etom - birds eye view apr 2010 ver 2.0

8/18/2019 ETOM - Birds Eye View Apr 2010 Ver 2.0

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Tech Mahindra Limited confidential© Tech Mahindra Limited 2007

eTOM “Enhanced Telecom Operations Map”



CONFIDENTIAL© Copyright 2008 Tech Mahindra Limited 2 of 62

Your Understanding…

Telecom Eco System composition

Telecom Business Challenges

Business Process eTOM

Tele Management Forum



CONFIDENTIAL© Copyright 2008 Tech Mahindra Limited 3 of 623/25/2013 Confidential © Tech Mahindra 2007 3

Telecom Ecosystem

Telecom Equipment Manufacturers

Experience in managing Products belonging to

different Development Life cycle stages Experience in Traditional as well as NGN systems

Clients: Leading equipment manufacturers

Telecom Service Providers

Encompass the entire range from consulting toSystems Integration

Rich Customer Base: Varying from largest telcosin Tier 1 to many growing clients belonging to Tier3

Independent Software Vendors

End to end solutions integration expertise: fromproduct evaluation, recommendations, businessprocess re-engineering to COTS implementation

Relationship Transformation: Many a clients havechosen Tech Mahindra as a preferred vendor

Telecom Ecosystem

• Telecom Service Providers (TSPs)

•Business Operations

•Transformation Journey

• Telecom Equipment Manufacturers(TEMs)

•Product Lifecycle Management

• Independent Software Vendors(ISVs)

•Solution Integration

•Application Development

TSP TEM

ISV



CONFIDENTIAL© Copyright 2008 Tech Mahindra Limited 4 of 62CONFIDENTIAL© Copyright 2007 Tech Mahindra Limi ted

Telecom Eco System Players

43/25/2013

Service

Providers

Equipment

Vendors

Independent

Software

Vendors

Where

R

VIn

this

?

V

R

Telecom

Solutions

Provider

V

Understand

All

Telecom

Eco systemWell




Telecom Business : Challanges

Competition

Declining Margins

Obsolescence in technology,system

To be in sync with today antomorrow is must

Partnerships are apparent

Cost of technology is inverselyproportional to maturity of thetechnology Investment : Should I or Not?

Center of focus is no more aproduct but a customer

C2M, L2C and T2R redefined Regulations

Where to invest ? CAPEX

How to reduce ? OPEX

How to enhance ? PAT




Monopolies Open Markets

Circuit IPNetworks

Fixed Mobile

Voice Data

Yesterday, Today and Tomorrow


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Your Comments…

Everything will go back to normal if we just keep our headsdown and wait

Prices of Communications Services are going Up

Customers will stay with you if you give them bad service

Shareholders think that red ink is a really cool colour



Downward Pressures on Price…

Competiti

on

New

Technologies CompetitionGovt. &

Regulators

Price



Business Process…

A set of logically related tasks performed to achieve a definedbusiness outcome for a particular Customer or market.

Processes are identified in terms of Beginning and End Points

Interfaces and Organizational Units involved, particularly Customerunit

Need to visit Business Process for Engineering , Reengineering, Auditing , Compliance , Analysis etc.

Remove Gaps and Overlaps



Current Scenario

Liberalized Marketplace

Service Providers required to respond to

Customers‟ increased demands for superior service

Stiffer Competition

Tier 2 and Tier 3 Service Providers are expanding their marketsand going beyond self-contained boundaries to broadenbusiness relationships

Challenges to T2/T3 Service Providers Meet Demands of Communications, Applications, Internet, etc.

Face Challenges of High growth, Commoditization of key cash-cowservices, shift from manual to process based operations

e-Business with trading partners, suppliers, wholesale & retailCustomers

Introduce new value-added Services

Dramatically improve Customer support

Mergers and Acquisitions



Most Operators are Far from Lean…

High Manpower Cost

Lack of automated process flow-through

Poor Time-to-Revenue Rigid and inflexible business processes

Weak Customer Service

Poor integration and systems with inaccurate data

Slow Growth

Processes and systems can not scale up to increased demands

Slow New Service / Product Introduction

High risks and costs involved in making these changes

Poor Economies of Scale

Hardware and software supplied by hundreds of suppliers

Most Operators are Silo based Organizations with poor processintegration



Key Operator Success Factors…

Market-led Focus with smart Marketing

Creative and Innovative Products and Pricing

Low Cost / Highly Productive Operations Highly Flexible Operational Infrastructure

High Levels of Automation

Low Manpower Levels

Fast Reactions

Outsmart the Competition

Highly Automated, Integrated and Flexible Processes



It‟s All About the Customer…

Change of Focus

Customer is at center of focus rather than product

The only thing that matters is the Customer‟s Experience L2C, T2R and C2M redefined

Customer‟s needs are constantly changing

Customer wants infinity at zero

Whoever Meets the Customer Needs gets the BUSINESS



Market Demands…

Rapid Service Development and T2M

Making full use of available infrastructure to support as many

customers. Increase revenue by optimizing network infrastructure

utilization (bandwidth, CPU, memory, DB, call processing, etc.)

Real-time Flow-through Service Delivery

Reducing provisioning cycle time

Proactive, Real-time, Content-based, Location- based billingconvergent services

Service Level Guarantees across Multi-Service, Multi-Technology, Multi-Provider Infrastructures

Providing high availability and high usage services at reasonable

cost, anywhere, anytime

Flexible and Responsive Technology Base

…But yesterday‟s systems can‟t cope



Challenges

• Inflexible Architecture ( Non scalable)

• Complex Operations

• High Cost of Ownership (TCO)

• Undesirable lead times to introduce new/change

existing processes

• High Time to Market new Products (HIGH C2M)

Advantages

•Quick response to market evolution

•Lower Cost through Simplified

Operations•Early Market Advantage

•Flexible product offering

•Robust system architecture

Systems & Interfaces

New

Bus iness

Abil i ty

DemandResponse

Requirements

Change

Programs

OSS/BSS

Estate

Transformat ion

Leads tounsustainable

complexity

Technical InfrastructureIntegration Layer

External

Agents

Information

Bus

Domain 1 Domain 2 Domain 3 Domain 4

Customers

Network

System

Today’s Approach

Buy, Configure, Integrate

Early Systems, Today‟s Approach



What‟s wrong with yesterday‟s systems ?

Business Processes and Systems are:

Slow to Evolve

Unable to Support New Services Can‟t Meet Rapid Time to Market Requirements

Can‟t Deliver Superior Customer Service that determines marketwinners

Thus affecting companies‟ bottom line



Short-Term Cost Cutting makes sense but…

Financial freezes are like antibiotics – theykill good things as well as the bad ones

In any case they DO NOT solve the underlyingproblem

Short-term Cost Cutting often results in a

vicious circle

The real challenges are to minimizeOperating Costs and Business Inflexibility

Can Not attack these with piecemeal approaches

that try to justify ROI on case-by-case basis

DecliningProfitability

Across theboard CapEx& OpEx Cuts

Decline inCustomer Service

& Quality

Declinein

MarketShare




Need to improve several dimensions at the same time

CostsRevenue Business

Flexibility

Customer

Service

Survival will mean RE-INVENTING the way

Service Providers do business


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TM Forum : The Makers




Tele Management Forum…

Non-Profit Global Organization

Provides Leadership, Strategic Guidance and Practical Solutionsto Improve the Management and Operation of Information andCommunications Services.

Focuses on Business Process Modeling and Automation

Managing Next Generation Network Technologies

Systems Integration and Implementation

Service Management Web-Based Customer Care (E-Care) and Customer Relationship

Management (CRM)

Managing E-Commerce

Over 500 Member Companies

service providers Computing and network equipment suppliers

software solution suppliers

customers of communications services.

For More Information on TM Forum please visit : http://www.tmforum.org MBT is a corporate member to TM Forum




NGOSS…

An industry-agreed framework for Business/System Solution

Driven and Managed by the TM Forum

Goal – Facilitate Development, Procurement, Deployment and Operation of

Flexible, Low Cost OSS/BSS

Define Methodologies for Evolving OSS/BSS Infrastructure into aLean Operations Approach

Specify Key Characteristics of OSS/BSS to Allow High Degrees ofProcess Integration and Automation

Business Process Modeling and Automation

Systems Architecture Definition

Information & Data Models

Integration Interfaces

Developed by Major Operators and Suppliers Worldwide

Implemented as a Set of Programs, Guidelines, Specificationsand Maps




Today‟s Telecom Process Automation Landscape

Thousandsof

discreteprocesses

Hundreds or

thousands ofdiscreteOSS/BSS

applications

Integration ofmultiple

Applicationsto achieve

automationof a single

process

Limited bycomplexity of

changingsystems tokeep up with

processenhancements

ProcessAutomation

is not

optimized

Changes

not

affordable




Why Start With eTOM?

Business Needs MUST be the Driving Force – NOT Technology

The eTOM Framework provides a Vision for the TelecomIndustry to Compete Successfully through the Implementation

of Business Process Driven Approaches to Manage the Enterprise




eTOM is a Business Process Framework

eTOM Business Process Framework serves as the blueprint for processdirection and the starting point for development and integration of BSSand OSS systems

eTOM is a „de facto‟ standard for the Information andCommunications Services industry processes [ ICSP ]

For Service Providers,

it provides a neutral reference point as they consider internal process

reengineering needs, partnerships, alliances, and general workingagreements with other providers.

For Suppliers,

the eTOM framework outlines potential boundaries of softwarecomponents, and the required functions, inputs, and outputs that must besupported by products

Defines Business Processes in a Series of Groupings, DecomposedHierarchically

Defines Process Descriptions, Inputs, Outputs and other KeyElements

What is eTOM?




eTOM is NOT a Service Provider‟s Business Model

eTOM does not address strategic questions like:Who a Service Provider‟s target customer should be?

What market segment should the Service Provider serve?

What a Service Provider‟s Vision, Mission, SOD are?

Which products or services to launch , when to launch, where to

invest ?

What eTOM is not?




eTOM Focus

The focus on eTOM is on

business processes used by service provider

The linkages between these processes

Identification of interfaces

and

The use of Customer, Service , Resource andSupplier/Partner and other information by multiple processes




High-quality, enterprise-wide view

CEO , CIO , CFO views of the overall company is possible

through this frameworkStandard Structure, Terminology and Classification scheme

for Key Business Processes

Identifies Areas for Cost Improvement, Performance

Enhancement and Re-use of Processes and Systems

Helps Drive Development of Off-The-Shelf Applications

Ease of Process Interconnection

eTOM Benefits




How can one use eTOM in TELCO ?

eTOM can be used as a tool for

Analyze organization‟s existing processes

Develop new processes

Process Reengineering

Process auditing

Process Gap and Overlap analysis

Using eTOM framework Value , Cost and Performance of individualprocesses within an organization can be assessed




TOM : Telecom Operations MapA Service Management Business Process Model(TMF : TeleManagement Forum 1995)

http://www.tmforum.org

Customer Care Process

SalesOrder

Handling

Problem

Handling

Customer

QoS

Management

Invoicing/

Collections

Service Development and Operations Processes

Service

Planning/

Development

Service

Configuration

Service

Problem

Resolution

Service

Quality

Management

Rating and

Discounting

Network and Systems Management Processes

Network

Planning/

Development

Network

Provisioning

Network

Inventory

Management

Network

Maintenance

& Restoration

Network Data

Management

Customer Interface Management Process

Customer

Physical Network and Information Technology

Information

SystemsManagement

Processes

Element Management Technology Related

Service

Management

Network

Management

What was prior to eTOM ?




Transition from TOM eTOM

eTOM wanted to evolve this model in order to make it moresuitable for an eBusiness environment and thus encompass thegreater variety and complexity of relationships in thatenvironment

Focus on eBusiness

Focus on Strategy as well as Operations along with equal emphasison Enterprise




eTOM Business Process Framework

Highest Conceptual View (Level 0 Processes)

O l 0




Customer

Enterprise

EmployeesShareholders Other Stakeholders

Suppliers / PartnersRun

The

Business

Plan

The

BusinessStrategy, Infrastructure andProduct

Operations

Market, Product and Customer

Service

Resource (Application, Computing and Network)

Supplier / Partner

Management

Sales & Channel, Mktg, Product & OfferMgmt, Cust Intface Mgmt, Ordering, ProbHandling, SLA Mgmt, Billing

Manage

The

Business

Development & Delivery of ResourceInfrastructure, Its Ops Mgmt – Provisioning, Trouble Mgmt, Performance

Mgmt

Service Development & Service CapabilityDelivery, Service Config, Service ProbMgmt, Quality Analysis, Rating

Ent’s Interactions with Its Suppliers &Partners (Supply Chain + Ops Interface withSuppliers & Partners)

eTOM Level 0

A B i f Hi f TOM




A Brief History of eTOM

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 toMembers

Sept 2003 Submission of eTOM to ITU-T

Q3/Q4 2003 eTOM v3.5/v3.6 released for evaluation

Mar 2004 eTOM v4.0 is TMF Approved

Apr 2004 ITU-T adopts eTOM as a formal standard

Nov 2004 eTOM v4.6 is released

Nov 2005 eTOM v6.0 is released

Aug 2007 eTOM v7.0 is released

“e” for

enhanced





Overall View of the eTOM Framework (Level 1 Processes)

Th TOM M d l




The eTOM Model

Enterprise Management

Strategy, Infrastructure & Product Operations

Customer Customer

Fulfilment Assurance BillingProductLifecycleManagement

InfrastructureLifecycleManagement

OperationsSupport &Readiness

Customer Relationship Manageme nt CRM

Service Management & Operations

Resource Management & Operations

Supplier/Partner Relationship Management

Strategic & Enterprise

Planning

Financial & Asset

Management

Stakeholder & External

Relations Management

Strategy &Commit

Marketing & Offer Management

Service Development & Management

Resource Development & Management

Supply Chain Development & Management

Human Resources

Management

(Application, Computing and Network)(A pplication, Computing and Network)

Enterprise Risk

Management

Enterprise Effectiveness

Management

Knowledge & Research

Management

eTOM: Enhanced Telecom Operations Map®






Strategy, Infrastructure & Product

Operations

Customer

Strategy, Infrastructure

& Product


Operations

Operations Area




Operations Area

Operations

Fulfillment Assurance BillingOperations

Support &

Readiness

Customer Relationship Management




(Application, Computing and Network)

“FAB” provides the core ofthe Operations area

Operations Support &

Readiness is separated fromFAB

“OPS” also supportsfunctional processgroupings shown ashorizontal layers

The Strategy Infrastructure & Product




The Strategy, Infrastructure & Product

“SIP” encompasses strategy

and lifecycle managementprocesses in support ofoperations


Product Lifecycle Management

Infrastructure Lifecycle Management

Strategy & Commit





(Application, Computing and Network)

Strategy & Commit

“SIP” also has functionalgroupings, aligned withthose in “OPS”

Infrastructure LifecycleManagement

Product LifecycleManagement








Operations

Customer


Management Enterprise Risk

Management Strategic & Enterprise

Planning


Management

Financial & Asset

Management



Human Resources

Management








Assurance Operations Support & Readiness

Customer




Planning


Management

Financial & Asset

Management



Human Resources

Management

Fulfilment Billing Operations

Support &

Readiness FAB

Fulfilment Assurance Billing








Fulfilment Assurance Billing Product Lifecycle Management


Operations Support & Readiness

Strategy & Commit

Customer




Planning


Management

Financial & Asset

Management



Human Resources

Management

SIPStrategy ,

& Commit

Infrastructure

Lifecycle

Management

Product

Lifecycle

Management










OperationsSupport & Readiness

Strategy & Commit

Customer




Planning


Management

Financial & Asset

Management



Human Resources

Management

S I P O F A B

7 Verticals












Strategy & Commit


Customer




Planning


Management

Financial & Asset

Management



Human Resources

Management













Strategy & Commit


Service Development &

Management

Customer




Planning


Management

Financial & Asset

Management



Human Resources

Management





eTOM: Enhanced Telecom Operations Map



Fulfillment Assurance Billing Product Lifecycle Management






Strategy & Commit



Resource Development &

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

Customer




Planning


Management

Financial & Asset

Management



Human Resources

Management





eTOM: Enhanced Telecom Operations Map









Supplier/Partner Relationship

Management

Strategy & Commit




Supply Chain Development &

Management

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

Customer




Planning


Management

Financial & Asset

Management



Human Resources

Management

The eTOM Model Level 1




The eTOM Model Level 1



Customer Customer

Fulfilment Assurance BillingProductLifecycleManagement



Customer Relationship Manageme nt CRM





Planning

Financial & Asset

Management



Strategy &Commit





Human Resources

Management

(Application, Computing and Network)(A pplication, Computing and Network)

Enterprise Risk

Management


Management


Management

TMN Pyramid Model




48

Element Management

Network Management

Business Management

Service

Management

TMN Pyramid Model

eTOM vs TMN




49

Element Management

Network Management

Business

Management

Service Management

TMN Layers

correspond with TOM

horizontals



Customer Care Processes

Customer

Network Element Management Processes

InformationSystemsManagementProcesses

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

SalesOrder

Handling

Invoicing

and

Collections

Problem

Handling

Customer

QoS

Management

Physical Resource and Information Technology

eTOM vs TMN

eTOM TMN NGOSS relationship




50

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



Customer Care Processes

Customer

Network Element Management Processes

InformationS

ystemsManagementProcesses

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

SalesOrder

Handling

Invoicing

and

Collections

Problem

Handling

Customer

QoS

Management

Physical Resource and Information Technology



Fu lfil lmen t Assurance Bill ingProduct

Lifecycle

Management

Infrastructure

Lifecycle

Management

Operations

Support &

Readiness





Strategy &

Commit





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

Customer


ManagementEnterprise Risk

Management


Planning


Management

Financial & Asset

Management



Human Resources

Management

eTOM TMN NGOSS relationship

eTOM Level 1




Customer


Strategy, Infrastructure and Product Operations

Strategy &

Commit

Infrastructure

Lifecycle

Mgmt

Product

Lifecycle

Mgmt

Marketing and Offer Management



Supply Chain Development& Management

Operations

Support &

Readiness

Fulfillment AssuranceBilling


Service Management and Operations

Resource Management and Operations

Supplier/Partner Relationships Management

Strategic &

Enterprise Planning

Financial & Asset

Management

Enterprise Risk

Management

Stakeholder &

External Relations

Management

EnterpriseEffectiveness

Management

Human Resources

Management

Knowledgeand Research

Management

eTOM Level 1





Operations Process Area Level 1 Process Groupings

Operations Vertical Process Groupings




Customer

Operations


Fulfillment

AssuranceBilling

Operations Vertical Process Groupings…

Fulfillment




Fulfillment…

Provide Customers withrequested products correctly andon time

Translate Customer‟s needs intoa solution

Deliver the solution using specificproducts in the enterprise‟sportfolio

Inform Customers of the statusof their Purchase Order

Ensure completion on time

Ensure a delighted Customer

Assurance…




Assurance…

Execute proactive and reactivemaintenance activities

Ensure that services provided arecontinuously available andperforming to SLA or QoSperformance levels

Perform Resource Status andPerformance Monitoring

Collect and analyze PerformanceData

Manage SLAs

Report Service Performance to

Customer

Billing…




Billing…

Collect usage records toproduce timely

Rate usage records

Invoice customer

Provide pre-bill use informationand billing to Customers

Process Customer payments

Perform payment collections Support pre-payment for

services

Handle Customer inquiriesabout bills

Provide billing inquiry status

Resolve billing problems

Operations Support & Readiness…




Operations Support & Readiness…

Provide management, logisticsand administrative support to FABprocesses

Ensure operational readiness inFAB

Less concerned with “real-time”activities and those concernedwith individual Customers andServices

More concerned with ensuring theFAB processes run effectively

Critical for e-business

Important for successfulimplementation of Customer SelfManagement

Operations Horizontal Functional ProcessGroupings




Customer

Operations





Groupings…

Customer Relationship Management (CRM)…




Custo e e at o s p a age e t (C )

Fundamental knowledge ofCustomers needs

Functionalities necessary forAcquisition, Enhancement andRetention of Customer

Customer life cyclemanagement and Service orderSupport

Retention Management, Cross-Selling, Up-Selling and DirectMarketing

Customer Information to

personalize, customize andintegrate Service Delivery

Identify opportunities toincrease value of the Customerto the enterprise

Service Management & Operations (SM&O)…




g p ( )

Focus on knowledge of services(Service access, Serviceconnectivity, P&A aspects,

service resources)

Functionalities necessary for

management and operations ofcommunications and informationservices (F&A as well as B angle)

SA Perspective

Accountable to meet targets setfor Service Quality (processperformance, customersatisfaction at a service level as

well as service cost)

Resource Management & Operations (RM&O)…




g p ( )

Manage complete serviceprovider network and sub-network and IT infrastructures

Functionalities responsible fordirect management of Resourcesutilized within an enterprise.

Ensure Network and ITinfrastructure support end-to-end

delivery of required services

Collect data about Resources andthen integrate, correlate andsummarize to provideinformation to Service

Management Systems or to takeaction in appropriate Resource

Supplier/Partner Relationship Management (S/PRM)…




pp / p g ( / )

Supports core OperationalProcesses of FAB as well asFunctional Operational

Processes

Align closely with Supplier /Partner‟s CRM Processes





SIP Process Area Level 1 Process Groupings

SIP Vertical Process Groupings…




Customer

Strategy, Infrastructure and Product

Strategy andCommit


ProductLifecycleManagement

p g

Strategy and Commit…




g

Generate Strategies in supportof the Infrastructure andProduct Lifecycle Processes

Establish businesscommitment within theenterprise to support thesestrategies

Embrace all levels of operationfrom Market, Customer andProducts through the Servicesand the Resources on whichthese depend to theinvolvement of Suppliers and

Partners in meeting theseneeds

Infrastructure Lifecycle Management…




Define & Design, Plan,Implement & Deploy andMaintain

All necessary Infrastructure(Application, Computing &Network)

Other Support Infrastructure &Business Capabilities

(Operations Centers,Architectures)

Identify New Requirements,New Capabilities and Design &

Develop New or EnhancedInfrastructure to supportProducts

Product Lifecycle Management…




Define, Plan, Design andImplement all Products in theEnterprise‟s portfolio

Manage Products to

Required P&L Margins

Customer Satisfaction

Quality Commitments

Deliver New Products to Market T2M or C2M

SIP Horizontal Functional Process Groupings…




Customer



Service Development and Management

Supply Chain Development and Management

Resource Development and Management(Application, Computing and Network)

Marketing and Offer Management…




Focus on the knowledge ofrunning and developing theCore Business for ICSP

Enterprise

Includes functionalitiesnecessary for

Defining Strategies

Conceiving new Products

Managing Existing Products

Implementing Marketing &Offering Strategies suitable forIC Products & Service

Service Development and Management…




Focus on Planning, Developingand Delivering Services to theOperations Domain


Defining the strategies forService Creation and Design

Managing and Assessing the

performance of ExistingServices

Ensuring that Capabilities arein place to meet future servicedemand

Resource Development and Management…




Focus on Planning, Developingand Delivering the resourcesneeded to support services and

products to the OperationDomain


Defining the strategies fordevelopment of the Network

and other physical & non-physical Resources

Introduction of New Technologyand interworking with existingones

Managing and assessing the

performance of ExistingResources

Ensuring that Capabilities arein place to meet future ServiceNeeds





Enterprise Management Process Area Level 1 ProcessGroupings

Enterprise Management Process Groupings L1




StrategicandEnterprisePlanning

EnterpriseRiskManagement

EnterpriseEffectivenessManagement

KnowledgeandResearchManagement

Financial andAssetManagement

Stakeholderand ExternalRelationsManagement

HumanResourcesManagement

Typical functions within organization …..

Enterprise Management : L1, L2 and L3




Enterprise

Management

Disaster

Recovery,

Security &

Fraud

Management

Human

Resources

Management

Financial &

Asset

Management

Stakeholder &

External

Relations

Management

Enterprise

Quality

Management,

Process & IT

Planning &

Architecture

Strategic &

Enterprise

Planning

Research &

Development,

Technology

Acquisition

Brand

Management,

Market

Research &

Advertising

Group Enterprise Management

Business Development

Enterprise Architecture Planning

Strategic & Business Planning

Financial Management

Procurement Management

Real Estate Management

Brand Management

Advertising

Market Research & Analysis

Workforce Strategy

Employee & Labor Relations Management

Workforce Development

HR Policies & Practices

PR & Community Relations Management

Shareholder Relations Management

Regulatory Management

Legal Management

Research & Development

Technology Acquisition

Process Architecture Management & Support

Information Systems Strategy & Planning

Knowledge Management

Enterprise Quality Management

Security Management

Fraud Management

Disaster Recovery & Contingency Planning

eTOM Level 1 towards Level 2




Customer



Strategy &

Commit

Infrastructure

LifecycleMgmt

Product

LifecycleMgmt





Operations

Support &Readiness

Fulfillment Assurance

Billing





Strategic &Enterprise Planning

Financial & Asset

Management

Enterprise RiskManagement

Stakeholder &

External Relations

Management


Management

Human Resources

Management


Management

Operations

Fulfillment Assurance BillingOperations Support

& Readiness





Service

Configuration

& Activation

Service &Specific

InstanceRating

SM&O Support & ProcessManagement

Service Management &Operations Readiness

Supplier/Partner Interface Management

S/PBuying

S/PPurchase

Order

Management

S/P ProblemReporting &

Managemen

t

S/PPerformanc

e

Management

S/PRM

Settlements& Billing

Management

S/PRM Operations Support& Process Management

S/P RelationshipManagement

Operations Readiness

Resource

Provisioning

& Allocationto Service Instance

RM&O Support & Process

Management

Resource Management

& Operations Readiness

Retention & Loyalty

Customer QoS / SLAManagement

Customer Interface Management

Billing &Collections

Management

Problem HandlingSelling

OrderHandling

MarketingFulfillmen

tRespons

e

CRM OperationsSupport & Process

Management

CRM Operations

Readiness

Sales & ChannelManagement

Resource Data Collection, Analysis & Control


Management

Resource Development &Management


Management

Marketing & Offer

Management

Infrastructure

Lifecycle Mgmt.

Product Lifecycle

Management

Strategy & Commit


Supply

Chain

Strategy &Policy

Supply

Chain

Planning &Commitme

nt

Supply

Chain

Development

& Change

Management

Supply

Chain

Performance

Assessme

nt

Supply

Chain

Capability Availability

ServicePlanning &

Commitment

ServicePerformanc

e Assessment

ServiceStrategy &

Policy

Service &Operations

CapabilityDelivery

ServiceDevelopme

nt &Retirement

Resource&

OperationsCapability

Delivery

ResourcePerformanc

e Assessmen

t

Resource&

Technology

Strategy &Policy

Resource &Technology

Plan &Commitment

ResourceDevelopme

nt

ProductDevelopme

nt &

Retirement

Product &Offer

Portfolio

CapabilityDelivery

Product & Offer

PortfolioStrategy,

Policy &Planning

MarketingCapability

Delivery

Product &Offer

Business

Planning &Commitme

nt

Product,

Marketing&

CustomerPerformanc

e

Assessment

CRM

CapabilityDelivery

MarketStrategy

& Policy

Sales &

ChannelDevelopme

nt

MarketingCommu-

nications

&Promotion


Resource Quality Analysis, Action & Reporting

Resource ProblemManagement

Service ProblemManagement

Service Quality Analysis, Action & Reporting


PlanningStrategic

&Business

Planning

BusinessDevelopme

nt

Enterprise

ArchitecturePlanning

Group

EnterpriseManageme

nt

Financial & Asset

Management

FinancialManageme

nt

Procuremant

Manageme

nt

Real EstateManageme

nt

Stakeholder & External Relations

ManagementPR &

CommunityRelations

Management

Shareholde

r RelationsManageme

nt

RegulatoryManageme

nt

LegalManageme

nt

Brand Management, Market Research

& Advertising

BrandManageme

nt

MarketResearch &

Analysis

Advertising

Human Resources

Management

HR Policies& Practices

WorkforceStrategy

WorkforceDevelopme

nt

Employee &Labor Relations

Management

Enterprise Quality Management, Process

&

IT Planning & ArchitectureKnowledgeManagemen

t

EnterpriseQuality

Management

Information

SystemsStrategy &

Planning

Process Architecture

Management &Support


Technology

AcquisitionResearch &Development


Disaster Recovery, Security &

Fraud Management

SecurityManageme

nt

FraudManageme

nt

Disaster

Recovery &

ContingencyPlanning

eTOM Level 1 towards Level 2




Customer



Strategy &

Commit

Infrastructure

LifecycleMgmt

Product

LifecycleMgmt





Operations

Support &Readiness

Fulfillment Assurance

Billing





Strategic &Enterprise Planning

Financial & Asset

Management

Enterprise RiskManagement

Stakeholder &

External Relations

Management


Management

Human Resources

Management


Management

Operations


& Readiness





Service

Configuration

& Activation

Service &Specific

InstanceRating


Service Management &Operations Readiness


S/PBuying

S/PPurchase

Order

Management

S/P ProblemReporting &

Managemen

t

S/PPerformanc

e

Management

S/PRM

Settlements& Billing

Management




Resource

Provisioning

& Allocationto Service Instance

RM&O Support & Process

Management

Resource Management


Retention & Loyalty

Customer QoS / SLAManagement


Billing &Collections

Management


OrderHandling

MarketingFulfillmen

tRespons

e


Management

CRM Operations

Readiness




Management

Resource Development &Management


Management

Marketing & Offer

Management

Infrastructure

Lifecycle Mgmt.

Product Lifecycle

Management

Strategy & Commit


Supply

Chain

Strategy &Policy

Supply

Chain

Planning &Commitme

nt

Supply

Chain

Development

& Change

Management

Supply

Chain

Performance

Assessme

nt

Supply

Chain

Capability Availability

ServicePlanning &

Commitment

ServicePerformanc

e Assessment

ServiceStrategy &

Policy

Service &Operations

CapabilityDelivery

ServiceDevelopme

nt &Retirement

Resource&

OperationsCapability

Delivery

ResourcePerformanc

e Assessmen

t

Resource&

Technology

Strategy &Policy

Resource &Technology

Plan &Commitment

ResourceDevelopme

nt

ProductDevelopme

nt &

Retirement

Product &Offer

Portfolio

CapabilityDelivery

Product & Offer

PortfolioStrategy,

Policy &Planning

MarketingCapability

Delivery

Product &Offer

Business

Planning &Commitme

nt

Product,

Marketing&

CustomerPerformanc

e

Assessment

CRM

CapabilityDelivery

MarketStrategy

& Policy

Sales &

ChannelDevelopme

nt

MarketingCommu-

nications

&Promotion


Resource Quality Analysis, Action & Reporting

Resource ProblemManagement


Service Quality Analysis, Action & Reporting


PlanningStrategic

&Business

Planning

BusinessDevelopme

nt

Enterprise

ArchitecturePlanning

Group

EnterpriseManageme

nt

Financial & Asset

Management

FinancialManageme

nt

Procuremant

Manageme

nt

Real EstateManageme

nt


ManagementPR &

CommunityRelations

Management

Shareholde

r RelationsManageme

nt

RegulatoryManageme

nt

LegalManageme

nt

Brand Management, Market Research

& Advertising

BrandManageme

nt

MarketResearch &

Analysis

Advertising

Human Resources

Management

HR Policies& Practices

WorkforceStrategy

WorkforceDevelopme

nt

Employee &Labor Relations

Management


&

IT Planning & ArchitectureKnowledgeManagemen

t

EnterpriseQuality

Management

Information

SystemsStrategy &

Planning

Process Architecture

Management &Support


Technology

AcquisitionResearch &Development



Fraud Management

SecurityManageme

nt

FraudManageme

nt

Disaster

Recovery &

ContingencyPlanning

eTOM Operations Level 2




eTOM : CRM Level 2 Process




Operations


& Readiness




Supplier/Partner Relationship

Management

ServiceConfiguratio

n& Activation

Service &

Specific

InstanceRating


Service Management &



S/P

Buying

S/P

PurchaseOrder

Managemen

t

S/P Problem

Reporting &Managemen

t

S/P

Performance

Manageme

nt

S/PRM

Settlements

& BillingManagement




Resource

Provisioning& Allocation

to Service Instance

RM&O Support & ProcessManagement

Resource Management


Retention & Loyalty

Customer QoS / SLA

Management


Billing &

CollectionsManagement


Order

Handling

Marketin

gFulfillmen

t

Response


Management

CRM OperationsReadiness




Management

Resource Development &

Management


Management

Marketing & Offer

Management

Infrastructure

Lifecycle Mgmt.

Product Lifecycle

Management

Strategy & Commit


SupplyChain

Strategy

&Policy

SupplyChain

Planning &

Commitment

SupplyChain

Developme

nt& Change

Management

SupplyChain

Performan

ce Assessme

nt

SupplyChain

Capability

Availability

Service

Planning &

Commitment

Service

Performanc

e Assessmen

t

Service

Strategy &

Policy

Service &

Operations

CapabilityDelivery

Service

Developme

nt &

Retirement

Resource

&Operations

CapabilityDelivery

Resource

Performance

Assessment

Resource

&Technolog

yStrategy &

Policy

Resource &

TechnologyPlan &

Commitment

Resource

Development

ProductDevelopme

nt &Retirement

Product &Offer

PortfolioCapability

Delivery

Product & Offer

Portfolio

Strategy,Policy &

Planning

MarketingCapability

Delivery

Product &Offer

BusinessPlanning &

Commitment

Product,

Marketing

&Customer

Performance

Assessment

CRM

Capability

Delivery

MarketStrategy

& Policy

Sales &

Channel

Development

MarketingCommu-

nications&

Promotion


Resource Quality Analysis,

Action & Reporting

Resource Problem

Management


Service Quality Analysis,

Action & Reporting


PlanningStrategic

&Business

Planning

Business

Development

Enterprise

Architectur e Planning

Group

EnterpriseManageme

nt

Financial & Asset

Management

FinancialManageme

nt

Procurema

ntManageme

nt

Real EstateManageme

nt


ManagementPR &

Community

RelationsManagement

Shareholder Relations

Management

Regulatory

Manageme

nt

LegalManageme

nt

Brand Management, Market

Research

& AdvertisingBrand

Manageme

nt

Market

Research &

Analysis

Advertisi

ng

Human Resources

Management

HR Policies

& Practices

Workforce

Strategy

WorkforceDevelopme

nt

Employee &

Labor Relations

Management


&

IT Planning & ArchitectureKnowledge

Management

Enterprise

QualityManagement

Information

SystemsStrategy &

Planning

Process

ArchitectureManagement &

Support


Technology

AcquisitionResearch &

Development

Technology

Acquisition


Fraud Management

SecurityManageme

nt

FraudManageme

nt

DisasterRecovery &

Contingency

Planning

eTOM CRM Level 3: Billing and Collections




eTOM CRM Level 3: Billing and Collections




eTOM CRM Level 3: Order Handling




eTOM : CRM level 3




OS&RCRM Support & Readiness

Support Customer Interface

Support Marketing FulfillmentSupport Selling

Support Order Handling

Support Problem Handling

Support Customer QoS/SLAs

Support Billing & Collections

Support Retention & Loyalty

Manage Campaign

ASSURANCE BILLING FULFILLMENT Customer Interface Management

I. Manage Contact

II. Manage Request (Including self service)

III. Analyse & Report on Customer

Marketing Fulfillment

I. Issue & Distribute

Marketing Collaterals

II. Track Leads

Selling

I. Manage Prospect

II. Qualify & Educate

Customer

III. Negotiate Sales

IV.Acquire Customer Data

V. Cross / Up Selling

Order Handling

I. Determine Preorder

Feasibility

II. Authorize Credit

III.Receive PO & Issue

Orders

IV.Track Orders & Manage

Jeopardy

V. Complete Order

Problem Handling

I. Isolate Problem & Initiate

Solution

II. Report Problem

III.Track & Manage Problem

IV.Close Problem

Customer QoS/SLA Mgt.

I. Assess Customer QoS

Performance

II. Manage QoS/SLA

Violation Information

III.Manage Reporting

Billing & Collection Mgt.

I. Manage Customer Bill

Inquiries

II. Apply Pricing,

Discounting & Rebate

III.Create & Deliver Bill

IV.Manage Customer Billing

V. Manage Collection

Retention & LoyaltyI. Establish & Terminate Customer Relationship

II. Build Customer Insight

III. Analyse & Manage Customer Risk

IV. Personalize Customer Profile for Retention & Loyalty

V. Validate Customer Satisfaction

C R M P

R

O C E S S E S



eTOM Level 3: Resource Management




OS&RSM&O Support & Readiness

Manage Resource Inventory

Enable Service Provisioning

Support Resource Trouble Mgt.

Enable Resource Performance

Mgt.

Enable Resource DataCollection & Processing

Resource Provisioning

I. Allocate & Deliver Resource

II. Configure & Activate

Resource

III.Test ResourceIV.Collect, Update & Report

Resource Config Data

ASSURANCE

BILLING

FULFILLMENT

Resource Trouble Mgt.

I. Survey & Analyse Resource

Trouble

II. Localise Resource Trouble

III.Correct & RecoverResource Trouble

IV.Track & Manage Resource

Trouble

V. Report Resource Trouble

VI.Close Resource Trouble

Resource Performance Mgt.

I. Monitor Resource

Performance

II. Analyse Resource

PerformanceIII.Control Resource

Performance

IV.Report Resource

Performance

Resource Data Collection & Processing

I. Collect Resource DataII. Process Resource Data

III. Report Resource Data

IV. Audit Resource Usage Data R E S

O U R C E

M A N

A G E M E N T &

O P

E R A T I O N S P

R O C E S S E S




Fulfillment : Business Process WalkThrough

eTOM different perspectives !!!




eTOM includes a Business Process Framework which shows

process structure (hierarchy)

process decompositions (levels)

process flows (linkages)

process dynamics (behavior)

Using eTOM




eTOM can be used to analyze existing organizational processesin order to discover gaps, to eliminate duplication and tooptimize processes.

It can also be used to develop new organizational processesby using the eTOM framework as is, by using only parts of itor by extending the eTOM framework.

Extensions to the eTOM framework can be applied bydecomposing Level 3/4 processes and adding organizational

specific details at the lower process level.

Two main techniques used to analyze existing organizationalprocesses are through

process interaction and process flows

Process Interaction Example




Process Interaction contd..




Early slide shows an example of the process interactions fora new order.

The customer places an order through Customer Interface

Management. The Order Handling will trigger

Service Configuration and Activation,

then Resource Provisioning, then Supplier/Partner RequisitionManagement

and finally Bill Invoice Management. A process interaction diagram does not show the sequence or

the timeline of these interactions.

Process Flow Diagram

fl d h f




In contrast, a process flow diagram presents the sequence ofthe process interactions as shown in next slide. ( same exampletaken here)

A process flow can show interactions between processes atdifferent levels.

The level 1 processes are the four blue "swim lanes" and thelevel 2 processes are the yellow boxes.

The triggers are conditions marked on the arrows betweenprocesses.

The large green arrow is an external trigger into this flow andthe large red arrows are external triggers from this flow.

Ordering Level 2 Process Flow




Or

dering Process dynamics flow




Fulfillment: An Example




Operations

Customer

Fulfillment Assurance Billing Operations Support & Readiness


Infrastructure Lifecycle Mgmt

ProductLifecycle Mgmt

Strategy &Commit




Human Resource s

Management

Disaster Recovery , Security

& Fraud Management

Enterprise Quality Mgmt, Process

& IT Planning & Architecture

Financial & Asset

Management

Strategic & Enterprise Planning Research & Development

& Technology Acquisistion

Brand Management, Market

Research & Advertising









General Process Interactions




Operations

Customer

Fulfillment Assurance Billing Operations Support & Readiness

Retention and Loyalty


S upplier / Partner Interface Management





Billing&Collections

Management

Customer QoS / SLA

Management

Problem

Handling

Selling

Order Handling

Marketing Fu l fil l ment Response

Service Configuration& Activation

Service Problem

Management

Service Quality Analysis, Action

& Reporting

Service & Specific Instance

Rating

Resource Provisioning & Allocation

to Service Instance

Resource

Problem Management

Resource

Restoration

Resource Data

Collection, Analysis & Control

S/PBuying

S/P Purchase Order

Management

S/P Problem

Reporting & Management

S/P Performance Management

S/P Settlements & Billing

Management


Management

CRM


SM&O Support &Process

Management

Service Management &


RM&O Support &Process Management

S/PRM Operations Support &Process

Management

S/P Relationship Management Operations Readiness






ServicePlanning &Commitment

Resource &

Operations Capability Delivery

Supply Chain Strategy & Policy

Supply ChainPlanning

& Commitment

ProductDevelopment & Retirement

Supply ChainDevelopment

& ChangeManagement

Infrastructure Lifecycle Mgmt Product Lifecycle Mgmt Strategy & Commit


Product & Offer

Portfolio Capability Delivery

Product & Offer Portfolio Strategy, Policy & Planning

Marketing

Capability Delivery

Product & Offer

Business Planning &

Commitment

Product, Marketing& Customer Performance Assessment

ServicePerformance Assessment

ResourcePerformance Assessment

Supply ChainPerformance Assessment

Supply ChainCapability

Availability

Resource &

Technology Strategy & Policy

ServiceStrategy &

Policy

Resource &

Technology Plan &

Commitment

Service & Operations Capability Delivery


Retirement

ResourceDevelopment

CRM

Capability Delivery

Marketing

Strategy & Policy

Sales & Channel

Development

MarketingCommunications & Promotion

Enterprise Quality Mgmt, Process & IT Planning & Architecture Process

Architecture

Management & Support

Information Systems

Strategy & Planning

Knowledge

Management

Stakeholder & External Relations Management

PR & Communit y Relations

Management

Regulatory Management

S hare holder Relations

Management

Legal Management

Human Resource s Management

Employee & Labour Relations

Workforce Strategy

Workforce Development

HR Policies & Practices

Disaster Recovery , Security & Fraud Management

Fraud Management

Disaster Recovery &Contingency

Planning

Security Management

Financial & Asset Management

Financial Management

Procurement Management

Real Estate Management

Strategic & Enterprise Planning

Strategic & BusinessPlanning

Business

Development

Enterprise

Architecture

Planning

Group Enterprise

Management

R esearch&

D evelopment

Technolo gy

Acquisition

Research & Development & Technology

Acquisistion

Brand Management, Market Research & Advertising

Market Research & Analysis

Brand

Management Advertising

Resource

Management & Operations Readiness

Sales &Channel

Management

Enterprise

Quality

Management

? Work Task Assignment ?

? Info &CommSystem Support ?

? Work Task Assignment ?

Level 2 Process Interactions




Level 2 Process Flows (1)




Customer

Customer RelationshipManagement

ServiceManagement& Operations

ResourceManagement& Operations

Supplier/Partner RelationshipManagement

Mar ketingFulf illment

Response

Selling

Customer InterfaceManagement

Customer ContactsRetailer

Cus to mer Interface Management

Sales enquiry

routed to Sellinggroup

Offer Customer Solution

Alternatives

SalesProposaloffer toCustomer

Selling

Customer places order

Order Handling

PreOrder to Order

Handling

Pre Order result

Retention &Loyalty


RetrieveCustomer

Profile

Update Customer Contact History

Custome

Customer Places Order

Service Configuration &

Activation

Des ign&TechnologySelection Request

Res ource Provisioning

& Allocation to Sv

ResourceReservationRequest

Confirm ResourceReservationOptional

Flow

Supplier/Partner

Buying

Check ExternalSupplier Solution





ace

Customer

places order

Or der Handling

Cus to mer Order to Order Handling

Service Configuration & Activation

Design &

TechnologySelection Request

Res ource Provisioning& Allocation to Sv

Resource

A vailabilityRequest

Confirm

Resource A vailability

Supplier/Partner

Buying

Request

ExternalSupplier

Selection

Supplier/Partner

Purchase Order

Management

Or der from External Supplier

Detailed Design

Detailed Design

Or der Handling

Detail Design


RequestDetailed

Confirmation

by Engineering

Customer

Accepts

Design

ServiceConfiguration &

Activation

Implement Design

Resource

Pro visioning &

Allocation to Sv

Resource

ActivationRequest

Confirm

Resource Activation





Order Handling


Activation

Internal

WorkOrder

ResourceProvisioning &

Allocation to Sv

InternalWork

Order

ResourcePro visioning &

Allocation to Sv

Service Configuration & Activation

InternalResource

ProvisioningCompleted

Supplier/Partner

Purchase Order Management

External Resource

ProvisioningCompleted

Or der Handling


Activation

End-to-End

Service TestCompleted

Or der Handling

Billing &CollectionsManagement

ServiceDetails for

Billing

Customer QoS/SLA

Management

Service Detailsfor Assurance

Level 3 Decomposed Process Flows (1)




Level 3 Decomposed Process Flows (2)




Process Decompositions : An Example

Selling

Level




Selling

Prospect

Management

Customer

Qualification a nd

Education

Sales Negotiation Cross / Up SellingCustomer Data

Acqu isi tio n

Customer Identity

Capture

Relationship

Establishment

Customer Profile

Capture and

Record

Customer

Preferences

Capture andRecord

Prospect Needs

An alys is

Track and Report

Prospect Result

Potential Solutions

Identification

Understand

Customer Need

Qualify Customer

Develop Solution

Alt er na tives

Customize

Solutions to

Customer Requirem

Confirm Solution

Av ai labi lity

Sales Proposal

Development

Solution De tails

Negotiation

Sales Closure

Solution

Determination With

the Customer

Product

Development

Inquiry

Up & Cross Sale

Opportunities

Identifica

Up & Cross Sale

Packages

Ap pl ica tio n

2

3

4

ITIL : IT Infrastructure Library

ITIL® provides a framework of Best Practice guidance for IT




ITIL® provides a framework of Best Practice guidance for ITService Management started in the 1980s.

Just like eTOM, it is developed through consensus and isbased on industry experience.

Unlike eTOM, it is not a standard, however ISO 20000 is astandard based on ITIL®.

ITIL® provides a set of processes and standardizedterminology.

It is the most comprehensive, non-proprietary, publiclyavailable guidance for IT Service Management.

eTOM vs. ITILeTOM ITIL®




• eTOM is a prescriptive catalogue of ProcessElement categories and a total enterpriseprocess framework for the ICT industry.

• ITIL®

is a set of nonprescriptive guidelines for IT/ICTService Management.

• Provides a business process blueprint for serviceproviders to streamline their end-to-endprocesses.

• Aligns IT services with the current and future needs ofthe business and its customers.

• Enables effective communication and commonvocabularies within the enterprise as well aswith customers and suppliers.

• Enables standard terminology across business and IT.

• Improves the quality of the IT services delivered.

• Reduces the long-term cost of service provision. • Provides a top-down hierarchical view of business

processes across the whole enterprise and doesnot itself address how these processes aresupported by automated or human action (thisis, however, addressed in the wider NGOSSprogram of the TMF).

• The ITIL®

processes represent flows in a number ofkey operational areas, with a strong orientationtowards how these processes will map onto ITsupport environments.

• Processes are developed through iterative

decomposition.

• Processes are developed through flows.

• It focuses on identifying the commonality ofenterprise processes required among similarservices, such as telephony, data, Internet,mobiles, etc., for delivering high-quality, end-to-end service management.

• It is primarily nonprescriptive, offers advice andguidance on the implementation and continueddelivery of service management, including planningcommon processes, roles, and activities withappropriate reference to each other and how thecommunication lines should exist between them.

• eTOM focuses on service delivery to external

customers.

• ITIL®

is primarily focusing on serving internal IT

customers.

Thank you!



Questions

Answers

&

etom - birds eye view apr 2010 ver 2.0

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