBLE MANAGEMENT.................................................................950
Support Resource Trouble Management......................................................................950
Manage Resource Trouble & Performance Data Collection...........................................951
Manage Resource Infrastructure, Provisioning and Preventive Maintenance Schedules
.................................................................................................................................... 952
Create Report............................................................................................................... 952
Establish Warehouse and Manage Spares Including other Parties................................953
Track, Monitor and Manage RTM Processes Including other Parties.............................953
Provide Support for RTM and SPM Processes...............................................................954
1.5.4.4 ENABLE RESOURCE DATA COLLECTION & DISTRIBUTION...................................................955
Enable Resource Data Collection & Distribution...........................................................955
Manage and Administer Resource Data Collection and Distribution.............................956
Manage Resource Data Storage Facilities and Associated Processes...........................957
Track, Monitor and Report Resource Data Collection Processes and Capabilities.........957
Identify Data Collection Issues and Report...................................................................958
1.5.4.5 MANAGE RESOURCE INVENTORY..................................................................................958
Manage Resource Inventory......................................................................................... 959
Manage Resource Inventory Database and Processes.................................................960
Track and Monitor Resource Repository Capabilities....................................................960
Identify Repository Issues and Provide Reports and Warnings.....................................961
1.5.4.7 MANAGE LOGISTICS.................................................................................................. 962
Manage Logistics......................................................................................................... 962
Manage Warehousing................................................................................................... 963
Manage Orders............................................................................................................ 964
Track and Monitor Logistics and Manage Resource Inventory......................................965
Identify Logistic Issues and Provide Reports................................................................965
1.5.5 WORKFORCE MANAGEMENT........................................................................................... 966
Workforce Management............................................................................................... 966
Manage Schedules & Appointments.............................................................................968
Plan and Forecast Workforce Management..................................................................968
Administer and Configure Workforce Management......................................................969
Report Workforce Management...................................................................................970
Manage Work Order Lifecycle......................................................................................971
1.5.5.1 MANAGE SCHEDULES & APPOINTMENTS........................................................................972
Manage Schedules & Appointments.............................................................................972
Workforce Management Schedule...............................................................................972
Determine Work Schedule........................................................................................... 973
Manage Reservations................................................................................................... 974
Manage Appointments................................................................................................. 974

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Addendum D Process Decompositions and Descriptions


Business Process Framework (eTOM) R15.5.0

1.5.5.4 PLAN AND FORECAST WORKFORCE MANAGEMENT...........................................................976


Plan and Forecast Workforce Management..................................................................976
Forecast Demand......................................................................................................... 977
Forecast Workforce Availability....................................................................................977
Adjust Durations.......................................................................................................... 978
1.5.5.5 ADMINISTER AND CONFIGURE WORKFORCE MANAGEMENT................................................979
Administer and Configure Workforce Management......................................................979
Configure Work Catalog............................................................................................... 980
Administer Human Resources Catalog.........................................................................981
Administer Organizations Catalog................................................................................981
Administer Tools and Materials Catalog........................................................................982
Configure Skill Catalog................................................................................................. 982
Configure Schedules.................................................................................................... 983
Administer Registration and Access.............................................................................984
Configure Logging and Audit........................................................................................ 984
1.5.5.7 MANAGE WORK ORDER LIFECYCLE...............................................................................985
Manage Work Order Lifecycle......................................................................................986
Issue Work Order......................................................................................................... 987
Analyze and Decompose Work Order...........................................................................987
Assign Task.................................................................................................................. 988
Dispatch Task............................................................................................................... 989
Track and Manage Work Order.....................................................................................990
Close Work Order......................................................................................................... 990
Report on Work Order.................................................................................................. 991
1.5.6 RESOURCE PROVISIONING.............................................................................................992
Resource Provisioning.................................................................................................. 992
Allocate & Install Resource........................................................................................... 993
Configure & Activate Resource....................................................................................994
Test Resource............................................................................................................... 995
Track & Manage Resource Provisioning........................................................................996
Report Resource Provisioning......................................................................................997
Close Resource Order.................................................................................................. 997
Issue Resource Orders................................................................................................. 998
Recover Resource........................................................................................................ 999
1.5.6.1 ALLOCATE & INSTALL RESOURCE...............................................................................1000
Allocate & Install Resource.........................................................................................1000
Determine Resource Availability................................................................................1001
Reserve Resource...................................................................................................... 1002
Release Resource....................................................................................................... 1002
Allocate Resource...................................................................................................... 1003
Install and Commission Resource...............................................................................1003
1.5.6.2 CONFIGURE & ACTIVATE RESOURCE...........................................................................1004
Configure & Activate Resource..................................................................................1004
Configure Resource.................................................................................................... 1005
Implement Resource..................................................................................................1006
Activate Resource...................................................................................................... 1006
1.5.6.3 TEST RESOURCE..................................................................................................... 1007
Test Resource............................................................................................................. 1008
Test Specific Resources.............................................................................................. 1008
Develop Test Plans..................................................................................................... 1009
Capture Test Results..................................................................................................1009

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Addendum D Process Decompositions and Descriptions


Business Process Framework (eTOM) R15.5.0

1.5.6.4 TRACK & MANAGE RESOURCE PROVISIONING...............................................................1010


Track & Manage Resource Provisioning......................................................................1010
Coordinate Resource Provisioning Activity.................................................................1011
Track Resource Provisioning Activity..........................................................................1012
Manage Resource Provisioning Activity......................................................................1012
Update Resource Repository......................................................................................1013
1.5.6.5 REPORT RESOURCE PROVISIONING.............................................................................1014
Report Resource Provisioning....................................................................................1014
Monitor Resource Order Status..................................................................................1015
Distribute Resource Order Notification.......................................................................1015
Distribute Resource Provisioning Reports..................................................................1016
1.5.6.7 ISSUE RESOURCE ORDERS........................................................................................ 1016
Issue Resource Orders...............................................................................................1017
Assess Resource Request........................................................................................... 1018
Create Resource Orders............................................................................................. 1018
Mark Resource Order for Special Handling.................................................................1019
1.5.6.8 RECOVER RESOURCE............................................................................................... 1020
Recover Resource...................................................................................................... 1020
Develop Resource Recovery Plan...............................................................................1021
Provide Resource Recovery Proposal Notification......................................................1021
Request Resource Recovery Authorization.................................................................1022
Commence Resource Recovery..................................................................................1022
Complete Resource Recovery....................................................................................1023
Recover Specific Resource.........................................................................................1023
1.5.7 RESOURCE DATA COLLECTION & DISTRIBUTION...............................................................1024
Resource Data Collection & Distribution....................................................................1024
Collect Management and Security Information & Data..............................................1025
Process Management and Security Information & Data.............................................1026
Distribute Management and Security Information & Data..........................................1026
Audit Management and Security Data Collection & Distribution................................1027
1.5.7.1 COLLECT MANAGEMENT INFORMATION & DATA.............................................................1028
Collect Management and Security Information & Data..............................................1028
Intercept Events/Information......................................................................................1029
Deliver Management Information...............................................................................1029
1.5.7.2 PROCESS MANAGEMENT INFORMATION & DATA.............................................................1030
Process Management and Security Information & Data.............................................1030
Determine Recipients for Information/Data................................................................1031
Filter Information/Data...............................................................................................1032
Aggregate Information/Data......................................................................................1032
Format Information/Data............................................................................................1033
1.5.7.3 DISTRIBUTE MANAGEMENT INFORMATION & DATA.........................................................1033
Distribute Management and Security Information & Data..........................................1033
Distribute Information/Data.......................................................................................1034
Manage Distribution................................................................................................... 1035
Confirm Distribution and Clean-up.............................................................................1035
1.5.8 RESOURCE TROUBLE MANAGEMENT..............................................................................1036
Resource Trouble Management..................................................................................1036
Survey & Analyze Resource Trouble...........................................................................1037
Localize Resource Trouble.......................................................................................... 1039
Correct & Resolve Resource Trouble..........................................................................1040
Track & Manage Resource Trouble.............................................................................1041

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Addendum D Process Decompositions and Descriptions


Business Process Framework (eTOM) R15.5.0

Report Resource Trouble............................................................................................1042


Close Resource Trouble Report..................................................................................1042
Create Resource Trouble Report................................................................................1043
1.5.8.1 SURVEY & ANALYZE RESOURCE TROUBLE....................................................................1044
Survey & Analyze Resource Trouble...........................................................................1044
Manage Resource Alarm Event Notifications..............................................................1046
Filter Resource Alarm Event Notifications..................................................................1046
Correlate Resource Alarm Event Notifications............................................................1047
Abate Alarm Event Records.......................................................................................1048
Trigger Defined Action...............................................................................................1048
Monitor Resource Alarms Events................................................................................1049
Categorize Resource Alarm Event..............................................................................1049
Review Major Resource Trouble.................................................................................1050
1.5.8.2 LOCALIZE RESOURCE TROUBLE.................................................................................1051
Localize Resource Trouble.......................................................................................... 1051
Verify Resource Configuration....................................................................................1052
Perform Specific Resource Trouble Diagnostics..........................................................1052
Perform Specific Resource Trouble Tests....................................................................1053
Stop And Start Audit On Resources............................................................................1053
Schedule Routine Resource Trouble Tests..................................................................1054
Notify T&M Root Cause Resource Trouble..................................................................1054
Categorize Resource Trouble.....................................................................................1055
1.5.8.3 CORRECT & RESOLVE RESOURCE TROUBLE.................................................................1056
Correct & Resolve Resource Trouble..........................................................................1056
Repair / Replace Failed Resource...............................................................................1057
Isolate Unit with Fault................................................................................................1057
Manage Standby Resource Units................................................................................1058
Implement Resource Trouble Work Arounds..............................................................1058
Invoke Support Resource Trouble Management Processes........................................1059
1.5.8.4 TRACK & MANAGE RESOURCE TROUBLE......................................................................1060
Track & Manage Resource Trouble.............................................................................1060
Coordinate Resource Trouble.....................................................................................1061
Perform First in Testing.............................................................................................. 1062
Cancel Resource Trouble............................................................................................ 1062
Escalate/End Resource Trouble..................................................................................1063
Perform Final Test...................................................................................................... 1063
Engaging External Suppliers......................................................................................1064
Prioritize Resource Trouble.........................................................................................1064
1.5.8.5 REPORT RESOURCE TROUBLE....................................................................................1065
Report Resource Trouble............................................................................................1065
Monitor Resource Trouble..........................................................................................1066
Distribute Notifications.............................................................................................. 1067
Distribute Management Reports & Summaries..........................................................1067
1.5.8.6 CREATE RESOURCE TROUBLE REPORT.........................................................................1068
Create Resource Trouble Report................................................................................1068
Generate Resource Trouble........................................................................................1069
Convert Report To Resource Trouble Format..............................................................1070
Estimate Time For Restoring Resource......................................................................1070
1.5.9 RESOURCE PERFORMANCE MANAGEMENT.......................................................................1071
Resource Performance Management.........................................................................1071
Monitor Resource Performance..................................................................................1072

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Addendum D Process Decompositions and Descriptions


Business Process Framework (eTOM) R15.5.0

Analyze Resource Performance..................................................................................1073


Control Resource Performance...................................................................................1074
Report Resource Performance...................................................................................1075
Create Resource Performance Degradation Report....................................................1075
Track & Manage Resource Performance Resolution...................................................1076
Close Resource Performance Degradation Report......................................................1077
1.5.9.1 MONITOR RESOURCE PERFORMANCE..........................................................................1078
Monitor Resource Performance..................................................................................1078
Manage Resource Performance Data.........................................................................1079
Record Resource Performance Data...........................................................................1080
Correlate Resource Performance Event Notifications.................................................1081
1.5.9.2 ANALYZE RESOURCE PERFORMANCE...........................................................................1082
Analyze Resource Performance..................................................................................1082
Perform Specific Resource Performance Diagnostics.................................................1083
Manage Resource Performance Data Collection Schedules........................................1084
1.5.9.3 CONTROL RESOURCE PERFORMANCE..........................................................................1085
Control Resource Performance...................................................................................1085
Instantiate Resource Performance Controls...............................................................1086
Instantiate Resource Trouble Controls........................................................................1086
1.5.9.4 REPORT RESOURCE PERFORMANCE............................................................................1088
Report Resource Performance...................................................................................1088
Monitor Resource Performance Degradation Report..................................................1089
Distribute Resource Quality Management Reports & Summaries...............................1089
1.5.9.5 CREATE RESOURCE PERFORMANCE DEGRADATION REPORT..............................................1091
Create Resource Performance Degradation Report....................................................1091
Generate Resource Performance Degradation Problem.............................................1092
Convert Report To Resource Performance Degradation Report Format......................1092
1.5.9.6 TRACK & MANAGE RESOURCE PERFORMANCE RESOLUTION.............................................1094
Track & Manage Resource Performance Resolution...................................................1094
Coordinate Resource Performance.............................................................................1095
Request Other Parties Performance Degradation Report Creation and Update..........1096
Update First in Resource Testing Results...................................................................1096
Cancel Resource Performance Degradation Report....................................................1097
Escalate/End Resource Performance Degradation Report..........................................1097
Clear Resource Performance Degradation Report Status...........................................1098
Engage External Party Resource................................................................................1098
1.5.10 RESOURCE MEDIATION & REPORTING..........................................................................1099
Resource Mediation & Reporting................................................................................1100
Mediate Resource Usage Records..............................................................................1100
Report Resource Usage Records................................................................................1101
1.5.10.1 MEDIATE RESOURCE USAGE RECORDS......................................................................1101
Mediate Resource Usage Records..............................................................................1101
Validate Resource Usage Records..............................................................................1102
Normalize Resource Usage Records...........................................................................1103
Convert Resource Usage Records..............................................................................1103
Correlate Resource Usage Records............................................................................1104
Remove Duplicate Resource Usage Records..............................................................1104
1.6.1 PARTY STRATEGY & PLANNING.....................................................................................1105
Child process(es) to be determined...........................................................................1105
Party Strategy & Planning..........................................................................................1106
1.6.2 PARTY TENDER MANAGEMENT......................................................................................1107

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Addendum D Process Decompositions and Descriptions


Business Process Framework (eTOM) R15.5.0

Party Tender Management......................................................................................... 1107


Determine the Sourcing Requirements......................................................................1108
Determine Potential Parties.......................................................................................1108
Manage the Tender Process.......................................................................................1109
Gain Tender Decision Approval..................................................................................1110
1.6.2.1 DETERMINE THE SOURCING REQUIREMENTS.................................................................1111
Determine the Sourcing Requirements......................................................................1111
Capture Sourcing Requirements................................................................................1112
Finalize Sourcing Requirements.................................................................................1113
Prepare Tender Document.........................................................................................1113
1.6.2.2 DETERMINE POTENTIAL PARTIES................................................................................1114
Determine Potential Parties.......................................................................................1114
Analyze Potential Parties............................................................................................1115
Short List Potential Parties.........................................................................................1116
Identify Potential Parties............................................................................................1116
Issue Tender Document.............................................................................................. 1117
Receive Tender Document Response.........................................................................1117
Select Short-listed Party.............................................................................................1118
1.6.2.3 MANAGE THE TENDER PROCESS................................................................................1119
Manage the Tender Process.......................................................................................1119
Specify the Tender Process........................................................................................1120
Administer the Tender Process...................................................................................1120
1.6.2.4 GAIN TENDER DECISION APPROVAL............................................................................1121
Gain Tender Decision Approval..................................................................................1121
Provide Management Oversight on Tenders...............................................................1122
Approve Tender Decisions..........................................................................................1123
1.6.3 PARTY RELATIONSHIP DEVELOPMENT & RETIREMENT........................................................1123
Party Relationship Development & Retirement..........................................................1123
Party Relationship Management................................................................................1124
Party Demographic Collection....................................................................................1125
Party Profiling............................................................................................................. 1125
1.6.3.1 PARTY RELATIONSHIP MANAGEMENT...........................................................................1126
Party Relationship Management................................................................................1126
Establish Party Relationship.......................................................................................1127
Manage Party Relationship......................................................................................... 1128
Re-establish Party Relationship..................................................................................1128
Terminate Party Relationship.....................................................................................1129
Collect Party Data...................................................................................................... 1130
1.6.3.1.2 MANAGE PARTY RELATIONSHIP...............................................................................1130
Manage Party Relationship......................................................................................... 1131
Monitor Party Relationship......................................................................................... 1131
Review Party Relationship.......................................................................................... 1132
Approve Party Relationship........................................................................................1132
1.6.3.1.5 COLLECT PARTY DATA.......................................................................................... 1133
Collect Party Data...................................................................................................... 1133
Collect Basic Party Data............................................................................................. 1133
Collect Party Identification......................................................................................... 1134
Collect Party Contact................................................................................................. 1134
Collect Party Skill....................................................................................................... 1135
Collect Additional Party Attribute...............................................................................1135
1.6.3.2 PARTY DEMOGRAPHIC COLLECTION............................................................................1136

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Addendum D Process Decompositions and Descriptions


Business Process Framework (eTOM) R15.5.0

Party Demographic Collection....................................................................................1136


Specify Party Demographic Definition........................................................................1137
Specify Party Demographic Definition Group.............................................................1138
Remove Party Demographic Definition......................................................................1138
Collect Party Demographic.........................................................................................1139
Remove Party Demographic......................................................................................1139
1.6.3.3 PARTY PROFILING................................................................................................... 1140
Remove Party Profile.................................................................................................. 1140
Party Profiling............................................................................................................. 1141
Define Party Profile Type............................................................................................1141
Define Party Profile Type Attribute Group..................................................................1142
Remove Party Profile Type.........................................................................................1142
Collect Party Profile.................................................................................................... 1143
1.6.4 PARTY OFFERING DEVELOPMENT & RETIREMENT..............................................................1144
Party Offering Development & Retirement.................................................................1144
On-board Party Product Specification & Offering.......................................................1145
Off-Board Party Offering & Specification....................................................................1146
1.6.4.1 ON-BOARD PARTY PRODUCT SPECIFICATION & OFFERING...............................................1148
On-board Party Product Specification & Offering.......................................................1148
Define Party Product Specification Involvement.........................................................1149
Define Party Product Offering Involvement................................................................1150
1.6.4.2 OFF-BOARD PARTY OFFERING & SPECIFICATION............................................................1151
Off-Board Party Offering & Specification....................................................................1152
Off-Board Party Product Offering................................................................................1152
Off-Board Party Product Specification........................................................................1153
1.6.4.2.2 OFF-BOARD PARTY PRODUCT SPECIFICATION.............................................................1154
Off-Board Party Product Specification........................................................................1154
Remove Party Product Specification..........................................................................1155
De-activate Off-boarded Preconfigured Services........................................................1156
Return Remaining Off-boarded Product (Resource) Inventory...................................1156
1.6.5 PARTY AGREEMENT MANAGEMENT................................................................................1157
Party Agreement Management..................................................................................1157
Prepare Party Agreement...........................................................................................1158
Manage Party Agreement Commercial Negotiations..................................................1159
Gain Approval for Party Agreement............................................................................1160
Manage Party Agreement Variation............................................................................1160
Terminate Party Agreement.......................................................................................1161
1.6.5.1 PREPARE PARTY AGREEMENT....................................................................................1162
Prepare Party Agreement...........................................................................................1162
Begin Party Agreement Preparation...........................................................................1163
Specify Party Agreement Terms and Conditions.........................................................1164
Specify Agreement Items...........................................................................................1164
Specify Type Specific Agreement Component............................................................1165
1.6.5.1.1 BEGIN PARTY AGREEMENT PREPARATION..................................................................1166
Begin Party Agreement Preparation...........................................................................1166
Prepare Common Agreement Attributes....................................................................1167
Specify Agreement Parties......................................................................................... 1167
Specify Template Agreement Party Types..................................................................1168
Define Inter-Agreement Relationship.........................................................................1168
1.6.5.2 MANAGE PARTY AGREEMENT COMMERCIAL NEGOTIATIONS..............................................1169
Manage Party Agreement Commercial Negotiations..................................................1170

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Addendum D Process Decompositions and Descriptions


Business Process Framework (eTOM) R15.5.0

Establish Commercial Negotiating Strategy...............................................................1170


Manage Commercial Negotiations..............................................................................1171
1.6.5.3 GAIN APPROVAL FOR PARTY AGREEMENT.....................................................................1172
Gain Approval for Party Agreement............................................................................1172
Report to Party Agreement Stakeholders...................................................................1173
Commit & Approve Party Agreement.........................................................................1173
1.6.6 PARTY SUPPORT & READINESS.....................................................................................1174
Party Support & Readiness.........................................................................................1174
Support Party Requisition Management.....................................................................1175
Support Party Problem Reporting & Management......................................................1176
Support Party Performance Management..................................................................1177
Support Party Settlements & Payments Management................................................1179
Support Party Interface Management........................................................................1180
Manage Party Inventory.............................................................................................1180
1.6.6.1 SUPPORT PARTY REQUISITION MANAGEMENT................................................................1182
Support Party Requisition Management.....................................................................1182
Arrange and Manage Access from external parties to Service Provider Provisioning Tools
and Processes............................................................................................................ 1183
Supervise Party Rollout & and Report Party Capacity................................................1184
Monitoring Party Requested Infrastructure Deployment............................................1184
Reporting Party Deployment Capability.....................................................................1185
Detect impact on Party Inventory Infrastructure and Update.....................................1185
Analyzing Party Requisition Processes Performance..................................................1186
1.6.6.2 SUPPORT PARTY PROBLEM REPORTING & MANAGEMENT.................................................1187
Support Party Problem Reporting & Management......................................................1187
Arrange and Manage Access for Party to Service Provider Problem Mgmt. Tools and
Processes................................................................................................................... 1188
Arrange and Manage Access to Party Tools and Processes........................................1189
Monitor, Report for Party Performance and Provide Recommendations.....................1189
Analyzing Party Problem Processes Performance.......................................................1190
1.6.6.3 SUPPORT PARTY PERFORMANCE MANAGEMENT.............................................................1191
Support Party Performance Management..................................................................1191
Arrange and Manage Access for Party to Service Performance Mgmt. Tools and
Processes................................................................................................................... 1192
Arrange and Manage Access to Party Service Performance Mgmt. Tools and Processes
.................................................................................................................................. 1193
Monitor and Report Party Performance Issues and Provide Recommendations..........1193
Detect Change on Party Inventory Infrastructure and Update....................................1194
Analyzing Party Performance Processes' Performance...............................................1194
1.6.6.4 SUPPORT PARTY SETTLEMENTS & PAYMENTS MANAGEMENT............................................1195
Support Party Settlements & Payments Management................................................1195
Arrange Facilities, Tools and Systems to Support Processes......................................1196
Analyze Party Settlements & Payments Process Performance...................................1197
1.6.6.5 SUPPORT PARTY INTERFACE MANAGEMENT...................................................................1198
Support Party Interface Management........................................................................1198
Check Interface List, Status and Availability..............................................................1199
Identify Contact Changes and Update........................................................................1199
Assess Party Interface Performance...........................................................................1200
1.6.6.6 MANAGE PARTY INVENTORY......................................................................................1201
Manage Party Inventory.............................................................................................1201
Manage S/P Inventory Repository..............................................................................1202

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Addendum D Process Decompositions and Descriptions


Business Process Framework (eTOM) R15.5.0

Manage and Administer Party Inventory....................................................................1202


Perform Audit Tests.................................................................................................... 1203
Track and Monitor Party Inventory.............................................................................1204
Identify Issues and Provide Reports...........................................................................1204
1.6.7 PARTY PRIVACY MANAGEMENT......................................................................................1205
Party Privacy Management........................................................................................1205
Party Privacy Management Definition........................................................................1206
Party Privacy Profile Type Development.....................................................................1207
Party Privacy Profile Management.............................................................................1207
Party Privacy Profile Agreement.................................................................................1208
1.6.7.1 PARTY PRIVACY MANAGEMENT DEFINITION...................................................................1209
Party Privacy Management Definition........................................................................1209
Define Party Privacy Location, Jurisdiction and Regulation.........................................1210
Define Party PII Privacy Standards.............................................................................1211
1.6.7.2 PARTY PRIVACY PROFILE TYPE DEVELOPMENT...............................................................1212
Party Privacy Profile Type Development.....................................................................1212
Define Default Privacy Information............................................................................1213
Define Default Privacy Profile Rules...........................................................................1213
Define Privacy Policy Rules Values.............................................................................1214
1.6.7.3 PARTY PRIVACY PROFILE MANAGEMENT.......................................................................1215
Party Privacy Profile Management.............................................................................1215
Enforce Party Privacy Profile......................................................................................1216
Send Party Privacy Profile..........................................................................................1216
Receive Party Privacy Profile......................................................................................1217
Request Party Privacy Profile Extension.....................................................................1218
Modify Party Privacy Policy........................................................................................1218
Erase Party Privacy Profile Information......................................................................1219
Import Data Subject Party Privacy Profile...................................................................1219
1.6.8 PARTY ORDER HANDLING............................................................................................ 1220
Party Order Handling.................................................................................................1220
Select External Party for Party Order.........................................................................1221
Determine Party Pre-Order Feasibility........................................................................1221
Track & Manage Party Orders.....................................................................................1222
Receive & Accept Party Order....................................................................................1223
Issue Party Order....................................................................................................... 1224
Report Party Orders................................................................................................... 1225
Close Party Order....................................................................................................... 1225
1.6.8.1 SELECT EXTERNAL PARTY FOR PARTY ORDER...............................................................1226
Select External Party for Party Order.........................................................................1226
Identify External Party for Order................................................................................1227
Select Most Appropriate Party....................................................................................1227
1.6.8.2 DETERMINE PARTY PRE-ORDER FEASIBILITY.................................................................1228
Determine Party Pre-Order Feasibility........................................................................1228
Assess Party Delivery Capabilities..............................................................................1229
Verify Party Inventory Availability..............................................................................1230
Evaluate Party Against Business Needs.....................................................................1230
1.6.8.3 TRACK & MANAGE PARTY ORDERS.............................................................................1231
Track & Manage Party Orders.....................................................................................1231
Modify Party Order..................................................................................................... 1232
Cancel Party Order..................................................................................................... 1233
Escalate Party Order.................................................................................................. 1233

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Addendum D Process Decompositions and Descriptions


Business Process Framework (eTOM) R15.5.0

Manage Party Orders................................................................................................. 1234


Monitor Jeopardy Status............................................................................................. 1234
Track Party Orders..................................................................................................... 1235
Complete Party Order................................................................................................1235
1.6.8.4 RECEIVE & ACCEPT PARTY ORDER.............................................................................1236
Receive & Accept Party Order....................................................................................1236
Receive Party Order................................................................................................... 1237
Accept Party Order..................................................................................................... 1237
Negotiate Party Order Problem..................................................................................1238
Facilitate Party Product Configuration........................................................................1238
1.6.8.6 REPORT PARTY ORDERS........................................................................................... 1239
Report Party Orders................................................................................................... 1239
Monitor Party Orders Status.......................................................................................1240
Manage Party Order Status Notification.....................................................................1240
Report Party Orders Status........................................................................................1241
1.6.9 PARTY INTERACTION MANAGEMENT...............................................................................1242
Party Interaction Management...................................................................................1242
Log Party Interaction.................................................................................................. 1243
Notify Party................................................................................................................ 1243
Track and Manage Party Interaction...........................................................................1244
Handle Party Interaction (Including Self Service).......................................................1244
Analyze & Report Party Interactions...........................................................................1245
Mediate & Orchestrate Party Interactions..................................................................1245
1.6.9.1 LOG PARTY INTERACTION......................................................................................... 1247
Log Party Interaction.................................................................................................. 1247
Create Party Interaction Log......................................................................................1248
Update Party Interaction............................................................................................1248
1.6.9.5 HANDLE PARTY INTERACTION (INCLUDING SELF SERVICE)...............................................1249
Handle Party Interaction (Including Self Service).......................................................1249
Handle Interaction...................................................................................................... 1249
Monitor Interaction Status.......................................................................................... 1250
Close Interaction........................................................................................................ 1251
1.6.9.6 ANALYZE & REPORT PARTY INTERACTIONS...................................................................1252
Analyze & Report Party Interactions...........................................................................1252
Analyze Party Interactions.........................................................................................1253
Report Party Interaction............................................................................................. 1253
1.6.9.7 MEDIATE & ORCHESTRATE PARTY INTERACTIONS...........................................................1254
Mediate & Orchestrate Party Interactions..................................................................1254
Identify Party Interactions Data Formats....................................................................1255
Orchestrate Party Interactions...................................................................................1255
Mediate Party Interactions.........................................................................................1256
1.6.10 PARTY PROBLEM HANDLING.......................................................................................1257
Party Problem Handling.............................................................................................. 1257
Initiate Party Problem................................................................................................. 1258
Receive Party Problem...............................................................................................1258
Track & Manage Party Problem Resolution.................................................................1259
Report Party Problem Resolution...............................................................................1259
Close Party Problem................................................................................................... 1260
1.6.10.1 INITIATE PARTY PROBLEM.......................................................................................1261
Initiate Party Problem................................................................................................. 1261
Generate Party Problem.............................................................................................1262

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Addendum D Process Decompositions and Descriptions


Business Process Framework (eTOM) R15.5.0

Communicate Party Problem......................................................................................1262


1.6.10.2 RECEIVE PARTY PROBLEM.......................................................................................1263
Receive Party Problem...............................................................................................1263
Receive Party Problem Notification............................................................................1264
Forward Party Problem Notification............................................................................1264
1.6.10.3 TRACK & MANAGE PARTY PROBLEM RESOLUTION........................................................1265
Track & Manage Party Problem Resolution.................................................................1265
Modify Party Problem.................................................................................................1266
Cancel Party Problem................................................................................................. 1266
Escalate Party Problem Resolution.............................................................................1267
Manage Party Problem Resolution..............................................................................1267
Monitor Party Problem Jeopardy Status......................................................................1268
Clear Party Problem................................................................................................... 1268
1.6.10.4 REPORT PARTY PROBLEM RESOLUTION......................................................................1269
Report Party Problem Resolution..............................................................................1269
Monitor Party Problem................................................................................................1270
Provide Party Problem Management Summaries.......................................................1270
Provide Party Problem Management Reports.............................................................1271
Provide Party Problem Status Change Notification.....................................................1271
1.6.11 PARTY PERFORMANCE MANAGEMENT...........................................................................1272
Party Performance Management................................................................................1272
Monitor & Control Party Performance.........................................................................1273
Track & Manage Party Performance Resolution..........................................................1273
Report Party Performance..........................................................................................1274
Close Party Performance Degradation Report............................................................1275
Initiate Party Performance Degradation Report..........................................................1275
1.6.11.1 MONITOR & CONTROL PARTY PERFORMANCE.............................................................1277
Monitor & Control Party Performance.........................................................................1277
Collect Party Performance Data.................................................................................1277
Analyze Party Performance Data................................................................................1278
Initiate Party Performance Corrective Actions............................................................1278
1.6.11.2 TRACK & MANAGE PARTY PERFORMANCE RESOLUTION.................................................1279
Track & Manage Party Performance Resolution..........................................................1279
Modify Party Performance Degradation Report..........................................................1280
Cancel Party Performance Degradation Report..........................................................1281
Escalate Party Performance Degradation Report.......................................................1281
Manage Party Performance Degradation Report........................................................1281
Monitor Party Performance Jeopardy Status...............................................................1282
Modify Party Performance Degradation Report Status...............................................1282
1.6.11.3 REPORT PARTY PERFORMANCE................................................................................1283
Report Party Performance..........................................................................................1283
Monitor Party Performance........................................................................................1284
Distribute Party Performance Management Summaries.............................................1285
Distribute Party Performance Management Reports..................................................1285
1.6.11.4 CLOSE PARTY PERFORMANCE DEGRADATION REPORT...................................................1286
Close Party Performance Degradation Report............................................................1286
Monitor Party Performance Degradation Report.........................................................1287
Close Cleared Party Performance Degradation Report...............................................1287
1.6.11.5 INITIATE PARTY PERFORMANCE DEGRADATION REPORT.................................................1288
Initiate Party Performance Degradation Report..........................................................1288
Create Party Performance Degradation Report..........................................................1289

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Addendum D Process Decompositions and Descriptions


Business Process Framework (eTOM) R15.5.0

Issue Party Performance Degradation Report............................................................1289


1.6.12 PARTY SETTLEMENTS & PAYMENTS MANAGEMENT..........................................................1290
Child process(es) to be determined...........................................................................1290
Party Settlements & Payments Management.............................................................1291
1.6.13 PARTY BILL INQUIRY HANDLING..................................................................................1292
Party Bill Inquiry Handling.......................................................................................... 1292
Prepare & Submit Party Bill Inquiry............................................................................1293
Track & Manage Party Bill Inquiry Resolution.............................................................1293
Receive & Process Party Bill Inquiry Notifications and Responses..............................1294
1.6.13.1 PREPARE & SUBMIT PARTY BILL INQUIRY...................................................................1295
Prepare & Submit Party Bill Inquiry............................................................................1295
Generate Party Bill Inquiry......................................................................................... 1296
Submit Bill Inquiry Information...................................................................................1296
Verify party Bill Inquiry...............................................................................................1297
Determine Automated Bill Adjustment.......................................................................1297
Analyze Detailed Bill Inquiry......................................................................................1298
Record Party Bill Invoice Adjustment.........................................................................1298
1.6.13.2 TRACK & MANAGE PARTY BILL INQUIRY RESOLUTION...................................................1299
Track & Manage Party Bill Inquiry Resolution.............................................................1299
Schedule Party Bill Inquiry Analysis and Adjustment Activities..................................1300
Coordinate Party Bill Inquiry and Adjustment Activities.............................................1301
Monitor Party Bill Inquiry Status.................................................................................1301
Modify Party Bill Inquiry............................................................................................. 1302
Cancel Party Bill Inquiry............................................................................................. 1302
1.6.13.3 RECEIVE & PROCESS PARTY BILL INQUIRY NOTIFICATIONS AND RESPONSES......................1303
Receive & Process Party Bill Inquiry Notifications and Responses..............................1303
Monitor Party Bill Inquiry Notifications.......................................................................1304
1.7.1.1 STRATEGIC BUSINESS PLANNING................................................................................1305
Strategic Business Planning.......................................................................................1305
Provide Strategic Business Direction..........................................................................1305
Create Actionable Strategy........................................................................................1306
Program-manage Strategy Implementation...............................................................1306
1.7.1.2 BUSINESS DEVELOPMENT......................................................................................... 1307
Business Development............................................................................................... 1307
Develop Concepts for Revenue Streams....................................................................1308
Focus or Broaden Customer Base..............................................................................1309
Identify Outsourcing Opportunities............................................................................1309
Investigate Potential Mergers & Acquisitions.............................................................1310
Facilitate Negotiation & Implementation of Potential Mergers & Acquisitions............1310
1.7.1.3 ENTERPRISE ARCHITECTURE MANAGEMENT..................................................................1311
Enterprise Architecture Management.........................................................................1311
Manage Enterprise Architecture Methodology...........................................................1312
Co-ordinate Enterprise Architecture...........................................................................1313
Manage Enterprise Architecture Toolsets and Associated Standards.........................1313
Manage & Administer Architecture Repositories........................................................1314
Manage Architecture Skillsets....................................................................................1314
Provide Reference Source for Standard Operating Environment................................1315
Co-ordinate Architecture Review................................................................................1315
1.7.1.4 GROUP ENTERPRISE MANAGEMENT............................................................................1316
Group Enterprise Management..................................................................................1316
Plan & Implement Cross-Business Unit Operation......................................................1317

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Addendum D Process Decompositions and Descriptions


Business Process Framework (eTOM) R15.5.0

Harmonize Processes & Communication Systems across Business Units...................1317


Manage Funding & Cross-Subsidies across Business Units.........................................1318
Manage Investment for Business Development.........................................................1318
Co-ordinate Business Activities..................................................................................1319
1.7.2.1 BUSINESS CONTINUITY MANAGEMENT.........................................................................1320
Business Continuity Management..............................................................................1320
Co-ordinate Business Continuity................................................................................1321
Plan Business Continuity............................................................................................1321
Plan Infrastructure Recovery......................................................................................1322
Plan Serious Incident Management............................................................................1322
Manage Business Continuity Methodologies..............................................................1323
1.7.2.2 SECURITY MANAGEMENT.......................................................................................... 1324
Security Management................................................................................................ 1324
Manage Proactive Security Management...................................................................1325
Monitor Industry Trends for Security Management.....................................................1326
Define Security Management Policies & Procedures..................................................1326
Assist with Security Management Deployment..........................................................1327
Manage Reactive Security Management....................................................................1328
Detect Potential Security Threats & Violations...........................................................1328
Investigate Potential Security Threats & Violations....................................................1329
Define Security Management Prevention...................................................................1329
Define Monitoring to Facilitate Security Management................................................1330
Define Security Management Analysis.......................................................................1330
Define Security Management policies & procedures to facilitate detection incidents 1331
Define Incident Management policies and procedures...............................................1331
1.7.2.3 FRAUD MANAGEMENT.............................................................................................. 1332
Fraud Management.................................................................................................... 1332
Fraud Policy Management.......................................................................................... 1333
Fraud Operations Support..........................................................................................1334
Fraud Operations Management..................................................................................1334
1.7.2.3.1 FRAUD POLICY MANAGEMENT.................................................................................1336
Fraud Policy Management.......................................................................................... 1336
Tool Policy Management............................................................................................. 1337
Analysis and Identification Policies.............................................................................1338
Fraud Classification Management..............................................................................1339
Internal Process Policies.............................................................................................1340
LEA (Law Enforcement Agency) Interaction Policies...................................................1340
External Operator Interaction Policies........................................................................1341
Internal Ethics Policies...............................................................................................1342
1.7.2.3.2 FRAUD OPERATIONS SUPPORT................................................................................1343
Fraud Operations Support..........................................................................................1343
Intelligence Gathering................................................................................................1344
Threat Reduction and Avoidance...............................................................................1345
System Configuration Management...........................................................................1347
1.7.2.3.3 FRAUD OPERATIONS MANAGEMENT.........................................................................1348
Information and Data Processing...............................................................................1348
Fraud Analysis............................................................................................................ 1349
Fraud Actions............................................................................................................. 1350
Fraud Operations Management..................................................................................1352
1.7.2.4 AUDIT MANAGEMENT............................................................................................... 1353
Audit Management..................................................................................................... 1353

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Addendum D Process Decompositions and Descriptions


Business Process Framework (eTOM) R15.5.0

Define Audit Policy..................................................................................................... 1354


Define Audit Mechanism............................................................................................ 1354
Assess Operational Activities.....................................................................................1355
Evaluate Operational Activities..................................................................................1355
Report Audits............................................................................................................. 1356
Apply Audit Mechanisms Proactively..........................................................................1356
1.7.2.5 INSURANCE MANAGEMENT........................................................................................1357
Insurance Management.............................................................................................. 1357
Identify Insurable Risks..............................................................................................1358
Analyze Insurance Cost/Benefits................................................................................1358
Provide Insurance Advice........................................................................................... 1359
Manage Insurance Portfolio........................................................................................ 1359
1.7.2.6 REVENUE ASSURANCE MANAGEMENT..........................................................................1360
Revenue Assurance Management..............................................................................1360
Manage Revenue Assurance Policy Framework..........................................................1361
Manage Revenue Assurance Operations....................................................................1362
Support Revenue Assurance Operations....................................................................1363
1.7.2.6.2 MANAGE REVENUE ASSURANCE OPERATIONS............................................................1365
Manage Revenue Assurance Operations....................................................................1365
Monitor Revenue Assurance Controls.........................................................................1366
Create Revenue Assurance Trouble Report................................................................1367
Assess Revenue Assurance Trouble...........................................................................1368
Resolve Revenue Assurance Trouble..........................................................................1368
Track & Manage Revenue Assurance Trouble Resolution...........................................1369
Report Revenue Assurance........................................................................................1370
Close Revenue Assurance Trouble Report..................................................................1371
1.7.3.2 ENTERPRISE QUALITY MANAGEMENT...........................................................................1372
Enterprise Quality Management.................................................................................1372
Verify Consistency of Information..............................................................................1373
1.7.3.3 PROGRAM & PROJECT MANAGEMENT..........................................................................1374
Program & Project Management................................................................................1374
Deliver Program/Project Methodologies & Support.....................................................1375
Select Program/Project Management Support Tools...................................................1376
Manage Program/Project Management Skill Sets.......................................................1376
Manage Program/Project Management Repository.....................................................1377
Manage Program/Project Management Metrics..........................................................1377
1.7.3.4 ENTERPRISE PERFORMANCE ASSESSMENT....................................................................1378
Enterprise Performance Assessment..........................................................................1378
Define Enterprise Performance Measures..................................................................1379
Manage Enterprise Performance Data........................................................................1379
Manage External Survey Companies..........................................................................1380
Report Balanced Scorecard, etc.................................................................................1380
Metric Management................................................................................................... 1381
1.7.3.4.5 METRIC MANAGEMENT.......................................................................................... 1382
Metric Management................................................................................................... 1382
Metric Definition Development...................................................................................1382
Metric Definition Measure Development....................................................................1383
Metric Measure Monitoring......................................................................................... 1383
Metric Measure Management.....................................................................................1384
1.7.3.4.5.1 METRIC DEFINITION DEVELOPMENT......................................................................1385
Metric Definition Development...................................................................................1385

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Addendum D Process Decompositions and Descriptions


Business Process Framework (eTOM) R15.5.0

Metric Definition Specification...................................................................................1386


Metric Dimension Specification..................................................................................1386
1.7.3.4.5.2 METRIC DEFINITION MEASURE DEVELOPMENT.........................................................1387
Metric Definition Measure Development....................................................................1387
Metric Definition Measure Specification.....................................................................1388
Metric Definition Measure Threshold Specification.....................................................1388
1.7.3.4.5.3 METRIC MEASURE MONITORING...........................................................................1390
Metric Measure Monitoring......................................................................................... 1390
Metric Monitoring Criteria Specification.....................................................................1391
Metric Collection Job Specification.............................................................................1391
1.7.4.2 RESEARCH MANAGEMENT......................................................................................... 1392
Research Management.............................................................................................. 1392
Evaluate R&D Business Value....................................................................................1393
Manage R&D Investment...........................................................................................1393
Manage R&D Program Activities................................................................................1394
1.7.4.3 TECHNOLOGY SCANNING.......................................................................................... 1395
Technology Scanning................................................................................................. 1395
Evaluate External Technology....................................................................................1396
Determine Business Value of Potential Technology....................................................1396
Assess Technology Acquisition...................................................................................1397
1.7.5.3 PROCUREMENT MANAGEMENT...................................................................................1397
Procurement Management.........................................................................................1397
Manage Corporate Procurement & Logistics Policies..................................................1398
Define Warehousing Policies......................................................................................1399
Develop Logistics/Transport Policies..........................................................................1399
Develop Stock/Inventory Management Policies..........................................................1400
Manage Goods Acceptance & Handling......................................................................1400
1.7.6.1 CORPORATE COMMUNICATIONS & IMAGE MANAGEMENT..................................................1401
Corporate Communications & Image Management....................................................1401
Promote Desired Corporate mage..............................................................................1402
Manage Spokespeople...............................................................................................1402
Manage Messaging.................................................................................................... 1403
1.7.6.2 COMMUNITY RELATIONS MANAGEMENT.......................................................................1404
Community Relations Management...........................................................................1404
Ensure Community Visibility......................................................................................1405
Communicate Community Messaging........................................................................1405
Handle Community Contacts......................................................................................1406
1.7.6.3 SHAREHOLDER RELATIONS MANAGEMENT....................................................................1407
Shareholder Relations Management..........................................................................1407
Manage Shareholder Relations...................................................................................1408
Manage Employee Share Plans..................................................................................1408
1.7.6.4 REGULATORY MANAGEMENT......................................................................................1409
Regulatory Management............................................................................................ 1409
Ensure Regulatory Compliance..................................................................................1410
Handle Pending Regulations......................................................................................1410
File Tariffs................................................................................................................... 1411
1.7.6.5 LEGAL MANAGEMENT.............................................................................................. 1411
Legal Management.................................................................................................... 1411
Ensure Legal Compliance...........................................................................................1412
Carry out Legal requests............................................................................................1412
Provide Legal Advice.................................................................................................. 1413

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Addendum D Process Decompositions and Descriptions


Business Process Framework (eTOM) R15.5.0

Notify Legal Environment Changes............................................................................1413


Manage Legal Actions................................................................................................1414
1.7.6.6 BOARD & SHARES/SECURITIES MANAGEMENT..............................................................1415
Board & Shares/Securities Management....................................................................1415
Manage Board Related Activities................................................................................1416
Manage Shares/Securities..........................................................................................1416
Manage Capital/Equity Activities................................................................................1417
Manage Share/Stock Registry....................................................................................1417
1.7.7.1 HR POLICIES & PRACTICES.......................................................................................1418
HR Policies & Practices...............................................................................................1418
Facilitate Performance Appraisal................................................................................1418
Facilitate Allowances & Benefits................................................................................1419
Facilitate Occupational Health & Safety.....................................................................1419
Facilitate Equal Employment Opportunity..................................................................1420
Facilitate Compensation Guidelines...........................................................................1420
Facilitate Code of Conduct.........................................................................................1421
Facilitate Hiring & Termination Guidelines.................................................................1421
Facilitate Employee Satisfaction Measurement & Management.................................1422
Facilitate Remuneration Policies & Levels..................................................................1422
1.7.7.3 WORKFORCE STRATEGY........................................................................................... 1423
Workforce Strategy.................................................................................................... 1423
Define Workforce Strategy Requirements..................................................................1424
Create Workforce Strategy.........................................................................................1424
Manage Workforce Change........................................................................................1425
1.7.7.4 WORKFORCE DEVELOPMENT.....................................................................................1426
Workforce Development............................................................................................ 1426
Apply Competency Modeling......................................................................................1426
Apply Skills Assessment.............................................................................................1427
Apply Strength Profiling.............................................................................................1427
Apply Succession Planning.........................................................................................1428
Apply Training............................................................................................................ 1428
Apply Career Development........................................................................................1429
Apply Work Design..................................................................................................... 1429
Apply Employee Recruitment.....................................................................................1430
1.7.7.5 EMPLOYEE & LABOR RELATIONS MANAGEMENT.............................................................1431
Employee & Labor Relations Management.................................................................1431
Manage Employee Relations......................................................................................1432
Manage Labor Relations............................................................................................. 1432
1.7.8.1 DATA ANALYTICS.................................................................................................... 1433
Data Analytics............................................................................................................ 1433
Data Ingestion............................................................................................................ 1434
Data Management..................................................................................................... 1435
Data Analysis............................................................................................................. 1435
Analytics Consumer & Distribution Management.......................................................1436
Data Governance....................................................................................................... 1437
1.7.8.1.1 DATA INGESTION................................................................................................. 1437
Data Ingestion............................................................................................................ 1437
Manage Data source specification and Integration....................................................1438
Perform Data Import.................................................................................................. 1439
Format and integrate data......................................................................................... 1439
1.7.8.1.2 DATA MANAGEMENT............................................................................................. 1440

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Addendum D Process Decompositions and Descriptions


Business Process Framework (eTOM) R15.5.0

Data Management..................................................................................................... 1440


Manage Data Quality................................................................................................. 1441
Transform Data.......................................................................................................... 1442
Manage Master Data.................................................................................................. 1442
1.7.8.1.3 DATA ANALYSIS................................................................................................... 1443
Data Analysis............................................................................................................. 1443
Modeling.................................................................................................................... 1444
Processing Complex Events.......................................................................................1444
Correlation and Features Engineering........................................................................1445
Calculate Metrics........................................................................................................ 1445
Interpret Insight......................................................................................................... 1446
1.7.8.1.4 ANALYTICS CONSUMER & DISTRIBUTION MANAGEMENT...............................................1447
Analytics Consumer & Distribution Management.......................................................1447
Representation Management.....................................................................................1448
Manage Analytics Consumer......................................................................................1448
Manage Analytics Distribution....................................................................................1449
1.8.1 CATALOGING............................................................................................................. 1450
Cataloging.................................................................................................................. 1450
Develop Catalog Specification....................................................................................1451
Develop Catalog......................................................................................................... 1451
Exchange Catalog...................................................................................................... 1452
1.8.1.1 DEVELOP CATALOG SPECIFICATION.............................................................................1453
Develop Catalog Specification....................................................................................1453
Define Catalog Specification......................................................................................1454
Define Additional Catalog Specification Attributes.....................................................1454
Define Catalog Specification Relationship..................................................................1455
1.8.1.2 DEVELOP CATALOG................................................................................................. 1456
Develop Catalog......................................................................................................... 1456
Define Catalog........................................................................................................... 1457
Define Catalog Attributes........................................................................................... 1457
1.8.2 CAPACITY MANAGEMENT............................................................................................. 1458
Capacity Management...............................................................................................1458
Define Capacity Time Period......................................................................................1459
Specify Available Capacity.........................................................................................1459
Capture Capacity Demand.........................................................................................1460
Consume Available Capacity......................................................................................1460
Monitor Capacity........................................................................................................ 1461
Adjust Capacity.......................................................................................................... 1462
Perform Capacity and Capacity Demand Trend Analysis............................................1462
1.8.2.2 SPECIFY AVAILABLE CAPACITY...................................................................................1463
Specify Available Capacity.........................................................................................1463
Define Available Capacity.......................................................................................... 1464
Associate Related Available Capacity.........................................................................1464
Specify Available Capacity Location...........................................................................1465
1.8.2.3 CAPTURE CAPACITY DEMAND....................................................................................1466
Capture Capacity Demand.........................................................................................1466
Define Capacity Demand...........................................................................................1467
Associate Related Capacity Demand..........................................................................1467
1.8.2.5 MONITOR CAPACITY................................................................................................ 1468
Monitor Capacity........................................................................................................ 1468
Monitor Available Capacity......................................................................................... 1469

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Addendum D Process Decompositions and Descriptions


Business Process Framework (eTOM) R15.5.0

Monitor Capacity Demand..........................................................................................1469


1.8.2.5.1 MONITOR AVAILABLE CAPACITY..............................................................................1471
Monitor Available Capacity......................................................................................... 1471
Monitor Planned Available Capacity...........................................................................1472
Monitor Actual Available Capacity..............................................................................1472
Suggest Available Capacity Adjustment.....................................................................1473
1.8.2.5.2 MONITOR CAPACITY DEMAND.................................................................................1474
Monitor Capacity Demand..........................................................................................1474
Monitor Planned Capacity Demand............................................................................1475
Monitor Actual Capacity Demand...............................................................................1475
Suggest Capacity Demand Adjustment......................................................................1476
1.8.2.6 ADJUST CAPACITY................................................................................................... 1477
Adjust Capacity.......................................................................................................... 1477
Adjust Available Capacity...........................................................................................1478
Adjust Capacity Demand............................................................................................ 1478
Communicate Available Capacity and Capacity Demand Adjustments......................1479
INDEX.......................................................................................................... 1480

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Addendum D Process Decompositions and Descriptions


Business Process Framework (eTOM) R15.5.0

List of Figures
Figure 1. 1.1.1 Market Strategy & Policy decomposition...................................................................
Figure 2. 1.1.1.1 Gather & Analyze Market Information decomposition...........................................
Figure 3. 1.1.1.2 Establish Market Strategy decomposition..............................................................
Figure 4. 1.1.1.3 Establish Market Segments decomposition............................................................
Figure 5. 1.1.1.4 Link Market Segments & Products decomposition................................................
Figure 6. 1.1.1.5 Gain Commitment to Marketing Strategy decomposition......................................
Figure 7. 1.1.2 Sales Strategy & Planning decomposition.................................................................
Figure 8. 1.1.3 Sales Forecasting decomposition...............................................................................
Figure 9. 1.1.3.2 Gather Forecast Data decomposition......................................................................
Figure 10. 1.1.3.3 Develop Sales Forecast decomposition................................................................
Figure 11. 1.1.5 Sales Development decomposition...........................................................................
Figure 12. 1.1.5.1 Monitor Sales & Channel Best Practice decomposition......................................
Figure 13. 1.1.5.2 Develop Sales & Channel Proposals decomposition.........................................
Figure 14. 1.1.5.3 Develop New Sales Channels & Processes decomposition..............................
Figure 15. 1.1.7 Market Sales Support & Readiness decomposition..............................................
Figure 16. 1.1.7.7 Support Selling decomposition............................................................................
Figure 17. 1.1.7.9 Manage Sales Inventory decomposition..............................................................
Figure 18. 1.1.9 Selling decomposition..............................................................................................
Figure 19. 1.1.9.1 Qualify & Educate Customer decomposition......................................................
Figure 20. 1.1.9.2 Negotiate Sales/Contract decomposition............................................................
Figure 21. 1.1.9.3 Cross/Up Selling decomposition..........................................................................
Figure 22. 1.1.9.4 Develop Sales Proposal decomposition..............................................................
Figure 23. 1.1.9.5 Manage Sales Accounts decomposition.............................................................

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Business Process Framework (eTOM) R15.5.0
Figure 24. 1.1.9.6 Acquire Customer Data decomposition...............................................................
Figure 25. 1.1.10 Marketing Fulfillment Response decomposition.................................................
Figure 26. 1.1.11 Contact/Lead/Prospect Management decomposition.........................................
Figure 27. 1.1.11.1 Manage Contact decomposition.........................................................................
Figure 28. 1.1.11.2 Track Lead decomposition..................................................................................
Figure 29. 1.1.11.3 Manage Prospect decomposition.......................................................................
Figure 30. 1.1.12 Market Performance Management decomposition..............................................
Figure 31. 1.1.13 Sales Performance Management decomposition................................................
Figure 32. 1.1.14 Marketing Communications decomposition........................................................
Figure 33. 1.1.14.3 Develop Marketing Communication decomposition........................................
Figure 34. 1.1.14.4 Deliver Marketing Communication Collateral decomposition.........................
Figure 35. 1.1.14.5 Monitor Marketing Communication Effectiveness decomposition.................
Figure 36. 1.1.15 Marketing Campaign Management decomposition.............................................
Figure 37. 1.1.15.3 Develop Marketing Campaign decomposition..................................................
Figure 38. 1.1.15.4 Launch Marketing Campaign decomposition...................................................
Figure 39. 1.1.15.5 Monitor Marketing Campaign Effectiveness decomposition...........................
Figure 40. 1.2.1 Product & Offer Portfolio Planning decomposition...............................................
Figure 41. 1.2.1.1 Gather & Analyze Product Information decomposition.....................................
Figure 42. 1.2.1.2 Establish Product Portfolio Strategy decomposition.........................................
Figure 43. 1.2.1.3 Produce Product Portfolio Business Plans decomposition..............................
Figure 44. 1.2.1.4 Gain Commitment to Product Business Plans decomposition.........................
Figure 45. 1.2.2 Product & Offer Capability Delivery decomposition.............................................
Figure 46. 1.2.2.1 Define Product Capability Requirements decomposition..................................
Figure 47. 1.2.2.2 Capture Product Capability Shortfalls decomposition......................................
Figure 48. 1.2.2.3 Approve Product Business Case decomposition...............................................
Figure 49. 1.2.2.4 Deliver Product Capability decomposition..........................................................
Figure 50. 1.2.2.5 Manage Handover to Product Operations decomposition................................
Figure 51. 1.2.2.6 Manage Product Capability Delivery Methodology decomposition..................
Figure 52. 1.2.3 Product & Offer Development & Retirement decomposition................................
Figure 53. 1.2.3.1 Gather & Analyze New Product Ideas decomposition........................................
Figure 54. 1.2.3.4 Develop Product Commercialization Strategy decomposition.........................
Figure 55. 1.2.3.7 Launch New Products decomposition.................................................................
Figure 56. 1.2.3.8 Manage Product Exit decomposition...................................................................
Figure 57. 1.2.4 Product Support & Readiness decomposition......................................................
Figure 58. 1.2.4.1 Support Customer QoS/SLA decomposition......................................................
Figure 59. 1.2.4.2 Manage Product Offering Inventory decomposition..........................................

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Business Process Framework (eTOM) R15.5.0
Figure 60. 1.2.5 Product Configuration Management decomposition............................................
Figure 61. 1.2.6 Product Performance Management decomposition..............................................
Figure 62. 1.2.7 Product Specification & Offering Development & Retirement decomposition
........................................................................................................................................................
Figure 63. 1.2.7.1 Product Specification Development & Retirement decomposition..................
Figure 64. 1.2.7.1.1 Gather & Analyze New Product Specification Ideas decomposition.............
Figure 65. 1.2.7.1.2.5 Prepare New Product Specification Business Proposal decomposition
........................................................................................................................................................
Figure 66. 1.2.7.1.3 Develop Detailed Product Specification decomposition................................
Figure 67. 1.2.7.1.3.1 Develop Detailed Product Commercial Specifications decomposition
........................................................................................................................................................
Figure 68. 1.2.7.2 Product Offering Development & Retirement decomposition...........................
Figure 69. 1.2.7.2.1 Product Offering Lifecycle Management decomposition...............................
Figure 70. 1.2.7.2.1.1 Gather & Analyze New Product Offering Ideas decomposition...................
Figure 71. 1.2.7.2.1.2 Develop New Product Offering Business Proposal decomposition...........
Figure 72. 1.2.7.2.1.2.6 Provide New Product Offering Business Proposal Notification
decomposition..............................................................................................................................
Figure 73. 1.2.7.2.1.3 Develop Detailed Product Offering decomposition......................................
Figure 74. 1.2.7.2.1.3.1 Develop Detailed Product Offering Commercial Specifications
decomposition..............................................................................................................................
Figure 75. 1.2.7.2.1.4 Conduct Product Offering Acceptance Testing decomposition..................
Figure 76. 1.2.7.2.1.4.1 Manage Product Offering Acceptance Testing decomposition................
Figure 77. 1.2.7.2.1.6 Manage Product Offering Exit decomposition..............................................
Figure 78. 1.2.7.2.1.7 Rollout/Launch Product Offering decomposition.........................................
Figure 79. 1.2.7.2.2 Product Offering Pricing decomposition..........................................................
Figure 80. 1.2.7.2.2.1 Standard Product Offering Pricing decomposition......................................
Figure 81. 1.2.7.2.2.1.1 Set Product Offering Price decomposition................................................
Figure 82. 1.2.7.2.2.1.2 Develop Product Offering Pricing Plan decomposition............................
Figure 83. 1.2.7.2.2.1.3 Modify Product Offering Price decomposition..........................................
Figure 84. 1.2.7.2.2.1.5 Provide Product Offering Price Notification decomposition....................
Figure 85. 1.2.7.2.2.2 Policy-based Product Offering Pricing decomposition...............................
Figure 86. 1.2.7.2.2.3 Algorithmic Product Offering Pricing decomposition..................................
Figure 87. 1.2.7.2.2.3.1 Develop Algorithmic Product Offering Pricing Matrix Specification
decomposition..............................................................................................................................
Figure 88. 1.2.7.2.2.3.2 Develop Algorithmic Product Offering Pricing Matrix decomposition
........................................................................................................................................................
Figure 89. 1.2.7.2.2.4 Feature/Property Product Offering Pricing decomposition.........................
Figure 90. 1.2.7.2.3 Product Offering Cataloging decomposition...................................................

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Figure 91. 1.2.7.2.3.2 Develop Product Offering Catalog decomposition.......................................
Figure 92. 1.2.7.2.4 Product Offering Agreement Management decomposition............................
Figure 93. 1.2.7.2.6.3 Develop Product Offering Promotion decomposition..................................
Figure 94. 1.2.7.2.6.4 Start Product Offering Promotion decomposition........................................
Figure 95. 1.2.7.2.6.5 Monitor Product Offering Promotion Effectiveness decomposition..........
Figure 96. 1.2.8 Product Capacity Management decomposition.....................................................
Figure 97. 1.3.1 Customer Support & Readiness decomposition...................................................
Figure 98. 1.3.1.1 Support Customer Interface Management decomposition................................
Figure 99. 1.3.1.2 Support Order Handling decomposition.............................................................
Figure 100. 1.3.1.3 Support Problem Handling decomposition.......................................................
Figure 101. 1.3.1.4 Support Retention & Loyalty decomposition....................................................
Figure 102. 1.3.1.5 Manage Customer Inventory decomposition....................................................
Figure 103. 1.3.1.6 Support Bill Invoice Management decomposition............................................
Figure 104. 1.3.1.7 Support Bill Payments & Receivables Management decomposition..............
Figure 105. 1.3.1.8 Support Bill Inquiry Handling decomposition...................................................
Figure 106. 1.3.2 Customer Experience Management decomposition...........................................
Figure 107. 1.3.2.1 Customer Experience Maturity Assessment decomposition..........................
Figure 108. 1.3.2.1.1 Prepare Maturity Assessment decomposition...............................................
Figure 109. 1.3.2.1.2 Capture CE Maturity Assessment Input decomposition...............................
Figure 110. 1.3.2.2 Customer Experience Journey Design & Lifecycle decomposition................
Figure 111. 1.3.2.2 Define Journey Building Blocks decomposition...............................................
Figure 112. 1.3.2.3 Customer Experience Metrics Analysis decomposition..................................
Figure 113. 1.3.3 Order Handling decomposition.............................................................................
Figure 114. 1.3.3.1 Determine Customer Order Feasibility decomposition....................................
Figure 115. 1.3.3.4 Track & Manage Customer Order Handling decomposition............................
Figure 116. 1.3.3.6 Issue Customer Orders decomposition.............................................................
Figure 117. 1.3.3.7 Report Customer Order Handling decomposition............................................
Figure 118. 1.3.4 Customer Management decomposition................................................................
Figure 119. 1.3.4.1 Enable Retention & Loyalty decomposition......................................................
Figure 120. 1.3.4.1.1 Build Customer Insight decomposition..........................................................
Figure 121. 1.3.4.1.2 Analyze & Manage Customer Risk decomposition........................................
Figure 122. 1.3.4.1.3 Personalize Customer Profile for Retention & Loyalty decomposition.......
Figure 123. 1.3.4.1.4 Validate Customer Satisfaction decomposition.............................................
Figure 124. 1.3.4.2 Establish Customer Relationship decomposition............................................
Figure 125. 1.3.5 Customer Interaction Management decomposition............................................
Figure 126. 1.3.5.9 Customer Interface Management decomposition.............................................

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Figure 127. 1.3.5.9.2 Manage Request (Including Self Service) decomposition............................
Figure 128. 1.3.5.9.3 Analyze & Report on Customer decomposition.............................................
Figure 129. 1.3.5.9.4 Mediate & Orchestrate Customer Interactions decomposition....................
Figure 130. 1.3.6 Customer Information Management decomposition...........................................
Figure 131. 1.3.7 Problem Handling decomposition.........................................................................
Figure 132. 1.3.7.1 Isolate Customer Problem decomposition........................................................
Figure 133. 1.3.7.2 Report Customer Problem decomposition........................................................
Figure 134. 1.3.7.3 Track & Manage Customer Problem decomposition........................................
Figure 135. 1.3.7.4 Close Customer Problem Report decomposition.............................................
Figure 136. 1.3.7.5 Create Customer Problem Report decomposition...........................................
Figure 137. 1.3.7.6 Correct & Recover Customer Problem decomposition....................................
Figure 138. 1.3.8 Customer QoS/SLA Management decomposition...............................................
Figure 139. 1.3.8.1 Assess Customer QoS/SLA Performance decomposition...............................
Figure 140. 1.3.8.2 Manage QoS/SLA Violation decomposition......................................................
Figure 141. 1.3.8.3 Report Customer QoS Performance decomposition........................................
Figure 142. 1.3.8.4 Create Customer QoS Performance Degradation Report decomposition
........................................................................................................................................................
Figure 143. 1.3.8.5 Track & Manage Customer QoS Performance Resolution decomposition
........................................................................................................................................................
Figure 144. 1.3.9 Bill Invoice Management decomposition.............................................................
Figure 145. 1.3.9.1 Apply Pricing, Discounting, Adjustments & Rebates decomposition............
Figure 146. 1.3.9.2 Create Customer Bill Invoice decomposition...................................................
Figure 147. 1.3.9.3 Produce & Distribute Bill decomposition..........................................................
Figure 148. 1.3.10 Bill Payments & Receivables Management decomposition.............................
Figure 149. 1.3.10.2 Manage Customer Payments decomposition.................................................
Figure 150. 1.3.10.3 Manage Customer Debt Collection decomposition........................................
Figure 151. 1.3.11 Bill Inquiry Handling decomposition...................................................................
Figure 152. 1.3.11.1 Create Customer Bill Inquiry Report decomposition.....................................
Figure 153. 1.3.11.2 Assess Customer Bill Inquiry Report decomposition....................................
Figure 154. 1.3.11.3 Authorize Customer Bill Invoice Adjustment decomposition........................
Figure 155. 1.3.11.4 Track & Manage Customer Bill Inquiry Resolution decomposition..............
Figure 156. 1.3.11.5 Report Customer Bill Inquiry decomposition..................................................
Figure 157. 1.3.12 Manage Billing Events decomposition...............................................................
Figure 158. 1.3.12.1 Enrich Billing Events decomposition..............................................................
Figure 159. 1.3.12.2 Guide Billing Events decomposition...............................................................
Figure 160. 1.3.12.3 Mediate Billing Events decomposition............................................................
Figure 161. 1.3.12.4 Report Billing Event Records decomposition.................................................

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Business Process Framework (eTOM) R15.5.0
Figure 162. 1.3.13 Charging decomposition......................................................................................
Figure 163. 1.3.14 Manage Balances decomposition.......................................................................
Figure 164. 1.4.1 Service Strategy & Planning decomposition.......................................................
Figure 165. 1.4.1.1 Gather & Analyze Service Information decomposition....................................
Figure 166. 1.4.1.2 Manage Service Research decomposition........................................................
Figure 167. 1.4.1.3 Establish Service Strategy & Goals decomposition.........................................
Figure 168. 1.4.1.4 Define Service Support Strategies decomposition..........................................
Figure 169. 1.4.1.5 Produce Service Business Plans decomposition.............................................
Figure 170. 1.4.1.6 Develop Service Partnership Requirements decomposition...........................
Figure 171. 1.4.1.7 Gain Enterprise Commitment to Service Strategies decomposition..............
Figure 172. 1.4.2 Service Capability Delivery decomposition.........................................................
Figure 173. 1.4.2.1 Map & Analyze Service Requirements decomposition....................................
Figure 174. 1.4.2.2 Capture Service Capability Shortfalls decomposition.....................................
Figure 175. 1.4.2.3 Gain Service Capability Investment Approval decomposition........................
Figure 176. 1.4.2.4 Design Service Capabilities decomposition.....................................................
Figure 177. 1.4.2.5 Enable Service Support & Operations decomposition....................................
Figure 178. 1.4.2.6 Manage Service Capability Delivery decomposition........................................
Figure 179. 1.4.2.7 Manage Handover to Service Operations decomposition...............................
Figure 180. 1.4.3 Service Development & Retirement decomposition............................................
Figure 181. 1.4.3.1 Gather & Analyze New Service Ideas decomposition......................................
Figure 182. 1.4.3.3 Develop New Service Business Proposal decomposition...............................
Figure 183. 1.4.3.4 Develop Detailed Service Specifications decomposition................................
Figure 184. 1.4.3.5 Manage Service Development decomposition..................................................
Figure 185. 1.4.3.6 Manage Service Deployment decomposition....................................................
Figure 186. 1.4.4 SM&O Support & Readiness decomposition.......................................................
Figure 187. 1.4.4.1 Manage Service Inventory decomposition........................................................
Figure 188. 1.4.4.2 Enable Service Configuration & Activation decomposition............................
Figure 189. 1.4.4.3 Support Service Problem Management decomposition..................................
Figure 190. 1.4.4.4 Enable Service Quality Management decomposition.......................................
Figure 191. 1.4.5 Service Configuration & Activation decomposition............................................
Figure 192. 1.4.5.1 Design Solution decomposition.........................................................................
Figure 193. 1.4.5.2 Allocate Specific Service Parameters to Services decomposition.................
Figure 194. 1.4.5.3 Track & Manage Service Provisioning decomposition....................................
Figure 195. 1.4.5.4 Implement, Configure & Activate Service decomposition...............................
Figure 196. 1.4.5.5 Test Service End-to-End decomposition...........................................................
Figure 197. 1.4.5.6 Issue Service Orders decomposition.................................................................

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Business Process Framework (eTOM) R15.5.0
Figure 198. 1.4.5.7 Report Service Provisioning decomposition....................................................
Figure 199. 1.4.5.9 Recover Service decomposition........................................................................
Figure 200. 1.4.6 Service Problem Management decomposition....................................................
Figure 201. 1.4.6.1 Create Service Trouble Report decomposition.................................................
Figure 202. 1.4.6.2 Diagnose Service Problem decomposition.......................................................
Figure 203. 1.4.6.3 Correct & Resolve Service Problem decomposition.......................................
Figure 204. 1.4.6.4 Track & Manage Service Problem decomposition............................................
Figure 205. 1.4.6.5 Report Service Problem decomposition............................................................
Figure 206. 1.4.6.7 Survey & Analyze Service Problem decomposition........................................
Figure 207. 1.4.7 Service Quality Management decomposition......................................................
Figure 208. 1.4.7.1 Monitor Service Quality decomposition............................................................
Figure 209. 1.4.7.2 Analyze Service Quality decomposition............................................................
Figure 210. 1.4.7.3 Improve Service Quality decomposition...........................................................
Figure 211. 1.4.7.4 Report Service Quality Performance decomposition.......................................
Figure 212. 1.4.7.5 Create Service Performance Degradation Report decomposition..................
Figure 213. 1.4.7.6 Track & Manage Service Quality Performance Resolution decomposition
........................................................................................................................................................
Figure 214. 1.4.8 Service Guiding & Mediation decomposition.......................................................
Figure 215. 1.4.8.1 Mediate Service Usage Records decomposition..............................................
Figure 216. 1.5.1 Resource Strategy & Planning decomposition....................................................
Figure 217. 1.5.1.1 Gather & Analyze Resource Information decomposition.................................
Figure 218. 1.5.1.2 Manage Resource Research decomposition....................................................
Figure 219. 1.5.1.3 Establish Resource Strategy & Architecture decomposition..........................
Figure 220. 1.5.1.4 Define Resource Support Strategies decomposition.......................................
Figure 221. 1.5.1.5 Produce Resource Business Plans decomposition.........................................
Figure 222. 1.5.1.6 Develop Resource Partnership Requirements decomposition.......................
Figure 223. 1.5.1.7 Gain Enterprise Commitment to Resource Plans decomposition..................
Figure 224. 1.5.2 Resource Capability Delivery decomposition......................................................
Figure 225. 1.5.2.1 Map & Analyze Resource Requirements decomposition.................................
Figure 226. 1.5.2.2 Capture Resource Capability Shortfalls decomposition..................................
Figure 227. 1.5.2.3 Gain Resource Capability Investment Approval decomposition....................
Figure 228. 1.5.2.4 Design Resource Capabilities decomposition..................................................
Figure 229. 1.5.2.5 Enable Resource Support & Operations decomposition.................................
Figure 230. 1.5.2.6 Manage Resource Capability Delivery decomposition....................................
Figure 231. 1.5.2.7 Manage Handover to Resource Operations decomposition............................
Figure 232. 1.5.3 Resource Development & Retirement decomposition........................................

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Business Process Framework (eTOM) R15.5.0
Figure 233. 1.5.3.1 Gather & Analyze New Resource Ideas decomposition...................................
Figure 234. 1.5.3.3 Develop New Resource Business Proposal decomposition...........................
Figure 235. 1.5.3.4 Develop Detailed Resource Specifications decomposition.............................
Figure 236. 1.5.3.5 Manage Resource Development decomposition..............................................
Figure 237. 1.5.3.6 Manage Resource Deployment decomposition................................................
Figure 238. 1.5.3.7 Manage Resource Exit decomposition..............................................................
Figure 239. 1.5.4 RM&O Support & Readiness decomposition.......................................................
Figure 240. 1.5.4.1 Enable Resource Provisioning decomposition................................................
Figure 241. 1.5.4.2 Enable Resource Performance Management decomposition.........................
Figure 242. 1.5.4.3 Support Resource Trouble Management decomposition................................
Figure 243. 1.5.4.4 Enable Resource Data Collection & Distribution decomposition...................
Figure 244. 1.5.4.5 Manage Resource Inventory decomposition....................................................
Figure 245. 1.5.4.7 Manage Logistics decomposition......................................................................
Figure 246. 1.5.5 Workforce Management decomposition...............................................................
Figure 247. 1.5.5.1 Manage Schedules & Appointments decomposition.......................................
Figure 248. 1.5.5.4 Plan and Forecast Workforce Management decomposition............................
Figure 249. 1.5.5.5 Administer and Configure Workforce Management decomposition...............
Figure 250. 1.5.5.7 Manage Work Order Lifecycle decomposition..................................................
Figure 251. 1.5.6 Resource Provisioning decomposition................................................................
Figure 252. 1.5.6.1 Allocate & Install Resource decomposition....................................................1000
Figure 253. 1.5.6.2 Configure & Activate Resource decomposition..............................................1004
Figure 254. 1.5.6.3 Test Resource decomposition..........................................................................1008
Figure 255. 1.5.6.4 Track & Manage Resource Provisioning decomposition...............................1010
Figure 256. 1.5.6.5 Report Resource Provisioning decomposition...............................................1014
Figure 257. 1.5.6.7 Issue Resource Orders decomposition...........................................................1017
Figure 258. 1.5.6.8 Recover Resource decomposition...................................................................1020
Figure 259. 1.5.7 Resource Data Collection & Distribution decomposition.................................1024
Figure 260. 1.5.7.1 Collect Management Information & Data decomposition..............................1028
Figure 261. 1.5.7.2 Process Management Information & Data decomposition............................1030
Figure 262. 1.5.7.3 Distribute Management Information & Data decomposition.........................1033
Figure 263. 1.5.8 Resource Trouble Management decomposition................................................1036
Figure 264. 1.5.8.1 Survey & Analyze Resource Trouble decomposition....................................1044
Figure 265. 1.5.8.2 Localize Resource Trouble decomposition.....................................................1051
Figure 266. 1.5.8.3 Correct & Resolve Resource Trouble decomposition....................................1056
Figure 267. 1.5.8.4 Track & Manage Resource Trouble decomposition........................................1060
Figure 268. 1.5.8.5 Report Resource Trouble decomposition.......................................................1065

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Business Process Framework (eTOM) R15.5.0
Figure 269. 1.5.8.6 Create Resource Trouble Report decomposition...........................................1068
Figure 270. 1.5.9 Resource Performance Management decomposition.......................................1071
Figure 271. 1.5.9.1 Monitor Resource Performance decomposition.............................................1078
Figure 272. 1.5.9.2 Analyze Resource Performance decomposition.............................................1082
Figure 273. 1.5.9.3 Control Resource Performance decomposition.............................................1085
Figure 274. 1.5.9.4 Report Resource Performance decomposition..............................................1088
Figure 275. 1.5.9.5 Create Resource Performance Degradation Report decomposition............1091
Figure 276. 1.5.9.6 Track & Manage Resource Performance Resolution decomposition...........1094
Figure 277. 1.5.10 Resource Mediation & Reporting decomposition............................................1099
Figure 278. 1.5.10.1 Mediate Resource Usage Records decomposition.......................................1101
Figure 279. 1.6.1 Party Strategy & Planning decomposition.........................................................1105
Figure 280. 1.6.2 Party Tender Management decomposition.........................................................1107
Figure 281. 1.6.2.1 Determine the Sourcing Requirements decomposition.................................1111
Figure 282. 1.6.2.2 Determine Potential Parties decomposition....................................................1114
Figure 283. 1.6.2.3 Manage the Tender Process decomposition...................................................1119
Figure 284. 1.6.2.4 Gain Tender Decision Approval decomposition.............................................1121
Figure 285. 1.6.3 Party Relationship Development & Retirement decomposition.......................1123
Figure 286. 1.6.3.1 Party Relationship Management decomposition............................................1126
Figure 287. 1.6.3.1.2 Manage Party Relationship decomposition..................................................1130
Figure 288. 1.6.3.1.5 Collect Party Data decomposition.................................................................1133
Figure 289. 1.6.3.2 Party Demographic Collection decomposition...............................................1136
Figure 290. 1.6.3.3 Party Profiling decomposition..........................................................................1140
Figure 291. 1.6.4 Party Offering Development & Retirement decomposition...............................1144
Figure 292. 1.6.4.1 On-board Party Product Specification & Offering decomposition................1148
Figure 293. 1.6.4.2 Off-Board Party Offering & Specification decomposition..............................1152
Figure 294. 1.6.4.2.2 Off-Board Party Product Specification decomposition...............................1154
Figure 295. 1.6.5 Party Agreement Management decomposition..................................................1157
Figure 296. 1.6.5.1 Prepare Party Agreement decomposition........................................................1162
Figure 297. 1.6.5.1.1 Begin Party Agreement Preparation decomposition...................................1166
Figure 298. 1.6.5.2 Manage Party Agreement Commercial Negotiations decomposition...........1169
Figure 299. 1.6.5.3 Gain Approval for Party Agreement decomposition.......................................1172
Figure 300. 1.6.6 Party Support & Readiness decomposition.......................................................1174
Figure 301. 1.6.6.1 Support Party Requisition Management decomposition...............................1182
Figure 302. 1.6.6.2 Support Party Problem Reporting & Management decomposition...............1187
Figure 303. 1.6.6.3 Support Party Performance Management decomposition.............................1191
Figure 304. 1.6.6.4 Support Party Settlements & Payments Management decomposition.........1195

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Business Process Framework (eTOM) R15.5.0
Figure 305. 1.6.6.5 Support Party Interface Management decomposition....................................1198
Figure 306. 1.6.6.6 Manage Party Inventory decomposition..........................................................1201
Figure 307. 1.6.7 Party Privacy Management decomposition........................................................1205
Figure 308. 1.6.7.1 Party Privacy Management Definition decomposition...................................1209
Figure 309. 1.6.7.2 Party Privacy Profile Type Development decomposition...............................1212
Figure 310. 1.6.7.3 Party Privacy Profile Management decomposition........................................1215
Figure 311. 1.6.8 Party Order Handling decomposition.................................................................1220
Figure 312. 1.6.8.1 Select External Party for Party Order decomposition....................................1226
Figure 313. 1.6.8.2 Determine Party Pre-Order Feasibility decomposition..................................1228
Figure 314. 1.6.8.3 Track & Manage Party Orders decomposition................................................1231
Figure 315. 1.6.8.4 Receive & Accept Party Order decomposition................................................1236
Figure 316. 1.6.8.6 Report Party Orders decomposition................................................................1239
Figure 317. 1.6.9 Party Interaction Management decomposition..................................................1242
Figure 318. 1.6.9.1 Log Party Interaction decomposition..............................................................1247
Figure 319. 1.6.9.5 Handle Party Interaction (Including Self Service) decomposition................1249
Figure 320. 1.6.9.6 Analyze & Report Party Interactions decomposition.....................................1252
Figure 321. 1.6.9.7 Mediate & Orchestrate Party Interactions decomposition.............................1254
Figure 322. 1.6.10 Party Problem Handling decomposition...........................................................1257
Figure 323. 1.6.10.1 Initiate Party Problem decomposition...........................................................1261
Figure 324. 1.6.10.2 Receive Party Problem decomposition.........................................................1263
Figure 325. 1.6.10.3 Track & Manage Party Problem Resolution decomposition........................1265
Figure 326. 1.6.10.4 Report Party Problem Resolution decomposition.......................................1269
Figure 327. 1.6.11 Party Performance Management decomposition.............................................1272
Figure 328. 1.6.11.1 Monitor & Control Party Performance decomposition.................................1277
Figure 329. 1.6.11.2 Track & Manage Party Performance Resolution decomposition.................1279
Figure 330. 1.6.11.3 Report Party Performance decomposition....................................................1283
Figure 331. 1.6.11.4 Close Party Performance Degradation Report decomposition...................1286
Figure 332. 1.6.11.5 Initiate Party Performance Degradation Report decomposition.................1288
Figure 333. 1.6.12 Party Settlements & Payments Management decomposition........................1290
Figure 334. 1.6.13 Party Bill Inquiry Handling decomposition......................................................1292
Figure 335. 1.6.13.1 Prepare & Submit Party Bill Inquiry decomposition.....................................1295
Figure 336. 1.6.13.2 Track & Manage Party Bill Inquiry Resolution decomposition....................1299
Figure 337. 1.6.13.3 Receive & Process Party Bill Inquiry Notifications and Responses
decomposition............................................................................................................................ 1303
Figure 338. 1.7.1.1 Strategic Business Planning decomposition..................................................1305
Figure 339. 1.7.1.2 Business Development decomposition...........................................................1307

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Business Process Framework (eTOM) R15.5.0
Figure 340. 1.7.1.3 Enterprise Architecture Management decomposition....................................1311
Figure 341. 1.7.1.4 Group Enterprise Management decomposition..............................................1316
Figure 342. 1.7.2.1 Business Continuity Management decomposition.........................................1320
Figure 343. 1.7.2.2 Security Management decomposition.............................................................1324
Figure 344. 1.7.2.3 Fraud Management decomposition.................................................................1332
Figure 345. 1.7.2.3.1 Fraud Policy Management decomposition...................................................1336
Figure 346. 1.7.2.3.2 Fraud Operations Support decomposition...................................................1343
Figure 347. 1.7.2.3.3 Fraud Operations Management decomposition..........................................1348
Figure 348. 1.7.2.4 Audit Management decomposition..................................................................1353
Figure 349. 1.7.2.5 Insurance Management decomposition..........................................................1357
Figure 350. 1.7.2.6 Revenue Assurance Management decomposition.........................................1360
Figure 351. 1.7.2.6.2 Manage Revenue Assurance Operations decomposition...........................1365
Figure 352. 1.7.3.2 Enterprise Quality Management decomposition............................................1372
Figure 353. 1.7.3.3 Program & Project Management decomposition............................................1374
Figure 354. 1.7.3.4 Enterprise Performance Assessment decomposition....................................1378
Figure 355. 1.7.3.4.5 Metric Management decomposition..............................................................1382
Figure 356. 1.7.3.4.5.1 Metric Definition Development decomposition.........................................1385
Figure 357. 1.7.3.4.5.2 Metric Definition Measure Development decomposition.........................1387
Figure 358. 1.7.3.4.5.3 Metric Measure Monitoring decomposition...............................................1390
Figure 359. 1.7.4.2 Research Management decomposition...........................................................1392
Figure 360. 1.7.4.3 Technology Scanning decomposition.............................................................1395
Figure 361. 1.7.5.3 Procurement Management decomposition.....................................................1397
Figure 362. 1.7.6.1 Corporate Communications & Image Management decomposition.............1401
Figure 363. 1.7.6.2 Community Relations Management decomposition......................................1404
Figure 364. 1.7.6.3 Shareholder Relations Management decomposition.....................................1407
Figure 365. 1.7.6.4 Regulatory Management decomposition.........................................................1409
Figure 366. 1.7.6.5 Legal Management decomposition..................................................................1411
Figure 367. 1.7.6.6 Board & Shares/Securities Management decomposition..............................1415
Figure 368. 1.7.7.1 HR Policies & Practices decomposition..........................................................1418
Figure 369. 1.7.7.3 Workforce Strategy decomposition.................................................................1423
Figure 370. 1.7.7.4 Workforce Development decomposition.........................................................1426
Figure 371. 1.7.7.5 Employee & Labor Relations Management decomposition...........................1431
Figure 372. 1.7.8.1 Data Analytics decomposition..........................................................................1433
Figure 373. 1.7.8.1.1 Data Ingestion decomposition.......................................................................1437
Figure 374. 1.7.8.1.2 Data Management decomposition.................................................................1440
Figure 375. 1.7.8.1.3 Data Analysis decomposition........................................................................1443

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Business Process Framework (eTOM) R15.5.0
Figure 376. 1.7.8.1.4 Analytics Consumer & Distribution Management decomposition.............1447
Figure 377. 1.8.1 Cataloging decomposition...................................................................................1450
Figure 378. 1.8.1.1 Develop Catalog Specification decomposition...............................................1453
Figure 379. 1.8.1.2 Develop Catalog decomposition......................................................................1456
Figure 380. 1.8.2 Capacity Management decomposition...............................................................1458
Figure 381. 1.8.2.2 Specify Available Capacity decomposition.....................................................1463
Figure 382. 1.8.2.3 Capture Capacity Demand decomposition......................................................1466
Figure 383. 1.8.2.5 Monitor Capacity decomposition.....................................................................1468
Figure 384. 1.8.2.5.1 Monitor Available Capacity decomposition..................................................1471
Figure 385. 1.8.2.5.2 Monitor Capacity Demand decomposition...................................................1474
Figure 386. 1.8.2.6 Adjust Capacity decomposition.......................................................................1477

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Addendum D Process Decompositions and Descriptions


Business Process Framework (eTOM) R15.5.0

Preface
eTOM Business Process Framework
The eTOM Business Process Framework 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 eTOM 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 eTOM framework is that it helps to support and
guide work by TM Forum members and others to develop solutions. 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 eTOM
framework outlines potential boundaries of process solutions, and the required
functions, inputs, and outputs that must be supported by process solutions.
The eTOM Business Process Framework has grown to include a number of
components. The overall eTOM document set includes a number of
documents: see the website tmforum.org for more detail.

Note:
Addenda are adjuncts to the main document 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.

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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.

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Addendum D Process Decompositions and Descriptions


Business Process Framework (eTOM) R15.5.0

Introduction
This document stands as an Addendum to the "Enhanced Telecom Operations Map
(eTOM) The Business Process Framework for the Information and Communications
Services Industry", GB921. It provides further detail concerning the eTOM through
definition of the process elements within the eTOM Business Process Framework, at
several levels of detail.
This Addendum details the Frameworx domains and provides the Level 2 and 3
decompositions and descriptions for each of these domains process groupings.
This document is organized using the domain groupings as the prime categorization
and they cross the SIP and OPS groupings.
The Enterprise process groupings are considered individually and contain Level 1, 2
and 3.
Note that the process decomposition diagrams used in this Addendum can include
black dots 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


In Release 15.0.0, The Business Process Framework was renumbered. Processes
have been given a new process ID throughout this document. The format of the
numbering scheme work as follows:
.x.c.d.e.f where
x:

Digit representing the domain

c:

Digit representing Level 2 process

d:

Digit representing Level 3 process

e:

Digit representing Level 4 process

In the Enterprise Domain:


x:

Digit representing the domain

c:

Digit representing Level 1 process

d:

Digit representing Level 2 process

e:

Digit representing Level 3 process

f:

Digit representing Level 4 process

Note: Original Process IDs that where in use up to release 15.0.0 are kept for backward
compatibility. They are viewable in the GB921 Business Process Framework Processes
excel version and the clickable model.
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Process Decompositions & Descriptions


1.1.1 Market Strategy & Policy

Figure 1. 1.1.1 Market Strategy & Policy decomposition

Market Strategy & Policy


Process Identifier: 1.1.1

Brief Description
Enable the development of a strategic view of an enterprises existing
and desired market-place
Extended Description
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.
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Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Gather & Analyze Market Information


Process Identifier: 1.1.1.1

Brief Description
Research market information and develop market forecasts
Extended Description
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
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Establish Market Strategy


Process Identifier: 1.1.1.2

Brief Description
Develop and document the enterprise market strategy
Extended Description
Establish Market Strategy processes result in agreement across the
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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
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Establish Market Segments


Process Identifier: 1.1.1.3

Brief Description
Establish the market segmentation to be used across the enterprise
Extended Description
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
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Link Market Segments & Products


Process Identifier: 1.1.1.4

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Brief Description
Analyze the basic consumption profiles of market segments and
associate these with the product families available
Extended Description
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
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Gain Commitment to Marketing Strategy


Process Identifier: 1.1.1.5

Brief Description
Gain enterprise commitment to the market strategy and segmentation
Extended Description
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
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

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1.1.1.1 Gather & Analyze Market


Information

Figure 2. 1.1.1.1 Gather & Analyze Market Information decomposition

Gather & Analyze Market Information


Process Identifier: 1.1.1.1

Brief Description
Research market information and develop market forecasts
Extended Description
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
Reserved for future use.
Mandatory
Reserved for future use.

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Optional
Reserved for future use.
Interactions
Reserved for future use.

Gather Market Information


Process Identifier: 1.1.1.1.1

Brief Description
Establish and Management of external Providers and internal resources
for providing market information
Extended Description
Gather Market information processes focus on establishment and
Management of relationships with external providers of market
information, and management of internal resources used for providing
market information.
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Analyze Market Information


Process Identifier: 1.1.1.1.2

Brief Description
Develop enterprise and business views of the market
Extended Description
Analyze Market information processes focus on developing enterprise
and business views of the market, based on the analysis of the
external and internal information sources. Methodologies used for
developing market forecasts, as well as the development of forecasts is
managed by this process.
Explanatory
Reserved for future use.

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Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

1.1.1.2 Establish Market Strategy

Figure 3. 1.1.1.2 Establish Market Strategy decomposition

Establish Market Strategy


Process Identifier: 1.1.1.2

Brief Description
Develop and document the enterprise market strategy
Extended Description
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
Reserved for future use.
Mandatory
Reserved for future use.

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Optional
Reserved for future use.
Interactions
Reserved for future use.

Establish Market Participation


Process Identifier: 1.1.1.2.1

Brief Description
Agreement on Markets in which Enterprise will participate.
Extended Description
Establish Market Participation processes focus on agreement across the
enterprise with respect to markets in which the enterprise will
participate.
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Establish Market Strategy Objectives


Process Identifier: 1.1.1.2.2

Brief Description
Define Objectives, strategies to be followed to achieve objectives
Extended Description
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
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
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Interactions
Reserved for future use.

Support Market Strategy


Process Identifier: 1.1.1.2.3

Brief Description
Develop sales strategies to support market strategies
Extended Description
Support Market strategy processes focus on developing appropriate
sales strategies.
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Identify Enterprise areas to meet market strategy objectives


Process Identifier: 1.1.1.2.4

Brief Description
Identify the areas across the enterprise responsible for the
achievement of specific objectives
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

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1.1.1.3 Establish Market Segments

Figure 4. 1.1.1.3 Establish Market Segments decomposition

Establish Market Segments


Process Identifier: 1.1.1.3

Brief Description
Establish the market segmentation to be used across the enterprise
Extended Description
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
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Identify Market Segments


Process Identifier: 1.1.1.3.1

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Brief Description
Identify the market segmentation
Extended Description
Identify Market Segments process are responsible for identifying the
market segmentation which will be used across the enterprise.
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Manage Market Segments outcome


Process Identifier: 1.1.1.3.2

Brief Description
Management of market segments outcome.
Extended Description
Manage Market Segments outcome process focus on identifying the
areas within the organization which are responsible for the
management of market segment outcomes.
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Reporting - Specific Market Segments


Process Identifier: 1.1.1.3.3

Brief Description
Identify and manage reporting process for specific market segments

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Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

1.1.1.4 Link Market Segments & Products

Figure 5. 1.1.1.4 Link Market Segments & Products decomposition

Link Market Segments & Products


Process Identifier: 1.1.1.4

Brief Description
Analyze the basic consumption profiles of market segments and
associate these with the product families available
Extended Description
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

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families for the market segments. The processes analyze segment


purchase and decision issues, and their geographic locations.
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Link consumption profiles & available product families


Process Identifier: 1.1.1.4.1

Brief Description
Link Market segments and available product families
Extended Description
Link Market segments & available product families processes analyze
the basic consumption profiles of market segments and associate
these with the product families available
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Identify potential new product families for market segments


Process Identifier: 1.1.1.4.2

Brief Description
Identify potential new product families for the market segments
Extended Description
Not used for this process element

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Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Analyze Market Segment purchase and issues


Process Identifier: 1.1.1.4.3

Brief Description
Analyze segment purchase and decision issues, and their geographic
locations.
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

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1.1.1.5 Gain Commitment to Marketing


Strategy

Figure 6. 1.1.1.5 Gain Commitment to Marketing Strategy decomposition

Gain Commitment to Marketing Strategy


Process Identifier: 1.1.1.5

Brief Description
Gain enterprise commitment to the market strategy and segmentation
Extended Description
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
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Identify Stakeholders to Market Strategy


Process Identifier: 1.1.1.5.1

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Brief Description
Identify stakeholders of market strategy
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Gain Market Strategy Stakeholder approval


Process Identifier: 1.1.1.5.2

Brief Description
Negotiate & gain stakeholder approval for market strategy
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Gain Enterprise Commitment to Market Strategy


Process Identifier: 1.1.1.5.3

Brief Description
Gain Enterprise commitment to the market strategy and segmentation
Extended Description
Not used for this process element

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Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

1.1.2 Sales Strategy & Planning

Figure 7. 1.1.2 Sales Strategy & Planning decomposition

Sales Strategy & Planning


Process Identifier: 1.1.2

Brief Description
Sales Strategy & Planning involves developing sales partner/alliance
relationship, establish overall sales budgets, establish sales goals and
measures, establish customer management measures, set service
levels and standards and develop channel strategy, establish
revenue/coverage plan
Sales Strategy & Planning involves initiating the development of sales
relationships with other parties, establish overall sales budgets,
establish sales goals and measures, establish customer management
measures, set service levels and standards and develop channel
strategy, establish revenue/coverage plan.
Extended Description
Develop an appropriate sales strategy to complement the market
strategy.
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Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Develop Sales Relationship


Process Identifier: 1.1.2.1

Brief Description
Develop Sales Relationship sets the overall relationship strategy. It
also initiates the development of sales relationships with other parties,
such as sales partnerships and brokering, in advance of entering into
formal agreements. Identifying and entering into agreements with
other parties are managed Party Tender Management and Party
Agreement Management. A party in the agreement may represent a
sales channel for the other. This process initiates flows to these other
processes as appropriate.
Strategies for managing relationships and relationship goals are
identified and agreed upon. Sales relationship opportunities are
identified along with the methods for selecting parties and for
managing the relationship. Candidate parties are also identified.
This process also periodically analyzes relationship strategies and
makes any necessary changes to them, including the removal of a
strategy.
Extended Description
Set the overall relationship strategy and Initiate the development of
sales relationships with other parties, such as sales partnerships and
brokering, in advance of entering into formal agreements. Identifying
and entering into agreements with other parties are managed Party
Tender Management and Party Agreement Management.
Explanatory
N/A
Mandatory
N/A

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Optional
N/A
Interactions
N/A

Establish Sales Budget


Process Identifier: 1.1.2.2

Brief Description
Establish Sales Budgets calculate product revenue targets for the
budget, determines variable and fixed costs and overhead budgets. It
uses these to estimate net profit. The combination of all of these
represents the sales budget for the enterprise.
This process also conducts reviews of the budget as appropriate and
makes any changes to elements that compose it.
Extended Description
Establish sales revenue, cost, and profit budgets for the enterprise.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Establish Sales Goals and Measures


Process Identifier: 1.1.2.3

Brief Description
Establish Sales Goals and Measures sets sales goals and how they will
be measured and how customer management sales related measures.
Additionally sales service levels and standards are set.
This process also conducts reviews of goals, measures, service levels,
and standards as appropriate and adjusts them if needed.
Extended Description
Establish goals and measures for sales, customer management
measures, and sales service level standards.
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Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Develop Sales Channel Strategy


Process Identifier: 1.1.2.4

Brief Description
Develop Sales Channel Strategy by assessing and analyzing revenue
models, profit impact based on possible channel sales channel
structures. It also plans and develops scenarios that are used to define
the final sales channel strategy.
This process also periodically analyzes the sales channel strategy and
makes any necessary changes to them, including the removal of parts
or all of the strategy. Removal of the complete strategy would require
its redevelopment.
Extended Description
Use revenue models assessment, analyze profit impact on possible
sales channel structures, and develop sales channel scenarios to
define sales channel strategy.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Establish Revenue Coverage Plan


Process Identifier: 1.1.2.5

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Brief Description
Establish Revenue Coverage Plan develops revenue targets, conducts
financial and operational planning to support revenue objectives, and
define sales account coverage plans.
Revenue targets are developed in order to meet revenue objectives.
Financial and operational plans are also developed to support revenue
objectives.
Sales account coverage plans, which include the enterprise sales
targets, are defined and communicated throughout the Sales
organization including any channels outside of the enterprise that may
have been developed by Develop Sales Relationship.
This process also conducts reviews of revenue coverage plan as
appropriate and adjusts them if needed.
Extended Description
Develop revenue targets, conduct financial and operational planning to
support revenue objectives, and define sales account coverage plans.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

1.1.3 Sales Forecasting

Figure 8. 1.1.3 Sales Forecasting decomposition

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Sales Forecasting
Process Identifier: 1.1.3

Brief Description
Sales Forecasting involves gathering current and historic order
information, analyzing sales trends and patterns generating sales
forecast and analyzing historical and planned promotions and events.
Extended Description
N/A
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Set Sales Forecast Goal


Process Identifier: 1.1.3.1

Brief Description
Set the purpose of the forecast and how is it to be used. Set the
accuracy required.
Extended Description
Set the purpose of the forecast and how is it to be used. Set the
accuracy required. This will depend on the sales strategy that is to be
implemented, which may be long term (cyclical/annual) or short term
(related to a promotion or planned event). Correct level of detail - not
too much, not too little
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

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Gather Forecast Data


Process Identifier: 1.1.3.2

Brief Description
Gather data relevant to the product to which the forecast is related
Extended Description
N/A
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Develop Sales Forecast


Process Identifier: 1.1.3.3

Brief Description
Develop sales forecast using a repeatable methodology
Extended Description
Develop sales forecast using a repeatable methodology, based on
relevant data
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Distribute Sales Forecast


Process Identifier: 1.1.3.4

Brief Description
Distribute the sales forecast to all areas that need to know
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Extended Description
Distribute the sales forecast to all parties that need to know for
budgeting, resourcing, sourcing etc. For example, executives
responsible for fulfilling the sales forecast or need to be aware of the
forecast
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Evaluate Sales Forecast Outcomes


Process Identifier: 1.1.3.5

Brief Description
Evaluate how accurate the forecasting was and feedback into process
for future forecasts
Extended Description
N/A
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

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1.1.3.2 Gather Forecast Data

Figure 9. 1.1.3.2 Gather Forecast Data decomposition

Gather Forecast Data


Process Identifier: 1.1.3.2

Brief Description
Gather data relevant to the product to which the forecast is related
Extended Description
N/A
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Gather Industry Forecast Data


Process Identifier: 1.1.3.2.1

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Brief Description
Gather data from the industry relevant to the product to which the
forecast is related
Extended Description
Gather data from the telecommunications industry relevant to the
product/to which the forecast is related, including past sales data, any
previous forecast, industry body forecast, competitive information etc
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Gather Environmental Forecast Data


Process Identifier: 1.1.3.2.2

Brief Description
Gather data from the wider environment relevant to the product to
which the forecast is related
Extended Description
Gather data from the wider environment relevant to the product to
which the forecast is related. This will include economic, business,
social, regulatory/legislative, population, climatic etc data
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

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1.1.3.3 Develop Sales Forecast

Figure 10. 1.1.3.3 Develop Sales Forecast decomposition

Develop Sales Forecast


Process Identifier: 1.1.3.3

Brief Description
Develop sales forecast using a repeatable methodology
Extended Description
Develop sales forecast using a repeatable methodology, based on
relevant data
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Choose Forecast Model


Process Identifier: 1.1.3.3.1

Brief Description
Choose which forecast model is the most relevant to be used, from a
range of qualitative and quantitative ones available
Extended Description
Choose which forecast model is the most relevant to be used, from a
range of qualitative and quantitative ones available.
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Qualitative models - Used where data is scarce. For example


- Consumer or user survey
- Panel of executive opinion
- Salesforce composite, built up from internal areas
- Delphi
- Bayesian decision theory
- Product testing/Test marketing
Quantitative models - Used when there is a base of historical data to
draw on. For example
- Time series analysis
- Causal techniques
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Analyze Forecast Data


Process Identifier: 1.1.3.3.2

Brief Description
Analyze the data using the chosen methodology
Extended Description
N/A
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Prepare Sales Forecast


Process Identifier: 1.1.3.3.3

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Brief Description
Prepare sales forecast using the chosen methodology
Extended Description
N/A
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Approve Sales Forecast


Process Identifier: 1.1.3.3.4

Brief Description
Approve sales forecast, getting signed off by appropriate stakeholders
Extended Description
N/A
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

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1.1.5 Sales Development

Figure 11. 1.1.5 Sales Development decomposition

Sales Development
Process Identifier: 1.1.5

Brief Description
Develop the Sales support and response for new and existing products,
as well as existing and potential customers.
Extended Description
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
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
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Interactions
Reserved for future use.

Monitor Sales & Channel Best Practice


Process Identifier: 1.1.5.1

Brief Description
Ensure that the enterprise keeps abreast of sales and channel
practices and capabilities in the wider environment.
Extended Description
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
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Develop Sales & Channel Proposals


Process Identifier: 1.1.5.2

Brief Description
Create and document proposals for sales processes and sales
channels, and gain approval for them
Extended Description
The Develop Sales & Channel Proposals processes create and
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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
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Develop New Sales Channels & Processes


Process Identifier: 1.1.5.3

Brief Description
Develop and implement new or adapted sales processes and/or
channels to support new or enhanced products.
Extended Description
The Develop New Sales Channels & 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

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procedures, compensation plans, identification of product potential


customers to each channel and sale method
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

1.1.5.1 Monitor Sales & Channel Best


Practice

Figure 12. 1.1.5.1 Monitor Sales & Channel Best Practice decomposition

Monitor Sales & Channel Best Practice


Process Identifier: 1.1.5.1

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Brief Description
Ensure that the enterprise keeps abreast of sales and channel
practices and capabilities in the wider environment.
Extended Description
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
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Develop Sales & Channel Requirements


Process Identifier: 1.1.5.1.1

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.
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.

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Optional
Reserved for future use.
Interactions
Reserved for future use.

Monitor Sales & Channel Practices


Process Identifier: 1.1.5.1.2

Brief Description
These processes ensure 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.
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

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1.1.5.2 Develop Sales & Channel


Proposals

Figure 13. 1.1.5.2 Develop Sales & Channel Proposals decomposition

Develop Sales & Channel Proposals


Process Identifier: 1.1.5.2

Brief Description
Create and document proposals for sales processes and sales
channels, and gain approval for them
Extended Description
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
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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
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Create Sales Proposals


Process Identifier: 1.1.5.2.1

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.
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.
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Gain Sales Proposals Approval


Process Identifier: 1.1.5.2.2

Brief Description
These processes gain approval for proposals for sales processes and
sales channels.
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

1.1.5.3 Develop New Sales Channels &


Processes

Figure 14. 1.1.5.3 Develop New Sales Channels & Processes decomposition

Develop New Sales Channels & Processes


Process Identifier: 1.1.5.3

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Brief Description
Develop and implement new or adapted sales processes and/or
channels to support new or enhanced products.
Extended Description
The Develop New Sales Channels & 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
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Develop External Relationships


Process Identifier: 1.1.5.3.1

Brief Description
these processes develop external relationships if required to provide
the necessary sales channel capability.
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.

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Interactions
Reserved for future use.

Manage Process & Channel Coordination


Process Identifier: 1.1.5.3.2

Brief Description
These processes manage the coordination and integration of existing
and new sales processes and channels to ensure effective operations.
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Define Processes & Channels


Process Identifier: 1.1.5.3.3

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
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.
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1.1.7 Market Sales Support & Readiness

Figure 15. 1.1.7 Market Sales Support & Readiness decomposition

Market Sales Support & Readiness


Process Identifier: 1.1.7

Brief Description
Market Sales Support & Readiness processes ensure the support
capability is in place to allow the CRM Fulfillment, Assurance and Billing
processes to operate effectively.
Extended Description
Market Sales Support & Readiness processes ensure the support
capability is in place to allow the Market Sales Fulfillment, Assurance
and Billing processes to operate effectively.
The responsibilities of these processes include, but are not limited to:
Provision of market and sales process infrastructure;,
Policy support and decision support knowledge for sales activity and
sales interactions
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 data required by the FAB
and CRM OS&R processes
Monitoring and reporting on the capabilities and costs of the
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individual Market FAB processes


Longer-term trend analysis on sales 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 sales capability 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
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Support Selling
Process Identifier: 1.1.7.2

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.
Extended Description
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
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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
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Manage Sales Inventory


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Process Identifier: 1.1.7.4

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.
Extended Description
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 relatedinformation, 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.
Responsibilities of these processes include, but are not limited to:
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;
Managing the registration and access control processes that enable
processes to 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
Identifying any technical driven shortcomings of the sales inventory
repository, and providing input to Resource Development &
Management processes to rectify these issues.
Explanatory
Reserved for future use.
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Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

1.1.7.7 Support Selling

Figure 16. 1.1.7.7 Support Selling decomposition

Support Selling
Process Identifier: 1.1.7.2

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.
Extended Description
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
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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
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Ensure Selling Capability


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Process Identifier: 1.1.7.2.1

Brief Description
Ensure that there is capability (for example, information, materials,
systems and resources) to support the Selling processes so that they
can operate effectively.
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Manage Sales Channels


Process Identifier: 1.1.7.2.2

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 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.
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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.
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Manage Sales Leads


Process Identifier: 1.1.7.2.3

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.
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

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Undertake Selling Trend Analysis


Process Identifier: 1.1.7.2.4

Brief Description
Undertake trend analysis on selling, including problems, successes,
profit and loss. Monitor current selling trends
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

1.1.7.9 Manage Sales Inventory

Figure 17. 1.1.7.9 Manage Sales Inventory decomposition

Manage Sales Inventory


Process Identifier: 1.1.7.4

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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.
Extended Description
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 relatedinformation, 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.
Responsibilities of these processes include, but are not limited to:
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;
Managing the registration and access control processes that enable
processes to 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
Identifying any technical driven shortcomings of the sales inventory
repository, and providing input to Resource Development &
Management processes to rectify these issues.
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
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Optional
Reserved for future use.
Interactions
Reserved for future use.

Identify Relevant Sales Inventory Information


Process Identifier: 1.1.7.4.1

Brief Description
Identifying the inventory-relevant information requirements to be
captured for sales inventory
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Maintain Sales Inventory facilities


Process Identifier: 1.1.7.4.2

Brief Description
Identifying, establishing and maintaining sales inventory repository
facilities;
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.

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Interactions
Reserved for future use.

Manage Sales Inventory Capture


Process Identifier: 1.1.7.4.3

Brief Description
Establishing and managing the sales inventory management and
information capture processes;
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Control Sales Inventory Access


Process Identifier: 1.1.7.4.4

Managing the registration and access control processes that enable processes to create, modify,
update, delete and/or download sales data to and from the sales inventory;
Brief Description
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.
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Ensure Sales Inventory Data Quality


Process Identifier: 1.1.7.4.5

Brief Description
Ensuring the sales inventory repository accurately captures and
records all identified 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.
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Track Sales Inventory Usage


Process Identifier: 1.1.7.4.6

Brief Description
Tracking and monitoring of the usage of, and access to, the sales
inventory repository and associated costs, and reporting on the
findings
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
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Optional
Reserved for future use.
Interactions
Reserved for future use.

Identify Sales Inventory Shortcomings


Process Identifier: 1.1.7.4.7

Brief Description
Identifying any technical driven shortcomings of the sales inventory
repository, and providing input to Resource Development &
Management processes to rectify these issues.
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

1.1.9 Selling

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Figure 18. 1.1.9 Selling decomposition

Selling
Process Identifier: 1.1.9

Brief Description
Responsible for managing prospective customers, for qualifying and
educating customers, and matching customer expectations
Extended Description
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
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Qualify Opportunity
Process Identifier: 1.1.9.1

Brief Description
Ensure that the opportunity is qualified in terms of any associated risk
and the amount of effort required to achieve a sale
Extended Description
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
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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
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Negotiate Sales/Contract
Process Identifier: 1.1.9.2

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.
Extended Description
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,
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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
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Cross/Up Selling
Process Identifier: 1.1.9.3

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.
Extended Description
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
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.

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Interactions
Reserved for future use.

Develop Sales Proposal


Process Identifier: 1.1.9.4

Brief Description
Develop a sales proposal to respond to the customers requirements
Extended Description
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
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

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Manage Sales Accounts


Process Identifier: 1.1.9.5

Brief Description
Manage the sales accounts assigned to the sales channel on a day-day
basis
Extended Description
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
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Acquire Customer Data


Process Identifier: 1.1.9.6

Brief Description
Capture and record all pertinent customer data required for the
initiation, realization and deployment of the agreed sales proposal.
Extended Description
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 rollout 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
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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
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

1.1.9.1 Qualify & Educate Customer

Figure 19. 1.1.9.1 Qualify & Educate Customer decomposition

Qualify Opportunity
Process Identifier: 1.1.9.1

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

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Extended Description
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
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Define Alternative/Customized Solutions


Process Identifier: 1.1.9.1.1

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
capabilities (which may follow on)
Extended Description
Not used for this process element
Explanatory
This focuses on the definition of these solutions at this stage, and not
the actual development of new capabilities (which may follow on)
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Mandatory
Develop, as required, alternative solutions or customization to the
specific customers requirements.
Optional
Not used for this process element
Interactions
Not used for this process element

Assess Potential Development & Risk


Process Identifier: 1.1.9.1.2

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.
Extended Description
Not used for this process element
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
Not used for this process element
Interactions
Not used for this process element

Assess Strategic Impacts


Process Identifier: 1.1.9.1.3

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
Extended Description
Not used for this process element

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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
Not used for this process element
Interactions
Not used for this process element

1.1.9.2 Negotiate Sales/Contract

Figure 20. 1.1.9.2 Negotiate Sales/Contract decomposition

Negotiate Sales/Contract
Process Identifier: 1.1.9.2

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.
Extended Description
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
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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
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Negotiate Standard Terms & Conditions


Process Identifier: 1.1.9.2.1

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.
Extended Description
Not used for this process element
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
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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
Not used for this process element
Interactions
Not used for this process element

Develop & Negotiate Non-standard Terms & Conditions


Process Identifier: 1.1.9.2.2

Brief Description
Develop and negotiate with the customer (where required) nonstandard 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.
Extended Description
Not used for this process element
Explanatory
Not used for this process element
Mandatory
Develop and negotiate with the customer (where required) non TM Forum 2015. All Rights Reserved.

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standard terms and conditions associated with sales proposals


specifically developed to meet specific customer requirements.
Optional
Not used for this process element
Interactions
Not used for this process element

Obtain Customer Agreement


Process Identifier: 1.1.9.2.3

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 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.
Extended Description
Not used for this process element
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
Not used for this process element
Interactions
Not used for this process element

Create Customer Order


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Process Identifier: 1.1.9.2.4

Brief Description
Responsible for creating standard and/or non-standard orders (in ITIL,
"RFCs") for handover to be fulfilled
Extended Description
Not used for this process element
Explanatory
This process is responsible for creating standard orders (in ITIL, "RFC"s)
for non -custom orders and non-standard orders, for qualified custom
agreements This process will also interact with other processes for
fulfilling the customer expectations.
Mandatory
Responsible for creating standard and/or non-standard orders (in ITIL,
"RFCs") for handover to be fulfilled
Optional
Not used for this process element
Interactions
This process will interact with other Fulfillment processes (particularly,
Order Handling) to carry out customer orders.

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1.1.9.3 Cross/Up Selling

Figure 21. 1.1.9.3 Cross/Up Selling decomposition

Cross/Up Selling
Process Identifier: 1.1.9.3

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.
Extended Description
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
Reserved for future use.
Mandatory
Reserved for future use.
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Optional
Reserved for future use.
Interactions
Reserved for future use.

Analyze Customer Trends


Process Identifier: 1.1.9.3.1

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.
Extended Description
Not used for this process element
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
Not used for this process element
Interactions
Not used for this process element

Recommend Appropriate Offerings


Process Identifier: 1.1.9.3.2

Brief Description
Based on the data collected, recommend more appropriate offerings to
the customer.
Extended Description
Not used for this process element
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Explanatory
Not used for this process element
Mandatory
Based on the data collected, recommend more appropriate offerings to
the customer.
Optional
Not used for this process element
Interactions
Not used for this process element

1.1.9.4 Develop Sales Proposal

Figure 22. 1.1.9.4 Develop Sales Proposal decomposition

Develop Sales Proposal


Process Identifier: 1.1.9.4

Brief Description
Develop a sales proposal to respond to the customers requirements
Extended Description
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
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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
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Ascertain Customer Requirements


Process Identifier: 1.1.9.4.1

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.
Extended Description
Not used for this process element
Explanatory
Not used for this process element

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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
Not used for this process element
Interactions
This process commences following approval by the Qualify Customer
process.

Determine Support for Customer Requirements


Process Identifier: 1.1.9.4.2

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.
Extended Description
Not used for this process element
Explanatory
Not used for this process element
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
Not used for this process element
Interactions
Not used for this process element

Develop Proposal against Customer Requirements


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Process Identifier: 1.1.9.4.3

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.
Extended Description
Not used for this process element
Explanatory
Not used for this process element
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
Not used for this process element
Interactions
Not used for this process element

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1.1.9.5 Manage Sales Accounts

Figure 23. 1.1.9.5 Manage Sales Accounts decomposition

Manage Sales Accounts


Process Identifier: 1.1.9.5

Brief Description
Manage the sales accounts assigned to the sales channel on a day-day
basis
Extended Description
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
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Contact Customer (on regular basis)


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Process Identifier: 1.1.9.5.1

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.
Extended Description
Not used for this process element
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
Not used for this process element
Interactions
Not used for this process element

Develop Contacts & Leads


Process Identifier: 1.1.9.5.2

Brief Description
Develop the appropriate relationships and contacts, prospect for leads,
promote the enterprises product offerings, etc.
Extended Description
Not used for this process element
Explanatory
Not used for this process element
Mandatory
Develop the appropriate relationships and contacts, prospect for leads,
promote the enterprises product offerings, etc.
Optional
Not used for this process element
Interactions
Not used for this process element

Update Sales Repository


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Process Identifier: 1.1.9.5.3

Brief Description
Responsible for managing and updating sales repository / inventory
Extended Description
Not used for this process element
Explanatory
This process is reponsible for getting customer configuration
information and KPIs. This process will also update selling information
into repository
Mandatory
Manage and update sales repository
Optional
Reserved for future use.
Interactions
This process will interact with ITIL and non-ITIL application for getting
and updating sale configurations.

1.1.9.6 Acquire Customer Data

Figure 24. 1.1.9.6 Acquire Customer Data decomposition

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Acquire Customer Data


Process Identifier: 1.1.9.6

Brief Description
Capture and record all pertinent customer data required for the
initiation, realization and deployment of the agreed sales proposal.
Extended Description
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 rollout 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
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Determine Required Customer Data


Process Identifier: 1.1.9.6.1

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.
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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.
Extended Description
Not used for this process element
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
Not used for this process element
Interactions
Not used for this process element

Capture & Record Customer Data


Process Identifier: 1.1.9.6.2

Brief Description
Capture (through forms, or customer interviews, etc.) the required
customer information, and store the details in a form required by other
processes.
Extended Description
Not used for this process element
Explanatory
Capture (through forms, or customer interviews, etc.) the required
customer information, and store the details in a form required by other
processes.

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Mandatory
Capture (through forms, or customer interviews, etc.) the required
customer information, and store the details in a form required by other
processes.
Optional
Not used for this process element
Interactions
Not used for this process element

1.1.10 Marketing Fulfillment Response

Figure 25. 1.1.10 Marketing Fulfillment Response decomposition

Marketing Fulfillment Response


Process Identifier: 1.1.10

Brief Description
Responsible for the issue and distribution of marketing collateral
directly to a customer and the subsequent tracking of resultant leads.
Extended Description
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
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activities from lead generation to product and literature fulfillment, and


hand-off of leads to the selling processes.
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

1.1.11 Contact/Lead/Prospect
Management

Figure 26. 1.1.11 Contact/Lead/Prospect Management decomposition

Contact/Lead/Prospect Management
Process Identifier: 1.1.11

Brief Description
Contact/Lead/Prospect Management develops the appropriate
relationships with contacts, leads, and prospects and matches them
with the most appropriate products and ensure that they are handled
appropriately.

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Extended Description
Develops the appropriate relationships with contacts, leads, and
prospects.
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Manage Contact
Process Identifier: 1.1.11.1

Brief Description
Manage Contact manages all contacts between potential or existing
parties and the enterprise. It deals with the identification of a contact,
its development, enhancement and update
Extended Description
Manage all contacts between potential or existing Parties and the
enterprise
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Track Lead
Process Identifier: 1.1.11.2

Brief Description
Track Lead identifies a lead following on from marketing campaign
advertising, or one that arises otherwise in the course of business and
collected here. A lead is tracked, evaluated, and other processes are
notified (such as Selling) for further action.
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Extended Description
Track a lead generated through marketing, or that arise in the course
of business.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Manage Prospect
Process Identifier: 1.1.11.3

Brief Description
Manage Prospect matches an assigned lead with the most appropriate
products and ensure that a prospect is handled appropriately. A
prospect represents 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 a potential
prospect are analyzed. Based on these needs, potential solutions are
identified from the enterprises product catalog. The lifecycle of a
prospect is tracked, and the outcome (win or loss) for a prospect is
reported. A prospect is also assigned to the appropriate sales channel.
Extended Description
Match an assigned lead with the most appropriate products and ensure
that a prospect is handled appropriately
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

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1.1.11.1 Manage Contact

Figure 27. 1.1.11.1 Manage Contact decomposition

Manage Contact
Process Identifier: 1.1.11.1

Brief Description
Manage Contact manages all contacts between potential or existing
parties and the enterprise. It deals with the identification of a contact,
its development, enhancement and update
Extended Description
Manage all contacts between potential or existing Parties and the
enterprise
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Identify Contact
Process Identifier: 1.1.11.1.1

Brief Description
Identify Contact (Party) identifies a party contact with potential or
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existing parties and the enterprise. It deals with the registration of a


contact and the information for access and for authorization.
Extended Description
Register a contact and set access and authority details for a contact.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Develop Contact
Process Identifier: 1.1.11.1.2

Brief Description
Not used for this process element
Extended Description
Develop, enhance, and update a contact
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Maintain Contact Information


Process Identifier: 1.1.11.1.3

Brief Description
Maintenance of the contact information. E.g. Update and removal of
contacts. Enquiry and reporting related to the contact registering

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Extended Description
The purpose of this process is to keep the contact information up to
date. At request be able to list and report contact information.
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

1.1.11.2 Track Lead

Figure 28. 1.1.11.2 Track Lead decomposition

Track Lead
Process Identifier: 1.1.11.2

Brief Description
Track Lead identifies a lead following on from marketing campaign
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advertising, or one that arises otherwise in the course of business and


collected here. A lead is tracked, evaluated, and other processes are
notified (such as Selling) for further action.
Extended Description
Track a lead generated through marketing, or that arise in the course
of business.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Track Marketing Lead


Process Identifier: 1.1.11.2.1

Brief Description
Not used for this process element
Extended Description
Track lead following on from marketing campaign advertising, or one
that arises otherwise in the course of business and collected here.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Evaluate Marketing Lead


Process Identifier: 1.1.11.2.2

Brief Description
Not used for this process element

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Extended Description
Evaluate and notify any other processes, such as Selling, that a lead
exists for further action.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

1.1.11.3 Manage Prospect

Figure 29. 1.1.11.3 Manage Prospect decomposition

Manage Prospect
Process Identifier: 1.1.11.3

Brief Description
Manage Prospect matches an assigned lead with the most appropriate
products and ensure that a prospect is handled appropriately. A
prospect represents 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 a potential
prospect are analyzed. Based on these needs, potential solutions are
identified from the enterprises product catalog. The lifecycle of a
prospect is tracked, and the outcome (win or loss) for a prospect is
reported. A prospect is also assigned to the appropriate sales channel.

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Extended Description
Match an assigned lead with the most appropriate products and ensure
that a prospect is handled appropriately
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Analyze Prospect Needs


Process Identifier: 1.1.11.3.1

Brief Description
Analyze Prospect Needs analyzes the needs of a potential prospect.
Based on these needs, potential solutions will be identified from the
enterprise's product catalog by Identify Potential Solutions.
Extended Description
Analyze the needs of a potential prospect.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Identify Potential Solutions


Process Identifier: 1.1.11.3.2

Brief Description
Not used for this process element
Extended Description
Identify potential solutions from the enterprise's product catalog
against a prospect's needs.
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Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Assign Prospect to Sales Channel


Process Identifier: 1.1.11.3.3

Brief Description
Not used for this process element
Extended Description
Assign a prospect to the appropriate sales channel to assist in
matching an assigned lead with the most appropriate product
offerings. Ensure that a prospect is handled appropriately.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Track & Report Prospect


Process Identifier: 1.1.11.3.4

Brief Description
Track & Report Prospect tracks the lifecycle of a prospect and reports
the outcome (win or loss) for a prospect. A prospect represents 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.
Extended Description
Track the lifecycle of a prospect and report the outcome (win or loss)
for a prospect.
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Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

1.1.12 Market Performance Management

Figure 30. 1.1.12 Market Performance Management decomposition

Child process(es) to be determined


Process Identifier: N/A

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Brief Description
N/A
Extended Description
N/A
Explanatory
Not used for this process element.
Mandatory
Not used for this process element.
Optional
Not used for this process element.
Interactions
Not used for this process element.

Market Performance Management


Process Identifier: 1.1.12

Brief Description
Market Performance Involves managing, tracking, monitoring,
analyzing, improving and reporting on the performance of market key
performance indicators
Extended Description
N/A
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

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1.1.13 Sales Performance Management

Figure 31. 1.1.13 Sales Performance Management decomposition

Sales Performance Management


Process Identifier: 1.1.13

Brief Description
Sales Performance Management managing, tracking, monitoring,
analyzing, improving and reporting on the performance of specific
sales key performance indicators that can be defined for certain levels,
such as sales channels, organizations, and so forth.
Extended Description
Need an extended description
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Set Sales Performance Goals


Process Identifier: 1.1.13.1

Brief Description
Set sales performance goals with input from sales strategy and sales
forecasts
Extended Description
Set sales performance goals with input from sales strategy and sales
forecasts, ensuring that sales staff understand clearly expectations of
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them. Will set out how performance links to compensation as defined


by the Sales Chanel Management. Need to address thresholds,
consider refer here to the generic metrics that were added in 15.0
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Track/Monitor Sales Performance


Process Identifier: 1.1.13.2

Brief Description
Track/Monitor sales performance for efficiency and effectiveness.
Extended Description
Track/Monitor sales performance for efficiency and effectiveness. How
are sales going against Sale Performance Goals? Automated sales
analytics useful here! Regular reviews are essential
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Analyze Sales Performance


Process Identifier: 1.1.13.3

Brief Description
Analyze sales performance against forecasts and strategy
Extended Description
Analyze sales performance against forecasts, strategy, measured by
e.g. sales revenue, sales growth, sales quotas, new accounts won,
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upselling and cross selling, referrals, win/loss ratios, client retention,


customer complaints/customer satisfaction. Consider describing action
that happens if threshold is not met, refer here to the generic metrics
that were added in 15.0
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Report On Sales Performance


Process Identifier: 1.1.13.4

Brief Description
Report on sales performance at group and individual level
Extended Description
Report on sales performance at group and individual level preferably
using automated dashboards extracting sales analytics.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Improve Sales Performance


Process Identifier: 1.1.13.5

Brief Description
Improve sales performance by identifying what worked and what
didn't, feeding into training (individual, group), recruiting and
compensation.

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Extended Description
Improve sales performance by identifying what worked and what
didn't, feeding into training (individual, group), recruiting and
compensation. Includes best practice identification and replication.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

1.1.14 Marketing Communications

Figure 32. 1.1.14 Marketing Communications decomposition

Marketing Communications
Process Identifier: 1.1.14

Brief Description
Develop and manage communications to the market, prospective and
existing customers. Communications involve both the message and the
media. Develop a message and manage its delivery. Also develop and
manage interfaces with press/news and manage an editorial calendar
to plan placements.
Extended Description
Marketing Communications deals with overall communication to
customers and markets. It develops and manages communications to
the market, prospective and existing customers. Communications
involves both the message and the media. It develops a message and
manages its delivery through a bill insert, phone communication with
customers, a web advertisement, social media, or any other
appropriate mechanism. It also develops and manages interfaces with
press/news, for example schedules press interviews, and manages an
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editorial calendar to plan placements, and so forth.


It supports general marketing communications as well as those related
to specific product offerings and marketing campaigns. As such it
interacts with the Marketing Campaign Management and Product
Promotion Development processes.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Define Marketing Communications Strategy


Process Identifier: 1.1.14.1

Brief Description
Define the specific communications strategy to be used for positioning
the enterprise in the marketplace, including its relationship to
competitors.
Extended Description
The Define Marketing Communication Strategy defines the specific
communications strategy to be used for positioning the enterprise in
the marketplace, including its relationship to competitors. Establish
Market Strategy defines the overall umbrella, and this process operates
within that umbrella to target the messages for the enterprise in
general, specific product offerings, and marketing campaigns. It
defines a set of arguments and information needed for creating and
developing specific communications.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

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Ensure Marketing Communication Capability


Process Identifier: 1.1.14.2

Brief Description
Ensure that there is capability (for example, information, materials,
systems and resources) so that a marketing communication can be
delivered. Monitor planned communications and redistribute existing
capability or enable new capability (people, facilities, infrastructure).
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Develop Marketing Communication


Process Identifier: 1.1.14.3

Brief Description
Manage all activities and stakeholder engagement to develop and
agree on a marketing communication message and the selection of the
appropriate channel or channels to deliver a message, as well as
production of the communication.
Extended Description
Develop Marketing Communication manages all activities and
stakeholder engagement to develop and agree on a communication
message and the selection of appropriate channel or channels to
support delivery of a marketing message. It also is responsible for
producing the marketing communication and any necessary
customizations of it, such as language specific version of the
communication.
Explanatory
N/A
Mandatory
N/A
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Optional
N/A
Interactions
N/A

Deliver Marketing Communication Collateral


Process Identifier: 1.1.14.4

Brief Description
Manage and co-ordinate the delivery of a marketing communication to
the selected channels.
Extended Description
Deliver Marketing Communication manages and co-ordinates the
delivery of the communications to the selected channels. It ensures
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.
Note that the actual contractual relationship with the supplier may be
established by interacting with Engaged Party domain processes, such
as Party Sourcing Management and Party Agreement Management.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Monitor Marketing Communication Effectiveness


Process Identifier: 1.1.14.5

Brief Description
Establish metrics, monitor metrics, and analyze metrics to gauge the
effectiveness of marketing communications.
Extended Description
Monitor Marketing Communication Effectiveness establishes metrics,
monitors metrics, and analyzes metrics to gauge the effectiveness of a
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marketing communication. Based on analysis these processes


feedback suggested changes to re-enforce the message or to adapt
the message to become more effective.
Note that this process' sub-processes reuse a generalized set of metric
processes to develop, gather, and analyze (to some degree) marketing
communication metrics.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Modify Marketing Communication


Process Identifier: 1.1.14.6

Brief Description
Modify a marketing communication to improve its effectiveness based
on metric analysis or based on feedback from recipients or
stakeholders.
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Archive Marketing Communication


Process Identifier: 1.1.14.7

Brief Description
Archive a marketing communication when its useful life is reached.
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Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Undertake Marketing Communications Trend Analysis


Process Identifier: 1.1.14.8

Brief Description
Undertake trend analysis on marketing communications including the
identification of problems occurring with them.
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

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1.1.14.3 Develop Marketing


Communication

Figure 33. 1.1.14.3 Develop Marketing Communication decomposition

Develop Marketing Communication


Process Identifier: 1.1.14.3

Brief Description
Manage all activities and stakeholder engagement to develop and
agree on a marketing communication message and the selection of the
appropriate channel or channels to deliver a message, as well as
production of the communication.
Extended Description
Develop Marketing Communication manages all activities and
stakeholder engagement to develop and agree on a communication
message and the selection of appropriate channel or channels to
support delivery of a marketing message. It also is responsible for
producing the marketing communication and any necessary
customizations of it, such as language specific version of the
communication.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Develop Marketing Communication Message


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Process Identifier: 1.1.14.3.1

Brief Description
Develop and agree on a marketing communication message.
Extended Description
Develop Marketing Communication Message develops, including
agreement of, a specific communication message, such as a general
enterprise, marketing campaign or promotion message. Any particular
message may require the coordination of multiple stakeholders to
develop and agree a specific message. These stakeholders could
include media management, all impacted product managers, brand
management, marketing management, owners of the potential
channels, and so forth.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Select Marketing Communication Delivery Channels


Process Identifier: 1.1.14.3.2

Brief Description
Select the appropriate channel or channels to support delivery of a
marketing communication message.
Extended Description
Select Marketing Communication Delivery Channels selects the
appropriate channel or channels to support delivery of a marketing
message associated with a communication. A particular product
offering or marketing campaign may require selection of one or several
delivery channels.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
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Interactions
N/A

Produce Marketing Communication Collateral


Process Identifier: 1.1.14.3.3

Brief Description
Produce marketing communication collateral. Collateral could include
production of pamphlets, trade displays, call center scripts, social
media messages, and so forth.
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Customize Marketing Communication Collateral


Process Identifier: 1.1.14.3.4

Brief Description
Customize a marketing communication for individual regions, or
customer groups, and so forth.
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

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1.1.14.4 Deliver Marketing Communication


Collateral

Figure 34. 1.1.14.4 Deliver Marketing Communication Collateral decomposition

Deliver Marketing Communication Collateral


Process Identifier: 1.1.14.4

Brief Description
Manage and co-ordinate the delivery of a marketing communication to
the selected channels.
Extended Description
Deliver Marketing Communication manages and co-ordinates the
delivery of the communications to the selected channels. It ensures
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.
Note that the actual contractual relationship with the supplier may be
established by interacting with Engaged Party domain processes, such
as Party Sourcing Management and Party Agreement Management.
Explanatory
N/A
Mandatory
N/A

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Optional
N/A
Interactions
N/A

Manage Marketing Communication Channel Capability


Process Identifier: 1.1.14.4.1

Brief Description
Ensure that the channels (owned and/or contracted) are adequately
trained and/or informed to manage the delivery of a marketing
communication.
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Manage Marketing Communication Channel Resources


Process Identifier: 1.1.14.4.2

Brief Description
Ensure that sufficient resources are available in the selected
channel(s) to support a marketing communication delivery.
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A

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Interactions
N/A

Issue Marketing Communication


Process Identifier: 1.1.14.4.3

Brief Description
Issue and distribute marketing collateral to the market.
Extended Description
Issue Marketing Communication issues (distributes) a marketing
communication to the market. This can involve mailshots, leafleting
and displays at events, inserts in newspapers, television, social media,
and other media advertising and magazines, voice and text messaging
to individuals, and so forth. Direct marketing and sales through web
stores, in-store franchises, and so forth, are also included.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

1.1.14.5 Monitor Marketing


Communication Effectiveness

Figure 35. 1.1.14.5 Monitor Marketing Communication Effectiveness decomposition

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Monitor Marketing Communication Effectiveness


Process Identifier: 1.1.14.5

Brief Description
Establish metrics, monitor metrics, and analyze metrics to gauge the
effectiveness of marketing communications.
Extended Description
Monitor Marketing Communication Effectiveness establishes metrics,
monitors metrics, and analyzes metrics to gauge the effectiveness of a
marketing communication. Based on analysis these processes
feedback suggested changes to re-enforce the message or to adapt
the message to become more effective.
Note that this process' sub-processes reuse a generalized set of metric
processes to develop, gather, and analyze (to some degree) marketing
communication metrics.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Develop Marketing Communication Metrics


Process Identifier: 1.1.14.5.1

Brief Description
Develop metrics to gauge the effectiveness of market communications.
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A

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Interactions
N/A

Gather Marketing Communication Metrics


Process Identifier: 1.1.14.5.2

Brief Description
Gather marketing communications metrics to gauge the effectiveness
of one or more communications.
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Analyze Marketing Communication Metrics


Process Identifier: 1.1.14.5.3

Brief Description
Analyze gathered marketing communication metrics to identify any
issues with the communication(s).
Extended Description
Analyze Marketing Communication Metrics analyzes gathered
marketing communication(s) metrics to identify any issues with the
communication(s). The analysis includes identifying any established
thresholds that have been crossed and the associated consequence
(good or bad). A report is produced that reflects the effectiveness of
the marketing communication(s).
Explanatory
N/A
Mandatory
N/A
Optional
N/A
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Interactions
N/A

Suggest Marketing Communication Change


Process Identifier: 1.1.14.5.4

Brief Description
Feedback suggested marketing communication changes to re-enforce
the marketing communication or to adapt its message to become more
effective.
Extended Description
Suggest Marketing Communication Change feeds back suggested
marketing communication changes to re-enforce the marketing
communication or to adapt its message to become more effective.
This is based in part on the analysis of marketing communication
metrics.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

1.1.15 Marketing Campaign Management

Figure 36. 1.1.15 Marketing Campaign Management decomposition

Marketing Campaign Management


Process Identifier: 1.1.15

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Brief Description
Develop a marketing campaign through a coordinated series of steps
that can include promotion of a product through different mediums
(television, radio, print, online) using a variety of different types of
advertisements to reach the market, customers and channels.
Extended Description
Marketing Campaign Management develops a marketing campaign
through a coordinated series of steps that can include promotion of
one or more product offerings through different mediums (television,
radio, print, online) using a variety of different types of advertisements
to reach the market, customers and channels.
Marketing campaigns can be designed with different ends in mind,
including building a brand image, introducing a new product, retaining
customers, bringing in new customers, increasing sales of a product
already on the market, or even reducing the impact of negative news.
Marketing Campaign Management works with other processes, such as
Brand Management, Market Research, Marketing Communications,
Product Offering Promotion Development, and Advertising
Management to design marketing promotions and advertising, to
determine trade show participation and presence, to support product
introductions, and so forth. One of the key roles of all these processes
is to position the product in the market, especially versus competitive
products.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Plan Marketing Campaign


Process Identifier: 1.1.15.1

Brief Description
Put together a plan for a marketing campaign to be used for
positioning the enterprise and its product offerings in the marketplace.
The plan includes targets, delivery channels, budget, return on

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investment (ROI). This process also ensures the campaign adheres to


the overall campaign plan developed by Market Strategy & Policy.
Extended Description
Plan Marketing Campaign defines the specific strategy, objectives,
start/end date, and messages to be used for positioning the enterprise
in the marketplace, including its relationship to competitors. Establish
Market Strategy defines the overall umbrella, and this process operates
within that umbrella to target the marketing campaigns for the
enterprise in general, specific products, market segments, customers
and prospects, and so forth.
It selects the appropriate channel or channels to support delivery of
the campaign and defines contact rules in order to make certain that
commercial pressure on customers is managed.
A budget and return on investment (ROI) are also prepared and the
budget is approved by the appropriate stakeholders.
It ensures that that the campaign adheres to the campaign plan
defined by Market Strategy & Policy specifically to fall in sequence with
other campaigns in the plan to reach the expected business objectives
for a specific market segment.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Ensure Marketing Campaign Capability


Process Identifier: 1.1.15.2

Brief Description
Ensure that there is capability (for example, information, materials,
systems and resources) so that the marketing campaign can be
launched and managed. Monitor planned campaigns and redistribute
existing capability or enable new capability (people, facilities,
infrastructure).
Extended Description
Not used for this process element
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Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Develop Marketing Campaign


Process Identifier: 1.1.15.3

Brief Description
Manage all activities and stakeholder engagement to develop and
agree on a marketing campaign and the selection of appropriate
channel or channels to support delivery of the campaign.
Extended Description
Develop Marketing Campaign manages all activities and stakeholder
engagement to develop and agree on a marketing campaign. It also
interacts with Marketing Communications to develop campaign
messages and Product Offering Promotion Development to create
product offering promotions associated with the campaign.
The criteria used to identify the customer and other parties targeted by
the marketing campaign are defined. Develop a target list of customers
and other parties that will be contacted as part of the campaign.
Describe the marketing campaign proposition which that will be
addressed to each market sub-segment in terms of discounts for
associated product promotions, requested effort, and validity period.
Design the marketing campaign workflow which includes establishing
and scheduling waves, or periodical steps in the campaign. Each wave
is designed to take into account responses from those targeted by the
campaign.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
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Interactions
N/A

Launch Marketing Campaign


Process Identifier: 1.1.15.4

Brief Description
Manage and co-ordinate the delivery of the marketing campaign to the
selected channel(s).
Extended Description
Launch Marketing Campaign executes the marketing campaign by
managing and coordinating the delivery of the marketing campaign to
the selected channel(s). It ensures that the channel(s) (owned and/or
contracted) are adequately trained and/or informed to manage the
campaign launch, and that sufficient resources are available in the
selected channel(s) to support the launch.
An initial launch of the marketing campaign may be made to limited
audiences in order to validate the campaign before it is formally
launched. In this case the Monitor Marketing Campaign Effectiveness
process may also be executed during the initial launch.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Monitor Marketing Campaign Effectiveness


Process Identifier: 1.1.15.5

Brief Description
Establish metrics, monitor metrics, and analyze metrics to gauge the
effectiveness of a marketing campaign or campaigns.
Extended Description
Monitor Marketing Campaign Effectiveness establishes metrics,
monitors metrics, and analyzes metrics to gauge the effectiveness of a
marketing campaign or campaigns. Based on analysis these processes
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feedback suggested changes to adapt the campaign or campaigns to


become more effective now or in the future.
Note that this process' sub-processes reuse a generalized set of metric
processes to develop, gather, and analyze (to some degree) marketing
campaign metrics.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Modify Marketing Campaign


Process Identifier: 1.1.15.6

Brief Description
Modify a marketing campaign to improve its effectiveness based on
metric analysis or based on feedback from recipients or stakeholders.
Extended Description
Modify Marketing Campaign updates a marketing campaign to improve
its effectiveness based on metric analysis or based on feedback from
recipients or stakeholders.
It may also extend the end date of a marketing campaign if warranted
and modify the campaign message based on feedback from the market
and external stakeholders.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

End Marketing Campaign


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Process Identifier: 1.1.15.7

Brief Description
End a marketing campaign when its useful life is reached. It may also
include an assessment of the campaign by reusing Monitor Marketing
Campaign Effectiveness and add comments about the campaign's
success.
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Undertake Marketing Campaigns Trend Analysis


Process Identifier: 1.1.15.8

Brief Description
Undertake trend analysis on marketing campaigns including the
identification of problems occurring with them.
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

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1.1.15.3 Develop Marketing Campaign

Figure 37. 1.1.15.3 Develop Marketing Campaign decomposition

Develop Marketing Campaign


Process Identifier: 1.1.15.3

Brief Description
Manage all activities and stakeholder engagement to develop and
agree on a marketing campaign and the selection of appropriate
channel or channels to support delivery of the campaign.
Extended Description
Develop Marketing Campaign manages all activities and stakeholder
engagement to develop and agree on a marketing campaign. It also
interacts with Marketing Communications to develop campaign
messages and Product Offering Promotion Development to create
product offering promotions associated with the campaign.
The criteria used to identify the customer and other parties targeted by
the marketing campaign are defined. Develop a target list of customers
and other parties that will be contacted as part of the campaign.
Describe the marketing campaign proposition which that will be
addressed to each market sub-segment in terms of discounts for
associated product promotions, requested effort, and validity period.
Design the marketing campaign workflow which includes establishing
and scheduling waves, or periodical steps in the campaign. Each wave
is designed to take into account responses from those targeted by the
campaign.
Explanatory
N/A
Mandatory
N/A

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Optional
N/A
Interactions
N/A

Create Marketing Campaign


Process Identifier: 1.1.15.3.1

Brief Description
Engage with stakeholders engagement to develop a marketing
campaign.
Extended Description
Create Marketing Campaign manages all activities and stakeholder
engagement to develop a marketing campaign. The criteria used to
identify the customer and other parties targeted by the marketing
campaign are defined. Develop a target list of customers and other
parties that will be contacted as part of the campaign.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Define Marketing Campaign Criteria


Process Identifier: 1.1.15.3.2

Brief Description
The criteria used to identify the customer and other parties targeted by
the marketing campaign are defined.
Extended Description
Define Marketing Campaign Criteria develops the criteria used to
identify the customer and other parties targeted by the marketing
campaign. It also develops a target list of customers and other parties
that will be contacted as part of the campaign.
Explanatory
N/A
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Mandatory
N/A
Optional
N/A
Interactions
N/A

Define Marketing Campaign Proposition


Process Identifier: 1.1.15.3.3

Brief Description
Describe the marketing campaign proposition which that will be
addressed to each market sub-segment in terms of discounts for
associated product promotions, requested effort, and validity period.
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Design Marketing Campaign Workflow


Process Identifier: 1.1.15.3.4

Brief Description
Design the marketing campaign workflow which includes establishing
and scheduling waves, or periodical steps in the campaign.
Extended Description
Design Marketing Campaign workflow designs the marketing campaign
workflow which includes establishing and scheduling waves, or
periodical steps in the campaign. Each wave is designed to take into
account responses from those targeted by the campaign.
Explanatory
N/A
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Mandatory
N/A
Optional
N/A
Interactions
N/A

Obtain Marketing Campaign Agreement


Process Identifier: 1.1.15.3.5

Brief Description
Obtain stakeholder agreement for the marketing campaign.
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

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1.1.15.4 Launch Marketing Campaign

Figure 38. 1.1.15.4 Launch Marketing Campaign decomposition

Launch Marketing Campaign


Process Identifier: 1.1.15.4

Brief Description
Manage and co-ordinate the delivery of the marketing campaign to the
selected channel(s).
Extended Description
Launch Marketing Campaign executes the marketing campaign by
managing and coordinating the delivery of the marketing campaign to
the selected channel(s). It ensures that the channel(s) (owned and/or
contracted) are adequately trained and/or informed to manage the
campaign launch, and that sufficient resources are available in the
selected channel(s) to support the launch.
An initial launch of the marketing campaign may be made to limited
audiences in order to validate the campaign before it is formally
launched. In this case the Monitor Marketing Campaign Effectiveness
process may also be executed during the initial launch.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

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Interactions
N/A

Manage Marketing Campaign Channel Capability


Process Identifier: 1.1.15.4.1

Brief Description
Ensure that the channel(s) (owned and/or contracted) are adequately
trained and/or informed to manage the launch of a marketing
campaign.
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Manage Marketing Campaign Channel Resources


Process Identifier: 1.1.15.4.2

Brief Description
Ensure that sufficient resources are available in the selected channel(s)
to support a marketing campaign's launch.
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

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Complete Marketing Campaign Launch


Process Identifier: 1.1.15.4.3

Brief Description
Complete the launch of a marketing campaign to the market.
Extended Description
Complete Marketing Campaign Launch completes the launch of a
marketing campaign to the market. It is coordinated with the delivery
of the associated marketing communications and product promotions.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

1.1.15.5 Monitor Marketing Campaign


Effectiveness

Figure 39. 1.1.15.5 Monitor Marketing Campaign Effectiveness decomposition

Monitor Marketing Campaign Effectiveness


Process Identifier: 1.1.15.5

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Brief Description
Establish metrics, monitor metrics, and analyze metrics to gauge the
effectiveness of a marketing campaign or campaigns.
Extended Description
Monitor Marketing Campaign Effectiveness establishes metrics,
monitors metrics, and analyzes metrics to gauge the effectiveness of a
marketing campaign or campaigns. Based on analysis these processes
feedback suggested changes to adapt the campaign or campaigns to
become more effective now or in the future.
Note that this process' sub-processes reuse a generalized set of metric
processes to develop, gather, and analyze (to some degree) marketing
campaign metrics.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Develop Marketing Campaign Metrics


Process Identifier: 1.1.15.5.1

Brief Description
Develop metrics to gauge the effectiveness of market campaigns.
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

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Gather Marketing Campaign Metrics


Process Identifier: 1.1.15.5.2

Brief Description
Gather marketing campaign metrics to gauge the effectiveness of
campaign(s).
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Analyze Marketing Campaign Metrics


Process Identifier: 1.1.15.5.3

Brief Description
Analyze gathered marketing campaign(s) metrics to identify any issues
with the campaign(s).
Extended Description
Analyze Marketing Campaign Metrics analyzes gathered marketing
campaign(s) metrics to identify any issues with the campaign(s). The
analysis includes identifying any established thresholds that have been
crossed and the associated consequence (good or bad). A report is
produced that reflects the effectiveness of the marketing campaign(s).
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

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Suggest Marketing Campaign Change


Process Identifier: 1.1.15.5.4

Brief Description
Feedback suggested marketing campaign changes to adapt it to
become more effective.
Extended Description
Suggest Marketing Campaign Change feeds back suggested marketing
campaign changes to adapt it to become more effective. This is based
in part on the analysis of marketing campaign metrics.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

1.2.1 Product & Offer Portfolio Planning

Figure 40. 1.2.1 Product & Offer Portfolio Planning decomposition

Product & Offer Portfolio Planning


Process Identifier: 1.2.1

Brief Description
Develop strategies for products at the portfolio level.
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Extended Description
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
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Gather & Analyze Product Information


Process Identifier: 1.2.1.1

Brief Description
Research information relating to product ideas and opportunities and
identify product opportunities
Extended Description
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
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

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Establish Product Portfolio Strategy


Process Identifier: 1.2.1.2

Brief Description
Define and agree the product and offer portfolio structure to be used
within the enterprise
Extended Description
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
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Produce Product Portfolio Business Plans


Process Identifier: 1.2.1.3

Brief Description
Develop product and product portfolio business plans to guide product
development within the enterprise.
Extended Description
The Produce Product Portfolio Business Plans processes develop
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.
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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
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Gain Commitment to Product Business Plans


Process Identifier: 1.2.1.4

Brief Description
Gain enterprise commitment to the product portfolio strategy and
individual product plans
Extended Description
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
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

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1.2.1.1 Gather & Analyze Product


Information

Figure 41. 1.2.1.1 Gather & Analyze Product Information decomposition

Gather & Analyze Product Information


Process Identifier: 1.2.1.1

Brief Description
Research information relating to product ideas and opportunities and
identify product opportunities
Extended Description
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
Reserved for future use.

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Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Gather Product Information


Process Identifier: 1.2.1.1.1

Brief Description
Establish and management of external providers and internal resources
for providing product information.
Extended Description
Gather Product information processes focus on establishment and
Management of relationships with external providers of product
information, and management of internal resources used for providing
product information.
Information may also be gathered by interacting with processes that
perform competitive analysis, market research, and market analysis.
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Analyze Product Information


Process Identifier: 1.2.1.1.2

Brief Description
Identify new product offerings, review existing product offerings,
research information about product offering ideas.
Extended Description
Analyze Product information processes focus on research of
information relating to product ideas and opportunities and identify
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product opportunities based on analysis of the external and internal


information sources. These processes are responsible for analysis to
identify new product offerings as well as review of existing product
offerings.
If new resource and/or service infrastructure is needed then this
process interacts with the processes that develop resource strategies
and/or service strategies to insure new product offerings can be
developed. Similarly interaction with market/sales strategy processes
may result if new sales channels or market segments are needed.
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

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1.2.1.2 Establish Product Portfolio


Strategy

Figure 42. 1.2.1.2 Establish Product Portfolio Strategy decomposition

Establish Product Portfolio Strategy


Process Identifier: 1.2.1.2

Brief Description
Define and agree the product and offer portfolio structure to be used
within the enterprise
Extended Description
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
Reserved for future use.
Mandatory
Reserved for future use.

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Optional
Reserved for future use.
Interactions
Reserved for future use.

Define overall product portfolios structure


Process Identifier: 1.2.1.2.1

Brief Description
Define overall structure of product portfolios
Extended Description
Define overall product portfolios structure processes focus on defining
overall structure of 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.
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Implement product portfolio management functions


Process Identifier: 1.2.1.2.2

Brief Description
Implement cross-portfolio and cross-product co-ordination
Extended Description
implement product portfolio management functions processes focus on
agreement on and implementation of cross-portfolio and cross-product
co-ordination and, management functions.
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.

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Optional
Reserved for future use.
Interactions
Reserved for future use.

1.2.1.3 Produce Product Portfolio


Business Plans

Figure 43. 1.2.1.3 Produce Product Portfolio Business Plans decomposition

Produce Product Portfolio Business Plans


Process Identifier: 1.2.1.3

Brief Description
Develop product and product portfolio business plans to guide product
development within the enterprise.
Extended Description
The Produce Product Portfolio Business Plans processes develop
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

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amalgamation and summary of individual product plans contained


within the portfolio, or some combination of the two approaches.
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Co-ordinate Product Business Plans


Process Identifier: 1.2.1.3.1

Brief Description
Co-ordinate development of product and product portfolio business
plans to guide new product development and enhancements for
existing products within the enterprise.
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Communicate Business Plans


Process Identifier: 1.2.1.3.10

Brief Description
Communicating the plans
Extended Description
Not used for this process element

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Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Develop Product Portfolio Forecasts


Process Identifier: 1.2.1.3.2

Brief Description
Develop portfolio forecasts
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Negotiate Product Business Plan Resources


Process Identifier: 1.2.1.3.3

Brief Description
Negotiate for required level of resources
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.

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Optional
Reserved for future use.
Interactions
Reserved for future use.

Develop Outline Market Strategy


Process Identifier: 1.2.1.3.4

Brief Description
Develop outlines of the strategy for offering of the products into the
market
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Develop Product Pricing Strategy


Process Identifier: 1.2.1.3.5

Brief Description
Develop anticipated pricing strategies,
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.
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Develop Revenue/Cost Projections


Process Identifier: 1.2.1.3.6

Brief Description
Develop projected revenues and costs
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Develop Product Performance Requirements


Process Identifier: 1.2.1.3.7

Brief Description
Develop product performance requirements
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Develop Product Operational Requirements


Process Identifier: 1.2.1.3.8

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Brief Description
Develop operational requirements
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Gain Business Plan Commitment and Approval


Process Identifier: 1.2.1.3.9

Brief Description
Gain interdepartmental, process, infrastructure and partnering
commitment and executive approval
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

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1.2.1.4 Gain Commitment to Product


Business Plans

Figure 44. 1.2.1.4 Gain Commitment to Product Business Plans decomposition

Gain Commitment to Product Business Plans


Process Identifier: 1.2.1.4

Brief Description
Gain enterprise commitment to the product portfolio strategy and
individual product plans
Extended Description
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
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Identify Stakeholders to Product Business plans


Process Identifier: 1.2.1.4.1

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Brief Description
Identify stakeholders of Product Business plans
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Gain Product Business Plans Stakeholders Approval


Process Identifier: 1.2.1.4.2

Brief Description
Negotiate and gain stakeholders' approval for product business plans.
Extended Description
Gain Product Business Plans Stakeholders Approval negotiates and
gains stakeholders' approval for product business plans.
Typical questions that may be asked are:
Is it necessary to introduce a new product?
When will the product break even?
If the answer to the first question is no, then the plan may be rejected.
If the break-even point is too far in the future the plan may be rejected
or the plan may have to be revised so that the break-even point is
reached sooner.
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

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Gain Enterprise Commitment to Product Business plans


Process Identifier: 1.2.1.4.3

Brief Description
Gain Enterprise commitment to the product portfolio strategy and
individual product plans
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

1.2.2 Product & Offer Capability Delivery

Figure 45. 1.2.2 Product & Offer Capability Delivery decomposition

Product & Offer Capability Delivery


Process Identifier: 1.2.2

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Brief Description
Manage the delivery and build of new or changed Product & Offer and
delivery capabilities within an enterprise.
Extended Description
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 Thirdgeneration Mobile Telephony networks.
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Define Product Capability Requirements


Process Identifier: 1.2.2.1

Brief Description
Define and obtain agreement to the detailed infrastructure
requirements to support the product portfolio and individual product
plans
Extended Description
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 for the
product lifecycle management 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 crossenterprise 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 Party Offering Development & Retirement processes,
and potentially the Resource, horizontal process groupings.
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Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Capture Product Capability Shortfalls


Process Identifier: 1.2.2.2

Brief Description
Identify specific or imminent product capacity, product performance
and/or product operational support shortfalls
Extended Description
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
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Approve Product Business Case


Process Identifier: 1.2.2.3

Brief Description
Develop and gain approval for a business case to develop and deliver
the required capabilities, including identification of potential partners.
Extended Description
The Approve Product Business Case processes capture all activities
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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 business 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 crossenterprise co-ordination and management functions to ensure that the
business case is supported by all stakeholders.
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Deliver Product Capability


Process Identifier: 1.2.2.4

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
Extended Description
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
Reserved for future use.

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Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Manage Handover to Product Operations


Process Identifier: 1.2.2.5

Brief Description
Manage the processes involved in handover of deployed product
infrastructure to operational control
Extended Description
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
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Manage Product Capability Delivery Methodology


Process Identifier: 1.2.2.6

Brief Description
Define and manage the methodology to be adopted for product
capability delivery across the enterprise

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Extended Description
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
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

1.2.2.1 Define Product Capability


Requirements

Figure 46. 1.2.2.1 Define Product Capability Requirements decomposition

Define Product Capability Requirements


Process Identifier: 1.2.2.1

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Brief Description
Define and obtain agreement to the detailed infrastructure
requirements to support the product portfolio and individual product
plans
Extended Description
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 for the
product lifecycle management 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 crossenterprise 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 Party Offering Development & Retirement processes,
and potentially the Resource, horizontal process groupings.
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Capture Product Infrastructure Requirements


Process Identifier: 1.2.2.1.1

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.
Extended Description
Not used for this process element
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Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Agree Product Infrastructure Requirements


Process Identifier: 1.2.2.1.2

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.
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Report Product Infrastructure Requirements


Process Identifier: 1.2.2.1.3

Brief Description
These processes provide input into the requirements capture processes
in the Service and Party Offering Development & Retirement processes,
and potentially the Resource domain process groupings.
Extended Description
Not used for this process element
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Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

1.2.2.2 Capture Product Capability


Shortfalls

Figure 47. 1.2.2.2 Capture Product Capability Shortfalls decomposition

Capture Product Capability Shortfalls


Process Identifier: 1.2.2.2

Brief Description
Identify specific or imminent product capacity, product performance
and/or product operational support shortfalls
Extended Description
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.
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Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Capture Product Capacity Shortfalls


Process Identifier: 1.2.2.2.1

Brief Description
These processes identify specific or imminent product capacity
shortfalls. These processes take information available from the
Customer Relationship Management processes to establish detailed
views of anticipated product capacity issues.
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Capture Product Performance Shortfalls


Process Identifier: 1.2.2.2.2

Brief Description
These processes identify specific or imminent product performance
shortfalls. These processes take information available from the
Customer Relationship Management processes to establish detailed
views of anticipated product performance issues.
Extended Description
Not used for this process element
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Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Capture Product Operational Support Shortfalls


Process Identifier: 1.2.2.2.3

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.
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

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1.2.2.3 Approve Product Business Case

Figure 48. 1.2.2.3 Approve Product Business Case decomposition

Approve Product Business Case


Process Identifier: 1.2.2.3

Brief Description
Develop and gain approval for a business case to develop and deliver
the required capabilities, including identification of potential partners.
Extended Description
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 business 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 crossenterprise co-ordination and management functions to ensure that the
business case is supported by all stakeholders.
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Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Develop Product Business Case


Process Identifier: 1.2.2.3.1

Brief Description
These processes capture all activities required to develop a business
case to develop and deliver the required capabilities, including
identification of potential 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.
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Gain Product Business Case Approval


Process Identifier: 1.2.2.3.2

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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 coordination and management functions to ensure that the business case
is supported by all stakeholders.
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

1.2.2.4 Deliver Product Capability

Figure 49. 1.2.2.4 Deliver Product Capability decomposition

Deliver Product Capability


Process Identifier: 1.2.2.4

Brief Description
Manage the co-coordinated delivery in line with the approved business
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case of all required product infrastructure capabilities for that business


case across the enterprise
Extended Description
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
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Co-ordinate Product Capability Delivery


Process Identifier: 1.2.2.4.1

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.
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.

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Interactions
Reserved for future use.

Track Product Capability Business Case Costs


Process Identifier: 1.2.2.4.2

Brief Description
These processes track and ensure that the business case cost
parameters are met for all required product infrastructure capabilities.
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Ensure Product Capability Benefits & Operational Costs


Process Identifier: 1.2.2.4.3

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.
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

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1.2.2.5 Manage Handover to Product


Operations

Figure 50. 1.2.2.5 Manage Handover to Product Operations decomposition

Manage Handover to Product Operations


Process Identifier: 1.2.2.5

Brief Description
Manage the processes involved in handover of deployed product
infrastructure to operational control
Extended Description
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
Reserved for future use.
Mandatory
Reserved for future use.

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Optional
Reserved for future use.
Interactions
Reserved for future use.

Co-ordinate Product Operational Handover


Process Identifier: 1.2.2.5.1

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.
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Validate Product Infrastructure Design


Process Identifier: 1.2.2.5.2

Brief Description
These processes ensure that all performance and operational design
requirements have been met by the installed product infrastructure.
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
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Interactions
Reserved for future use.

Ensure Product Handover Support


Process Identifier: 1.2.2.5.3

Brief Description
These processes ensure that all tools, test equipment, operational
procedures, support groups, and training is in place to allow for
successful operation.
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

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1.2.2.6 Manage Product Capability


Delivery Methodology

Figure 51. 1.2.2.6 Manage Product Capability Delivery Methodology decomposition

Manage Product Capability Delivery Methodology


Process Identifier: 1.2.2.6

Brief Description
Define and manage the methodology to be adopted for product
capability delivery across the enterprise
Extended Description
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
Reserved for future use.
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Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Define Product Capability Delivery Methodology


Process Identifier: 1.2.2.6.1

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 cocoordinated, visible and controlled. These processes define the steps in
the methodology, and approval process or gates.
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Maintain Product Capability Delivery Repository


Process Identifier: 1.2.2.6.2

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.
Extended Description
Not used for this process element
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Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

1.2.3 Product & Offer Development &


Retirement

Figure 52. 1.2.3 Product & Offer Development & Retirement decomposition

Child process(es) to be determined


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Process Identifier: N/A

Brief Description
N/A
Extended Description
N/A
Explanatory
Not used for this process element.
Mandatory
Not used for this process element.
Optional
Not used for this process element.
Interactions
Not used for this process element.

Product & Offer Development & Retirement


Process Identifier: 1.2.3

Brief Description
Develop and deliver new products and product enhancements and new
features, ready for implementation by the Operations processes.
Extended Description
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
Reserved for future use.
Mandatory
Reserved for future use.

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Optional
Reserved for future use.
Interactions
Reserved for future use.

1.2.3.1 Gather & Analyze New Product


Ideas

Figure 53. 1.2.3.1 Gather & Analyze New Product Ideas decomposition

Gather & Analyze New Product Ideas[DELETED]


Process Identifier: 1.2.3.1 (This Process ID has been deliberately unused!)

Brief Description
Deleted
Extended Description
Deleted
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.
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Gather Product Ideas[DELETED]


Process Identifier: 1.2.3.1.1 (This Process ID has been deliberately

unused!)
Brief Description
Deleted
Extended Description
Deleted
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Identify Opportunities and Requirements[DELETED]


Process Identifier: 1.2.3.1.2 (This Process ID has been deliberately

unused!)
Brief Description
Deleted
Extended Description
Deleted
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Develop New Opportunity Concepts[DELETED]

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Process Identifier: 1.2.3.1.3 (This Process ID has been deliberately

unused!)
Brief Description
Deleted
Extended Description
Deleted
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

1.2.3.4 Develop Product


Commercialization Strategy

Figure 54. 1.2.3.4 Develop Product Commercialization Strategy decomposition

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Develop Product Commercialization Strategy[DELETED]


Process Identifier: 1.2.3.4 (This Process ID has been deliberately unused!)

Brief Description
Deleted
Extended Description
Deleted
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Develop Product Commercialization Case[DELETED]


Process Identifier: 1.2.3.4.1 (This Process ID has been deliberately

unused!)
Brief Description
Deleted
Extended Description
Deleted
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Gain Product Commercialization Case Approval[DELETED]


Process Identifier: 1.2.3.4.2 (This Process ID has been deliberately

unused!)

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Brief Description
Deleted
Extended Description
Deleted
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

1.2.3.7 Launch New Products

Figure 55. 1.2.3.7 Launch New Products decomposition

Launch New Products[DELETED]


Process Identifier: 1.2.3.7 (This Process ID has been deliberately unused!)

Brief Description
Deleted
Extended Description
Deleted

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Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Identify Product Issues[DELETED]


Process Identifier: 1.2.3.7.1 (This Process ID has been deliberately

unused!)
Brief Description
Deleted
Extended Description
Deleted
Explanatory
Not used for this process element
Mandatory
Not used for this process element
Optional
Not used for this process element
Interactions
Not used for this process element

Manage Product Improvements[DELETED]


Process Identifier: 1.2.3.7.2 (This Process ID has been deliberately

unused!)
Brief Description
Deleted
Extended Description
Deleted
Explanatory
Reserved for future use.

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Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Manage Product Handover[DELETED]


Process Identifier: 1.2.3.7.3 (This Process ID has been deliberately

unused!)
Brief Description
Deleted
Extended Description
Deleted
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

1.2.3.8 Manage Product Exit

Figure 56. 1.2.3.8 Manage Product Exit decomposition

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Manage Product Exit[DELETED]


Process Identifier: 1.2.3.8 (This Process ID has been deliberately unused!)

Brief Description
Deleted
Extended Description
Deleted
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Identify Unviable Products[DELETED]


Process Identifier: 1.2.3.8.1 (This Process ID has been deliberately

unused!)
Brief Description
Deleted
Extended Description
Deleted
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Identify Impacted Product Customers[DELETED]


Process Identifier: 1.2.3.8.2 (This Process ID has been deliberately

unused!)

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Brief Description
Deleted
Extended Description
Deleted
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Develop Product Transition Strategies[DELETED]


Process Identifier: 1.2.3.8.3 (This Process ID has been deliberately

unused!)
Brief Description
Deleted
Extended Description
Deleted
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Manage Product Exit Process[DELETED]


Process Identifier: 1.2.3.8.4 (This Process ID has been deliberately

unused!)
Brief Description
Deleted

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Extended Description
Deleted
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

1.2.4 Product Support & Readiness

Figure 57. 1.2.4 Product Support & Readiness decomposition

Product Support & Readiness


Process Identifier: 1.2.4

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


is in place to allow the CRM Fulfillment, Assurance and Billing
processes to operate effectively.
Extended Description
Product Support & Readiness processes ensure the support capability
is in place to allow the Product Fulfillment, Assurance and Billing
processes to operate effectively.
The responsibilities of these processes include, but are not limited to:
Provision of product process infrastructure
Policy support and decision support knowledge for product offerings
Maintaining inventories to support the product data required by the
FAB and CRM OS&R processes
Monitoring and reporting on the capabilities and costs of the
individual Product FAB processes
Longer-term trend analysis on product 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.
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Support Customer QoS/SLA


Process Identifier: 1.2.4.1

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.
Extended Description
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 QoS/SLA
parameters, and monitoring, managing and reporting on the capability
of the Customer QoS/SLA Management processes.
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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
Supporting the Support Customer QoS/SLA Management process.
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Manage Product Offering Inventory


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Process Identifier: 1.2.4.2

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.
Managing product offering inventory includes product creation, modification,
update, deletion to the product offering inventory.
Responsibilities of these processes include, but are not limited to:
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;
Managing the registration and access control processes that enable processes to
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 repository and associated costs, and reporting on the findings

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Identifying any technical driven shortcomings of the product offering inventory


repository, and providing input to Resource Development & Management processes
to rectify these issues.
Extended Description
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

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1.2.4.1 Support Customer QoS/SLA

Figure 58. 1.2.4.1 Support Customer QoS/SLA decomposition

Support Customer QoS/SLA


Process Identifier: 1.2.4.1

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.
Extended Description
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 QoS/SLA
parameters, and monitoring, managing and reporting on the capability
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of the Customer QoS/SLA Management processes.


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
Supporting the Support Customer QoS/SLA Management process.
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Ensure Customer QoS/SLA Capability


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Process Identifier: 1.2.4.1.1

Brief Description
Supporting the Support Customer QoS/SLA Management process.
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

1.2.4.2 Manage Product Offering Inventory

Figure 59. 1.2.4.2 Manage Product Offering Inventory decomposition

Manage Product Offering Inventory


Process Identifier: 1.2.4.2

Brief Description
Establish, manage and administer the enterprise's product offering
inventory, as embodied in the Product Offering Inventory Database,

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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.
Managing product offering inventory includes product creation, modification,
update, deletion to the product offering inventory.
Responsibilities of these processes include, but are not limited to:
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;
Managing the registration and access control processes that enable processes to
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 repository and associated costs, and reporting on the findings
Identifying any technical driven shortcomings of the product offering inventory
repository, and providing input to Resource Development & Management processes
to rectify these issues.
Extended Description
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Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Identify Relevant Product Offering Inventory Information


Process Identifier: 1.2.4.2.1

Brief Description
Identifying the inventory-relevant information requirements to be
captured for product offerings
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Maintain Product Offering Inventory facilities


Process Identifier: 1.2.4.2.2

Brief Description
Identifying, establishing and maintaining product offering inventory
repository facilities;
Extended Description
Not used for this process element
Explanatory
Reserved for future use.

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Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Manage Product Offering Inventory Capture


Process Identifier: 1.2.4.2.3

Brief Description
Establishing and managing the product offering inventory
management and information capture processes;
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Control Product Offering Inventory Access


Process Identifier: 1.2.4.2.4

Brief Description
Managing the registration and access control processes that enable
processes to create, modify, update, delete and/or download product
offering data to and from the product offering inventory
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.

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Optional
Reserved for future use.
Interactions
Reserved for future use.

Ensure Product Offering Inventory Data Quality


Process Identifier: 1.2.4.2.5

Brief Description
Ensuring the product offering inventory repository accurately captures
and records all 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.
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Track Product Offering Inventory Usage


Process Identifier: 1.2.4.2.6

Brief Description
Tracking and monitoring of the usage of, and access to, the product
offering inventory repository and associated costs, and reporting on
the findings
Extended Description
Not used for this process element
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Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Identify Product Offering Inventory Shortcomings


Process Identifier: 1.2.4.2.7

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.
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

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1.2.5 Product Configuration Management

Figure 60. 1.2.5 Product Configuration Management decomposition

Child process(es) to be determined


Process Identifier: N/A

Brief Description
N/A
Extended Description
N/A
Explanatory
Not used for this process element.
Mandatory
Not used for this process element.
Optional
Not used for this process element.
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Interactions
Not used for this process element.

Product Configuration Management


Process Identifier: 1.2.5

Brief Description
Product Configuration involves specifying how a Product operates or
functions in terms of a products configurable properties and features,
collectively called characteristics, and related products, services, and
resources that are used in its configuration.
Extended Description
N/A
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

1.2.6 Product Performance Management

Figure 61. 1.2.6 Product Performance Management decomposition

Product Performance Management


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Process Identifier: 1.2.6

Brief Description
Product Performance Management involves managing, tracking,
monitoring, analyzing, improving and reporting on the performance of
specific products. This includes undertaking proactive monitoring
regimes of groups of similar purchased product offerings as required to
ensure ongoing performance within agreed parameters over time.
Extended Description
Manage, track, monitor, analyze, improve, and report on the
performance of specific products.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Monitor Product Offerings


Process Identifier: 1.2.6.1

Brief Description
Not used for this process element
Extended Description
Undertaking proactive monitoring regimes of groups of similar
purchased product offerings as required to ensure ongoing
performance within agreed parameters over time;
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Monitoring Product Offering Performance Analyses


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Process Identifier: 1.2.6.2

Brief Description
Not used for this process element
Extended 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
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Aggregate QoS Performance Analysis


Process Identifier: 1.2.6.3

Brief Description
Not used for this process element
Extended Description
Aggregate analysis of QoS performance across groups of customers or
aggregate analysis of SLA types;
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Assist Trend Analysis Development


Process Identifier: 1.2.6.4

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Brief Description
Not used for this process element
Extended Description
Sourcing details relating to purchased product offerings performance
and analysis from the product offering inventory to assist in the
development of trend analyses;
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Log Product Offering Analysis Results


Process Identifier: 1.2.6.5

Brief Description
Not used for this process element
Extended Description
Logging the results of the analysis into the product offering inventory
repository
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Agree Service Outages


Process Identifier: 1.2.6.6

Brief Description
Not used for this process element

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Extended Description
Establishing and managing facilities to inform customers of, and
negotiate agreement for, planned service outages;
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Track Customer QoS/SLA Management Process Capability


Process Identifier: 1.2.6.7

Brief Description
Not used for this process element
Extended Description
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;
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Manage Customer QoS/SLA Management Notification


Process Identifier: 1.2.6.8

Brief Description
Not used for this process element
Extended Description
Establishing and managing customer notification facilities and lists to

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support the Customer QoS/SLA Management notification and reporting


processes;
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Undertake QoS/SLA Performance Trend Analysis


Process Identifier: 1.2.6.9

Brief Description
Not used for this process element
Extended Description
Undertake trend analysis, and producing reports, of the QoS
performance of groups of like purchased product offerings to identify
any longer term deterioration;
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

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1.2.7 Product Specification & Offering


Development & Retirement

Figure 62. 1.2.7 Product Specification & Offering Development & Retirement decomposition

Product Specification & Offering Development & Retirement


Process Identifier: 1.2.7

Brief Description
Develop and deliver new product specifications as well as
enhancements and new features, ready for use by other processes,
including Product Offering Development & Retirement.
Develop and deliver new product offerings, their pricing, as well as
catalogs that contain both.
Extended Description
Product Specification & Offering Development & Retirement processes
develop and deliver new product specifications as well as
enhancements and new features, ready for use by other processes.
Additionally they handle the removal of specifications no longer
offered.
Product specifications represent the types of services and resources
made available as product offerings to the market by an enterprise.
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The key measures of this process are how effectively the enterprises
offerings are broadened by these specifications or new specification
features. These processes also manage updates and enhancements to
product specifications. Business case development tracking and
commitment are key elements of this process.
They also develop new product offerings and their associated features.
Pricing for the offerings is also developed, such as standard pricing and
feature-based pricing. The offerings and selected processes are
included in product catalogs which are also developed by these
processes.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Product Specification Development & Retirement


Process Identifier: 1.2.7.1

Brief Description
Develop and deliver new product specifications as well as
enhancements and new features, ready for use by other processes,
including Product Offering Development & Retirement.
Product Specifications represent the types of services and resources
made available as product offerings to the market by an enterprise.
Extended Description
Product Specification Development & Retirement processes develop
and deliver new product specifications as well as enhancements and
new features, ready for use by other processes. Additionally they
handle the removal of specifications no longer offered.
Product specifications represent the types of services and resources
made available as product offerings to the market by an enterprise.
The key measures of this process are how effectively the enterprises
offerings are broadened by these specifications or new specification
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features. These processes also manage updates and enhancements to


product specifications. Business case development tracking and
commitment are key elements of this process.
Note that this process is reused to support the development of product
specifications on-boarded from other parties with whom an enterprises
collaborates to deliver value to customers. This is done to remove the
redundancy between this process and the Party Offering Development
& Retirement process. The focus of the Party Offering Development &
Retirement core process is the relationships that product specifications
have with other parties.
Also note that some of these processes, such as Gather & Analyze New
Product Specification Ideas and Develop New Product Specification
Business Proposal, may be performed in conjunction with the
equivalent process in Product Offering Development & Retirement. For
example, if ideas for a new specification or feature are being
developed, ideas on how to offer it to the market may also be
gathered; or if a new offering is being considered it may require new
features defined for the specification or one or more new specifications
to be developed for it.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Product Offering Development & Retirement


Process Identifier: 1.2.7.2

Brief Description
Develop and deliver new product offerings, their pricing, as well as
catalogs that contain both.
Extended Description
Product Offering Development & Retirement develops new product
offerings and their associated features. Pricing for the offerings is also
developed, such as standard pricing and feature-based pricing. The
offerings and selected processes are included in product catalogs
which are also developed by these processes.
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Note that this process is reused to support the development of product


offerings on-boarded from other parties with whom an enterprises
collaborates to deliver value to customers. This is done to remove the
redundancy between this process and the Party Offering Development
& Retirement process. The focus of the Party Offering Development &
Retirement core process is the relationships that product offerings
have with other parties.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

1.2.7.1 Product Specification


Development & Retirement

Figure 63. 1.2.7.1 Product Specification Development & Retirement decomposition

Product Specification Development & Retirement


Process Identifier: 1.2.7.1

Brief Description
Develop and deliver new product specifications as well as
enhancements and new features, ready for use by other processes,
including Product Offering Development & Retirement.
Product Specifications represent the types of services and resources
made available as product offerings to the market by an enterprise.
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Extended Description
Product Specification Development & Retirement processes develop
and deliver new product specifications as well as enhancements and
new features, ready for use by other processes. Additionally they
handle the removal of specifications no longer offered.
Product specifications represent the types of services and resources
made available as product offerings to the market by an enterprise.
The key measures of this process are how effectively the enterprises
offerings are broadened by these specifications or new specification
features. These processes also manage updates and enhancements to
product specifications. Business case development tracking and
commitment are key elements of this process.
Note that this process is reused to support the development of product
specifications on-boarded from other parties with whom an enterprises
collaborates to deliver value to customers. This is done to remove the
redundancy between this process and the Party Offering Development
& Retirement process. The focus of the Party Offering Development &
Retirement core process is the relationships that product specifications
have with other parties.
Also note that some of these processes, such as Gather & Analyze New
Product Specification Ideas and Develop New Product Specification
Business Proposal, may be performed in conjunction with the
equivalent process in Product Offering Development & Retirement. For
example, if ideas for a new specification or feature are being
developed, ideas on how to offer it to the market may also be
gathered; or if a new offering is being considered it may require new
features defined for the specification or one or more new specifications
to be developed for it.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Gather & Analyze New Product Specification Ideas


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Process Identifier: 1.2.7.1.1

Brief Description
Research and analyze demographic, customer, technology and
marketing information to identify new product specification
opportunities.
Extended Description
Gather & Analyze New Product Specification Ideas researches and
analyzes demographic, customer, technology and marketing
information to identify new product specification opportunities that
represent a new entrant or enhanced feature(s) to an existing
specification that will be introduced to the market as one or more
product offerings.
The process undertakes the necessary analysis to identify potential
opportunities, compares current capabilities with the identified
opportunities, and as a result of the analysis develops new opportunity
concepts. Requirements from the sales organization relating to
enhancements to support their desired offers are also captured. The
concepts include an analysis of the customer value proposition.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Develop New Product Specification Business Proposal


Process Identifier: 1.2.7.1.2

Brief Description
Develop and document business proposals for the identified new
product specification concept.
Extended Description
Develop New Product Specification Business Proposal develops and
documents business proposals for the identified new product
specification concept (including if necessary a business case). The
business proposal (or business case) identifies the new product
specification requirements, including the specific service specifications
and resource specifications used to realize the product specification.
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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, this process defines the attributes of the product
specification which form the basis for associated product offering(s)'
used for advertising and sales. The business proposal also includes an
assessment of the risks and the competitive positioning of the product
specification proposal. As a part of the business proposal development
a feasibility assessment can be produced.
Potential other parties who can assist in the development of the
product specification are also identified via interaction with the
Determine Potential Parties sub-process within Party Tender
Management. 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
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Develop Detailed Product Specification


Process Identifier: 1.2.7.1.3

Brief Description
Develop and document the detailed product specification-related
commercial, technical, performance and operational specifications, and
customer manuals.
Extended Description
Develop Detailed Product Specification develops and documents the
detailed product specification-related commercial, technical,
performance and operational specifications, and customer manuals.
These processes develop and document the required product features,
the associated service or resource specifications that represent the
realization of the product specification. the specific performance and
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operational requirements and support activities, and any product


specific data required for the service and resource 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.
Note: To minimize the number of sub-processes that update and
remove various aspects of a product specification, such as features, it
is assumed that the "develop" processes also perform updates and
removals.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Manage Product Specification Development


Process Identifier: 1.2.7.1.4

Brief Description
Ensure the co-coordinated delivery in line with the approved business
case of all required product specification capabilities for that business
case across the enterprise.
Extended Description
Manage Product Specification Development ensures the co-coordinated
delivery in line with the approved business case of all required product
specification capabilities for that business case across the enterprise.
These processes may use project management disciplines when a
project is created to develop a specification to deliver the necessary
capabilities, including process development, specific systems &
network infrastructure developments, specific channel developments,
specific operational procedures, and so forth. Required to support the
new product specification.
Note that delivery of a product specification within the context of
existing commercial agreements is managed through the Party
Offering Development & Retirement process. If new partners are
required, the Party Agreement Management process is used to deliver
the necessary commercial agreements.
Note that the management of major new or enhanced infrastructure
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development to support Product & Offer Development is managed


within the Product & Offer Capability Delivery process
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Remove Product Specification


Process Identifier: 1.2.7.1.5

Brief Description
Remove a product specification, either by deleting it or indicating it is
no longer valid.
Extended Description
Remove Product Specification removes a product specification, either
by deleting it or indicating it is no longer valid. When all associated
Product Offerings have been deemed no longer viable and there are no
Product Offerings planned the Product Specification is removed.
Notifications are sent to Service Development & Retirement and
Resource Development and Retirement processes so that they can
determine if the associated service and resource specifications should
also be removed. Additionally a notification may be sent to the Party
Offering Development & Retirement process so that it can determine if
any on-boarded specifications should also be removed.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

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1.2.7.1.1 Gather & Analyze New Product


Specification Ideas

Figure 64. 1.2.7.1.1 Gather & Analyze New Product Specification Ideas decomposition

Gather & Analyze New Product Specification Ideas


Process Identifier: 1.2.7.1.1

Brief Description
Research and analyze demographic, customer, technology and
marketing information to identify new product specification
opportunities.
Extended Description
Gather & Analyze New Product Specification Ideas researches and
analyzes demographic, customer, technology and marketing
information to identify new product specification opportunities that
represent a new entrant or enhanced feature(s) to an existing
specification that will be introduced to the market as one or more
product offerings.
The process undertakes the necessary analysis to identify potential
opportunities, compares current capabilities with the identified
opportunities, and as a result of the analysis develops new opportunity
concepts. Requirements from the sales organization relating to
enhancements to support their desired offers are also captured. The
concepts include an analysis of the customer value proposition.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Gather Product Specification Ideas


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Process Identifier: 1.2.7.1.1.1

Brief Description
Research demographic, customer, technology and marketing
information.
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Identify Product Specification Opportunities and Requirements


Process Identifier: 1.2.7.1.1.2

Brief Description
Identify potential opportunities and capture requirements from the
sales organization relating to enhancements to support the possible
offer(s) based on the specification that may be made available to the
market.
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Develop New Product Specification Opportunity Concepts


Process Identifier: 1.2.7.1.1.3

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Brief Description
Compare current capabilities with the identified product specification
opportunities, and as a result of the analysis develop new opportunity
concepts. The concepts include an analysis of the customer value
proposition.
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Identify New Product Specification Requirements


Process Identifier: 1.2.7.1.2.1

Brief Description
Identify the new product specification requirements, including the
proposed service and resource specifications used to realize the
product specification.
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Identify New Product Specification Development Costs and Anticipated Benefits


Process Identifier: 1.2.7.1.2.2

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Brief Description
Identify the development costs and anticipated benefits. This includes
forecasted demand, revenue gains, productivity gains, performance
improvements, and/or operational cost improvements.
Extended Description
Identify New Product Specification Development Costs and Anticipated
Benefits identifies the development costs and anticipated benefits.
This includes forecasted demand, revenue gains, productivity gains,
performance improvements, and/or operational cost improvements.
It also defines the proposed attributes of the product specification
which form the basis for associated product offering(s) used for
advertising and sales.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Assess New Product Specification Risks and Competitive Positioning


Process Identifier: 1.2.7.1.2.3

Brief Description
Assess the risks and the competitive positioning of the product
specification proposal.
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

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Develop New Product Specification Feasibility Assessment


Process Identifier: 1.2.7.1.2.4

Brief Description
Produce new product specification feasibility assessment.
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Prepare New Product Specification Business Proposal


Process Identifier: 1.2.7.1.2.5

Brief Description
Assemble the various components of the new product specification
business proposal for issuance to parties involved in the approval of it
or other parties involved in this activity.
Extended Description
Prepare New Product Specification Business Proposal assembles the
various components of the new product specification business proposal
for issuance to parties involved in the approval of it or other parties
involved in this activity.
The components are the parts of the proposal that have been
developed by other Develop New Product Specification Business
Proposal processes, such as Assess New Product Specification Risks
and Competitive Positioning.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
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Interactions
N/A

Issue New Product Specification Business Proposal Notification


Process Identifier: 1.2.7.1.2.6

Brief Description
Send the new product specification business proposal notification to
involved parties.
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Approve New Product Specification Business Proposal


Process Identifier: 1.2.7.1.2.7

Brief Description
Approve the new product specification business proposal. As a result
of the approval development of the detailed product specification
commences.
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

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1.2.7.1.2.5 Prepare New Product


Specification Business Proposal

Figure 65. 1.2.7.1.2.5 Prepare New Product Specification Business Proposal decomposition

Prepare New Product Specification Business Proposal


Process Identifier: 1.2.7.1.2.5

Brief Description
Assemble the various components of the new product specification
business proposal for issuance to parties involved in the approval of it
or other parties involved in this activity.
Extended Description
Prepare New Product Specification Business Proposal assembles the
various components of the new product specification business proposal
for issuance to parties involved in the approval of it or other parties
involved in this activity.

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The components are the parts of the proposal that have been
developed by other Develop New Product Specification Business
Proposal processes, such as Assess New Product Specification Risks
and Competitive Positioning.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Provide New Product Specification Business Proposal Notification


Process Identifier: 1.2.7.1.2.5.1

Brief Description
Issue new product specification business proposal to parties involved in
the approval of it or to other parties involved in some way with the
approval process.
Extended Description
Provide New Product Specification Business Proposal Notification issues
notifications to parties involved in the approval of it or to other parties
involved in some way with the approval process. The parties may be
those who approve the proposal or those that are informed about it,
and so forth.
It also identifies involved parties to whom notifications should be sent.
These parties are specified by the Manage New Product Specification
Notification Involved Party process.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

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Manage New Product Specification Involved Party


Process Identifier: 1.2.7.1.2.5.2

Brief Description
Track individuals and organizations playing various roles who are
involved in some way with the approval of a new product specification
business proposal.
Extended Description
Manage New Product Specification Notification Involved Party keeps
track of individuals and organizations playing various roles who are
involved in some way with the approval of a new product specification
business proposal. Included is the type of involvement, such as those
responsible for the approval process or those who should be informed
about the new product specification business proposal.
This process communicates these, via a process flow, to the applicable
Process Management & Support process in the Enterprise domain
which maintains the association between parties playing a variety of
roles and the processes in which they are involved.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

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1.2.7.1.3 Develop Detailed Product


Specification

Figure 66. 1.2.7.1.3 Develop Detailed Product Specification decomposition

Develop Detailed Product Specification


Process Identifier: 1.2.7.1.3

Brief Description
Develop and document the detailed product specification-related
commercial, technical, performance and operational specifications, and
customer manuals.
Extended Description
Develop Detailed Product Specification develops and documents the
detailed product specification-related commercial, technical,
performance and operational specifications, and customer manuals.
These processes develop and document the required product features,
the associated service or resource specifications that represent the
realization of the product specification. the specific performance and
operational requirements and support activities, and any product
specific data required for the service and resource 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.
Note: To minimize the number of sub-processes that update and
remove various aspects of a product specification, such as features, it
is assumed that the "develop" processes also perform updates and
removals.
Explanatory
N/A
Mandatory
N/A

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Optional
N/A
Interactions
N/A

Develop Detailed Product Commercial Specifications


Process Identifier: 1.2.7.1.3.1

Brief Description
Develop the product specification, develop the required nonconfigurable product specification features, as well as other
commercial aspects of the specification.
Extended Description
Develop Detailed Product Commercial Specifications develops the
product specification, which also includes grouping/bundling of
specifications and versioning of the specifications. Groups/bundles may
include specifications on-boarded from other parties. Required nonconfigurable features known as characteristics are developed.
The process also associates the specification with one or more product
lines and/or product categories. If a product line or category does not
exist one is created. Associations to suggested pricing for product
offerings based on the specification are also developed.
Associations between and among product specifications are developed.
These associations represent business rules, such as migration,
substitution, dependency, or exclusivity between and among the
specifications.
The process ensures that all detailed specifications are produced and
appropriately documented. Additionally the processes ensure that the
documentation is captured in an appropriate enterprise repository.
Note: To minimize the number of sub-processes that update and
remove various aspects of a product specification, such as groupings
and features, it is assumed that the sub-processes also perform
updates and removals.
Explanatory
N/A
Mandatory
N/A

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Optional
N/A
Interactions
N/A

Develop Detailed Product Technical Specifications


Process Identifier: 1.2.7.1.3.2

Brief Description
Develop and document the detailed product-related technical
specifications.
Extended Description
Develop Detailed Product Technical Specifications develops and
documents the detailed product-related technical specifications. It
associates the specification with the service and resource
specifications that represent the realization of the product
specification. It ensures that all detailed specifications are produced
and appropriately documented. And it ensures that the documentation
is captured in an appropriate enterprise repository.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Develop Detailed Product Performance Specifications


Process Identifier: 1.2.7.1.3.3

Brief Description
These processes develop and document the detailed product
specification-related performance specifications.
Extended Description
These processes develop and document the detailed product
specification-related performance specifications.
Performance specifications include the creation of metrics used to
measure the performance of individual specifications as well as on or
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more Key Quality Indicators (KQIs) grouped into service level


specifications used for service level agreements. Note, that while this
process creates the association to the KQIs, the Develop Service Level
Specification process in Service Development & Retirement manages
the lifecycle of service level specifications and the KQIs.
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
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Develop Detailed Product Operational Specifications


Process Identifier: 1.2.7.1.3.4

Brief Description
Develop and document the detailed product-related operational
specifications.
Extended Description
Develop Detailed Product Operational Specifications develops and
documents the detailed product-related operational specifications.
These processes develop and document the specific operational
requirements and support activities, along with any product specific
data required for the service and resource 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
N/A
Mandatory
N/A
Optional
N/A

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Interactions
N/A

Develop Detailed Product Customer Manuals


Process Identifier: 1.2.7.1.3.5

Brief Description
Develop and document the detailed customer manuals.
Extended Description
Develop Detailed Product Customer Manuals develops and documents
the 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
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

1.2.7.1.3.1 Develop Detailed Product


Commercial Specifications

Figure 67. 1.2.7.1.3.1 Develop Detailed Product Commercial Specifications decomposition

Develop Detailed Product Commercial Specifications


Process Identifier: 1.2.7.1.3.1

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Brief Description
Develop the product specification, develop the required nonconfigurable product specification features, as well as other
commercial aspects of the specification.
Extended Description
Develop Detailed Product Commercial Specifications develops the
product specification, which also includes grouping/bundling of
specifications and versioning of the specifications. Groups/bundles may
include specifications on-boarded from other parties. Required nonconfigurable features known as characteristics are developed.
The process also associates the specification with one or more product
lines and/or product categories. If a product line or category does not
exist one is created. Associations to suggested pricing for product
offerings based on the specification are also developed.
Associations between and among product specifications are developed.
These associations represent business rules, such as migration,
substitution, dependency, or exclusivity between and among the
specifications.
The process ensures that all detailed specifications are produced and
appropriately documented. Additionally the processes ensure that the
documentation is captured in an appropriate enterprise repository.
Note: To minimize the number of sub-processes that update and
remove various aspects of a product specification, such as groupings
and features, it is assumed that the sub-processes also perform
updates and removals.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Define Product Specification


Process Identifier: 1.2.7.1.3.1.1

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Brief Description
Develop product specification and groupings and create version
information as needed for a product specification.
Extended Description
Define Product Specification develops the product specification, which
also includes grouping/bundling of specifications and versioning of the
specifications. Groups/bundles may include specifications on-boarded
from other parties. The groups/bundles typically contain product
specifications that are always included together and not separately
priced.
When necessary version information, such as version number, version
date, and a description of the version, are created.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Define Product Specification Features/Properties


Process Identifier: 1.2.7.1.3.1.2

Brief Description
Define non-configurable features known as characteristics for a
product specification.
Extended Description
Define Product Specification Features/Properties defines nonconfigurable features known as characteristics. For example, the title
of a movie or the temperature range for a smart thermometer. Note
that configurable features/properties are managed by the Product
Configuration Management process and that this process uses a
generalized set of processes to create the features/properties. This
process focuses on associating them with a product specification.
Features/properties can be shared among product specifications and
can also be grouped. For example, a group of environmental
properties or a group of technical properties.

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Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Define Product Specification Type


Process Identifier: 1.2.7.1.3.1.3

Brief Description
Associate the specification with one or more product lines and/or
product categories.
Extended Description
Define Product Specification Type associates the specification with one
or more product lines and/or product categories, collectively called a
product specification type. If a product line or category does not exist
one is created.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Associate Price to Product Specification


Process Identifier: 1.2.7.1.3.1.4

Brief Description
Associate a product specification to suggested pricing for product
offerings.
Extended Description
Associate Price to Product Specification associates a product
specification to suggested pricing for product offerings. These prices
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can be used to assist in determining the price associated with an


offering.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Define Inter-Product Specification Association


Process Identifier: 1.2.7.1.3.1.5

Brief Description
Define associations (relationships) between and among product
specifications.
Extended Description
Define Inter-Product Specification Association defines associations
(relationships) between and among product specifications. These
associations represent business rules, such as migration, substitution,
dependency, or exclusivity between and among the specifications.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Ensure Product Specification Documentation Production


Process Identifier: 1.2.7.1.3.1.6

Brief Description
Ensure that all detailed specifications are produced and appropriately
documented.

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Extended Description
Ensure Product Specification Documentation Production ensures that
all detailed specifications are produced and appropriately documented.
Additionally the processes ensure that the documentation is captured
in an appropriate enterprise repository.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

1.2.7.2 Product Offering Development &


Retirement

Figure 68. 1.2.7.2 Product Offering Development & Retirement decomposition

Product Offering Development & Retirement


Process Identifier: 1.2.7.2

Brief Description
Develop and deliver new product offerings, their pricing, as well as
catalogs that contain both.
Extended Description
Product Offering Development & Retirement develops new product
offerings and their associated features. Pricing for the offerings is also
developed, such as standard pricing and feature-based pricing. The
offerings and selected processes are included in product catalogs
which are also developed by these processes.
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Note that this process is reused to support the development of product


offerings on-boarded from other parties with whom an enterprises
collaborates to deliver value to customers. This is done to remove the
redundancy between this process and the Party Offering Development
& Retirement process. The focus of the Party Offering Development &
Retirement core process is the relationships that product offerings
have with other parties.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Product Offering Lifecycle Management


Process Identifier: 1.2.7.2.1

Brief Description
Develop and deliver new product offerings as well as enhancements to
existing offerings and new features, ready for use by other processes.
Offerings may represent new entrants into the market that are based
on new product specifications. The processes develop various pricing
models for offerings and catalogs that contain the offerings.
Additionally the processes handle the exit of offerings from the market.
Product offerings represent the types of services and resources made
available to the market by an enterprise.
Extended Description
Product Offering Lifecycle Management develops and delivers new
product offerings as well as enhancements to existing offerings and
new features, ready for use by other processes. Offerings may
represent new entrants into the market that are based on new product
specifications. The processes develop various pricing models for
offerings and catalogs that contain the offerings. Additionally the
processes handle the exit of offerings from the market.
Product offerings represent the types of services and resources made
available to the market by an enterprise.
The key measures of this process are how effectively the enterprises
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offerings are broadened by these offerings or new offering features.


These processes also manage updates and enhancements to product
offerings. Business case development tracking and commitment are
key elements of this process.
Note that some of these processes, such as Gather New Product
Offering Ideas and Develop New Product Offering Business Proposal,
may be performed in conjunction with the equivalent process in
Product Specification Development & Retirement. For example, if ideas
for a new specification or feature are being developed ideas on how to
offer it to the market may also be gathered; or if a new offering is
being considered it may require new features defined for the
specification or one or more new specifications to be developed for it.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Product Offering Pricing


Process Identifier: 1.2.7.2.2

Brief Description
Manage the lifecycle of standard pricing, policy-based pricing,
algorithmic pricing, and feature/property-based pricing associated with
product offering.
Extended Description
Product Offering Pricing manages all aspects of pricing for product
offerings. This includes standard pricing, policy-based pricing,
algorithmic pricing, and feature/property-based pricing. Standard
pricing processes set the price, develop pricing plans, update prices,
obtain approval for pricing, provide notifications of price changes, and
remove prices.
The other types of prices define various forms of rules that determine
what price should be used under certain conditions. For example,
policy-based pricing may determine if a customer qualifies for a
discount based on what product offerings are ordered, algorithmic
pricing defines matrices of properties/features used to determine a
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price, feature/property-based pricing determines a price based on the


selection of one or more properties or features by a customer.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Product Offering Cataloging


Process Identifier: 1.2.7.2.3

Brief Description
Develop a specification (definition) of a catalog containing product
offerings, develop a product offering catalog, and exchange a catalog
among parties.
Extended Description
Product Offering Cataloging develops a specification (definition) for a
catalog containing product offerings, develops a product offering
catalog, and exchanges a catalog among parties.
Product catalog specifications define reusable definitions for one or
more catalogs. For example, a catalog specification that defines a
catalog of smart home devices that is updated with new devices
periodically and issued as a new catalog.
Product catalogs can be exchanged by sending a catalog to another
party and receiving a catalog from another party. The receiving party
could be a prospect, a customer, or another enterprise that may
become a business partner that makes an enterprise's offerings
available to the market. Similarly a catalog received from another
party may be a prelude to the possible on-boarding of the parties
offerings.
Note that this process reuses a set of generalized cataloging processes
that can also be used to develop service catalogs and resource
catalogs.
Explanatory
N/A
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Mandatory
N/A
Optional
N/A
Interactions
N/A

Product Offering Agreement Management


Process Identifier: 1.2.7.2.4

Brief Description
Develop a template agreement that defines the terms/conditions
associated with a product offering.
Extended Description
Product Offering Agreement Management develops a template
agreement that defines the terms/conditions associated with a product
offering. The terms/conditions are accepted by a party when the
offering is acquired.
This process uses the general Party Agreement Management process
to develop a template agreement. Its focus is on defining product
offering terms/conditions, such as financial terms (which includes such
things as acceptable methods of payment), shipment terms, and
service term (which includes early termination fees). It also associates
an offering and price(s) with the terms/conditions and with a template
agreement.
Note that Party Agreement Management is also used to define
template service level agreements and associate them to a product
offering and/or a product specification.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Product Offering Prototyping


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Process Identifier: 1.2.7.2.5

Brief Description
Iteratively develop a product offering to a state that enables it to be
tested in some way.
Extended Description
Product Offering Prototyping iteratively develops a product offering.
Product Offering Development & Retirement processes develop each
iteration of the offering to a state that enables it to be tested in some
way by the Product Offering Development & Retirements Conduct
Product Offering Acceptance Testing process. Tests can be conducted
internally, in the form of a pilot, or field trial. Tests are measured
against defined acceptance criteria. Identified
improvements/enhancements are made during the next iteration
based on test results. Once the final iteration tests are accepted the
offering is rolled out and launched to the market at large.
Note: This process is not further decomposed, because the process
uses existing Product Offering Development & Retirement processes.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Product Offering Promotion Development


Process Identifier: 1.2.7.2.6

Brief Description
Develop a promotion for one or more product offerings delivered using
different mediums (television, radio, print, online) that advertise the
promotion to reach the market, customers and channels.
Extended Description
Product Offering Promotion Development develops a promotion for one
or more product offerings delivered using different mediums
(television, radio, print, online) that advertise the promotion to reach
the market, customers and channels.
Product offering promotions can be designed with different ends in
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mind, including introducing a new product, retaining customers,


bringing in new customers, and increasing sales of a product already
on the market.
Product Offering Promotion Development works with other processes,
such as Market Research, Marketing Campaign Management, Marketing
Communications, and Advertising Management to design the
promotion and advertising. One of the key roles of all these processes
is to position the product in the market, especially versus competitive
products.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Define Product Offering Promotion Scope


Process Identifier: 1.2.7.2.6.1

Brief Description
Define the specific product promotion scope to be used for positioning
the product offering(s) involved in the promotion in the marketplace.
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Ensure Product Offering Promotion Capability


Process Identifier: 1.2.7.2.6.2

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Brief Description
Ensure that there is capability (for example, information, materials,
systems and resources) so that the product promotion can begin and
managed. Monitor planned promotions and redistribute existing
capability or enable new capability (people, facilities, infrastructure).
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Develop Product Offering Promotion


Process Identifier: 1.2.7.2.6.3

Brief Description
Manage all activities and stakeholder engagement to develop and
agree on a product offering promotion and the selection of appropriate
channel or channels to support delivery of the promotion.
Extended Description
Develop Product Offering Promotion manages all activities and
stakeholder engagement to develop and agree on a product offering
promotion and the selection of appropriate channel or channels to
support delivery of the promotion. It also interacts with Marketing
Communications to develop promotional messages and Marketing
Campaign Management to associate promotions with a campaign.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

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Start Product Offering Promotion


Process Identifier: 1.2.7.2.6.4

Brief Description
Manage and co-ordinate the delivery of the product offering promotion
to the selected channel(s).
Extended Description
Start Product Offering Promotion manages and co-ordinates the
delivery of the product offering promotion to the selected channel(s). It
ensures that the channel(s) (owned and/or contracted) are adequately
trained and/or informed to manage the start of the promotion, and that
sufficient resources are available in the selected channel(s) to support
its start.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Monitor Product Offering Promotion Effectiveness


Process Identifier: 1.2.7.2.6.5

Brief Description
Establish metrics, monitor metrics, and analyze metrics to gauge the
effectiveness of a marketing campaign or campaigns.
Extended Description
Monitor Marketing Campaign Effectiveness establishes metrics,
monitors metrics, and analyzes metrics to gauge the effectiveness of a
marketing campaign or campaigns. Based on analysis these processes
feedback suggested changes to adapt the campaign or campaigns to
become more effective now or in the future.
Note that this process' sub-processes reuse a generalized set of metric
processes to develop, gather, and analyze (to some degree) marketing
campaign metrics.
Explanatory
N/A
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Mandatory
N/A
Optional
N/A
Interactions
N/A

Modify Product Offering Promotion


Process Identifier: 1.2.7.2.6.6

Brief Description
Modify a product offering promotion to improve its effectiveness based
on metric analysis or based on feedback from recipients or
stakeholders.
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

End Product Offering Promotion


Process Identifier: 1.2.7.2.6.7

Brief Description
End a product offering promotion when its useful life is reached.
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A

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Optional
N/A
Interactions
N/A

Undertake Product Offering Promotion Trend Analysis


Process Identifier: 1.2.7.2.6.8

Brief Description
Undertake trend analysis on product offering promotions including the
identification of problems occurring with them.
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

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1.2.7.2.1 Product Offering Lifecycle


Management

Figure 69. 1.2.7.2.1 Product Offering Lifecycle Management decomposition

Product Offering Lifecycle Management


Process Identifier: 1.2.7.2.1

Brief Description
Develop and deliver new product offerings as well as enhancements to
existing offerings and new features, ready for use by other processes.
Offerings may represent new entrants into the market that are based
on new product specifications. The processes develop various pricing
models for offerings and catalogs that contain the offerings.
Additionally the processes handle the exit of offerings from the market.
Product offerings represent the types of services and resources made
available to the market by an enterprise.
Extended Description
Product Offering Lifecycle Management develops and delivers new
product offerings as well as enhancements to existing offerings and
new features, ready for use by other processes. Offerings may
represent new entrants into the market that are based on new product
specifications. The processes develop various pricing models for
offerings and catalogs that contain the offerings. Additionally the
processes handle the exit of offerings from the market.
Product offerings represent the types of services and resources made
available to the market by an enterprise.

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The key measures of this process are how effectively the enterprises
offerings are broadened by these offerings or new offering features.
These processes also manage updates and enhancements to product
offerings. Business case development tracking and commitment are
key elements of this process.
Note that some of these processes, such as Gather New Product
Offering Ideas and Develop New Product Offering Business Proposal,
may be performed in conjunction with the equivalent process in
Product Specification Development & Retirement. For example, if ideas
for a new specification or feature are being developed ideas on how to
offer it to the market may also be gathered; or if a new offering is
being considered it may require new features defined for the
specification or one or more new specifications to be developed for it.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Gather & Analyze New Product Offering Ideas


Process Identifier: 1.2.7.2.1.1

Brief Description
Research and analyze demographic, customer, technology and
marketing information to identify new product offering opportunities.
Extended Description
Gather & Analyze New Product Offering Ideas researches and analyzes
demographic, customer, technology and marketing information to
identify new product offering opportunities such as a new entrant
(based on an existing product specification or a new product
specification), enhanced feature(s) to an existing offering, or a new
bundle of offerings, that will be introduced to the market.
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
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these processes. The concepts include an analysis of the customer


value proposition.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Develop New Product Offering Business Proposal


Process Identifier: 1.2.7.2.1.2

Brief Description
Develop and document business proposals for the identified new
product offering concept.
Extended Description
Develop New Product Offering Business Proposal develops and
documents business proposals for the identified new product offering
concept (including if necessary a business case). The business proposal
(or business case) identifies the new product offering requirements,
including the possible sales channels that will deliver the offerings to
customers and locations for which the offering is available.
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 specific to product
offering, as defined by the associated product specification, and used
for advertising and sales. The business proposal also includes an
assessment of the risks and the competitive positioning of the product
offering proposal. As a part of the business proposal development a
feasibility assessment can be produced.
Potential other parties who can assist in the development of the
product offering are also identified via interaction with the Determine
Potential Parties sub-process within Party Tender Management. As a
part of the process, the business proposal is appropriately approved,

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and as a result of the approval, necessary resources are made


available.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Develop Detailed Product Offering


Process Identifier: 1.2.7.2.1.3

Brief Description
Develop and document the detailed product offering, and its related
commercial and performance specifications.
Extended Description
Develop Detailed Product Offering develops and documents the
detailed product offering-related commercial and performance
specifications. These processes develop and document the features
specific to an offering as defined by the associated product
specification. The processes ensure that all detailed offerings are
produced and appropriately documented. Additionally the processes
ensure that the documentation is captured in an appropriate enterprise
repository.
Note: To minimize the number of sub-processes that update and
remove various aspects of a product offering, such as features and
associated sales channels and locations, it is assumed that the
"develop" processes also perform updates and removals.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

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Conduct Product Offering Acceptance Testing


Process Identifier: 1.2.7.2.1.4

Brief Description
Conduct acceptance testing of new and enhanced products in
preparation for launch/rollout to the market.
Extended Description
Conduct Product Offering Acceptance Testing manages acceptance
testing of a new and enhanced product offering into the market and
handover for ongoing rollout. Acceptance testing is conducted using
commercial pilots or market trials of the offering or prototypes of it, 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 offering to allow full rollout. At the conclusion of the pilots
and/or trials when the product offering passes its acceptance tests or
defined acceptance criteria the offering is ready for launch/rollout to
the market.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Assess Performance of Existing Product Offering


Process Identifier: 1.2.7.2.1.5

Brief Description
Analyze the performance of an existing product offering to identify
inadequacies and required improvements.
Extended Description
Assess Performance of Existing Product Offering analyzes the
performance of an existing product offering to identify inadequacies
and required improvements. The process uses information from
customers and from operational activities to identify required
improvements.
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Required improvements may involve those to a product specification


upon which the offering is based. In this case the improvements are
communicated to the Develop Detailed Product Specification process.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Manage Product Offering Exit


Process Identifier: 1.2.7.2.1.6

Brief Description
Identify an existing product offering which is unviable and manage the
processes to exit it from the market.
Extended Description
Manage Product Offering Exit identifies an existing product offering
which is unviable and manages the process to exit it from the market.
It analyzes an existing product offering to identify if it is economically
or strategically, 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 crossenterprise co-ordination and management functions to ensure that the
needs of all stakeholders are identified and managed.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

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Rollout/Launch Product Offering


Process Identifier: 1.2.7.2.1.7

Brief Description
Support the operational introduction of new processes and
infrastructure to support a new or enhanced product offering and
conduct operations readiness testing and acceptance.
Extended Description
Rollout/Launch Product Offering supports the operational introduction
of new processes and infrastructure to support a new or enhanced
product offering and are responsible for conducting operations
readiness testing and acceptance. It develops the procedures for the
specific fulfillment, assurance and revenue generation processes and
keeps them up to date. After successful testing, accept the new or
enhanced process capabilities and manage a full-scale introduction for
general availability.
Develop policy support and decision support knowledge for a product
offering.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Manage Product Offering Development


Process Identifier: 1.2.7.2.1.8

Brief Description
Ensure the co-coordinated delivery in line with the approved business
case of all required product offering capabilities for that business case
across the enterprise.
Extended Description
Manage Product Offering Development ensures the co-coordinated
delivery in line with the approved business case of all required product
offering capabilities for that business case across the enterprise. These
processes may use project management disciplines when a project is
created to develop a new product offering to deliver the necessary
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capabilities, including process development, specific systems &


network infrastructure developments, specific channel developments,
specific operational procedures, and so forth. Required to support the
new product offering.
Note that delivery of a product offering within the context of existing
commercial agreements is managed through the Party Offering
Development & Retirement process. If new partners are required, the
Party Agreement Management process is used to deliver the necessary
commercial agreements.
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
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

1.2.7.2.1.1 Gather & Analyze New Product


Offering Ideas

Figure 70. 1.2.7.2.1.1 Gather & Analyze New Product Offering Ideas decomposition

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Gather & Analyze New Product Offering Ideas


Process Identifier: 1.2.7.2.1.1

Brief Description
Research and analyze demographic, customer, technology and
marketing information to identify new product offering opportunities.
Extended Description
Gather & Analyze New Product Offering Ideas researches and analyzes
demographic, customer, technology and marketing information to
identify new product offering opportunities such as a new entrant
(based on an existing product specification or a new product
specification), enhanced feature(s) to an existing offering, or a new
bundle of offerings, that will be introduced to the market.
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
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Gather Product Offering Ideas


Process Identifier: 1.2.7.2.1.1.1

Brief Description
Research demographic, customer, technology and marketing
information.
Extended Description
Not used for this process element
Explanatory
N/A
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Mandatory
N/A
Optional
N/A
Interactions
N/A

Identify Product Offering Opportunities and Requirements


Process Identifier: 1.2.7.2.1.1.2

Brief Description
Identify potential opportunities and capture requirements from the
sales organization relating to enhancements to support the possible
offer(s) that may be made available to the market.
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Develop New Product Offering Opportunity Concepts


Process Identifier: 1.2.7.2.1.1.3

Brief Description
Compare current capabilities with the identified product offering
opportunities, and as a result of the analysis develop new opportunity
concepts. The concepts include an analysis of the customer value
proposition.
Extended Description
Not used for this process element
Explanatory
N/A

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Mandatory
N/A
Optional
N/A
Interactions
N/A

1.2.7.2.1.2 Develop New Product Offering


Business Proposal

Figure 71. 1.2.7.2.1.2 Develop New Product Offering Business Proposal decomposition

Develop New Product Offering Business Proposal


Process Identifier: 1.2.7.2.1.2

Brief Description
Develop and document business proposals for the identified new
product offering concept.
Extended Description
Develop New Product Offering Business Proposal develops and
documents business proposals for the identified new product offering
concept (including if necessary a business case). The business proposal
(or business case) identifies the new product offering requirements,
including the possible sales channels that will deliver the offerings to
customers and locations for which the offering is available.
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 specific to product
offering, as defined by the associated product specification, and used
for advertising and sales. The business proposal also includes an
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assessment of the risks and the competitive positioning of the product


offering proposal. As a part of the business proposal development a
feasibility assessment can be produced.
Potential other parties who can assist in the development of the
product offering are also identified via interaction with the Determine
Potential Parties sub-process within Party Tender Management. 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
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Identify New Product Offering Requirements


Process Identifier: 1.2.7.2.1.2.1

Brief Description
Identify the new product offering requirements, including the possible
sales channels that will deliver the offerings to customers and locations
for which the offering is available.
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Identify New Product Offering Development Costs and Anticipated Benefits


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Process Identifier: 1.2.7.2.1.2.2

Brief Description
Identify the development costs and anticipated benefits. This includes
forecasted demand, revenue gains, productivity gains, performance
improvements, and/or operational cost improvements.
Extended Description
Identify New Product Offering Development Costs and Anticipated
Benefits identifies the development costs and anticipated benefits.
This includes forecasted demand, revenue gains, productivity gains,
performance improvements, and/or operational cost improvements.
It also defines the proposed attributes specific to the product offering
based on those for the associated product specification and used for
advertising and sales.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Assess New Product Offering Risks and Competitive Positioning


Process Identifier: 1.2.7.2.1.2.3

Brief Description
Assess the risks and the competitive positioning of the product offering
proposal.
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
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Develop New Product Offering Feasibility Assessment


Process Identifier: 1.2.7.2.1.2.4

Brief Description
Produce new product offering feasibility assessment.
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Prepare New Product Offering Business Proposal


Process Identifier: 1.2.7.2.1.2.5

Brief Description
Assemble the various components of the new product offering business
proposal for issuance to parties involved in the approval of it or other
parties involved in this activity.
Extended Description
Prepare New Product Offering Business Proposal assembles the various
components of the new product offering business proposal for issuance
to parties involved in the approval of it or other parties involved in this
activity.
The components are the parts of the proposal that have been
developed by other Develop New Product Offering Business Proposal
processes, such as Assess New Product Offering Risks and Competitive
Positioning.
Explanatory
N/A
Mandatory
N/A

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Optional
N/A
Interactions
N/A

Provide New Product Offering Business Proposal Notification


Process Identifier: 1.2.7.2.1.2.6

Brief Description
Issue a new product offering business proposal to parties involved in
the approval of it or to other parties involved in some way with the
approval process.
Extended Description
Provide New Product Offering Business Proposal Notification issues
notifications to parties involved in the approval of it or to other parties
involved in some way with the approval process. The parties may be
those who approve the proposal or those that are informed about it,
and so forth.
It also identifies involved parties to whom notifications should be sent.
These parties are specified by the Manage New Product Offering
Notification Involved Party process.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Approve New Product Offering Business Proposal


Process Identifier: 1.2.7.2.1.2.7

Brief Description
Approve the new product offering business proposal. As a result of the
approval development of the detailed product offering commences.
Extended Description
Not used for this process element
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Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

1.2.7.2.1.2.6 Provide New Product Offering


Business Proposal Notification

Figure 72. 1.2.7.2.1.2.6 Provide New Product Offering Business Proposal Notification decomposition

Provide New Product Offering Business Proposal Notification


Process Identifier: 1.2.7.2.1.2.6

Brief Description
Issue a new product offering business proposal to parties involved in
the approval of it or to other parties involved in some way with the
approval process.
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Extended Description
Provide New Product Offering Business Proposal Notification issues
notifications to parties involved in the approval of it or to other parties
involved in some way with the approval process. The parties may be
those who approve the proposal or those that are informed about it,
and so forth.
It also identifies involved parties to whom notifications should be sent.
These parties are specified by the Manage New Product Offering
Notification Involved Party process.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Manage New Product Offering Involved Party


Process Identifier: 1.2.7.2.1.2.6.1

Brief Description
Track individuals and organizations playing various roles who are
involved in some way with the approval of a new product offering
business proposal.
Extended Description
Manage New Product Offering Notification Involved Party keeps track of
individuals and organizations playing various roles who are involved in
some way with the approval of a new product offering business
proposal. Included is the type of involvement, such as those
responsible for the approval process or those who should be informed
about the new product offering business proposal.
This process communicates these, via a process flow, to the applicable
Process Management & Support process in the Enterprise domain
which maintains the association between parties playing a variety of
roles and the processes in which they are involved.
Explanatory
N/A

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Mandatory
N/A
Optional
N/A
Interactions
N/A

Issue New Product Offering Business Proposal Notification


Process Identifier: 1.2.7.2.1.2.6.2

Brief Description
Send the new product offering business proposal notification to
involved parties.
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

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1.2.7.2.1.3 Develop Detailed Product


Offering

Figure 73. 1.2.7.2.1.3 Develop Detailed Product Offering decomposition

Develop Detailed Product Offering


Process Identifier: 1.2.7.2.1.3

Brief Description
Develop and document the detailed product offering, and its related
commercial and performance specifications.
Extended Description
Develop Detailed Product Offering develops and documents the
detailed product offering-related commercial and performance
specifications. These processes develop and document the features
specific to an offering as defined by the associated product
specification. The processes ensure that all detailed offerings are
produced and appropriately documented. Additionally the processes
ensure that the documentation is captured in an appropriate enterprise
repository.

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Note: To minimize the number of sub-processes that update and


remove various aspects of a product offering, such as features and
associated sales channels and locations, it is assumed that the
"develop" processes also perform updates and removals.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Develop Detailed Product Offering Commercial Specifications


Process Identifier: 1.2.7.2.1.3.1

Brief Description
Develop the product offering, associate applicable features defined for
its associated product specification and/or product configuration
specification, as well as other commercial aspects of the specification.
Extended Description
Develop Detailed Product Offering Commercial Specifications develops
the product offering, which includes the development of bundled
offerings. Bundles may include offerings on-boarded from other parties.
Applicable features known as characteristics defined from the
associated product specification and/or product configuration
specification are associated to the product offering.
Prices, developed by the Product Offering Pricing core process, are
associated to the product offering.
Associations between and among product offerings are developed.
These associations represent business rules, such as migration,
substitution, dependency, or exclusivity between and among the
offerings.
Associations with sales channels, market segments, and locations. And
other entities are defined.
The processes ensure that all detailed commercial specifications for
the offering are produced and appropriately documented. Additionally

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the processes ensure that the documentation is captured in an


appropriate enterprise repository.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Develop Detailed Product Offering Performance Specifications


Process Identifier: 1.2.7.2.1.3.2

Brief Description
Develop and document the detailed product offering-related
performance specifications.
Extended Description
Develop Detailed Product Offering Performance Specifications develops
and documents the detailed product offering-related performance
specifications.
Performance specifications include the creation of metrics used to
measure the performance of individual offerings as well as on or more
Key Quality Indicators (KQIs) grouped into service level specifications
used for service level agreements. Note, that while this process
creates the association to the KQIs, the Develop Service Level
Specification process in Service Development & Retirement manages
the lifecycle of service level specifications and the KQIs.
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
N/A
Mandatory
N/A
Optional
N/A

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Interactions
N/A

1.2.7.2.1.3.1 Develop Detailed Product


Offering Commercial Specifications

Figure 74. 1.2.7.2.1.3.1 Develop Detailed Product Offering Commercial Specifications decomposition

Develop Detailed Product Offering Commercial Specifications


Process Identifier: 1.2.7.2.1.3.1

Brief Description
Develop the product offering, associate applicable features defined for
its associated product specification and/or product configuration
specification, as well as other commercial aspects of the specification.
Extended Description
Develop Detailed Product Offering Commercial Specifications develops
the product offering, which includes the development of bundled
offerings. Bundles may include offerings on-boarded from other parties.
Applicable features known as characteristics defined from the
associated product specification and/or product configuration
specification are associated to the product offering.
Prices, developed by the Product Offering Pricing core process, are
associated to the product offering.
Associations between and among product offerings are developed.
These associations represent business rules, such as migration,
substitution, dependency, or exclusivity between and among the
offerings.
Associations with sales channels, market segments, and locations. And
other entities are defined.
The processes ensure that all detailed commercial specifications for
the offering are produced and appropriately documented. Additionally
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the processes ensure that the documentation is captured in an


appropriate enterprise repository.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Define Product Offering


Process Identifier: 1.2.7.2.1.3.1.1

Brief Description
Develop product offering, including bundles.
Extended Description
Define Product Offering develops the product offering, which also
includes a bundled offering and the number of offerings allowable to be
chosen as part of the bundle. Bundles may include offerings onboarded from other parties.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Define Product Offering Features/Properties


Process Identifier: 1.2.7.2.1.3.1.2

Brief Description
Associate features, known as characteristics, to an offering.
Extended Description
Define Product Offering Features/Properties associates
features/properties known as characteristics to an offering. These
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features/properties are defined for the associated product specification


and/or product configuration specification. For example, the format of a
movie may determine the price for the offering.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Associate Price to Product Offering


Process Identifier: 1.2.7.2.1.3.1.3

Brief Description
Associate a product offering to a product offering price.
Extended Description
Associate Price to Product Offering associates a product offering to
product offering price. Prices are developed by Product Offering Pricing.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Define Inter-Product Offering Association


Process Identifier: 1.2.7.2.1.3.1.4

Brief Description
Define associations (relationships) between and among product
offerings.
Extended Description
Define Inter-Product Offering Association defines associations
(relationships) between and among product offerings. These
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associations represent business rules, such as migration, substitution,


dependency, or exclusivity between and among the offerings.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Define Product Offering Associations


Process Identifier: 1.2.7.2.1.3.1.5

Brief Description
Associate a product offering with other entities, such as sales channels,
market segments, and locations.
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Ensure Product Offering Documentation Production


Process Identifier: 1.2.7.2.1.3.1.6

Brief Description
Ensure that all detailed commercial specifications for a product offering
are produced and appropriately documented.
Extended Description
Ensure Product Offering Documentation Production ensures that all
detailed specifications are produced and appropriately documented for

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a product offering. Additionally the processes ensure that the


documentation is captured in an appropriate enterprise repository.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

1.2.7.2.1.4 Conduct Product Offering


Acceptance Testing

Figure 75. 1.2.7.2.1.4 Conduct Product Offering Acceptance Testing decomposition

Conduct Product Offering Acceptance Testing


Process Identifier: 1.2.7.2.1.4

Brief Description
Conduct acceptance testing of new and enhanced products in
preparation for launch/rollout to the market.
Extended Description
Conduct Product Offering Acceptance Testing manages acceptance
testing of a new and enhanced product offering into the market and
handover for ongoing rollout. Acceptance testing is conducted using
commercial pilots or market trials of the offering or prototypes of it, in
which case the commercial negotiations for the pilot and/or trial are
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managed through these processes. These processes identify the


shortcomings or issues, and manage the necessary improvements to
the product offering to allow full rollout. At the conclusion of the pilots
and/or trials when the product offering passes its acceptance tests or
defined acceptance criteria the offering is ready for launch/rollout to
the market.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Manage Product Offering Acceptance Testing


Process Identifier: 1.2.7.2.1.4.1

Brief Description
Manage the introduction of a new product offering using commercial
pilots and/or market trials.
Extended Description
Manage Product Offering Acceptance Testing manages the introduction
of a new product offering using commercial pilots and/or market trials
of the offering or prototypes of it. Define acceptance tests and/or
acceptance criteria. Identify participants (individuals/organizations)
that will participate in the testing.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Identify Product Offering Issues


Process Identifier: 1.2.7.2.1.4.2

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Brief Description
Identify the shortcomings or issues in the product.
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Manage Product Offering Improvements


Process Identifier: 1.2.7.2.1.4.3

Brief Description
Manage the necessary improvements to the product to allow full
rollout.
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Approve Product Offering for Launch/Rollout


Process Identifier: 1.2.7.2.1.4.4

Brief Description
Approve the product offering for launch/rollout at the conclusion of the
pilots and/or trials if/when the product passes its acceptance tests or
defined acceptance criteria.

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Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

1.2.7.2.1.4.1 Manage Product Offering


Acceptance Testing

Figure 76. 1.2.7.2.1.4.1 Manage Product Offering Acceptance Testing decomposition

Manage Product Offering Acceptance Testing


Process Identifier: 1.2.7.2.1.4.1

Brief Description
Manage the introduction of a new product offering using commercial
pilots and/or market trials.
Extended Description
Manage Product Offering Acceptance Testing manages the introduction
of a new product offering using commercial pilots and/or market trials
of the offering or prototypes of it. Define acceptance tests and/or
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acceptance criteria. Identify participants (individuals/organizations)


that will participate in the testing.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Define Product Offering Acceptance Test


Process Identifier: 1.2.7.2.1.4.1.1

Brief Description
Define product offering acceptance tests and acceptance criteria.
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Identify Product Offering Acceptance Test Participants


Process Identifier: 1.2.7.2.1.4.1.2

Brief Description
Identify participants (individuals/organizations) that will participate in
the testing.
Extended Description
Not used for this process element
Explanatory
N/A
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Mandatory
N/A
Optional
N/A
Interactions
N/A

Conduct Product Offering Acceptance Test


Process Identifier: 1.2.7.2.1.4.1.3

Brief Description
Conduct acceptance test using pilots and/or market trials.
Extended Description
Conduct Product Offering Acceptance Test uses commercial pilots
and/or market trials of the offering or prototypes of the offering.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

1.2.7.2.1.6 Manage Product Offering Exit

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Figure 77. 1.2.7.2.1.6 Manage Product Offering Exit decomposition

Manage Product Offering Exit


Process Identifier: 1.2.7.2.1.6

Brief Description
Identify an existing product offering which is unviable and manage the
processes to exit it from the market.
Extended Description
Manage Product Offering Exit identifies an existing product offering
which is unviable and manages the process to exit it from the market.
It analyzes an existing product offering to identify if it is economically
or strategically, 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 crossenterprise co-ordination and management functions to ensure that the
needs of all stakeholders are identified and managed.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Identify Unviable Product Offering


Process Identifier: 1.2.7.2.1.6.1

Brief Description
Analyze an existing product offering to identify if it is economically or
strategically unviable.
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
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Optional
N/A
Interactions
N/A

Identify Product Offering Exit Impact


Process Identifier: 1.2.7.2.1.6.2

Brief Description
Identify the impact of the exit of the product offering.
Extended Description
Identify Product Offering Exit Impact identifies customers impacted by
any exit, and develop customer specific or market segment exit or
migration strategies.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Develop Product Offering Exit Strategies


Process Identifier: 1.2.7.2.1.6.3

Brief Description
Develop infrastructure transition and/or replacement strategies.
Extended Description
Develop Product Offering Exit Strategies develops 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 coordination and management functions to ensure that the needs of all
stakeholders are identified and managed.
Explanatory
N/A

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Mandatory
N/A
Optional
N/A
Interactions
N/A

Exit Product Offering from Market


Process Identifier: 1.2.7.2.1.6.4

Brief Description
Remove a product offering, either by deleting it or indicating it is no
longer valid.
Extended Description
Exit Product Offering from Market removes a product specification,
either by deleting it or indicating it is no longer valid. Notifications are
sent to the Product Specification Development & Retirement process so
it can determine if the related specifications should also be removed.
Additionally a notification may be sent to the Party Offering
Development & Retirement process so that it can determine if any onboarded product offerings should also be removed.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

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1.2.7.2.1.7 Rollout/Launch Product


Offering

Figure 78. 1.2.7.2.1.7 Rollout/Launch Product Offering decomposition

Rollout/Launch Product Offering


Process Identifier: 1.2.7.2.1.7

Brief Description
Support the operational introduction of new processes and
infrastructure to support a new or enhanced product offering and
conduct operations readiness testing and acceptance.
Extended Description
Rollout/Launch Product Offering supports the operational introduction
of new processes and infrastructure to support a new or enhanced
product offering and are responsible for conducting operations
readiness testing and acceptance. It develops the procedures for the
specific fulfillment, assurance and revenue generation processes and
keeps them up to date. After successful testing, accept the new or
enhanced process capabilities and manage a full-scale introduction for
general availability.
Develop policy support and decision support knowledge for a product
offering.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

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Interactions
N/A

Develop Product Offering Procedures


Process Identifier: 1.2.7.2.1.7.1

Brief Description
Develop the procedures for the specific fulfillment, assurance and
revenue generation processes for a new or enhanced product offering.
Extended Description
Develop Product Offering Procedures develops the procedures for the
specific fulfillment, assurance and revenue generation processes for a
new or enhanced product offering as well as keeping them up to date.
Develop policy support and decision support knowledge for these
product offering processes and procedures.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Support Product Offering Operational Introduction


Process Identifier: 1.2.7.2.1.7.2

Brief Description
Support the operational introduction of new processes and
infrastructure for a new or enhanced product offering.
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
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Interactions
N/A

Conduct Operational Readiness Testing


Process Identifier: 1.2.7.2.1.7.3

Brief Description
Conduct operations readiness testing and acceptance.
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Accept Product Offering Process Capabilities


Process Identifier: 1.2.7.2.1.7.4

Brief Description
Accept the new or enhanced process capabilities and manage a fullscale introduction for general availability.
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

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1.2.7.2.2 Product Offering Pricing

Figure 79. 1.2.7.2.2 Product Offering Pricing decomposition

Product Offering Pricing


Process Identifier: 1.2.7.2.2

Brief Description
Manage the lifecycle of standard pricing, policy-based pricing,
algorithmic pricing, and feature/property-based pricing associated with
product offering.
Extended Description
Product Offering Pricing manages all aspects of pricing for product
offerings. This includes standard pricing, policy-based pricing,
algorithmic pricing, and feature/property-based pricing. Standard
pricing processes set the price, develop pricing plans, update prices,
obtain approval for pricing, provide notifications of price changes, and
remove prices.
The other types of prices define various forms of rules that determine
what price should be used under certain conditions. For example,
policy-based pricing may determine if a customer qualifies for a
discount based on what product offerings are ordered, algorithmic
pricing defines matrices of properties/features used to determine a
price, feature/property-based pricing determines a price based on the
selection of one or more properties or features by a customer.
Explanatory
N/A
Mandatory
N/A

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Optional
N/A
Interactions
N/A

Standard Product Offering Pricing


Process Identifier: 1.2.7.2.2.1

Brief Description
Set the price, develop pricing plans, update prices, obtain price
approval, provide notifications of price changes, and remove prices.
Extended Description
Standard Product Offering Pricing sets the price, develops pricing
plans, updates prices, obtains price approval, provides notifications of
price changes, and removes prices.
Prices are set for a variety of prices such as recurring, non-recurring,
discounts, allowances. Pricing plans represent groupings of product
offering prices, such as a plan composed of a recurring charge and a
number of usage based charges. New, updated, and discontinued
prices can go through an approval process if needed and notifications
of them can be provided to internal and/or external parties such as
customers and/or partners. Once a price lives its useful life it can be
removed.
Note that the notification and approval processes can be reused by the
other pricing related core processes for any additions, modifications, or
removals associated with other types of prices whose lifecycles are
managed by the other core processes into which the Product Offering
Pricing process decomposes.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Policy-based Product Offering Pricing


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Process Identifier: 1.2.7.2.2.2

Brief Description
Develop product offering pricing specific policy components used to
determine the price of a product offering and to define cross-offering
price policy rules.
Extended Description
Policy-based Product Offering Pricing develops product offering pricing
specific policy components used to determine the price of a product
offering and to define cross-offering price policy rules. This process
develops pricing specific product offering price policy conditions,
actions, variables and values.
The price of a product is often dependent upon the procurement of
another product for a particular price, another product offering, or
another product offering of the same type. For example, if a premium
software package is purchased then two from a choice of five other
software packages are provided free.
As with other pricing processes this process interacts with the Provide
Product Offering Price Notification and Obtain Product Offering Price
Approval processes to provide notifications and gain approval of any
actions taken by this process.
Note that this process is meant to use generic policy processes to
define the base policy. These processes represent product offering
pricing specific extensions to them. To date the generic processes
have not yet been developed.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Algorithmic Product Offering Pricing


Process Identifier: 1.2.7.2.2.3

Brief Description
Develop a product offering pricing algorithmic matrix specification and
the content of the matrix. The matrix is used to determine the price to
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charge/allow for a product that meet the criteria in the matrix,


particularly for variable charges/allowances. For example, the amount
to charge for data usage for some period.
Extended Description
Algorithmic Product Offering Pricing develops (creates, modifies,
deletes) a product offering pricing algorithmic matrix specification and
the content of the matrix. The matrix is used to determine the price to
charge/allow for a product that meet the criteria in the matrix,
particularly for variable charges/allowances. For example, the amount
to charge for data usage for some period.
Matrix specification development includes defining the matrix and its
rows and columns. The rows and columns represent the criteria
evaluated to determine the charge/allowance. They represent such
things as types of product features/properties, types of product offering
prices, algorithmic specific criteria such as type of customer, and so
forth.
Matrix development defines a matrix based on a matrix specification,
the content of matrix cells, as well as the product offering to which it
applies. The cells represent the values for the product
features/properties, such as excess data usage rates, product offering
prices that will be charged/allowed, and values for algorithmic
evaluation such as student, normal, or very important person (VIP)
types of customers.
As with other pricing processes this process interacts with the Provide
Product Offering Price Notification and Obtain Product Offering Price
Approval processes to provide notifications and gain approval of any
actions taken by this process.
Note that this process is meant to use/interact with generic
property/feature processes to define them. To date the generic
processes have not yet been developed.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

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Feature/Property Product Offering Pricing


Process Identifier: 1.2.7.2.2.4

Brief Description
Define simple to complex feature/property-based product offering
pricing.
Extended Description
Feature/Property Product Offering Pricing defines (creates, modifies,
removes) simple to complex feature/property-based product offering
pricing. Simple pricing is based on an association between one or
more features/properties and a product offering price. For example, the
price may vary based on the speed of internet connectivity. Complex
pricing is defined by a group of features/properties upon which series
of operations is performed to determine the price. For example, the
price for a movie may be based on the title and format. A
feature/property is also known as a characteristic.
As with other pricing processes this process interacts with the Provide
Product Offering Price Notification and Obtain Product Offering Price
Approval processes to provide notifications and gain approval of any
actions taken by this process.
Note that this process is meant to use/interact with generic
property/feature processes to define them. To date the generic
processes have not yet been developed.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

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1.2.7.2.2.1 Standard Product Offering


Pricing

Figure 80. 1.2.7.2.2.1 Standard Product Offering Pricing decomposition

Standard Product Offering Pricing


Process Identifier: 1.2.7.2.2.1

Brief Description
Set the price, develop pricing plans, update prices, obtain price
approval, provide notifications of price changes, and remove prices.
Extended Description
Standard Product Offering Pricing sets the price, develops pricing
plans, updates prices, obtains price approval, provides notifications of
price changes, and removes prices.
Prices are set for a variety of prices such as recurring, non-recurring,
discounts, allowances. Pricing plans represent groupings of product
offering prices, such as a plan composed of a recurring charge and a
number of usage based charges. New, updated, and discontinued
prices can go through an approval process if needed and notifications
of them can be provided to internal and/or external parties such as
customers and/or partners. Once a price lives its useful life it can be
removed.
Note that the notification and approval processes can be reused by the
other pricing related core processes for any additions, modifications, or
removals associated with other types of prices whose lifecycles are
managed by the other core processes into which the Product Offering
Pricing process decomposes.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
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Interactions
N/A

Set Product Offering Price


Process Identifier: 1.2.7.2.2.1.1

Brief Description
Set (create) a variety of prices such as recurring, non-recurring,
discounts, allowances.
Extended Description
Set Product Offering Price sets (creates) a variety of prices such as
recurring, non-recurring, discounts, allowances.
Price events that trigger a price are also defined by creating an event
and associating it with a price. Additionally, the applicability of a price
to one or more geographic areas are defined.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Develop Product Offering Pricing Plan


Process Identifier: 1.2.7.2.2.1.2

Brief Description
Create and modify a group of product offering prices that represent a
price plan for a product offering. Other processes provide notifications
and approve the creation and updates.
Extended Description
Develop Product Offering Price Plan creates and modifies a grouping of
product offering prices that represent a price plan for a product
offering. For example a plan may consist of a recurring charge for a
data plan and a charge for excess data usage.
Modification of the plan may include removing and adding product
offering prices to the plan.
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These processes interact with the Provide Product Offering Price


Notification and Obtain Product Offering Price Approval processes to
provide notifications of suggested new and changed price plans to
parties who approve or are involved in some way, obtain approval to
make them, then create or update the price. Once created or changed,
notifications are sent to all involved parties, such as approvers, those
consulted, and other involved parties.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Modify Product Offering Price


Process Identifier: 1.2.7.2.2.1.3

Brief Description
Suggest an update to a product offering price and upon approval make
the update. Other processes provide notifications and approve the
updates.
Extended Description
Modify Product Offering Price suggests a change to a product offering
price plan.
It interacts with the Provide Product Offering Price Notification
and Obtain Product Offering Price Approval processes to provide
notifications of suggested changes to parties who approve changes or
have some other level of involvement, obtain approval to make the
changes, and make the changes. Once changed, notifications are sent
to all involved parties, such as approvers, those consulted about the
changes, and other involved parties.
Explanatory
N/A
Mandatory
N/A

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Optional
N/A
Interactions
N/A

Obtain Product Offering Price Approval


Process Identifier: 1.2.7.2.2.1.4

Brief Description
Approve all creations, modifications, and removals of product offering
prices and price plans.
Extended Description
Obtain Product Offering Price Approval handles the approval of the
creations, modifications, removals/discontinues to prices and price
plans by those parties involved in the approval process. This includes
any actions taken by any pricing related core processes.
Additionally enterprise cross-product pricing approval is also obtained.
Upon approval the Provide Product Offering Price Notification process
provides notification of the approval to all involved parties.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Provide Product Offering Price Notification


Process Identifier: 1.2.7.2.2.1.5

Brief Description
Issue pricing related notifications to involved parties.
Extended Description
Provide Product Offering Price Notification issues notifications to
involved parties of any new and change and discontinued product
offering prices. Notifications are also made for any creates, changes,
deletes made by other pricing related core processes.
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It also identifies involved parties to whom notifications should be sent.


These parties have been specified by the Manage Pricing Notification
Involved Party process.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Discontinue Product Offering Price


Process Identifier: 1.2.7.2.2.1.6

Brief Description
Discontinue a product offering price including a price plan.
Extended Description
Discontinue Product Offering Price discontinues a product offering price
including a price plan. Discontinue may remove the price or plan or
indicate that the price or plan is no longer valid.
It interacts with the Provide Product Offering Price Notification
and Obtain Product Offering Price Approval processes to provide
notifications of the discontinued price or plan to parties who are
responsible for the approval of the discontinuance or have some other
level of involvement, obtain approval to discontinue, and discontinue
the price or plan. Once discontinued, notifications are sent to all
involved parties, such as approvers, those consulted about the
discontinuance, and other involved parties.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

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1.2.7.2.2.1.1 Set Product Offering Price

Figure 81. 1.2.7.2.2.1.1 Set Product Offering Price decomposition

Set Product Offering Price


Process Identifier: 1.2.7.2.2.1.1

Brief Description
Set (create) a variety of prices such as recurring, non-recurring,
discounts, allowances.
Extended Description
Set Product Offering Price sets (creates) a variety of prices such as
recurring, non-recurring, discounts, allowances.
Price events that trigger a price are also defined by creating an event
and associating it with a price. Additionally, the applicability of a price
to one or more geographic areas are defined.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

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Create Product Offering Price


Process Identifier: 1.2.7.2.2.1.1.1

Brief Description
Set (create) a variety of prices such as recurring, non-recurring,
discounts, allowances.
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Define Product Offering Price Event


Process Identifier: 1.2.7.2.2.1.1.2

Brief Description
These processes define price events that trigger a price and associate
it with a price. These events are used to trigger such things the
generation of charges associated with recurring prices.
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Associate Product Offering Price with Geographic Area


Process Identifier: 1.2.7.2.2.1.1.3

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Brief Description
These processes associate a product offering price with one or more
geographic areas to which it applies.
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

1.2.7.2.2.1.2 Develop Product Offering


Pricing Plan

Figure 82. 1.2.7.2.2.1.2 Develop Product Offering Pricing Plan decomposition

Develop Product Offering Pricing Plan


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Process Identifier: 1.2.7.2.2.1.2

Brief Description
Create and modify a group of product offering prices that represent a
price plan for a product offering. Other processes provide notifications
and approve the creation and updates.
Extended Description
Develop Product Offering Price Plan creates and modifies a grouping of
product offering prices that represent a price plan for a product
offering. For example a plan may consist of a recurring charge for a
data plan and a charge for excess data usage.
Modification of the plan may include removing and adding product
offering prices to the plan.
These processes interact with the Provide Product Offering Price
Notification and Obtain Product Offering Price Approval processes to
provide notifications of suggested new and changed price plans to
parties who approve or are involved in some way, obtain approval to
make them, then create or update the price. Once created or changed,
notifications are sent to all involved parties, such as approvers, those
consulted, and other involved parties.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Define Product Offering Price Plan


Process Identifier: 1.2.7.2.2.1.2.1

Brief Description
Create a group of product offering prices that represent a price plan for
a product offering.
Extended Description
Define Product Offering Price Plan creates a grouping of product
offering prices that represent a price plan for a product offering. For
example a plan may consist of a recurring charge for a data plan and a
charge for excess data usage.
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Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Modify Product Offering Price Plan


Process Identifier: 1.2.7.2.2.1.2.2

Brief Description
Modify a group of product offering prices that represent a price plan for
a product offering.
Extended Description
Modify Product Offering Price Plan modifies a grouping of product
offering prices that represent a price plan for a product offering.
Included are the removal and addition of product offering prices to the
plan.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

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1.2.7.2.2.1.3 Modify Product Offering Price

Figure 83. 1.2.7.2.2.1.3 Modify Product Offering Price decomposition

Modify Product Offering Price


Process Identifier: 1.2.7.2.2.1.3

Brief Description
Suggest an update to a product offering price and upon approval make
the update. Other processes provide notifications and approve the
updates.
Extended Description
Modify Product Offering Price suggests a change to a product offering
price plan.
It interacts with the Provide Product Offering Price Notification
and Obtain Product Offering Price Approval processes to provide
notifications of suggested changes to parties who approve changes or
have some other level of involvement, obtain approval to make the
changes, and make the changes. Once changed, notifications are sent
to all involved parties, such as approvers, those consulted about the
changes, and other involved parties.
Explanatory
N/A
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Mandatory
N/A
Optional
N/A
Interactions
N/A

Suggest Product Offering Price Modification


Process Identifier: 1.2.7.2.2.1.3.1

Brief Description
Suggest an update to a product offering price.
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Make Product Offering Price Modification


Process Identifier: 1.2.7.2.2.1.3.2

Brief Description
Make an update to a product offering price once the modification is
approved.
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
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Interactions
N/A

1.2.7.2.2.1.5 Provide Product Offering


Price Notification

Figure 84. 1.2.7.2.2.1.5 Provide Product Offering Price Notification decomposition

Provide Product Offering Price Notification


Process Identifier: 1.2.7.2.2.1.5

Brief Description
Issue pricing related notifications to involved parties.
Extended Description
Provide Product Offering Price Notification issues notifications to
involved parties of any new and change and discontinued product
offering prices. Notifications are also made for any creates, changes,
deletes made by other pricing related core processes.
It also identifies involved parties to whom notifications should be sent.
These parties have been specified by the Manage Pricing Notification
Involved Party process.
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Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Manage Pricing Notification Involved Party


Process Identifier: 1.2.7.2.2.1.5.1

Brief Description
Track individuals and organizations playing various roles who are
involved in some way with product offering prices.
Extended Description
Manage Pricing Notification Involved Party keeps track of individuals
and organizations playing various roles who are involved in some way
with product offering prices. Included is the type of involvement, such
as those responsible for the approval process or those who should be
informed about any pricing related activities.
This process communicates these, via a process flow, to the applicable
Process Management & Support process in the Enterprise domain
which maintains the association between parties playing a variety of
roles and the processes in which they are involved.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Issue Pricing Notification


Process Identifier: 1.2.7.2.2.1.5.2

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Brief Description
Send pricing related notifications to involved parties.
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

1.2.7.2.2.2 Policy-based Product Offering


Pricing

Figure 85. 1.2.7.2.2.2 Policy-based Product Offering Pricing decomposition

Policy-based Product Offering Pricing


Process Identifier: 1.2.7.2.2.2

Brief Description
Develop product offering pricing specific policy components used to
determine the price of a product offering and to define cross-offering
price policy rules.
Extended Description
Policy-based Product Offering Pricing develops product offering pricing
specific policy components used to determine the price of a product
offering and to define cross-offering price policy rules. This process
develops pricing specific product offering price policy conditions,
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actions, variables and values.


The price of a product is often dependent upon the procurement of
another product for a particular price, another product offering, or
another product offering of the same type. For example, if a premium
software package is purchased then two from a choice of five other
software packages are provided free.
As with other pricing processes this process interacts with the Provide
Product Offering Price Notification and Obtain Product Offering Price
Approval processes to provide notifications and gain approval of any
actions taken by this process.
Note that this process is meant to use generic policy processes to
define the base policy. These processes represent product offering
pricing specific extensions to them. To date the generic processes
have not yet been developed.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Develop Product Offering Price Condition


Process Identifier: 1.2.7.2.2.2.1

Brief Description
Develop a product offering price condition that represents a single
constraint that defines how a policy rule is assessed.
Extended Description
Develop Product Offering Price Condition develops (creates, updates,
and removes) a product offering price condition that represents a
single constraint that defines how a policy rule is assessment.
A condition is part of a policy rule that is made up of a conditions and
actions. Conditions and actions are defined by policy statements. For
example a statement for a condition may be "If a premium software
package is purchased"

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Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Develop Product Offering Price Action


Process Identifier: 1.2.7.2.2.2.2

Brief Description
Develop a product offering price action that represents the outcome of
the successful evaluation of one or more policy conditions.
Extended Description
Develop Product Offering Price Action develops (creates, updates, and
removes) a product offering price action that represents the outcome
of the successful evaluation of one or more policy conditions.
An action is part of a policy rule that is made up of a conditions and
actions. Conditions and actions are defined by policy statements. For
example a statement for an action may be "get two software packages
from a choice of five for free".
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Develop Product Offering Price Variable


Process Identifier: 1.2.7.2.2.2.3

Brief Description
Develop a product offering price variable that represents a product
offering, product offering price, or product specification type.
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Extended Description
Develop Product Offering Price Variable develops (creates, updates,
and removes) a product offering price variable that represents a
product offering, product offering price, or product specification type.
A variable is part of a policy that can be used to form a policy
statement. The variable specifies an attribute or concept that should
either be matched or in some way compared to a value when a
condition is evaluated or set to some value when an action is taken.
For example, "get two of five software packages".
If some cases the variables value is determined via the use of a
derivation algorithm.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Develop Product Offering Price Value


Process Identifier: 1.2.7.2.2.2.4

Brief Description
Develop a product offering price value that represents amount
expressed in money or another medium of exchange for a product
offering.
Extended Description
Develop Product Offering Price Value develops (creates, updates, and
removes) a product offering price value that represents amount
expressed in money or another medium of exchange for a product
offering.
A value is part of a policy that can be used to form a policy statement.
The value specifies an attribute that should either be set or cleared (if
used in a policy action) or matched or compared in some way to a
value of the policy variable in a policy condition. For example "get the
two software packages for free (a zero price)".
Explanatory
N/A
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Mandatory
N/A
Optional
N/A
Interactions
N/A

Manage Pricing Policy Association with Product Offering


Process Identifier: 1.2.7.2.2.2.5

Brief Description
Create and remove the association between a product offering and the
policy which governs pricing.
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

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1.2.7.2.2.3 Algorithmic Product Offering


Pricing

Figure 86. 1.2.7.2.2.3 Algorithmic Product Offering Pricing decomposition

Algorithmic Product Offering Pricing


Process Identifier: 1.2.7.2.2.3

Brief Description
Develop a product offering pricing algorithmic matrix specification and
the content of the matrix. The matrix is used to determine the price to
charge/allow for a product that meet the criteria in the matrix,
particularly for variable charges/allowances. For example, the amount
to charge for data usage for some period.
Extended Description
Algorithmic Product Offering Pricing develops (creates, modifies,
deletes) a product offering pricing algorithmic matrix specification and
the content of the matrix. The matrix is used to determine the price to
charge/allow for a product that meet the criteria in the matrix,
particularly for variable charges/allowances. For example, the amount
to charge for data usage for some period.
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Matrix specification development includes defining the matrix and its


rows and columns. The rows and columns represent the criteria
evaluated to determine the charge/allowance. They represent such
things as types of product features/properties, types of product offering
prices, algorithmic specific criteria such as type of customer, and so
forth.
Matrix development defines a matrix based on a matrix specification,
the content of matrix cells, as well as the product offering to which it
applies. The cells represent the values for the product
features/properties, such as excess data usage rates, product offering
prices that will be charged/allowed, and values for algorithmic
evaluation such as student, normal, or very important person (VIP)
types of customers.
As with other pricing processes this process interacts with the Provide
Product Offering Price Notification and Obtain Product Offering Price
Approval processes to provide notifications and gain approval of any
actions taken by this process.
Note that this process is meant to use/interact with generic
property/feature processes to define them. To date the generic
processes have not yet been developed.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Develop Algorithmic Product Offering Pricing Matrix Specification


Process Identifier: 1.2.7.2.2.3.1

Brief Description
Define the matrix and its rows and columns and other dimensions. The
rows and columns represent the criteria evaluated to determine the
charge/allowance.
Extended Description
Develop Algorithmic Product Offering Pricing Matrix Specification
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defines (creates, modifies, and removes) the matrix and its rows and
columns and other dimensions of a multi-dimensional matrix. The rows
and columns represent the criteria evaluated to determine the
charge/allowance. They represent such things as types of product
features/properties, types of product offering prices, algorithmic
specific criteria such as type of customer, and so forth.
Note that properties/features are also known as characteristic
specifications.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Develop Algorithmic Product Offering Pricing Matrix


Process Identifier: 1.2.7.2.2.3.2

Brief Description
Define a product offering pricing matrix based on a matrix
specification, the content of matrix cells, as well as the specific product
offering to which it applies.
Extended Description
Develop Algorithmic Product Offering Pricing Matrix defines (creates,
modifies, and removes) a product offering pricing matrix based on a
matrix specification, the content of matrix cells, as well as the specific
product offering to which it applies. The cells represent the values for
the product features/properties, such as excess data usage rates,
product offering prices that will be charged/allowed, and values for
algorithmic evaluation, such as student, normal, or very important
person (VIP) types of customers.
Note that features/properties are also known as characteristic
specification values.
Explanatory
N/A
Mandatory
N/A
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Optional
N/A
Interactions
N/A

1.2.7.2.2.3.1 Develop Algorithmic Product


Offering Pricing Matrix Specification

Figure 87. 1.2.7.2.2.3.1 Develop Algorithmic Product Offering Pricing Matrix Specification
decomposition

Develop Algorithmic Product Offering Pricing Matrix Specification


Process Identifier: 1.2.7.2.2.3.1

Brief Description
Define the matrix and its rows and columns and other dimensions. The
rows and columns represent the criteria evaluated to determine the
charge/allowance.
Extended Description
Develop Algorithmic Product Offering Pricing Matrix Specification
defines (creates, modifies, and removes) the matrix and its rows and
columns and other dimensions of a multi-dimensional matrix. The rows
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and columns represent the criteria evaluated to determine the


charge/allowance. They represent such things as types of product
features/properties, types of product offering prices, algorithmic
specific criteria such as type of customer, and so forth.
Note that properties/features are also known as characteristic
specifications.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Develop Algorithmic Product Offering Pricing Matrix Specification Definition


Process Identifier: 1.2.7.2.2.3.1.1

Brief Description
Develop the base product offering pricing matrix specification and
associates it to the possible product offering(s) to which it applies.
Extended Description
Develop Algorithmic Product Offering Pricing Matrix Specification
Definition develops (creates, modifies, and removes) the base product
offering pricing matrix specification and associates it to the possible
product offering(s) to which it applies.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Develop Algorithmic Product Offering Pricing Matrix Specification Structure


Process Identifier: 1.2.7.2.2.3.1.2

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Brief Description
Develop the structure of a product offering pricing matrix by defining
its rows and columns and other dimensions.
Extended Description
Develop Algorithmic Product Offering Pricing Matrix Specification
Structure defines (creates, modifies, and removes) the structure of a
product offering pricing matrix including its row(s)/columns and other
dimensions of a multi-dimensional matrix as well as their sequence.
The rows and columns represent the criteria evaluated to determine
the charge/allowance. They represent such things as types of product
features/properties, types of product offering prices, algorithmic
specific criteria such as type of customer, and so forth.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

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1.2.7.2.2.3.2 Develop Algorithmic Product


Offering Pricing Matrix

Figure 88. 1.2.7.2.2.3.2 Develop Algorithmic Product Offering Pricing Matrix decomposition

Develop Algorithmic Product Offering Pricing Matrix


Process Identifier: 1.2.7.2.2.3.2

Brief Description
Define a product offering pricing matrix based on a matrix
specification, the content of matrix cells, as well as the specific product
offering to which it applies.
Extended Description
Develop Algorithmic Product Offering Pricing Matrix defines (creates,
modifies, and removes) a product offering pricing matrix based on a
matrix specification, the content of matrix cells, as well as the specific
product offering to which it applies. The cells represent the values for
the product features/properties, such as excess data usage rates,
product offering prices that will be charged/allowed, and values for
algorithmic evaluation, such as student, normal, or very important
person (VIP) types of customers.
Note that features/properties are also known as characteristic
specification values.
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Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Develop Algorithmic Product Offering Pricing Matrix Definition


Process Identifier: 1.2.7.2.2.3.2.1

Brief Description
Define the product offering pricing matrix and its association(s) to the
specific product offering(s) to which it applies.
Extended Description
Develop Algorithmic Product Offering Pricing Matrix Definition defines
the product offering pricing matrix based on a matrix specification and
its association(s) to the specific product offering(s) to which it applies.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Develop Algorithmic Product Offering Pricing Matrix Cells


Process Identifier: 1.2.7.2.2.3.2.2

Brief Description
Define the content of the product offering pricing matrix cells.
Extended Description
Develop Algorithmic Product Offering Pricing Matrix Cells defines the
content of the product offering pricing matrix cells.
The cells represent the values for the product features/properties, such
as excess data usage rates, product offering prices that will be
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charged/allowed, and values for algorithmic evaluation such as


student, normal, or very important person (VIP) types of customers.
Note that features/properties are also known as characteristic
specification values.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

1.2.7.2.2.4 Feature/Property Product


Offering Pricing

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Figure 89. 1.2.7.2.2.4 Feature/Property Product Offering Pricing decomposition

Feature/Property Product Offering Pricing


Process Identifier: 1.2.7.2.2.4

Brief Description
Define simple to complex feature/property-based product offering
pricing.
Extended Description
Feature/Property Product Offering Pricing defines (creates, modifies,
removes) simple to complex feature/property-based product offering
pricing. Simple pricing is based on an association between one or
more features/properties and a product offering price. For example, the
price may vary based on the speed of internet connectivity. Complex
pricing is defined by a group of features/properties upon which series
of operations is performed to determine the price. For example, the
price for a movie may be based on the title and format. A
feature/property is also known as a characteristic.
As with other pricing processes this process interacts with the Provide
Product Offering Price Notification and Obtain Product Offering Price
Approval processes to provide notifications and gain approval of any
actions taken by this process.
Note that this process is meant to use/interact with generic
property/feature processes to define them. To date the generic
processes have not yet been developed.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Develop Simple Feature/Property Product Offering Pricing


Process Identifier: 1.2.7.2.2.4.1

Brief Description
Associate or disassociate a product offering price with one or more
features/properties upon which it is based.
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Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Develop Complex Feature/Property Product Offering Pricing


Process Identifier: 1.2.7.2.2.4.2

Brief Description
Define a group of features/properties upon which series of operations is
performed to determine the price of a product offering.
Extended Description
Develop Complex Feature/Property Product Offering Pricing defines
(creates, modifies, removes) a group of features/properties upon which
series of operations is performed to determine the price. The series of
operations defines an expression that when evaluated determines the
price for the product offering. A feature/property is also known as a
characteristic.
Single members of the group can be modified and/or removed as well
as the entire group upon which the price is based.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

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1.2.7.2.3 Product Offering Cataloging

Figure 90. 1.2.7.2.3 Product Offering Cataloging decomposition

Product Offering Cataloging


Process Identifier: 1.2.7.2.3

Brief Description
Develop a specification (definition) of a catalog containing product
offerings, develop a product offering catalog, and exchange a catalog
among parties.
Extended Description
Product Offering Cataloging develops a specification (definition) for a
catalog containing product offerings, develops a product offering
catalog, and exchanges a catalog among parties.
Product catalog specifications define reusable definitions for one or
more catalogs. For example, a catalog specification that defines a
catalog of smart home devices that is updated with new devices
periodically and issued as a new catalog.
Product catalogs can be exchanged by sending a catalog to another
party and receiving a catalog from another party. The receiving party
could be a prospect, a customer, or another enterprise that may
become a business partner that makes an enterprise's offerings
available to the market. Similarly a catalog received from another
party may be a prelude to the possible on-boarding of the parties
offerings.

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Note that this process reuses a set of generalized cataloging processes


that can also be used to develop service catalogs and resource
catalogs.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Develop Product Offering Catalog Specification


Process Identifier: 1.2.7.2.3.1

Brief Description
Define, update, and remove the specification for a product offering
catalog.
Extended Description
Develop Product Offering Catalog Specification defines, updates, and
removes the specification for a product catalog. It uses the generalized
Develop Catalog Specification process to develop a specific type of
catalog specification, in this case a product offering catalog
specification.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Develop Product Offering Catalog


Process Identifier: 1.2.7.2.3.2

Brief Description
Define, update, and remove a product offering catalog.
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Extended Description
Develop Product Offering Catalog defines, updates, and removes a
product offering catalog. It associates a product offering and
applicable product offering prices with a catalog. The product offering
may have been developed by an enterprise or on-boarded from
another party.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Exchange Product Offering Catalog


Process Identifier: 1.2.7.2.3.3

Brief Description
Exchange a product offering catalog with another party.
Extended Description
Exchange Product Offering Catalog exchanges a catalog with another
party engaged in the value fabric. The exchange may be sending a
product offering catalog to another party or receiving one from another
party.
It uses the generalized Exchange Catalog process to exchange a
catalog, in this case a product offering catalog.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

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1.2.7.2.3.2 Develop Product Offering


Catalog

Figure 91. 1.2.7.2.3.2 Develop Product Offering Catalog decomposition

Develop Product Offering Catalog


Process Identifier: 1.2.7.2.3.2

Brief Description
Define, update, and remove a product offering catalog.
Extended Description
Develop Product Offering Catalog defines, updates, and removes a
product offering catalog. It associates a product offering and
applicable product offering prices with a catalog. The product offering
may have been developed by an enterprise or on-boarded from
another party.
Explanatory
N/A
Mandatory
N/A
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Optional
N/A
Interactions
N/A

Define Product Offering Catalog


Process Identifier: 1.2.7.2.3.2.1

Brief Description
Define, update, and remove a product offering catalog.
Extended Description
Define Product Offering Catalog uses the generalized Develop Catalog
process and its sub-processes to define, update, and remove a specific
type of catalog, in this case a product offering catalog.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Associate Product Offering with Product Offering Catalog


Process Identifier: 1.2.7.2.3.2.2

Brief Description
Associate and disassociate a product offering to/from a product
offering catalog.
Extended Description
Associate Product Offering with Product Offering Catalog associates a
product offering and applicable product offering prices with a catalog.
The product offering may have been developed by an enterprise or onboarded from another party.
Explanatory
N/A
Mandatory
N/A
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Optional
N/A
Interactions
N/A

1.2.7.2.4 Product Offering Agreement


Management

Figure 92. 1.2.7.2.4 Product Offering Agreement Management decomposition

Product Offering Agreement Management


Process Identifier: 1.2.7.2.4

Brief Description
Develop a template agreement that defines the terms/conditions
associated with a product offering.
Extended Description
Product Offering Agreement Management develops a template
agreement that defines the terms/conditions associated with a product
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offering. The terms/conditions are accepted by a party when the


offering is acquired.
This process uses the general Party Agreement Management process
to develop a template agreement. Its focus is on defining product
offering terms/conditions, such as financial terms (which includes such
things as acceptable methods of payment), shipment terms, and
service term (which includes early termination fees). It also associates
an offering and price(s) with the terms/conditions and with a template
agreement.
Note that Party Agreement Management is also used to define
template service level agreements and associate them to a product
offering and/or a product specification.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Define Product Offering Agreement Terms/Conditions


Process Identifier: 1.2.7.2.4.1

Brief Description
Define terms/conditions for a product offering agreement.
Extended Description
Define Product Offering Agreement Terms/Conditions defines product
offering terms/conditions, such as financial terms (which includes such
things as acceptable methods of payment), shipment terms, and
service term (which includes early termination fees).
The terms/conditions are accepted by a party when the offering is
acquired.
Explanatory
N/A
Mandatory
N/A

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Optional
N/A
Interactions
N/A

Associate Product Offering and Price with Product Offering Agreement


Process Identifier: 1.2.7.2.4.2

Brief Description
Associate a product offering and price(s) with a product offering
template agreement and the product offering and price(s) with the
terms/conditions.
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

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1.2.7.2.6.3 Develop Product Offering


Promotion

Figure 93. 1.2.7.2.6.3 Develop Product Offering Promotion decomposition

Develop Product Offering Promotion


Process Identifier: 1.2.7.2.6.3

Brief Description
Manage all activities and stakeholder engagement to develop and
agree on a product offering promotion and the selection of appropriate
channel or channels to support delivery of the promotion.
Extended Description
Develop Product Offering Promotion manages all activities and
stakeholder engagement to develop and agree on a product offering
promotion and the selection of appropriate channel or channels to
support delivery of the promotion. It also interacts with Marketing
Communications to develop promotional messages and Marketing
Campaign Management to associate promotions with a campaign.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
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Create Product Offering Promotion


Process Identifier: 1.2.7.2.6.3.1

Brief Description
Engage with stakeholders engagement to develop a product offering
promotion and associate it with applicable marketing campaigns and
marketing communications.
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Select Product Offering Promotion Delivery Channels


Process Identifier: 1.2.7.2.6.3.2

Brief Description
Select the appropriate channel or channels to support delivery of a
product offering promotion.
Extended Description
Select Product Offering Promotion Delivery Channels selects the
appropriate channel or channels to support delivery of a product
offering promotion. A particular promotion may require selection of one
or several delivery channels.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
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Obtain Product Offering Promotion Agreement


Process Identifier: 1.2.7.2.6.3.3

Brief Description
Obtain stakeholder agreement for the product offering promotion.
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

1.2.7.2.6.4 Start Product Offering


Promotion

Figure 94. 1.2.7.2.6.4 Start Product Offering Promotion decomposition

Start Product Offering Promotion


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Process Identifier: 1.2.7.2.6.4

Brief Description
Manage and co-ordinate the delivery of the product offering promotion
to the selected channel(s).
Extended Description
Start Product Offering Promotion manages and co-ordinates the
delivery of the product offering promotion to the selected channel(s). It
ensures that the channel(s) (owned and/or contracted) are adequately
trained and/or informed to manage the start of the promotion, and that
sufficient resources are available in the selected channel(s) to support
its start.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Manage Product Offering Promotion Channel Capability


Process Identifier: 1.2.7.2.6.4.1

Brief Description
Ensure that the channel(s) (owned and/or contracted) are adequately
trained and/or informed to manage the start of the product offering
promotion.
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

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Manage Product Offering Promotion Channel Resources


Process Identifier: 1.2.7.2.6.4.2

Brief Description
Ensure that sufficient resources are available in the selected channel(s)
to support the start of a product offering promotion.
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Wrap-up Start of Product Offering Promotion


Process Identifier: 1.2.7.2.6.4.3

Brief Description
Wrap-up the start of the product offering promotion.
Extended Description
Wrap-up Start of Product Offering Promotion completes the start of the
product offering promotion. It is coordinated with the delivery of the
associated marketing campaigns and marketing communications.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

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1.2.7.2.6.5 Monitor Product Offering


Promotion Effectiveness

Figure 95. 1.2.7.2.6.5 Monitor Product Offering Promotion Effectiveness decomposition

Monitor Product Offering Promotion Effectiveness


Process Identifier: 1.2.7.2.6.5

Brief Description
Establish metrics, monitor metrics, and analyze metrics to gauge the
effectiveness of a marketing campaign or campaigns.
Extended Description
Monitor Marketing Campaign Effectiveness establishes metrics,
monitors metrics, and analyzes metrics to gauge the effectiveness of a
marketing campaign or campaigns. Based on analysis these processes
feedback suggested changes to adapt the campaign or campaigns to
become more effective now or in the future.
Note that this process' sub-processes reuse a generalized set of metric
processes to develop, gather, and analyze (to some degree) marketing
campaign metrics.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

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Develop Product Offering Promotion Metrics


Process Identifier: 1.2.7.2.6.5.1

Brief Description
Develop metrics to gauge the effectiveness of product offering
promotions.
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Gather Product Offering Promotion Metrics


Process Identifier: 1.2.7.2.6.5.2

Brief Description
Gather product offering promotion metrics to gauge the effectiveness
of promotion(s).
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Analyze Product Offering Promotion Metrics


Process Identifier: 1.2.7.2.6.5.3

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Brief Description
Analyze gathered product offering promotion(s) metrics to identify any
issues with the promotion(s).
Extended Description
Analyze Product Offering Promotion Metrics analyzes gathered product
offering promotion(s) metrics to identify any issues with the
promotion(s). The analysis includes identifying any established
thresholds that have been crossed and the associated consequence
(good or bad). A report is produced that reflects the effectiveness of
the product offering promotion(s).
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Suggest Product Offering Promotion Change


Process Identifier: 1.2.7.2.6.5.4

Brief Description
Feedback suggested marketing campaign changes to adapt it to
become more effective.
Extended Description
Suggest Product Offering Promotion Change feeds back suggested
product offering promotion changes to adapt it to become more
effective. This is based in part on the analysis of product offering
promotion metrics.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

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1.2.8 Product Capacity Management

Figure 96. 1.2.8 Product Capacity Management decomposition

Product Capacity Management


Process Identifier: 1.2.8

Brief Description
Specify available product capacity and capture product capacity
demand for defined time periods. The consumption of available
capacity by demand is captured for a given time period.
Extended Description
Product Capacity Management specifies available product capacity and
captures product capacity demand for defined time periods. The
consumption of available product capacity by product demand is
captured for a given time period. Available product capacity and/or
product capacity demand may be adjusted based on consumption or
other factors, such as reduced infrastructure availability. Available
product capacity and product capacity demand can be specified as
planned or actual.
Note that this process reuses a set of generalized capacity
management processes that can also be used to manage service
capacity and capacity demand as well as resource capacity and
capacity demand.
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The focus of this process is to associate capacity and capacity demand


with product specifications, product offerings, and products.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Develop Product Capacity


Process Identifier: 1.2.8.1

Brief Description
Perform all applicable generalized capacity management processes
associated with product capacity.
Extended Description
Develop Product Capacity performs all generalized capacity
management processes associated with product capacity, such as
specifying available capacity, monitoring, and adjusting capacity.
Specific to product capacity is defining its associations with product
specifications, product offerings, and products.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Develop Product Capacity Demand


Process Identifier: 1.2.8.2

Brief Description
Perform all applicable generalized capacity management processes
associated with product capacity demand.
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Extended Description
Develop Product Capacity Demand performs all generalized capacity
management processes associated with product capacity demand,
such as capturing capacity demand, consuming available capacity,
monitoring capacity demand, and adjusting capacity demand.
Specific to product capacity demand is defining its associations with
product specifications, product offerings, and products.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

1.3.1 Customer Support & Readiness

Figure 97. 1.3.1 Customer Support & Readiness decomposition

Customer Support & Readiness


Process Identifier: 1.3.1

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


processes to operate effectively.
The responsibilities of these processes include, but are not limited to:
Provision of sales customer process infrastructure
Policy support and decision support knowledge for customers and
customer interactions (including billing activities)
Maintaining inventories to support the customer data required by the
FAB and CRM OS&R processes
Monitoring and reporting on the capabilities and costs of the
individual Customer FAB processes
Longer-term trend analysis on 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 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 fullscale introduction for general availability.
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Support Customer Interface Management


Process Identifier: 1.3.1.1

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.
Extended Description
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
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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
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Support Order Handling


Process Identifier: 1.3.1.2

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.
Extended Description
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
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to validate product offering availability.


The responsibilities of these processes include, but are not limited to:
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
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
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time taken to complete a customer order, frequency and type of Order


Handling process issues involved, and cancelled orders.
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Support Problem Handling


Process Identifier: 1.3.1.3

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.
Extended Description
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
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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
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
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Support Retention & Loyalty


Process Identifier: 1.3.1.4

Brief Description
Ensure that all information, materials, systems and resources are
available so that the Retention & Loyalty processes can be completed
without delay, when a request is received from a customer
Extended Description
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
Reserved for future use.
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Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Manage Customer Inventory


Process Identifier: 1.3.1.5

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.
Extended Description
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.
Responsibilities of these processes include, but are not limited to:
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
Identifying any technical driven shortcomings of the customer

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inventory repository, and providing input to Resource Development &


Management processes to rectify these issues.
Explanatory
Was 1.1.1.10
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Support Bill Invoice Management


Process Identifier: 1.3.1.6

Brief Description
Ensure that all information, materials, systems and resources are
available so that the Bill Invoice Management processes can be
completed without delay.
Extended Description
Not used for this process element.
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 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.
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.

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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 Identifier: 1.3.1.7

Brief Description
Ensure that all information and systems are available so that the Bill
Payments & Receivables Management processes can be completed
without delay.
Extended Description
Not used for this process element.
Explanatory
The payment processes should be established before operation.
Mandatory
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.
Optional
These processes undertake trend analysis on customer billing debts,
alerting when pre-determined thresholds are tended to be exceeded.
Interactions
Not used for this process element.

Support Bill Inquiry Handling


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Process Identifier: 1.3.1.8

Brief Description
Ensure that all information, systems and resources are available so
that the Bill Inquiry Handling processes can be completed without
delay.
Extended Description
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
Was 1.1.1.1.15
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Support Charging
Process Identifier: 1.3.1.9

Brief Description
Ensure that all information and systems are available so that the
Charging processes can be completed without delay.
Extended Description
The purpose of the Support Charging processes is to make sure that
there is capability (for example, information, systems and resources)
so that the Charging processes can operate effectively. Examples are
information needed to calculate the value of the service/product e.g.
tariffs, price plans, accumulated usage, contracts, etc., information
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needed to apply the discounts to product prices at an individual


product level, information needed to accumulate items for charging
and information on how to manage the charging relationships.
These processes undertake trend analysis on charging.
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Support Manage Billing Events


Process Identifier: 1.3.1.10

Brief Description
Ensure that all information and systems are available so that the
Manage Billing Events processes can be completed without delay.
Extended Description
The purpose of the Support Manage Billing Events processes is to make
sure that there is capability (for example, information, systems and
resources) so that the Manage Billing Events processes can operate
effectively. For example the billing event records to process, the
information needed to enrich the billing events (e.g. customer,
product, or other reference data, price), the schema to reformat the
billing event records.
These processes undertake trend analysis on billing events
management.
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Support Manage Balance


Process Identifier: 1.3.1.11

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Brief Description
Ensure that all information and systems are available so that the
Manage Balance processes can be completed without delay.
Extended Description
The purpose of the Support Manage Balance processes is to make sure
that there is capability (for example, information, systems and
resources) so that the Support Manage Balance processes can operate
effectively. For example policy defined to manage balance (e.g.
minimum allowable balance limit, balance expiration dates), account
information needed to operate the balance.
These processes undertake trend analysis on balance management.
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

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1.3.1.1 Support Customer Interface


Management

Figure 98. 1.3.1.1 Support Customer Interface Management decomposition

Support Customer Interface Management


Process Identifier: 1.3.1.1

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.
Extended Description
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
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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
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Ensure Customer Interface Capability


Process Identifier: 1.3.1.1.1

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 includes localization support and
personalization support, and it could be in updating agent scripts, IVR announcements, Web
pages, etc. Customer Interface Support processes keep up to date all information concerning
customers.
Brief Description
Extended Description
Not used for this process element
Explanatory
Not used for this process element
Mandatory
Not used for this process element
Optional
Not used for this process element
Interactions
Not used for this process element
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Undertake Customer Contacts Trend Analysis


Process Identifier: 1.3.1.1.2

Brief Description
Undertake trend analysis on customer contacts, e.g. type, frequency,
duration, outcome.
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

1.3.1.2 Support Order Handling

Figure 99. 1.3.1.2 Support Order Handling decomposition

Support Order Handling


Process Identifier: 1.3.1.2

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.
Extended Description
The purpose of the Support Order Handling processes is twofold to
ensure that new and/or modified Order Handling related infrastructure
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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 responsibilities of these processes include, but are not limited to:
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
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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
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
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Ensure Order Handling Capability


Process Identifier: 1.3.1.2.1

Brief Description
Ensure that there is capability (for example, information, materials,
systems and resources) so that the Order Handling processes can
operate effectively. Examples are materials needed to confirm
customer order requests and systems needed to validate product
offering availability.
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

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Forecast Order Handling Requirements


Process Identifier: 1.3.1.2.2

Brief Description
Forecasting at an operational level customer order handling volume
requirements;
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Capacity Plan Order Handling Infrastructure


Process Identifier: 1.3.1.2.3

Brief Description
Capacity planning associated with the deployment of new and/or
modified customer order handling infrastructure;
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Manage Order Handling Organizational Changes


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Process Identifier: 1.3.1.2.4

Brief Description
Establishment and monitoring of organizational arrangements to
support deployment and operation of new and/or modified customer
order handling infrastructure;
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Support Order Handling Infrastructure Deployment


Process Identifier: 1.3.1.2.5

Brief Description
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;
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Approve Order Handling Procedures


Process Identifier: 1.3.1.2.6

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Brief Description
Authoring, reviewing and approving operational procedures developed
by Marketing & Offer Management processes prior to customer order
handling infrastructure deployment;
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Accept Order Handling Infrastructure


Process Identifier: 1.3.1.2.7

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;
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Address Order Handling infrastructure Issues


Process Identifier: 1.3.1.2.8

Brief Description
Detecting customer order handling infrastructure operational
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limitations and/or deployment incompatibilities and providing


requirements to address these aspects to Marketing & Offer
Management processes;
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Roll-out Order Handling Infrastructure


Process Identifier: 1.3.1.2.9

Brief Description
Co-ordination and roll-out, in accordance with approved plans, of the
approved new and/or modified customer order handling infrastructure;
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Detect Order Handling infrastructure Shortfalls


Process Identifier: 1.3.1.2.10

Brief Description
Monitoring capacity utilization of deployed customer order handling
infrastructure to provide early detection of potential customer order
handling infrastructure shortfalls;

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Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Rebalance Order Handling Infrastructure Utilization


Process Identifier: 1.3.1.2.11

Brief Description
Reconfiguration and re-arrangement of under-utilized deployed
customer order handling infrastructure;
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Remove Order Handling Infrastructure


Process Identifier: 1.3.1.2.12

Brief Description
Managing recovery and/or removal of obsolete or unviable customer
order handling infrastructure;
Extended Description
Not used for this process element

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Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Report Order Handling Infrastructure Capacity


Process Identifier: 1.3.1.2.13

Brief Description
Reporting on deployed customer order handling infrastructure
capacity;
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Track Third-Party Order Handling Infrastructure Deployment


Process Identifier: 1.3.1.2.14

Brief Description
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),
Extended Description
Not used for this process element
Explanatory
Reserved for future use.

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Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Report Order Handling Infrastructure Deployment Process Capability


Process Identifier: 1.3.1.2.15

Brief Description
Reporting on the capability of the customer order handling
infrastructure deployment processes.
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Manage Order Handling Notification


Process Identifier: 1.3.1.2.16

Brief Description
Establishing and managing customer order handling notification
facilities and lists to support the Order Handling notification and
reporting processes
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.

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Optional
Reserved for future use.
Interactions
Reserved for future use.

Undertake Order Handling Trend Analysis


Process Identifier: 1.3.1.2.17

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.
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

1.3.1.3 Support Problem Handling

Figure 100. 1.3.1.3 Support Problem Handling decomposition

Support Problem Handling


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Process Identifier: 1.3.1.3

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.
Extended Description
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
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
Reserved for future use.
Mandatory
Reserved for future use.

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Optional
Reserved for future use.
Interactions
Reserved for future use.

Ensure Product Offering Operation


Process Identifier: 1.3.1.3.1

Brief Description
Ensure that the purchased product offerings are working effectively
and efficiently.
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Undertake Product Offering Trend Analysis


Process Identifier: 1.3.1.3.2

Brief Description
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;
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
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Interactions
Reserved for future use.

Request Product Offering Data Collection


Process Identifier: 1.3.1.3.3

Brief Description
Requesting scheduling of additional customer purchased product
offering data collection to assist in the analysis activity;
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Request Product Offering Performance Testing


Process Identifier: 1.3.1.3.4

Brief Description
Requesting scheduling of customer purchased product offering
performance testing to assist in analysis activity;
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

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Manage Product Offering Maintenance Programs


Process Identifier: 1.3.1.3.5

Brief Description
Developing and managing customer purchased product offering
proactive maintenance programs;
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Request Provisioning Intervention


Process Identifier: 1.3.1.3.6

Brief Description
Requesting customer provisioning activity to prevent anticipated
customer problems associated with purchased product offerings
identified in the analysis activities;
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Report Product Offering Trend Analysis


Process Identifier: 1.3.1.3.7

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Brief Description
Reporting outcomes of trend analysis to Market & Offer Management
processes to influence new and/or modified customer product offering
development;
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Track Problem Handling Process Capability


Process Identifier: 1.3.1.3.8

Brief Description
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
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Manage Problem Handling Notification


Process Identifier: 1.3.1.3.9

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Brief Description
Establishing and managing customer problem notification facilities
and lists to support the Problem Handling notification and reporting
processes
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Undertake Problem Handling Trend Analysis


Process Identifier: 1.3.1.3.10

Brief Description
These processes undertake trend analysis on problem handling.
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

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1.3.1.4 Support Retention & Loyalty

Figure 101. 1.3.1.4 Support Retention & Loyalty decomposition

Support Retention & Loyalty


Process Identifier: 1.3.1.4

Brief Description
Ensure that all information, materials, systems and resources are
available so that the Retention & Loyalty processes can be completed
without delay, when a request is received from a customer
Extended Description
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.
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Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Ensure Retention & Loyalty Capability


Process Identifier: 1.3.1.4.1

Brief Description
Ensure 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.
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Undertake Retention & Loyalty Trend Analysis


Process Identifier: 1.3.1.4.2

Brief Description
Undertake trend analysis on retention and loyalty, including customer
acquisitions and churn, and the effectiveness of loyalty schemes.
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Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

1.3.1.5 Manage Customer Inventory

Figure 102. 1.3.1.5 Manage Customer Inventory decomposition

Manage Customer Inventory


Process Identifier: 1.3.1.5

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.
Extended Description
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.
Responsibilities of these processes include, but are not limited to:
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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
Identifying any technical driven shortcomings of the customer
inventory repository, and providing input to Resource Development &
Management processes to rectify these issues.
Explanatory
Was 1.1.1.10
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Identify Relevant Customer Inventory Information


Process Identifier: 1.3.1.5.1

Brief Description
Identifying the inventory-relevant information requirements to be
captured for customers ;
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.

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Optional
Reserved for future use.
Interactions
Reserved for future use.

Maintain Customer Inventory facilities


Process Identifier: 1.3.1.5.2

Brief Description
Identifying, establishing and maintaining customer inventory repository
facilities;
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Manage Customer Inventory Capture


Process Identifier: 1.3.1.5.3

Brief Description
Establishing and managing the customer inventory management and
information capture processes;
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.

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Interactions
Reserved for future use.

Control Customer Inventory Access


Process Identifier: 1.3.1.5.4

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;
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Ensure Customer Inventory Data Quality


Process Identifier: 1.3.1.5.5

Brief Description
Ensuring the customer inventory repository accurately captures and
records all identified 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.
Extended Description
Not used for this process element
Explanatory
Not used for this process element
Mandatory
Not used for this process element

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Optional
Not used for this process element
Interactions
Not used for this process element

Track Customer Inventory Usage


Process Identifier: 1.3.1.5.6

Brief Description
Tracking and monitoring of the usage of, and access to, the customer
inventory repository and associated costs, and reporting on the
findings
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Identify Customer Inventory Shortcomings


Process Identifier: 1.3.1.5.7

Brief Description
Identifying any technical driven shortcomings of the customer
inventory repository, and providing input to Resource Development &
Management processes to rectify these issues.
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
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Interactions
Reserved for future use.

1.3.1.6 Support Bill Invoice Management

Figure 103. 1.3.1.6 Support Bill Invoice Management decomposition

Support Bill Invoice Management


Process Identifier: 1.3.1.6

Brief Description
Ensure that all information, materials, systems and resources are
available so that the Bill Invoice Management processes can be
completed without delay.
Extended Description
Not used for this process element.
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 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.
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
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receiving bills in electronic format, and maintain the form of electronic


format to be used on a customer 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.

Determine Bill Invoice Management Capability


Process Identifier: 1.3.1.6.1

Brief Description
Make sure that there is capability so that the Bill Invoice Management
processes can operate effectively.
Extended Description
Not used for this process element.
Explanatory
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
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
Not used for this process element
Interactions
Not used for this process element

Establish & Maintain Bill Invoice Format


Process Identifier: 1.3.1.6.2

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Brief Description
Establish and maintain the customer bill invoice formats, and any
interaction with specific customers to modify the format.
Extended Description
Not used for this process element.
Explanatory
Not used for this process element
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
Not used for this process element
Interactions
Not used for this process element

Maintain Bill Customers List


Process Identifier: 1.3.1.6.3

Brief Description
Maintain lists of customers who are eligible for receiving bills.
Extended Description
Not used for this process element.
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.

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Optional
Not used for this process element
Interactions
Not used for this process element

Define Billing Cycle


Process Identifier: 1.3.1.6.4

Brief Description
Define the billing cycles and respective dates according to cash flow
needs as established by Financial Management processes.
Extended Description
Not used for this process element.
Explanatory
Not used for this process element
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
Not used for this process element
Interactions
Not used for this process element

Analyze Billing Trend


Process Identifier: 1.3.1.6.5

Brief Description
Undertake trend analysis on invoice generation, production and
distribution issues.
Extended Description
Not used for this process element.
Explanatory
Not used for this process element
Mandatory
The purpose of Analyze Billing Trend process is to analyze trend on
invoice generation, production and distribution issues, including
volume per billing cycle.
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Optional
Not used for this process element
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 Identifier: 1.3.1.6.6

Brief Description
Design and develop the Service Providers invoicing process.
Extended Description
Not used for this process element.
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 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
Not used for this process element
Interactions
Service Provider would orchestrate the relevant processes to manage
and control the bill invoice production and distribution in efficiency.

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1.3.1.7 Support Bill Payments &


Receivables Management

Figure 104. 1.3.1.7 Support Bill Payments & Receivables Management decomposition

Support Bill Payments & Receivables Management


Process Identifier: 1.3.1.7

Brief Description
Ensure that all information and systems are available so that the Bill
Payments & Receivables Management processes can be completed
without delay.
Extended Description
Not used for this process element.
Explanatory
The payment processes should be established before operation.
Mandatory
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.

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Optional
These processes undertake trend analysis on customer billing debts,
alerting when pre-determined thresholds are tended to be exceeded.
Interactions
Not used for this process element.

Determine Bill Payments & Receivables Management Capability


Process Identifier: 1.3.1.7.1

Brief Description
Make sure that there is capability that the Bill Payments & Receivables
Management processes can operate effectively.
Extended Description
Not used for this process element.
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, information and systems) so that the
Bill Payments & Receivables Management processes can operate
effectively.
Optional
Not used for this process element
Interactions
Not used for this process element

Analyze Customer Payment Trend


Process Identifier: 1.3.1.7.2

Brief Description
Analyze trend on customer billing debts, alerting when pre-determined
thresholds are tended to be exceeded.
Extended Description
Not used for this process element.

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Explanatory
Not used for this process element
Mandatory
The purpose of Analyze Customer Payment Trend process is to analyze
trend on customer billing debts, alerting when pre-determined
thresholds are tended to be exceeded.
Optional
Not used for this process element
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 Identifier: 1.3.1.7.3

Brief Description
Establish, manage and, if required, operate the various payment
processes that the Service Provider chooses to establish
Extended Description
Not used for this process element.
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
Not used for this process element
Interactions
Not used for this process element

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1.3.1.8 Support Bill Inquiry Handling

Figure 105. 1.3.1.8 Support Bill Inquiry Handling decomposition

Support Bill Inquiry Handling


Process Identifier: 1.3.1.8

Brief Description
Ensure that all information, systems and resources are available so
that the Bill Inquiry Handling processes can be completed without
delay.
Extended Description
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
Was 1.1.1.1.15
Mandatory
Reserved for future use.
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Optional
Reserved for future use.
Interactions
Reserved for future use.

Determine Bill Inquiry Handling Capability


Process Identifier: 1.3.1.8.1

Brief Description
Make sure that there is capability so that the Bill Inquiry Handling
processes can operate effectively.
Extended Description
Not used for this process element.
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
Not used for this process element
Interactions
Not used for this process element

Manage Billing Policy


Process Identifier: 1.3.1.8.2

Brief Description
Manage billing policies associated with customer billing dispute
settlements.
Extended Description
Not used for this process element.
Explanatory
Not used for this process element
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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
Not used for this process element
Interactions
Not used for this process element

Analyze Bill Inquiry Trend


Process Identifier: 1.3.1.8.3

Brief Description
Undertake trend analysis on billing queries and complaints.
Extended Description
Not used for this process element.
Explanatory
Not used for this process element
Mandatory
The purpose of Analyze Bill Inquiry Trend process is to analyze trend on
billing queries and complaints.
Optional
Not used for this process element
Interactions
The analysis results may be utilized to guide SP to develop or adjust
billing policy.

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1.3.2 Customer Experience Management

Figure 106. 1.3.2 Customer Experience Management decomposition

Customer Experience Management


Process Identifier: 1.3.2

Brief Description
Perform customer lifecycle mapping, assess customer experience
maturity, as well as analyze customer experience metrics.
Extended Description
Customer Experience Management defines the customer maturity
matrix, analyze Key Capability Indicators, and determine customer
maturity level for each dimension. It defines lifecycle states, map the
customer to a lifecycle state periodically review and update the
lifecycle, as well as analyzing the lifecycle state for cross-sections of
customers. It also define customer experience KCIs/KQIs and map KQIs
to lifecycle phase and channel. Capture KCIs/KQIs and perform analysis
upon them.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

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Customer Experience Maturity Assessment


Process Identifier: 1.3.2.1

Brief Description
Define the customer maturity matrix, analyze Key Capability Indicators,
and determine customer maturity level for each dimension.
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Customer Experience Journey Design & Lifecycle


Process Identifier: 1.3.2.2

Brief Description
Define lifecycle states, map the customer to a lifecycle state
periodically review and update the lifecycle, as well as analyzing the
lifecycle state for cross-sections of customers.
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Customer Experience Metrics Analysis


Process Identifier: 1.3.2.3

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Brief Description
Define customer experience KCIs/KQIs and map KQIs to lifecycle phase
and channel. Capture KCIs/KQIs and perform analysis upon them.
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

1.3.2.1 Customer Experience Maturity


Assessment

Figure 107. 1.3.2.1 Customer Experience Maturity Assessment decomposition

Customer Experience Maturity Assessment


Process Identifier: 1.3.2.1

Brief Description
Define the customer maturity matrix, analyze Key Capability Indicators,
and determine customer maturity level for each dimension.
Extended Description
Not used for this process element

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Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Prepare Maturity Assessment


Process Identifier: 1.3.2.1.1

Brief Description
Not used for this process element
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Capture CE Maturity Assessment Input


Process Identifier: 1.3.2.1.2

Brief Description
Not used for this process element
Extended Description
In order to get evidence of the KCIs
Explanatory
N/A
Mandatory
N/A

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Optional
N/A
Interactions
N/A

Determine Maturity Level per Dimension


Process Identifier: 1.3.2.1.3

Brief Description
Not used for this process element
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Identify CE Related Operational Pain points


Process Identifier: 1.3.2.1.4

Brief Description
Not used for this process element
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

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1.3.2.1.1 Prepare Maturity Assessment

Figure 108. 1.3.2.1.1 Prepare Maturity Assessment decomposition

Prepare Maturity Assessment


Process Identifier: 1.3.2.1.1

Brief Description
Not used for this process element
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Prepare Matrix
Process Identifier: 1.3.2.1.1.1

Brief Description
Not used for this process element
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Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Prepare Questions
Process Identifier: 1.3.2.1.1.2

Brief Description
Use CEM Maturity Model Metrix Assessment as guideline
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Define Key Capability Indicators


Process Identifier: 1.3.2.1.1.3

Brief Description
Not used for this process element
Extended Description
Not used for this process element
Explanatory
N/A

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Mandatory
N/A
Optional
N/A
Interactions
N/A

1.3.2.1.2 Capture CE Maturity Assessment


Input

Figure 109. 1.3.2.1.2 Capture CE Maturity Assessment Input decomposition

Capture CE Maturity Assessment Input


Process Identifier: 1.3.2.1.2

Brief Description
Not used for this process element
Extended Description
In order to get evidence of the KCIs
Explanatory
N/A
Mandatory
N/A
Optional
N/A

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Interactions
N/A

Conduct Interviews
Process Identifier: 1.3.2.1.2.1

Brief Description
Perform Surveys throughout organization and customer base
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Conduct Surveys
Process Identifier: 1.3.2.1.2.2

Brief Description
Perform Surveys throughout organization and customer base
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Conduct technical reviews


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Process Identifier: 1.3.2.1.2.3

Brief Description
Perform Surveys throughout organization and customer base
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Review Documents
Process Identifier: 1.3.2.1.2.4

Brief Description
Review existing process documentation
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

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1.3.2.2 Customer Experience Journey


Design & Lifecycle

Figure 110. 1.3.2.2 Customer Experience Journey Design & Lifecycle decomposition

Customer Experience Journey Design & Lifecycle


Process Identifier: 1.3.2.2

Brief Description
Define lifecycle states, map the customer to a lifecycle state
periodically review and update the lifecycle, as well as analyzing the
lifecycle state for cross-sections of customers.
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Define Journey Building Blocks


Process Identifier: 1.3.2.2.1

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Brief Description
Define customer lifecycle phases. Map to customer personas,
processes, and applications.
Extended Description
Define Customer Lifecycle phases defines the interactions of the
customer into the various phases and sub phases and models those
based on the unique journeys for various customer personas. Every
service provider and their customers may have unique journeys across
the various phases of the lifecycle. However, it is imperative for the
service provider to understand the interactions and identify the
journeys across the various phases and sub phases of the lifecycle so
as to better offer, serve and delight the customer. The mapping of the
Customer Experience Lifecycle model to the operations processes and
applications using the TM Forum Frameworks is essential to ensure
alignment and an efficient mode of execution across the service
provider's organization.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Define Journeys Objective


Process Identifier: 1.3.2.2.2

Brief Description
Identify the journey objective. E.g paying / managing service
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A

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Interactions
N/A

Design Journeys
Process Identifier: 1.3.2.2.3

Brief Description
Using the above building blocks to achieve the relative objectives
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

1.3.2.2 Define Journey Building Blocks

Figure 111. 1.3.2.2 Define Journey Building Blocks decomposition

Define Journey Building Blocks


Process Identifier: 1.3.2.2.1

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Brief Description
Define customer lifecycle phases. Map to customer personas,
processes, and applications.
Extended Description
Define Customer Lifecycle phases defines the interactions of the
customer into the various phases and sub phases and models those
based on the unique journeys for various customer personas. Every
service provider and their customers may have unique journeys across
the various phases of the lifecycle. However, it is imperative for the
service provider to understand the interactions and identify the
journeys across the various phases and sub phases of the lifecycle so
as to better offer, serve and delight the customer. The mapping of the
Customer Experience Lifecycle model to the operations processes and
applications using the TM Forum Frameworks is essential to ensure
alignment and an efficient mode of execution across the service
provider's organization.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Define Target Personas


Process Identifier: 1.3.2.2.1.1

Brief Description
Defining target Persona's for the different journey buildings blocks
Extended Description
E.g corporate leader or any customer / payer that should be targeted
Explanatory
N/A
Mandatory
N/A
Optional
N/A

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Interactions
N/A

Define steps
Process Identifier: 1.3.2.2.1.2

Brief Description
Define the journey Sequence of steps
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Define touch points


Process Identifier: 1.3.2.2.1.3

Brief Description
Define the touch points in the Journey
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Define Channels
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Process Identifier: 1.3.2.2.1.4

Brief Description
Define Channels within the Journey
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

1.3.2.3 Customer Experience Metrics


Analysis

Figure 112. 1.3.2.3 Customer Experience Metrics Analysis decomposition

Customer Experience Metrics Analysis


Process Identifier: 1.3.2.3

Brief Description
Define customer experience KCIs/KQIs and map KQIs to lifecycle phase
and channel. Capture KCIs/KQIs and perform analysis upon them.
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Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Define Customer Experience KCI/KQI


Process Identifier: 1.3.2.3.1

Brief Description
Not used for this process element
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Capture Customer Experience KCIs/KPIs


Process Identifier: 1.3.2.3.2

Brief Description
Not used for this process element
Extended Description
Not used for this process element
Explanatory
N/A

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Mandatory
N/A
Optional
N/A
Interactions
N/A

Analyze Customer Experience KCI/KQI


Process Identifier: 1.3.2.3.3

Brief Description
Not used for this process element
Extended Description
Not used for this process element
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

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1.3.3 Order Handling

Figure 113. 1.3.3 Order Handling decomposition

Order Handling
Process Identifier: 1.3.3

Brief Description
Responsible for accepting and issuing orders.
Extended Description
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
Reporting progress on customer orders to customer and other
processes.

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Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Determine Customer Order Feasibility


Process Identifier: 1.3.3.1

Brief Description
Check the availability and/or the feasibility of providing and supporting
standard and customized product offerings where specified to a
customer.
Extended Description
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
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Authorize Credit
Process Identifier: 1.3.3.2

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Brief Description
Assess a customer's credit worthiness in support of managing
customer risk and company exposure to bad debt
Extended Description
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
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Track & Manage Customer Order Handling


Process Identifier: 1.3.3.3

Brief Description
Ensure customer provisioning activities are assigned, managed and
tracked efficiently to meet the agreed committed availability date
Extended Description
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.
Responsibilities of these processes include, but are not limited to:
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;
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Monitoring the jeopardy status of customer orders, and escalating


customer orders as necessary
Indicating completion of a customer order by modifying the customer
order status.
Note that some specific product components may be delivered directly
by other parties. In these cases the Track & Manage Customer Order
Handling process is responsible for initiating requests, through other
Party Requisition Management for the delivery by the other Party of the
specific product components.
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Complete Customer Order


Process Identifier: 1.3.3.4

Brief Description
Manage customer information and interactions after customer
contracts or associated service orders have been finalized and during
the order completion phase
Extended Description
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
Reserved for future use.
Mandatory
Reserved for future use.

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Optional
Reserved for future use.
Interactions
Reserved for future use.

Issue Customer Orders


Process Identifier: 1.3.3.5

Brief Description
Issue correct and complete customer orders
Extended Description
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

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order progress is the responsibility of the Track & Manage Customer


Order Handling processes.
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Report Customer Order Handling


Process Identifier: 1.3.3.6

Brief Description
Monitor the status of customer orders, provide notifications of any
changes and provide management reports.
Extended Description
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
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

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Close Customer Order


Process Identifier: 1.3.3.7

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.
Extended Description
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
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

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1.3.3.1 Determine Customer Order


Feasibility

Figure 114. 1.3.3.1 Determine Customer Order Feasibility decomposition

Determine Customer Order Feasibility


Process Identifier: 1.3.3.1

Brief Description
Check the availability and/or the feasibility of providing and supporting
standard and customized product offerings where specified to a
customer.
Extended Description
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
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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
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Perform Impact Analysis


Process Identifier: 1.3.3.1.1

Brief Description
Analyses the customer order for further impact particularly deals with
RFCs (request for change)
Extended Description
Not used for this process element
Explanatory
This process is used to determine the impact on feasibility of customer
orders. After determination on feasibility of customer orders, impact
analysis will detect the need of change. It determine the impact on
customer solution service components.
Mandatory
Analyses the customer order for further impact particularly deals with
RFCs (request for change)
Optional
Not used for this process element
Interactions
This process supports the ITIL change management process.

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1.3.3.4 Track & Manage Customer Order


Handling

Figure 115. 1.3.3.4 Track & Manage Customer Order Handling decomposition

Track & Manage Customer Order Handling


Process Identifier: 1.3.3.3

Brief Description
Ensure customer provisioning activities are assigned, managed and
tracked efficiently to meet the agreed committed availability date
Extended Description
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.
Responsibilities of these processes include, but are not limited to:
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
Indicating completion of a customer order by modifying the customer
order status.
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Note that some specific product components may be delivered directly


by other parties. In these cases the Track & Manage Customer Order
Handling process is responsible for initiating requests, through other
Party Requisition Management for the delivery by the other Party of the
specific product components.
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Manage Customer Order


Process Identifier: 1.3.3.3.1

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 other Parties, initiate requests,
through other Party Requisition Management, for the delivery by the
other Party of the specific product components.
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

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Track Customer Order


Process Identifier: 1.3.3.3.2

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.
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Update Order Repository


Process Identifier: 1.3.3.3.3

Brief Description
To be added
Extended Description
Not used for this process element
Explanatory
Update repository at each level in order handling. The state of order
will be changed at each level according to work flow:
- All those issued customer order which are not preauthorized are set in
pending state
- Validate order will passed to acknowledged state (if invalid, order
gets rejected)
- Feasible order (completing the impact analysis) will be committed in
case order is not cancelled (leads to cancelled state) (if infeasible ,
order gets rejected)
- As the order progress for completion will set to completed (in case
not cancelled)
- The 3 terminal states: completed, cancelled and rejected will finally
leads to closed customer order

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Mandatory
Create, update and delete order information and update order state
into order inventory/ repository
Optional
Not used for this process element
Interactions
This process will directly interact with the repository, in order to update
the order state/status information.

1.3.3.6 Issue Customer Orders

Figure 116. 1.3.3.6 Issue Customer Orders decomposition

Issue Customer Orders


Process Identifier: 1.3.3.5

Brief Description
Issue correct and complete customer orders
Extended Description
The purpose of the Issue Customer Orders processes is to issue correct
and complete customer orders. These processes ensure that all
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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
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Assess Customer Order


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Process Identifier: 1.3.3.5.1

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.
Extended Description
Not used for this process element
Explanatory
Reserved for future use.
Mandatory
Reserved for future use.
Optional
Reserved for future use.
Interactions
Reserved for future use.

Issue Customer Order


Process Identifier: 1.3.3.5.2

Brief Description
Issue a customer order, 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, if a specific feasibility assessment has been previously
undertaken, create a record of the relevant initiating request
informati