eTOM Ppt Final

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 C

HALLENGES

I

N

P

RESENT

T

ELECOM

I

NDUSTRY

 NGOSS

 W

HO

N

EEDS

NGOSS

)

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Market and Sell Services, Provide Customer Care Develop Products, Services, and Support Capabilities Build, Operate, and Maintain Network

Value Chain

Deregulation

• Liberalization

across markets and services

Demand

• Bandwidth

• New, innovative services • Need to be connected

Competition

• Entry of multiple competitors • Greater specialization

Technology

• Packet networks • Growth of the Internet • Declining prices

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

NGOSS is the industry’s only true standard for development and

deployment of easy-to integrate, flexible, easy-to-manage OSS/BSS

components.



NGOSS defines for service providers and their suppliers a

comprehensive, integrated framework for developing, procuring, and

deploying operational and business support systems and software.



NGOSS is provided as a set of documents that make up a toolkit of

industry-agreed specifications and guidelines that cover key business

and technical areas, and a defined methodology for use of the tools.



NGOSS uses a “Lifecycle” approach to development of management

systems, based on clear definition of business processes, specification

and architecting software, and systems to automate those processes,

and compliance of those systems against NGOSS test criteria

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STEP 1. Define the Business Challenge STEP 4. Execute the Business Solution STEP 2. Architect the Business Solution STEP 3. Implement the Business Solution

NGOSS

Supporting

Tools

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NGOSS

Supporting

Tools

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NGOSS

Supporting

Tools

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NGOSS

Supporting

Tools

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NGOSS

Supporting

Tools

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Who Needs NGOSS

N

ETWORK

E

QUIPMENT

V

ENDORS

S

ER V IC E

P

R O V IDER S

OSS/BSS

S

ERVICE

P

ROVIDERS

NGOSS

S

YSTEM

I

NTEGR AT O R S

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 H

ISTORY

O

F

E

TOM

 T

ELECOM

O

PERATIONS

M

AP

(TOM)



E

TOM



E

TOM B

USINESS

P

ROCESS

M

ODEL

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“e” for

enhanced

– 1995 – 1999: original TOM (Telecom Operations Map) developed

– 2000 – 2001: evolution of TOM towards eTOM

– 2001 - 2002:

eTOM v1.0, and v2.0 developed

– May 2002:

eTOM v3.0 is TMF Approved

– end 2002:

Updates to core eTOM released to Members

– Sept 2003:

Submission of eTOM to ITU-T

– Q3/Q4 2003:

eTOM v3.5/v3.6 released for evaluation

Further eTOM work areas being developed ….



Mar 2004:

eTOM v4.0 is TMF Approved



Apr 2004:

ITU-T adopts eTOM as a formal standard

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

The eTOM is based on the Telecom Operations Map (TOM), which is a

high-level reference process model for Operations and Management in

a modern telecommunications company.



TOM was developed to drive consensus around the processes, inputs,

outputs and activities required for service providers operations

management.



TOM also provides the definition of common terms concerning

operations processes, sub-processes and the activities performed

within each. Common terminology makes it easier for Service Providers

to negotiate with Customers, third party Suppliers, and other Service

Providers.

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Element Management Network Management Business Management Service Management

TMN Layers

correspond with TOM

horizontals

TOM processes are

captured in “FAB” area

of eTOM Operations

eTOM maps the

NGOSS Business

View

Networkand Systems Management Processes Service Development and Operations Processes

Customer Care Processes

Customer

NetworkElement Management Processes

In fo rm at io n Sys te m s M an ag emen t Pr o ce ss es Network Planning and Development Network Provisioning Network Maintenance & Restoration Network Data Management Network Inventory Management Service Planning and Development Service Problem Management Service Quality Management Rating and Discounting Service Configuration

Customer Interface Management Processes

Sales Order Handling Invoicing and Collections Problem Handling Customer QoS Management

Physical Resource and Information Technology

Enterprise Management

Strategy, Infrastructure & Product Operations

Fulfillment Assurance Billing

Product Lifecycle Management Infrastructure Lifecycle Management Operations Support & Readiness

Customer Relationship Management Service Management & Operations Resource Management & Operations Supplier/Partner Relationship Management

Strategy & Commit

Marketing & Offer Management Service Development & Management Resource Development & Management Supply Chain Development & Management

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

Customer

Enterprise Effectiveness Management Enterprise Risk

Management Strategic & Enterprise

Planning

Knowledge & Research Management Financial & Asset

Management

Stakeholder & External Relations Management

Human Resources Management

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

Although the TOM has been extremely successful, it is necessary

to evolve it to accommodate and anticipate industry changes, and

the needs of organizations participating on this work.



In order to comply with the NGOSS™ initiatives, it is critical that

TOM evolved into a framework that integrated e-Business and

Internet opportunities.



There was a necessity to expand the TOM to a total enterprise

business process framework.



TOM did not sufficiently address e-business impacts on the

business environment and business drivers, the need for

e-business integrated processes, nor the increased complexity of

service provider business relationships.

(17)



The enhanced Telecom Operations Map (eTOM) is a business

process model or framework that describes all the enterprise

processes required for a service provider, and analyzes these to

different levels of detail according to their significance and priority

for the business.



This is an initiative of TeleManagement Forum.



A particular strength of eTOM as a business process framework is

that it is an essential part of the TM Forum NGOSS™ (New

Generation Operations Systems and Software)



The eTOM provides the NGOSS™ business view, which is the

driver for a development leading to the specification of system

requirements and implementation, followed by an operational

solution to solve the business problem.

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Basic Process Areas



Operations Process Area

 Called the heart of eTOM.

 Includes operations processes that support the customer operations and management and ones that enable direct customer operations with customer.  Includes both day-to-day and operations support and readiness processes.



Strategy, Infrastructure & Product Process Area

 Includes processes that develops strategy, commit to the firm, build infrastructure, develop and manage products, and that develop and manage the Supply Chain.

 It includes the infrastructure required to support functional processes, e.g. CRM.



Enterprise Management Process Area

 Includes basic business processes required to run any business.  Focus on Enterprise Level processes, goals and objectives.

 Processes have interfaces with almost every other process in the enterprise, whether operational, product or infrastructure processes.

 Sometimes considered as Corporate Functions and/or Processes, e.g. Financial

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Functional Areas



Market Product and Customer Processes

 Includes those dealing with sales and channel management, marketing

management, and product and offer management

 Also includes Customer Relationship Management and Ordering, Problem

Handling, SLA Management and Billing.



Service Processes

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



Resource Processes

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



Supplier/ Partner Processes

 Includes those dealing with the firm’s interaction with its suppliers and partners.

 Involves both processes that manage the Supply Chain that underpins product

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Major Entities



Customers

 The Service Providers sells to them



Suppliers/ Partners

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



Shareholders

 The Service Providers obtains financial resources from them



Employees

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



Other Stakeholders

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

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

E

TOM CEO L

EVEL

V

IEW

 O

PERATIONS

P

ROCESSES

 S

TRATEGY,

I

NFRASTRUCTURE

& P

RODUCT

P

ROCESSES

 E

NTERPRISE

M

ANAGEMENT

P

ROCESSES

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eTOM – Business Process Model (CEO Level)

Operations

Operations Support & Readiness

Customer Relationship Management

Service Management & Operations

Resource Management & Operations

Supplier/Partner Relationship Management

(Application, Computing and Network)

Enterprise Management

Strategic & Enterprise Planning

Financial & Asset Management

Enterprise Quality

Management, Process & IT Planning & Architecture Stakeholder & External

Relations Management Brand Management,

Market Research & Advertising

Disaster Recovery, Security & Fraud Management Research &

Development, Technology Acquisition

Strategy, Infrastructure & Product

Product Lifecycle Management Infrastructure Lifecycle Management Strategy & Commit

Marketing & Offer Management

Service Development & Management

Resource Development & Management

Supply Chain Development & Management

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

eTOM Business Process Framework is decomposed into a set of

process groupings, which provide a first level of detail at which the

entire enterprise can be viewed. These processes are considered the

CEO Level View, as the performance of these processes determines

the success of the enterprise.



eTOM supports two different perspectives on the grouping of the

detailed process elements:

(a) Vertical Process Groupings, which represent a view of

End-to-end Processes within the business, such as those involved in the

overall billing flows to customers

(b) Horizontal Process Groupings, which represent a view of

Functionally Related Processes within the business, such as those

involved in managing the supply chain.

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Operations Process

O

PERATIONS

Fulfillment

Assurance

Billing

Operations

Support &

Readiness

Customer Relationship Management

Service Management & Operations

Resource Management & Operations

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Operations - Vertical Processes

O

PERATIONS

Fulfillment Assurance Billing Operations

Support & Readiness

Fulfillment: This process is responsible for

providing customers with their requested products in a timely and correct manner.

Billing: This process is responsible for the

production of timely and accurate bills, for providing pre-bill use information and billing to customers, for processing their

payments, and performing payment

collections.

Operations Support & Readiness: This

process is responsible for support to the

“FAB” processes, and for ensuring

operational readiness in the fulfillment, assurance and billing areas.

Assurance: This process is responsible for

the execution of proactive and reactive maintenance activities to ensure that services provided to customers are continuously available and to SLA or QoS performance levels.

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O

PERATIONS

Customer Relationship Management (CRM)

Service Management & Operations (SM&O)

Resource Management & Operations (RM&O)

Supplier/Partner Relationship Management (S/PRM)

Operations - Horizontal Processes

CRM: This process deals with fundamental

knowledge of customers needs. It includes all functionalities necessary for acquisition, enhancement and retention of relationship with a customer.

RM&O: This process grouping maintains

knowledge of resources (application,

computing and network infrastructures) and is responsible for managing all the resources (e.g. networks, IT systems etc.) utilized to deliver and support services required by or proposed to customers.

S/PRM: This process grouping supports

the core operational processes, both the customer instance processes of Fulfillment, Assurance and Billing as well as the Functional Operations Processes.

SM&O: This process grouping focuses on

the knowledge of services. It includes all functionalities necessary for management and operations of communications & information services that are required by or proposed to the customers.

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Strategy, Infrastructure and Product Processes

S

TRATEGY

, I

NFRASTRUCTURE

& P

RODUCT

Product

Lifecycle

Management

Infrastructure

Lifecycle

Management

Strategy &

Commit

Marketing & Offer Management

Service Development & Management

Resource Development & Management

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SIP - Vertical Processes

Strategy & Commit: This process is

responsible for the generation of strategies in support of the Infrastructure and Product Lifecycle processes. It is also responsible for establishing business commitment within the enterprise to support these strategies.

Infrastructure Lifecycle Management: It

deals with development and deployment of new infrastructure, assessing performance of the infrastructure and taking action to meet performance commitments.

Product Lifecycle Management: It deals

with introducing new products, in the form of services delivered to Customers, and assessing and taking action on product performance.

S

TRATEGY

, I

NFRASTRUCTURE

& P

RODUCT Product Lifecycle Management Infrastructure Lifecycle Management Strategy & Commit

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SIP - Horizontal Processes

M&OM: This process includes all necessary

functionalities for defining the strategies, developing and managing new and existing products and implementing marketing and offering strategies for an enterprise.

RD&M: This process focuses on planning,

developing and delivering the resources needed to support services and products to the Operations domain. Defines strategies for network development, introduces new technology and manages performance of existing resources

SCD&M: These processes ensure that the

best suppliers and partners are chosen as part of the enterprise supply chain

SD&M: This process focuses on planning,

developing and delivering services for the Operations domain. It includes necessary functionalities like defining the strategies for service creation and design, managing and assessing the performance of existing services and estimating capacity for future

S

TRATEGY

, I

NFRASTRUCTURE

& P

RODUCT

Marketing & Offer Management (M&OM)

Service Development & Management (SD&M)

Resource Development & Management (RD&M)

Supply Chain Development & Management (SCD&M)

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E

NTERPRISE

M

ANAGEMENT

Enterprise Management Processes

Strategic & Enterprise Planning Financial & Asset Management Brand Management, Market Research & Advertising Human Resources Management Stakeholder & External Relations Management Research & Development, Technology Acquisition Enterprise Quality Management, Process & IT Planning & Architecture Disaster Recovery, Security & Fraud Management

• These processes involve the knowledge of Enterprise-level actions and needs, and encompasses all business management processes necessary to support the rest of the enterprise.

• These processes are necessary in any business because they are needed to run the business at the enterprise level, to direct the business, and are critical to support the direct and indirect Customer Processes.

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 F

ULFILMENT

P

ROCESS

D

ECOMPOSITION

 A

SSURANCE

P

ROCESS

D

ECOMPOSITION

 B

ILLING

P

ROCESS

D

ECOMPOSITION

 OSR

P

ROCESS

D

ECOMPOSITION

 I

NFRASTRUCTURE

L

IFECYCLE

M

GT.

D

ECOMPOSITION

 P

RODUCT

L

IFECYCLE

M

GT.

D

ECOMPOSITION

 E

NTERPRISE

M

GT.

P

ROCESS

D

ECOMPOSITION

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eTOM – Business Process Model (CEO Level)

Operations

Operations Support & Readiness

Customer Relationship Management

Service Management & Operations

Resource Management & Operations

Supplier/Partner Relationship Management

Enterprise Management

Strategic & Enterprise Planning

Financial & Asset Management

Enterprise Quality

Management, Process & IT Planning & Architecture Stakeholder & External

Relations Management Brand Management,

Market Research & Advertising

Disaster Recovery, Security & Fraud Management Research &

Development, Technology Acquisition

Strategy, Infrastructure & Product

Product Lifecycle Management Infrastructure Lifecycle Management Strategy & Commit

Marketing & Offer Management

Service Development & Management

Resource Development & Management

Supply Chain Development & Management

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Enterprise Effectiveness Management Stakeholder & External Relations Management Enterprise Risk Management Strategic & Enterprise Planning Financial & Asset Management Knowledge & Research Management Human Resources Management Business Development Strategic Business Planning Enterprise Architecture Management Group Enterprise Management Asset Management Financial Management Community Relations Management Corporate Comms & Image Mgt Enterprise Quality Management Process Management & Support Organization Development HR Policies & Practices Knowledge Management Procurement Management Security Management Business Continuity Management Fraud Management Insurance Management Audit Management Program & Project Management Enterprise Performance Assessment Facilities Management & Support Research Management Technology Scanning

Level 1

Level 2

Shareholder Relations Management Regulatory Management Legal Management Board & Shares/Secur. Management Workforce Strategy Workforce Development Employee & Labor Relations Mgt

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 A

IRTEL

C

ASE

S

TUDY

: O

RDER

F

ULFILMENT

P

ROCESS

 S

UMMARY

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Operations

OSR _Fulfillment _Assurance _Billing

Supplier/Partner Relationship Management

Resource Management

Service Management

Customer Relationship Management

SM&O Support &

Readiness Problem Service

Management

Service Quality

Management Specific Instance Service & Rating Resource Provisioning RM&O Support & Readiness

Resource Data Collection & Processing S/P Purchase Order Management S/P Buying S/P Performance Management S/PRM Support &

Readiness _{Supplier/Partner Interface Management}

S/P Settlements & Billing Management S/P Problem Reporting & Management

Customer Interface Management CRM Support & Readiness Customer QoS / SLA Management Order Handling Marketing Fulfillment Response Problem Handling Retention & Loyalty Selling Billing & Collections Management Service Configuration & Activation Resource Trouble Management Resource Performance Management Resource Provisioning S/P Purchase Order Management S/P Buying

Supplier/Partner Interface Management

Customer Interface Management Order

Handling Marketing

Fulfillment

Response _{Retention & Loyalty}

Selling Service Configuration & Activation Billing & Collections Management S/P Settlements & Billing Management Customer QoS / SLA Management