eTOM 3.0 Business Process Framework

eTOM 3.0
Business Process Framework
Mike Kelly, TMF
eTOM Support Manager
[email protected]
Enrico Ronco
System Integrator
[email protected]
Mike Richter
Enterprise Process Architect
[email protected]
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February 2002
Debbie Deland, TMF
Executive Director
[email protected]
Purpose of these Slides
• Provide overview of the eTOM Business
Process Framework Release 3.0
• Provide update on eTOM Business Process
Framework progress and next steps
• Show how eTOM is being applied
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eTOM Release 2.0
• eTOM Release 3.0 approved by members
in May
– More detailed process modeling in progress
• BUT…
– eTOM already in use!
– Model structure represents huge effort to
harmonize the needs of SPs and others
– Basis for building specific business scenarios
SPs need an ebusiness enhanced TOM
framework that is common across the industry
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Why an eTOM?
• Service Providers are driving for a common eTOM
industry framework that:
– Addresses ebusiness opportunities
– Broadens TOM to a total enterprise model
– Reflects the increased complexity in service provider
business relationships
– Evolves processes to support convergence of information
and communications services and technologies
– Highlights customer control and self-management
– Supports operations processes with strategic and
lifecycle processes
– Accommodates need for operations support processes
– Uses more systematic and accepted process
methodologies
– Provides the linkage to the NGOSS™ program, including
implementation of solutions with real products
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June 2002
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
– October 2001: eTOM v2.5 for TMF Public Evaluation
– March 2002: eTOM Executive Summary Released
– May 2002: eTOM 3.0 TM Forum Member Approved
– May 2002: eTOM GB921A Released to Members
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June 2002
TOM - the Telecom Operations Map
Customer
•Operations Focused
•At core of eTOM
Customer Interface Management Processes
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
Planning and
Development
Network
Provisioning
Network
Inventory
Management
Network
Maintenance &
Restoration
Network and Systems Management Processes
Network Element Management Processes
Physical Resource and Information Technology
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June 2002
Network Data
Management
Information Systems Management Processes
Sales
Order
Handling
Linkage to NGOSS™
•
•
•
•
•
•
eTOM provides the NGOSS
Business View
eTOM processes, flows and
information are input as
requirements to the NGOSS
System View
Direct Linkage from eTOM
through Shared
Information/Data and
Systems Integration Model
Feedback from the NGOSS
development cycle is used to
validate the eTOM
eTOM Team aims to work with
other Teams (e.g. BAC/SDM)
eTOM has already
participated in NGOSS ‘Proof
of Concept’ work
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June 2002
The eBusiness Value Network
Customer
Intermediary
Enterprise
Complementor
Supplier
Source: P. Keen and M. McDonald, The eProcess Edge, Osborne/McGraw-Hill, Berkeley, 2000
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eTOM Business Relationship Context Model
• End of dotcom boom,
does NOT mean
ebusiness implementation
is not critical
Customer
Service Provider
Intermediary
• Implementing for the
revenue increase,
productivity increase and
cost savings opportunities
• More complex business
relationships for SPs
• Many interesting
combinations
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Complementary
Provider
Third
Party
Service
Provider
Function or
Process
Supplier
Hardware,
Software,
Solution,
etc.
Vendors
June 2002
eTOM Business Concepts
• eTOM focus is on the customer and includes the core processes
that directly support the Customer (F, A, B)
• eTOM Framework has an Operations Support and Readiness (OSR)
grouping alongside FAB
– Back-office vs. front-office
– OSR enables FAB to be real-time and effective
• eTOM Framework has a Strategy, Infrastructure & Product (SIP)
grouping
– Strategy & Commit
– Infrastructure Lifecycle Management
– Product Lifecycle Management
• eTOM Framework integrates processes occurring within the
Enterprise with those of Partners and Suppliers
• eTOM Framework has an Enterprise Management grouping for the
remaining corporate Service Provider processes
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eTOM Framework and Process
Implementation Concepts
• Separation of the Product view from the Service View
• eTOM Framework is organized in “Horizontal” and “Vertical”
process groupings, as views into the same detailed processes
• eTOM Framework positions entities with which the Enterprise
interacts
• eTOM Framework uses hierarchical decomposition as the basis of
the process modeling
• Process Elements in the eTOM Framework represent every
business process used by the Enterprise
• eTOM Framework clearly defines each Process Element
• Process Elements can be included in more than one Vertical Endto-End Process Grouping
• eTOM Processes are defined as generically as possible to support
all Products, Services and Channels that are used within the
Enterprise
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Process Flow Concepts
To develop process flows...
• All processes are decomposed on a functional basis to
the level where process flow threads can be defined
• Each Service Provider can choose to implement their
process flows differently, with ‘mix-and-match’ from the
eTOM processes
• The eTOM process flows and decompositions are
designed to link input, process element and output, and
to provide high-level definition of information
requirements and business rules
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The
eTOM Business Process Framework
V 3.0
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June 2002
eTOM Business Process Framework Conceptual
Structure
Customer
Strategy,
Infrastructure &
Product
Operations
Market, Product and Customer
Service
Resource
(Application, Computing and Network)
Supplier/Partner
Suppliers/Partners
Enterprise Management
Shareholders
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Employees
June 2002
Other Stakeholders
The Operations area
• “FAB” is still the core of the
Operations area
• Operations Support &
Readiness is separated
from FAB
Operations
Operations
Support &
Readiness
Fulfillment Assurance
Customer Relationship Management
Service Management & Operations
• “OPS” also supports
functional process
groupings shown as
horizontal layers
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Resource Management & Operations
(Application, Computing and Network)
Supplier/Partner Relationship Management
June 2002
Billing
The Strategy, Infrastructure & Product
area
• “SIP” encompasses
strategy and lifecycle
management processes in
support of operations
– Strategy & Commit
– Infrastructure Lifecycle
Management
– Product Lifecycle
Management
•
“SIP” also has functional
groupings, aligned with
those in “OPS”
Strategy, Infrastructure & Product
Strategy &
Commit
Infrastructure
Lifecycle
Management
Product
Lifecycle
Management
Marketing & Offer Management
Service Development & Management
Resource Development & Management
(Application, Computing and Network)
Supply Chain Development & Management
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The Enterprise Management area
•Enterprise Management not a focus for TM Forum
•EM processes common to any business
Enterprise Management
Strategic &
Enterprise
Planning
Financial &
Asset
Management
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Brand
Management,
Market
Research
& Advertising
Stakeholder &
External
Relations
Management
Disaster
Recovery,
Security &
Fraud
Management
Human
Resources
Management
Research &
Development,
Technology
Acquisition
Enterprise Quality
Management,
Process & IT
Planning &
Architecture
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eTOM “Level 0”
CEO Level View
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
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Strategic &
Enterprise
Planning
Brand Management,
Market Research &
Advertising
Financial & Asset
Management
Human Resources
Management
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Stakeholder & External
Relations Management
Research &
Development,
Technology
Acquisition
June 2002
Billing
Disaster Recovery,
Security & Fraud
Management
Enterprise Quality
Management, Process & IT
Planning & Architecture
eTOM and Beyond
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June 2002
eTOM Current Activity
• Subteams (process area decompositions and/or flows)
– Service Assurance
• links with WSM work
– Customer Relationship Management
• Billing-related and non billing-related
– Supplier/Partner Relationship Management
• also how to address “Partner Relationship Management”
– Resource Management
• detail and integration for Network/Application/Computing
• links with EML debate and SID work
– End2End Flows
• Service Assurance, Fulfillment, Billing
– Harmonization of OS&R/FAB split
– Information specifications (with SID)
– Support to eTOM use within Catalysts/E2E NGOSS projects
• GB921A in member review process—Next levels of detail for
selected areas per above
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June 2002
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