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Get involved Join the Frameworx Community discussion. Frameworx Community. Research Reports Axiata and Infosys adopt openness as a strategy Learn more. Online Training Courses now available at the click of a button. By implementing the eTOM framework, your business can: Create a common language for everyone involved in a project, improving communication inside your businesses and with partners, suppliers, and marketers.
Provide a flexible approach to business management, allowing companies to create processes that meet their specific needs while still following industry practices. Offer business processes at all levels, from broad, enterprise-based areas like human resources and financial planning to the granular aspects of daily business operations. Provide clear direction for internal employees and seamless working relationships with other businesses and contractors.
Develop a clear process for developing products and products, creating a template that can be used—and reused—across the whole enterprise at various phases and stages of a project. Create processes and applications that allow customers to self-manage, saving companies money and consumers time. Drive down the cost of a project. Reduce risks. Speed integration and implementation. How to make a business process framework Developers of the business processes have organized the framework into three major areas—all of which correspond to common categories of phases of product development and management.
Strategy, infrastructure, and product This area includes all processes related to planning and managing the lifecycle of a product. Operations This is the core of the eTOM model, and it covers all processes that support customer management, from preparing customer interfaces to overseeing daily customer support operations. These end-to-end business processes include: Operations support and readiness Fulfillment Assurance Billing and revenue management. Enterprise management This section covers the general structures processes required to run every aspect of daily business, from Human Resources to financial management.
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ZTE Corporation — Mapping a scalable smart-city solution. In addition a separate interactive eTOM Business Process Framework Model provides a version of the eTOM framework, processes and flows intended for automated processing by modeling tools, etc. The document is not intended to be prescriptive about how the tasks are carried out, how a provider or operator is organized, or how the tasks are identified in any one organization.
It is also not prescriptive about the sequence of process elements that are combined to implement end-to-end business process flows. The eTOM framework provides a starting point for detailed work coordinated through TM Forum that leads to an integrated set of specifications that will provide real benefit to both suppliers and procurers in enhancing industry service provider enterprise process management capability.
The eTOM framework is not a specification, in the sense that vendors or operators must comply directly. However, it does represent an industry-wide standard way of naming, describing and categorizing process elements. It will enable unambiguous communication and facilitate the development of standard solutions and reuse of business processes.
It is not intended to incorporate all the detail of eventual process implementation, but is more a guiding reference for the industry. The eTOM framework can also act as a translator by allowing a service provider to map their distinct processes to the industry framework.
As the process examples are developed, service providers can use and adapt these examples to their own business environment. Different processes delivering the same business functionality can be identified, duplication eliminated, gaps revealed, new process design speeded up, and variance GB Version 7. Using the eTOM framework, it is possible to assess the value, cost and performance of individual processes within an organization.
Relationships with suppliers and partners can also be facilitated by identifying and categorizing the processes used in interactions with them. Intended Audience The eTOM aims at a wide audience of professionals in the ICT Information and Communications Technology industry, an area that has evolved to focus more and more on Services, and hence could now be referred to as Information and Communications Services.
For experienced Telecommunications professionals, the eTOM framework has proven itself to be intuitive; and a strong, common framework of service provider enterprise processes. Through TM Forum Catalyst projects and other work, it has been verified that the eTOM framework has strong application in many applications and throughout many companies.
It is also an important framework for specialists across the industry working on business and operations automation.
The document or framework supports, and is consistent with, many efforts under way in the industry supporting the need to accelerate business and operations automation in the information and communications services marketplace. The eTOM framework will continue to give providers and suppliers a common basis for discussing complex business needs in a complex industry with complex technologies.
These market forces require service providers and network operators to increase the range of services they offer, reduce time to market for new services, increase speed of service, as well as to drive down systems and operational costs. They can benefit from understanding how management processes and applications need to work together to deliver business benefit to service providers and network operators.
An equally important and related audience is suppliers of management applications, management systems, and networking equipment, who need to understand the deployment environment for their products and solutions. The eTOM framework provides a common reference useful in supporting the significant amount of merger and acquisition activity. Common process understanding and a common process framework can greatly improve integration performance for mergers and acquisitions.
It is important to note that not all areas defined in the eTOM framework are necessarily used by all providers. As mentioned earlier, the framework is flexible, so that the process elements the specific service providers require can be selected on a modular basis and at the appropriate level of detail for their needs. In some cases these external interactions can be defined and controlled by the enterprise, and the existing eTOM framework has assumed that the currently identified process elements would form part of the end-end inter-enterprise or enterprise-to-customer process interaction in these cases.
However, with the rise of e-business, several industries have developed inter- enterprise business process frameworks which specify the structure and flow of process interactions between multiple enterprises. This work leverages elements of existing industry frameworks, as well as the relevant areas of the existing eTOM framework itself, where possible. This chapter describes the eTOM framework that forms the core structure supporting the single enterprise view as discussed above, and touches only briefly on the inter-enterprise view where there is some further background in Chapter 3.
This section introduces the eTOM framework and explains its structure and the significance of each of the process areas within it. It also shows how the eTOM framework structure is decomposed to lower-level process elements.
This GB Version 7. To assist the reader in locating the process area concerned within the eTOM framework, a graphical icon of the eTOM structure, alongside the text, is provided to draw attention to the relevant framework area. This is highlighted in red to indicate the focus of the associated text or discussion.
At the overall conceptual level, the eTOM framework can be viewed as having three major process areas, as shown in Figure 2. It also identifies the key functional process structures in four horizontal blocks across the two upper process areas.
In addition, Figure 2. At this highest conceptual level, the three basic process areas are outlined below. It includes all operations processes that support the customer and network operations and management, as well as those that enable direct customer operations with the customer.
These processes include both day-to-day and operations support and readiness processes. In the eTOM framework, infrastructure refers to more than just the resource IT and network infrastructure that directly supports products and services. It also includes the operational and organizational infrastructure required to support marketing, sales, service and supply chain processes, e. These processes direct and enable processes within the Operations process area. The Enterprise Management Process Area includes those basic business processes that are required to run and manage any large business.
These generic processes focus on both the setting and achieving of strategic corporate goals and objectives, as well as providing those support services that are required throughout an Enterprise. The conceptual view of the eTOM Business Process Framework addresses both the major process areas as above and, just as importantly, the supporting functional process structures, depicted as horizontal blocks in Figure 2.
The functional process blocks reflect the major expertise and areas of focus required to pursue the business. Resource infrastructure supports products and services, as well as supporting the enterprise itself. This involves both processes that develop and manage the Supply Chain that underpins product and infrastructure, as well as those that support the operational interface with its suppliers and partners.
Additionally, in Figure 2. These process groupings are considered from the perspective of the CEO, CIO, CTO, etc, in that the performance of these processes determines the success of the enterprise. The eTOM is basically intuitive, business driven and customer focused. This structuring by horizontal functional process groupings is useful to those who are responsible for creating the capability that enables, supports or automates the processes.
The IT teams will look at groups of IT functions which tend to be implemented together e. Typical organization workgroups also tend to align with these horizontal functional process groupings as the required knowledge and skills tend to be contained into these functional processes, e. This end-to-end view is important to those people who are responsible for changing, operating and managing the end-to-end processes.
These processes tend to span organization boundaries, and so the end-end effectiveness of these processes is an area of concern to senior management and particularly the CEO.
These people are more interested in the outcomes of the process and how they effectively support customer needs in total - rather than worrying about the IT or the specific workgroups that need to work together to deliver the result. It has been developed as a structured catalogue or hierarchical taxonomy of process elements which can be viewed in more and more detail.
Since in any taxonomy each element must be unique, it was decided from the start that the primary top-level hierarchy of process elements would be the functional horizontal groupings. The end-to- end process vertical groupings are arranged as an overlay on the horizontal groupings When viewed in terms of the Horizontal Functional process groupings, the eTOM Business Process Framework follows a strict hierarchy where every element is only associated with or parented to a single element at the next higher hierarchical level.
In a taxonomy, any element must be unique, i. Figure 2. Additionally, the eTOM framework is intended to help Service Providers manage their end-to-end business processes. With this in mind, the eTOM shows how process elements have a strong association with one or several end-to-end vertical business processes e. These Vertical End-To-End process groupings are essentially overlays onto the hierarchical top-level horizontal groupings, because in a hierarchical GB Version 7.
The overlay of the horizontal functional process groupings and the vertical end- to-end process groupings forms the inherent matrix structure of the eTOM framework.
This matrix structure is the core of one of the innovations and fundamental benefits of the eTOM framework. It offers for the first time a standard language and structure for the process elements that can be understood and used by both the people specifying and operating the end-to- end business, and also those people who are responsible for creating the capability that enables the processes whether automated by IT or implemented manually by workgroups.
The integration of all these processes provides the enterprise-level process framework for the information and communications service provider, and Figure 2. As process decomposition proceeds, each level is decomposed into a set of constituent process elements at the level below.
Thus, Level 0 is decomposed into Level 1 processes, Level 1 into Level 2, and so on. Thus, the Enterprise Level 0 conceptual view decomposes into seven Level 1 vertical end-end process groupings. These vertical and horizontal process groupings represent alternative views relevant to different concerns about the way that processes should be associated. Note that we will see that these alternatives have been selected to yield a single, common view of the Level 2 processes defined at the next level of decomposition, and hence do not represent a divergence in the modeling.
In addition, there are seven additional enabling and support Level 1 process groupings within Enterprise Management. This full view of the Level 1 processes is shown in Figure 2. This section shows how the matrix structure of the eTOM framework offers for the first time a standard language and structure for the process elements that are understood and used by both the people specifying and operating the end-to- end business, and also those people who are responsible for creating the capability that enables the processes whether automated by IT or implemented manually by workgroups.
This process informs the customers of the status of their purchase order, ensures completion on time, as well as ensuring a delighted customer. Assurance: this vertical end-end process grouping is responsible for the execution of proactive and reactive maintenance activities to ensure that services provided to customers are continuously available and performing to SLA or QoS performance levels.
It performs continuous resource status and performance monitoring to proactively detect possible failures. It collects performance data and analyzes them to identify potential problems and resolve them without impact to the customer. This process manages the SLAs and reports service performance to the customer. It receives trouble reports from the customer, informs the customer of the trouble status, and ensures restoration and repair, as well as ensuring a delighted customer.
Billing: this vertical end-end process grouping is responsible for the collection of appropriate usage records, production of timely and accurate bills, for providing pre-bill use information and billing to customers, for processing their payments, and performing payment collections. In addition, it handles customer inquiries about bills, provides billing inquiry status and is responsible for resolving billing problems to the customer's satisfaction in a timely manner.
This process grouping also supports prepayment for services. A clear example of this type of processes is the staffing capacity management processes which are used to ensure efficient operation of call centers. Nevertheless, it is felt important to acknowledge this separation to reflect a real-world division that is present or emerging in many enterprises. Note that the ITU-T TMN Logical Layered Architecture with business, service, and network layers was originally used to help organize the core business processes, as this facilitated mapping of the management functions defined in TMN, to the processes.
This loose coupling has been maintained in the evolution of the eTOM framework, since the TMN layering approach is still relevant. It is about customer service and support, whether storefront, telephone, web or field service. It is also about retention management, cross-selling, up-selling and direct marketing for the purpose of selling to customers. CRM also includes the collection of customer information and its application to personalize, customize and integrate delivery of service to a customer, as well as to identify opportunities for increasing the value of the customer to the enterprise.
CRM makes no distinction between manual or automated interactions with customers, nor whether interactions are by paper, telephone, web-based transactions or some other alternative arrangement.
The focus is on service delivery and management as opposed to the management of the underlying network and information technology. Some of the functions involve short-term service capacity planning for a service instance, the application of a service design to specific customers GB Version 7. These functions are closely connected with the day-to-day customer experience.
The processes in this horizontal functional process grouping are accountable to meet, at a minimum, targets set for Service Quality, including process performance and customer satisfaction at a service level, as well as Service Cost. The eTOM framework differentiates day-to-day operations and support from planning and development and other strategy and lifecycle processes.
This better depicts the structure of an enterprise, especially in an e-business era. It also includes all functionalities responsible for the direct management of all such resources network elements, computers, servers, etc. These processes are responsible for ensuring that the network and information technologies infrastructure supports the end-to-end delivery of the required services.
The purpose of these processes is to ensure that infrastructure runs smoothly, is accessible to services and employees, is maintained and is responsive to the needs, whether directly or indirectly, of services, customers and employees. In an e-business world, application and computing management are as important as management of the network resources. Moreover, network, computing and applications resources must increasingly be managed in a joint and integrated fashion. These areas also encompass processes involved with traditional Network Element Management, since these processes are actually critical components of any resource management process, as opposed to a separate process layer.
The eTOM framework differentiates day-to-day operations and support from planning and development, and other strategy and lifecycle processes. The processes include issuing requisitions and tracking them through to delivery, mediation of requisitions as required to conform to external processes, handling problems, validating billing and authorizing payment, as well as quality management of suppliers and partners.
It is important to note that when the enterprise sells its products to a partner or supplier, this is done through the enterprise CRM processes, which act on behalf of the supplier or the enterprise in such cases. The Strategy and Commit vertical end-end process grouping provides the focus within the enterprise for generating specific business strategy and gaining buy-in within the business for this.
Product Lifecycle Management vertical end-end process grouping drives and supports the provision of products to customers, while the Infrastructure Lifecycle Management vertical end-end process grouping delivers of new or enhanced infrastructure on which the products are based. It is also responsible for establishing business commitment within the enterprise to support these strategies.
This embraces all levels of operation from market, customer and products, through the services and the resources on which these depend, to the involvement of suppliers and partners in meeting these needs.
These processes provide the focus within the enterprise for generating specific business strategy and gaining buy-in within the business to implement this strategy. Lifecycle Management vertical end-end process groupings drive and enable core operations and customer processes to meet market demand and customer expectations.
Performance of Lifecycle processes are viewed at the highest levels of the enterprise, due to their impact on customer retention and competitiveness. Both end- end processes have a development and deployment nature, in terms of introducing new infrastructure, or a new product. Infrastructure Lifecycle Management deals with development and deployment of new infrastructure, assessing performance of the infrastructure and taking action to meet performance commitments. Product Lifecycle Management deals with introducing new products, in the form of services delivered to Customers, and assessing and taking action on product performance.
In the past, some of these processes were not distinguished from the core operations framework and this sometimes resulted in some confusion and lack of guidance for designing processes. Lifecycle Management vertical end-end processes have different business cycle times, different types of objectives for the enterprise and are inherently different processes than operations processes, i.
Mixing these processes with the customer operational processes diminishes focus on the Lifecycle Management vertical end-end processes. In addition, Lifecycle Management processes need to be designed to meet cycle time and other performance characteristics critical to the success of the enterprise, e. The Lifecycle Management end-end processes interact with each other. The Product Lifecycle Management vertical end-end process drives the majority of the direction for the Infrastructure Lifecycle Management vertical end-end processes either directly or indirectly, for example.
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