Business Process Framework (eTOM)

Fundamentals
Today’s Topic

In this training you will learn about

Business Process Framework Foundation - Part 1

Introduction to Business Process Framework
Day 3
Business Process Framework - Uses
eTOM Exercise - Business Process Framework uses
Foundation Business Process Framework Foundation - Part 2
Process Flows and Business Process Framework
Day 4
Business Process Framework Extension Guidelines
Business Process Framework - Conformance
Acknowledgement, Disclaim & Copyright

Trainer has a rich experience in training & consulting on the Business

Process Modelling. TMForum has Copyright ownership on the process
model eTOM ( Business Process Framework). Many Diagrams,
Designs, Process Flows used in this presentation are exclusive
property of TMForum. A few slides are contributions of some people
with expertise through their experience & contribution towards
Business Process Modeling for Global Telecom service providers. This
is to acknowledge their contribution to this presentation.
 Introduction to
Business Process
Framework
What is Process?

• Definition of Process
– A process is a cross-functional interrelated series of activities that convert
business inputs into business outputs to achieve business goal

Input Activity Activity Activity Output

Process
What is the Business Process Framework?

A Framework that shares and aligns the Business Strategy / Vision with the IT

• Provides a standard process structure, terminology

• Provides a foundation for enterprise wide guideline to the development of business

processes

• Enables consistent end to end process flows to be created and enables re-use

• Enables key information about a process to be captured and made available

• A decomposition hierarchy of the tasks that a service provider needs to consider.

The Business Process Framework
The Business Process
Five common Framework
questions that help explain what the framework is:

How is Business Process Framework Structured?

• The framework is hierarchical arrangement of enterprise-wide processes.

What is the Origin of Business Process Framework?

• Process Framework has evolved over the years from an enterprise operations focused
model by contribution of members

Why have a process framework?

• Framework provides a standard way of structuring, defining, and implementing

business processes

What does the framework include?

• The framework includes all concepts typical of a process model.

Goals Achieved using the Business Process Framework

Provide an Manage complex

enterprise-wide business
process discipline relationships

Understand
Create consistent Application
Process Flows & Functionality &
re-use Develop clear IT
requirements

Reduce
management time
and cost
Business Process
Framework
Structure
Key Framework Concepts
Frameworks building blocks: categories / areas

Strategy, to Readiness (S2R) Operations

Frameworks building blocks: verticals

Strategy, to Readiness (S2R) Operations

Strategy Capability Lifecycle Operations Fulfilment Assurance Billing &
Management Delivery Management Readiness Revenue
& Support Management
Business Process Framework Domains

Market & Sales

Customer

Product
Common

Service

Resource

Business Partner

Enterprise
Current Version – Version 21

Strategy, to Readiness (S2R) Operations

Strategy Capability Lifecycle Operations Fulfilment Assurance Billing &
Management Delivery Management Readiness Revenue
& Support Management

Market & Sales

Market & Sales

Customer
Customer

Product
Product
Common
Common

Service
Service

Resource
Resource

Business Partner
Business Partner

Enterprise
Domain Concept

Product Domain
Product & Offer Product & Offer Product Specification Product Product Performance
Product Support
Portfolio Planning Capability Delivery & Offering Develop… Configuration Management

Product Capacity Product Inventory

Management Management
 Two Key Concepts
Problem Handling
ProductCustomer
Offering
Isolate
Core Process Lifecycle
Problem
Management

Problem &Handling
Gather Customer
Analyze New Problem New
Develop Handling
Product Problem Handling Problem Handling
Rollout/Launch
Isolate Isolate Customer Isolate
DevelopCustomer
Detailed Isolate Customer
Product Offering Offering Business Product Offering
Problem Problem Product Offering
Problem Problem
Ideas Proposal

Problem
Conduct Handling
Product Problem Handling
AssessCustomer
Performance Problem Handling
ManageCustomer
Product
Isolate Customer Isolate Isolate
Offering Acceptance of Existing Product Offering Exit
Problem Problem Problem
Testing Offering

Problem Handling
Gather Customer
Product ProblemProduct
Identify Handling Problem New
Develop Handling
Product
Isolate Isolate Customer Isolate Customer Task Process
Offering Ideas Offering Opportunities Offering Opportunity
Problem Problem Problem
and Requirements Concepts
eTOM hierarchy

Categories S2R Operations

Business Market
Domains Enterprise Resource Product Customer Service
Partner Sales

Marketing Marketing Product Marketing

Sales
Core Process 2 Capability Strategy &
Development
Communications &
Delivery Policy Promotion

Monitor Sales & Develop Sales & Develop New Sales

Core Process or 3 Channel Best Channel Channels &
Task Processes Practice Proposals Processes

Core Process or Develop Sales Monitor Sales Develop

Manage Process &
Define
Task Processes 4 & Channel & Channel External
Channel Coordination
Processes &
Requirements Practices Relationships Channels
Tasks – Lower level processes
eTOM – Process Map
Core Process Identification Activity

Strategy, to Readiness (S2R) Operations

Strategy Capability Lifecycle Operations Fulfilment Assurance Billing &
Management Delivery Management Readiness Revenue
& Support Management

Market & Sales

Market & Sales

Customer
Customer

Product
Product
Common
Common

Service
Service

Resource
Resource

Business Partner
Business Partner

Enterprise
eTOM – Process Map

Is a third
level core
process
Exercise
Invite a friend for a cup of coffee

▪ You decide to invite a friend to a coffee shop for a coffee after work – your treat!

▪ Create a high level flow that identifies each of the steps involved from the initial
invitation through to selecting, drinking and paying for the coffee
Process Flow Example

Problem Handling Problem Handling Problem Handling

Isolate Customer
Start Isolate Customer
Fill Shopping Isolate Customer
Problem
Shopping Problem Check
Problem Out
Cart
Exercise - Discussion
Invite a friend for a cup of coffee

▪ Now let’s take a look at the output of each teams

▪ How aligned or same are your output with each other?
▪ Have you identified different steps or different names for the same steps?
▪ What happens if the scenario is to invite a friend for Dinner or Party?
▪ Can we re-use any things from the previous output?
▪ What does this mean? This means we need to have standards
Process Flow
Definition of Process Flow

▪ Has a business goal to achieve

▪ Has a number of activities that are
performed in some order like O2C – Order-
to-Cash
▪ Has specific Inputs & Outputs
▪ Uses resources
▪ Creates value of some kind for the customer
Classical Approach
Starts with a low level Process Flow?
Initial contact
Translate customers problem
to a more technical language

▪ Each Business unit or department creating

Scripted questions
Input callers details

their own processes that are then recorded Customer

Ist Line
support in

in a non-uniform manner using non- Call

Centre

standardised task names and recorded in a Yes Resolved?

variety of systems
Case closed in Salesforce Take Ownership of issue
No Use tool-set to check
configuration / set-up /
customer rights / etc

Call back 2nd Line support

Yes
Resolved?

Depending on the accuracy

of the 2nd level report, the
interpretation put on the
incident by 3rd level this
could take time for the
correct expert to be assigned
and the issue resolved
3rd Line support
Yes

Resolved? No 4th Line support

Resolved
Process Flow
Problem with classical approach

▪ Difficult to understand the “Big picture”

▪ No commonality amongst the recorded flows
▪ Difficult to classify the processes into a related group
▪ Many processes duplicated, typically the same process with different names in
different business units
▪ Different tools / systems used to record the Process flows
Process Flow
Relevant Forum Documents
▪ GB921F: Process Flow Examples
– Provides some example business scenarios in which the Business Process Framework is
applied
– Content includes industry experience in linking the Business Process Framework with
ITIL
▪ GB921E: End-to-End Business Flows
– Shows recommended process scenarios that address high-priority end-to-end business
issues
▪ GB921J: Joining the Business Process Framework through to Process Flows
– Shows how the pre-defined end-to-end business flows documented in GB921E can be
used by a Company
▪ GB921K: Construction Guidelines
– Aims to document an approach that can be used by a company in order to develop its
own end-to-end process flows
A Process Flow Example
Resource Initiated SLA Flow
Customer Customer QoS
informed Report
Received

Customer Interface Customer Interface

Management Management
Market
Product &
Customer

25. Customer informed of 26. Customer service level

restoration of service quality reports generated and possibly
(optional) periodic discussion with
Customer Customer undertaken
QoS/SLA
Management

Service
24. Service QoS
reports generated

Service Quality Service Problem

Management Management
23. Rectification
report generated
21. Resource
performance reports 22. Resource
generated trouble report
closed
Resource Resource Resource Trouble
(Application, Performance Management
20. Rectification
Computing Management
report generated
and Network)
19. Resource performance
data passed on
Resource Data
Resource Collection &
18.
Performance Processing
Data Available

Supplier/
Partner
Process Flows
Using the Framework to Create Process Flows

• Start at Level 2 process groupings

– Get a high level understanding of the most important process flows

• Refine to level 3 or below

– Take inputs from Process owner!
– Use the framework to illustrate what you are doing
– Be prepared to do it again....and again... until those accountable can
sign off on the documented process flow
Example: Understand the flow at a high level
Reproduce the flow at a lower level
Until you have enough detail
Exercise
Order to Cash (O2C) Scenario

▪ A customer contacts a service provider to buy a new FTTX connection

▪ As soon as the equipment is delivered and tested an invoice is raised to the customer. Thereafter billing is
monthly by direct debit

▪ Construct a high-level process flow that represents high level cross functional process for this scenario.

▪ Use Process Framework as reference

A Process Flow Example : Fulfillment
Business Process Framework
Content Walkthrough
Uses of Business
Process
Framework
Uses of Business Process Framework

Developing process flows

Defining project scope

Plan, design, test, and deploy applications

Transforming business processes

Procurement request support

Role/organization mapping

Managing Key Performance Indicators

Organizing Use Cases and Process Flows
Organizing Process Flow Example
Organizing Detailed Use Cases
Problem Handling
Rollout/Launch
Isolate
Product
Customer Use-case
Problem
Offering
Organizing Detailed Use Cases
Problem Handling
Rollout/Launch
Isolate
Product
Customer Use-case
Problem
Offering

Detailed Use-case
Organizing Detailed Use Cases
Problem Handling
Rollout/Launch
Isolate
Product
Customer Use-case
Problem
Offering

Detailed Use-case
More detailed
use-case
 Problem Handling
Rollout/Launch
Isolate
Product
Problem
Customer Processes and Use Cases – Another Example
Offering

Use-case

Name: Policies:
Scope: Processes:
Level: Pre-conditions:
Develop Product Offering Procedures develops the procedures for the
Audience: Post-conditions: specific fulfillment, assurance and revenue generation processes for a
Primary Actor(s): Triggers: new or enhanced product offering as well as keeping them up to date.
Supporting Actor(s): Main scenario: Develop policy support and decision support knowledge for these
product offering processes and procedures.
Primary Goal(s): Extension scenarios:
Stakeholder Goal(s):
Using the Framework’s Structure

Key benefits to Telconet by using the Business Process Framework

in this way:
• This approach captures the explicit linkage between the activities within the
framework for the business area within scope and the IT components which
provide the automated solution for the business requirements.
• It can provide the reference base for answering questions such as:
– Does automation for this function already exist?
– Can I rationalize my IT investments to remove duplication?
– And many others…..Can you think of some?
Using the Framework’s Structure

And what about these benefits:

• Saving time versus developing a proprietary classification structure
• Provides a ready-made set of starting requirements – but not necessarily
the complete set!
• Using an industry standard framework simplifies internal and external
communications regarding requirements
• Ensuring completeness of requirements as core processes and their tasks
manage the complete lifecycle of a key business entities.
Business Process Framework and Procurement / Functionality Requirements
Role/Organizing Mapping

Product Specification &

Offering Development &
Retirement
RASCI Role and Responsibility Chart
Managing Key Performance Indicators

Establish
Log Party Collect Party
Party

Potential Partner
Interaction Data
Relationship

Partner Self On-boarding

Gain
Collect Party Collect Party Approval for
Demographic Profile Party
Agreement
Sales/Marketing

Welcome
New Party

Potential Partner Enterprise Web Site

Partner On-boarded and Welcomed

Process Flow Simulation Summary
Exercise – Scoping a Project
▪ Telconet is building Application Platform with the following capabilities:
- Provides a standardized solution for rapidly adding partners’ products to an existing Catalog

- Provides mechanism for placing a Product Order with all of the necessary order parameters.

- The Product Order is created based on a product offering that is defined in a catalog. The product offering identifies the product
or set of products that are available to a customer, and includes characteristics such as pricing, product options and market.

- Provides mechanisms for placing a Customer Quote

- Provide service availability at Customer location

- Provides mechanism for retrieval of the representation of a product and its subscribers.

- Provide support for Service Level Agreements on specific Product Offerings

- Provide support for Customer and Customer account management

- Provides a standardized mechanism to book an appointment with all the necessary appointment characteristics

▪ As an Architect, you are tasked with providing a solution by identifying the scope of this project with the
corresponding Core Processes that will be present in the Platform and what requirements these processes maps to.

▪ You are also asked to provide examples showing how the processes in the Platform will be used in end-to-end flows
like: pre-Ordering, Ordering
 eTOM &
Business
Transformation
Developing an Enterprise
Process Framework
Developing an Enterprise Process Framework
Steps involved in transformation

▪ Define scope of the project based on the Business Process Framework’s domains and
first level core processes
▪ Capture the current process definition
▪ Identify the approach for transformation
❑ Top Down

❑ Bottom Up

❑ Hybrid

▪ Identify the current process flows to be transformed

▪ Map the current process (of the flows) to eTOM process
▪ Revise the scope of the project based on the mapping
▪ Optimize & simplify the process
Flow Identification
Process Flow Information Flow

Material Flow Financial Flow

Capture Current Process Details
Identify Core Process from eTOM

Problem Handling Problem Handling Problem Handling Problem Handling

Isolate Customer Customer
Isolate Customer Order
Isolate Customer Workforce
Isolate Customer
Selling
Problem Problem
Management Handling
Problem Problem
Management
Mapping Framework Processes & Current Process

Type of equivalence:
• A gap in eTOM that represents an extension or a specialization of the eTOM.
• An eTOM match degree of equivalence, such as full or partial support by the eTOM
process . The degree of equivalence for higher level eTOM processes can be derived
from the equivalence of the lower levels.
• A gap in current processes – possible missing process in the model
• Multiple processes mapped to eTOM process which represents possible overlap of
current processes or different names for same process that should be resolved
Mapping Progress
Results of Mapping the Framework’s Processes
Mapping to the Business Process Framework

You may also want to:

• Add a property to the processes that stores the original enterprise process’ or flow
step’s name so the mapping to the framework process is maintained.
• Add a property to a framework process that stores the extensions made to its
description. By doing so when a new release of the Business Process Framework is
imported the tool you use will hopefully maintain any properties which have been
added to your enterprise’s process model.
• Use an enterprise process identifier that indicates it is an extension to the framework
and that keeps all processes in decomposition sequence when they are sorted. A suffix
is a good choice.
Three Key Considerations
1. Sharing processes
2. Stabilizing the adaptation
3. Introducing specialization
Operations
Operations
Strategy, to Readiness (S2R) Operations
Common Domain

Enterprise
Business Process
Framework
Conformance
Framework Conformance Overview
Decomposition for the Core Process Order Handling

Conformance Assessment
is done for Task Processes
Order Handling

Determine Track & Manage

Complete
Customer Order Authorize Credit Customer Order
Customer Order
Feasibility Handling

Issue Customer Report Customer Close Customer Manage Order

Orders Order Handling Order Fallout
Detailed Mapping to the Track Level 4 Process Mapping Details
Customer Order Process Example 3.3.3.2 Track Customer Order
Brief Description
Undertake necessary tracking of the execution process. AM

( [PS TSOM], 5.2 Customer and Service Orders)

( [PS TSOM], 5.2.1 Order Statuses)

Modify the customer order status. AM

( [PS TSOM], 5.2.1 Order Statuses)

( [PS TSOM], 5.2.2 Order Item Statuses)

Modify the jeopardy status of customer orders, escalating customer orders as necessary. AM

System allows users to prepare reports for orders that are not completed within their normal duration.

( [AOS TSOM], 2.1 Detecting Problematical Orders)

Extended description

Not used for this process element.

Conformance Scores Frameworx xx.x Conformance Certification (Product/Solution/Implementation)
Business Process Framework (eTOM) – Conformance Score Methodology
Conformance
Process Level Qualifier
Score
Level 1 Domain Not applicable Conformance Assessment shall not be carried out at this process level.

A conformance level is not awarded is not awarded to level 2/3/4 core processes
in Frameworx Certification. The Certification Report shall highlight the coverage
Level 2/3/4 Core
Not applicable within a core process submitted in scope for an Assessment, in terms of number
Process
of tasks submitted for assessment out of the total number defined in the Business
Process Framework for the core process in scope.
A Conformance Score is awarded for each task submitted in scope for the Assessment.
The Conformance Score awarded can be a value between 3.1* & 5 depending on the
achieved level of support in the constituent sub-tasks. Each sub-task can achieve either
of the following scores: 0%, 25%, 50%, 75% or 100%. This depends on the
Conformance
Task (Level 3 and demonstrated level of support to the implied sub-tasks within their semantic
Score is awarded
below) definition. If a task in scope has no sub-tasks, its score will then be calculated
between 3.1 & 5.0 according to demonstrated level of support to the implied sub-tasks within its
semantic definition.
A task being assessed is actually the highest level task under a core process.
Level of
conformance is Level of conformance are calculated for Sub-Tasks according to demonstrated
Sub-Task (Level 4 calculated as support to the individual implied sub-tasks in its semantic definition. Sub-Task
and below) input to patent scores are summed and averaged to give an overall score for the parent Task.
Task Score
Conformance Results
 eTOM & Other
Industry Process
Models
The Framework and Other Industry Process Models
Continual Service
Improvement

Service
Design
Service
Strategy

Service
Operation ITIL
Co Impr

me ice
nti ov

ve erv
nt
nu em

pro l S
al

Im inua
Se nt

Service
rvi

nt
e

Transition
ce

Co

SCOR Framework
 Continual Service
Improvement
ITIL Four Practice Areas
Service
Design
Service
Strategy

Service Enterprise Domain

Operation ITIL
Co mpr

en e
em vic
Strategic & Knowledge Enterprise Effectiveness Financial & Asset Enterprise Risk Human Resources Stakeholder & Ext.
nti ov

Common
I

Enterprise & Research Management Management Relations Management

t
Management Management

ov Ser
nu em

Planning Management Enterprise

Processes
al

l
Im inua
Se nt

Service Strategic Process Business Continuity Corporate

rvi

pr
Knowledge Financial HR Policies
nt
Management
e

Business Management Comms & Image

Transition Management Management & Practices Data Analytics
ce

Co
Planning & Support Mgt

Enterprise Community
Business Research Asset Security Organization
Quality Relations
Development Management Management Management Development
Management Management

Enterprise Program Shareholder

Technology Procurement Fraud Management Workforce
Architecture & Project Relations
Scanning Management Strategy
Management Management Management

Group Enterprise Integrity Audit Workforce Regulatory

Enterprise Performance Management Management Development Management
Management Assessment

ITIL Release ITIL Service Catalog Facilities ITIL Service Employee

Insurance Legal
& Deployment Management Management Continuity & Labor
Management Management
Management & Support Management Relations Mgt

ITIL Service ITIL Revenue Assurance Board &

ITIL Change Management Shares/Secur.
Level Event Management
Management Management
Management
Domain
ITIL ITIL ITIL Service Asset ITIL
Capacity Incident & Confg Problem
Management Management
Level 1
Management Management

ITIL Continual ITIL

Level 2
ITIL
ITIL Request Service Info Security
Availability
Fulfillment Improvement Management
Level 2 – ITIL-related
Management
Example mapping

Problem Handling
ITIL Change
Isolate Customer
Management
Problem
Lower Level Processes and Practices Emergency
Change

Receive RFC (Record RFC, Filter Request)

RFC
Capture
received Emergency Change
Resource
Categorize and Prioritize Capability
Shortfalls
Major Change Minor Change
Pass approved Changes to action to CAB Authorize & schedule
CAB for actioning
Gain
Gain Resource
Review impact and Resource Capability change
resources Capability Investment not
Investment Approval approved Inform
Approval (simplified) Initiator
Inform Approve/Reject Change
Initiator change change
not approved change approved approved

Change Change
approved approved
The COBIT 5 Process Reference Model
Example Mappings

3
1 2
4
Thanks!