Intro eTOM PDF

TM Forum Training Plus at TeleManagement World
Long Beach, USA - 11th October 2004
Enhanced Telecom Operations Map

eTOM:
An Introduction
Enrico Ronco Mike Kelly
Page 1 Training Plus Copyright 2004. All Rights Reserved

Page No. - 1 All Rights Reserved
Agenda
Welcome
eTOM: an Overview
eTOM: the Business Process Framework
Break
Bringing eTOM into your Business
eTOM applications
Q&A
Close

Timeline
hMorning Session
h Start: 9.00
h Break: 10.30-11.00
h Close: 12.30
hAfternoon Session
h Start: 2.00
h Break: 3.30-4.00
h Close: 5.30

Housekeeping
hCourtesy
h Please silence mobiles, pagers, etc.
hQ&A
h Points of clarification as they arise
h Other issues at start/end of sessions
during the breaks, end of day
hFeedback
h Please return Evaluation Forms

Agenda
Welcome
eTOM: an Overview
Break
eTOM applications
Q&A
Close

TeleManagement World Training Plus
eTOM:
an Overview

Enhanced Telecom Operations Map - eTOM:
What is It?
h A telecommunications Service Provider business
process framework
h Developed collaboratively over a decade
h Provides business-oriented view
h emphasizes structure/ process components/ process
interactivity/ roles/ responsibilities
h sets requirements for (but is neutral towards) system
solution/ architecture/ technology/ implementation
h Represents industry-consensus on Service Provider
processes
h harmonized position across global scene
h can be tailored/ extended for individual companies
eTOM represents a framework for defining your own

processes, and a tool for communication with others
A Brief History of eTOM
h 1995 1998: development of TOM (Telecom Operations Map)
h 1999: stabilization of TOM
h 2000 2001: evolution of TOM towards ETOM
e for
h 2001: eTOM v1.0, and v2.0 for Member Evaluation
enhanced
h Jan 2002: eTOM v2.5 for Public Evaluation
h May 2002: eTOM v3.0 is TMF Approved
h 2002 - 2003: Updates to core eTOM released to Members and Public
h March 2004: New release eTOM 4.0 is TMF Approved
h extends v3.0 with further process decompositions and flows in
selected application areas, also B2B support and ITIL mappings
h April 2004: Submission of eTOM 4.0 to ITU-T as a standard
h May/June 2004: Formal acceptance of eTOM by ITU-T
h August 2004: eTOM 4.5 released as part of NGOSS 4.5
and work never stops

eTOM Business Process Framework
Conceptual Structure
Customer
Strategy, Infrastructure & Product Operations

Market, Product and Customer
Service
Resource
(Application, Computing and Network)
Supplier/ Partner
Suppliers/Partners
Enterprise Management
Shareholders Employees Other Stakeholders

eTOM: Enhanced Telecom Operations Map
Customer

Strategy & Infrastructure Product Operations Fulfillment Assurance Billing
Lifecycle
Copyright 2004. All Rights Reserved
Commit Lifecycle Support &

Management Management Readiness
Marketing & Offer Management Customer Relationship Management
Service Development & Management Service Management & Operations

eTOM has now been
adopted by ITU-T, as a full
Resource Development & Management Resource Management & Operations
(Application, Computing and Network) international
Recommendation
Supply Chain Development & Management Supplier/Partner Relationship Management
Strategic & Enterprise Enterprise Risk Enterprise Effectiveness Knowledge & Research
Planning Management Management Management
Financial & Asset Stakeholder & External Human Resources

Management
Training Plus Relations
Copyright 2004. Management
All Rights Reserved Management
Page 10
eTOM 4.0 compared with eTOM v3.0
Areas of Update
h Operations Process Area fully decomposed to Level 3
h Rationalization of Strategy Infrastructure & Product
Level 2 process groupings
h SIP Level 3 decompositions now being worked for eTOM v4.5
h Re-design of Enterprise Management Level 1 - 2
Process groupings
h Rationalization of B2B theme with the introduction
of the eTOM Business Operations Map
Standardization
h eTOM 4.0 now accepted by ITU-T as a formal
international Recommendation
What is NGOSS?
h NGOSS is a comprehensive, integrated framework for
developing, procuring and deploying operational and
business support systems
h Industry-agreed, business & systems framework to

guide the implementation of process automation :
h Defines methodologies for evolving OSS and BSS
infrastructure into a lean operations approach
h Specifies the key characteristics of OSS/BSS (business
processes, data models and integration architectures) that
allow high degrees of process integration and automation
h Developed by major operators and suppliers worldwide
h Driven and managed by TM Forum
h Implemented as a set of programs

NGOSS Goals
Across the board cost reductions
Reduce time to Reduce number of

Decrease OSS software Decrease operations
introduce new physical interfaces
development effort costs
services per OSS component
Using New Generation Principles and Architecture

Centralize work/process flow functionality
Provide common data schema and implementation
Facilitate migration from legacy OSS environments
Uniform look at feel of user interfaces
High scalability
Security in all systems

NGOSS Lifecycle
Business System
Business Capabilities, System Capabilities,

Constraints & Context Constraints & Context
Corporate NGOSS
Knowledge Shared Knowledge
Base Base
Deployment Implementation
Implementation Capabilities,
Deployment Capabilities,
Constraints & Context
Service Providers Service Developers

View View

eTOM: Linkage to NGOSS
h eTOM provides the

NGOSS Business View
h eTOM processes, flows Business System
and information are
input as requirements Business Capabilities,
System Capabilities,
to the NGOSS System Corporate NGOSS
Knowledge Shared Knowledge
Base Base
View
h Feedback from the Implementation
Deployment
NGOSS development
cycle is used to Deployment Capabilities,
Implementation Capabilities,
validate the eTOM Constraints & Context

Service Providers Service Developers

View View

GB921 4.0 Suite Content
h GB921* - Main document
h GB921B - Addendum on B2B integration
h GB921D* - Addendum on Decompositions
h GB921F* - Addendum on Flows
h GB921C - Application Note on Public B2B
Business Operations Map (BOM)
h GB921L - Application Note on eTOM-ITIL Mappings
Note: * = updated in GB921 4.5 (Members Only), also adds
GB921P eTOM Primer
GB921T eTOM-M.3400 Mappings
GB922 SID/eTOM Linkages (SID document)
ITU-T M.3050
(based on GB921 4.0)
h M.3050.0: Brief context/positioning of eTOM by/for ITU-T
h M.3050.1 : reproduces GB921 main document
h M.3050.2: reproduces GB921 Addendum D
h M.3050.3: reproduces GB921 Addendum F
h M.3050.4: reproduces GB921 Addendum B
h M.3050 Supplement 1: reproduces GB921 App. Note L
h M.3050 Supplement 2: reproduces GB921 App. Note C
h M.3050 Supplement 3: eTOM/M.3400 Mappings,
jointly developed with ITU-T, now also published as
GB921 App. Note T
eTOM Process Coverage
eTOM Business Process Framework (includes new GB921 4.5 material)
GB921 Main
Core eTOM Viewpoint eTOM Public B2B Business

eTOM Introductory Primer Operations Map
GB921 Addendum P GB921 Addendum B
ICT Industry ICT Industry Cross Industry ICT Industry

Specific Process Example Horizontal Specific Process
Decomposition Process Flows Processes Decomposition
GB921 GB921 RosettaNet, GB921C
Addendum D Addendum F ebXML Application Note
Using eTOM to B2B Transaction Pattern

eTOM to M.3400
Model ITIL Template Dictionary
Mapping
Processes RosettaNet, ebXML
GB921L GB921T
Application Note Application Note
Inter-Enterprise using
Relationship with Other Frameworks Public Processes
eTOM Adoptions (SPs)
eTOM is a reference guideline in the definition of the
Vodafone worldwide IT Enterprise Architecture.
eTOM is used to map functionality of existing systems

and discover redundancies.
Telstra enhanced the core eTOM Framework to create a

Framework for all Process Elements in Telstra down to Level 4.
eTOM is referenced in the design and implementation
of the New Broadband Services Management Architecture.
eTOM is used in the definition and implementation of the
business Process Framework for the merged Telia and
Sonera companies.
eTOM is used to provide the basic framework for describing
the process scope and positions the process capabilities of
current / future systems. It also provides a neutral reference
model with an associated lexicon for the processes to be
addressed.
eTOM Adoptions (Vendors, SIs, etc)
Reorganized existing BPM and Best Practices around eTOM,
with strategic decision to increase participation in eTOM team
work. Introduced internal eTOM training, with eTOM as a
common language and reference throughout the company.
Mapped Amdocs products to eTOM, and used as sales tool.
Used eTOM to map existing industry processes, analyze

business drivers and pains, and guide the design of new
processes. Also, as a framework for ISV & SI Partnerships.
Have developed Telecom Reference Business Model based on
eTOM (Levels 1,2 & 3), and extended to Levels 5 & 6 for
business scenario investigation, legacy system gap analysis,
new OSS/BSS specification, consultancy support, etc.
Used eTOM for internal product training, product features
cross-referencing and functional gap analysis, marketing
analysis (competitors/partners), customer communication
(incl. RFI/RFP), workflow seed processes.
Used eTOM for mapping Motorola products and managed
services, for gap analysis of solution portfolio and for
Page 20 Training Plus partnership communications.
Page No. - 20 All Rights Reserved Copyright 2004. All Rights Reserved
eTOM Relationships with Industry Groups
eTOM has been formally approved as an ITU-T
Recommendation (M.3050): M.3050 aims to improve
efficiency of the business processes at the heart of any
service providers operation. The new framework will be
used by industry to more efficiently implement operations
and business support systems (OSS/BSS) and by ITU in the
continued production of OSS/BSS specifications.
OSS/J (enabling marketplace of interchangeable,

interoperable components that can be rapidly and cost
effectively assembled into end-to-end telecommunications
solutions) and TM Forum have established a formal
partnership. OSS/J is the first and only technology specific
realization of TM Forums NGOSS. eTOM has been used by as
the base for the OSS/J Roadmap since 2001.
RosettaNet (enabling supply chain optimization for the high

technology sector) and TM Forum have established formal
partnership. eTOM business processes will be mapped to
RosettaNet processes.
eTOM Futures: Ongoing Work
Current
h Guidelines on eTOM application and use
h Process metrication, KPIs/KQIs, etc
h Detailed eTOM mapping for ITIL process flows, etc
h Billing eTOM applications and process flows
h Resource Management mappings to network/element
management scenarios, and process flows
Planned
h eTOM Compliance - approach and tests
h Linkage with other industry work (RosettaNet, SCOR, BPMI,
etc)
h Security Management
h Consideration of further process decomposition detail

Getting Involved with eTOM
h Contributions needed:
h for member review and comment on results
h for member participation in the ongoing work with
expertise in a variety of areas.
h More contributions and resources wanted on
the eTOM team!
h Is there a work area important for your business?
h Do you have a view on the technical debate?
h Do you want feedback or advice on using eTOM?
h Do you want to influence where eTOM goes?
. Then join the eTOM Team!

Summary
h eTOM addresses Service Provider operation
h guides process design and evaluation
h provides common structure/terminology for
process/role/responsibility negotiation
h encompasses public/private process interaction
h eTOM provides the NGOSS Business Map
h eTOM is now a formal standard through
adoption by ITU-T as Recommendation M.3050
eTOM is already in wide use across the industry!

and eTOM needs YOU
Agenda
Welcome
eTOM: an Overview
Break
eTOM applications
Q&A
Close

eTOM:
the Business Process Framework

eTOM: the Big Picture
Customer

Commit Lifecycle Lifecycle Support &

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

Management Relations Management Management
eTOM Operations (OPS)
Customer
Operations
h FAB remains the core Operations Fulfillment Assurance Billing
of the Operations area Support &
Readiness
h Operations Support & Customer Relationship Management
Readiness is separated
from FAB Service Management & Operations
h OPS also supports

functional process Resource Management & Operations
groupings shown as
horizontal layers Supplier/Partner Relationship Management

eTOM Strategy, Infrastructure & Product (SIP)
Customer
h SIP encompasses strategy
and lifecycle management Strategy, Infrastructure & Product
processes in support of Strategy & Infrastructure Product
operations Commit Lifecycle Lifecycle
Management Management
h Strategy & Commit
Marketing & Offer Management
h Infrastructure Lifecycle
Management Service Development & Management
h Product Lifecycle
Management Resource Development & Management
h SIP also has functional Supply Chain Development & Management

groupings, aligned with those
in OPS

eTOM Enterprise Management (EM)
Strategic & Enterprise Risk

Enterprise Planning Management
Enterprise Effectiveness Knowledge & Research



OPS Horizontal Level 1 Processes
Customer Relationship Management:
handles customers needs, including the
acquisition, enhancement and retention Operations
of a relationship with a customer.
Service Management & Operations:
handles services (Access, Connectivity,
Content, etc.), and the provision of
communications and information services Customer Relationship Management
required by or proposed to customers.
Resource Management & Operations:
handles resources (application, Service Management & Operations
computing and network infrastructures),
utilized to deliver and support services
required by or proposed to customers. Resource Management & Operations
Supplier/Partner Relationship (Application, Computing and Network)
Management: supports the core
operational processes through interaction
with external suppliers and/or partners. Supplier/Partner Relationship Management
These processes align closely with a
suppliers or partners Customer
Relationship Management processes.

Operations
OPS Vertical Level 1 Processes
All operations processes that support the
customer operations and management, as
well those that enable direct customer
operations with the customer. These Operations
processes include both day-to-day, and
Operations Fulfillment Assurance Billing
operations support and readiness processes. Support &
Fulfillment: provides customers with their Readiness
requested products in a timely and correct
manner
Assurance: executes proactive and reactive
maintenance activities to ensure service to
customers
Billing: produces timely and accurate bills,
processes and collects payments, and
handles billing enquiries.
Operations Support & Readiness: supports
the "FAB" processes. In general, the
processes are concerned with activities that
are less "real-time" than those in FAB, and
which are typically concerned less with
individual customers and services and more
with groups of these.
The OPS Level 2 Processes
Operations
Operations Support Fulfillment Assurance Billing
& Readiness
Customer Relationship Customer Interface Management
Management Selling
Customer Billing &
CRM Marketing Problem

Order QoS / SLA Collections
Support & Fulfillment Handling
Handling Management Management
Readiness Response
Retention & Loyalty
Service Management &

Service Service Service Service &
SM&O Operations Configuration Problem Quality Specific Instance
Support & & Activation Management Management Rating
Readiness
Resource Management & Resource Resource

Resource Trouble Performance
RM&O Operations Provisioning Management
Management
Support &
Readiness Resource Data Collection & Processing
Supplier/Partner Relationship S/P S/P Problem S/P S/P Settlements

Management Requisition Reporting & Performance & Billing
S/PRM
Management Management Management Management
Support &
Readiness Supplier/Partner Interface Management

OPS-FAB
Operations FAB
& Readiness
Management Selling
Customer Billing &

Readiness Response
Retention & Loyalty

Readiness

Management
Support &

S/PRM
Support &

OPS-OSR
Operations
& Readiness
Management Selling
Customer Billing &

Readiness Response
Retention & Loyalty

Readiness

Management
Support &

S/PRM
Support &

An Example of Level 3 Decomposition
Fulfillment (L1)
Resource Management & Operations (L1)
Resource Provisioning (L2)
Allocate & Deliver Configure & Activate

Resource (L3) Resource (L3)
Collect, Update &

Test Resource (L3) Report Resource
Configuration Data (L3)

SIP Horizontal Level 1 Processes
Marketing & Offer Management: focuses on running
and developing the Core Business for an ICSP
Enterprise; including defining strategies, developing
new products, managing existing products and Strategy, Infrastructure & Product
implementing marketing and offering strategies.
Service Development & Management: plans,
develops and delivers services to the Operations
domain; including defining strategies for service
creation and design, assessing service performance,
and anticipating future service demand. Marketing & Offer Management
Resource Development & Management: plans,
develops and delivers the resources needed to
support services and products to the Operations Service Development & Management
domain; including defining strategies for
development of network and other resources,
interworking of new and existing technologies,
assessing resource performance, and anticipating Resource Development & Management
resource needs for future service demand. (Application, Computing and Network)
Supply Chain Development & Management: focuses
on the external interactions required with the
Supply Chain Development & Management
supply chain to ensure that the best suppliers and
partners are chosen; including support for sourcing
decisions made by the enterprise, and ensuring that
contribution of suppliers and partners to the supply
chain is timely and to the required performance.
SIP Vertical Level 1 Processes
Strategy & Commit: generates Strategy, Infrastructure & Product
strategies in support of the
Infrastructure and Product Lifecycle Strategy & Infrastructure Product
processes. It is also responsible for Commit Lifecycle Lifecycle
establishing business commitment Management Management
within the enterprise to support
these strategies.
Infrastructure Lifecycle
Management: defines, plans and
implements all necessary
infrastructures (application,
computing and network), as well as
all other support infrastructures and
business capabilities (operations
centers, architectures, etc.).
Product Lifecycle Management:
defines, plans, designs and
implements all products in the
enterprises portfolio.

The SIP Level 2 Processes
Strategy, Infrastructure & Product
Strategy & Commit Infrastructure Product
Lifecycle Lifecycle
Marketing & Offer Management Product & Offer Product Marketing
Development Communications
Market Product & Offer Marketing Product & Offer & Retirement & Promotion
Strategy & Portfolio Planning Capability Capability Delivery

Policy Delivery Sales Development
Service Development & Management

Service Service Service
Strategy & Capability Development &
Planning Delivery Retirement
Resource Development & Management

Resource Resource Resource
Strategy & Capability Development &
Planning Delivery Retirement
Supply Chain Development & Management Supply Chain

Supply Chain Supply Chain Development
Strategy & Capability & Change
Planning Delivery Management
The Enterprise Management Hierarchy
Strategic & Enterprise Planning Enterprise Risk Management Enterprise Effectiveness Management Knowledge & Research
Management
Strategic Business Business Security Fraud Process Enterprise Program & Knowledge Research
Business Development Continuity Management Management Management Quality Project Management Management
Planning Management & Support Management Management
Enterprise Group Audit Insurance Enterprise Facilities Technology

Architecture Enterprise Management Management Performance Management Scanning
Management Management Assessment & Support
Financial & Asset Management Stakeholder & External Relations Management Human Resources Management
Financial Asset Corporate Legal Regulatory HR Policies Organization Workforce

Management Management Communications & Management Management & Practices Development Strategy
Image Management
Community Shareholder Board & Workforce Employee &

Procurement
Relations Relations Shares/Securities Development Labor Relations
Management

Enterprise Level 0
Level 1
Management Level 2

Level 1 Horizontal Grouping External Entity
eTOM - The Level 2 Processes

Level 1 Vertical Grouping Level 2 Process Element
Customer
Strategy & Infrastructure Lifecycle Product Lifecycle Operations Support Fulfillment Assurance Billing
Commit Management Management & Readiness
Sales Customer Interface Management
Development
Selling
Market Product & Product & Offer Marketing CRM
Customer Billing &
Strategy & Offer Portfolio Capability Capability Support & Problem
Marketing QoS/SLA Collections
Policy Planning Delivery Readiness Handling
Delivery Product Marketing Product & Offer Order Management Management

Fulfillment
Communications Development & Handling
Response
& Promotion Retirement
Retention & Loyalty

Service Service Service &
Service Service Service SM&O Service Problem Quality Specific
Strategy & Capability Development & Support & Configuration & Management Management Instance Rating
Planning Delivery Retirement Readiness Activation
Resource Development & Management Resource Management & Operations Resource

Resource
Resource Resource RM&O Management Management
Development & Resource
Strategy & Capability Support &
Retirement Provisioning
Planning Delivery Readiness
Resource Data Collection & Processing

S/P Problem S/P S/P Settlements
Supply Chain S/P Reporting & Performance
Supply Chain Supply Chain S/PRM & Billing
Strategy & Requisition Management Management
Capability Development & Support & Management
Planning Management
Delivery Change Management Readiness
S/P Interface Management
Supplier/Partner
Strategic & Enterprise Planning Enterprise Risk Management Enterprise Effectiveness Management Knowledge & Research Management
Strategic Enterprise Group Business Process Enterprise Program & Enterprise Facilities
Business Security Fraud Audit Insurance Knowledge Research Technology
Business Architecture Enterprise Continuity Management & Quality Project Performance Management &
Development Management Management Management Management Management Management Scanning
Planning Management Management Management Support Management Management Assessment Support
Corporate Community Shareholder Board & Employee &
Financial Asset Procurement Regulatory Legal HR Policies & Organization Workforce Workforce
Communications & Relations Relations Shares/Securities Labor Relations
Management Management Management Management Management Practices Development Strategy Development
Image Management Management Management Management Management
Page 42 Training Plus

Shareholders Copyright 2004.Employees
All Rights Reserved Other Stakeholders
Example Process Dynamics Flow: Ordering
(Fulfillment)
Customer Order
requests SP Completion
offering Notification
Market Customer Interface

Product & Management Customer Interface
Customer Management
Customer
Customer Interface
Customer Order
Management
Request Confirmed Design Confirmation
Received Customer Order by Engineering Design
Initiated requested Accepted by
Selling Order
Customer Completion advised
Handling
to Customer
Order Handling Order
Handling
Priority Priority Advised
Order Handling
Requested Design Requested
Retention & Internal
Loyalty
Service Order
Design Completed Initiated
Service Activated
Service
Service Service Service Service Service
Configuration & Configuration & Configuration & Configuration & Configuration &
Activation Activation Activation Activation Activation
Resource
Resource Internal Activation
Resource
Allocation Work Order Internal Resource requested Resource
(Application,
requested Initiated Provisioning Activated
Computing
Resource Completed
and Network) Resource Resource
Allocated
Resource Provisioning Provisioning
External Supplier required
Provisioning
External Resource
External Activated
Supplier/
Component
Partner S/P Requisition S/P Requisition
Requested
External Order External Service Details

Issued Resource for Billing
Activated
Service Details
for Assurance

Example Process Dynamics Flow: Ordering
(Fulfillment) - Detail Customer
r equests SP
Order
Completion
offering Notification

Customer Management
Customer
Customer Interface
Customer Order
Management
Request Confirmed Des ign Confirmation
Initiated r equested Accepted by
Selling Order
Customer Completion advised
Handling
to Customer
Or der Handling Order
Handling
Pr iority Priority Advised
Or der Handling
Requested Des ign Requested
Retention &
Internal
Loyalty
Service Order
Des ign Completed Initiated
Service Activated
Service
Service Service Service Service Service
Configuration & Configuration & Configuration & Configuration & Configuration &
Activation Activation Activation Activation Activation
Resource
Resource Internal Activation
Resource
A llocation Work Order Internal Resource r equested Resource
( A pplication,
r equested Initiated Pr ovisionning Activated
Computing
Resource Completed
and Netw ork) Resource Resource
A llocated
Resource Pr ovisioning & Pr ovisioning &
Ex ternal Supplier required
Pr ovisioning & A llocation to A llocation to Service
A llocation to Service Service Instance Instance
Instance
Ex ternal Resource
Ex ternal Acrivated
Supplier/
Component
Partner S/P Buying S/P Purchase S/P Purchase
Requested
Order Order
Customer Ex ternal Order

Issued
Ex ternal
Resource
Activated
Service Details
f or Billing
requests SP Service Details

for Assurance
offering

Customer Management
Customer
Customer Order
Request Confirmed Design Confirmation
Selling Initiated Order requested Accepted by
Customer
Handling
Order Handling Order
Priority Priority Advised Handling
Requested Design Requested
Retention & Internal
Loyalty Service Order
Design Completed Initiated
Service
Service Service
Configuration & Configuration &
Activation Activation

Modelling B2B in the Context of eTOM
Customer

B2B Environment
Customer Customer Customer

Strategy, Infrastructure & Product Operations Strategy, Infrastructure & Product Operations Strategy, Infrastructure & Product Operations
Strategy & Infrastructure Product Operations Fulfillment Assurance Billing Strategy & Infrastructure Product Operations Fulfillment Assurance Billing Strategy & Infrastructure Product Operations Fulfillment Assurance Billing
Commit Lifecycle Lifecycle Support & Commit Lifecycle Lifecycle Support & Commit Lifecycle Lifecycle Support &
Management Management Readiness Management Management Readiness Management Management Readiness
Marketing & Offer Management Customer Relationship Management Marketing & Offer Management Customer Relationship Management Marketing & Offer Management Customer Relationship Management
Service Development & Management Service Management & Operations Service Development & Management Service Management & Operations Service Development & Management Service Management & Operations
Resource Development & Management Resource Management & Operations Resource Development & Management Resource Management & Operations Resource Development & Management Resource Management & Operations
(Application, Computing and Network) (Application, Computing and Network) (Application, Computing and Network) (Application, Computing and Network) (Application, Computing and Network) (Application, Computing and Network)
Supply Chain Development & Management Supplier/Partner Relationship Management Supply Chain Development & Management Supplier/Partner Relationship Management Supply Chain Development & Management Supplier/Partner Relationship Management

eTOM in a B2B Context
Customer
Sell Side
Strategy & Infrastructure Product Lifecycle Operations Fulfillment Assurance Billing
Commit Lifecycle Management Support &
Management
Marketing & Offer Management Readiness
Customer Relationship
Sales Management Customer Interface Management
Development
Selling
Market Product & Product & Offer Marketing CRM
Customer Billing &
Strategy & Offer Capability Capability Support & Problem
Marketing QoS/SLA Collections
Policy Portfolio Delivery Delivery Product Product & Readiness Order Handling
Fulfillment Managemen Managemen
Planning Marketing Offer Handling
Response t t
B2B Environment
Communications Development
& Promotion & Retirement Retention & Loyalty

Service Service Service &
Service Service Service SM&O Service Problem Quality Specific
Strategy Capability Development Support & Configuration Management Managemen Instance
& Delivery & Retirement Readiness & Activation t Rating
Planning
Resource Development & Management Resource Management & Operations Resource Resource
Resource Resource Trouble Performance
Resource RM&O Resource
Capability Development & Management Management
Strategy & Support & Provisionin
Delivery Retirement
Planning Readiness g Resource Data Collection & Processing

S/P Problem S/P S/P
Supply Chain Supply Supply Chain S/P Reporting & Performance
S/PRM Requisition Settlements &
Strategy & Chain Development & Management Managemen Billing
Support & Management
Planning Capability Change t Management
Readiness
Delivery Management
S/P Interface Management
Buy Side
Strategic & Enterprise Planning Enterprise Risk Management Enterprise Effectiveness Management Knowledge & Research Management
Strategic Enterprise Group Business Process Enterprise Program & Enterprise Facilities Knowledge Technology
Business Security Fraud Audit Insurance Research
Business Architecture Enterprise Continuity Management Quality Project Performance Management & Management Scanning
Development Management Management Management Management Management
Planning Management Management Management & Support Management Management Assessment Support
Corporate Community Shareholder Board & Employee &
Financial Asset Procurement Regulatory Legal HR Policies & Organization Workforce Workforce
Communications & Relations Relations Shares/Securitie Labor
Management Management Management Management Management Practices Development Strategy Development
Image Management Management Management s Relations

eTOM-ITIL Mapping for Operations
Low correlation
of processes
Med correlation
of processes
High correlation
of processes
red = internal IT services blue = customer services

Summary
h eTOM provides a Business Process Framework for
h process structure (hierarchy)
h process decompositions (levels)
h process flows (linkages)
h process dynamics (behavior)
h eTOM is customizable and extensible for specific
applications
h eTOM links with related industry work

Agenda
Welcome
eTOM: an Overview
Break
eTOM applications
Q&A
Close

Agenda
Welcome
eTOM: an Overview
Break
eTOM applications
Q&A
Close


To Start with
hWhat eTOM is:
h Framework of organized Business Processes
h Common terminology
h Structured catalogue of process elements,
which can be viewed in more and more detail
hWhat eTOM is not:

h It is not a set of system specifications
h It is not a methodology

First Steps in Using eTOM
h Gain internal commitment
h Business process analysis/change needs buy-in and
active participation
h Obtain senior management recognition and support
h Define success criteria
h Identify and assess area where eTOM may bring
benefit
h Build confidence
h Use initial results to justify further work

Applying eTOM
h eTOM provides a ready-made business process
framework for you to use
BUT NOTE:
h eTOM is being further developed to lower-level
detail
h It provides a generic framework which may need
adjustment or extension for your business
so, customize eTOM for your own needs

Applying eTOM
hUsing eTOM directly
hAdapting and extending eTOM
hLinking eTOM with other work

Using eTOM Directly
h Use eTOM as a checklist and source of common
terminology & approach
h Use eTOM framework structure to assist your business
partitioning
h Use eTOM process groupings and definitions to define roles
and responsibilities within your organization
h Seek supply of system and solutions from vendors to align
with the eTOM framework
h brings economies of scale across industry
h accelerates availability of products
h allows customization and extension

Examples: eTOM as a Reference
h Contains a full enterprise map to checkpoint
your activities
h depending on business, some may be in/out of scope
h Defines and describes business processes using
a common vocabulary
h avoids misunderstandings between departments/BUs
and with external partners/suppliers/customers
h Structures processes to assist (but not force)
organizational groupings
h Organizational boundaries can be set at any point

Example - Structuring Operations
For example,
FAB
Operations
allows clear definition of
& Readiness customer-facing processes
Customer Relationship Customer Interface Management in ordering, repair, billing,
Management Selling
CRM Marketing Problem Customer Billing & etc.

Handling
Support &
Readiness
Fulfillment
Response
Handling Management Management positions network-facing
Retention & Loyalty processes within
Operations
SM&O Operations
Support &
Configuration
& Activation
Problem
Management
Quality
Management
Specific Instance
Rating
handles supplier
Readiness
interactions
RM&O Operations Resource Trouble Performance separates major through-
Provisioning Management Management
Support &
flows on Fulfillment,
Assurance, Billing
S/PRM
Support &
Operations Support &
Readiness: allows
separation of front-office
and back-office functions
in Operations

Example - Structuring Operations
Operations
& Readiness
Management Selling
Customer Billing &
Readiness Response
Retention & Loyalty

Readiness

Management
Support &

S/PRM
Support &

Example Procurement Scope
Operations
& Readiness
Management Selling
Customer Billing &

Readiness Response
Retention & Loyalty

Readiness

Management
Support &

S/PRM
Support &

Adapting eTOM
h Use eTOM framework as baseline
h Define additional detail and modifications in
areas specific to your business
h Extend eTOM for use within your company
h Influence ongoing eTOM development through
direct participation
h share ideas and gain insight
h ensure eTOM evolves in line with your needs
h maximize the relevance of industry products

Extending eTOM
h Bottom-up
h Start with your enterprise existing Business Processes
definitions
h Map existing Business Process flows back to eTOM
h Construct your own decomposition of eTOM published Business
Processes
h Top down
h Decompose eTOM processes into component processes, to
expose more detail
h Define process flows, to link processes together
h Combine decompositions and flows, to describe fully the
behavior of each process area
h Continue to lower levels of detail
Typically, there are some special needs/constraints,
so this is not an exact science!
Process Decompositions
Process X Define components of a
process that perform part
of that process
Process Element
- Process Element
- Process Element
-
X1 X2 X3
Aim to provide complete
analysis of the process
decomposition - i.e. the
Process Element
- Process Element
- sum of the components
X21 X22 equals the totality of the
original process
Process Element
- Process Element
-
Continue to as many sub-
X211 X212 levels as needed

Process Decompositions
h Provide insight into the structure and content

of process areas (groupings)
h Reveal finer detail at lower levels, as
decomposition proceeds
h Aim to provide a complete view of process
capability / functionality
h Represent a static perspective of process

Customer
Contacts SP Process Flows Order
completed
Customer Customer
Customer Customer Request Order
Order
Relationship Interface Selling
Handling
END
Analyze a typical
Activated
Service
Request Request
Service
Availability
Service
Activation scenario
Service
Management
Service
Configuration
Service
Configuration
Choose an appropriate
& Operations & &
level of process detail
completed
Fulfillment
Activation Activation
Request
Resource
Capture the
interactions amongst
Availability Request
Resource Resource
Activation Activated
the processes involved

Resource
Resource
Management
Capture the triggers
Resource
& Operations Provisioning Provisioning
Aim to provide an
example of the
Fulfillment
details
Supplier
Partner
S/P
process flows - i.e.
Relationship
Management Requisition
Mgmt
only some of the
possible interactions
are described in each
scenario
Process Flows
h Provide insight into the behavior and
interaction amongst processes
h Can use process decompositions (and vice
versa) to enhance/refine detail
h Typically, provide a partial view of process
behavior (because flows are based on specific
scenarios)
h Represent a dynamic perspective of process

Decomposed Process Flows
Use results from previous
Process X process decompositions and
flows to analyze fully the
decomposes into behavior within a specific
process area
Start Finish
Transfer Capture all the interactions
Process
control amongst the process
Element X1 Process
Element X3
components within that
process area
Perform
task A Request Response Aim to provide complete
data with data analysis of the process
Process flows within the specific
Element X2 process decomposition -
i.e. all interactions amongst
all the process components
are fully described.
Decomposed Process Flows
h Provide insight into both the internal structure
and the behavior within a process
h Reveal finer detail at lower levels, as
decomposition proceeds
h Aim to provide a complete view of process
operation
h Combine the static and dynamic perspectives
of process

Customizing eTOM
h The steps outlined are not mandatory
h they provide insight into your process needs -
use them as you find useful
h for example, go directly to decomposed
process flows from a process decomposition,
if you feel you can, and this is useful

Closing the Loop
h TM Forum is continuing eTOM
development along these lines
h Addenda to GB921 are being released with lower-
level decompositions and flows
h Prioritized business scenarios are being analyzed and
documented
h The eTOM map is being populated progressively
h So, contribute through participation and
comment to ensure relevance of the work to
your business

Demonstrating the Approach
Customer



Fulfillment - End to End Flow
Definition of :
h General Process interaction

h Level 2 process interaction
h Level 2 process flow
h Level 3 process flow

eTOM Operations Domain
DSL Fulfillment
Customer Interface Management
Customer Billing &
CRM Marketing Selling Order Problem QoS / SLA Collections
Support & Fulfillment Handling Handling Management Management
Readiness Customer Relationship Management
Response
Retention & Loyalty M
R
Service Service Quality Service &
C
SM&O Service Specific Instance
Problem Management
Support & Configuration
Readiness Service Management
& Activation
Management Rating
SM
Resource Resource
Trouble Performance
RM&O Management Management
Support &
Resource
Provisioning
Resource Management
M
R
S/PRM S/P Requisition S/P Problem S/P S/P Settlements
Support & Management Reporting & Performance & Billing
Readiness Supplier/Partner Relationship Management
Management Management Management
M
PR
Supplier/Partner Interface Management
S/
OSR Fulfillment Assurance Billing
Operations

eTOM Operations Domain
DSL Fulfillment
Customer Interface Management
Customer Billing &
CRM Marketing Selling Order Problem QoS / SLA Collections
Support & Fulfillment Handling Handling Management Management
Readiness Customer Relationship Management
Response
Retention & Loyalty M
R
Service Service Quality Service &
C
SM&O Service Specific Instance
Problem Management
Support & Configuration
Readiness Service Management
& Activation
Management Rating
SM
Resource Resource
Trouble Performance
RM&O Management Management
Support &
Resource
Provisioning
Resource Management
M
R
S/PRM S/P Requisition S/P Problem S/P S/P Settlements
Support & Management Reporting & Performance & Billing
Readiness Supplier/Partner Relationship Management
Management Management Management
M
PR
Supplier/Partner Interface Management
S/
OSR Fulfillment Assurance Billing
Operations

DSL Fulfillment
Process Threads Defined
Three different process threads were defined
Pre-Sale activities
Ordering activities
Post-Order activities

Graphical Conventions
External Event
Internal Event
External Result
Internal Result
Break (awaiting input/response)
Process
Swim lane: represents eTOM layer

(i.e. horizontal Level 1)
Pre-Sale Thread
Level 2 Processes Interaction
Customer
contacts retailer Sales Proposal
received By
Customer
Customer Relationship Management Customer Interface Management
Customer Customer Customer Customer

Sales Inquiry Need Need Alternative Profile Contact
Marketing
Routed Clarification Clarification Solution Sales ProposalRetrieved Recorded
Fulfillment Res ...
Requested Provided Offered Offered
Retention &
Loyalty Order Handling
Feasibility
Selling
Requested
Feasibility
Assessment
Completed
Service Management & Operations
Design &
Technology
Selection Request
Service Configuration & Activation
Resource Resource
Reservation Reservation
Resource Management & Operations
Requested Confirmed
Resource Provisioning & Allocation to Service Instance
Check External
Supplier
Solution
Supplier/Partner Relationship Management
Pre-Order initiated
S/P Buying S/P Purchase Pre-Order
Order
Management

Ordering Thread Process Flow (1/3)
Customer
Request SP Design Awaiting Activation
Offering Awaiting Design completion
Completed
Customer Customer
request
Interface
Service
Management
Selling
Market Product &
Customer Order Order

Request Customer
Handling Handling
Customer
Priority
Priority
Assessed
Retention
& Loyalty

Customer
Offering Awaiting Design completion
Completed
Customer Customer
Interface request
Management Service
Selling
Market Product &
Customer Order Order

Request Customer
Priority Handling Handling
Customer
Priority
Assessed
Retention
& Loyalty Design
Requested
Service
Service
Configuration &
Activation
Awaiting Resource Allocation

Customer
Awaiting Design
Offering Completed completion
Customer
Interface Selling
Market Product &
Management
Customer
request Order
Handling Order
Customer
Service
Handling
Retention
& Loyalty
Design
Requested
Service
Service
Configuration &
Activation
Supplier/ Resource
Resource
Allocation Resource
Requested
Provisioning
Partner
External
Component S/PRequisition
Requested Management
Awaiting Resource Allocation

DSL Ordering Thread
Customer Interface Management (L3)
Manage Contact
Managing the creation and
Create maintenance of customer information.
Start Customer This should include the ability to
capture and maintain customer
Identify organizational and financial structure.
Yes
Customer
Capture
No Customer
New Customer? Info
Interaction Info
Managing the request identification and
Handle request fulfillment initiation.
Also take care of tracking request
Customer status.
Request
Customer Request
Entering the Selling Process
End

Level 3 Decomposed Process Flows Diagram
Selling
Sales Enquiry Manage Qualify Negotiate Offer Customer
routed to Solution
Selling group Prospect Customer Sales Alternatives
Acquire
Customer Cross/Up
Data selling
Customer Negotiate Sales
Selects Proposal,
preferred
option
Sales offer to
Customer
Acquire
Customer
Data
Customer Negotiate Pre-order
Request to Order
Handling
Service Sales
Acquire
Customer
Data
Customer
Pre-Order Negotiate Order to
result Order
Sales Handling
Acquire
Customer
Data

links with Process Decomposition Diagram Level
Se lling
Prospect Customer Sales Negotiation Customer Data Cross / Up Selling

Management Qualification and Acquisition
Education 3
Prospect Needs Understand Solution Customer Identity Up & Cross Sale
Analysis Customer Need Determination With Capture Opportunities
the Customer Identifica
Potential Solutions Qualify Customer Sales Proposal Relationship Up & Cross Sale
Identification Development Establishment Packages
Application
Track and Report Develop Solution Solution Details Customer Profile

Prospect Result Alternatives Negotiation Capture and
Record
Cu stomize
Solutions to
Sales Closure Customer
Preferences
4
Customer Capture and
Requirem Record
Confirm Solution
Availability
Product
Development
Inquiry

Some Lessons Learned .
h Must clearly scope the scenario being modeled!
h End-to-end process flows help to validate process
decompositions (and vice versa)
h Several types of flow diagram are useful
h Process flows can be described at different levels of
process decomposition (providing wider/narrower
views)
h Process flows allow a natural linkage with the SID
information viewpoint
h Lots of iterations may be needed
h The more cases considered, the better

Practical Steps
h Firm up agreement at a given level of
decomposition and analysis
h Proceed to develop the next level of detail
h Stop when you wish!
h when you have sufficient detail to use within
your business
h when you consider the added value gained of
developing further detail is not in proportion
of the extra work needed.

Conclusions
h eTOM provides a ready-made business
process framework
h eTOM can be applied directly as a business
tool, internally and with other (trade)
organizations
h eTOM can be extended for your specific
needs

Linking eTOM with Other Work
h TM Forum actively seeks liaisons with other
relevant industry bodies
h Some examples are:
h ITU-T adoption of eTOM as ITU-T Recommendation
(M.3050), with other work underway
h RosettaNet joint work to link eTOM processes with
RosettaNet PIPs
h OSS/J NGOSS compliance assessment for OSS/J
solutions
h Within NGOSS, eTOM and SID have defined
mappings for process / information linkages

Overview of Mapping between eTOM Business
Processes and SID Information Domains
Market/Sales Product Customer

Service
Common
(Application, Computing and Network) Resource

Supplier/Partner
Enterprise
Detailed SID ABE to eTOM Process Mappings
(Partial View of Product Domain)
Primary
Primary eTOM Secondary
Vertical eTOM
Product ABEs Process
Lev el 2 eTOM Lev el 2
Processes Processes
Groupings
Strategic Product Portfolio Plan M arket Strategy &
Is concerned w ith the plans of the product port- Product & Offer Policy
folio, w hich product offerings to make available
M&OM SC Portfolio
to each m arket segment and the plans to deve- Product & Offer
Planning
lopm ent and deploy product offerings, as well as Development &
retirem ent of products. Retirement
Product & Offer

Capability Delivery
Product Specification Product & Offer Service

Defines the functionality and characteristics of M&OM PLM Developm ent & Configuration &
product offerings m ade available to the market. Retirem ent Activation
SM &O Support &

Readiness
M arketing
Product Offering Fulfillm ent
Represents tangible and intangible goods and Respo nse
services m ade available for a certain price to the Product & Offer Product M arketing
m arket in the form of product catalogs. This M&OM PLM Developm ent & Comm unications &
ABE is also responsible for targeting m arket Retirem ent Promotion
segm ents based on the appropriate m arket Product & Offer
strategy. Capability Delivery

Agenda
Welcome
eTOM: an Overview
Break
eTOM applications
Q&A
Close

eTOM Applications
Experiences in Individual Enterprises

eTOM in : Real Application
h Differences within Telia (fixed&mobile, Sweden) and Sonera
(fixed&mobile, Finland) were evident: terminology, ways of
operating, OSSs, culture, etc.
h eTOM is used in e.g.:
h Contribution in Identification of a new corporate OSS Architecture
h A new OSS architecture definition project is running
h eTOM level 3 processes have been mapped with functional components of this
new OSS Architecture
h existing systems are mapped with the new architecture and gaps/overlaps
identified
h Contribution in Definition of a new process framework for the merged
company
h Saved effort in defining new process reference
h Adopted a neutral reference in solving potential conflicts
h Consolidated a TeliaSonera Level 1 & 2 view, derived from eTOM
h Currently facing issues in consolidating eTOM at the operational level (how to
apply eTOM based framework in real process management/development)
h Several individual process development activities utilise eTOM elements
h Contribution in Definition of a new Corporate IT Architecture
h Overall IT architecture development for TeliaSonera based on eTOM and SID
Courtesy of Veli Kokkonen - TeliaSonera

eTOM in : Real Application
h Used as Industry Standard Process Model for Reference
Purposes
h Used to ensure Architecture completeness
h Contributes to development of Functional
Architecture
h Contributes to production of future target
architecture
h Architecture used to develop future strategy
h Future strategy enables convergence and
consolidation of diverse systems across many countries
h Savings have been and will be achieved in avoidance
of duplication and building the right systems for the
business
Courtesy of Roger Cutts - Vodafone
eTOM in Group: Real Application
The eTOM framework is currently utilised in different contexts
h Wireline
h The TOM/eTOM framework was utilized as the Process Model to define
the functionalities needed in the New Broadband Management
Architecture (especially for the Fulfillment and the Assurance area)
h The framework was utilized in conjunction with other TMF NGOSS
outcomes such the Technology Neutral Architecture
h
h Experimented with the eTOM to define high level processes for 3G
(new) Streaming, with the following benefits:
h Specific case study: guideline for process engineering and checklist for process
completeness and checklist for end-to-end flow definition
h General statement: guideline in the identification of process linkages within
the enterprise
h Referenced eTOM, among other sources, in the Companys Technology
Innovation Plan definition
h Is evaluating future adoption of eTOM as the reference process
framework Courtesy of Enrico Ronco Telecom Italia
eTOM and ITU-T:
A Resource Management Perspective on
Applying eTOM in a TMN Environment

Background
h ITU-T TM Forum collaboration agreement
h eTOM 3.0 submitted to ITU-T in Sep 2003 for
information and to initiate the joint work
h Joint work approved during SG4 Meeting in Oct 2004
h Formed joint Telecom Management Collaboration Focus
Group at SG4 Meeting
h Terms of Reference (Charter):
h Incorporate eTOM into an ITU-T recommendation
h Develop a view of Process-to-Functional mapping
= also objective of the eTOM Technology Resource Integration
Process (TRIP) activities

TMCFG Deliverables
based on GB921 4.0
h M.3050.0: Brief context/positioning of eTOM by/for ITU-T
h M.3050.1 : reproduces GB921 main document
h M.3050.2: reproduces GB921 Addendum D
h M.3050.3: reproduces GB921 Addendum F
h M.3050.4: reproduces GB921 Addendum B
h M.3050 Supplement 1: reproduces GB921 App. Note L
h M.3050 Supplement 2: reproduces GB921 App. Note C
h M.3050 Supplement 3: eTOM/M.3400 Mappings,
jointly developed with ITU-T, now also published as
GB921 App. Note T
Positioning of M.3050 with ITU-T TMN
Set of Processes needed Grouping of Sequenced set of
To achieve business goals Telecom Resources Functional activities
To deliver a specific result
Process
Management Service Managed Area
Management Service Managed Area Mapping
Process Element
M.3200 M.3050
M.3etom
Comprised of
Grouping of Building blocks

Management Functions For process flows
Management Function Set
M.3400
Management Function

Process Decomposition & Functions
Resource
Management &
Operations
RM&O Support & Resource Resource Trouble Resource Resource Data

Readiness Provisioning Management Performance Collection &
M.3400 Management Functions

Management Processing
Enable Resource
Provisioning
Allocate & Deliver
Resource
Survey & Analyse
Resource Trouble
Monitor Resource
Performance
Collect Resource
Data meld with processes
Enable Ressource Configure & Localise Resource Analyse Resource Process Resource
Performance Activate Resource Trouble Performance Data
Management
Support Test Resource Correct & Recover Control Resource Report Resource
Ressource Trouble Resource Trouble Performance Data
Management
Enable Resource Collect, Update & Track & Manage Report Resource Audit Resource
DataCollection & Report Resource Resource Trouble Performance Usage Data
Processing Configuration Data
Manage Resource Report Resource

Inventory Trouble
Manage Workforce Close Resource
More granularity
Trouble
Mappings at lower
levels for further study M.3400 Function sets
Objectives of mapping
h Assist in validating & completing eTOM process analysis
work in the relevant process areas
h Facilitate the linkage of process and functional views
h Provide a framework for level of granularity and
abstraction required for interface definitions
h Get a better view on what should be implemented
within systems in terms of:
h Reusable software components
h Implementation boundaries

OSI/TMN Functional Areas & OPS
Configuration
Performance
Accounting
FCAP
Fault
Fault
Operations
Security
Support &
Readiness
Customer Relationship Management
Service Management & Operations
Resource Management & Operations


TMN Logical Layering & RM&O
Operations
Support &
Readiness
Customer Relationship Management
Business
Management
Service Service Management & Operations

Management
Network Management Resource Management & Operations

Element Management

TMN: Network Vs. Element Mgmt
TMN Logical Layered Architecture definition:
h The Element Management Layer:

h Manages each network element individually
h Controls a subset of network elements
h The Network Management Layer:
h Manages all the NEs as presented by the EML, both individually
and as a set
h Controls the network view of all network elements within its
scope or domain

Process/Function Mapping
Result 1 Result 1
Current Mapping
Process 1 Process 2
Step 2
Trigger 1 Step 1 Step 3 Result 2 Trigger 2 Step 1 Step 2 Result 2
Func1 Func2 Func3 Func4

Future work
CRUD
Data 1 Data 2 Data 3 Data 4 Data 5
CRUD: Create, Read, Update, Delete

Linking Level 2 Processes to
Function Set Groups
RM&O Level 2 Processes from eTOM
RM&O Support & Resource Res ource Trouble Resource Resource Data
Readiness P rovisioning Management P erformance Collection &
Management P rocessing
Function Set Groups (M.3400)

Network Performance
Alarm Fault Trouble Containment Performance RAS
Planning / Provisioning Quality
Surveillance Localization Admin. & Recovery Analysis Assurance
Engineering Assurance
Performance
Status & Fault Security Performance Usage
Installation Testing Detection Management
Control Correction Admin. Monitoring Measurement
Control
From M.3etom Supplement 3

Mutual Contributions
TMCFG
Develop
V4.0
GB921 4.0
M.3050
M.3050 multipart recomm. M.3050 mapping supplement
validate
Review
Adden.
mapping
Map
TRIP output
Mapping supplement update mapping supplement update

validate
Adden.
Map
Outlook for Possible Future Work
h Further elaborate mapping for specific
scenarios which are relevant for e.g.:
h TRIP: B2B interactions on maintenance & purchasing
interface for Managed Services of infrastructure
h SoIP: Standardize Network Management interfaces
for new generation services
h Validate / Complete mapping using the MTNM
and IPNM deliverables
h Add the Data View

Process Metrics and eTOM

A Few Words About Performance
h Two aspects of managing performance :
(Continuous) Performance Improvement:
h Constantly making improvements to processes and overall
corporate activities. By applying a Continuous Improvement
philosophy.
h Promote self-diagnosis and identify areas for improvement
h promote effective planning
Performance Assessment and Management:

h Is a process that supports the strategic objectives of the
organization
h Helps understand, predict and manage corporate performance.
h Useful to improve business processes and to measure and
understand overall performance
a vital question: what do you measure ?

Measurable Key Performance Indicators (KPI) are Derived
from Critical Success Factors (CSF).
Customer
Sales / Fulfillment / Relationship

Billing
Customer Interaction Assurance Management
CSF
empowerment
availability throughput time correct bill
employees
rate of
waiting
KPI time
abandoned ...
calls

Example of Overall CRM Objectives and Key Success Factors
Objectives
Maximize Maximize Improvement

Customer Maximize Employee Maximize
Satisfaction Shareholder Value through Info Exchange
Satisfaction
Customer Satisfaction Measure Info Exchange Impact on
Employee Satisfaction Customer Care Cost Per
Percent Customer Churn Customer Satisfaction
Measure Subscriber
Customer Longevity Info Exchange Impact on
Employee Churn Revenue per Subscriber
Employee Satisfaction
Lost Revenue
Key Success Factors

Example - Driving Objectives and Key Success Factors into
Each Customer Management Process
High Level Objectives and
Key Success Factors
Maximize Customer Satisfaction
Maximize Employee Satisfaction
Maximize Shareholder Value
Maximize Improvement through Information
Exchange
Common Process Measures
Process Measures
Activations
Inbound Customer Care
Usage Monitoring
Major Accounts

Some KPIs and Measures for PLM
h Average product development lead time
h Revenue achieved for new product(s), actual vs planned
h Percentage of revenue achieved from new products
h Percentage of new product specifications developed on target
h Percentage of new product plans developed on target
h Revenue by product, actual vs planned
h Profit by product, actual vs planned
h Revenue and profit growth rates by product
h Market share by product
h Market share growth rate by product
h Number of new customers by product
h Number of customers discontinuing product
h Advertising and promotion expenditure as a percent of total
expenditure
h Percentage of products enhanced
h Percentage revenue increase from enhanced products
h Percentage of customers satisfied with the companys
product(s)
h Percentage of products discontinued

Making Measurement Relevant
h Process metrics assist visibility of business
efficiency
h Metrics in one area of operation may need
interpretation/transformation to be useful in
supporting other areas and the business overall
h An example is metrics used to assess and
support Customer SLAs
h much of the source information relates to underlying
performance of network and other resources
h Immediate measures are not customer-focused
another vital question: how to make the link ?

Quality Indicator Hierarchy
Product
KQIs
Customer Focus
Additional
Data
Service
KQIs Additional
Data
(Policies,
Objectives,
Internal Focus
Service Plans
Etc.)
KPIs
Service
Resource
Data
Service Resources
Ref: TM Forum TMF506 & GB923
Outlook for Possible Future Work
h Develop metrication framework for eTOM based
on Quality Indicator Hierarchy and
Catalyst/other experience
h Specify metrics (KPIs/KQIs) for selected eTOM
processes (populate progressively)
h Link with other industry work using eTOM in this
way (e.g. GBA for Billing metrics based on
eTOM)
h Deliver Performance Assessment strategy
around the eTOM Framework

Agenda
Welcome
eTOM: an Overview
Break
eTOM applications
Q&A
Close

Questions & Answers

Getting Involved with eTOM
h Contributions needed:
h for member review and comment on results
h for member participation in the ongoing work with
expertise in a variety of areas.
h More contributions and resources wanted on
the eTOM team!
h Is there a work area important for your business?
h Do you have a view on the technical debate?
h Do you want feedback or advice on using eTOM?
h Do you want to influence where eTOM goes?
. Then join the eTOM Team!

Contacting the TM Forum
In North America In Europe
Tel.: +1 973-292-1901 Tel:+44-1473-288595
E-Mail: info@tmforum.org
Web: www.tmforum.org
Training Plus: education@tmforum.org

Page No. Beach
T+ @ Long - 120 (2004), Intro to the eTOM All Rights Reserved
Next Steps
h Training Plus at TeleManagement World, Nice, France,
16-19 May, 2005:
h http://www.tmforum.org/browse.asp?catID=2194
h TeleManagement Regional Summit, Bangalore, India, 5-

6 December, 2004:
h http://www.tmforum.org/browse.asp?catID=1118&linkID=29688
h TM Forum We Come to You courses:

h TM Forum Webinar series:

h eTOM Users Group: http://www.tmforum.org/browse.asp?catID=1639


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TM Forum Training Plus at TeleManagement World

Long Beach, USA - 11th October 2004

Enhanced Telecom Operations Map

Page 1 Training Plus Copyright 2004. All Rights Reserved

Page 2 Training Plus Copyright 2004. All Rights Reserved

Page 3 Training Plus Copyright 2004. All Rights Reserved

Page 4 Training Plus Copyright 2004. All Rights Reserved

Page 5 Training Plus Copyright 2004. All Rights Reserved

Page 6 Training Plus Copyright 2004. All Rights Reserved

eTOM represents a framework for defining your own

h August 2004: eTOM 4.5 released as part of NGOSS 4.5

and work never stops

Strategy, Infrastructure & Product Operations

Shareholders Employees Other Stakeholders

Page 9 Training Plus Copyright 2004. All Rights Reserved

Strategy, Infrastructure & Product Operations

Commit Lifecycle Support &

Service Development & Management Service Management & Operations

Financial & Asset Stakeholder & External Human Resources

h Industry-agreed, business & systems framework to

Page 12 Training Plus Copyright 2004. All Rights Reserved

Reduce time to Reduce number of

Using New Generation Principles and Architecture

Page 13 Training Plus Copyright 2004. All Rights Reserved

Business Capabilities, System Capabilities,

Service Providers Service Developers

Page 14 Training Plus Copyright 2004. All Rights Reserved

h eTOM provides the

validate the eTOM Constraints & Context

Service Providers Service Developers

Page 15 Training Plus Copyright 2004. All Rights Reserved

Core eTOM Viewpoint eTOM Public B2B Business

ICT Industry ICT Industry Cross Industry ICT Industry

Using eTOM to B2B Transaction Pattern

eTOM is used to map functionality of existing systems

Telstra enhanced the core eTOM Framework to create a

Used eTOM to map existing industry processes, analyze

OSS/J (enabling marketplace of interchangeable,

RosettaNet (enabling supply chain optimization for the high

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. Then join the eTOM Team!

eTOM is already in wide use across the industry!

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Strategy, Infrastructure & Product Operations

Strategy & Infrastructure Product Operations Fulfillment Assurance Billing

Marketing & Offer Management Customer Relationship Management

Service Development & Management Service Management & Operations

Resource Development & Management Resource Management & Operations

Supply Chain Development & Management Supplier/Partner Relationship Management

Financial & Asset Stakeholder & External Human Resources

h Operations Support & Customer Relationship Management

h OPS also supports

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h SIP also has functional Supply Chain Development & Management

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Strategic & Enterprise Risk

Enterprise Effectiveness Knowledge & Research

Financial & Asset Stakeholder & External Human Resources

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CRM Marketing Problem

Retention & Loyalty