Download IIR Globa lOSS Forum London September 2002 - NGOSS

Information Document 19-E
ITU-T Study Group 2
November 2002
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TITLE:
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TeleManagement Forum (TMF), NGOSS and eTOM
(by Mike Kelly, TeleManagement Forum)
The purpose of this document is to provide background information on TeleManagement Forum and its
activities
TeleManagement Forum
(TMF)
NGOSS and eTOM
Agenda
Introduction – The TM Forum
Background – The Changing Industry
NGOSS Initiative
Program
Plan
Progress to Date
eTOM - The Business View
Business Process Framework
Ongoing Work
Conclusions
Agenda
Introduction – The TM Forum
Background – The Changing Industry
NGOSS Initiative
Program
Plan
Progress to Date
eTOM - The Business View
Business Process Framework
Ongoing Work
Conclusions


Worldwide Consortium of ~400 Operators,
Suppliers & Integrators
Focus on Automating Operational Management
and Business Processes


By advancing available Technologies and Solutions
within Global Communications Industry
We:



Provide Wealth of Industry Knowledge
Facilitate Agreements between Companies
Provide Opportunities for Experimentation &
Co-operative Development
Working with Industry
Technology
Presentations/
trials
white papers
Industry
requirements
Business cases
Catalyst
projects
Collaborative
R&D projects
Create,
stimulate,
interpret,
catalogue,
collate,
Product
catalogues
Market research
Published
reports
Academic/
government
information
Industry news
Industry
conferences/
expos
Seminars/
training
programs
package,
distribute
knowledge
Web based
services
Specific Areas of Focus

Provide Strategic Leadership and Guidance:






New Generation OSS (NGOSS)
Business Process Modeling and Automation
Managing Next Gen Network Technologies
Service Management
Web-Based Customer Care (e-Care) and
Customer Relationship Management (CRM)
Systems Integration
Key Work Programs
Technical Teams
Business, System &
Implementation
Collaborate
Architecture
Create a
collaborative work
environment within
which competitor
can solve problems
of mutual interest
Market Centers
• Mobile
• Value Chain
• New Gen Networks
Market Focus
Draw direction and
requirements in a
market-centric
fashion from key
industry players
Catalyst Showcase
TeleManagement
World
Demonstrate
A Place
to Do Business’
Develop proof of
concept solutions to
real industry
problems that can
subsequently be
productised and
sold
Provide the premier
global OSS/BSS
environment within
which members can
conduct business
Communicate
Create a portal
which is a resource
center which the
industry can use as
first port of call for
OSS/BSS info
TMF Central
Website
Agenda
Introduction – The TM Forum
Background – The Changing Industry
NGOSS Initiative
Program
Plan
Progress to Date
eTOM - The Business View
Business Process Framework
Ongoing Work
Conclusions
Multiple ‘100 Year Events’
Monopolies _ Open Markets
Circuit _ IP
Networks
Fixed _ Mobile
Voice _ Data
Services are Multiplying
Yesterday
Today
Tomorrow
Personal information services
Entertainment services
Voicemail services
Basic Voice Services
Enhanced voicemail services
Voicemail services
Audio Teleconferencing
Pre-pay services
Basic Voice Services
Network ACD Services
SMS Text Messaging
Web/Internet Access
Basic EMail
Business to business services
Tomorrow
Multimedia
Teleconferencing
Enhanced voicemail services
Basic and Enhanced Voice
Multimedia Content Delivery
Video Streaming Services
Specialized Information Services
eCommerce Applications
Location based services
Web-Based Service Orders
Data Backup/Recovery Services
Voice Over IP Services
Text to voice services
Multimedia Bridging Services
© TeleManagement Forum & Telcordia Technologies 2001
Operational Challenges are Growing

Service Development at Internet Speed

Real-time Flow-through Service Delivery



QoS ‘Guarantees’ across Multi-service/
Multi-technology, Multi-provider/
Infrastructures
Proactive, Real-time, Content-based,
Location-based Billing
Customer Self Service
..and Yesterday’s Systems can’t Cope

Market speed is outstripping
management system capabilities

Impacting time to market

Hitting the bottom line

Systems development takes too long,
is too expensive and too risky
Time for a Radical Rethink
From ‘blacksmith’s shop’
software...
… to fast production line
by assembly and configuration
New Generation OSS changing the way we build
management software
Agenda
Introduction – The TM Forum
Background – The Changing Industry
NGOSS Initiative
Program
Plan
Progress to Date
eTOM - The Business View
Business Process Framework
Ongoing Work
Conclusions
So What is NGOSS?


New Generation Operations Systems and Software
Industry-agreed, business solution Framework for next
generation OSS/BSS


Includes tools and guidance for service providers,
suppliers and systems integrators




Driven and managed by TM Forum
Business Process, Systems and Software integration “maps”
Development architecture
Repository of documents, models and reference code
Goal = rapid development of flexible, low cost of
ownership solutions to meet the business needs of the
internet enabled economy
Draws on a Broad Base of Ideas
Enterprise
Management
Business
Processes
NGOSS
TMN
COTS
Software
NGOSS – Key Elements
• Definition of Business Processes and
Information Models
• Definition of Systems Framework upon
which these business solutions will be
built
• Practical implementations and multivendor demonstrations via a series of
collaborative Catalyst Projects
• Creation of a Knowledge Base of
documentation, models and code to
support developers, integrators and users
New Generation OSS

“Framework for Rapid and Flexible Integration of
OSSs & BSSs supporting the Global Communications
Industry”








Framework – Supports Multiple Viewpoints
Architecture – Tech Neutral & Tech Specific
Methodology – Business Process Driven
Development – Model-based
Interoperability – Contract/Component-based using Shared
Information Models
Communication – Distributed Networking
Operation – Distributed Computing Services
Compliance – Testable
Framework – supporting or enclosing structure
Viewpoint – focus on particular concerns within a system (IEEE Std 1471-2000)
Scope of NGOSS Program
Industry Compliance
Business
Process
Analysis
Platform
Systems
Requirements
Analysis &
&
Design
Architecture
Shared Information & Data Model
Methodology for using NGOSS
RFPs for NGOSS solutions
NGOSS Key Concepts

Methodology – “system of principles and
procedures applied to a discipline”

Viewpoint – “focus on particular concerns
within a system (IEEE Std 1471-2000)

Framework – “supporting or enclosing
structure”

Architecture – “style or method of design
and construction”
NGOSS Methodology
Ordering 3 Use Case
Thu Apr 05 12:47:19 2001
Use Case Diagram
Provider Services
Gateway Services
Ordering 3
Process
Customer
OSS
Gateway
Interface
Customer
Management
Interface
Contract Interface
Customer
Order
Manager
<<SDM>>
CustomerContact
*
<<SDM>>
Customer
Product
Fulfillment
Manager
Service
Implementation
<<SDM>>
ProductRequest
<<SDM>>
ProductCatalog
<<SDM>>
InvoiceInquiry
*
<<SDM>>
ProductService
<<SDM>>
CreditViolation
Customer Management Services
Product Management Services
NGOSS
Knowledge
Base
Customer
Qualif y
Customer
Customer
Relationship
Management
Pr e-Order
Feasibility
Request Made
Update Customer
Contact Record
Rec eive Pre-Order
Feas ibility Request
Identif y Solution
Alternatives
Solution
Alternatives
A vailable
No Action
Required
Inf ormation
Service
Dev elopment
and Op'ns
Management
Resource
Inf ras'ture
Dev't and
Mngmnt
Assess Service
A v ailability
Pr ovide Service
A v ailability Date
Det ermine
Resource
A v ailability
Pr ovide Availability
Date
Supplier/
Partner
Methodology – system of principles and procedures applied to a discipline
Viewpoint – focus on particular concerns within a system (IEEE Std 1471-2000)
NGOSS – The Framework
Business
System
Implementation
Architecture
Behavior
Information
Framework – supporting or enclosing structure
Architecture – style or method of design and construction
NGOSS – eTOM
Business
System
Implementation
Architecture
Business
Map - eTOM
Behavior
Information
eTOM – enhanced Telecom Operations Map
eTOM - Business Map


Reference Map of Idealized Organization
Business Process Model-based Viewpoint


Mechanism for Identifying & Cataloging





External View of Functionality supported by
Business Activities
Business Processes
Actors
Domain Boundaries
Entities
Cornerstone of Business View
eTOM – enhanced Telecom Operations Map
NGOSS Business Map
Customer
Strategy, Infrastructure & Product
Strategy &
Commit
Infrastructure
Lifecycle
Management
Product
Lifecycle
Management
Operations
Operations
Support &
Readiness
Fulfillment Assurance
Marketing & Offer Management
Customer Relationship Management
Service Development & Management
Service Management & Operations
Resource Development & Management
(Application, Computing and Network)
Resource Management & Operations
(Application, Computing and Network)
Supply Chain Development & Management
Supplier/Partner Relationship Management
Enterprise
Management
Strategic &
Enterprise
Planning
Brand Management,
Market Research &
Advertising
Financial & Asset
Management
Human Resources
Management
Stakeholder & External
Relations Management
Research &
Development,
Technology
Acquisition
Billing
Disaster Recovery,
Security & Fraud
Management
Enterprise Quality
Management, Process & IT
Planning & Architecture
eTOM Developments




eTOM Core Business Process Framework
Approved and publicly available
Detailed extensions with further process
decompositions and flows released to TM
Forum member companies
Interactive tool-based eTOM model released
to TM Forum member companies
Ongoing work on high-priority business
processes and scenarios underway
NGOSS – SIM
Business
System
Implementation
Architecture
Information
SIM – Systems & Information Map
System
Map - SIM
Behavior
SIM – System Map


Reference Map of Idealized IT Environment
System Solution Model-based Viewpoint


Mechanism for Identifying & Cataloging






Internal View of Functionality supported by
Computing Systems
System Processes
Actors
Interface Reference Points
Contracts
Shared Information & Data Models
Cornerstone of System View
SIM – Systems & Information Map
Level 1 SIM
• Management
Domains
Portfolio
Business
Operations
Equipment
Product
Mkt/Sales
Enterprise
Technology
Workforce
Supplier/
Partner
Customer
Invoice/
Payment
SIM – Systems & Information Map
Service
• Logical
Business
Components
NGOSS – Behavior & Information
Business
System
Implementation
Architecture
Behavior
Behavior & Control
Information
Shared Info & Data (SID)
Modeling
Behavior & Information Driven Activities

Behavior & Control





Business Process driven System Behavior
Coarse vs. Fine Grained Control
Centralized vs. Distributed Execution
Guidelines for Modeling and Realization
Shared Info & Data (SID) Modeling



Key to Interoperability
Business Process and Experience Driven
NGOSS Meta-Model for Shared Info & Data
NGOSS – Trial Solutions
Business
System
Implementation
Architecture
Information
TMW
Catalyst Projects
Behavior
Catalyst Program – the living lab for NGOSS


The Catalyst program has been
active for over two years
developing solutions to real-life OSS
problems
Catalyst program is evolving into
the living lab for NGOSS
NGOSS – Compliance
Business
System
Implementation
Architecture
Behavior
Compliance
Program
Information
NGOSS Compliance
• NGOSS compliance based on auditing
for Catalysts in 2001
• NGOSS Compliance Steering group
established to create industry wide
VV&T program
– Building on what was learned auditing catalysts, but
moving towards a testing approach where appropriate
– Aiming to cover the entire NGOSS Landscape, but in a
phased manner
– Pilot Demos at TMW in 2002



Contract Defined Interface
Common Communications Vehicle
Externalised Process Control
Progress to Date









Business Case complete
System Level Requirements complete
eTOM v3 approved
SIM v2 in member review
SID v1 in member review
Technology Neutral Architecture
‘complete’
TSA Application Notes available for
review (CORBA, J2EE, XML/SOAP/UDDI,
J2SE, JINI)
NGOSS Catalysts demonstrating NGOSS
solutions
NGOSS Compliance v1 in member
review
Industry Compliance
Business
Process
Analysis
Platform
Systems
Requirements
Analysis
&
& Design
Architecture
Shared Information & Data Model
Methodology for using NGOSS
RFPs for NGOSS solutions
NGOSS Roadmap Summary
Release 1
Available Q4/2001
NGOSS-Wide
Activities
Process Automation
Activities
Information Modeling
Activities
Systems Framework
Activities
Release 2
Available Q2/2002
Future Releases
NGOSS Business Case
Company specific NGOSS
Business Case
NGOSS Requirements
NGOSS Partner Program
NGOSS Powered Criteria for Catalysts
Industry-wide NGOSS Powered
Compliance Program Pilot
Industry-wide NGOSS Powered
Compliance Program Full
Implementation
Completed eTOM
eTOM – The Business Process
Framework
eTOM - Scenarios for Test Cases
NGOSS Development and Integration
Methodology
Initial Repository structure for
NGOSS Artifacts
NGOSS Knowledge Base
Sample Contracts and Use-Cases
End-to-End Contracts and UseCases for Test Cases
End-to-End contracts populating
Knowledge Base
Systems Integration Map: Concepts
and Principles
NGOSS Meta Model
Systems Integration Map: Component
Description
NGOSS Information Models and
Data Models
NGOSS Architecture Overview
NGOSS Technology Neutral
Architecture
Technology Neutral Contract
Specification
Technology Neutral models for
Framework Services,
Infrastructure etc.
NGOSS Technology-Specific
Application Notes
Technology-Specific Mappings of
Contract Specification
Further Technology Specific
Application Notes
Who’s Backing NGOSS?
Conclusions
NGOSS Is!
• A 21st century ‘umbrella’ approach
to building and deploying OSS
• Adoption of industry standard
approaches and tuning them for
OSS
• ‘Cardinal points’ of agreement
• A practical program - delivering
practical tools, support and code to
aid development – not just paper
specs
• Evolutionary
NGOSS Is Not!
• A TMF specific approach
• A special approach for the
communications industry
• Prescriptive
• Revolutionary
NGOSS - Benefits for Everyone
…..for Service Providers:
Get to market faster and keep ahead = profit
…..for Systems Integrators:
Add business value, not overheads = profit
…for Equipment Manufacturers and ISV’s:
Open up the OSS products market = profit
Agenda
Introduction – The TM Forum
Background – The Changing Industry
NGOSS Initiative
Program
Plan
Progress to Date
eTOM - The Business View
Business Process Framework
Ongoing Work
Conclusions
A Brief History of eTOM

1995 – 1998: development of TOM (Telecom Operations Map)

1999: stabilization of TOM

2000 – 2001: evolution of TOM towards eTOM

May 2001: eTOM v1.0 for TMF Members Evaluation

Oct 2001: eTOM v2.0 for TMF Members Evaluation

Jan 2002: eTOM v2.5 for Public Evaluation

May 2002: eTOM v3.0 is TMF Approved

July 2002: Addendum to core eTOM released to Members

Current: development of detailed process
decompositions and flows in selected application areas
eTOM: enhanced Telecom Operations Map
Customer
Strategy, Infrastructure & Product
Strategy &
Commit
Infrastructure Product
Lifecycle
Lifecycle
Management Management
Operations
Operations
Support and
Readiness
Fulfillment Assurance Billing
Marketing & Offer Management
Customer Relationship Management
Service Development & Management
Service Management & Operations
Resource Development and Management
(Application, Computing and Network)
Resource Management & Operations
(Application, Computing and Network)
Supply Chain Development and Management
Supplier/Partner Relationship Management
Enterprise
Management
Strategic &
Enterprise
Planning
Brand Management, Stakeholder & External
Market Research &
Relations Management
Advertising
Financial & Asset Human Resources
Management
Management
Research &
Development,
Technology
Acquisition
Disaster Recovery,
Security & Fraud
Management
Enterprise Quality
Management, Process & IT
Planning & Architecture
Customer
Customer Interface Management Processes
Business
Management
Service
Management
Sales
Order
Handling
Problem
Handling
Customer
QoS
Management
Invoicing
and
Collections
Customer Care Processes
Service
Planning and
Development
Service
Configuration
Service
Problem
Management
Service
Quality
Management
Rating and
Discounting
Service Development and Operations Processes
Network Management
Network
Planning and
Development
Element Management
Network
Provisioning
Network
Inventory
Management
Network
Maintenance &
Restoration
Network and Systems Management Processes
Network Element Management Processes
Physical Resource and Information Technology
TOM processes are
captured in “FAB” area
of eTOM Operations
Customer
Strategy, Infrastructure & Product
Strategy &
Commit
Infrastructure
Lifecycle
Management
Product
Lifecycle
Management
Operations
Operations
Support &
Readiness
Fulfillment Assurance
eTOM maps the
NGOSS Business
View
Marketing & Offer Management
Customer Relationship Management
Service Development & Management
Service Management & Operations
Resource Development & Management
(Application, Computing and Network)
Resource Management & Operations
(Application, Computing and Network)
Supply Chain Development & Management
Supplier/Partner Relationship Management
Enterprise
Management
Strategic &
Enterprise
Planning
Brand Management,
Market Research &
Advertising
Financial & Asset
Management
Human Resources
Management
Stakeholder & External
Relations Management
Research &
Development,
Technology
Acquisition
Billing
Disaster Recovery,
Security & Fraud
Management
Enterprise Quality
Management, Process & IT
Planning & Architecture
Network Data
Management
Information Systems Management Processes
TMN Layers
correspond with TOM
horizontals
The Operations area
Operations
“FAB” remains the core of the
Operations area
Operations
Support &
Readiness
Fulfillment Assurance
Customer Relationship Management
Operations Support & Readiness is
separated from FAB
“OPS” also supports functional
process groupings shown as
horizontal layers
Service Management & Operations
Resource Management & Operations
(Application, Computing and Network)
Supplier/Partner Relationship Management
Billing
The Operations area
Operations
Operations Support
& Readiness
Customer Relationship
Management
CRM Operations
Support & Process
Management
CRM
Operations
Readiness
Sales &
Channel
Management
Fulfillment
Assurance
Billing
Customer Interface Management
Selling
Marketing
Fulfillment
Response
Order
Handling
Problem
Handling
Customer
QoS / SLA
Management
Billing &
Collections
Management
Retention & Loyalty
Service Management & Operations
SM&O Support &
Process
Management
Service
Management &
Operations
Readiness
Service
Configuration
& Activation
Resource Management & Operations
RM&O Support &
Process
Management
Resource
Management &
Operations
Readiness
Resource Provisioning
& Allocation
to Service Instance
Service
Problem
Management
Service Quality
Analysis, Action
& Reporting
Resource
Problem
Management
Resource Quality
Analysis, Action
& Reporting
Service &
Specific Instance
Rating
Resource Data Collection, Analysis & Control
Supplier/Partner Relationship Management
S/PRM Operations S/P Relationship
Management
Support &
Operations
Process
Readiness
Management
S/P
Buying
S/P Purchase
Order
Management
S/P Problem
Reporting &
Management
S/P
Performance
Management
Supplier/Partner Interface Management
S/P Settlements
& Billing
Management
The Strategy, Infrastructure & Product area

“SIP” encompasses strategy
and lifecycle management
processes in support of
operations
 Strategy & Commit
 Infrastructure Lifecycle
Management
 Product Lifecycle
Management
Strategy, Infrastructure & Product
Strategy &
Commit
Infrastructure
Lifecycle
Management
Product
Lifecycle
Management
Marketing & Offer Management
Service Development & Management
Resource Development & Management

“SIP” also has functional
groupings, aligned with those
in “OPS”
(Application, Computing and Network)
Supply Chain Development & Management
The SIP area
Strategy, Infrastructure & Product
Strategy & Commit
Infrastructure Lifecycle
Management
Product Lifecycle
Management
Marketing & Offer Management
Market
Strategy &
Policy
Product & Offer
Business
Planning &
Commitment
Product & Offer
Portfolio Strategy,
Policy & Planning
Product & Offer
Portfolio
Capability
Delivery
Marketing
Capability
Delivery
CRM
Capability
Delivery
Product
Development
& Retirement
Marketing
Communications
& Promotion
Sales & Channel
Development
Product, Marketing
& Customer
Performance
Assessment
Service
Development &
Retirement
Service
Performance
Assessment
Resource
Development
Resource
Performance
Assessment
Supply Chain
Development
& Change
Management
Supply Chain
Performance
Assessment
Service Development & Management
Service
Strategy &
Policy
Service
Planning &
Commitment
Service &
Operations
Capability
Delivery
Resource Development & Management
Resource &
Resource &
Technology
Technology
Strategy & Policy Plan & Commitment
Resource &
Operations
Capability
Delivery
Supply Chain Development & Management
Supply Chain
Strategy & Policy
Supply Chain
Planning
& Commitment
Supply Chain
Capability
Availability
The Enterprise Management Hierarchy
Enterprise
Management
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
Strategic &
Business Planning
Financial
Management
Brand
Management
HR Policies &
Practices
PR & Community
Relations
Management
Research &
Development
Process
Architecture
Management &
Support
Disaster
Recovery &
Contingency
Planning
Business
Development
Procurement
Management
Market Research
& Analysis
Workforce Strategy
Shareholder
Relations
Management
Technology
Acquisition
Information
Systems Strategy
& Planning
Security
Management
Enterprise
Architecture
Planning
Real Estate
Management
Advertising
Workforce
Development
Regulatory
Management
Enterprise Quality
Management
Fraud
Management
Employee & Labor
Relations
Management
Legal Management
Knowledge
Management
Group Enterprise
Management
eTOM - The Level 2 Processes
Level 1 Horizontal Grouping
External Entity
Level 2 Process Element
Level 1 Vertical Grouping
Customer
Operations
Strategy, Infrastructure and Product
Strategy & Commit
Infrastructure Lifecycle Mgmt
Product Lifecycle Mgmt
Marketing and Offer Management
Product &
Offer
Business
Planning &
Commitment
Product & Offer
Portfolio Strategy,
Policy & Planning
Marketing
Strategy &
Policy
Product &
Offer
Portfolio
Capability
Delivery
Service
Planning &
Commitment
CRM
Capability
Delivery
Product
Development
& Retirement
Marketing
Communications
& Promotion
Sales &
Channel
Development
Product, Marketing
& Customer
Performance
Assessment
Resource &
Technology
Strategy & Policy
Service
Development &
Retirement
Service
Performance
Assessment
Supply Chain
Planning
& Commitment
CRM Operations
Support & Process
Management
CRM
Operations
Readiness
Billing
Customer Interface Management
Selling
Marketing
Fulfillment
Response
Sales &
Channel
Management
Customer
QoS / SLA
Management
Problem
Handling
Order
Handling
Billing &
Collections
Management
Retention and Loyalty
Service
Management &
Operations
Readiness
SM&O Support &
Process
Management
Service
Configuration
& Activation
Service
Problem
Management
Service Quality
Analysis, Action
& Reporting
Service &
Specific Instance
Rating
Resource
Problem
Management
Resource
Restoration
Resource Data
Collection, Analysis
& Control
S/P
Performance
Management
S/P Settlements
& Billing
Management
Resource Management & Operations
Resource &
Operations
Capability
Delivery
Resource
Development
Resource
Performance
Assessment
Resource Provisioning
& Allocation
to Service Instance
Supplier/Partner Relationship Management
Supply Chain
Development
& Change
Management
Supply Chain
Capability
Availability
Resource
Management &
Operations
Readiness
RM&O Support &
Process
Management
Supply Chain Development & Management
Supply Chain
Strategy & Policy
Assurance
Service Management & Operations
Service &
Operations
Capability
Delivery
Resource Development & Management
Resource &
Technology
Plan &
Commitment
Fulfillment
Customer Relationship Management
Marketing
Capability
Delivery
Service Development & Management
Service
Strategy &
Policy
Operations Support & Readiness
Supply Chain
Performance
Assessment
S/PRM Operations
Support & Process
Management
S/P Purchase
Order
Management
S/P
Buying
S/P Relationship
Management
Operations
Readiness
S/P Problem
Reporting &
Management
Supplier/Partner Interface Management
Enterprise Management
Brand Management, Market Research & Advertising Enterprise Quality Mgmt, Process & IT Planning & Arch.
Strategic & Enterprise Planning
Strategic &
Business
Planning
Business
Development
Enterprise
Architecture
Planning
Financial & Asset Management
Financial
Management
Real Estate
Management
Procurement
Management
Group
Enterprise
Management
Brand
Management
Market
Research &
Analysis
Advertising
Stakeholder & External Relations Management
PR & Comm.
Relations
Management
Shareholder
Relations
Management
Regulatory
Management
Legal
Management
Enterprise
Quality
Management
Process Arch.
Management
& Support
Info Systems
Strategy &
Planning
Knowledge
Management
Workforce
Strategy
Workforce
Development
Development
Acquisition
Disaster Recovery, Security & Fraud Management
Human Resources Management
HR Policies
& Practices
Research & Development & Technology
Acquisition
Technology
Research &
Employe
e& Labor
Relations
Disaster Recovery
& Contingency
Planning
Security
Management
Fraud
Management
Ongoing work on eTOM




Lower-level Process Decompositions
“Internal” process flows within, e.g. each
Level 2 process
“Through” flows showing E2E behavior (e.g.
Fulfillment)
A methodology to support continuing work
Methodology


To develop Level 3 processes starting from
agreed level 2 processes
To obtain a “Library” of Examples of End-ToEnd Process Flows, obtained by utilizing
process components (at level 2, 3, 4, …)
contained in the eTOM Business Process
Framework. These flows could be




Completely composed of Level 2 processes
Completely composed of Level 3 processes
Composed of a “mixture” of Level 2 and Level 3
processes
Builds on existing published eTOM Business
Process Framework (GB921 v3.0)
Fulfillment: An Example
Customer
Operations
Strategy, Infrastructure and Product
Strategy &
Commit
Infrastructure
Lifecycle Mgmt
Product
Lifecycle Mgmt
Operations Support Fulfillment
& Readiness
Assurance
Marketing and 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
Billing
Enterprise Management
Strategic & Enterprise Planning
Financial & Asset
Management
Brand Management, Market
Research & Advertising
Stakeholder & External
Relations Management
Enterprise Quality Mgmt, Process
& IT Planning & Architecture
Human Resource s
Management
Research & Development
& Technology
Acquisistion
Disaster Recovery , Security
& Fraud Management
General Process Interactions
Customer
Operations
Strategy, Infrastructure and Product
Strategy & Commit
Infrastructure Lifecycle Mgmt
Operations Support & Readiness
Product Lifecycle Mgmt
Marketing and Offer Management
Marketing
Strategy &
Policy
Product & Offer
Business
Planning &
Commitment
Product & Offer
Portfolio
Capability
Delivery
Product & Offer
Portfolio Strategy,
Policy & Planning
Marketing
Capability
Delivery
CRM
Capability
Delivery
Product
Development
& Retirement
Marketing
Communications
& Promotion
Sales &
Channel
Development
Product, Marketing
& Customer
Performance
Assessment
Service
Development &
Retirement
Service
Performance
Assessment
Service &
Operations
Capability
Delivery
Service
Planning &
Commitment
Resource &
Technology
Plan &
Commitment
Resource
Development
Resource
Performance
Assessment
Supply Chain
Development
& Change
Management
Supply Chain
Performance
Assessment
CRM
Operations
Readiness
Billing
Customer Interface Management
Selling
Marketing
Fulfillment
Response
Sales &
Channel
Management
Customer
QoS / SLA
Management
Problem
Handling
Order
Handling
Billing&
Collections
Management
Retention and Loyalty
Service
Management &
Operations
Readiness
Service
Configuration
& Activation
Service
Problem
Management
ServiceQuality
Analysis, Action
& Reporting
Service&
Specific Instance
Rating
Resource
Problem
Management
Resource
Restoration
Resource Data
Collection, Analysis
& Control
S/P
Performance
Management
S/P Settlements
& Billing
Management
Resource Management & Operations
Resource &
Operations
Capability
Delivery
RM&O Support &
Process
Management
Supply Chain Development & Management
Supply Chain
Supply Chain
Planning
Strategy & Policy
& Commitment
CRM Operations
Support & Process
Management
SM&O Support &
Process
Management
Resource Development & Management
Resource &
Technology
Strategy & Policy
Assurance
Service Management & Operations
Service Development & Management
Service
Strategy &
Policy
Fulfillment
Customer Relationship Management
Supply Chain
Capability
Availability
Resource
Management &
Operations
Readiness
Resource Provisioning
& Allocation
to Service Instance
Supplier/Partner Relationship Management
S/P Purchase
Order
Management
S/P
Buying
S/PRM Operations S/P Relationship
Management
Support &
Operations
Process
Readiness
Management
S/P Problem
Reporting &
Management
Supplier/PartnerInterface Management
? Info &Comm
System Support ?
Enterprise Management
Brand Management, Market Research & Advertising
Strategic & Enterprise Planning
Strategic&
Business
Planning
Business
Development
Enterprise
Architecture
Planning
Financial & Asset Management
Financial
Management
Real Estate
Management
Procurement
Management
Group
Enterprise
Management
Brand
Management
Market
Research &
Analysis
Advertising
Stakeholder & External Relations Management
PR & Community
Relations
Management
Shareholder
Relations
Management
Regulatory
Management
Legal
Management
? ?Work
WorkTask
Task
Assignment
Assignment? ?
Enterprise Quality Mgmt, Process & IT Planning & Architecture
Enterprise
Quality
Management
Process
Architecture
Management
& Support
Information
Systems
Strategy &
Planning
Knowledge
Management
Workforce
Strategy
Workforce
Development
Research&
Development
Technology
Acquisition
Disaster Recovery , Security & Fraud Management
Human Resource s Management
HR Policies
& Practices
Research & Development & Technology
Acquisistion
Employee
& Labour
Relations
Disaster
Recovery&
Contingency
Planning
Security
Management
Fraud
Management
Level 2 Process Interactions
Level 2 Process Flows (1)
Customer
Customer
Places Order
Customer
Contacts
Retailer
Cus tomer Interface Management
Customer
Relationship
Management
Customer Interface
Management
Retrieve
Customer
Profile
Sales enquiry
r outed to Selling
group
Offer
Customer
Solution
Alternatives
Mar keting
Fulf illment
Response
Selling
Sales
Pr oposal
offer to
Customer
Customer Interface
Management
Update Customer
Contact History
Customer
places order
Retention &
Loyalty
Pr eOrder
to Order
Handling
Or der Handling
Selling
Pre Order result
Des ign&Technology
Selection Request
Service
Management
& Operations
Resource
Management
& Operations
Service Configuration &
Activation
Resource
Reservation
Request
Optional
Flow
Confirm Resource
Reservation
Res ource Provisioning
& Allocation to Sv
Check External
Supplier Solution
Supplier/
Partner
Relationship
Management
Enterprise
Management
Supplier/Partner
Buying
Cus tomer Orde
Level 2 Process Flows (2)
er Interface
ement
g
Customer Interface
Management
Request
Detailed
Confirmation
by Engineering
Customer
places order
Customer
Accepts
Design
Or der Handling
Or der H
Or der Handling
Cus tomer Order to Order Handling
Design &
Technology
Selection Request
Ser vice Configuration & Activation
Implement Design
Detail Design
Detailed Design
Detailed Design
Request
Ex ternal
Supplier
Selection
Supplier/Partner
Buying
Resource
A v ailability
Request
Confirm
Resource
A v ailability
Resource
Activation
Request
Res ource Provisioning
& Allocation to Sv
Or der from External Supplier
Service
Configuration &
Activation
Resource
Pr ovisioning &
Allocation to Sv
Supplier/Partner
Purchase Order
Management
Service
Configu
Activati
Confirm
Resource
Activation
Inte
Wo
Ord
Resour
Pr ovisio
Allocatio
Level 2 Process Flows (3)
Service
Details for
Billing
r
sign
e
n
Billing &
Collections
Management
Or der Handling
Or der Handling
Or der Handling
Service Details
for Assurance
Internal
Work
Order
Service
Configuration &
Activation
Internal
Work
Order
Resource
Pr ovisioning &
Allocation to Sv
End- to-End
Service Test
Completed
Service Configuration &
Activation
Service
Configuration &
Activation
Internal
Resource
Pr ovisioning
Completed
Resource
Pr ovisioning &
Allocation to Sv
Ex ternal Resource
Pr ovisioning
Completed
Supplier/Partner
Purchase Order
Management
Customer
QoS/SLA
Management
Level 3 Decomposed Process Flows (1)
Level 3 Decomposed Process Flows (2)
Process Decompositions
Level
Se llin g
2
Pro sp e ct
M anagement
C u sto m e r
Q u a lifica tio n a n d
Ed u ca tio n
Sa le s Ne g o tia tio n
C u sto m e r D a ta
Acq u isitio n
C ro ss / Up Se llin g
Pro sp e ct Ne e d s
An a lysis
Un d e rsta n d
C u sto m e r Ne e d
So lu tio n
D e te rm in a tio n W ith
th e C u sto m e r
C u sto m e r Id e n tity
C a p tu re
Up & C ro ss Sa le
O p p o rtu n itie s
Id e n tifica
Po te n tia l So lu tio n s
Id e n tifica tio n
Q u a lify C u sto m e r
Sa le s Pro p o sa l
D e ve lo p m e n t
R e la tio n sh ip
Esta b lish m e n t
Up & C ro ss Sa le
Pa cka g e s
Ap p lica tio n
Tra ck a n d R e p o rt
Pro sp e ct R e su lt
D e ve lo p So lu tio n
Alte rn a tive s
So lu tio n D e ta ils
Ne g o tia tio n
C u sto m e r Pro file
C a p tu re a n d
R e co rd
C u sto m ize
So lu tio n s to
C u sto m e r
R e q u ire m
C o n firm So lu tio n
Ava ila b ility
Pro d u ct
D e ve lo p m e n t
In q u iry
Sa le s C lo su re
C u sto m e r
Pre fe re n ce s
C a p tu re a n d
R e co rd
3
4
Where Next?




eTOM is prioritising business scenarios to
guide the ongoing work
Lower-level process decompositions are
under development for the selected process
areas
Process flows to map the processes into the
business scenarios are being defined
eTOM is driving the Business View in NGOSS
and linking with other activities, e.g. SID
Agenda
Introduction – The TM Forum
Background – The Changing Industry
NGOSS Initiative
Program
Plan
Progress to Date
eTOM - The Business View
Business Process Framework
Ongoing Work
Conclusions
Conclusions

eTOM includes a Business Process Framework which
shows





NGOSS supports a framework aimed at fast, flexible
integration of OSSs & BSSs



process structure (hierarchy)
process decompositions (levels)
process flows (linkages)
process dynamics (behavior)
eTOM provides the map for the NGOSS Business View
NGOSS also addresses the System View, Implementation View
and Run-Time View over the whole development cycle
TM Forum seeks to develop this work in consultation
and liaison with bodies like ITU-T
Thank You for Listening
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