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KULIAH KE 8a
Thema
ENHANCE TELECOMMUNICATION
OPERATION MAP (E-TOM)
(E TOM BUSINESS PROCESS
DECOMPOSITION)
(VERSI 5)

2
ITU-T REC. M3050 SERIES
(TERKAIT ETOM)
• M3050.0 : eTOM-Introduction
• M3050.1 : eTOM-The business process framework
• M3050.2 : eTOM-Process decomposition and descriptions
• M3050.3 : eTOM-Representative procces flows
• M3050.4 : B2B integration: Using B2B inter-enterprise
integration with the eTOM
• M3050 Supplement 1: eTOM-An Interim View of and
Interpreter’s Guide for eTOM and ITIL Practicioners
• M3050 Supplement 2: eTOM-Public B2B Business Operations
Map( BOM)
• M3050 Supplement 3: eTOM to M3400 mapping
• M3050 Supplement 4: An eTOM Primer

CUSTOMER
RELATIONSHIP
MANAGEMENT
MARKETING
&
OFFER
MANAGEMENT
SERVICE
MANAGEMENT
&
OPERATIONS
SERVICE
DEVELOPMENT
&
MANAGEMENT
RESOURCE
DEVELOPMENT
&
MANAGEMENT
RESOURCE
MANAGEMENT
&
OPERATIONS
SUPPLIER/PARTNER
RELATIONSHIP
MANAGEMENT
SUPPLY
CHAIN
DEVELOPMENT
&
MANAGEMENT
• LocalizeRsrcTrbl
ENHANCED TELECOM OPERATIONS MA P (E-TOM)
BUSINESS PROCESS FRAMEWORK RELEASE 6.0
AMDOCS > INTEGRATED CUSTOMER MANAGEMENT
For the Enhanced Telecom Operations Map® processes definitions please refer to TM Forum document GB921D v6.0. The complete eTOM documentation is available at www.tmforum.org. An electronic copy is available at http://www.amdocs.com/public/etom6.pdf
eTOM 6.0 Poster design © Amdocs. eTOM content © TeleManagement Forum 2006
ENTERPRISE MANAGEMENT
STRATEGY, INFRASTRUCTURE & PRODUCT OPERATIONS
ASSURANCE BILLING
SUPPLY CHAIN DEVELOPMENT & CHANGE MANAGEMENT
• Manage Supplier/Partner Engagement
• Manage Supply Chain Contract Variation
• Manage Supplier/Partner Termination
SUPPLY CHAIN CAPABILITY DELIVERY
•
•
•
•
Determine the Sourcing Requirements
Determine Potential Suppliers/Partners
Manage the Tender Process
Gain Tender Decision Approval
• Negotiate Commercial Arrangements
• Gain Approval for Commercial Arrangements
SUPPLY CHAIN STRATEGY & PLANNING
•
•
•
•
Gather & Analyze SupplyChain Information
Establish SupplyChain Strategy & Goals
Define SupplyChain Support Strategies
Produce SupplyChain Business Plans
• Gain Enterprise Commitment to Supply
Chain Plans
RESOURCE DEVELOPMENT & RETIREMENT
• Gather & Analyze New Resource Ideas
• Assess Performance of Existing Resources
• Develop New Resource Business Proposal
• Develop Detailed Resource Specifications
• Manage Resource Development
•
•
Manage Resource Deployment
Manage Resource Exit
RESOURCE CAPABILITY DELIVERY
• Map & Analyze Resource Requirements
• Capture Resource CapabilityShortfalls
• Gain Resource Capability Investment Approval
• Design Resource Capabilities
• Enable Resource Support & Operations
•
•
Manage Resource Capability Delivery
Manage Handover to Resource Operations
RESOURCE STRATEGY & PLANNING
• Gather & Analyze Resource Information
• Manage Resource Research
• Establish Resource Strategy & Architecture
• Define Resource Support Strategies
• Produce Resource Business Plans
•
•
Develop Resource Partnership Requirements
Gain Enterprise Commitment to Resource Plans
SERVICE DEVELOPMENT & RETIREMENT
•
•
•
•
•
Gather & Analyze New Service Ideas
Assess Performance of Existing Services
Develop New Service Business Proposal
Develop Detailed Service Specifications
Manage Service Development
• Manage Service Deployment
• Manage Service Exit
SERVICE CAPABILITY DELIVERY
•
•
•
•
•
Map & Analyze Service Requirements
Capture Service Capability Shortfalls
Gain Service Capability Investment Approval
Design Service Capabilities
Enable Service Support & Operations
• Manage Service Capability Delivery
• Manage Handover to Service Operations
SERVICE STRATEGY & PLANNING
•
•
•
•
•
Gather & Analyze Service Information
Manage Service Research
Establish Service Strategy & Goals
Define Service Support Strategies
Produce Service Business Plans
• Develop Service Partnership Requirements
• Gain Enterprise Commitment to Service Strategies
S/P SETTLEMENTS & BILLING MANAGEMENT
•
•
•
•
Manage Account
Receive & Assess Invoice
Negotiate & Approve Invoice
Issue Settlements Notice & Payment
S/P REQUISITION MANAGEMENT
•
•
•
•
Select Supplier/Partner
Determine S/P Pre-Requisition Feasibility
Track & Manage S/P Requisition
Receive & Accept S/P Requisition
• Initiate S/P Requisition Order
•
•
Report S/P Requisition
Close S/P Requisition Order
S/PRM SUPPORT & READINESS
•
•
•
•
Support S/P Requisition Management
Support S/P Problem Reporting & Management
Support S/P Performance Management
Support S/P Settlements & Payment
Management
• Support S/P Interface Management
• Manage Supplier/Partner Inventory
S/P PROBLEM REPORTING & MANAGEMENT
•
•
•
•
Initiate S/P Problem Report
Receive S/P Problem Report
Track & Manage S/P Problem Resolution
Report S/P Problem Resolution
• Close S/P Requisition Order
RESOURCE PROVISIONING
• Allocate & Install Resource
• Configure & Activate Resource
• Test Resource
• Track & Manage Resource Provisioning
• Report Resource Provisioning
•
•
Issue Resource Orders
Recover Resource
• Close Resource Order
RM&O SUPPORT & READINESS
• Enable Resource Provisioning
• Enable Resource Performance Management
• Support Resource Trouble Management
• Enable Resource Data Collection & Distribution
• Manage Resource Inventory
•
•
Manage Workforce
Manage Logistics
SERVICE CONFIGURATION & ACTIVATION
•
•
•
•
•
Design Solution
Allocate Specific Service Parameters to Services
Track & Manage Service Provisioning
Implement, Configure & Activate Service
Test Service End-to-End
• Issue Service Orders
•
•
•
Report Service Provisioning
Close Service Order
Recover Service
SERVICE & SPECIFIC INSTANCE RATING
• Mediate Usage Records
• Rate Usage Records
• Analyze Usage Records
SM&O SUPPORT & READINESS
•
•
•
•
•
Manage Service Inventory
Enable Service Configuration & Activation
Support Service Problem Management
Enable Service Quality Management
Support Service & Specific Instance Rating
S/P PERFORMANCE MANAGEMENT
• Monitor & Control S/P Service Performance
•
•
•
•
Track & Manage S/P Performance Resolution
Report S/P Performance
Initiate S/P Performance Degradation Report
Close S/P Performance Degradation Report
OPERATIONS SUPPORT & READINESS
CRM SUPPORT & READINESS
• Support Customer Interface Management
• Support Order Handling
•
•
•
•
•
•
•
•
•
•
Support Problem Handling
Support Billing& Collections
Support Retention & Loyalty
Support Marketing Fulfillment
Support Selling
Support Customer QoS/SLA
Manage Campaign
Manage Customer Inventory
Manage Product Offering Inventory
Manage Sales Inventory
RESOURCE TROUBLE MANAGEMENT
• Survey&AnalyzeRsrcTrbl • ReportRsrcTrbl
• CloseRsrcTrblReport
• Correct&RecoverRsrcTrbl • CreateRsrcTrblRprt
• Track & Manage Rsrc Trbl
RESOURCE PERFORMANCE MANAGEMENT
•
•
MonitorRsrcPerf
AnalyzeRsrcPerf
•
•
Control Rsrc Perf
Report Rsrc Perf
• Close Rsrc Perf Degradation Rprt
• Create Rsrc Perf
Degradation Rprt
• Track & Manage
Rsrc Perf Resolution
SERVICE PROBLEM MANAGEMENT
• Create Srvc Trbl Rprt
• Diagnose Srvc Prblm
• Correct & Resolve
Srvc Prblm
• Improve Srvc Quality
•
• Create Service Perf
Degradation Report
SERVICE QUALITY MANAGEMENT
• Monitor Srvc Quality • Track & Manage
• Analyze Srvc Quality Srvc Quality
Perf Resolution
Report Srvc Quality Perf • Close Service Perf
Degradation Report
• Track & Manage
Srvc Prblm
• Close Srvc Trbl Rprt
• Survey & Analyze
Srvc Prblm
PROBLEM HANDLING
• Isolate Customer Problem
• Report Customer Problem
• Track & Manage Customer Problem
• Create Customer Problem Report
• Correct & Recover Customer Problem
• Close Customer Problem Report
CUSTOMER QoS/SLA MANAGEMENT
• Assess Customer QoS Performance
• Manage QoS/SLA Violation
• Report Customer QoS Performance
• Create Customer QoS Perf Degradation Report
• Track & Manage Customer QoS Perf Resolution
• Close Customer QoS Perf Degradation Report
BILLING & COLLECTIONS MANAGEMENT
• Manage Customer Bill Inquiries
• Apply Pricing Discounting & Rebate
• Create & Deliver Bill
• Manage Customer Billing
• Manage Collection
• Distribute Management
Information & Data
• AuditData Collection
& Distribution
RESOURCE DATA COLLECTION & PROCESSING
• CollectManagement Information & Data
• Process Management
Information & Data
• Build Customer Insight
• Validate Customer Satisfaction
• Analyze & Manage Customer Risk
RETENTION & LOYALTY
• Establish & Terminate Customer Relationship
• Personalize Customer Profile for Retention & Loyalty
INFRASTRUCTURE LIFECYCLE MANAGEMENT
PRODUCT & OFFER CAPABILITY DELIVERY
• Define Product Capability Requirements
• Capture ProductCapability Shortfalls
• Approve Product Business Case
• Deliver Product Capability
• Manage Handover to Product Operations
• Manage Product CapabilityDelivery Methodology
MARKETING CAPABILITY DELIVERY
• Define Marketing Capability Requirements
• Gain Marketing Capability Approval
• Deliver Marketing Infrastructure
• Manage Handover to Marketing Operations
• Manage Marketing Capability
Delivery Methodology
PRODUCT LIFECYCLE MANAGEMENT
PRODUCT & OFFER DEVELOPMENT & RETIREMENT
• Gather & Analyze New Product Ideas
• Assess Performance of Existing Products
STRATEGY & COMMIT
MARKET STRATEGY & POLICY
• Gather & Analyze Market Information
• Establish Market Strategy
• Establish Market Segments
• Link Market Segments & Products
• Gain Commitment to Marketing Strategy
PRODUCT & OFFER PORTFOLIO PLANNING
• Gather & Analyze Product Information
• Establish ProductPortfolio Strategy
• Produce ProductPortfolio Business Plans
• Gain Commitment to Product Business Plans
• Develop New Product Business Proposal
• Develop Product Commercialization Strategy
• Develop Detailed Product Specifications
• Manage Product Development
• Launch New Products
• Manage Product Exit
SALES DEVELOPMENT
• Monitor Sales & Channel Best Practice
• Develop Sales & Channels Proposals
• Develop New Sales Channels & Processes
PRODUCT MARKETING COMMUNICATIONS & PROMOTION
• Define ProductMarketing Promotion Strategy
• Develop Product & Campaign Message
•
•
•
•
Select Message & Campaign Channels
Develop Promotional Collateral
Manage Message& Campaign Delivery
Monitor Message & Campaign Effectiveness
• Analyze & Report on Customers • Mediate & Orchestrate Customer Interactions
FULFILLMENT
CUSTOMER INTERFACE MANAGEMENT
• Manage Contact • Manage Request (Including Self Service)
ENTERPRISE QUALITY
MANAGEMENT
PROCESSMANAGEMENT
& SUPPORT
PROGRAM & PROJECT
MANAGEMENT
ENTERPRISE
PERFORMANCE
ASSESSMENT
FACILITIES
MANAGEMENT & SUPPORT
ENTERPRISE EFFECTIVENESS MANAGEMENT PROCESSES
HUMAN RESOURCES MANAGEMENT PROCESSES
WORKFORCE
DEVELOPMENT
ORGANIZATION
DEVELOPMENT
EMPLOYEE & LABOR
RELATIONS MANAGEMENT
WORKFORCE
STRATEGY
HR POLICIES &
PRACTICES
BUSINESS CONTINUITY
MANAGEMENT
FRAUD MANAGEMENT
AUDIT
MANAGEMENT
SECURITY
MANAGEMENT
INSURANCE
MANAGEMENT
ENTERPRISE RISK MANAGEMENT PROCESSES
STAKEHOLDER & EXTERNAL RELATIONS MANAGEMENT PROCESSES
CORPORATE
COMMUNICATIONS
& IMAGE MANAGEMENT
REGULATORY
MANAGEMENT
COMMUNITY RELATIONS
MANAGEMENT
BOARD &
SHARES/SECURITIES
MANAGEMENT
SHAREHOLDER RELATIONS
MANAGEMENT
LEGAL MANAGEMENT
GROUP ENTERPRISE
MANAGEMENT
ENTERPRISE
ARCHITECTURE
MANAGEMENT
BUSINESS
DEVELOPMENT
STRATEGIC
BUSINESS PLANNING
STRATEGIC & ENTERPRISE PLANNING PROCESSES
FINANCIAL & ASSET MANAGEMENT PROCESSES
FINANCIAL
MANAGEMENT
PROCUREMENT
MANAGEMENT
ASSET
MANAGEMENT
KNOWLEDGE
MANAGEMENT
TECHNOLOGY
SCANNING
RESEARCH
MANAGEMENT
KNOWLEDGE & RESEARCH MANAGEMENT PROCESSES
MARKETING FULFILLMENT RESPONSE
• Issue & Distribute Marketing Collaterals
• Track Leads
SELLING
• Manage Prospect
• Qualify & Educate Customer
• Negotiate Sales
• Acquire Customer Data
• Cross/Up Selling
ORDER HANDLING
• Determine Customer Order Feasibility
• Authorize Credit
• Track & Manage Customer Order Handling
• Complete Order
• Issue Customer Orders
• Rprt Customer Order Handling
• Close Customer Order
• Analyze & Report S/P Interactions • Mediate&OrchestrateSupplier/PartnerInteractions
• Manage S/P Requests (Including Self Service)
S/P INTERFACE MANAGEMENT
DIVISI SERVICE TELKOM

eTOM Release 5.0
Process Decomposition

CUSTOMER
Market, Product and Customer
Service
Resources
Supplier / Partner
Strategy, Infrastructure &
Product (SIP)
Operations
Enterprise Management
eTOM Business Process Framework
Conceptual Structure
Level-0
Go to Level 1

CUSTOMER
Service
Resources
Supplier / Partner
Product (SIP)
Operations
Level-0
Strategy, Infrastructure & Product Processes
• Includes processes that develop strategies and commitment to
them within the enterprise, including
– plan, develop and manage the delivery and enhancement of
infrastructures and products
– develop and manage the Supply Chain
• Infrastructure refers to more than just the resources (IT and
network) infrastructure that support products and services. It also
includes the operational and organizational infrastructures
required to support marketing, sales, service and supply chain
processes, e.g., Customer Relationship Management (CRM)
• Processes direct and enable processes within the Operations
process area
Back

CUSTOMER
Service
Resources
Supplier / Partner
Product (SIP)
Operations
Level-0
Operations Processes
• Includes all operation processes that support the
customer (and network) operations and management, as
well as those that enable direct customer operations with
the customer
• The processes include both day-to-day and operations
support and readiness processes
• Operations includes sales management and
supplier/partner relationship management
Back

CUSTOMER
Service
Resources
Supplier / Partner
Product (SIP)
Operations
Level-0
Enterprise Management Processes
• Include those basic business processes that are required
to run and manage any large business
• 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
• Processes are sometimes considered to be the corporate
functions and/or processes (e.g., Financial Management,
Human Resources Management processes, etc.)
• The processes may interface as needed with almost
every other process in the enterprise (operational,
strategy, infrastructure or product processes)
Back

CUSTOMER
Service
Resources
Supplier / Partner
Product (SIP)
Operations
Level-0
Market, Product and Customer Processes
• Include
– those dealing with
sales and channel management
marketing management
product and offer management
• Operational processes such as managing the customer
interface, ordering, problem handling, SLA management,
billing
Back

CUSTOMER
Service
Resources
Supplier / Partner
Product (SIP)
Operations
Level-0
Service Processes
Include those dealing with
– service development and delivery of service capability,
– service configuration,
– service problem management,
– quality analysis,
– Rating.
Back

CUSTOMER
Service
Resources
Supplier / Partner
Product (SIP)
Operations
Level-0
Resources Processes
• Include those dealing with
– development and delivery of resources (network and
IT) infrastructure
– its operational management including aspects such as
provisioning, trouble management, performance
management
• Resources infrastructure supports products and services,
as well as supporting the enterprise itself
Back

CUSTOMER
Service
Resources
Supplier / Partner
Product (SIP)
Operations
Level-0
Supplier/Partner Processes
• Include those dealing with the enterprise’s interaction with
its suppliers and partners.
• This involves processes that
– develop and manage the Supply Chain that underpins
product and infrastructure,
– support the operational interface with its suppliers and
partners.
Back

Level-1 Processes
Customer
Marketing & Offer Management
Service Development & Management
Resources Development & Management
(Application, Computing and Network)
Supply Chain Development & Management
Strategy &
Commit
Infrastructure
Lifecycle
Management
Product
Lifecycle
Management
Strategy, Infrastructure & Product Operations
Customer Relationship Management
Service Management & Operation
Resources Management & Operation
Supply/Partner Relationship Management
Operation
Support &
Readiness
Fulfillment Assurance Billing
Strategic & Enterprise
Planning
Enterprise Risk
Management
Enterprise Effective-
ness Management
Knowledge & Re-
search Management
Financial & Asset
Management
Stakeholder &
External Relationship
Management
Human Resources
Management
Enterprise management
Go to Level 2

Vertical Level 1 process groupings
 Represent a view of end-to-end processes
within the business, such as those involved
in the overall billing flows to customers
 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
 The end-end vertical process groupings can
therefore often represent the CEO's view of
the eTOM framework
Back

Horizontal Level 1 process groupings
 Represent a view of functionally-related
processes within the business
 Useful to those who are responsible for
creating the capability that enables,
supports or automates the processes
 Often represent the CIO's view of the
eTOM framework
 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
Back

Level-1 Processes
Customer
Infrastructure
Lifecycle
Management
Product
Lifecycle
Management
Operation
Support &
Readiness
Planning
Enterprise Risk
Management
ness Management
Knowledge & Re-
search Management
Financial & Asset
Management
Stockholder &
Management
Human Resources
Management
Strategy &
Commit
Strategy & Commit Processes
• Responsible for the generation of strategies in
support of the infrastructure and Product
Lifecyle processes
• 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
• Heavily focused on analysis and commitment
management
• Provide the focus within the enterprise for
generating business strategy and gaining buy-
in within the business to implement this
strategy
• Track the success and effectiveness of the
strategies and make adjustments as required
Back

Level-1 Processes
Customer
Product
Lifecycle
Management
Operation
Support &
Readiness
Planning
Enterprise Risk
Management
ness Management
Knowledge & Re-
search Management
Financial & Asset
Management
Stockholder &
Management
Human Resources
Management
Strategy &
Commit
Back
Infrastructure
Lifecycle
Management
Infrastructure Lifecycle Management
Processes
Deals with development and deployment of
new infrastructure, assessing performance of
the infrastructure and taking action to meet
performance commitment
Definition, planning and implementation of all
necessary infrastructures
Identify new requirements, new capabilities
Design and develop new or enhanced
infrastructure to support products
Respond to needs of Product Lifecycle
Management vertical end-end process
• unit cost reductions,
• product quality improvements,
• new products,
• etc.

Level-1 Processes
Customer
Operation
Support &
Readiness
Planning
Enterprise Risk
Management
ness Management
Knowledge & Re-
search Management
Financial & Asset
Management
Stockholder &
Management
Human Resources
Management
Strategy &
Commit
Infrastructure
Lifecycle
Management
Product
Lifecycle
Management
Product Lifecycle Management Processes
Deals with introducing new products, in the form of
services delivered to customers and assessing and
taking action on product performance
Responsible for definition, planning, design, and
implementation of all products in the enterprise’s
portfolio
Manage products to required profit and loss margin,
customer satisfaction and quality commitments
Delivering new products to the market
These lifecycle processes understand the market
across all key functional areas, the business
environment, customer requirements and competitive
offering in order to design and manage products that
succeed in their specific markets. Back

Level-1 Processes
Customer
Operation
Support &
Readiness
Planning
Enterprise Risk
Management
ness Management
Knowledge & Re-
search Management
Financial & Asset
Management
Stockholder &
Management
Human Resources
Management
Strategy &
Commit
Infrastructure
Lifecycle
Management
Product
Lifecycle
Management
Back
SIP – Marketing & Offer Management Processes
 Focuses on the knowledge of running and
developing the core business for an Information &
Communication Service Provider enterprise.
 Includes functionalities necessary for defining
strategies, developing new products, managing
existing products and implementing marketing and
offering strategies especially suitable for information
and communications products and services.
 These are the key processes that are accountable
for commitment to the enterprise for revenue, overall
product results and profit and loss.
 Deal with the creation of product, market and
channels.
 Manage market and product strategies, pricing,
sales, channels, new product development (and
retirement), marketing communication and
promotion.

Level-1 Processes
Customer
Operation
Support &
Readiness
Planning
Enterprise Risk
Management
ness Management
Knowledge & Re-
search Management
Financial & Asset
Management
Stockholder &
Management
Human Resources
Management
Strategy &
Commit
Infrastructure
Lifecycle
Management
Product
Lifecycle
Management
Back
SIP - Service Development &
Management Processes
Focuses on planning, developing and
delivering services to the Operation
domain, including processes necessary
for
 defining the strategies for service creation
and design, managing existing services,
 ensuring that capabilities are in place to
meet future service demand.

Level-1 Processes
Customer
Operation
Support &
Readiness
Planning
Enterprise Risk
Management
ness Management
Knowledge & Re-
search Management
Financial & Asset
Management
Stockholder &
Management
Human Resources
Management
Strategy &
Commit
Infrastructure
Lifecycle
Management
Product
Lifecycle
Management
Back
SIP - Resources Development &
Management Processes
 Focuses on planning, developing and
delivering the resources needed to support
services and products to the Operations
domain.
 Includes processes necessary for
 defining the strategies for development of the
network and other resources,
 introduction of new technologies and
internetworking with existing ones,
 managing existing resources,
 ensuring that capabilities are in place to meet
future service needs

Level-1 Processes
Customer
Operation
Support &
Readiness
Planning
Enterprise Risk
Management
ness Management
Knowledge & Re-
search Management
Financial & Asset
Management
Stockholder &
Management
Human Resources
Management
Strategy &
Commit
Infrastructure
Lifecycle
Management
Product
Lifecycle
Management
Back
SIP - Supply Chain Dev. & Mgt. processes
• The process grouping focuses on the
interactions required by the enterprise with
suppliers and partners, who are involved in
maintaining the supply chain.
• These processes ensure that the best
suppliers and partners are chosen as part of
the enterprise supply chain.
• The processes help to support sourcing
decision made by the enterprise, and
ensure that
– the capabilities are in place for interaction
between the enterprise and its suppliers and
partners,
– the contribution of suppliers and partners to the
supply chain is timely and delivers the required
support, and that their overall contribution is as
good or better than for vertically integrated
enterprises,
• These processes include establishing and
maintaining all the information flows
between the provider and supplier.

Level-1 Processes
Customer
Planning
Enterprise Risk
Management
ness Management
Knowledge & Re-
search Management
Financial & Asset
Management
Stockholder &
Management
Human Resources
Management
Strategy &
Commit
Infrastructure
Lifecycle
Management
Product
Lifecycle
Management
Back
Operation
Support &
Readiness
OPS - Operation Support & Readiness
Processes
• Responsible for providing management,
logistics and administrative support to
the FAB process groupings, and for
ensuring operational readiness in the
fulfillment, assurance and billing areas.
• End-end processes in this grouping are
concerned with activities that are less
"real-time" than those in FAB, and which
are typically concerned less with
individual customers and services and
more with ensuring the FAB vertical end-
end processes run effectively

Level-1 Processes
Customer
Assurance Billing
Planning
Enterprise Risk
Management
ness Management
Knowledge & Re-
search Management
Financial & Asset
Management
Stockholder &
Management
Human Resources
Management
Strategy &
Commit
Infrastructure
Lifecycle
Management
Product
Lifecycle
Management
Back
Operation
Support &
Readiness
Fulfillment
OPS - Fulfillment Processes
• Provides customers their requested
products in a timely and correct manner
• Translates the customer’s business or
personal need into a solution, which can
be delivered using the specific products
in the enterprise’s portfolio
• Informs the customers of the status of
their purchase order, ensures completion
on time, as well as a delighted customer

Level-1 Processes
Customer
Billing
Planning
Enterprise Risk
Management
ness Management
Knowledge & Re-
search Management
Financial & Asset
Management
Stockholder &
Management
Human Resources
Management
Strategy &
Commit
Infrastructure
Lifecycle
Management
Product
Lifecycle
Management
Back
Operation
Support &
Readiness
Fulfillment Assurance
OPS - Assurance Processes
• Executes proactive and reactive
maintenance activities to ensure that
services provided to customers are
continuously available and performing
to SLA or QoS performance level
• Performs continuous resources status
and performance monitoring to
proactively detect possible failures
• Collect performance data and
analyzes them to identify potential
problems and resolve them without
impact to the customer
• Manages the SLAs and reports
service performance to the customer
• Receives trouble reports from the
customer, inform the customer of the
trouble status, and ensures
restoration and repair, as well as
ensuring a delighted customer

Level-1 Processes
Customer
Planning
Enterprise Risk
Management
ness Management
Knowledge & Re-
search Management
Financial & Asset
Management
Stockholder &
Management
Human Resources
Management
Strategy &
Commit
Infrastructure
Lifecycle
Management
Product
Lifecycle
Management
Back
Operation
Support &
Readiness
OPS - Billing processes
• Collects appropriate usage records,
production of timely and accurate bill,
for providing pre-bill use information
and billing to customers, for processing
their payments, and performing
payment collections
• Handles customer inquiries about bills,
provide billing inquiry status and is
responsible for resolving billing
problems to the customer’s satisfaction
in a timely manner
• Supports prepayment for services

Level-1 Processes
Customer
Planning
Enterprise Risk
Management
ness Management
Knowledge & Re-
search Management
Financial & Asset
Management
Stockholder &
Management
Human Resources
Management
Strategy &
Commit
Infrastructure
Lifecycle
Management
Product
Lifecycle
Management
Back
Operation
Support &
Readiness
• Considers the fundamental knowledge of
customer needs and includes all functionalities
necessary for the acquisition, enhancement and
retention of a relationship with a customer
• 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
• Includes the collection of customer information
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 customers to the enterprise
• Applies to both conventional retail customer
interactions, as well as to wholesale
interactions
• Makes no distinction between manual or
automated interactions with customers, nor
whether interactions are by paper, telephone,
web-base transactions or some other
alternative arrangement

Level-1 Processes
Customer
Planning
Enterprise Risk
Management
ness Management
Knowledge & Re-
search Management
Financial & Asset
Management
Stockholder &
Management
Human Resources
Management
Strategy &
Commit
Infrastructure
Lifecycle
Management
Product
Lifecycle
Management
Back
Operation
Support &
Readiness
Service Management & Operation processes
• Focused on the knowledge of services (Access,
Connectivity, Content, etc.)
• Includes all functionalities necessary for the
management and operations of communications
and information services required by or proposed
to customers.
• Focused 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 or managing service improvement
initiatives.
• These functions are closely connected with the
day-to-day customer experience.
• 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.

Level-1 Processes
Customer
Planning
Enterprise Risk
Management
ness Management
Knowledge & Re-
search Management
Financial & Asset
Management
Stockholder &
Management
Human Resources
Management
Strategy &
Commit
Infrastructure
Lifecycle
Management
Product
Lifecycle
Management
Back
Operation
Support &
Readiness
processes
• Maintains knowledge of resources
(application, computing and network
infrastructures).
• Responsible for managing all these
resources (e.g. networks, IT systems,
servers, routers, etc.) utilized to deliver
and support services required by or
proposed to customers.
• Includes all functionalities responsible
for the direct management of all such
resources (network elements, computers,
servers, etc.) utilized within the
enterprise.
• Responsible for ensuring that the
network and IT infrastructure supports
the end-to-end delivery of the required
services.
• The purpose of these processes is
– to ensure that infrastructure runs
smoothly,
– accessible to services and employees,
– maintained and responsive to the needs
of services, customers and employees.
• Has the basic function to assembly
information about the resources (e.g.
from network elements and/or element
management systems), and then to
integrate, correlate, and summarize that
data to pass on the relevant information
to Service Management systems, or to
take action in the appropriate resource

Level-1 Processes
Customer
Planning
Enterprise Risk
Management
ness Management
Knowledge & Re-
search Management
Financial & Asset
Management
Stockholder &
Management
Human Resources
Management
Strategy &
Commit
Infrastructure
Lifecycle
Management
Product
Lifecycle
Management
Back
Operation
Support &
Readiness
Supplier/Partner Relationship
Management processes
• Supports the core operational
processes, both the customer instant
processes of FAB and the functional
operations processes.
• Align closely with a supplier’s or
partner’s CRM processes.
• Enables the direct interface with the
appropriate lifecycle, end-to-end
customer operations or functional
processes with suppliers and/or
partners.
• 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.

Level-1 Processes
Customer
Planning
Enterprise Risk
Management
ness Management
Knowledge & Re-
search Management
Financial & Asset
Management
Stockholder &
Management
Human Resources
Management
Strategy &
Commit
Infrastructure
Lifecycle
Management
Product
Lifecycle
Management
Back
Operation
Support &
Readiness
Strategic & Enterprise Planning processes
• Focuses on the processes required to develop the strategies and plans
for the service provider enterprise.
• Includes the discipline of Strategic Planning that determines the
business and focus of the enterprise, including
– which market the enterprise will address,
– what financial requirements must be met,
– what acquisitions may enhance the enterprise’s financial or market position,
– etc.
• Enterprise Planning develops and coordinates the overall plan for the
business working with all key units of the enterprise.
• These processes drive the mission and vision of the enterprise.
• Enterprise Architecture Management is a key process within this
process grouping.
• Directs IT across the enterprise, provides IT guidelines and policies,
funding approval, etc.

Level-1 Processes
Customer
Planning
Enterprise Risk
Management
ness Management
Knowledge & Re-
search Management
Financial & Asset
Management
Stockholder &
Management
Human Resources
Management
Strategy &
Commit
Infrastructure
Lifecycle
Management
Product
Lifecycle
Management
Back
Operation
Support &
Readiness
Enterprise Risk Management processes
• Focuses on risks and threats to the enterprise value
and/or reputation
– Identification
– Control to minimize or eliminate the identified risks and
threats
• Ensures that the enterprise can support its mission
critical operations, processes, applications,
communications in the face of a serious incidents,
from security threats/violations and fraud attempts

Level-1 Processes
Customer
Planning
Enterprise Risk
Management
ness Management
Knowledge & Re-
search Management
Financial & Asset
Management
Stockholder &
Management
Human Resources
Management
Strategy &
Commit
Infrastructure
Lifecycle
Management
Product
Lifecycle
Management
Back
Operation
Support &
Readiness
Enterprise Effectiveness Management process
• Focuses on defining and providing the tools,
methodologies and training to ensure that the
enterprise operational processes and activities are
managed and run efficiently and effectively.
• The processes ensure that
– the enterprise’s operational processes evolve as required
over time,
– program and project management processes are effective,
– quality and performance management processes are
effective.

Level-1 Processes
Customer
Planning
Enterprise Risk
Management
ness Management
Knowledge & Re-
search Management
Financial & Asset
Management
Stockholder &
Management
Human Resources
Management
Strategy &
Commit
Infrastructure
Lifecycle
Management
Product
Lifecycle
Management
Back
Operation
Support &
Readiness
Knowledge & Research Management
processes
Focuses on
– knowledge management,
– technology research within the
enterprise,
– evaluation of potential technology
acquisitions

Level-1 Processes
Customer
Planning
Enterprise Risk
Management
ness Management
Knowledge & Re-
search Management
Financial & Asset
Management
Stockholder &
Management
Human Resources
Management
Strategy &
Commit
Infrastructure
Lifecycle
Management
Product
Lifecycle
Management
Back
Operation
Support &
Readiness
Financial & Asset Management processes
• Focuses on managing the finance and assets of the
enterprise
• Financial management processes
– include Accounts Payable, Accounts Receivable,
Expense Reporting, Revenue Assurance, Payroll, Book
Closings, Tax Planning and Payment, etc,
– collects data, report on and analyzes the results of the
enterprise,
– accountable for overall management of the enterprise
income statement.
• Asset Management processes set asset policies,
track assets and manage the overall corporate
balance sheet.

Level-1 Processes
Customer
Planning
Enterprise Risk
Management
ness Management
Knowledge & Re-
search Management
Financial & Asset
Management
Stockholder &
Management
Human Resources
Management
Strategy &
Commit
Infrastructure
Lifecycle
Management
Product
Lifecycle
Management
Back
Operation
Support &
Readiness
Stakeholder & External Relationship
Management
• Focuses on managing the enterprise’s relationship
with stakeholders and outside entities.
– Stakeholders include shareholders, employee
organizations, etc.
– Outside entities include regulators, local community,
and unions.
• Some of the processes within this grouping are
Shareholder Relations, External Affairs, Labor
Relations, and Public Relations.

Level-1 Processes
Customer
Planning
Enterprise Risk
Management
ness Management
Knowledge & Re-
search Management
Financial & Asset
Management
Stockholder &
Management
Human Resources
Management
Strategy &
Commit
Infrastructure
Lifecycle
Management
Product
Lifecycle
Management
Back
Operation
Support &
Readiness
Human Resources Management processes
• Focuses on processes necessary for the people resources that the enterprise uses to fulfill its
objectives.
• HR Management processes provide, for examples,
– salary structures by level,
– coordinates performance appraisal and compensation guidelines,
– sets policies in relation to people management,
– employee benefit programs,
– labor relations, including Union contract negotiations,
– safety program development and communication,
– employee review policies,
– training programs,
– employee acquisition and release processes,
– retirement processes,
– resources planning,
– workplace operating policies.
• HR Management processes are concerned with preparing people to carry out their assigned tasks
(e.g., organizing training, remuneration, recruiting, etc.).
• The actual assignment of specific tasks is the responsibility of Work Force Management processes.

STRATEGY &
COMMIT
INFRASTRUCTURE
LIFECYCLE
MANAGEMENT
PRODUCT
LIFECYCLE
MANAGEMENT
M&OM
SD&M
RD&M
SCD&M
Market Strategy
& Policy
Product & Offer
Portfolio Planning
Product & Offer
Capability Delivery
Marketing
Capability Delivery
Product & Offer
Dev. & Retirement
Sales Dev.
Product Marketing
Comm & Promotion
Service
Strategy &
Planning
Service
Capability
Delivery
Service
Development
& Retirement
Resource
Strategy &
Planning
Resource
Capability
Delivery
Resource
Development
& Retirement
Supply Chain
Strategy &
Planning
Supply Chain
Capability
Delivery
Supply Chain
Development & Change
Management
SIP Level 2 Process Decomposition

OPERATION
SUPPORT &
READINESS
FULFILLMENT ASSURANCE BILLING
CRM
SM&O
RM&O
S/PRM
Operations Level 2 Process Decomposition
CRM Support
& Readiness
Customer Interface Management
Retention and Loyalty
Marketing Fulfillment
Response
Selling Order
Handling
Problem
Handling
Customer QoS/SLA
Management
Billing & Collection
Management
SM&O
Support and
Readiness
Service
Configuration &
Activation
Service Problem
Management
Service Quality
Management
Service & Specific
Instance Rating
RM&O
Support and
Readiness
Resource
Provisioning
Resource
Trouble
Management
Resource
Performance
Management
Resource Data Collection & Processing
Supplier/Partner Interface Management
S/PRM
Support and
Readiness
S/P Requisition
Management
S/P Problem
Reporting &
Management
S/P
Performance
Management
S/P Settlements &
Billing Management

Strategic &
Enterprise Planning
Enterprise Risk
Management
Enterprise Effectiveness
Management
Knowledge & Research
Management
Financial & Asset
Management
Stakeholder& External
Relations Management
Human Resources
Management
Enterprise Management (EM)
Level 2 Process Decomposition

Strategic & Enterprise Planning
Level-2 Processes Decomposition
Strategic &
Enterprise Planning
(S&EP)
Enterprise
Architecture
Management
(S&EP- EM)
Business
Development
(S&EP- EM)
Strategic
Business
Planning
(S&EP- EM)
Group
Enterprise
Management
(S&EP- EM)
Strategic Business Planning processes provide
strategic business direction to the enterprise. These
processes encompass all of the functions required to
provide strategic business direction to the enterprise.
to create actionable plans based on the business
strategy and to provide high-level program
management of their implementation.

Strategic &
Enterprise Planning
(S&EP)
Enterprise
Architecture
Management
(S&EP- EM)
Business
Development
(S&EP- EM)
Strategic
Business
Planning
(S&EP- EM)
Group
Enterprise
Management
(S&EP- EM)
Business Development processes develop concepts for new revenue streams, diversification of revenue streams
and focusing or broadening of the customer base via investigating new markets, as well as different products and
services for the enterprise. The focus is on broadening the scope of the enterprise activities through expansion, or
sharpening the enterprise focus through divestment or outsourcing of non-critical activities. The Marketing & Offer
Management processes are responsible for the development of markets and products within the existing scope of
the enterprise. Business Development processes understand what processes are critical to the identity of the
enterprise as priority processes and look for higher quality and lower cost solutions for these high priority
processes. In many cases, these processes would identify the opportunity for a 'surgical' outsourcing of a function
or process that is not a priority of the enterprise. or is a process the enterprise cannot deliver at competitive
benchmarks, Business Development processes are closely related to Strategic Planning. To realize certain
enterprise strategies, Business Development processes manage investigation of potential merger and acquisition
options and facilitate negotiation and implementation of mergers or acquisitions.

Strategic &
Enterprise Planning
(S&EP)
Enterprise
Architecture
Management
(S&EP- EM)
Business
Development
(S&EP- EM)
Strategic
Business
Planning
(S&EP- EM)
Group
Enterprise
Management
(S&EP- EM)
Enterprise Architecture Management processes define, develop, manage and maintain the enterprise architecture, which
is the model describing the enterprise in all its facets. These processes define/select, develop and deploy the enterprise
architecture methodology, which is a framework that identifies the reference models, their relationships to each other, and
the architecture management processes used to establish and maintain the enterprise architecture. The framework
contains the policies, guidelines, documentation templates and approaches to be used throughout the enterprise. In
addition Enterprise Architecture Management details the processes used to capture, modify, communicate, and review the
enterprise architecture and manage exceptions to it. These processes define and select the toolsets used to capture the
enterprise architecture (e.g. UML tools), and develop any required standards or reference framework to be used with the
tools. The processes define, develop and maintain the repositories and associated repository metamodels to be used to
capture architecture details, and manage and administer the capture processes.

Strategic &
Enterprise Planning
(S&EP)
Enterprise
Architecture
Management
(S&EP- EM)
Business
Development
(S&EP- EM)
Strategic
Business
Planning
(S&EP- EM)
Group
Enterprise
Management
(S&EP- EM)
In addition enterprise architecture management processes define the skill sets require for architects, develop training
programs and manage any certification process for architects across the enterprise.
Enterprise Architecture Management provides the reference source for the enterprise Standard Operating Environment
that is the collection of applications, hardware, software and network components that have been standardized for use
across the enterprise.
Lastly, enterprise architecture management provides a point of review for strategy and tactical/solution architecture, and
defines and manages the review processes.
The business strategies and plans provide a key starting point for the development and direction provide by the Enterprise
Architecture Management.
Note that enterprise architecture management covers both IT and network technologies.
The Enterprise Architecture Management processes impact other areas within the eTOM model, such as Knowledge
Management and Process Architecture Management

Strategic &
Enterprise Planning
(S&EP)
Enterprise
Architecture
Management
(S&EP- EM)
Business
Development
(S&EP- EM)
Strategic
Business
Planning
(S&EP- EM)
Group
Enterprise
Management
(S&EP- EM)
Group Enterprise Management processes are responsible for planning and management of coordination
across business units within the enterprise, and between the enterprise and its subsidiaries (note that
similar interactions concerning outsourcing involving suppliers and partners is handled elsewhere,
through Supply Chain and Supplier/Partner processes). The focus is on processes concerned with the
co-ordination within the enterprise's own organization, including subsidiaries, from an Enterprise-wide
point of view.
This includes planning and implementation of cross-business unit operations, harmonization of
processes and communication systems; funding and crosssubsidies, investment for business
development; and planning, execution and management of existing and new business activities

Enterprise Risk
Management
(ERM)
Fraud
Management
(ERM- EM)
Security
Management
(ERM - EM)
Business
Continuity
Management
(ERM - EM)
lnsurance
Management
(ERM- EM)
Audit
Management
(ERM- EM)
Enterprise Risk Management
Business Continuity Management processes manage the development of strategies, policies, plans, organizational roles
& responsibilities, and escalation procedures for ensuring continuation of business processes and activities in the event of
serious and/or sustained interruption. These processes ensure that appropriate plans and procedures are established and
tested fo provide continuous operation, or controlled re-establishment, of key business processes and activities, to
provide for a controlled recovery of infrastructure capability to normal levels, and for determination of operational
accountability and processes until the abnormal circumstances are resolved.
These processes have four major aspects
• Business continuity planning which provides for the proactive planning and testing of business and operational
procedure continuity
• Infrastructure recovery planning which provides for the pro-active determination of recovery and backup procedures
for all key infrastructure capabilities, and their proactive testing
• Serious incident management planning which defines the operational roles and responsibilities, and proactively
defines the operational procedures and escalation criteria which are initiated when abnormal operation circumstances
occur Business continuity management methodologies, which ensure consistent application of business continuity
management across the enterprise

Enterprise Risk
Management
(ERM)
Fraud
Management
(ERM- EM)
Security
Management
(ERM - EM)
Business
Continuity
Management
(ERM - EM)
lnsurance
Management
(ERM- EM)
Audit
Management
(ERM- EM)
Note that business continuity management is an extended process structure which incorporates disaster recovery
planning.
Note that serious incident management is used instead of crisis management as serious disruption can occur to the
business through events which would not normally be classified as a crisis

Enterprise Risk
Management
(ERM)
Fraud
Management
(ERM- EM)
Security
Management
(ERM - EM)
Business
Continuity
Management
(ERM - EM)
lnsurance
Management
(ERM- EM)
Audit
Management
(ERM- EM)
Security Management processes assess threats to the enterprise and provide capabilities and controls to minimize the
threats identified. These processes are responsible for setting Security Management corporate policies, guidelines, best
practices and auditing for compliance by the enterprise.
Security Management addresses internal and external sources of security violations.
Security management deals with enterprise exposure to loss of value or reputation through threats or security violations.
Proactive Security Management processes. identify areas of threat to the Enterprise (covering both internal and external
sources of threat), and monitor industry trends and best practice approaches to ensure that the enterprise remains at the
forefront of security management threat minimization. Areas of threat cart-be physical (e.g. break-ins or terrorist incident,
inappropriate use of network) or logical (e.g. inappropriate access to and use of information technology). The processes
support the categorization and prioritization of areas of threat. These processes define the policies, guidelines, practices
and procedures to be followed and provide assistance to the enterprise operational areas to deploy appropriate physical
infrastructure, procedures and monitoring capabilities.
Reactive Security management processes deal with the establishment of tools and data collection capabilities to capture
details of operation activity, analysis of monitored activity to detect potential threats/security violations, and forensic
investigations to determine whether the potential threat is imminent or a security violation has occurred, and the potential
or actual perpetrators

Enterprise Risk
Management
(ERM)
Fraud
Management
(ERM- EM)
Security
Management
(ERM - EM)
Business
Continuity
Management
(ERM - EM)
lnsurance
Management
(ERM- EM)
Audit
Management
(ERM- EM)
Security Management processes interface to external security, police and/or investigative organizations.
These processes strongly interact with Fraud Management and have common elements and information services and
communications specific elements.
Security Management processes are implemented at many levels of the enterprise and at the user, system/network, etc.
levels.
Note that the actual security monitoring, control and management procedures and facilities are embedded in the
operational infrastructure and processes defined and deployed within the SIP and Operations process areas.
Note that Audit Management processes provide assurance that the necessary control structures are in place, and provide
an estimate to the extent to which the procedures are followed and are effective

Enterprise Risk
Management
(ERM)
Fraud
Management
(ERM- EM)
Security
Management
(ERM - EM)
Business
Continuity
Management
(ERM - EM)
lnsurance
Management
(ERM- EM)
Audit
Management
(ERM- EM)
Fraud Management processes define Fraud Management corporate policies, guidelines, best practices and control
procedures to be deployed to ensure fraud minimization within the enterprise. Fraud management deals with enterprise
exposure to loss of value or reputation through fraudulent activity, and covers financial, intellectual property, identity theft,
as well as other aspects
Proactive Fraud Management processes identify areas of fraud risk within the enterprise (including internal and external
sources of risk), and monitor industry trends and best practice approaches to ensure that the enterprise remains at the
forefront of fraud management minimization. The processes support the categorization and prioritization of areas of fraud
risk. These processes define the policies, guidelines, practices and procedures to be followed and provide assistance to
the enterprise operational areas to deploy appropriate procedures and monitoring capabilities.
Reactive Fraud management processes deals with the establishment of tools and data collection capabilities to capture
details of operation activity, analysis of monitored activity to detect potential fraudulent concerns, and forensic
investigations to determine whether fraud has occurred, and the perpetrators of the fraud

Enterprise Risk
Management
(ERM)
Fraud
Management
(ERM- EM)
Security
Management
(ERM - EM)
Business
Continuity
Management
(ERM - EM)
lnsurance
Management
(ERM- EM)
Audit
Management
(ERM- EM)
These processes strongly interact with Security Management and have common elements and information services and
communications specific elements.
Fraud processes are implemented at many levels of the enterprise and at the user, system/network, etc. levels.
Note that the actual fraud monitoring, control and management procedures and facilities are embedded in the operational
processes defined and deployed within the Operations process area.
Note that Audit Management processes provide assurance that the necessary control structures are in place, and provide
an estimate to the extent to which the procedures are followed and are effective

Enterprise Risk
Management
(ERM)
Fraud
Management
(ERM- EM)
Security
Management
(ERM - EM)
Business
Continuity
Management
(ERM - EM)
lnsurance
Management
(ERM- EM)
Audit
Management
(ERM- EM)
Audit Management processes provide assurance to senior management and the enterprise Board that the enterprise
operational processes and controls are effective and conform to relevant adopted standards (which may be externally
imposed or internally adopted). Audit Management processes may be managed by external independent organizations, or
by internal groups within the enterprise, but in either case are designed to support senior management/Board assurance.
They can also be used proactively to develop risk assessment methodologies, scoring systems, and advice to operational
groups who aresponsible for the operations processes. However, the assurance role of the prosesses is more related to
reactive assessment.
The processes identify, prioritize and manage audit programs, define the audit policies and procedures, assess
operational activities to ensure necessary or mandated control structures are in place, and provide an estimate to the
extent to which the procedures are followed and are effective.
The processes ensure that appropriate reports relating to compliance and capability are provided to senior
management/Board within appropriate defined timeframes. The processes define the audit approach to be used
depending on the circumstances, as well as the risk assessment methodology and scoring approach to be used

Enterprise Risk
Management
(ERM)
Fraud
Management
(ERM- EM)
Security
Management
(ERM - EM)
Business
Continuity
Management
(ERM - EM)
lnsurance
Management
(ERM- EM)
Audit
Management
(ERM- EM)
Insurance Management processes are responsible for assessing and managing the insurable risks within an enterprise.
These processes identify areas and activities within the enterprise where risk aspects are insurable, and analyze the
cost/benefits of undertaking specific insurance.
These processes provide advice and consultancy to the enterprise relating to insurance of local activities and programs.
These processes manage the engagement with the external insurance industry, and administer insurance policies and
portfolios.
Depending on the nature of the risk being insured, the Supply Chain Development and Management processes are used
to select an appropriate insurer, in other cases where the number of insurance providers is small, the negotiation process
may be directly managed by these processes.

Enterprise
Effectiveness
Management,
(EEM)
Program &
Project
Management
(EEM - EM)
Enterprise
Quality
Management
(EEM - EM)
Process
Management &
Support
(EEM - EM)
Facilities
Management &
Support (EEM -
EM)
Enterprise
Performance
Assessment
(EEM - EM)
Management
Process Management & Support processes define and manage enterprise process management. These processes define
the methodology to be employed by all process design, process change management or process reengineering activities
across the enterprise. As a part of this definition the tools sets, if any, to be used as a part of the process design, process
change management or process re-engineering activity are defined, sourced and deployed as required across the
enterprise. The required skill sets to support the methodology are defined, appropriate training is developed or arranged,
staff to be trained identified and administration of the training undertaken. Any certification processes for the process
methodologies are managed by these processes. If the selected methodology requires licensing from external parties,
these processes manage the establishment and maintenance of the necessary licenses. These processes ensure
coordination of distributed process design, process change management or process re-engineering activities to ensure
that duplication is minimized and that process re-use is achieved to the maximum extent possible. These processes also
define enterprise policies and guidelines for process management within the enterprise.
Cost and performance of individual process activities is the accountability of the operational area using the process.
These processes monitor the value of the overall process management activities to ensure that the enterprise continues
to gain value from using process management. Appropriate reports on performance at the enterprise level and lower
levels are produced by these processes

Enterprise
Effectiveness
Management,
(EEM)
Program &
Project
Management
(EEM - EM)
Enterprise
Quality
Management
(EEM - EM)
Process
Management &
Support
(EEM - EM)
Facilities
Management &
Support (EEM -
EM)
Enterprise
Performance
Assessment
(EEM - EM)
Management
Enterprise Quality Management processes define the enterprise quality
management policies and the enterprise model for quality management. They
support all operations and lifecycle processes in the implementation and control
of this model.
Note that quality is actually assessed within each area of the enterprise, but
follows the guidelines defined by this process, which provides a template for
specific applications of quality management in any areas of the Enterprise

Enterprise
Effectiveness
Management,
(EEM)
Program &
Project
Management
(EEM - EM)
Enterprise
Quality
Management
(EEM - EM)
Process
Management &
Support
(EEM - EM)
Facilities
Management &
Support (EEM -
EM)
Enterprise
Performance
Assessment
(EEM - EM)
Management
Program & Project Management processes define and manage the program and project management methodologies,
skills and tools within the enterprise.
These processes document the program and project methodologies to be used by projects within the enterprise, and
provide documentation templates and any project management tools required. The processes select any tool required to
support project and program management, using the Supply Chain Development & Management processes as required.
The skills sets and required levels of certification, if any, are defined and managed by these processes. If used, these
processes may develop and manage an enterprise repository of program and project information. Metrics associated with
program and project management are defined, collected and analyzed by these processes.
Note that projects are actually managed within other areas of the enterprise but follow the guidelines defined by this
process, which provides a template for specific applications of Program & Project Management in any area of the
enterprise

Enterprise
Effectiveness
Management,
(EEM)
Program &
Project
Management
(EEM - EM)
Enterprise
Quality
Management
(EEM - EM)
Process
Management &
Support
(EEM - EM)
Facilities
Management &
Support (EEM -
EM)
Enterprise
Performance
Assessment
(EEM - EM)
Management
Enterprise Performance Assessment processes check that the goals defined for the enterprise are on track and being
met. These processes provide regular reporting to senior management and the Board on the status of all defined
performance metrics on a regular basis (usually monthly). The processes define and determine the most appropriate
performance measures, collect and analyze the associated data and produce summary reports. The measures may be
internally developed, or may be based on externally produced or collected measures. Examples of external measures
could be customer satisfaction surveys, within or across market segments, or benchmarking studies of particular aspects
of the enterprise performance. Examples of internal performance measures can be based on financial performance (i.e.
progress against budget), operational process performance based metrics, or employee related measures such as
employee opinion surveys.
The Enterprise Performance Assessment processes produce the enterprise Balanced Scorecard.
These processes establish and administer relationship with external survey companies if required to provide external
measures or assist in developing internal measures.
Note that performance is actually assessed within each area of the enterprise, but follows the guidelines defined by this
process, which provides a template for specific applications of Performance Assessment in any areas of the Enterprise

Enterprise
Effectiveness
Management,
(EEM)
Program &
Project
Management
(EEM - EM)
Enterprise
Quality
Management
(EEM - EM)
Process
Management &
Support
(EEM - EM)
Facilities
Management &
Support (EEM -
EM)
Enterprise
Performance
Assessment
(EEM - EM)
Management
Facilities Management & Support processes
take care of environmental aspects within the
enterprise's workplace, making sure the
workplace facilities are adequate to guarantee
the optimal performance of the employees

Chapter-4
EM- Knowledge & Research Management
(KRM)
Level-2 Processes
Knowledge &
Research
Management
(KRM)
Research
Management
(KRM - EM)
Knowledge
Management
(KRM-EM)
Technology
Scanning
(KRM - EM)

Chapter-5
EM- Financial & Asset Management
(F&AM)
Level-2 Processes
Financial &
Asset
Management
(F&AM)
Asset
Management
(F&AM - EM)
Financial
Management
(F&AM -EM)
Procurement
Management
(F&AM - EM)

Chapter-6
EM- Stakeholder & External Relations
Management (S&ER)
Level-2 Processes
Stakeholder &
External Relations
Management
(S&ER)
Corporate
Communications &
Image Management
(S&ER - EM)
Shareholder
Relations
Management
(S&ER - EM)
Legal Management
(S&ER - EM)
Community Relations
Management
(S&ER - EM)
Regulatory
Management
(S&ER - EM)
Board &
Shares/Securities
Management (S&ER -
EM)

Chapter-7
EM- Human Resources Management (HR)
Level-2 Processes
Human
Resources
Management
(HR)
Workforce
Strategy
(HR - EM)
Organization
Development
(HR - EM)
HR Policies &
Practices
(HR - EM)
Employee &
Labor Relations
Management (HR
- EM)
Workforce
Development
(HR - EM)

Customer
The Telecom Operation Map is a business process framework
providing process descriptions and interface specifications for the
three lifecycles within the Service and Network Management Layer
Customer Interface Management Processes
Customer Care Processes
Sales Order Handling Problem Handling
Customer QoS
Management
Invoicing and
Collections
Service Development and Operations Processes
Service Planning and
Development
Service Configuration Service Problem
Management
Service Quality
Management
Rating and Discounting
Network and Systems Management Processes
Network Planning and
Development
Network Provisioning
Network Change
Management
Service Quality
Management
Network Data
Management
Network Element Management Processes
Physical Network and Information
Technology
I
N
F
O
R
M
A
T
I
O
N
S
Y
S
T
E
M
S
M
A
N
A
G
E
M
E
N
T
P
R
O
C
E
S
S
E
S
Business Process Framework
Customer
Lifecycle
Service
Lifecycle
Network
Lifecycle

All three cycles are addressed by a set of processes of
the Telecom Operation Map using a “Fulfilment-
Assurance-Billing” approach
Service Billing
Sales
Customer
QoS
Management
Order
Handling
Invoicing/
Collections
Service
Planning and
Development
Service
Quality
Management
Service
Configuration
Service
Problem
Management
Rating and
Discounting
Network
Planning and
Development
Network
Maintenance
& Restoration
Network
Provisioning
Network
Change
Management
Network Data
Management
Problem
Handling
End to End “FAB” (Fulfilment-Assurance-Billing) Process
Fulfilment
Customer
Lifecycle
Service
Lifecycle
Network
Lifecycle
Customer Care
Processes
Service
Development and
Operations
Processes
Network and
Systems
Management
Processes
Customer Care
Processes

The interaction between these main processes
build a complex map of interdependencies :
Fulfilment…
Sales
Inquiry
Service
Configuration
Configure
Order
Handling
Pre-Order
Order
Network
Provisioning
Assign/Activate
Network Config
& Routing
Configure
C
U
S
T
O
M
E
R Network
Inventory Mgt
Test
Management
Test
Security
Access
Network Change
Mgt
Install
Network Element Mgmt & Network
Elements
Other SP’s
Selling
1
2
20
Order Status and Completion
3 Order
20A
Order Status and
Completion
3A
19 Service
Complete
4 Service Request
5 Assignment Request
18 Assignment Complete
Update
17
Network Config. Complete
6
.
Network Config. Request
13 Total Request
16 Total Complete
8
7
Install Request
& Complete
12
11
Network
Access
Check &
Complete
9 10 Element Config & Complete
14 15 Perform Test
& Test Data
Assurance
& Billing
Processes
Sub-process Activity
Cross-FAB
Domain Interface
Inter/Intra Process/
Sub-process Interface
Note: Security is shown in only one interaction, but applies on every interface
Note: For this representation, the Network Provisioning Process has one of his sub-processes explicitly displayed: Network Configuration & Routing
(Customer enabled
reconfiguration)
Process
<
FULFILMENT

… Assurance…
Problem Handling
Report
Network Element Management & Network Elements
Customer QoS
Management
Determine SLA
Violations
Service Problem
Management
Decide
Repair
Service Quality
Management
Monitor
SLAs
Network Maintenance &
Restoration
Decide
Repair
Detect
Fault
Test
Isolate
Root
Cause
Network Change
Management
Allocate
Resources
Network Data
Management
Detect Perf/
Traffic Problems
Other Providers
Processes Activity
Cross-FAB
Domain Interface
Inter-Process
Interface
Inter SP Process
Interface
Customer
alert (TT)
10. Service
impact
9. SLA impact
8. Report
problem data
7. Trouble report
(Trouble Ticket)
6. (Service (Re)
Configuration)
To Billing
Processes
5. Notify
problem/fix
To Fulfillment
Processes
3. (Network (Re)
Configuration)
4. Work
order
1. Alarm/event data
2. Report
degradation
1. Network data
(SLA rebate,
etc)
Assurance

… Billing
Network Element Management & Network Elements
Processes Activity
Cross-FAB
Domain Interface
Inter-Process
Interface
Inter SP Process
Interface
Customer (Billing
inquiry & Payments)
Invoicing &
Collections
Invoice
Collect
Rating &
Discounting
Rate
Discount
Network Data
Management
Aggregate
Collate
Collect
Other Providers
4. Generate
Bills
Activate Billing Cycle
Customer Account
From Fulfillment
Processes
(Ordering)
From Assurance
Processes
(Problem Handling)
Special discounts
SLA violations
3. Summarized
bill content
2. Aggregated
usage data
1. Network
(usage) data
Billing

Network Planning and Development Process
Additional Capacity
Request
New Service Description,
Capacity Plan
Pre-ordered Engineering
Assignment
Capabilities/
Capacity
Orders
Service
configuration
Supplier
Service
Planning and
Development
Network
Provisioning
Network
Maintenance
and Restoration
Network
Inventory
Management
Network Data
Management
Other
Provider(s)
Configuration Requirements
Maintenance Rules/Policies
Work Orders and
Supporting Documents
Performance Goals
Orders
Service
configuration
Service
Planning and
Development
Service Quality
Management
Network Data
Management
Network
Provisioning
Network
Maintenance
and Restoration
Network
Inventory
Management
Supplier
Other
Provider(s)
Network Optimization Results
Capacity: Performance Data
Current Capacity and
Configuration, Capacity Request
Capacity Request
Capacity Request, Work
Order Completion
New Network
Technology
New Alternative
Capacity
Network Planning
and Development
 Develop and implement
procedures
 Negotiate and implement
network level agreements
 Develop new networks and
architectures
 Plan required network capacity
 Plan the mutation of network
capacity
 Optimize network
 Issue orders to suppliers and
other providers
 Plan the logical network
configuration
Inputs Outputs
The Network Planning and Development
Process plans the entire network platform to be
used to introduce new services…

Pre-service Request, Provisioning
Request, Test Request Available Capacity, Pre-service and
Provisioning Request Results
Service
configuration
Service
configuration
Network
Planning and
Development
Network
Maintenance
and Restoration
Network Data
Management
Network
Inventory
Management
Configuration Requirements
(Re) Configuration Request,
(Re-) Configuration Notification
Network Changes
Network Capacity Available,
Adds, Changes, Deletes
Change Events, Command
Confirmations, Test Results
Network
Provisioning
 (Re-) configure initial
network installation and
reconfigure due to
capacity problems
 Administer the logical
network prepare for
service provisioning
 Manage connection
 Test the network
Element
Management
Element
Management
Network
Planning and
Development
Network Data
Management
Network
Inventory
Management
Network
Maintenance
and Restoration
Capacity Request, Current
Capacity and Configuration
Start/Stop Monitoring
Feasibility Request, Pre-Service
Request, Work Orders and
Supporting Documents
(Re-) Configuration Completion
Start/Stop Usage/Performance Data,
Configuration Commands, Test
Commands
Network Provisioning Process
Inputs Outputs
… while the Network Provisioning Process
describes the build out of the plans

Network Data Management Process
Performance Usage
Data Requests Network Performance and
Confirmation Data
Usage Information
Performance/Usage Data
Requests
Customer QoS
Management
Rating and
Discounting
Service Quality
Management
Network
Maintenance
and Restoration
Network
Planning and
Development
Network Usage/
Performance Trends
Network Usage/
Performance Trends
Performance Degradation
Capacity Performance Data
Service Quality
Management
Network
Planning and
Development
Network
Provisioning
Network
Inventory
Management
Other
Provider(s)
Element
Management
Performance Goals
Performance/Usage
Data Requests
Usage/Performance
Data
Network Data
Management
 Collect, correlate and format
of usage data/events
 Determine performance in
terms of capacity, utilization
and traffic
 Provide notification of
performance degredation
 Initiate traffic control
functions
Other Provider(s)
Network
Provisioning
Element
Management
Network Changes
Inputs Outputs
The Network Data Management Process
provides all kind of usage data from the
network e.g. as data source for billing

74
IP Management Architecture
Layer MO Function
IP Customer Care
Layer
IP Application Layer
IP Service Layer
IP Transport Layer
Service Negotiation
Self Operation
Application Dependent
Transport
IP dependent / AP
Independent Transport
IP Independent
Transport
Customer Interaction
Process
VOIP, Conference, e-
Business, Multicast, etc.
Router, IP Service Node,
etc
Photonic, SDH, ATM, POTS
LAN, WAN, Access, etc.

75
KEY WORDS FOR IP/EBUSINESS
MANAGEMENT
• Partnership : Common BP & Interface
• TMN to eMS(eBusiness Management Solutions)
• Adaptive & Customer Driven Business Process
• Consensus among Industries and Customers
• Negotiation & SLA : Differentiation
• Policy Based Negotiation Management
• Customer Self Operations
• QoS oriented Secure & Customer perceptible SLA

76
BUSINESS PROCESS -TOM TO ETOM
• eBusiness Oriented TOM
• Open ,Visible Process for Customer retention
• Common Business process for Partnership
• Enterprise Management for Total Solution

77
Element Management
Network Management
Business
Management
Service
Management
Operations
Operations
Support &
Readiness
Service Management & Operations
Resource Management & Operations
Supplier/Partner Relationship Management
Enterprise
Management
Strategic &
Enterprise
Planning
Financial & Asset
Management
Enterprise Quality
Management, Process & IT
Planning & Architecture
Stakeholder & External
Relations Management
Brand Management,
Market Research &
Advertising
Human Resources
Management
Disaster Recovery,
Security & Fraud
Management
Research &
Development,
Technology
Acquisition
Strategy, Infrastructure & Product
Product
Lifecycle
Management
Infrastructure
Lifecycle
Management
Strategy &
Commit
Resource Development & Management
Customer
TMN Layers
correspond with TOM
horizontals
TOM processes are
captured in “FAB” area
of eTOM Operations
eTOM maps the
NGOSS Business
View
Customer
Network Element Management Processes
Information
Systems
Management
Processes
Network
Planning and
Development
Network
Provisioning
Network
Maintenance &
Restoration
Network Data
Management
Network
Inventory
Management
Service
Planning and
Development
Service
Problem
Management
Service
Quality
Management
Rating and
Discounting
Service
Configuration
Customer Interface Management Processes
Sales
Order
Handling
Invoicing
and
Collections
Problem
Handling
Customer
QoS
Management
Physical Resource and Information Technology

78
eTOM: Linkage to NGOSS
• eTOM provides the
NGOSS Business View
• eTOM processes, flows
and information are
input as requirements
to the NGOSS System
View
• Feedback from the
NGOSS development
cycle is used to validate
the eTOM

79
Example of Level 3 Component of Service/Resource Management
Resource Trouble
Management
©TeleManagement Forum April 2003
Report
Resource Trouble
Correct & Recover
Resource Trouble
Localise Resource
Trouble
Survey & Analyse
Resource Trouble
Track & Manage
Resource Trouble
Evaluate and
Qualify
Plan and assign
Resolution
Track Resolution
Close
and Report
Service
Problem
Management
Diagnose
Close
Resource Trouble

80
Service configuration and activation decomposition into level 3 processes
Resource provisioning decomposition into level 3 processes

81
Evaluation and
Qualification
Resolution
Planning
and
Assignment
Resolution
Tracking
Closing
and
Reporting
Service
Problem
Management
Diagnosis
Problem Request
Receipt
Problem Testing
Performance
Problem
Qualification
Problem
Escalation
Diagnosis of
Problem
Identification of
Resolution
Responsibility
Resolution Option
Investigation and
Recommendation
Monitoring of
Fault Resolution
Progress
Reporting
Scheduled
Task
Specific Activity
Assignment
Service Testing
Repair and
Reconfiguration
Checking
Issue of cleared
Problem
Report
Service Problem Management-Level 3/4 Process

82
Process Decompositions : Order Handling
Order Handling
Credit
Authorization
Order Issuance Order Tracking
and Status
Preorder
Feasibility
Determination
Order Completion
Receive Pre-Order
Feasibility Request
Order Plan
Development
Order Creation Confirm Order
Completion w ith
Customer
Report unmet
commitments or
capabilities
Status Report
Customer
Jeopardy
Notification
Committed Date
Re-negotiatio w /
Customer
Validate info for
Assurance and
Billing
Customer
Satisfaction
Validation
Conf irm Customer
Value delivery
Billing Satisfaction
Validation
Test solution and
demonstrate to
cust
Order Cancellation
Order Amendment
Obtain Appropriate
Approvals
Advise and
Negotiate
Acceptable Terms
Order Request
Validation
Issue Pre-Order
Feasibility Study
Credit
Investigation
Determination
Credit
Investigation
Status
Establishment and
Management
Manage Customer
changes to
Agreement Con
Train the customer
Follow up on
optimal Customer
Utilisation
©TeleManagement Forum eTOM April 2001
TEAM DRAFT
Level 2
Level 3
Level 4

83
Enterprise
Management
Enterprise
Effectiveness
Management
Stakeholder
& External
Relations
Management
Enterprise
Risk
Management
Strategic &
Enterprise
Planning
Financial &
Asset
Management
Knowledge
& Research
Management
Human
Resources
Management
Enterprise
Effectiveness
Management
Stakeholder
& External
Relations
Management
Enterprise
Risk
Management
Strategic &
Enterprise
Planning
Financial &
Asset
Management
Knowledge
& Research
Management
Human
Resources
Management
Business
Development
Strategic
Business
Planning
Enterprise
Architecture
Management
Group
Enterprise
Management
Asset
Management
Financial
Management
Community
Relations
Management
Corporate
Comms &
Image Mgt
Enterprise
Quality
Management
Process
Management
& Support
Organization
Development
HR Policies
& Practices
Knowledge
Management
Procurement
Management
Security
Management
Business
Continuity
Management
Fraud
Management
Insurance
Management
Audit
Management
Program
& Project
Management
Enterprise
Performance
Assessment
Facilities
Management
& Support
Research
Management
Technology
Scanning
Level 0
Level 1
Level 2
Shareholder
Relations
Management
Regulatory
Management
Legal
Management
Board &
Shares/Secur.
Management
Workforce
Strategy
Workforce
Development
Employee
& Labor
Relations Mgt
EM Processes

84
WHY USE ETOM?
• eTOM makes available a standard structure, terminology and
classification scheme for describing business processes and their
constituent building blocks
• eTOM supplies a foundation for applying enterprise-wide discipline
to the development of business processes
• eTOM provides a basis for understanding and managing portfolios
of IT applications in terms of business process requirements
• eTOM enables creation of consistent and high-quality end-to-end
process flows, with opportunities for cost and performance
improvement, and for re-use of existing processes and systems
• eTOM use across the industry will increase the likelihood that off-
the-shelf applications will be readily integrated into the enterprise, at
a lower cost than custom-built applications

RECENT REPORTS ON ETOM ADOPTIONS
(SPS)

86
Reorganized existing BPM and Best Practices around eTOM,
with strategic decision to increase participation in eTOM team
work. Introduced internal eTOM training, with eTOM as a
common language and reference throughout the company.
Mapped Amdocs products to eTOM, and used as sales tool.
Used eTOM to map existing industry processes, analyze
business drivers and pains, and guide the design of new
processes. Also,as a framework for ISV & SI Partnerships
Have developed Telecom Reference Business Model based
on eTOM (Levels 1,2 & 3), and extended to Levels 5 & 6 for
business scenario investigation, legacy system gap analysis,
new OSS/BSS specification, consultancy support, etc
Used eTOM for internal product training, product
features cross - referencing nd functional gap analysis,
marketing analysis (competitors/partners), customer
communication (incl. RFI/RFP), workflow “seed”
processes
Used eTOM for mapping Motorola products and
managed services, for gap analysis of solution portfolio
and for partnership communications
RECENT REPORTS ON ETOM ADOPTIONS
(VENDORS, SIS, ETC)

87
PROCESS, FUNCTION AND DATA
Process
Function Sets
Data
eTOM
M3400
SID

88
PROCESS AND FUNCTION
• Processes can be used to describe the flow of
activities to solve a particular business problem,
or part of it.
• A function can be considered as a unit of
processing (either initiated by humans or
through an automated action) with specific, well-
defined inputs and outputs.
• For functions in particular, the data is essential
because the function is described as a unit of
processing together with its associated data
inputs and outputs.

89
RELATIONSHIP BETWEEN PROCESSES,
FUNCTIONS AND DATA
M.3050SUPP.3_F03
CRUD: Create, Read, Update, Delete
Process 1 Process 2
Trigger 1
Result 1
Result 2 Trigger 2
Result 1
Result 2
Step 3 Step 1
Function
3
Step 1
Function
1
Function
2
Step 2
Function
4
Step 2
Data 1 Data 2 Data 3 Data 4 Data 5
CRUD

90
PROCESSES, FUNCTION SET GROUPS AND
DATA AREAS
M.3050SUPP.3_F04
Function set groups (M.3400)
Provisioning Alarm
surveillance
Fault
localization
Trouble
admin.
Performance
quality
assurance
Performance
analysis
Network
planning/
engineering
Performance
monitoring
Installation Testing Fault
correction
Security
admin.
Performance
management
control
Containment
& recovery
RAS
assurance
Status &
control
Detection
Usage
measurement
RM&O Level 2 processes from eTOM
Resource
provisioning
Resource data
collection &
processing
RM&O Support &
Readiness
Resource trouble
management
Resource
performance
management
Data areas
Planning policy
& rules
Topologies
Network
configuration
Physical
inventory
Usage Problems
Measurements &
performance

91
OBJECTIVES OF MAPPING ETOM TO
M.3400
• Facilitate the linkage from process view to
functional view;
• Provide a framework for level of granularity and
abstraction for the interface definitions;
• Get a better handle on what should be
implemented in systems in terms of:
–Reusable software components;
–Boundaries of what to implement;
• Understand what are the interfaces between
processes at the indicated levels;
• Identify the needs for standardization.

92
M3400
Management
Functional
Areas
M3400
Security
Management
M3400
Configuration
Management
M3400
Fault
Management
M3400
Performance
Management
Usage
Measurement
Tariffing/
Pricing
Collections
and
Finance
Enterprise
Control
M3400
Accounting
Management
5
Prevention
10 16 24
11 12 10 29 8
6 10 5 5 11 7
7 10 11 6
17 8 21 11
Detection
Containment
& Recovery
Security
Administration
Network
Planning
& Engineering
Installation
Service
Planning &
Negotiation
Provisioning
Status &
Control
RAS Quality
Assurance
Alarm
Surveillance
Fault
Localization
Fault
Correction
Testing
Trouble
Administration
Performance
Quality
Assurance
Performance
Monitoring
Performance
Analysis
Performance
Management
Control
4 5 6 4 4
Accounting
Management
Performance
Management
Fault
Management
Configuration
Management
Security
Management
M3400 - TMN FUNCTIONAL DECOMPOSITION
55
70
44
34
57
Total functional units = 260

93
MAPPINGS BETWEEN ETOM PROCESSES
AND M3400 FUNCTIONAL UNITS
eTOM V4 = 72 (110 OPS L3) eTOM V6 = 72 (242 OPS & SIP)
M3400 = 23 (260)
eTOM V 4 Covered in M3400
OPS L3 110 69
SIP L2 16 14
EM L2 31 22
M3400 Covered in eTOM
Security 55 55
Configuration 70 69
Fault 44 44
Performance 34 34
Accounting 57 57
eTOM
process M3400 functional Unit
mappings

94
Resource
Provisioning
RM&O Support
& Readiness
Resource
Performance
Management
Resource
Trouble
Management
Resource Data
Collection &
Processing
Performance
Management
Fault
Management
Configuration
Management
Accounting
Management
Security
Management
Security
Management
M.3400 MANAGEMENT
FUNCTIONAL AREAS (MFA)
RM&O LEVEL 2
PROCESSES v.3.5.
RM&O LEVEL 2 PROCESSES - M.3400 (MFA)

95
Configure &
Activate
Resource
Allocate & Deliver
Resource
Collect, Update &
Report Resource
Configuration
Data
Test Resource
Provisioning
Service Planning
and
Negotiation
Installation
Network Planning
and
Engineering
M.3400 Configuration
Management
RM&O Resource Provisioning (Level 3 Processes eTOM v.3.5)
Status and Control
RM&O Support
& Readiness
SID LAYER
Strategy, Infrastructure
& Product
SM&O Service
Configuration &
Activation
CRM
LAYER
RM&O RESOURCE PROVISIONING - M.3400
CONFIGURATION MANAGEMENT

96
Localise Resource
Trouble
Survey & Analyse
Resource Trouble
Track & Manage
Resource Trouble
Correct & Recover
Resource Trouble
Fault
Correction
Fault
Localization
Alarm
Surveillance
RAS Quality
Assurance
M.3400 Fault
Management
RM&O Resource Trouble Management (Level 3 Processes eTOM v.3.5)
Testing
Trouble
Administration
Report Resource
Trouble
Close Resource
Trouble
??
RM&O RESOURCE TROUBLE MANAGEMENT - M.3400
FAULT MANAGEMENT

97
Analyse Resource
Performance
Monitor Resource
Performance
Report Resource
Performance
Control Resource
Performance
Performance
Analysis
Performance
Management
Control
Performance
Monitoring
Performance Quality
Assurance
M.3400 Performance
Management
RM&O Resource Performance Management (Level 3 Processes eTOM v.3.5)
RM&O RESOURCE PERFORMANCE MANAGEMENT - M.3400
PERFORMANCE MANAGEMENT

98
Process Resource
Data
Collect Resource
Data
Audit Resource
Usage Data
Report Resource
Data
Enterprise
Control
Collections and
Finance
Tariffing /pricing
Usage
Measurement
M.3400 Accounting
Management
RM&O Resource Data Collection & Processing (Level 3 Processes eTOM v.3.5)
SM&O
Service & Specific
Instance Rating
CRM
Billing & Collection
Management
Financial & Asset
Management
RM&O RESOURCE DATA COLLECTION - M.3400
ACCOUNTING MANAGEMENT

99
ITIL
Initially developed by UK government CCTA
( Central Computer and Telecommunications
Agency ) in 1980’s.  OGC ( Office of
Government Commerce)
• Service Support : 308Pages
• Service Delivery : 376Pages
• Application Management :; 158Pages
• Planning to Implement Service Management :208Pages
• ICT Infrastructure Management : 283Pages
• Security Management :124Pages
• Business Perspective : NA

101
eTOM
• Business context is a total enterprise model for telcos.
• International standard through ITU.
• Constitutes the Business View section of NGOSS, TMF’s initiative
on OSS / BSS solutions.
• A common language for business processes.
• A hierarchy of process definitions.
• A repository of process elements at various levels of detail that can
be combined and applied in specific applications.
• Provides examples of process flows.
• Flow diagrams are used in eTOM to illustrate end to end processes
e.g. Fulfillment.

102
ITIL
• Business context is IT / ICT Service Management.
• Included in various national standards, and slated to be
adopted by ISO in 2005 / 06.
• A comprehensive and consistent set of best practices.
• A set of methods for delivering controlled and optimizable
services.
• Common language
• Aim is to provide high quality services with a particular focus
on Customer relationships.
• Is built on agreements where the IT organization should
provide whatever is mutually agreed with Customers.
• Service Delivery processes are partially concerned with setting
up agreements and monitoring the targets within these
agreements. On the operational level, the Service Support
processes can be viewed as delivering service as laid down in
these agreements.
• Flow charts are used in ITIL.
• Inclusion of closed feedback quality loops for continuous
improvement.
• It supports and drives ‘quality’ or repeatability

103
eTOM
Process
ITIL
Process
eTOM
Process
ITIL
Process
eTOM
Process
ITIL
Process
1
2
3
4
5
eTOM -> ITIL mapping ITIL -> eTOM mapping
Combined mapping
eTOM->ITIL->eTOM mapping

104
Operations
Assurance Billing
Fulfilment
Operations Support &
Readiness
Customer Relationship Management CRM
Service Management & Operations
Supplier/Partner Relationship Management
Resource Management & Operations
Retention & Loyalty
Order
Handling
Problem Handling Customer
QoS/SLA
Management
Billing &
Collections
Management
Service
Configuration &
Activation
Service Problem
Management
Service & Specific
Instance Rating
Service Quality
Management
Resource
Provisioning
Resource Data Collection & Processing
S/P Problem
Reporting &
Management
S/P Settlements
& Billing
Management
S/P Interface Management
S/P Performance
Management
Resource
Performance
Management
S/P Requisition
Management
Customer Interface Management
CRM - Support &
Readiness
RM&O Support &
Readiness
S/PRM Support &
Readiness
Selling
Marketing
Fulfillment
Response
Resource Trouble
Management
SM&O Support &
Readiness
FM SLM SD SLM
IM
IM
SLM
IM
IM SD
FM
SLM IM
CaM SLM RM ChM
CM AM
RM
ChM
CM
PM
RM IM ChM
CaM AM SLM
SLM RM ChM PM
CaM AM IM
CaM
RM ChM
CM
PM
RM ChM
IM
PM
CaM
AM
CaM AM CM
SLM
IM PM IM AM SLM
IM SD
eTOM L2 Operations processes and ITIL processes

105
©TeleManagement Forum April 2003
Strategy, Infrastructure & Product
Infrastructure Lifecycle
Management
Product Lifecycle Management
Strategy & Commit
Resource Development & Management
Resource Strategy
& Planning
Resource
Capability Delivery
Supply Chain
Capability Delivery
Supply Chain
Strategy &
Planning
Supply Chain
Development & Change
Management
Service Development &
Retirement
Service Strategy &
Planning
Service Capability
Delivery
Resource Development
& Retirement
Market Strategy &
Policy
Product & Offer
Portfolio Planning
Product & Offer
Capability
Delivery
Marketing
Capability
Delivery Product & Offer
Development &
Retirement
Product Marketing
Communications &
Promotion
Sales
Development
SLM
CaM RM
ChM
CaM AM SLM
CaM AM SLM
CaM RM ChM
CaM RM ChM
SLM
SLM RM ChM
eTOM L2 Strategy, Infrastructure & Product processes and ITIL processes

106
Financial & Asset Management
Stakeholder & External Relations Management
Knowledge & Research Management Human Resources Management
Enterprise Effectiveness Management
Knowledge
Management
Research
Management
Technology
Scanning
Financial
Management
Asset
Management
Procurement
Management
Group Enterprise
Management
Business
Continuity
Management
Security
Management
Fraud
Management
Audit Management Insurance
Management
Process
Management &
Support
Program &
Project
Management
Enterprise
Performance
Assessment
Facilities
Management &
Support
HR Policies &
Practices
Organization
Development
Workforce
Strategy
Workforce
Development
Employee &
Labor Relations
Management
Enterprise
Quality
Management
Legal
Management
Regulatory
Management
Shareholder
Relations
Management
Board &
Shares/Securities
Management
Corporate
Communications &
Image Management
Community
Relations
Management
Enterprise
Architecture
Management
Business
Development
Strategic Business
Planning
FM
ITSC
AM
CM
CaM AM SLM
CM ITSC
SLM
CaM AM
CaM SLM
eTOM L2 Enterprise Management processes and ITIL processes

107
Legend
SD
IM
PM
ChM
RM
CM
SLM
AM
CaM
ITSC
FM
High
correlation
Service Desk
Incident Management
Problem Management
Change Management
Release Management
Configuration Management
Service Level Management
IM
Medium
Correlation
IM
Low
Correlation
IM
Availability Management
Capacity Management
IT Service Continuity
Management
Financial Management
for IT Services
Service Support Service Delivery

108
Comparison of ITIL processes with eTOM level 2 processes
ITIL
Function/Proc
ess
eTOM Level 2
Process
How ITIL supports the
management of customer
services
How ITIL supports the
management of internal IT
services
Service Desk CRM Support &
Readiness
Customer
Interface
Management
Selling
………..
The Service Desk is the only
function within ITIL and acts
as the first point of contact for
the Customer/Users and well
as their interface to all the
other ITIL processes
…………..
Monitor usage of the Support
Services, provide appropriate
metrics (call logs, incident records,
RfCs raised, Service Requests etc)
Act as the interface to
…………………
Incident
Management
Customer
Interface
Management
Selling
Order Handling
Problem Handling
Customer
QoS/SLA
Management
Retention &
Loyalty
Service
Incident Management is the
key process used by the
Service Desk function in
fulfilling its functional
requirements
Incident Management
supports the capture,
processing and monitoring of
Service Requests (Requests
for Change (RfCs), enquires
etc) as well as Incidents.
Incident Management
Process Steps:
Classification and Initial
Support

109
ITIL-eTOM Mapping
Service Support
• SD : 6,1,0
• IM : 15,1 0
• PM : 6,1,0
• CbM : 6,1,0
• RM : 4.8.0
• CM : 12,10,3
Service delivery
• SLM : 11,12,3
• AM : 5,10,3
• CaM : 6,11,2
• FM : 2,9,2
• ITSC : 0,6,2
eTOM Level 2 OPS(25), SIP(16), Ent(31)

110
Alert Warning that an
incident has occurred.
Alarm An alerting indication of a
condition that may have
immediate or potential
negative impact on the state
of service resources, e.g.
network element, application,
system, etc.
Asset Component of a
business process.
Assets can include
people, accommodation,
computer systems,
networks, paper records,
fax machines, etc.
Resource Resources represent physical
and non-physical components
used to construct Services.
They are drawn from the
Application, Computing and
Network domains, and
include, for example,
Network Elements, software,
IT systems, and technology
components.
Availabil
ity
Ability of a component
or service to perform its
required function at a
stated instant or over a
stated period of time. It
is usually expressed as
Availabili
ty
performa
nce
The ability of an item to be in
the state to perform a required
function at a given instant of
time or at any instant of time
within a given time interval,
assuming that the external
resources, if required, are
provided. Note that this
Within ITIL the concept of
Availability covers both
eTOM terms.
ITIL Term Definitione TOM Equivalent Term Definition Comment
eTOM and ITIL terminology

111
eTOM as a part of Frameworx
(refered by Telco Business Unit)
ITILV3 as
BestPractice
ITSM align to
business
(refered by ISC)
Success Key:
•Expertise people,
•Framework
•Relevant technology
Result
rapid, lowrisk & high value
for client solution
• Telco Business Process Framework
(eTOM)
• Information Framework (SID)
• Application Framework (TAM)
• Integration Framework
IT Process Standard: ISO/IEC 20000
Published by Office of Government Commerce, UK
Telco business framework standard
Published by TM Forum
OSS-BSS-CSS-ESS
Align to ITILV3
General Standard Reference
Process & FrameWork Standard

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