Sie sind auf Seite 1von 261

Enhanced Telecom Operations Map®

(eTOM)
The Business Process Framework
For The Information and Communications Services Industry

Addendum D:
Process Decompositions and Descriptions

Release 5.0

GB921 D

Version 0.6.1 April 2005

 TeleManagement Forum 2005


Enhanced Telecom Operations Map®, (eTOM)

Notice

No recipient of this document shall in any way interpret this document


as representing a position or agreement of TM Forum or its members.
This document is a draft working document of TM Forum and is
provided solely for comments and evaluation. It is not a Forum
Approved Document and is solely circulated for the purposes of
assisting TM Forum in the preparation of a final document in
furtherance of the aims and mission of TM Forum.

Although it is a copyrighted document of TM Forum:

Members of TM Forum are only granted the limited copyright waiver to


distribute this document within their companies and may not make
paper or electronic copies for distribution outside of their companies.

Non-members of the TM Forum are not permitted to make copies


(paper or electronic) of this draft document other than for their internal
use for the sole purpose of making comments thereon directly to TM
Forum.

If this document forms part of a supply of information in support of an


Industry Group Liaison relationship, the document may only be used
as part of the work identified in the Liaison and may not be used or
further distributed for any other purposes

Any use of this document by the recipient, other than as set forth
specifically herein, is at its own risk, and under no circumstances will
TM Forum be liable for direct or indirect damages or any costs or
losses resulting from the use of this document by the recipient.

This document is governed by all of the terms and conditions of the


Agreement on Intellectual Property Rights between TMForum and its
members, and may involve a claim of patent rights by one or more
TMForum members or by non-members of TMForum.
Direct inquiries to the TM Forum office:

240 Headquarters Plaza


East Tower – 10th Floor
Morristown, NJ 07960- USA
Tel.: +1 973-944 5100
Fax: +1 973-944 5110
e-mail: info@tmforum.org
TM Forum Web Page: www.tmforum.org

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page2 of 257
Enhanced Telecom Operations Map®, (eTOM)

Table of Contents

NOTICE .......................................................................................................................................................................2

TABLE OF CONTENTS ............................................................................................................................................3

TABLE OF FIGURES AND TABLES ....................................................................................................................10

PREFACE ..................................................................................................................................................................13
ETOM BUSINESS PROCESS FRAMEWORK .................................................................................................................13
INTRODUCTION .....................................................................................................................................................15

PART 1- OPERATIONS LEVEL 2 PROCESS DECOMPOSITION ..................................................................17


CHAPTER 1 OPS- CUSTOMER RELATIONSHIP MANAGEMENT (CRM) PROCESSES ...................................................17
OPS 1-1 CRM Support & Readiness (CRM –OSR) .............................................................................................18
OPS 1-2 Customer Interface Management (CRM –FAB)....................................................................................19
OPS 1-3 Marketing Fulfillment Response (CRM - F) .........................................................................................19
OPS 1-4 Selling (CRM - F)..................................................................................................................................19
OPS 1-5 Order Handling (CRM - F) ...................................................................................................................20
OPS 1-6 Problem Handling (CRM - A) ...............................................................................................................20
OPS 1-7 Customer QoS/SLA Management (CRM – A) .......................................................................................20
OPS 1-8 Billing & Collections Management (CRM - B) .....................................................................................21
OPS 1-9 Retention & Loyalty (CRM - FAB)........................................................................................................21
CHAPTER 2 OPS- SERVICE MANAGEMENT & OPERATIONS (SM&O) PROCESSES ...................................................22
OPS 2-1 SM&O Support & Readiness (SM&O - OSR).......................................................................................23
OPS 2-2 Service Configuration & Activation (SM&O - F) .................................................................................23
OPS 2-3 Service Problem Management (SM&O - A)..........................................................................................24
OPS 2-4 Service Quality Management (SM&O - A)............................................................................................24
OPS 2-5 Service & Specific Instance Rating (SM&O - B) ..................................................................................24
CHAPTER 3 OPS- RESOURCE MANAGEMENT & OPERATIONS (RM&O) PROCESSES ...............................................25
OPS 3-1 RM&O Support & Readiness (RM&O – OSR) .....................................................................................26
OPS 3-2 Resource Provisioning (RM&O - F) .....................................................................................................27
OPS 3-3 Resource Trouble Management (RM&O – A).......................................................................................27
OPS 3-4 Resource Performance Management (RM&O - A) ...............................................................................28
OPS 3-5 Resource Data Collection & Processing (RM&O - AB) .......................................................................29
CHAPTER 4 OPS- SUPPLIER/PARTNER RELATIONSHIP MANAGEMENT (S/PRM) PROCESSES ...................................29
OPS 4-1 S/PRM Support & Readiness (S/PRM - OSR) .......................................................................................30
OPS 4-2 S/P Requisition Management (S/PRM - F) ...........................................................................................31
OPS 4-3 S/P Problem Reporting & Management (S/PRM - A) ...........................................................................31
OPS 4-4 S/P Performance Management (S/PRM - A).........................................................................................31
OPS 4-5 S/P Settlements & Billing Management (S/PRM - B)............................................................................32
OPS 4-6 S/P Interface Management (S/PRM - FAB) ..........................................................................................32
PART 2 STRATEGY, INFRASTRUCTURE AND PRODUCT LEVEL 2 PROCESS DECOMPOSITION...33
CHAPTER 1 SIP- MARKETING & OFFER MANAGEMENT (M&OM) PROCESSES .......................................................33
SIP 1-1 Market Strategy & Policy (M&OM - SC)...............................................................................................34
SIP 1-2 Product & Offer Portfolio Planning (M&OM - SC)...............................................................................34

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page3 of 257
Enhanced Telecom Operations Map®, (eTOM)

SIP 1-3 Product & Offer Capability Delivery (M&OM - ILM) ...........................................................................35
SIP 1-4 Marketing Capability Delivery (M&OM - ILM).....................................................................................35
SIP 1-5 Product & Offer Development & Retirement (M&OM - PLM)..............................................................35
SIP 1-6 Sales Development (M&OM - PLM) ......................................................................................................36
SIP 1-7 Product Marketing Communications & Promotion (M&OM - PLM) ....................................................36
CHAPTER 2 SIP- SERVICE DEVELOPMENT & MANAGEMENT (SD&M) PROCESSES .................................................37
SIP 2-1 Service Strategy & Planning (SD&M - SC)............................................................................................38
SIP 2-2 Service Capability Delivery (SD&M - ILM)...........................................................................................38
SIP 2-3 Service Development & Retirement (SD&M - PLM)..............................................................................39
CHAPTER 3 SIP- RESOURCE DEVELOPMENT & MANAGEMENT (RD&M) PROCESSES .............................................40
SIP 3-1 Resource Strategy & Planning (RD&M - SC) ........................................................................................40
SIP 3-2 Resource Capability Delivery (RD&M - ILM) .......................................................................................41
SIP 3-3 Resource Development & Retirement (RD&M - PLM) ..........................................................................42
CHAPTER 4 SIP- SUPPLY CHAIN DEVELOPMENT & MANAGEMENT (SCD&M) PROCESSES ....................................42
SIP 4-1 Supply Chain Strategy & Planning (SCD&M - SC) ...............................................................................43
SIP 4-2 Supply Chain Capability Delivery (SCD&M - ILM) ..............................................................................44
SIP 4-3 Supply Chain Development & Change Management (SCD&M - PLM).................................................45
PART 3 ENTERPRISE MANAGEMENT PROCESSES LEVEL 2 PROCESS DECOMPOSITION .............46
CHAPTER 1 EM- STRATEGIC & ENTERPRISE PLANNING (S&EP) PROCESSES ..........................................................46
EM 1-1- Strategic Business Planning (S&EP- EM) ............................................................................................47
EM 1-2- Business Development (S&EP- EM) .....................................................................................................47
EM 1-3- Enterprise Architecture Management (S&EP- EM)..............................................................................48
EM 1-4- Group Enterprise Management (S&EP- EM) .......................................................................................49
CHAPTER 2 EM- ENTERPRISE RISK MANAGEMENT (ERM) PROCESSES...................................................................49
EM 2-1- Business Continuity Management (ERM - EM) ....................................................................................50
EM 2-2- Security Management (ERM - EM) .......................................................................................................51
EM 2-3- Fraud Management (ERM- EM) ...........................................................................................................52
EM 2-4- Audit Management (ERM- EM) ............................................................................................................53
EM 2-5- Insurance Management (ERM- EM) .....................................................................................................54
CHAPTER 3 EM- ENTERPRISE EFFECTIVENESS MANAGEMENT, (EEM) PROCESSES.................................................54
EM 3-1- Process Management & Support (EEM - EM)......................................................................................55
EM 3-2- Enterprise Quality Management (EEM - EM) ......................................................................................56
EM 3-3- Program & Project Management (EEM – EM) ....................................................................................56
EM 3-4- Enterprise Performance Assessment (EEM – EM)................................................................................57
EM 3-5- Facilities Management & Support (EEM – EM)...................................................................................58
CHAPTER 4 EM- KNOWLEDGE & RESEARCH MANAGEMENT (KRM) PROCESSES ...................................................58
EM 4-1- Knowledge Management (KRM-EM) ....................................................................................................59
EM 4-2- Research Management (KRM - EM) .....................................................................................................59
EM 4-3- Technology Scanning (KRM - EM) .......................................................................................................59
CHAPTER 5 EM- FINANCIAL & ASSET MANAGEMENT (F&AM) PROCESSES ...........................................................60
EM 5-1- Financial Management (F&AM - EM)..................................................................................................60
EM 5-2- Asset Management (F&AM - EM).........................................................................................................61
EM 5-3- Procurement Management (F&AM - EM) ............................................................................................61
CHAPTER 6 EM- STAKEHOLDER & EXTERNAL RELATIONS MANAGEMENT (S&ER) PROCESSES ............................62
EM 6-1- Corporate Communications & Image Management (S&ER - EM).......................................................62
EM 6-2- Community Relations Management (S&ER - EM) ................................................................................63
EM 6-3- Shareholder Relations Management (S&ER - EM)...............................................................................63
EM 6-4- Regulatory Management (S&ER - EM).................................................................................................64
EM 6-5- Legal Management (S&ER - EM) .........................................................................................................64
EM 6-6- Board & Shares/Securities Management (S&ER - EM)........................................................................64
CHAPTER 7 EM- HUMAN RESOURCES MANAGEMENT (HR) PROCESSES .................................................................65
EM 7-1- HR Policies & Practices (HR - EM)......................................................................................................66
EM 7-2- Organization Development (HR – EM).................................................................................................66
EM 7-3- Workforce Strategy (HR - EM)..............................................................................................................66
EM 7-4- Workforce Development (HR - EM) ......................................................................................................67

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page4 of 257
Enhanced Telecom Operations Map®, (eTOM)

EM 7-5- Employee & Labor Relations Management (HR - EM).........................................................................67


PART 4 OPERATIONS LEVEL 3 PROCESS DECOMPOSITIONS .................................................................69
CHAPTER 1 OPS L3- CUSTOMER RELATIONSHIP MANAGEMENT CRM PROCESSES ................................................69
OPS L3 1-1- CRM - Support & Readiness (CRM – OSR) ...................................................................................70
1-1-1-OPS L3- Support Customer Interface Management (CRM – OSR)......................................................................... 71
1-1-2-OPS L3- Support Order Handling (CRM – OSR).................................................................................................... 71
1-1-3-OPS L3- Support Problem Handling (CRM – OSR)................................................................................................ 72
1-1-4-OPS L3- Support Billing & Collections (CRM – OSR)........................................................................................... 72
1-1-5-OPS L3- Support Retention & Loyalty (CRM – OSR) ............................................................................................ 73
1-1-6-OPS L3- Support Marketing Fulfillment (CRM – OSR) ......................................................................................... 74
1-1-7-OPS L3- Support Selling (CRM – OSR) ................................................................................................................. 74
1-1-8-OPS L3- Support Customer QoS/SLA (CRM – OSR)............................................................................................. 75
1-1-9-OPS L3- Manage Campaign (CRM – OSR) ............................................................................................................ 76
OPS L3 1-2- Customer Interface Management (CRM - FAB).............................................................................76
1-2-1-OPS L3- Manage Contact CRM - FAB) .................................................................................................................. 77
1-2-2-OPS L3- Manage Request (Including Self Service) CRM - FAB)........................................................................... 77
1-2-3-OPS L3- Analyze and Report on Customer (CRM - FAB) ...................................................................................... 77
1-2-4-OPS L3- Mediate & Orchestrate Customer Interactions (CRM - FAB)................................................................... 78
OPS L3 1-3- Marketing Fulfillment Response (CRM – F) ..................................................................................79
1-3-1-OPS L3- Issue and distribute marketing collaterals (CRM – F)............................................................................... 79
1-3-2-OPS L3- Track Leads (CRM – F) ............................................................................................................................ 80
OPS L3 1-4- Selling (CRM – F) ..........................................................................................................................80
1-4-1-OPS L3- Manage Prospect (CRM – F) .................................................................................................................... 81
1-4-2-OPS L3- Qualify and Educate Customer (CRM – F)............................................................................................... 81
1-4-3-OPS L3- Negotiate Sales (CRM – F) ....................................................................................................................... 82
1-4-4-OPS L3- Acquire Customer Data (CRM – F) .......................................................................................................... 82
1-4-5-OPS L3- Cross/Up Selling (CRM – F)..................................................................................................................... 82
OPS L3 1-5- Order Handling (CRM – F)............................................................................................................83
1-5-1-OPS L3- Determine PreOrder Feasibility (CRM – F).............................................................................................. 83
1-5-2-OPS L3- Authorize Credit (CRM – F) ..................................................................................................................... 84
1-5-3-OPS L3- Validate Customer Order (CRM – F)........................................................................................................ 84
1-5-4-OPS L3- Track Order & Manage Jeopardy (CRM – F) ........................................................................................... 84
1-5-5-OPS L3- Complete Order (CRM – F) ...................................................................................................................... 85
OPS L3 1-6- Problem Handling (CRM – A)........................................................................................................86
1-6-1-OPS L3- Isolate Problem & Initiate Resolution (CRM – A).................................................................................... 86
1-6-2-OPS L3- Report Problem (CRM – A)...................................................................................................................... 87
1-6-3-OPS L3- Track and Manage Problem (CRM – A) ................................................................................................... 87
1-6-4-OPS L3- Close Problem (CRM – A)........................................................................................................................ 87
OPS L3 1-7- Customer QoS/SLA Management (CRM – A).................................................................................88
1-7-1-OPS L3- Assess Customer QoS Performance (CRM – A)....................................................................................... 88
1-7-2-OPS L3- Manage QoS/SLA Violation (CRM – A).................................................................................................. 89
1-7-3-OPS L3- Manage Reporting (CRM – A).................................................................................................................. 89
OPS L3 1-8- Billing & Collections Management (CRM – B)..............................................................................90
1-8-1-OPS L3- Manage Customer Bill Inquiries (CRM – B) ............................................................................................ 90
1-8-2-OPS L3- Apply Pricing, Discounting & Rebate (CRM – B).................................................................................... 91
1-8-3-OPS L3- Create & Deliver Bill (CRM – B) ............................................................................................................. 91
1-8-4-OPS L3- Manage Customer Billing (CRM – B) ...................................................................................................... 92
1-8-5-OPS L3- Manage Collection (CRM – B) ................................................................................................................. 93
OPS L3 1-9- Retention & Loyalty (CRM – FAB) ................................................................................................93
1-9-1-OPS L3- Establish & Terminate Customer Relationship (CRM – FAB) ................................................................. 94
1-9-2-OPS L3- Build Customer Insight (CRM – FAB) ..................................................................................................... 95
1-9-3-OPS L3- Analyze and Manage Customer Risk (CRM – FAB) ................................................................................ 95
1-9-4-OPS L3- Personalize Customer Profile for Retention & Loyalty (CRM – FAB)..................................................... 96
1-9-5-OPS L3- Validate Customer Satisfaction (CRM – FAB)......................................................................................... 97
CHAPTER 2 OPS L3- SERVICE MANAGEMENT & OPERATIONS (SM&O) PROCESSES ..............................................97
OPS L3 2-1- SM&O Support & Readiness (SM&O – OSR)................................................................................98
2-1-1-OPS L3- Manage Service Inventory (SM&O – OSR) ............................................................................................. 99
2-1-2-OPS L3- Enable Service Configuration & Activation (SM&O – OSR)................................................................... 99
2-1-3-OPS L3- Support Service Problem Management (SM&O – OSR) ........................................................................ 100

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page5 of 257
Enhanced Telecom Operations Map®, (eTOM)

2-1-4-OPS L3- Enable Service Quality Management (SM&O – OSR) ........................................................................... 100
2-1-5-OPS L3- Support Service & Specific Instance Rating (SM&O – OSR) ................................................................ 101
OPS L3 2-2- Service Configuration & Activation (SM&O – F) ........................................................................101
2-2-1-OPS L3- Design Solution (SM&O – F) ................................................................................................................. 102
2-2-2-OPS L3- Allocate Specific Resources to Services (SM&O – F)............................................................................ 103
2-2-3-OPS L3- Track & Manage Work Orders (SM&O – F) .......................................................................................... 103
2-2-4-OPS L3- Implement & Configure Service (SM&O – F)........................................................................................ 104
2-2-5-OPS L3- Test Service End-to-End (SM&O – F).................................................................................................... 105
2-2-6-OPS L3- Activate Service ...................................................................................................................................... 105
2-2-7-OPS L3- Issue Service Orders (SM&O – F) .......................................................................................................... 106
OPS L3 2-3- Service Problem Management (SM&O – A).................................................................................106
2-3-1-OPS L3- Evaluate & Qualify Problem (SM&O – A)............................................................................................. 107
2-3-2-OPS L3- Diagnose Problem (SM&O – A)............................................................................................................. 108
2-3-3-OPS L3- Plan & Assign Resolution (SM&O – A) ................................................................................................. 109
2-3-4-OPS L3- Track & Manage Resolution (SM&O – A) ............................................................................................. 109
2-3-5-OPS L3- Close & Report (SM&O – A) ................................................................................................................. 110
OPS L3 2-4- Service Quality Management (SM&O – A) ..................................................................................111
2-4-1-OPS L3- Monitor Service Quality (SM&O – A).................................................................................................... 111
2-4-2-OPS L3- Analyze Service Quality (SM&O – A) ................................................................................................... 112
2-4-3-OPS L3- Improve Service (SM&O – A) ................................................................................................................ 113
2-4-4-OPS L3- Identify & Report Service Constraints (SM&O – A) .............................................................................. 113
OPS L3 2-5- Service & Specific Instance Rating (SM&O – B) .........................................................................114
2-5-1-OPS L3- Mediate Usage Records (SM&O – B)..................................................................................................... 114
2-5-2-OPS L3- Rate Usage Records (SM&O – B) .......................................................................................................... 115
2-5-3-OPS L3- Analyze Usage Records SM&O – B)...................................................................................................... 115
CHAPTER 3 OPS L3- RESOURCE MANAGEMENT & OPERATIONS (RM&O) PROCESSES ........................................116
OPS L3 3-1- RM&O Support & Readiness (RM&O – OSR).............................................................................117
3-1-1-OPS L3- Enable Resource Provisioning (RM&O – OSR) ..................................................................................... 118
3-1-2-OPS L3- Enable Resource Performance Management (RM&O – OSR) ............................................................... 118
3-1-3-OPS L3- Support Resource Trouble Management (RM&O – OSR)...................................................................... 119
3-1-4-OPS L3- Enable Resource Data Collection & Processing (RM&O – OSR) .......................................................... 120
3-1-5-OPS L3- Manage Resource Inventory (RM&O – OSR) ........................................................................................ 121
3-1-6-OPS L3- Manage Workforce (RM&O –OSR) ....................................................................................................... 122
3-1-7-OPS L3- Manage Logistics (RM&O –OSR).......................................................................................................... 122
OPS L3 3-2- Resource Provisioning (RM&O – F)............................................................................................124
3-2-1-OPS L3- Allocate & Deliver Resource (RM&O – F) ............................................................................................ 124
3-2-2-OPS L3- Configure & Activate Resource (RM&O – F) ........................................................................................ 125
3-2-3-OPS L3- Test Resource (RM&O – F).................................................................................................................... 126
3-2-4-OPS L3- Collect, Update & Report Resource Configuration Data (RM&O – F)................................................... 126
OPS L3 3-3- Resource Trouble Management (RM&O – A) ..............................................................................127
3-3-1-OPS L3- Survey & Analyze Resource Trouble (RM&O – A) ............................................................................... 127
3-3-2-OPS L3- Localize Resource Trouble (RM&O – A) ............................................................................................... 128
3-3-3-OPS L3- Correct & Recover Resource Trouble (RM&O – A) .............................................................................. 129
3-3-4-OPS L3- Track & Manage Resource Trouble (RM&O – A).................................................................................. 129
3-3-5-OPS L3- Report Resource Trouble (RM&O – A).................................................................................................. 130
3-3-6-OPS L3- Close Resource Trouble (RM&O – A).................................................................................................... 130
OPS L3 3-4- Resource Performance Management (RM&O – A) ......................................................................131
3-4-1-OPS L3- Monitor Resource Performance (RM&O –A)......................................................................................... 131
3-4-2-OPS L3- Analyze Resource Performance (RM&O – A)........................................................................................ 132
3-4-3-OPS L3- Control Resource Performance (RM&O – A)......................................................................................... 133
3-4-4-OPS L3- Report Resource Performance (RM&O – A) .......................................................................................... 134
OPS L3 3-5- Resource Data Collection & Processing (RM&O – AB)..............................................................135
3-5-1-OPS L3- Collect Resource Data (RM&O – AB).................................................................................................... 135
3-5-2-OPS L3- Process Resource Data (RM&O – AB)................................................................................................... 136
3-5-3-OPS L3- Report Resource Data (RM&O – AB) .................................................................................................... 136
3-5-4-OPS L3- Audit Resource Usage Data (RM&O – AB) ........................................................................................... 137
CHAPTER 4 OPS L3- SUPPLIER/PARTNER RELATIONSHIP MANAGEMENT (S/PRM) PROCESSES............................138
OPS L3 4-1- S/PRM Support & Readiness (S/PRM – OSR)..............................................................................139
4-1-1-OPS L3- Support S/P Requisition Management (S/PRM – OSR).......................................................................... 139
4-1-2-OPS L3- Support S/P Problem Reporting & Management (S/PRM – OSR) ......................................................... 140
4-1-3-OPS L3- Support S/P Performance Management (S/PRM – OSR)........................................................................ 140

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page6 of 257
Enhanced Telecom Operations Map®, (eTOM)

4-1-4-OPS L3- Support S/P Settlements & Billing Management (S/PRM – OSR) ......................................................... 141
4-1-5-OPS L3- Support S/P Interface Management (S/PRM – OSR).............................................................................. 141
OPS L3 4-2- S/P Requisition Management (S/PRM – F) ..................................................................................142
4-2-1-OPS L3- Select Supplier/Partner (S/PRM – F) ...................................................................................................... 142
4-2-2-OPS L3- Determine S/P Pre-Requisition Feasibility (S/PRM – F) ........................................................................ 143
4-2-3-OPS L3- Place S/P Requisition (S/PRM – F)......................................................................................................... 143
4-2-4-OPS L3- Receive & Accept S/P Product (S/PRM – F) .......................................................................................... 144
OPS L3 4-3- S/P Problem Reporting & Management (S/PRM – A)..................................................................145
4-3-1-OPS L3- Report Problem to S/P (S/PRM – A) ...................................................................................................... 145
4-3-2-OPS L3- Receive & Notify Problem from S/P (S/PRM – A)................................................................................. 146
4-3-3-OPS L3- Manage S/P Problem Resolution (S/PRM – A) ...................................................................................... 146
OPS L3 4-4- S/P Performance Management (S/PRM – A)................................................................................147
4-4-1-OPS L3- Monitor & Control Service Performance (S/PRM – A) .......................................................................... 147
4-4-2-OPS L3- Restore S/P Service Performance (S/PRM – A)...................................................................................... 148
4-4-3-OPS L3- Monitor S/P Performance (S/PRM – A).................................................................................................. 148
OPS L3 4-5- S/P Settlements & Billing Management (S/PRM – B) ..................................................................149
4-5-1-OPS L3- Manage Account (S/PRM – B) ............................................................................................................... 149
4-5-2-OPS L3- Receive & Assess Invoice (S/PRM – B) ................................................................................................. 150
4-5-3-OPS L3- Negotiate & Approve Invoice (S/PRM – B) ........................................................................................... 150
4-5-4-OPS L3- Issue Settlement Notice & Payment (S/PRM – B) .................................................................................. 150
OPS L3 4-6- S/P Interface Management (S/PRM–FAB) ...................................................................................151
4-6-1-OPS L3- Manage S/P Requests (Including Self Service) S/PRM–FAB) ............................................................... 151
4-6-2-OPS L3- Analyze & Report S/P Interactions (S/PRM–FAB).................................................................................. 152
4-6-3-OPS L3- Mediate & Orchestrate Supplier/Partner Interactions (S/PRM–FAB)..................................................... 152
PART 5 STRATEGY, INFRASTRUCTURE AND PRODUCT LEVEL 3 PROCESS DECOMPOSITIONS
...................................................................................................................................................................................154
CHAPTER 1 SIP- MARKETING & OFFER MANAGEMENT (M&OM) PROCESSES .....................................................154
SIP L3 1-1 Market Strategy & Policy (M&OM - SC)........................................................................................155
1-1-1-SIP-L3 Gather & Analyze Market Information (M&OM-SC)............................................................................... 156
1-1-2-SIP-L3 Establish Market Strategy (M&OM-SC) ................................................................................................... 156
1-1-3-SIP-L3 Establish Market Segments (M&OM-SC)................................................................................................. 157
1-1-4-SIP-L3 Link Market Segments & Products (M&OM-SC) ..................................................................................... 157
1-1-5-SIP-L3 Gain Commitment to Marketing Strategy (M&OM-SC)........................................................................... 157
SIP L3 1-2 Product & Offer Portfolio Planning (M&OM - SC) .......................................................................158
1-2-1-SIP-L3 Gather & Analyze Product Information (M&OM-SC) .............................................................................. 158
1-2-2-SIP-L3 Establish Product Portfolio Strategy (M&OM-SC) ................................................................................... 159
1-2-3-SIP-L3 Produce Product Portfolio Business Plans (M&OM-SC) .......................................................................... 159
1-2-4-SIP-L3 Gain Commitment to Product Business Plans (M&OM-SC)..................................................................... 160
SIP L3 1-3 Product & Offer Capability Delivery (M&OM - ILM)....................................................................160
1-3-1-SIP-L3 Define Product Capability Requirements (M&OM-ILM) ......................................................................... 161
1-3-2-SIP-L3 Capture Product Capability Shortfalls (SD&M - ILM) ............................................................................. 161
1-3-3-SIP-L3 Approve Product Business Case (M&OM-ILM)....................................................................................... 162
1-3-4-SIP-L3 Deliver Product Capability (M&OM-ILM) ............................................................................................... 162
1-3-5-SIP-L3 Manage Handover to Product Operations (M&OM-ILM)......................................................................... 163
1-3-6-SIP-L3 Manage Product Capability Delivery Methodology (M&OM-ILM) ......................................................... 163
SIP L3 1-4 Marketing Capability Delivery (M&OM - ILM) .............................................................................164
1-4-1-SIP-L3 Define Marketing Capability Requirements (M&OM-ILM) ..................................................................... 164
1-4-2-SIP-L3 Gain Marketing Capability Approval (M&OM-ILM) ............................................................................... 165
1-4-3-SIP-L3 Deliver Marketing Infrastructure (M&OM-ILM)...................................................................................... 165
1-4-4-SIP-L3 Manage Handover to Marketing Operations (M&OM-ILM)..................................................................... 166
1-4-5-SIP-L3 Manage Marketing Capability Delivery Methodology (M&OM-ILM) ..................................................... 166
SIP L3 1-5 Product & Offer Development & Retirement (M&OM - PLM).......................................................167
1-5-1-SIP-L3 Gather & Analyze New Product Ideas (M&OM-PLM)............................................................................. 167
1-5-2-SIP-L3 Assess Performance of Existing Products (M&OM-PLM)........................................................................ 168
1-5-3-SIP-L3 Develop New Product Business Proposal (M&OM-PLM)........................................................................ 168
1-5-4-SIP-L3 Develop Product Commercialization Strategy (M&OM-PLM)................................................................. 169
1-5-5-SIP-L3 Develop Detailed Product Specifications (M&OM-PLM) ........................................................................ 169
1-5-6-SIP-L3 Manage Product Development (M&OM-PLM) ........................................................................................ 170
1-5-7-SIP-L3 Launch New Products (M&OM-PLM)...................................................................................................... 170
1-5-8-SIP-L3 Manage Product Exit (M&OM-PLM) ....................................................................................................... 171

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page7 of 257
Enhanced Telecom Operations Map®, (eTOM)

SIP L3 1-6 Sales Development (M&OM - PLM) ...............................................................................................172


1-6-1-SIP-L3 Monitor Sales & Channel Best Practice (M&OM-PLM)........................................................................... 172
1-6-2-SIP-L3 Develop Sales & Channels Proposals (M&OM-PLM) .............................................................................. 173
1-6-3-SIP-L3 Develop New Sales Channels & Processes (M&OM-PLM) ..................................................................... 173
SIP L3 1-7 Product Marketing Communications & Promotion (M&OM - PLM) .............................................174
1-7-1-SIP-L3 Define Product Marketing Promotion Strategy (M&OM-PLM) ............................................................... 174
1-7-2-SIP-L3 Develop Product & Campaign Message (M&OM-PLM) .......................................................................... 175
1-7-3-SIP-L3 Select Message and Campaign Channels (M&OM-PLM)......................................................................... 175
1-7-4-SIP-L3 Develop Promotional Collateral (M&OM-PLM) ...................................................................................... 176
1-7-5-SIP-L3 Manage Message and Campaign Delivery (M&OM-PLM)....................................................................... 176
1-7-6-SIP-L3 Monitor Message & Campaign Effectiveness (M&OM-PLM) ................................................................. 177
CHAPTER 2 SIP- SERVICE DEVELOPMENT & MANAGEMENT (SD&M) PROCESSES ...............................................177
SIP L3 2-1 Service Strategy & Planning (SD&M - SC) ....................................................................................178
2-1-1-SIP-L3 Gather & Analyze Service Information (SD&M – SC) ............................................................................. 178
2-1-2-SIP-L3 Manage Service Research (SD&M – SC).................................................................................................. 179
2-1-3-SIP-L3 Establish Service Strategy & Goals (SD&M – SC) ................................................................................... 180
2-1-4-SIP-L3 Define Service Support Strategies (SD&M – SC) ..................................................................................... 180
2-1-5-SIP-L3 Produce Service Business Plans (SD&M – SC) ........................................................................................ 181
2-1-6-SIP-L3 Develop Service Partnership Requirements (SD&M – SC)....................................................................... 181
2-1-7-SIP-L3 Gain Enterprise Commitment to Service Strategies (SD&M – SC)........................................................... 182
SIP L3 2-2 Service Capability Delivery (SD&M - ILM)....................................................................................183
2-2-1-SIP-L3 Map & Analyze Service Requirements (SD&M - ILM)............................................................................ 183
2-2-2-SIP-L3 Capture Service Capability Shortfalls (SD&M - ILM).............................................................................. 184
2-2-3-SIP-L3 Gain Service Capability Investment Approval (SD&M - ILM)................................................................. 184
2-2-4-SIP-L3 Design Service Capabilities (SD&M - ILM) ............................................................................................. 185
2-2-5-SIP-L3 Enable Service Support & Operations (SD&M - ILM) ............................................................................. 186
2-2-6-SIP-L3 Manage Service Capability Delivery (SD&M - ILM) ............................................................................... 186
2-2-7-SIP-L3 Manage Handover to Service Operations (SD&M - ILM) ........................................................................ 187
SIP L3 2-3 Service Development & Retirement (SD&M - PLM).......................................................................188
2-3-1-SIP-L3 Gather & Analyze New Service Ideas (SD&M - PLM)............................................................................. 188
2-3-2-SIP-L3 Assess Performance of Existing Services (SD&M-PLM) ......................................................................... 189
2-3-3-SIP-L3 Develop New Service Business Proposal (SD&M - PLM)........................................................................ 189
2-3-4-SIP-L3 Develop Detailed Service Specifications (SD&M-PLM) .......................................................................... 190
2-3-5-SIP-L3 Manage Service Development (SD&M - PLM) ........................................................................................ 190
2-3-6-SIP-L3 Manage Service Deployment (SD&M - PLM) .......................................................................................... 191
2-3-7-SIP-L3 Manage Service Exit (SD&M - PLM) ....................................................................................................... 192
CHAPTER 3 SIP- RESOURCE DEVELOPMENT & MANAGEMENT (RD&M) PROCESSES ...........................................193
SIP L3 3-1 Resource Strategy & Planning (RD&M - SC).................................................................................194
3-1-1-SIP-L3 Gather & Analyze Resource Information (RD&M – SC).......................................................................... 194
3-1-2-SIP-L3 Manage Resource Research (RD&M – SC) .............................................................................................. 195
3-1-3-SIP-L3 Establish Resource Strategy & Architecture (RD&M – SC) ..................................................................... 196
3-1-4-SIP-L3 Define Resource Support Strategies (RD&M – SC).................................................................................. 196
3-1-5-SIP-L3 Produce Resource Business Plans (RD&M – SC) ..................................................................................... 197
3-1-6-SIP-L3 Develop Resource Partnership Requirements (RD&M – SC) ................................................................... 198
3-1-7-SIP-L3 Gain Enterprise Commitment to Resource Plans (RD&M – SC) .............................................................. 198
SIP L3 3-2 Resource Capability Delivery (RD&M - ILM) ................................................................................198
3-2-1-SIP-L3 Map & Analyze Resource Requirements (RD&M – ILM)........................................................................ 199
3-2-2-SIP-L3 Capture Resource Capability Shortfalls (RD&M – ILM) .......................................................................... 200
3-2-3-SIP-L3 Gain Resource Capability Investment Approval (RD&M – ILM)............................................................. 200
3-2-4-SIP-L3 Design Resource Capabilities (RD&M – ILM) ......................................................................................... 201
3-2-5-SIP-L3 Enable Resource Support & Operations (RD&M – ILM) ......................................................................... 202
3-2-6-SIP-L3 Manage Resource Capability Delivery (RD&M – ILM) ........................................................................... 202
3-2-7-SIP-L3 Manage Handover to Resource Operations (RD&M – ILM)..................................................................... 203
SIP L3 3-3 Resource Development & Retirement (RD&M - PLM) ...................................................................204
3-3-1-SIP-L3 Gather & Analyze New Resource Ideas (RD&M – PLM)......................................................................... 204
3-3-2-SIP-L3 Assess Performance of Existing Resources (RD&M-PLM) ...................................................................... 205
3-3-3-SIP-L3 Develop New Resource Business Proposal (RD&M – PLM).................................................................... 205
3-3-4-SIP-L3 Develop Detailed Resource Specifications (RD&M-PLM)....................................................................... 206
3-3-5-SIP-L3 Manage Resource Development (RD&M – PLM) .................................................................................... 206
3-3-6-SIP-L3 Manage Resource Deployment (RD&M – PLM) ...................................................................................... 207
3-3-7-SIP-L3 Manage Resource Exit (RD&M – PLM) ................................................................................................... 208

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page8 of 257
Enhanced Telecom Operations Map®, (eTOM)

CHAPTER 4 SIP- SUPPLY CHAIN DEVELOPMENT & MANAGEMENT (SCD&M) PROCESSES ..................................209
SIP L3 4-1 Supply Chain Strategy & Planning (SCD&M - SC)........................................................................210
4-1-1-SIP-L3 Gather & Analyze Supply Chain Information (SCD&M – SC)................................................................. 211
4-1-2-SIP-L3 Establish Supply Chain Strategy & Goals (SCD&M – SC)....................................................................... 212
4-1-3-SIP-L3 Define Supply Chain Support Strategies (SCD&M – SC)......................................................................... 212
4-1-4-SIP-L3 Produce Supply Chain Business Plans (SCD&M – SC) ............................................................................ 213
4-1-5-SIP-L3 Gain Enterprise Commitment to Supply Chain Plans (SCD&M – SC) ..................................................... 214
SIP L3 4-2 Supply Chain Capability Delivery (SCD&M - ILM) .......................................................................214
4-2-1-SIP-L3 Determine the Sourcing Requirements (SCD&M – ILM) ......................................................................... 215
4-2-2-SIP-L3 Determine Potential Suppliers/Partners (SCD&M – ILM) ........................................................................ 216
4-2-3-SIP-L3 Manage the Tender Process (SCD&M – ILM).......................................................................................... 216
4-2-4-SIP-L3 Gain Tender Decision Approval (SCD&M – ILM)................................................................................... 217
4-2-5-SIP-L3 Negotiate Commercial Arrangements (SCD&M – ILM) .......................................................................... 218
4-2-6-SIP-L3 Gain Approval for Commercial Arrangements (SCD&M – ILM)............................................................. 218
SIP L3 4-3 Supply Chain Development & Change Management (SCD&M - PLM) .........................................219
4-3-1-SIP-L3 Manage Supplier/Partner Engagement (SCD&M – PLM) ........................................................................ 219
4-3-2-SIP-L3 Manage Supply Chain Contract Variation (SCD&M – PLM) ................................................................... 220
4-3-3-SIP-L3 Manage Supplier/Partner Termination (SCD&M – PLM)......................................................................... 220
BRIEF DESCRIPTIONS ........................................................................................................................................221

ADMINISTRATIVE APPENDIX..........................................................................................................................255
ACKNOWLEDGEMENTS ...........................................................................................................................................255
ABOUT TELEMANAGEMENT FORUM ......................................................................................................................255
ABOUT THIS DOCUMENT .........................................................................................................................................256
DOCUMENT LIFE CYCLE.........................................................................................................................................256
TIME STAMP ...........................................................................................................................................................256
HOW TO OBTAIN A COPY.........................................................................................................................................256
HOW TO COMMENT ON THE DOCUMENT..................................................................................................................256
DOCUMENT HISTORY .............................................................................................................................................257
SUMMARY OF CHANGES IN THIS VERSION ..............................................................................................................261
REFERENCES ..........................................................................................................................................................261
RELATED OR SOURCE DOCUMENTS ........................................................................................................................261

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page9 of 257
Enhanced Telecom Operations Map®, (eTOM)

Table of Figures and Tables

Figure 1: Customer Relationship Management decomposition into level 2 processes ................. 18

Figure 2: Service Management & Operations decomposition into level 2 processes .................... 22

Figure 3: Resource Management & Operations decomposition into level 2 processes ................ 26

Figure 4: Supplier/Partner Relationship Management decomposition into level 2 processes...... 30

Figure 5: Marketing & Offer Management decomposition into level 2 processes .......................... 34

Figure 6: Service Development & Management decomposition into level 2 processes ................ 37
Figure 7: Resource Development & Management decomposition into level 2 processes............. 40

Figure 8: Supply Chain Development & Management decomposition into level 2 processes ...... 43

Figure 9: Strategic & Enterprise Planning decomposition into level 2 processes ......................... 47

Figure 10: Enterprise Risk Management decomposition into level 2 processes ............................ 50

Figure 11: Enterprise Effectiveness Management decomposition into level 2 processes ............ 55

Figure 12: Knowledge & Research Management decomposition into level 2 processes .............. 58

Figure 13: Financial & Asset Management decomposition into level 2 processes ........................ 60

Figure 14: Stakeholder & External Relations Management decomposition into level 2
processes....................................................................................................................................... 62

Figure 15: Human Resources Management decomposition into level 2 processes....................... 65

Figure 16: Customer Relationship Management decomposition into level 2 processes ............... 70

Figure 17: CRM Support & Readiness decomposition into level 3 processes................................ 70
Figure 18: Customer Interface Management decomposition into level 3 processes...................... 76

Figure 19: Marketing Fulfillment Response decomposition into level 3 processes ....................... 79

Figure 20: Selling decomposition into level 3 processes ................................................................. 80

Figure 21 Order Handling decomposition into level 3 processes .................................................... 83

Figure 22: Problem Handling decomposition into level 3 processes .............................................. 86

Figure 23: Customer QoS/SLA Management decomposition into level 3 processes ..................... 88

Figure 24: Billing & Collections Management decomposition into level 3 processes ................... 90

Figure 25: Retention and Loyalty decomposition into level 3 processes........................................ 93

Figure 26: Service Management & Operations decomposition into level 2 processes .................. 98

Figure 27: SM&O Support & Readiness decomposition into level 3 processes ............................. 98

Figure 28: Service Configuration & Activation decomposition into level 3 processes ................ 102

Figure 29: Service Problem Management decomposition into level 3 processes ........................ 107

Figure 30: Service Quality Management decomposition into level 3 processes .......................... 111

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page10 of 257
Enhanced Telecom Operations Map®, (eTOM)

Figure 31: Service & Specific Instance Rating decomposition into level 3 processes ................ 114

Figure 32: Resource Management & Operations decomposition into level 2 processes ............ 117

Figure 33: RM&O Support & Readiness decomposition into level 3 processes........................... 117

Figure 34: Resource Provisioning decomposition into level 3 processes .................................... 124

Figure 35: Resource Trouble Management decomposition into level 3 processes...................... 127

Figure 36: Resource Performance Management decomposition into level 3 processes ............. 131

Figure 37: Resource Data Collection & Processing Decomposition into level 3 processes ....... 135

Figure 38: Supplier/partner Relationship Management Decomposition into level 2 processes.. 138

Figure 39: S/PRM Support & Readiness Decomposition into level 3 processes .......................... 139

Figure 40: S/P Requisition Management Decomposition into level 3 processes ......................... 142

Figure 41: S/P Problem Reporting & Management Decomposition into level 3 processes ......... 145

Figure 42: S/P Performance Management Decomposition into level 3 processes ....................... 147
Figure 43: S/P Settlements & Billing Management Decomposition into level 3 processes ......... 149

Figure 44: S/P Interface Management Decomposition into level 3 processes .............................. 151

Figure 45: Marketing & Offer Management decomposition into level 2 processes ...................... 155

Figure 46: Market Strategy & Policy Decomposition into Level 3 Processes ............................... 155

Figure 47: Product & Offer Portfolio Planning Decomposition into Level 3 Processes............... 158

Figure 48: Product & Offer Capability Delivery Decomposition into Level 3 Processes.............. 160

Figure 49: Marketing Capability Delivery Decomposition into Level 3 Processes ....................... 164

Figure 50: Product & Offer Development & Retirement Decomposition into Level 3
Processes .................................................................................................................................... 167

Figure 51: Sales & Channel Development Decomposition into Level 3 Processes...................... 172

Figure 52: Product Marketing Communications & Promotion Decomposition into Level 3
Processes .................................................................................................................................... 174

Figure 53: Service Development & Management decomposition into level 2 processes ............ 178

Figure 54: Service Strategy & Planning Decomposition into Level 3 Processes ......................... 178
Figure 55: Service Capability Delivery Decomposition into Level 3 Processes ........................... 183

Figure 56: Service Development & Retirement Decomposition into Level 3 Processes.............. 188

Figure 57: Resource Development & Management decomposition into level 2 processes......... 193

Figure 58: Resource Strategy & Planning Decomposition into Level 3 Processes...................... 194

Figure 59: Resource Capability Delivery Decomposition into Level 3 Processes........................ 199

Figure 60: Resource Class Development & Retirement Decomposition into Level 3
Processes .................................................................................................................................... 204

Figure 61: Supply Chain Development & Management decomposition into level 2 processes .. 210

Figure 62: Supply Chain Strategy & Planning Decomposition into Level 3 Processes ............... 211

Figure 63: Supply Chain Capability Delivery Decomposition into Level 3 Processes ................. 215

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page11 of 257
Enhanced Telecom Operations Map®, (eTOM)

Figure 64: Supply Chain Development & Change Management Decomposition into Level 3
Processes .................................................................................................................................... 219

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page12 of 257
Enhanced Telecom Operations Map®, (eTOM)

Preface

eTOM Business Process


Framework

The eTOM Business Process Framework has grown to include a number of


components. The overall eTOM document set includes:

A main document (GB921) that provides an overview of the


eTOM Business Process Framework, from both Intra-Enterprise
and Inter-Enterprise viewpoints, and describes the main structural
elements and approach

An Addendum (GB921D) describing the Service Provider


enterprise processes and sub-processes in a form that is top
down, customer-centric, and end-to-end focused. Process
decompositions are provided for all processes from the highest
conceptual view of the eTOM framework to the level of detail
agreed for use by the industry.

An Addendum (GB921F) describing selected process flows at


several levels of view and detail that provides end-to-end insight
into the application of eTOM.

An Addendum (GB921B) describing the implications and impact


of ebusiness for service providers and their business
relationships, and how eTOM supports them, including a
description of handling of business to business Interactions by
eTOM. Associated with this is a separate Application Note
(GB921C) describing a Business Operations Map for processes
involved in business to business interaction

Note:

Addenda are adjuncts to the main document that are presented separately, to
avoid a single document becoming cumbersome due to its size.

Annexes and Appendices both allow material to be removed from a document


body, so that the reader is not distracted from the document flow by too much
detail. However, these have different statuses within a document: Annexes
have equivalent status to the material within the body of the document, i.e. an
Annex represents a formal agreement and requirements for the users of the

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page13 of 257
Enhanced Telecom Operations Map®, (eTOM)

document. Appendices contain material included for information or general


guidance. Also, Addenda have the same status as Annexes.

Thus, a document body, together with its Annexes and Addenda (and their
Annexes, if any), represents the normative material presented, while any
Appendices in the main document or its Addenda represent non-normative
material, included for information only.

In addition, Application Notes are a specific document type, used to provide


insight into how a specification or other agreed artifact is used in a particular
context or area of application. They are non-normative as they provide
information and guidance only within the area concerned.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page14 of 257
Enhanced Telecom Operations Map®, (eTOM)

Introduction

This document stands as an Addendum to the "Enhanced Telecom


Operations Map® (eTOM) The Business Process Framework for the
Information and Communications Services Industry", GB921 Version 5.0. It
provides further detail concerning the eTOM through definition of the process
elements within the eTOM Business Process Framework, at several levels of
detail. It should be read in conjunction with the main GB921 document, and
other Addenda (see GB921 for details).

In the main document (GB921 v5.0), the overall eTOM Business Process
Framework was described. In addition, brief descriptions of the Level 1
process groupings of the eTOM Business Process Framework were provided.
This Addendum provides the Level 2 decompositions and descriptions for
each of these high-level process groupings. Each horizontal and vertical Level
1 process grouping is shown with its constituent Level 2 processes, and brief
process descriptions are provided for Level 2 processes in each of the major
process areas: Operations (OPS); Strategy, Infrastructure & Product (SIP);
and Enterprise Management.

This document is organized using the horizontal functional process groupings


as the prime categorization for the SIP and OPS process areas. The
Enterprise process groupings are considered individually.

In addition, Level 3 decompositions and descriptions are provided for Level 2


processes within the OPS (Operations) area of eTOM. The processes that
have been decomposed are those within the CRM (Customer Relationship
Management), the SM&O (Service Management and Operations) RM&O
(Resource Management and Operations) and S/PRM (Supplier/Partner
Relationship Management) Level 1 process areas.

It is convenient to illustrate all the Level 1 processes within eTOM in a single


diagram, as in the main document (GB921 5.0). To extend this diagram to
show all the Level 2 processes within each Level 1 process grouping is
possible, but is too graphically complex a picture to be used directly. Once
Level 3 processes are included, a single diagram becomes quite impractical. In
this Addendum, each Level 1 process grouping is therefore shown in isolation,
with its dependant Level 2 processes, and where available, Level 3 processes.
It is to be understood that the aggregation of all these Level 2 processes,
within the overall eTOM structure, represents the totality of the Level 2
processes within the eTOM. Similarly, the aggregation of all component Level
3 processes, within their “parent” Level 2 process, represents the totality of that
Level 2 process, and this pattern is repeated as further levels of decomposition
are exposed.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page15 of 257
Enhanced Telecom Operations Map®, (eTOM)

Note that the process decomposition diagrams used in this Addendum can
include black dots within some of the process boxes. These are not a graphical
error, but are inserted automatically by a process-modeling tool, to indicate that
a further decomposition of that process has been made in the tool.

To aid understanding, each Level 2 and Level 3 process described here has
an associated indication of its positioning within the particular vertical and
horizontal Level 1 process with which it is associated. For example, CRM
Operations Support & Process Management (shown under Customer
Relationship Management Level 2 Process Descriptions, below) has the
indication (CRM-OSR) to indicate it is within the horizontal Customer
Relationship Management process, and the vertical Operations Support &
Readiness process.

Processes have been given a process ID throughout this document. The


format of the numbering scheme work as follow:

aaaaaa.b.XXX.c.d.e where

aaaaaa: This will represent a company specific number. The eTOM


team recognizes the need for a company specific identifier but has not yet
decided upon one specific format (this is for further study). This field is
used to prefix the process ID so that individual companies may extend
and/or change the processes; and identify the changes with a
company specific identifier.
b: This digit is used to identify the originator of the process It
is set to 1 if the process is the TMF original one, to 2 otherwise
XXXX: These letters (up to 4 letters) are used to identify Level 1
vertical end-to-end processes in the Operations and Strategy
Infrastructure & Product areas, or the Enterprise Management area.
They are set as follow:
o S for Strategy & Commit,
o I for Infrastructure Life-Cycle Management
o P for Product Life-Cycle Management,
o O for Operations Support & Readiness,
o F for Fulfillment,
o A for Assurance,
o B for Billing
o E for Enterprise Management
Note that for processes spanning on more than one vertical process, the
combination of letters representing those vertical processes is used. (Example
“Customer Interface Management” uses FAB).

c: Digit representing Level 1 process


d: Digit representing Level 2 process

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page16 of 257
Enhanced Telecom Operations Map®, (eTOM)

e: Digit representing Level 3 process


Sections have been numbered throughout this Addendum to assist in locating
individual processes.

Part 1- Operations Level 2 Process


Decomposition

Chapter 1 OPS- Customer


Relationship Management
(CRM) Processes

Process Identifier: 1.OFAB.1

Customer Relationship Management (CRM) : This horizontal functional


process grouping considers the fundamental knowledge of customers 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. CRM also includes the collection of customer
information and its application to personalize, customize and integrate delivery
of service to a customer, as well as to identify opportunities for increasing the
value of the customer to the enterprise.

CRM applies to both conventional retail customer interactions, as well as to


wholesale interactions, such as when an enterprise is selling to another
enterprise that is acting as the retailer.

CRM makes no distinction between manual or automated interactions with


customers, nor whether interactions are by paper, telephone, web-based
transactions or some other alternative arrangement.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page17 of 257
Enhanced Telecom Operations Map®, (eTOM)

Customer
Relationship
Management

CRM Support & Customer Interface Marketing Selling Order Handling


Readiness Management Fulfillment
Response

Problem Handling Customer Billing & Retention &


QoS/SLA Collections Loyalty
Management Management

Figure 1: Customer Relationship Management decomposition into level 2 processes

OPS 1-1 CRM Support & Readiness (CRM –OSR)

Process Identifier: 1.O.1.1

Brief description: CRM Support & Readiness processes manage classes of


products, ensuring that all CRM processes in Fulfillment, Assurance and Billing
are supported and able to manage interactions with customers promptly and
efficiently.

CRM Support & Readiness processes manage classes of products, ensuring


that all CRM processes in Fulfillment, Assurance and Billing are supported and
able to manage interactions with customers promptly and efficiently. They
undertake longer-term trend analysis on product classes in order to establish
the extent to which enterprise targets for these product classes are being
achieved.

These processes support the operational introduction of new product classes


and of additional features and enhancements to existing product classes, and
are responsible for conducting operations readiness testing and acceptance.
They develop the procedures for the specific Fulfillment, Assurance and Billing
processes and keep them up to date. After successful testing, these processes
accept the new or enhanced product class and perform a full-scale introduction
for general availability.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page18 of 257
Enhanced Telecom Operations Map®, (eTOM)

OPS 1-2 Customer Interface Management (CRM –FAB)

Process Identifier: 1.FAB.1.2

Brief description: Managing all interfaces between the enterprise and


potential and existing customers.

Customer Interface Management processes are responsible for managing all


interfaces between the enterprise and potential and existing customers. They
deal with contact management, understanding the reason for contact, directing
customer contacts to the appropriate process, contact closure, exception
management, contact results analysis and reporting. CRM contact may be
related to one or several processes of Service Fulfillment, Service Assurance
(service quality management and trouble or problem management) and Billing
depending on customer enquiries or contacts.

NOTE: Ongoing work on process support for Business-to-Business interaction


may result in some changes to processes that are involved in, or link with,
such interactions. Specifically the Customer Relationship Management (CRM)
the Supply Chain Development and Management and the Supplier/Partner
Relationship Management (S/PRM) process grouping are likely to be
impacted. This work is being examined in a separate Application Note,
GB921B, and where there is impact on existing process descriptions or
structure, this will be reflected in a future eTOM release as appropriate.

OPS 1-3 Marketing Fulfillment Response (CRM - F)

Process Identifier: 1.F.1.3

Brief description: Responsible for the issue and distribution of marketing


collateral directly to a customer and the subsequent tracking of resultant leads.

Marketing Fulfillment Response processes are responsible for the issue and
distribution of marketing collateral (i.e., coupon, premium, sample, toys, fliers,
etc.) directly to a customer and the subsequent tracking of resultant leads.
These processes include campaign management activities from lead
generation to product and literature fulfillment, and hand-off of leads to the
selling processes.

OPS 1-4 Selling (CRM - F)

Process Identifier: 1.F.1.4

Brief description: Responsible for managing prospective customers, for


qualifying and educating customers, and matching customer expectations

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page19 of 257
Enhanced Telecom Operations Map®, (eTOM)

Selling processes are responsible for managing prospective customers, for the
qualification and education of the customer and for matching customer
expectations to the enterprise’s products and offers and ability to deliver.
These processes also manage the response to customer RFPs.

OPS 1-5 Order Handling (CRM - F)

Process Identifier: 1.F.1.5

Brief description: Responsible for accepting and issuing orders.

Order Handling processes are responsible for accepting and issuing orders.
They deal with pre-order feasibility determination, credit authorization, order
issuance, order status and tracking, customer update on order activities and
customer notification on order completion.

OPS 1-6 Problem Handling (CRM - A)

Process Identifier: 1.A.1.6

Brief description: Responsible for receiving trouble reports from customers,


resolving them to the customer’s satisfaction and providing meaningful status
on repair and/or restoration activity to the customer.

Problem Handling processes are responsible for receiving trouble reports from
customers, resolving them to the customer’s satisfaction and providing
meaningful status on repair and/or restoration activity to the customer. They
are also responsible for customer contact and support in relation to any
service-affecting problems detected by the resources or through analysis,
including proactively informing the customer and resolving these specific
problems to the customer’s satisfaction.

OPS 1-7 Customer QoS/SLA Management (CRM – A)

Process Identifier: 1.A.1.7

Brief description: Monitoring, managing and reporting of delivered vs.


contractual Quality of Service (QoS), as defined in the enterprise’s service
descriptions, customer contracts or product catalogue.

Customer QoS/SLA Management processes encompass monitoring,


managing and reporting of delivered vs. contractual Quality of Service (QoS),
as defined in the enterprise’s Service Descriptions, customer contracts or
product catalogue. They are also concerned with the performance of the

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page20 of 257
Enhanced Telecom Operations Map®, (eTOM)

enterprise and its products in relation to its Service Level Agreements (SLA)
for specific product instances, and other service-related documents. They
include operational parameters such as resource performance and availability,
but also encompass performance across all of a product’s contractual or
regulatory parameters, e.g., % Completion on Time for Order Requests, time
to repair commitments, customer contact performance. Failure to meet a
contracted SLA may lead to billing adjustments, which are handled by Billing
and Collections Management.

OPS 1-8 Billing & Collections Management (CRM - B)

Process Identifier: 1.B.1.8

Brief description: Ensure that enterprise revenue is billed and collected.

Billing & Collections Management processes encompass creating and


maintaining a customer’s billing account, sending bills to customers,
processing their payments, performing payment collections, monitoring the
status of the account balance, and the handling of customer generated or
systems reported billing and payment exceptions. These processes are
accountable for assuring that enterprise revenue is billed and collected.

OPS 1-9 Retention & Loyalty (CRM - FAB)

Process Identifier: 1.FAB.1.9

Brief description: Manage all functionalities related to the retention of


acquired customers, and the use of loyalty schemes in the potential acquisition
of customers.

Retention & Loyalty processes deal with all functionalities related to the
retention of acquired customers, and the use of loyalty schemes in the
potential acquisition of customers. They establish a complete understanding of
the needs of the customer, a determination of the value of the customer to the
enterprise, determination of opportunities and risks for specific customers, etc.
These processes collect and analyze data from all enterprise and customer
contact.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page21 of 257
Enhanced Telecom Operations Map®, (eTOM)

Chapter 2 OPS- Service


Management & Operations
(SM&O) Processes

Process Identifier: 1.OFAB.2

Service Management & Operations (SM&O): This horizontal functional


process grouping focuses on the knowledge of services (Access, Connectivity,
Content, etc.) and includes all functionalities necessary for the management
and operations of communications and information services required by or
proposed to customers. The focus is on service delivery and management as
opposed to the management of the underlying network and information
technology. Some of the functions involve short-term service capacity planning
for a service instance, the application of a service design to specific customers
or managing service improvement initiatives. These functions are closely
connected with the day-to-day customer experience.

The processes in this horizontal functional process grouping are accountable


to meet, at a minimum, targets set for Service Quality, including process
performance and customer satisfaction at a service level, as well as Service
Cost.

The eTOM framework differentiates day-to-day operations and support from


planning and development and other strategy and lifecycle processes. This
better depicts the structure of an enterprise, especially in an ebusiness era.

Service
Management &
Operations

SM&O Support & Service Service Problem Service Quality Service & Specific
Readiness Configuration & Management Management Instance Rating
Activation

Figure 2: Service Management & Operations decomposition into level 2 processes

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page22 of 257
Enhanced Telecom Operations Map®, (eTOM)

OPS 2-1 SM&O Support & Readiness (SM&O - OSR)

Process Identifier: 1.O.2.1

Brief description: Manage classes of services ensuring that the appropriate


capability is available and ready to instantiate and manage service instances.

SM&O Support & Readiness processes manage classes of services, ensuring


that the appropriate service capacity is available and ready to support the
Fulfillment, Assurance and Billing processes in instantiating and managing
service instances. This includes but is not limited to:

• Managing the Service Inventory

• Applying service capacity rules from Infrastructure Lifecycle


Management processes

• Analyzing availability and quality over time on service classes,


including trend analysis and forecasting

• Demand balancing in order to maintain service capacity and quality

• Maintaining rating and tariff information for service classes

These processes support the operational introduction of new service classes


and the enhancement of existing ones and are responsible for conducting
operations readiness testing and acceptance. They develop the procedures for
the specific Fulfillment, Assurance and Billing processes and keep them up-to-
date. After successful testing, these processes accept the new or enhanced
service class and perform a full-scale introduction for general availability.

OPS 2-2 Service Configuration & Activation (SM&O - F)

Process Identifier: 1.F.2.2

Brief description: Responsible for the installation and configuration of the


service for customers, including the installation of customer premises
equipment.

Service Configuration & Activation processes encompass the installation and


configuration of the service for customers, including the installation of customer
premises equipment. They also support the re-configuration of the service
(either due to customer demand or problem resolution) after the initial service
installation. This can include modifying capacity and reconfiguring in response
to requests from other providers.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page23 of 257
Enhanced Telecom Operations Map®, (eTOM)

OPS 2-3 Service Problem Management (SM&O - A)

Process Identifier: 1.A.2.3

Brief description: Respond immediately to customer-affecting service


problems or failures in order to minimize their effects on customers, and to
invoke the restoration of the service, or provide an alternate service as soon as
possible.

The purpose of the Service Problem Management processes is to respond


immediately to customer-affecting service problems or failures in order to
minimize their effects on customers, and to invoke the restoration of the
service, or provide an alternate service as soon as possible. They encompass
the reporting of problems, making a temporary fix or workaround, isolating the
root cause and finally recovering the complete functionality of the service and
providing information for future enhancements.

OPS 2-4 Service Quality Management (SM&O - A)

Process Identifier: 1.A.2.4

Brief description: Encompasses monitoring, analyzing and controlling the


performance of the service perceived by customers.

The purpose of the Service Quality Management processes encompasses


monitoring, analyzing and controlling the performance of the service perceived
by customers. These processes are responsible for restoring the service
performance for customers to a level specified in the SLA or other service KQI
descriptions as soon as possible.

OPS 2-5 Service & Specific Instance Rating (SM&O - B)

Process Identifier: 1.B.2.5

Brief description: Manage service events by correlating and formatting them


into a useful format.

Service & Specific Instance Rating processes manage service events by


correlating and formatting them into a useful format. These processes include
the service level rating of usage information. Investigation of service related
billing event problems is also part of these processes. These processes
provide information on customer-related and Service-related events to other
process areas. This includes reports on non-chargeable Events and
overcharged Events and analysis of Event records to identify fraud and
prevent further occurrences.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page24 of 257
Enhanced Telecom Operations Map®, (eTOM)

Chapter 3 OPS- Resource


Management & Operations
(RM&O) Processes

Process Identifier: 1.OFAB.3

Resource Management & Operations (RM&O): This horizontal functional


process grouping maintains knowledge of resources (application, computing
and network infrastructures) and is 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. It also includes all
functionalities responsible for the direct management of all such resources
(network elements, computers, servers, etc.) utilized within the enterprise.
These processes are responsible for ensuring that the network and information
technologies infrastructure supports the end-to-end delivery of the required
services. The purpose of these processes is to ensure that infrastructure runs
smoothly, is accessible to services and employees, is maintained and is
responsive to the needs, whether directly or indirectly, of services, customers
and employees. RM&O also has the basic function to assemble information
about the resources (e.g. from network elements and/or element management
systems), and then integrate, correlate, and in many cases, summarize that
data to pass on the relevant information to Service Management systems, or to
take action in the appropriate resource.

In an ebusiness world, application and computing management are as


important as management of the network resources. Moreover, network,
computing and applications resources must increasingly be managed in a joint
and integrated fashion. To cope with these needs, the eTOM framework
includes the Resource Management & Operations process grouping (together
with the corresponding Resource Development & Management grouping
within SIP), to provide integrated management across these three sets of
resources: applications, computing and network. These areas also encompass
processes involved with traditional Network Element Management, since these
processes are actually critical components of any resource management
process, as opposed to a separate process layer.

The RM&O processes thus manage the complete service provider network
and sub-network and information technology infrastructures.

The eTOM framework differentiates day-to-day operations and support from


planning and development, and other strategy and lifecycle processes. This
better depicts the structure of an enterprise, especially in an ebusiness era.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page25 of 257
Enhanced Telecom Operations Map®, (eTOM)

Resource
Management &
Operations

RM&O Support & Resource Resource Trouble Resource Resource Data


Readiness Provisioning Management Performance Collection &
Management Processing

Figure 3: Resource Management & Operations decomposition into level 2 processes

OPS 3-1 RM&O Support & Readiness (RM&O – OSR)

Process Identifier: 1.O.3.1

Brief description: Manage classes of resources, ensuring that appropriate


application, computing and network resources are available and ready to
instantiate and manage resource instances.

RM&O Support & Readiness processes manage classes of resources,


ensuring that appropriate application, computing and network resources are
available and ready to support the Fulfillment, Assurance and Billing processes
in instantiating and managing resource instances. This includes, but is not
limited to:

• Managing the Resource Knowledgebase

• Configuring the resources and provisioning of logical resources to be


able to support specific service classes

• Analyzing availability and performance over time on resources or


groups of resources, including trend analysis and forecasting

• Demand balancing in order to maintain resource capacity and


performance

• Performing pro-active maintenance and repair activities

These processes support the operational introduction of new resource classes


and the enhancement of existing ones and are responsible for conducting
operations readiness testing and acceptance. They develop the procedures for
the specific Fulfillment, Assurance and Billing processes and keep them up-to-
date. After successful testing, these processes accept the new or enhanced
resource class and perform a full-scale introduction for general availability.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page26 of 257
Enhanced Telecom Operations Map®, (eTOM)

OPS 3-2 Resource Provisioning (RM&O - F)

Process Identifier: 1.F.3.2

Brief description: Allocate and configure resources to individual customer


service instances in order to meet service requirements.

Resource Provisioning processes encompass allocation and configuration of


resources to individual customer service instances in order to meet the service
requirements. This includes activation as well as testing to ensure the
expected performance of the service.

Responsibilities of the Resource Provisioning processes include, but are not


limited to:
• Verifying whether appropriate resources are available as part of pre-
order feasibility checks
• Allocating the appropriate resources to support the customer service
instance
• Reserving the resources (if required by the business rules) for a given
period of time until the customer confirms the order
• Possibly delivering the physical resource to the central office or
customer premise
• Configuring and activating physical and/or logical resources, as
appropriate
• Testing the resource to ensure the resource is working correctly and
meets the performance requirements implied by the service’s Key
Quality Indicators
• Updating of the Resource Inventory Database to reflect that the
resource is being used for a specific customer.

OPS 3-3 Resource Trouble Management (RM&O – A)

Process Identifier: 1.A.3.3

Brief description: Responsible for the management of troubles with allocated


resources.

Resource Trouble Management processes are responsible for the


management of troubles with allocated resources. The objectives of these
processes are to report resource failures, to isolate the root cause and act to
resolve them.

Responsibilities of the Resource Trouble Management processes include, but


are not limited to:
• Detect, analyze and report Resource Failure Events

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page27 of 257
Enhanced Telecom Operations Map®, (eTOM)

• Fault localization analysis


• Correcting Resource Faults
• Resource trouble reporting to amongst others Service Problem
Management processes
• Resource trouble administration to ensure repair activities are
assigned and tracked efficiently
On one hand, resource troubles relate to Problems in the Service and hence
the customer domain. On the other hand, they relate to resource failures,
which are caused by resource faults.

As such, the Resource Trouble Management processes work with resource


failure events received from Resource Data Collection & Processing, resource
quality problem notifications from Resource Performance Management, and
potential resource failure notifications from Support Resource Trouble
Management.

Resource Trouble Management processes perform analysis, decide on the


appropriate actions/responses and carry them out. However these activities
need to interact with the Service Problem Management processes, as the
latter have a view on service impact.

OPS 3-4 Resource Performance Management (RM&O - A)

Process Identifier: 1.A.3.4

Brief description: Monitoring, analyzing, controlling and reporting on the


performance of resources.

Resource Performance Management processes encompass monitoring,


analyzing, controlling and reporting on the performance of resources. They
work with basic information received from the Resource Data Collection &
Processing processes.

If the analysis identifies a resource quality problem, information will be passed


to Resource Trouble Management and/or Service Quality Management. The
latter processes are responsible for deciding on and carrying out the
appropriate action/response. This may include requests to the Resource
Performance Management processes to install controls to optimize the
resource performance.

The Resource Performance Management processes will continue to track the


resource performance problem, ensuring that resource performance is
restored to a level required to support services.

Depending on the resource class, the Resource Performance Management


processes might send an abatement message to Resource Trouble
Management once the resource performance problem has been cleared.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page28 of 257
Enhanced Telecom Operations Map®, (eTOM)

OPS 3-5 Resource Data Collection & Processing (RM&O - AB)

Process Identifier: 1.AB.3.5

Brief description: Collect usage, network and information technology events


and performance information for distribution to other processes within the
enterprise

Resource Data Collection & Processing processes interact with the resources
to collect usage, network and information technology events and performance
information for distribution to other processes within the enterprise. The
responsibilities also include processing the data through activities such as
filtering, aggregation, formatting and correlation of the collected information
before presentation to other processes. Client processes for this information
perform usage reporting and billing activities, as well as Fault and Performance
analysis of resources and services. These include Resource Performance
Management, Service Quality Management and Service & Specific Instance
Rating.

Chapter 4 OPS- Supplier/Part


ner Relationship
Management (S/PRM)
Processes

Process Identifier: 1.OFAB.4

Supplier/Partner Relationship Management (S/PRM):

This horizontal functional process grouping supports the core operational


processes, both the customer instance processes of Fulfillment, Assurance
and Billing and the functional operations processes. Supplier/Partner
Relationship Management (S/PRM) processes align closely with a supplier’s or
partner’s Customer Relationship Management processes. The inclusion of
distinct Supplier/Partner Relationship Management processes in the eTOM
framework enables the direct interface with the appropriate lifecycle, end-to-
end customer operations or functional processes with suppliers and/or
partners. The processes include issuing purchase orders and tracking them
through to delivery, mediation of purchase orders as required to conform to
external processes, handling problems, validating billing and authorizing
payment, as well as quality management of suppliers and partners.

It is important to note that when the enterprise sells its products to a partner or
supplier, this is done through the enterprise CRM processes, which act on
behalf of the supplier or the enterprise in such cases. Supplier/Partner
processes only cover the buying of S/P supplied products by the enterprise.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page29 of 257
Enhanced Telecom Operations Map®, (eTOM)

Supplier/Partner
Relationship
Managem ent

S/PRM Support & S/P Requisition S/P Problem S/P Performance S/P Settlements & S/P Interface
Readiness Management Reporting & Management Billing Management
Management Management

Figure 4: Supplier/Partner Relationship Management decomposition into level 2


processes

NOTE: Ongoing work on process support for Business-to-Business interaction


may result in some changes to processes that are involved in, or link with,
such interactions. Specifically the Customer Relationship Management (CRM)
the Supplier Chain Development Management, the Supplier/Partner
Relationship Management (S/PRM) process groupings are likely to be
impacted. This work is being examined in a separate Application Note,
GB921B, and where there is impact on existing process descriptions or
structure, this will be reflected in a future eTOM release as appropriate.

OPS 4-1 S/PRM Support & Readiness (S/PRM - OSR)

Process Identifier: 1.O.4.1

Brief description: S/PRM Support & Readiness processes are responsible


for ensuring that all necessary facilities related to the interaction with suppliers
and partners are ready and functioning. Moreover, these processes are
responsible for the resolution of problems related to these facilities.

S/PRM Support & Readiness processes are responsible for ensuring that all
necessary facilities related to the interaction with Suppliers and Partners are
ready and functioning. Moreover, these processes are responsible for longer-
term trend analysis and the resolution of problems related to these facilities.

These processes are also responsible for the operational introduction of S/P
products and are responsible for conducting operations readiness testing and
acceptance. These processes develop the procedures for the specific
Fulfillment, Assurance and Billing processes and keep them up-to-date. After
successful testing, these processes accept the new or enhanced S/P product
and perform a full-scale introduction for general availability.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page30 of 257
Enhanced Telecom Operations Map®, (eTOM)

OPS 4-2 S/P Requisition Management (S/PRM - F)

Process Identifier: 1.F.4.2

Brief description: S/P Requisition Management processes manage


requisitions with partners/suppliers to ensure on-time and correct delivery of
the S/P product or service requested by the enterprise.

S/P Requisition Management processes manage requisitions with


partners/suppliers to ensure on-time and correct delivery of the product or
service requested by the enterprise. This process interfaces with supplier’s
CRM process of Order Handling.

Where several suppliers are available, these processes are responsible for
selecting between the alternative suppliers with whom a relationship exists. A
specification for the S/P supplied product component is received and the range
of contracted suppliers surveyed to select the most cost-effective (cost / time
trade-off).

OPS 4-3 S/P Problem Reporting & Management (S/PRM - A)

Process Identifier: 1.A.4.3

Brief description: S/P Problem Reporting & Management processes manage


problems, associated with supplier/partner interactions, whether identified
within the enterprise or notified by the supplier/partner.

S/P Problem Reporting & Management processes manage problems


associated with supplier/partner interactions, whether identified within the
enterprise or as notified by the supplier. The processes issue trouble reports or
trouble tickets to supplier and partner organizations within the value chain,
track them, and ensure timely and correct restoration and repair. These S/P
Problem Reporting and Management processes interface with the supplier’s
CRM process of Problem Handling.

OPS 4-4 S/P Performance Management (S/PRM - A)

Process Identifier: 1.A.4.4

Brief description: S/P Performance Management processes track, measure


and report the performance of S/P supplied products from suppliers and
partners, as well as how this relates to the performance of the supplier/partner
against any contracts or business agreements.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page31 of 257
Enhanced Telecom Operations Map®, (eTOM)

S/P Performance Management processes track, measure and report the


performance of S/P supplied products from supplier and partners, as well as
how this relates to the performance of the supplier/partner against any
contracts or business agreements. These S/P Performance Management
processes initiate action with the supplier/partner where this is required to
restore performance. They interface with the supplier’s CRM process of
Customer QoS/SLA Management.

OPS 4-5 S/P Settlements & Billing Management (S/PRM - B)

Process Identifier: 1.B.4.5

Brief description: S/P Settlements & Billing Management process manage


all settlements and billing for the enterprise, including bill validation and
verification and payment authorization.

S/P Settlements & Billing Management process manage all settlements and
billing for the enterprise, including bill validation and verification and payment
authorization. For a value network, and particularly for service providers,
settlements and billing management is complex. In many cases, the supplier
cost can be the largest single cost and incorrect settlement or billing can mean
the difference between profit and loss. S/P Settlements & Billing Management
processes manage all settlements and billing for the enterprise, including bill
validation and verification and payment authorization. These S/P Settlements
and Billing Management processes interface with the supplier’s Customer
Relationship Management process of Billing and Collection Management.

OPS 4-6 S/P Interface Management (S/PRM - FAB)

Process Identifier: 1.FAB.4.6

Brief description: S/P interface Management processes manage the contacts


between the enterprise and its current or future suppliers/partners for S/P
supplied products.

S/P Interface Management processes manage the contacts between the


enterprise and its current or future suppliers/partners for S/P supplied products.
These processes are basically contact management and tracking processes.
These S/P Interface Management processes interface with the CRM process
of Customer Interface Management.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page32 of 257
Enhanced Telecom Operations Map®, (eTOM)

Part 2 Strategy, Infrastructure and Product


Level 2 Process Decomposition

Chapter 1 SIP- Marketing &


Offer Management (M&OM)
Processes

Process Identifier: 1.SIP.1

This horizontal functional process grouping focuses on the knowledge of


running and developing the core business for an Information &
Communication Service Provider enterprise. It 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

Marketing and offer management are well known business processes,


especially in the more competitive ebusiness environment, where the rate of
innovation and brand recognition determine success. Although most
companies carry out all these activities, depending upon the size of the
company, they are combined in a variety of ways. These processes are
enabling processes, but also the key processes that are accountable for
commitment to the enterprise for revenue, overall product results and profit
and loss. These processes deal with the creation of product, markets and
channels; they manage market and product strategies, pricing, sales,
channels, new product development (and retirement), marketing
communications and promotion.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page33 of 257
Enhanced Telecom Operations Map®, (eTOM)

Marketing &
Offer
Managem ent

Market Strategy & Product & Offer Product & Offer Mar keting
Policy Por tf olio Planning Capability Delivery Capability Delivery

Product & Offer Sales Pr oduct Marketing


Dev elopment & Dev elopment Communications &
Retirement Pr omotion

Figure 5: Marketing & Offer Management decomposition into level 2 processes

SIP 1-1 Market Strategy & Policy (M&OM - SC)

Process Identifier: 1.S.1.1

Brief description: Enable the development of a strategic view of an


enterprise’s existing and desired market-place

Market Strategy & Policy processes enable the development of a strategic


view of an enterprise’s existing and desired marketplace, activities and aims.
Market segmentation and analysis is performed, to determine an enterprise’s
target and addressable markets, along with the development of marketing
strategies for each market segment or set of target customers. The decision
is made as to which markets the enterprise wants or needs to be in, and how
it plans to enter or grow in these markets and market segments. This will be
achieved through multiple inputs: including Enterprise Strategies, Market
Research and Market Analysis.

SIP 1-2 Product & Offer Portfolio Planning (M&OM - SC)

Process Identifier: 1.S.1.2

Brief description: Develop strategies for products at the portfolio level.

Product & Offer Portfolio Planning processes develop strategies for products
at the portfolio level. The decision is made as to which product types the
enterprise wants or needs to offer, and how it plans to enter or grow in these
sectors. This will be done based on multiple inputs: including Enterprise
Strategies, Market Research and Market Analysis.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page34 of 257
Enhanced Telecom Operations Map®, (eTOM)

SIP 1-3 Product & Offer Capability Delivery (M&OM - ILM)

Process Identifier: 1.I.1.3

Brief description: Manage the delivery and build of new or changed Product
& Offer and delivery capabilities within an enterprise.

Based on the Product strategy for the enterprise, the Product & Offer
Capability Delivery processes manage the delivery and build of new or
changed Product & Offer and delivery capabilities within an enterprise. It also
handles their requisite infrastructure, where the technologies, scope or
type/depth of infrastructure is significantly different to that currently employed
in the enterprise: e.g. introduction of Third-generation Mobile Telephony
networks.

SIP 1-4 Marketing Capability Delivery (M&OM - ILM)

Process Identifier: 1.I.1.4

Brief description: Manage the delivery and build of new or changed market
capabilities or customer-related capabilities.

Based on the market strategy for the enterprise, the Marketing Capability
Delivery processes manage the delivery and build of new or changed market
capabilities (e.g. on-line channels and sales channels) or customer-related
capabilities (e.g. ability to identify, save, manipulate and retrieve and apply
new types of knowledge about customers). These capabilities are created
and delivered in line with the Market Strategy; for example, one strategy may
be to create more on-line channels to allow for customer self-service.

SIP 1-5 Product & Offer Development & Retirement (M&OM - PLM)

Process Identifier: 1.P.1.5

Brief description: Develop and deliver new products and product


enhancements and new features, ready for implementation by the Operations
processes.

Product & Offer Development & Retirement processes develop and deliver
new products and product enhancements and new features, ready for
implementation by the Operations processes. Additionally they handle the
withdrawal of product offerings from the marketplace. Product & Offer
Development and Retirement processes are project oriented (day to day
management of product offerings are handled by the Operations processes).
The key measures of this process are how effectively are the enterprise’s

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page35 of 257
Enhanced Telecom Operations Map®, (eTOM)

products broadened and the time to market for new products or features.
These processes also manage major product updates and enhancement.
Business Case development tracking and commitment are key elements of
this process, as are project management discipline with defined quality gates.

SIP 1-6 Sales Development (M&OM - PLM)

Process Identifier: 1.P.1.6

Brief description: Develop the Sales support and response for new and
existing products, as well as existing and potential customers.

Sales Development processes develop the Sales support and response for
new and existing products, as well as existing and potential customers.

Sales Development processes develop product related compensation plans,


define product revenue targets, develop product related sales training,
develop prospective customer identification methodology, develop selling
processes/methods and procedures for new products.

As an aspect of this, Sales Development processes define channels for


selling the enterprise’s products. It develops or ensures development of
channel ability to sell and support products, including negotiating for the
specific channel, defining or updating the account management process,
developing pricing for a specific channel, etc.

SIP 1-7 Product Marketing Communications & Promotion (M&OM - PLM)

Process Identifier: 1.P.1.7

Brief description: Develop and manage communications to the market,


prospective and existing customers.

Product Marketing Communications & Promotion processes deal with overall


communication to customers and markets. Product Marketing
Communications processes develop and manage communications to the
market, prospective and existing customers. Communications involves both
the message and the media. Product Marketing Communications can
develop a message and manage its delivery through a bill insert, phone
communication with customers, a magazine advertisement, or any other
appropriate mechanism. Product Marketing Communications develops and
manages interfaces with press/news, e.g., schedules press interviews,
manages an editorial calendar to plan placements, etc.

Product Marketing Promotion on the other hand is the development of


specific promotions to sell products, retain customers, and bring in new

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page36 of 257
Enhanced Telecom Operations Map®, (eTOM)

customers. Product Marketing Promotion processes create the promotional


campaigns and advertising to reach the market, customers and channels.
They develop the campaigns and collateral, whether direct mail, newspaper
ad, etc. Product Marketing Promotion processes work with all other
processes of Marketing, Sales and Offer, Brand Management, Market
Research and Advertising Management to design marketing promotions and
advertising, to determine trade show participation and presence, to support
product introductions, etc. Product Marketing Promotion processes interface
with Customer Relationship Management to execute the campaign. One of
the key roles of these processes is to position the product in the market,
especially versus competitive products.

Chapter 2 SIP- Service


Development & Management
(SD&M) Processes

Process Identifier: 1.SIP.2

This horizontal functional process grouping focuses on planning, developing


and delivering services to the Operations domain. It includes processes
necessary for defining the strategies for service creation and design,
managing existing services, and ensuring that capabilities are in place to
meet future service demand.

Service
Development &
Management

Service Strategy & Service Capability Service


Planning Delivery Development &
Retirement

Figure 6: Service Development & Management decomposition into level 2 processes

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page37 of 257
Enhanced Telecom Operations Map®, (eTOM)

SIP 2-1 Service Strategy & Planning (SD&M - SC)

Process Identifier: 1.S.2.1

Brief description: Enable the development of a strategic view and a multi-


year business plan for the enterprise’s services and service directions, and
the parties who will supply the required services.

Service Strategy & Planning processes enable the development of a strategic


view and a multi-year business plan for the enterprise’s services and service
directions, and the parties who will supply the required services. Research &
analysis is performed to determine service targets as well as strategies to
reach the defined targets. This research may be obtained from the external
market, or developed internally through research programs and activities, or
leverage of other internal knowledge. A key input to the service strategy
arises from the enterprise’s market and product portfolio strategy and
forecasts. A focus is placed on the expansion of the existing service
capabilities and the identification of new service capabilities required.

These processes deliver and develop annual and multi-year service plans in
support of products and offers that include volume forecasts, negotiation for
required levels of resources, gaining service development and management
as well as supply chain commitment and executive approval for the plans.

Forecasting of service demand, and capturing of new opportunities, are both


essential to ensure that the enterprise can implement the services necessary
for the future needs of their customers and potential customers.

These processes define the service standards sought, key new service
capabilities required, service support levels and approaches required, service
design elements to be developed, as well as service cost parameters and
targets. These processes also define the policies relating to technical services
and their implementation.

SIP 2-2 Service Capability Delivery (SD&M - ILM)

Process Identifier: 1.I.2.2

Brief description: Plan and deliver the total capabilities required to deliver
changes to service.

Service Capability Delivery processes plan and deliver the total capabilities
required to deliver changes to service, as necessary. This involves integration
of capability delivered from within the enterprise, and capability delivered from
a partner/supplier.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page38 of 257
Enhanced Telecom Operations Map®, (eTOM)

Service demand forecasting and capturing of new opportunities, are both


essential to ensure that the enterprise can implement the services necessary
for the future needs of their customers and potential customers.

SIP 2-3 Service Development & Retirement (SD&M - PLM)

Process Identifier: 1.P.2.3

Brief description: Develop and deliver new or enhanced service types.

Service Development & Retirement processes are project oriented in that


they develop and deliver new or enhanced service types. These processes
include process and procedure implementation, systems changes and
customer documentation. They also undertake rollout and testing of the
service type, capacity management and costing of the service type.
Additionally, they handle the withdrawal of services that that enterprise no
longer offers to customers. They ensure the ability of the enterprise to deliver
service types according to requirements.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page39 of 257
Enhanced Telecom Operations Map®, (eTOM)

Chapter 3 SIP- Resource


Development & Management
(RD&M) Processes

Process Identifier: 1.SIP.3

This horizontal functional process focuses on planning, developing and


delivering the resources needed to support services and products to the
Operations domain. It includes processes necessary for defining the
strategies for development of the network and other physical and non-
physical resources, introduction of new technologies and interworking with
existing ones, managing of existing resources and ensuring that capabilities
are in place to meet future service needs.

Resource
Development &
Management

Resource Strategy Resource Resource


& Planning Capability Delivery Development &
Retirement

Figure 7: Resource Development & Management decomposition into level 2 processes

SIP 3-1 Resource Strategy & Planning (RD&M - SC)

Process Identifier: 1.S.3.1

Brief description: Develop resource strategies, policies and plans for the
enterprise, based on the long-term business, market, product and service
directions of the enterprise.

Resource Strategy & Planning processes develop resource strategies,


policies and plans for the enterprise, based on the long-term business,
market, product and service directions of the enterprise. These processes
understand the capabilities of the existing enterprise infrastructure, capture
the requirements on the infrastructure based on market, product and service
strategies of the enterprise, manage the capabilities of the suppliers and
partners to develop and deliver new resource capabilities, and define the way
that new or enhanced infrastructure may be deployed.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page40 of 257
Enhanced Telecom Operations Map®, (eTOM)

Research & analysis is performed to determine resource targets as well as


strategies to reach the defined targets. This research may be obtained from
the external market and resource suppliers and partners, or developed
internally through research programs and activities, or leverage of other
internal knowledge. A key input to the resource strategy arises from the
enterprise’s market, product portfolio and service strategy and forecasts. A
focus is placed on the expansion of the existing resource capabilities and the
identification of new resource capabilities required.

These processes deliver and develop annual and multi-year resource plans in
support of services, products and offers that include volume forecasts,
negotiation for required levels of resources, gaining resource development
and management as well as supply chain commitment and executive
approval for the plans.

Forecasting of resource demand, and capturing of new opportunities, are


both essential to ensure that the enterprise can construct and implement the
resources necessary for the future needs of their customers and potential
customers.

These processes define the resource implementation standards sought, key


new resource capabilities required, resource support levels and approaches
required, resource design elements to be developed, as well as resource cost
parameters and targets. These processes also define the policies relating to
technical resources and their implementation.

SIP 3-2 Resource Capability Delivery (RD&M - ILM)

Process Identifier: 1.I.3.2

Brief description: Use the capability definition or requirements to deploy new


and/or enhanced technologies and associated resources.

Resource Capability Delivery processes use the capability definition or


requirements to deploy new and/or enhanced technologies and associated
resources.

The objective of these processes is to ensure that network, application and


computing resources are deployed, according to the plans set by Resource
Development. They deliver the physical resource capabilities necessary for
the ongoing operations, and long-term well being of the enterprise, and
ensure the basis on which all resources and services will be built.

Responsibilities of the Resource Capability Delivery processes include, but


are not limited to:
• Planning resource supply logistics (warehousing, transport, etc)
• Planning the Resource Installation
• Contracting and Directing the Resource Construction where needed

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page41 of 257
Enhanced Telecom Operations Map®, (eTOM)

• Verifying the Resource Installation


• Handover the Resource Capability to Operations through
interactions with the Enable Resource Provisioning process
Logical network configurations (such as resource elements integration) are as
important to the network resources as the physical aspects. All aspects must
be planned and considered in the design and implementation of the network,
including infrastructure owned by the enterprise, and by supplier/partners,
other physical resources and logical elements.

SIP 3-3 Resource Development & Retirement (RD&M - PLM)

Process Identifier: 1.P.3.3

Brief description: Develop new, or enhance existing technologies and


associated resource types, so that new Services can be developed.

Resource Development & Retirement processes develop new, or enhance


existing technologies and associated resource types, so that new Services
can be developed. They use the capability definition or requirements defined
by Resource Strategy & Planning. They also decide whether to acquire
resources from outside, taking into account the overall business policy in that
respect. These processes also retire or remove technology and associated
resource types, which are no longer required by the enterprise.

Resource types may be built, or in some cases purchased/leased from other


SPs or suppliers. To ensure the most efficient and effective solution can be
used, negotiations on network level agreements with suppliers or partners are
paramount for both building and leasing.

These processes interact strongly with Supply Chain Development & Change
Management processes.

Chapter 4 SIP- Supply Chain


Development & Management
(SCD&M) Processes

Process Identifier: 1.SIP.4

This horizontal functional process focuses on the interactions required by the


enterprise with suppliers and partners, who are involved in maintaining the
supply chain. The supply chain is a complex network of relationships that a
service provider manages to source and deliver products. In the ebusiness
world, companies are increasingly working together with suppliers and
partners (synergistic clusters, coalitions and business ecosystems) in order to

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page42 of 257
Enhanced Telecom Operations Map®, (eTOM)

broaden the products they offer and improve their productivity. These
processes ensure that the best suppliers and partners are chosen as part of
the enterprise supply chain. They help to support sourcing decisions made by
the enterprise, and ensure that the capabilities are in place for interaction
between the enterprise and its suppliers and partners. They ensure that the
contribution of suppliers and partners to the supply chain is timely and
delivers the required support, and that their overall performance and
contribution is as good as or better than for vertically integrated enterprises.
These processes include establishing and maintaining all the information and
financial flows between the provider and supplier.

Supply Chain
Development &
Management

Supply Chain Supply Chain Supply Chain


Strategy & Capability Delivery Development &
Planning Change
Management

Figure 8: Supply Chain Development & Management decomposition into level 2


processes

SIP 4-1 Supply Chain Strategy & Planning (SCD&M - SC)

Process Identifier: 1.S.4.1

Brief description: Develop the Supply Chain strategies and policies of the
enterprise.

Supply Chain Strategy & Planning processes develop the Supply Chain
strategies and policies of the enterprise, and the enterprise policies for
supplier/partner engagement and interaction. e.g. the enterprise decides that
it will outsource the supply of all Mobiles Networks. Both the functional
processes, as well as Infrastructure and Product Lifecycle Management
processes, drive the Supply Chain Strategy and Policy processes.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page43 of 257
Enhanced Telecom Operations Map®, (eTOM)

SIP 4-2 Supply Chain Capability Delivery (SCD&M - ILM)

Process Identifier: 1.I.4.2

Brief Description: Manage the evaluation of new supplier/partners, to


determine those with the products that best meet the enterprise’s needs.

Supply Chain Capability Delivery processes manage the evaluation of new


supplier/partners, to determine those with the products that best meet the
enterprise’s needs. These processes also initiate and complete business
agreements with the supply chain, to allow the delivery of business and
technical capabilities required by the enterprise. For example, through these
processes, the enterprise might contract with a supplier of a Third-generation
Mobile Network and put in place links between the IT Systems of the Supplier
and the enterprise, ready to allow specific processes and products to be
developed. Another example might be contracts for the supply of personal
computers or office supplies for the enterprise. Supply Chain Capability
Delivery processes manage the sourcing of infrastructure components,
consumables, etc required to support the capability requirements of the
enterprise, evaluate and select new supplier/partners, and establish
commercial arrangements with selected suppliers/partners. The processes
manage the specific evaluation of new supplier/partners to determine those
with the best capabilities to meet the enterprise’s specific needs (for
infrastructure, consumables, etc), and establish commercial arrangements
with selected suppliers/partners. These processes manage the activities
associated with developing tender documents, running tender processes,
gaining enterprise agreement to tender decisions, and negotiating
commercial arrangements as a result of the tender decisions.

On completion of the contract arrangements, these processes can manage


supply of the contracted products and services (infrastructure, consumables,
etc) or can ensure that other processes are able to make requisitions against
the contract (e.g. during Fulfillment), according to the appropriate policy and
practices of the enterprise. Managing supply includes tracking of the products
and services to be supplied, interaction with the Supplier/partner over any
delays or problems, and acceptance on completion of the supply.

These processes are also responsible for the establishment of commercial


agreements between the enterprise and external parties/providers on B2B
frameworks and interactions.

The tender process for the sourcing activity can be used not only for
managing the sourcing of infrastructure of various types, but is also applicable
for use in outsourcing tender processes, and for the sourcing of commodity
items used within a business. The actual depth to which the sourcing process
is used is dependent on such factors as the value of the sourced items. Note
that these processes can also be used for the negotiated agreements
between the enterprise and its competitors as a part of regulated inter-carrier
agreements. While tender processes are not used in such a case, the
processes for determining appropriate commercial arrangements and for

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page44 of 257
Enhanced Telecom Operations Map®, (eTOM)

gaining enterprise agreement are used for these regulated and competitive
activities.

SIP 4-3 Supply Chain Development & Change Management (SCD&M - PLM)

Process Identifier: 1.P.4.3

Brief Description: Support the development of a supply chain, to support


S/P product catalogue extension or modification.

Supply Chain Development & Change Management processes support the


development of a supply chain, to support service catalogue extension or
modification. New suppliers may be required to broaden the services a
service provider offers its customers, to improve performance, for outsourcing
and out-tasking requirements, etc. In addition, these processes drive
automation and change management for the supply chain: e.g. new/modified
processes and IT applications may be needed so that Mobile Number
Portability for Third-generation Mobiles can be offered. Supply Chain
Development & Change Management processes manage the on-going
commercial arrangements and processes between the enterprise and the
selected supplier/partner, and manage the periodic agreement on
specifications for deliverables within the context of the negotiated commercial
agreement.

These processes recognize that the initial commercial arrangements may


need to be varied over the course of the commercial agreement and manage
the processes, which deliver this commercial variation. These processes also
manage regular agreement between the enterprise and the supplier/partner
on S/P product deliverables, their specification, pricing and delivery timetable.

In addition the end-end commercial, delivery and operational processes


between the enterprise and supplier/partner need to be monitored, reviewed
and changed to improve their effectiveness.

These processes particularly apply when the commercial arrangements


between the two parties exist over an extended period, and the commercial
agreement allows for the on-going specification of deliverables within the
period of the commercial agreement. Shorter-term commercial agreements
are unlikely to require the comprehensive level of commercial administration
that these processes bring (but note that S/PRM Support & Readiness
processes may have a role in this case.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page45 of 257
Enhanced Telecom Operations Map®, (eTOM)

Part 3 Enterprise Management Processes Level


2 Process Decomposition

The TM Forum does not at this stage intend to completely develop Level 3
and further process decompositions and flows for all Enterprise Management
Level 2 processes. The Enterprise Management processes tend to be
generic in the sense that they are applicable to all enterprises and cross-
industry models may become available which can be used. However, in
some cases the eTOM working team is able to provide Level 3
decompositions based on the knowledge contained within information and
communications service providers’ organizations.

Chapter 1 EM- Strategic &


Enterprise Planning (S&EP)
Processes

Process Identifier: 1.E.1

The Strategic & Enterprise Planning process grouping focuses on the


processes required to develop the strategies and plans for the service
provider enterprise. This process grouping includes the discipline of Strategic
Planning that determines the business and focus of the enterprise, including
which markets 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 for the enterprise is also a key process within this process
grouping. The Enterprise Architecture Management process directs IT across
the enterprise, provides IT guidelines and policies, funding approval, etc.
(note that IT development and management processes are managed within
the Resource Development & Management horizontal functional process
grouping).

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page46 of 257
Enhanced Telecom Operations Map®, (eTOM)

Strategic &
Enterprise
Planning

Strategic Business Enterprise


Planning Architecture
Management

Business Gr oup Enterprise


Dev elopment Management

Figure 9: Strategic & Enterprise Planning decomposition into level 2 processes

EM 1-1- Strategic Business Planning (S&EP- EM)

Process Identifier: 1.E.1.1

Brief description: Provide strategic business direction to the enterprise.

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.

EM 1-2- Business Development (S&EP- EM)

Process Identifier: 1.E.1.2

Brief description: Broaden the scope of the enterprise activities through


expansion, or sharpening of the enterprise’s focus through divestment or
outsourcing of non-critical activities.

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

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page47 of 257
Enhanced Telecom Operations Map®, (eTOM)

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.

EM 1-3- Enterprise Architecture Management (S&EP- EM)

Process Identifier: 1.E.1.3

Brief description: Define, develop, manage and maintain the enterprise


architecture.

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 meta-
models to be used to capture architecture details, and manage and
administer the capture processes.

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.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page48 of 257
Enhanced Telecom Operations Map®, (eTOM)

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.

EM 1-4- Group Enterprise Management (S&EP- EM)

Process Identifier: 1.E.1.4

Brief description: Plan and manage coordination across business units


within the enterprise, and between the enterprise and its subsidiaries.

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 cross-
subsidies, investment for business development; and planning, execution and
management of existing and new business activities.

Chapter 2 EM- Enterprise


Risk Management (ERM)
Processes

Process Identifier: 1.E.2

The Enterprise Risk Management process grouping focuses on assuring that


risks and threats to the enterprise value and/or reputation are identified, and
appropriate controls are in place to minimize or eliminate the identified risks.
The identified risks may be physical or logical/virtual. Successful risk
management ensures that the enterprise can support its mission critical
operations, processes, applications, communications in the face of a serious
incident, from security threats/violations and fraud attempts.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page49 of 257
Enhanced Telecom Operations Map®, (eTOM)

The Enterprise Risk Management processes deal with issues surrounding


business continuity, security and fraud. Where those risks can be managed
within the context of the enterprise they are managed. However there are
some risks, which are outside of the ability of the enterprise to reduce. In
those circumstances external insurance can give some comfort to the
enterprise, and so the area of insurance management is a key element.

A key aspect of risk management is an independent assessment that the


identified controls are in place and working effectively. This independent
assessment is provided by the Audit Management processes.

In many enterprises the area of credit management can be incorporated


within the Enterprise Risk Management processes. In the information and
communications technology industry, the issuing of credit and credit
assessment is intimately tied with the operational processes surrounding the
identification and management of customers. In the eTOM Business Process
Framework, credit management processes are therefore placed within the
CRM horizontal process grouping.

Enterprise Risk
Management

Business Security Fraud A udit Management Insurance


Continuity Management Management Management
Management

Figure 10: Enterprise Risk Management decomposition into level 2 processes

EM 2-1- Business Continuity Management (ERM - EM)

Process Identifier: 1.E.2.1

Brief description: 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

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 to 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

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page50 of 257
Enhanced Telecom Operations Map®, (eTOM)

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; and

• Business continuity management methodologies, which ensure


consistent application of business continuity management across the
enterprise.

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.

EM 2-2- Security Management (ERM - EM)

Process Identifier: 1.E.2.2

Brief description: Assess threats to the enterprise and provide capabilities


and controls to minimize the threats identified.

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 can be physical (e.g. break-ins or terrorist incident, inappropriate use of

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page51 of 257
Enhanced Telecom Operations Map®, (eTOM)

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.

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.

EM 2-3- Fraud Management (ERM- EM)

Process Identifier: 1.E.2.3

Brief Description: Define Fraud Management corporate policies, guidelines,


best practices and control procedures to be deployed to ensure fraud
minimization within the enterprise.

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

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page52 of 257
Enhanced Telecom Operations Map®, (eTOM)

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.

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.

EM 2-4- Audit Management (ERM- EM)

Process Identifier: 1.E.2.4

Brief Description: Provide assurance to senior management and the


enterprise Board that the enterprise processes and controls are effective and
conform to relevant adopted standards.

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 are responsible for the operations processes. However, the
assurance role of the processes 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

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page53 of 257
Enhanced Telecom Operations Map®, (eTOM)

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.

EM 2-5- Insurance Management (ERM- EM)

Process Identifier: 1.E.2.5

Brief description: Assess and manage the insurable risks within an


enterprise.

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.

Chapter 3 EM- Enterprise


Effectiveness Management,
(EEM) Processes

Process Identifier: 1.E.3

The Enterprise Effectiveness Management process grouping focuses on


defining and providing the tools, methodologies and training to ensure that the
enterprise processes and activities are managed and run efficiently and
effectively.

Any enterprise has a host of processes which are used to support the
business of the enterprise and its customers and suppliers. By necessity
these processes need to evolve and change over time. Process Management
& Support processes ensure that the enterprise has the capability to
undertake this process evolution.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page54 of 257
Enhanced Telecom Operations Map®, (eTOM)

Across an enterprise many activities occur to expand the capability of the


enterprise to deliver products, provide other facilities, deliver new processes,
etc. By the nature of the enterprise these activities are complex and require a
high degree of coordination, often across the enterprise. Program and project
management is a key competence of an enterprise, and the Program &
Project Management processes establish and maintain this core competence.

Ensuring that the enterprise is both effective and efficient requires that
activities undertaken are done correctly the first time. The Enterprise Quality
Planning & Support processes establish the quality framework to be
employed within the enterprise.

Effective management requires effective measurement, and the Enterprise


Performance Assessment processes provide the control framework for the
establishment and management of appropriate enterprise performance
measures.

Facilities Management & Support processes take care of environmental


aspects within the enterprise's workplace, making sure the workplace facilities
are adequate to guarantee an optimal performance of the employees.

Enterprise
Effectiveness
Management

Process Enterprise Quality Program & Project E nterprise Facilities


Management & Management Management P erformance Management &
S upport Assessment S upport

Figure 11: Enterprise Effectiveness Management decomposition into level 2 processes

EM 3-1- Process Management & Support (EEM - EM)

Process Identifier: 1.E.3.1

Brief Description: Define and manage enterprise process 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 re-
engineering 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

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page55 of 257
Enhanced Telecom Operations Map®, (eTOM)

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.

EM 3-2- Enterprise Quality Management (EEM - EM)

Process Identifier: 1.E.3.2

Brief description: Define the enterprise quality management policies and the
enterprise model for quality 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

EM 3-3- Program & Project Management (EEM – EM)

Process Identifier: 1.E.3.3

Brief description: Define and manage the program and project management
methodologies, skills and tools within the enterprise.

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 all projects within the enterprise, and provide documentation
templates and any project management tools required. The processes select
any tools required to support project and program management, using the

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page56 of 257
Enhanced Telecom Operations Map®, (eTOM)

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.

EM 3-4- Enterprise Performance Assessment (EEM – EM)

Process Identifier: 1.E.3.4

Brief Description: Check that the goals defined for the enterprise are on
track and being met.

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.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page57 of 257
Enhanced Telecom Operations Map®, (eTOM)

EM 3-5- Facilities Management & Support (EEM – EM)

Process Identifier: 1.E.3.5

Brief description: Take care of environmental aspects within the enterprise's


workplace.

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) Processes

Process Identifier: 1.E.4

The Knowledge and Research Management process grouping performs


knowledge management and research management within the enterprise
including evaluation of potential technology acquisitions.

Knowledge &
Research
Management

K nowledge Research Technology


Management Management S canning

Figure 12: Knowledge & Research Management decomposition into level 2 processes

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page58 of 257
Enhanced Telecom Operations Map®, (eTOM)

EM 4-1- Knowledge Management (KRM-EM)

Process Identifier: 1.E.4.1

Brief Description: Manage the tacit and explicit knowledge contained with
the enterprise.

Knowledge Management processes are responsible for managing the tacit


and explicit knowledge contained with the enterprise. This includes
establishing processes and capabilities to ensure that all staff have the
necessary knowledge available to them to be effective in their work, and to
ensure that knowledge captured through work activities is retained and made
available as required across the enterprise. Some examples of knowledge
management processes include processes associated with patent
management, Intellectual Property Rights management, standards for
information and information capture and storage, assigning and providing
direction for data stewardship, minimizing instances of the same data, etc.
Other processes examples include establishment of policies and managing
establishment of enterprise portals and intranet capabilities.

EM 4-2- Research Management (KRM - EM)

Process Identifier: 1.E.4.2

Brief description: The Research Management processes plan and prioritize


research and development activities within the enterprise.

The Research Management processes plan and prioritize research and


development activities within the enterprise. These processes identify and
evaluate the business value of R&D investment. These processes manage
the commitment of financial and other resources to the pursuit of areas of
R&D, and management of R&D programs and ongoing assessment of their
value and priority. These processes cooperate with Technology Acquisition
for corporate-level decisions on “make vs. buy” concerning internal or external
Research & Development investment.

EM 4-3- Technology Scanning (KRM - EM)

Process Identifier: 1.E.4.3

Brief Description: Perform scanning and initial assessment of emerging


technology from external sources for the enterprise.

Technology Scanning processes perform scanning and initial assessment of


emerging technology from external sources for the enterprise. This includes

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page59 of 257
Enhanced Telecom Operations Map®, (eTOM)

identification and evaluation of potential technologies, and sources of


technologies, and comparison with the “in-house” research capabilities. It also
includes determining the business value of potential technology acquisitions,
and provides an initial assessment of any financial or other commitments to
actually acquire specific technologies where this is appropriate.

These processes cooperates with Research Management processes for


corporate-level decisions on “internally develop vs. buy” concerning emerging
technology, by providing expert assessment assistance in making the
decision. Any sourcing of the proposed technology is delivered through the
Supply Chain Capability Delivery processes

Chapter 5 EM- Financial &


Asset Management (F&AM)
Processes

Process Identifier: 1.E.5

The Financial & Asset Management (F&AM) process grouping focuses on


managing the finances 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. Financial Management processes collect data, report and
analyze the results of the enterprise. They are accountable for overall
management of the enterprise income statement. Asset Management
processes set asset policies, track assets and manage the overall corporate
balance sheet.

Financial & Asset


Management

Financial Asset P rocurement


Management Management Management

Figure 13: Financial & Asset Management decomposition into level 2 processes

EM 5-1- Financial Management (F&AM - EM)

Process Identifier: 1.E.5.1

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page60 of 257
Enhanced Telecom Operations Map®, (eTOM)

Brief Description: Manage the financial management aspects of the


enterprise.

Financial Management processes manage the financial aspects of the


enterprise such as Treasury, Banking, Payroll, Financial Planning,and
Accounting Operations functions, e.g., Accounts Receivable and Payable.
These processes are accountable for the financial health of the enterprise,
managing cash flow, etc.

EM 5-2- Asset Management (F&AM - EM)

Process Identifier: 1.E.5.2

Brief Description: Manage all financial and policy aspects of the physical
assets of the enterprise

Asset Management processes manage all financial and policy aspects of the
physical assets of the enterprise (corporate real-estate, fleets, infrastructure,
stocks, consumables, etc.); they set asset management policies, track assets
using physical asset recording systems and manage the overall corporate
balance sheet.

For each managed corporate asset, these processes plan for future needs
and coordinate with the Supply Chain Development & Management
processes for all aspects related to purchasing.

EM 5-3- Procurement Management (F&AM - EM)

Process Identifier: 1.E.5.3

Brief Description: Define corporate procurement and logistics policies and


rules, for all purchases, warehousing, transport, stock level management and
physical resource distribution, and supervise their application.

Procurement Management processes define corporate procurement and


logistics policies and rules, for all purchases, warehousing, transport and
physical resource distribution, and supervise their application. These
processes manage and control the acceptance of goods from suppliers and
any transport arrangements to deliver the goods to either warehouses or site.
They define the warehousing structure (centralized and/or distributed) and the
associated management policies to be applied to purchased goods. The
logistics/transport processes develop policies related to transport of
purchased material to warehousing, to site, etc. The stock/inventory
management processes, in conjunction with Asset Management processes
which provide the inventory information resource, develop corporate policies
relating to locations of, and levels of, stock/inventory holdings.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page61 of 257
Enhanced Telecom Operations Map®, (eTOM)

Chapter 6 EM- Stakeholder &


External Relations
Management (S&ER)
Processes

Process Identifier: 1.E.6

The Stakeholder & External Relations Management processes grouping


focus on managing the enterprise's relationship with stakeholders and outside
entities. Stakeholders include shareholders, employee organizations, etc.
Outside entities include regulators and local community. Some of the
processes within this grouping are Shareholder Relations, External
Affairs,and Public Relations.

Stakeholder &
External
Relations
Managem ent

Corporate Shareholder Legal


Communications & Relations Management
Image Management
Management

Community Regulatory Board &


Relations Management Shares/Securities
Management Management

Figure 14: Stakeholder & External Relations Management decomposition into level 2
processes

EM 6-1- Corporate Communications & Image Management (S&ER - EM)

Process Identifier: 1.E.6.1

Brief description: Communicate the required messages to the market and


industry about the overall enterprise, and handle enquiries and other
interactions with the mass media.

Corporate Communications & Image Management processes are responsible


for communicating the required messages to the market and industry about
the overall enterprise. These include promotion of the desired corporate
image for the enterprise and its general business and products. Areas such

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page62 of 257
Enhanced Telecom Operations Map®, (eTOM)

as sponsorship, corporate-level advertising and general contact with industry


bodies, and government and regulatory agencies, are addressed here. These
processes also assign spokespeople for marketing topics and any corporate
issues, develop specific messages for topics of concern to the enterprise,
manage message release approval, manage media interactions with
spokespeople, and monitor market reaction to messages and implement any
necessary changes or adaptations.

EM 6-2- Community Relations Management (S&ER - EM)

Process Identifier: 1.E.6.2

Brief description: Ensure the enterprise’s position within the community, or


communities, within which it operates.

Community Relations Management processes are responsible for ensuring


the enterprise’s position within the community, or communities, within which it
operates. This includes local activities with, and financial and other support
for, schools, libraries, hospitals, emergency services, etc; concern for the
immediate environment; visibility at local events; etc. This area also
communicates the desired messages about the enterprise to the community
that the enterprise operates within, as well as to employees from a global
enterprise standpoint. These processes also handle contact with customer
interest groups and customer representatives, as well as dealing with public
relations and community relations contacts made to the enterprise. These
processes also influence the privacy policy for the enterprise.

EM 6-3- Shareholder Relations Management (S&ER - EM)

Process Identifier: 1.E.6.3

Brief description: Manage the relationship between the enterprise and its
shareholders.

Shareholder Relations Management processes manage the relationship


between the enterprise and its shareholders, consistent with all business,
financial, legal, and regulatory requirements. This includes incoming and
outgoing communication with shareholders.

Also included in these processes are the management and administration of


employee share and/or option plans. Note that the structure and level of
employee share and/or option plans is determined within the HR Policies and
Practices processes.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page63 of 257
Enhanced Telecom Operations Map®, (eTOM)

EM 6-4- Regulatory Management (S&ER - EM)

Process Identifier: 1.E.6.4

Brief description: Ensure that the enterprise complies with all existing
government regulations

Regulatory Management processes ensure that the enterprise complies with


all existing government regulations. Additionally, this process is responsible
for legally influencing pending regulations and statutes for the benefit of the
enterprise and to inform the enterprise of potential consequences of pending
legislation or regulations. In addition, these processes are responsible for tariff
filings as required.

EM 6-5- Legal Management (S&ER - EM)

Process Identifier: 1.E.6.5

Brief description: Ensure that the enterprise complies with all relevant legal
requirements.

Legal Management processes are responsible for ensuring that the


enterprise complies with all relevant legal requirements, including due
diligence. They are also responsible for carrying out legal requests within the
enterprise, supporting the enterprise by providing legal advice related to
business decisions, and proactively notifying the enterprise of relevant
changes or trends that can effect the legal environment that the enterprise
operates within. These processes deal with any legal action taken on behalf
of or against the enterprise.

EM 6-6- Board & Shares/Securities Management (S&ER - EM)

Process Identifier: 1.E.6.6

Brief description: Manage all activities associated with Board administration


and securities regulation.

The Board & Shares/Securities Management processes manage all activities


associated with Board administration and securities regulation. The Board
Management processes manage Board related activities, and communication
of Board decisions throughout the enterprise as required. Shares/Securities
Management manages all activities associated with securities/shares of the
enterprise and any securities/company regulations impacting on the
company, including the administration and management of continuous
disclosure/announcements to the securities exchange and/or

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page64 of 257
Enhanced Telecom Operations Map®, (eTOM)

securities/company regulator. These processes manage all activities


associated with modifying the capital/equity structure of the enterprise,
including all logistics functions associated with approaching the market for
capital/increased equity. These processes manage and administer the
enterprise’s share/stock registry.

Chapter 7 EM- Human


Resources Management
(HR) Processes

Process Identifier: 1.E.7

The Human Resources Management process grouping provides the human


resources infrastructure for the people resources that the enterprise uses to
fulfill its objectives.

For example, Human Resources Management processes provide salary


structures by level, coordinate performance appraisal and compensation
guidelines and set policies in relation to people management, employee
benefit programs, etc.

Moreover it supports the definition of the organization of the enterprise and


coordinates its reorganizations.

Note that Human Resources 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.

Human
Re sources
Management

HR Policies & Organization W orkforce Strategy W orkforce Employee & Labor


Practices Development Development Relations
Management

Figure 15: Human Resources Management decomposition into level 2 processes

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page65 of 257
Enhanced Telecom Operations Map®, (eTOM)

EM 7-1- HR Policies & Practices (HR - EM)

Process Identifier: 1.E.7.1

Brief description: Support people management throughout the enterprise.

HR Policies & Practices include the processes that support people


management throughout the enterprise, e.g., performance appraisal,
remuneration policies, remuneration levels, allowances, benefits,
occupational health and safety, equal employment opportunity, compensation
guidelines, code of conduct, hiring and termination guidelines, employee
satisfaction measurement and management, etc.

EM 7-2- Organization Development (HR – EM)

Process Identifier: 1.E.7.2

Brief description: Support the definition of the organization of the enterprise


and coordinate its reorganizations.

Organization Development processes support the definition of the


organization of the enterprise and coordinate its reorganizations. These
processes can apply for the overall organization, can define the organization
of single business units, or at least can ensure coherency and/or guarantee
support to specific processes defining the organization of single business
units elsewhere within the enterprise.

EM 7-3- Workforce Strategy (HR - EM)

Process Identifier: 1.E.7.3

Brief description: Drives overall enterprise workforce strategies, including


their development and execution at the individual business unit level.

Workforce Strategy processes drives overall enterprise workforce strategies,


including their development and execution at the individual business unit
level. Workforce Strategy processes include understanding the requirements
of the business and defining the competencies and skills required of the
human resources. The processes define the requirements for competency
modeling, application of profiling, overall job design, approach to employee
satisfaction, etc. These processes create the strategies needed to ensure that
the correct type, quantity and quality of employees will be available in right
locations for future business. These processes, working with all areas of the
enterprise, determine the changes required in the enterprise’s workforce and
the strategies required to make the necessary changes.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page66 of 257
Enhanced Telecom Operations Map®, (eTOM)

EM 7-4- Workforce Development (HR - EM)

Process Identifier: 1.E.7.4

Brief description: Develop employees to meet the needs of the business.

Workforce Development processes focus on development of employees to


meet the needs of the business. These processes include competency
modeling, skills assessment, job and employee strength profiling, succession
planning, training development and delivery, career development, work
design, employee recruitment, etc. These processes support both the overall
enterprise and the needs of individual business units or functions.

EM 7-5- Employee & Labor Relations Management (HR - EM)

Process Identifier: 1.E.7.5

Brief description: Manage relationships with employees at an enterprise


and employee group level.

Employee & Labor Relations Management processes focus on relationships


with employees at an enterprise and employee group level. Labor Relations
processes include definition of terms of employment, labor contracts
development, union contract negotiations, arbitration management, etc.
Employee Relations processes cover a variety of processes, e.g., counseling
programs, interface to employee groups, employee involvement in the
community and charities in the name of the company, etc.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page67 of 257
Enhanced Telecom Operations Map®, (eTOM)

Part 4 Operations Level 3 Process


Decompositions

Chapter 1 OPS L3-


Customer Relationship
Management CRM
Processes

Process Identifier: 1.OFAB.1

This horizontal functional process grouping considers the fundamental


knowledge of customers 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. CRM also
includes the collection of customer information and its application to
personalize, customize and integrate delivery of service to a customer, as
well as to identify opportunities for increasing the value of the customer to the
enterprise.

CRM applies to both conventional retail customer interactions, as well as to


wholesale interactions, such as when an enterprise is selling to another
enterprise that is acting as the retailer.

CRM makes no distinction between manual or automated interactions with


customers, nor whether interactions are by paper, telephone, web-based
transactions or some other alternative arrangement.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page69 of 258
Enhanced Telecom Operations Map®, (eTOM)

Custom er
Relationship
Managem ent

Mar keting Billing &


CRM Support & Fulf illment Selling Or der Handling Collections
Readiness Response Management

Customer Interface Retention & Pr oblem Handling Customer


Management Loyalty QoS/SLA
Management

Figure 16: Customer Relationship Management decomposition into level 2 processes

OPS L3 1-1- CRM - Support & Readiness (CRM – OSR)

Process Identifier: 1.O.1.1

Brief description: CRM Support & Readiness processes manage classes of


products, ensuring that all CRM processes in Fulfillment, Assurance and
Billing are supported and able to manage interactions with customers
promptly and efficiently.

CRM Support &


Readiness

Support Customer Support Order Support Problem Support Billing & Support Retention
Interface Handling Handling Collections & Loyalty
Management

Support Marketing Support Selling Support Customer Manage Campaign


Fulfillment QoS/SLA

Figure 17: CRM Support & Readiness decomposition into level 3 processes

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page70 of 259
Enhanced Telecom Operations Map®, (eTOM)

1-1-1-OPS L3- Support Customer Interface Management (CRM – OSR)

Process Name Support Customer Interface Management

Process 1.O.1.1.1
Identifier

Brief Ensure that all information, materials, systems and resources


Description are available so that the Customer Interface Management
processes can operate effectively, when a contact with a
customer occurs.

Extended The purpose of these processes is to ensure that there is


Description capability (for example, information, materials, systems and
resource) so that the Customer Interface Management
processes can operate effectively when a contact with a
customer occurs. Examples are information on how to handle
unusual requests based on temporary situations, systems
needed to accept and track customer contacts, requests for
the provisioning of additional resources where it has been
identified that current levels will impact on timely contact
handling).
These processes are responsible for implementing generic
and specific changes to customer interfaces. This support
could be in updating agent scripts, IVR announcements, Web
pages, etc. Customer Interface Support processes keep up to
date all information concerning customers.

These processes undertake trend analysis on customer


contacts, e.g. type, frequency, duration, outcome.

1-1-2-OPS L3- Support Order Handling (CRM – OSR)

Process Name Support Order Handling

Process 1.O.1.1.2
Identifier

Brief Ensure that all information, materials, systems and resources


Description are available so that the Order Handling processes can
operate effectively when a request is received from a
customer

Extended The purpose of these processes is to ensure that there is


Description capability (for example information, materials, systems and
resources) so that the Order Handling processes can operate
effectively when a request is received from a customer.
Examples are information on how to process orders for

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page71 of 259
Enhanced Telecom Operations Map®, (eTOM)

specific products, information needed to carry out designs,


materials needed to confirm order requests, systems needed
to validate product and service availability, requests for the
provisioning of additional resources where it has been
identified that current levels will impact on timely order
completion.

These processes update product intervals, product pricing


and ordering codes, etc. They manage blocks of numbers
provided for assignment, updates for correct ordering, etc.

The processes undertake trend analysis on order handling,


such as time taken to complete an order, frequency and type
of problems involved, and cancelled orders.

1-1-3-OPS L3- Support Problem Handling (CRM – OSR)

Process Name Support Problem Handling

Process 1.O.1.1.3
Identifier

Brief Ensure capability to support the expected demand for the


Description Problem Handling processes so that they can respond to
customers effectively.

Extended The purpose of these processes is to ensure that there is


Description capability (for example, information, materials, systems and
resources) so that the Problem Handling processes can
operate effectively. These processes monitor new product
launches, environmental conditions, media coverage and
current problem trends, then redistribute existing capability or
enable new capability (people, facilities, infrastructure).

These processes undertake trend analysis on problem


handling, including type and frequency of problems occurring
and time taken to resolve.

1-1-4-OPS L3- Support Billing & Collections (CRM – OSR)

Process Name Support Billing & Collections

Process 1.O.1.1.4
Identifier

Brief Ensure that all information, materials, systems and resources


Description are available so that the Billing & Collections Management

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page72 of 259
Enhanced Telecom Operations Map®, (eTOM)

Description processes can be completed without delay

Extended The purpose of these processes is to make sure that there is


Description capability (for example, information, materials, systems and
resources) so that the Billing & Collections Management
processes can operate effectively. Examples are information
on how to respond to current billing issues being raised by
customers, materials needed to deliver bills to customers,
systems needed to create bills or analyze customer billing
concerns, requests for provisioning of additional resources
where it has been identified that current levels will impact on
timely bill preparation and billing complaint handling.

These processes undertake trend analysis on billing issues,


including queries, delays and complaints.

1-1-5-OPS L3- Support Retention & Loyalty (CRM – OSR)

Process Name Support Retention & Loyalty

Process 1.O.1.1.5
Identifier

Brief Ensure that all information, materials, systems and resources


Description are available so that the Retention & Loyalty processes can
be completed without delay, when a request is received from
a customer

Extended The purpose of these processes is to make sure that there is


Description capability (for example, information, materials, systems and
resources) so that the Retention & Loyalty processes can
operate effectively. Examples are information on current
requests for analysis and collection of customer profile
information, materials needed to analyze customer retention
and loyalty information, systems needed to analyze customer
retention and loyalty information, requests for the provisioning
of additional resources where it has been identified that
current levels will impact on timely retention and loyalty
information collection and delivery.

These processes undertake trend analysis on retention and


loyalty, including customer acquisitions and churn, and the
effectiveness of loyalty schemes.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page73 of 259
Enhanced Telecom Operations Map®, (eTOM)

1-1-6-OPS L3- Support Marketing Fulfillment (CRM – OSR)

Process Name Support Marketing Fulfillment

Process 1.O.1.1.6
Identifier

Brief Ensure that there is capability to support the expected


Description demand for the Marketing Fulfillment Response processes so
that they can operate effectively.

Extended The purpose of these processes is to ensure that there is


Description capability (for example, information, materials, systems and
resources) so that the Marketing Fulfillment Response
processes can operate effectively. These processes monitor
planned Product Launches and current Marketing Fulfillment
activity, then redistribute existing capability or enable new
capability (people, facilities, infrastructure).

These processes undertake trend analysis on marketing,


including problems occurring and launch effectiveness.

1-1-7-OPS L3- Support Selling (CRM – OSR)

Process Name Support Selling

Process 1.O.1.1.7
Identifier

Brief Ensure capability to support the expected demand for the


Description Selling processes so that they can respond to customers
according to agreed targets

Extended The purpose of these processes is to ensure that there is


Description capability (for example, information, materials, systems and
resources) to support the Selling processes so that they can
operate effectively. These processes monitor planned
Marketing Campaigns and current selling trends, then
redistribute existing capability or enable new capability
(people, facilities, infrastructure).

Support Selling processes deal with the administration of the


Selling processes and the effectiveness of the channels to
support new and existing products, as well as existing and
potential customers. The processes ensure the effectiveness
of the sales staff and channels both in terms of skill sets
available, but also in terms of demand forecasting and
management of utilization.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page74 of 259
Enhanced Telecom Operations Map®, (eTOM)

Support Selling works in concert with all other marketing


processes to determine the appropriate selling route or
channel, and the required selling method and mechanism for
specific market segments and channels, by product or
product family, e.g., face-to-face contact, telemarketing, etc.

The Support Selling processes manage the processes


associated with distribution of the enterprise’s products (but
they are, however, not responsible for day-to-day product
distribution and logistics of product shipping and supply).
Channels may be retail storefronts, e.g. a third-party retailer
or an enterprise’s own storefront, various web sites or ISPs,
B2B marketplaces or direct relationships with external parties,
distributors for that product family, etc.

These processes undertake trend analysis on selling,


including problems, successes, profit and loss.

1-1-8-OPS L3- Support Customer QoS/SLA (CRM – OSR)

Process Name Support Customer QoS/SLA

Process 1.O.1.1.8
Identifier

Brief Ensure capability to support the Customer QoS/SLA


Description Management processes to carry out monitoring and analysis
of customer service performance

Extended The purpose of these processes is to ensure that there is


Description capability (for example, information, materials, systems and
resources) so that the Support Customer QoS/SLA processes
can operate effectively. They carry out monitoring and longer-
term (for example trend) analysis of customer service
performance according to agreed targets, such as those
contained in customer SLAs. In order to maintain SLAs
agreed for products they redistribute existing capability or
enable new capability (people, facilities, infrastructure), and
can initiate other actions to improve product class quality.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page75 of 259
Enhanced Telecom Operations Map®, (eTOM)

1-1-9-OPS L3- Manage Campaign (CRM – OSR)

Process Name Manage Campaign

Process 1.O.1.1.9
Identifier

Brief Manage individual marketing campaigns developed by


Description Product Marketing Communications & Promotion processes

Extended Manage Campaign processes manage individual Marketing


Description Campaigns developed by Product Marketing
Communications & Promotion processes. These processes
monitor and undertake trend analysis on the effectiveness of
the campaigns, make modifications and report results.
Manage Campaign processes ensure that Marketing
Fulfillment Response is staffed, trained and equipped
appropriately to support the specific campaign, whether direct
mail, TV ad, etc.

OPS L3 1-2- Customer Interface Management (CRM - FAB)

Process Identifier: 1.FAB.1.2

Brief description: Managing all interfaces between the enterprise and


potential and existing customers.

Customer Interface
Management

Manage Contact Manage Request Analyze and Mediate & Orchestrate


( Including Self Report on Cus tomer Interactions
Service) Customer

Figure 18: Customer Interface Management decomposition into level 3 processes

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page76 of 259
Enhanced Telecom Operations Map®, (eTOM)

1-2-1-OPS L3- Manage Contact CRM - FAB)

Process Name Manage Contact

Process 1.FAB.1.2.1
Identifier

Brief Manage all contacts/requests between potential or existing


Description customers and the enterprise

Extended The purpose of this process is to manage all contacts


Description between potential or existing customers and the enterprise. It
deals with the identification of the contact, its development,
enhancement and update

1-2-2-OPS L3- Manage Request (Including Self Service) CRM - FAB)

Process Name Manage Request (Including Self Service)

Process 1. FAB.1.2.2
Identifier

Brief Manage all requests (inbound and outbound) made by


Description potential and existing customers

Extended The purpose of this process is to manage all requests


Description (inbound and outbound) made by potential and existing
customers. It receives the request and either enables its
originator to automatically fulfill it, or identifies and activates
the opportune process to accomplish the request; it manages
the status of the request and is able to provide status
information at any moment in which the request is active; it
formally closes the request when all related activities have
been terminated

1-2-3-OPS L3- Analyze and Report on Customer (CRM - FAB)

Process Name Analyze and Report on Customer

Process 1. FAB.1.2.3
Identifier

Brief Perform all necessary analysis on closed requests and on


Description customer contacts and generate related reports

Extended The purpose of this process is to perform all necessary

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page77 of 259
Enhanced Telecom Operations Map®, (eTOM)

Description analysis on closed (completed or unfulfilled) requests and on


customer contacts and it generates related reports, to be
utilized for process improvement activities, proactive
problems prevention, up-sell opportunities definition, etc.

1-2-4-OPS L3- Mediate & Orchestrate Customer Interactions (CRM - FAB)

Process Name Mediate & Orchestrate Customer Interactions

Process 1.FAB.1.2.4
Identifier

Brief Ensure that transaction message structure and interactions


Description conform to agreed, externally defined standards used by the
enterprise and its customers

Extended The purpose of the Mediate & Orchestrate Customer


Description Interactions is to ensure that transaction message structure
and interactions conform to agreed, externally defined
standards used by the enterprise and its customers.
Increasingly transactions with external parties (e.g. customers
using RosettaNet or Web Services standards) will need to
conform to message and data formats defined by third parties
or third party organizations. Based on the specific transaction
type and involved external party, this conformance will require
the identification of the necessary data formats to be sent
externally, and conversion of externally received messages
into the required internal enterprise formats. In addition,
interactions with external parties may require that messages
and transactions need to be undertaken with defined and
agreed orchestration for message exchange. The actual
agreement between the parties to use specific interaction
standards is part of the Support Customer Interface
Management and Support Selling L3s.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page78 of 259
Enhanced Telecom Operations Map®, (eTOM)

OPS L3 1-3- Marketing Fulfillment Response (CRM – F)

Process Identifier: 1.F.1.3

Brief description: Responsible for the issue and distribution of marketing


collateral directly to a customer and the subsequent tracking of resultant
leads.

Marketing Fulfillment
Response

Issue and distribute Track Leads


marketing collaterals

Figure 19: Marketing Fulfillment Response decomposition into level 3 processes

1-3-1-OPS L3- Issue and distribute marketing collaterals (CRM – F)

Process Name Issue and distribute marketing collaterals

Process 1.F.1.3.1
Identifier

Brief Issue and distribute marketing collateral (i.e., coupon,


Description premium, sample, toys, fliers, etc.) directly to a customer

Extended The purpose of this process is to handle the issuing and


Description distribution of marketing collateral to customer, in line with
marketing campaign needs. This can involve mailshots,
leafleting and displays at events, inserts in newspapers,
television and other media advertising and magazines, voice
and text messaging to individuals, and so on. Where
required, this process deals with customization of general
campaign material for individual regions or customer groups.
Direct marketing and sales through shop premises, in-store
franchises, etc are also included, and this process also
manages distribution of marketing collaterals to such outlets

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page79 of 259
Enhanced Telecom Operations Map®, (eTOM)

1-3-2-OPS L3- Track Leads (CRM – F)

Process Name Track Leads

Process 1.F.1.3.2
Identifier

Brief Track leads generated through marketing, or that arise in the


Description course of business

Extended The purpose of this process is to identify leads following on


Description from marketing campaign advertising, or those that arise
otherwise in the course of business and are collected here.
Leads are tracked, evaluated and notified to other processes
(e.g. Selling) for further action.

OPS L3 1-4- Selling (CRM – F)

Process Identifier: 1.F.1.4

Brief description: Responsible for managing prospective customers, for


qualifying and educating customers, and matching customer expectations

Selling

Manage Prospect Qualify and Negotiate Sales Acquire Customer Cross / Up Selling
Educate Customer Data

Figure 20: Selling decomposition into level 3 processes

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page80 of 259
Enhanced Telecom Operations Map®, (eTOM)

1-4-1-OPS L3- Manage Prospect (CRM – F)

Process Name Manage Prospect

Process 1.F.1.4.1
Identifier

Brief Match identified leads with the most appropriate products and
Description ensure that these prospects are handled appropriately

Extended The purpose of this process is to match identified leads with


Description the most appropriate products and ensure that these
prospects are handled appropriately. These prospects
represent a “pipeline” of potential sales, each of which is
expressed in terms of the probability of successful sales
closure and an estimate of the total attainable revenue. The
needs of each potential prospect are analyzed. Based on
these needs, potential solutions are identified from the
service provider’s product portfolio. Each prospect is tracked
through these processes and the outcome (win or loss) of
each prospect is reported. Prospects are assigned to the
appropriate sales channel.

1-4-2-OPS L3- Qualify and Educate Customer (CRM – F)

Process Name Qualify and Educate Customer

Process 1.F.1.4.2
Identifier

Brief Ensure that the business agreement between the customer


Description and service provider is based upon mutual understanding

Extended The purpose of this process is to ensure that the business


Description agreement between the customer and service provider is
based upon mutual understanding. The customer is qualified
in terms of any associated risk, and the amount of effort
required (e.g. response to a Request for Proposal [RFP]).
Alternative solutions may be developed and customized to
the specific customer’s requirements. The solution
alternatives must be available (e.g. capacity) or scheduled on
a product roadmap

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page81 of 259
Enhanced Telecom Operations Map®, (eTOM)

1-4-3-OPS L3- Negotiate Sales (CRM – F)

Process Name Negotiate Sales

Process 1.F.1.4.3
Identifier

Brief Close the sale with terms that are mutually agreeable to both
Description the customer and the service provider

Extended The purpose of this process is to close the sale with terms
Description that are mutually agreeable to both the customer and the
service provider. One specific solution is selected and its
details are described in a sales proposal. The sale is
concluded through negotiations of features, service levels,
pricing and discounts, resulting in a sign-off formal agreement
between the customer and service provider. The formal
agreement could include a purchase Order.

1-4-4-OPS L3- Acquire Customer Data (CRM – F)

Process Name Acquire Customer Data

Process 1.F.1.4.4
Identifier

Brief Record all pertinent customer data


Description

Extended The purpose of this process is to record all pertinent


Description customer data

1-4-5-OPS L3- Cross/Up Selling (CRM – F)

Process Name Cross/Up Selling

Process 1.F.1.4.5
Identifier

Brief Ensure that the value of the relationship between the


Description customer and service provider is maximized by selling
additional, or more of the existing, products.

Extended The purpose of this process is to ensure that the value of the
Description relationship between the customer and service provider is
maximized by selling additional, or more of the existing,

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page82 of 259
Enhanced Telecom Operations Map®, (eTOM)

products. The ongoing analysis of customer trends (e.g.


usage, problems, complaints) is used to identify when the
current offerings may no longer be appropriate for the
customer, or when the opportunity for a larger sale arises.
Based on the data collected, more appropriate offerings
should be recommended to the customer.

OPS L3 1-5- Order Handling (CRM – F)

Process Identifier: 1.F.1.5

Brief description: Responsible for accepting and issuing orders.

Order Handling

Determine Authorize Credit Validate Track Order & Complete Order


Preorder Customer Orders Manage Jeopardy
Feasibility

Figure 21 Order Handling decomposition into level 3 processes

1-5-1-OPS L3- Determine PreOrder Feasibility (CRM – F)

Process Name Determine PreOrder Feasibility

Process 1.F.1.5.1
Identifier

Brief Check the availability and/or the feasibility of providing non-


Description standard product(s) and/or special solutions on standard
product(s) to a customer

Extended The purpose of this process is to check the availability and/or


Description the feasibility of providing non-standard product(s) and/or
special solutions on standard product(s) to a customer.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page83 of 259
Enhanced Telecom Operations Map®, (eTOM)

1-5-2-OPS L3- Authorize Credit (CRM – F)

Process Name Authorize Credit

Process 1.F.1.5.2
Identifier

Brief Assess a customer’s credit worthiness in support of


Description managing customer risk and company exposure to bad debt

Extended The purpose of this process is to assess a customer’s credit


Description worthiness in support of managing customer risk and
company exposure to bad debt. This process is responsible
for initiating customer credit checks and for authorizing credit
and credit terms in accordance with established enterprise
risk and policy guidelines

1-5-3-OPS L3- Validate Customer Order (CRM – F)

Process Name Validate Customer Order

Process 1.F.1.5.3
Identifier

Brief Validate the Customer Order to make sure all information


Description needed for product provisioning is in place.

Extended The purpose of this process is to validate the Customer Order


Description to make sure all information needed for product provisioning
is in place and necessary information about the Customer
Order (for example, type of product, install address, special
requirements, etc.) is available to support subsequent
generation of associated Service Orders.

1-5-4-OPS L3- Track Order & Manage Jeopardy (CRM – F)

Process Name Track Order & Manage Jeopardy

Process 1.F.1.5.4
Identifier

Brief Track the status of the customer’s purchase/service request


Description order and ensure the order is being undertaken to meet the
agreed committed date

Extended The purpose of this process is to track the status of the

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page84 of 259
Enhanced Telecom Operations Map®, (eTOM)

Description customer’s purchase/service request order and ensure that


the procedures associated with the order are being
undertaken within the time required to meet the committed
date agreed with the customer. This process is responsible
for tracking a purchase/service request order after the order
commitment has been agreed with a customer. It initiates
mechanisms to check the progress of all components of the
order and to update the status as changes occur. It is also
responsible for initiating actions if the order completion plan is
in danger of not being kept and/or if the agreed order
completion date deviates from the date originally scheduled.
It terminates tracking the order when the order has been
completed or cancelled.

1-5-5-OPS L3- Complete Order (CRM – F)

Process Name Complete Order

Process 1.F.1.5.5
Identifier

Brief Manage customer information and interactions after customer


Description contracts or customer Service Orders have been finalized
and during the Order Completion phase

Extended The purpose of this process is to focus on customer


Description information and interactions after customer contracts or
customer Service Orders have been finalized and during the
Order Completion phase. The customer may want to initiate
changes, even after committing. The customer may
participate in commissioning or end-to-end testing and then
satisfactory delivery. The customer is trained in the
functionality and benefits of the solution. Validation of any
changes occurring after Contact/Order commitment may be
needed to ensure that post-sales Processes will start up
correctly.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page85 of 259
Enhanced Telecom Operations Map®, (eTOM)

OPS L3 1-6- Problem Handling (CRM – A)

Process Identifier: 1.A.1.6

Brief description: Responsible for receiving trouble reports from customers,


resolving them to the customer’s satisfaction and providing meaningful status
on repair and/or restoration activity to the customer.

Problem Handling

Isolate Problem & Report Problem Track and Manage Close Problem
Initiate Resolution Problem

Figure 22: Problem Handling decomposition into level 3 processes

1-6-1-OPS L3- Isolate Problem & Initiate Resolution (CRM – A)

Process Name Isolate Problem & Initiate Resolution

Process 1.A.1.6.1
Identifier

Brief Receive & isolate problem, and initiate resolution actions


Description

Extended The purpose of this process is:


Description
• to register and analyze received trouble reports from
customer,

• to register received information about customers


impacted by service affecting problems, and reported
problem information

• to isolate the source / origin of the problem in order to

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page86 of 259
Enhanced Telecom Operations Map®, (eTOM)

determine what actions have to be taken,

and to initiate the resolution of the problem

1-6-2-OPS L3- Report Problem (CRM – A)

Process Name Report Problem

Process 1.A.1.6.2
Identifier

Brief Generate and manage all reports related to problems that will
Description be issued to the customer and/or to other processes

Extended The purpose of this process is to generate and manage all


Description reports related to problems that will be issued to the customer
and/or to other processes

1-6-3-OPS L3- Track and Manage Problem (CRM – A)

Process Name Track and Manage Problem

Process 1.A.1.6.3
Identifier

Brief Track and manage the evolution of the problem during its
Description lifecycle

Extended The purpose of this process is to track and manage the


Description evolution of the problem during its lifecycle.

The process can pro-actively or passively obtain information


about a problem state, get its attributes or obtain its archived
form after its closure. Moreover, the process is responsible
for the management of the escalation of the problem, if
jeopardy status occurs.

1-6-4-OPS L3- Close Problem (CRM – A)

Process Name Close Problem

Process 1.A.1.6.4
Identifier

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page87 of 259
Enhanced Telecom Operations Map®, (eTOM)

Brief Ensure that a problem affecting the customer is solved


Description

Extended The purpose of this process is to ensure that a problem


Description affecting the customer is solved, that possibly the customer is
contacted to inquire about the customer’s satisfaction with
resolution of the problem and to agree to correct reporting on
SLA / QoS violations

OPS L3 1-7- Customer QoS/SLA Management (CRM – A)

Process Identifier: 1.A.1.7

Brief description: Monitoring, managing and reporting of delivered vs.


contractual Quality of Service (QoS), as defined in the enterprise’s service
descriptions, customer contracts or product catalogue.

Customer QoS/SLA
Management

Assess Customer Manage QoS/SLA Manage Reporting


QoS/SLA Violation
Performance

Figure 23: Customer QoS/SLA Management decomposition into level 3 processes

1-7-1-OPS L3- Assess Customer QoS Performance (CRM – A)

Process Name Assess Customer QoS/SLA Performance

Process 1.A.1.7.1
Identifier

Brief Manage the overall customer QoS/SLA performance to


Description ensure contractual obligations are being met

Extended The purpose of these processes is to manage the overall

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page88 of 259
Enhanced Telecom Operations Map®, (eTOM)

Description customer QoS/SLA performance. These processes are


responsible for ensuring that the QoS received by the
customer meets the contractual obligations agreed with the
customer. They check that the QoS data that they receive
from other processes and entities meets the required QoS
thresholds and they alert other processes and entities if this is
not the case. They are responsible for maintaining an
overview of the customer’s product quality, and for carrying
out performance reviews with the customer, as well as for
undertaking any preparatory and/or follow-up steps with other
processes/entities in conjunction with such reviews

1-7-2-OPS L3- Manage QoS/SLA Violation (CRM – A)

Process Name Manage QoS/SLA Violation

Process 1.A.1.7.2
Identifier

Brief Ensure that the customer and the relevant internal processes
Description are informed of service quality degradations and violations
and that action is undertaken to resolve the degradation or
violation

Extended The purpose of these processes is to ensure that the


Description customer and the relevant internal processes are informed of
service quality degradations and violations and that action is
undertaken to resolve the degradation or violation. They
analyze all the information related to a QoS/SLA degradation
or violation and take the appropriate actions when a soft
threshold is crossed or the agreed QoS is violated. They
follow up the actions to ensure that the customer is satisfied
with the resolution of the problem. They ensure that the
customer is informed of any planned maintenance or other
scheduled events likely to impact delivery of the customer’s
service.

1-7-3-OPS L3- Manage Reporting (CRM – A)

Process Name Manage Reporting

Process 1.A.1.7.3
Identifier

Brief Report on the customer’s QoS/SLA performance


Description

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page89 of 259
Enhanced Telecom Operations Map®, (eTOM)

Extended The purpose of these processes is to report on the


Description customer’s QoS/SLA performance, to manage the production
and presentation of reports to the customer on service levels
in the form and at the times agreed with the customer, to
prepare reports for internal processes and to respond to
specific inquiries on the performance of the customer service.

OPS L3 1-8- Billing & Collections Management (CRM – B)

Process Identifier: 1.B.1.8

Brief description: Ensure that enterprise revenue is billed and collected.

Billing & Collections


Management

Manage Customer Apply Pricing, Create & Deliver Manage Customer Manage Collectio
Bill Inquiries Discounting & Bill Billing
Rebate

Figure 24: Billing & Collections Management decomposition into level 3 processes

1-8-1-OPS L3- Manage Customer Bill Inquiries (CRM – B)

Process Name Manage Customer Bill Inquiries

Process 1.B.1.8.1
Identifier

Brief Ensure the timely and effective fulfillment of all customer bill
Description inquiries and the resolution of customer / Service Provider
billing issues

Extended The purpose of this process is to ensure the timely and


Description effective fulfillment of all customer bill inquiries and the
resolution of customer/Service Provider billing issues. This
process is responsible for managing customer interaction as
it relates to a customer’s billing relationship to a Service
Provider. This includes fulfilling inquiries against the

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page90 of 259
Enhanced Telecom Operations Map®, (eTOM)

customer’s billing account(s), handling disputes from the


customer with regards to its billing records and resolving
billing disputes between the customer and Service Provider.
This process can be viewed via traditional means, with a
service representative managing the customer or via e-
business means. In the latter case, inquiries, issues and
communication of resolution would be handled via electronic
media without the intervention of a representative.

1-8-2-OPS L3- Apply Pricing, Discounting & Rebate (CRM – B)

Process Name Apply Pricing, Discounting & Rebate

Process 1.B.1.8.2
Identifier

Brief Ensure that the customer receives an invoice that is reflective


Description of all the billable events delivered by the Service Provider as
per the business relationship between the customer and the
Service Provider

Extended The purpose of this process is to ensure that the customer


Description receives an invoice that is reflective of all the billable events
delivered by the Service Provider as per the business
relationship between the customer and the Service Provider.
In addition, it ensures that the appropriate taxes, rebates (i.e.
missed customer commitments) and credits are applied to the
customer’s invoice(s). This process contains the account and
customer specific pricing, charges, discounting, credits and
taxation for services delivered to the customer by the Service
Provider. It accepts events that have been collected,
translated, correlated, assembled, guided and service rated.
It takes these events and determines the account or customer
specific pricing, charges, discounts, and taxation that should
be delivered to the invoice(s) for the customer. This process
can occur in real-time as events are service rated, or can be
on a scheduled on a periodic basis at the Service Provider’s
discretion.

1-8-3-OPS L3- Create & Deliver Bill (CRM – B)

Process Name Create & Deliver Bill

Process 1.B.1.8.3
Identifier

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page91 of 259
Enhanced Telecom Operations Map®, (eTOM)

Brief Production of a timely and accurate invoice reflective of the


Description charges for services delivered to the customer by the Service
Provider and respective trading partners

Extended The primary purpose of this process is the production of a


Description timely and accurate invoice reflective of the charges for
services delivered to the customer by the Service Provider
and respective trading partners. This process contains the
invoicing components of the Service Provider’s business.
This includes the design and development of the Service
Provider’s invoicing process, the rendering of an invoice, the
delivery of an invoice to customers and the processes that
verify invoice quality prior to customer distribution. The flow of
this process can be viewed as an extension of the company’s
e-business strategy. In this case, the Service Provider would
render an invoice electronically, via the Internet for example,
and potentially trigger a payment from the customer’s credit
card electronically.

Furthermore, this process provides specifications for the


formatting of invoices in different ways and to achieve
different publishing possibilities and supports the creation of
different invoice formats for different publication media

1-8-4-OPS L3- Manage Customer Billing (CRM – B)

Process Name Manage Customer Billing

Process 1.B.1.8.4
Identifier

Brief Ensure effective management of the customer’s billing


Description account

Extended The primary purpose of this process pertains to effective


Description management of the customer’s billing account as it relates to
the products purchased and consumed throughout the
appropriate billing cycle. This process focuses on managing
changes to the customer’s billing account (such as change of
address, etc.) as well as managing the customer’s service
portfolio, such as ensuring that the correct products are
assigned to the customer’s account for accurate billing.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page92 of 259
Enhanced Telecom Operations Map®, (eTOM)

1-8-5-OPS L3- Manage Collection (CRM – B)

Process Name Manage Collection

Process 1.B.1.8.5
Identifier

Brief Collect payments made by the customer and match to


Description invoices

Extended The purpose of this process is to collect payments made by


Description the customer. Furthermore this process is meant to match
these payments with the services/invoices delivered to this
customer. This process is also meant to manage the amount
due from the customer, i.e. check whether the payments are
made in time. If not so, this might result in putting the
customer on hold.

OPS L3 1-9- Retention & Loyalty (CRM – FAB)

Process Identifier: 1.FAB.1.9

Brief description: Manage all functionalities related to the retention of


acquired customers, and the use of loyalty schemes in the potential
acquisition of customers.

Retention & Loyalty

Establish & Build Customer Analyse and Personalize Validate Customer


Terminate Customer Insight Manage Customer Customer Profile for Satisfaction
Relationship Risk Retention & Loyalty

Figure 25: Retention and Loyalty decomposition into level 3 processes

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page93 of 259
Enhanced Telecom Operations Map®, (eTOM)

1-9-1-OPS L3- Establish & Terminate Customer Relationship (CRM – FAB)

Process Name Establish & Terminate Customer Relationship

Process 1.FAB.1.9.1
Identifier

Brief Verify the customer identity, manage the customer identity


Description across the Enterprise, and manage termination as
appropriate

Extended The purpose of this process is to verify that the customer is


Description who they claim they are. To ensure only one customer
identity exists across the Enterprise, which can be referenced
across the whole Enterprise and allows the customer to
quickly and easily identify himself. The customer relationship
is terminated only if actually appropriate, the wishes of the
customer are complied with where possible, records are kept
in case the relationship with the customer is re-established,
legal and ethical requirements for customer information are
complied with. Before establishing an identity for a new
customer it is essential to check that the customer does not
already have an Identity with the Enterprise. Establish and
verify the Identity, issue a unique Identifier and Authentication
information

Significant customer life-stage events or business decisions


by the Service Provider cause one or both parties to
terminate the relationship. The need for complete termination
of relationships needs to be differentiated from just
terminating all services. The principles behind this include the
Service Provider ending a relationship only if the customer
ceases to exist, or the customer is fraudulent, the Enterprise
decides that it no longer wishes to do business with the
customer

This process is also used to ‘clean-up’ duplicates of customer


identifying information that may exist within the organization

Profile and preference information for terminated customer


relationships is archived if acceptable to the customer. All
relevant parties are informed of the ended relationship. Other
processes are triggered to dismantle the customer solution
and servicing arrangements as necessary

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page94 of 259
Enhanced Telecom Operations Map®, (eTOM)

1-9-2-OPS L3- Build Customer Insight (CRM – FAB)

Process Name Build Customer Insight

Process 1.FAB.1.9.2
Identifier

Brief Ensure that Service Provider and the customer feel confident
Description that the relationship is founded on up-to-date, accurate and
legally compliant information

Extended The purpose of this process is to ensure that Service Provider


Description and the customer feel confident that the relationship is
founded on up-to-date, accurate and legally compliant
information. The Service Provider will incorporate into the
customer profile, all relevant information gathered through all
contacts with the customer (usage pattern, demographics, life
stage, household, community of interest, business direction).
Customer and market information from other sources may be
gathered, which will build a better understanding of the
customer. Customer Information must be made available to
any process that needs to access it. This customer
information will be used to continually refine the means and
style of interaction, and the solution sets and customer
experience offered.

1-9-3-OPS L3- Analyze and Manage Customer Risk (CRM – FAB)

Process Name Analyze and Manage Customer Risk

Process 1.FAB.1.9.3
Identifier

Brief Ensure that a consistent customer risk assessment is used


Description across the Enterprise and ensure that risk analysis is based
on information collected from all processes.

Extended The purpose of this process is to ensure that risk analysis is


Description based on information collected from all processes and that
consistent risk assessment is used across the Enterprise. Its
purpose is also to track and improve Operations, target and
win the right customers, and improve Sales Conversion rate.
It determines the credit risk, fraud risk, influence risk, and
churn risk. It identifies treatments to manage these risks and
focuses on using customer information.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page95 of 259
Enhanced Telecom Operations Map®, (eTOM)

1-9-4-OPS L3- Personalize Customer Profile for Retention & Loyalty (CRM – FAB)

Process Name Personalize Customer Profile for Retention & Loyalty

Process 1.FAB.1.9.4
Identifier

Brief Provide the personalization opportunities for customers that


Description will encourage them not to switch to another Service Provider

Extended The purpose of this process is to provide the personalization


Description opportunities for customers that will encourage them not to
switch to another Service Provider. Personalization allows
delivery of services that more closely match the customer’s
need. Collection of Personalization Information also
discourages switching since the customer would have to build
up the same Personalized experience with the next Service
Provider.

• Business Planning is essential to allow the Service


Provider to match the customer’s future retention
needs and potential acquisition needs, rather than
just continuing with today’s known needs.

• Loyalty schemes allow tangible benefits to be


offered to good customers in a mass-market.

• The process aims to ensure that all information is


gathered and used to make the best decisions to
retain those customers the Service Provider wants
to retain, heighten satisfaction and maintain
profitability.

This process provides a source of data for performing loyalty


and retention marketing campaigns, for retaining existing
customers, promoting customer loyalty, winning back
customers who have left. It utilizes predictive modeling
software to analyze an account, and to return relevant scores,
such as: churn score, up-sell score, cross-sell score, bad
debt score and customer lifetime value score. Moreover it
utilizes scores for customer analysis and marketing campaign
purposes.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page96 of 259
Enhanced Telecom Operations Map®, (eTOM)

1-9-5-OPS L3- Validate Customer Satisfaction (CRM – FAB)

Process Name Validate Customer Satisfaction

Process 1.FAB.1.9.5
Identifier

Brief Validate that predicted/expected value is delivered by the


Description solution and initialize the after-sales processes (billing and
assurance)

Extended The purpose of this process is to validate that


Description predicted/expected value is delivered by the solution and that
the after-sales processes (billing and assurance) are
initialized. It validates that the customer is capable of realizing
maximum value from the operation or use of the solution and
that intense Provider involvement is no longer needed to
manage the solution.

This process ensures that the customer is satisfied that the


solution that was actually delivered meets original or updated
expectations and agreements and that the solution is
operable by the customer.

Chapter 2 OPS L3- Service


Management & Operations
(SM&O) Processes

Process Identifier: 1.OFAB.2

This horizontal functional process grouping focuses on the knowledge of


services (Access, Connectivity, Content, etc.) and includes all functionalities
necessary for the management and operations of communications and
information services required by or proposed to customers. The focus is on
service delivery and management as opposed to the management of the
underlying network and information technology. Some of the functions involve
short-term service capacity planning for a service instance, the application of
a service design to specific customers or managing service improvement
initiatives. These functions are closely connected with the day-to-day
customer experience.

The processes in this horizontal functional process grouping are accountable


to meet, at a minimum, targets set for Service Quality, including process
performance and customer satisfaction at a service level, as well as Service
Cost.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page97 of 259
Enhanced Telecom Operations Map®, (eTOM)

The eTOM framework differentiates day-to-day operations and support from


planning and development and other strategy and lifecycle processes. This
better depicts the structure of an enterprise, especially in an ebusiness era.

Service
Management &
Operations

SM&O Support & Service Service Problem Service Quality Service & Spe
Readiness Configuration & Management Management Instance Ratin
Activation

Figure 26: Service Management & Operations decomposition into level 2 processes

OPS L3 2-1- SM&O Support & Readiness (SM&O – OSR)

Process Identifier: 1.O.2.1

Brief description: Manage classes of services ensuring that the appropriate


capability is available and ready to instantiate and manage service instances.

SM&O Support &


Readiness

Manage Service Enable Service Support Service Enable Service Support Service &
Inventory Configuration & Problem Quality Specific Instance
Activation Management Management Rating

Figure 27: SM&O Support & Readiness decomposition into level 3 processes

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page98 of 260
Enhanced Telecom Operations Map®, (eTOM)

2-1-1-OPS L3- Manage Service Inventory (SM&O – OSR)

Process Name Manage Service Inventory

Process 1.O.2.1.1
Identifier

Brief Manage the administration of the enterprise’s service


Description inventory

Extended Manage service Inventory processes, which support all


Description SM&O and SD&M processes, manage the administration of
the enterprise’s service inventory, as embodied in the Service
Inventory Database.

These processes ensure the Service Inventory Database is


updated with currently deployed services, and they also
manage their association with resources, through interaction
with Manage Resource Inventory processes.

2-1-2-OPS L3- Enable Service Configuration & Activation (SM&O – OSR)

Process Name Enable Service Configuration & Activation

Process 1.O.2.1.2
Identifier

Brief Ensure that service capacity is available to the Service


Description Configuration & Activation processes for allocation to a
customer when an order arrives

Extended Enable Service Configuration & Activation processes ensure


Description that service capacity is available to the Service Configuration
& Activation processes for allocation to a customer when an
order or reconfiguration request arrives. They are responsible
for applying service capacity rules from Infrastructure
Lifecycle Management processes and ensuring the
availability of the resources required for configuring a service.
In order to maintain the satisfactory operation of the service
or to add service-specific capacity, these processes might
undertake reconfiguration activities or trigger the
Infrastructure Lifecycle Management processes in order to
create service capacity rules

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page99 of 260
Enhanced Telecom Operations Map®, (eTOM)

2-1-3-OPS L3- Support Service Problem Management (SM&O – OSR)

Process Name Support Service Problem Management

Process 1.O.2.1.3
Identifier

Brief Ensure that the availability of service classes is maintained in


Description order to prevent customers from being affected by service
problems

Extended Support Service Problem Management processes ensure that


Description the availability of service classes is maintained in order to
prevent customers from being affected by service problems.
They deal with statistical trouble analysis, maintenance
scheduling, chronic failure analysis, etc; and initiate corrective
actions.

2-1-4-OPS L3- Enable Service Quality Management (SM&O – OSR)

Process Name Enable Service Quality Management

Process 1.O.2.1.4
Identifier

Brief Ensure that a specific service class is performing according to


Description specific quality requirements

Extended Enable Service Quality Management processes ensure that a


Description specific service class is performing according to specific
quality requirements. They support Service Quality
Management by monitoring and maintaining service classes
proactively according to key service quality indicators,
whether technical, time, economic or process related. The
objective of these processes is to maintain over time the
quality of the different service classes. Therefore, they
provide a longer-term analysis of service quality than the
analysis performed by, for example, Service Quality
Management.

Responsibilities of the Enable Service Quality Management


processes include, but are not limited to:

• Analyzing performance over time of service classes to


identify problems not recognizable directly in FAB
processes.

• Demand balancing in order to maintain service quality.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page100 of 260
Enhanced Telecom Operations Map®, (eTOM)

• Initializing appropriate actions to improve service class


quality where required.

The Enable Service Quality Management processes work


with basic information received from the Enable Resource
Performance Management and the Service Quality
Management processes, which have already undertaken
initial analysis.

2-1-5-OPS L3- Support Service & Specific Instance Rating (SM&O – OSR)

Process Name Support Service & Specific Instance Rating

Process 1.O.2.1.5
Identifier

Brief Ensure that rating and tariff information is maintained for each
Description service class, for use by Service & Specific Instance Rating

Extended Support Service & Specific Instance Rating processes ensure


Description that rating and tariff information is maintained for each service
class, for use by Service & Specific Instance Rating. They are
also responsible for the processing of this information related
to administration of the services

OPS L3 2-2- Service Configuration & Activation (SM&O – F)

Process Identifier: 1.F.2.2

Brief description: Responsible for the installation and configuration of the


service for customers, including the installation of customer premises
equipment.

Service
Configuration &
Activation

Design Solution Allocate Specific Track & Manage Implement & Test Service Activate Service
Resources to Work Orders Configure Service End-to-End
Services

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page101 of 260
Enhanced Telecom Operations Map®, (eTOM)

Figure 28: Service Configuration & Activation decomposition into level 3 processes

2-2-1-OPS L3- Design Solution (SM&O – F)

Process Name Design Solution

Process 1.F.2.2.1
Identifier

Brief Provide a system architecture which complies to a particular


Description customer requirement

Extended The purpose of the Design Solution processes is to provide a


Description system architecture which complies with a particular
customer requirement.

• Accept requests for solution design for a particular


customer product or service, including customer premises
equipment. Investigates suitability for operational
methods, resource assignments and pre-order feasibility.

• This is the first step in building technical resources,


functional and operational details of the service.

• Imply an implementation plan considering training and


maintenance needs, such as supporting with proper
parameter information the Service Quality Management
process.

• Consider current and future resources infrastructure, and


also expected solution results, budget, duration and risks.

• Assessed by a time schedule according with customer


requirements.

• Ensure service and provisioning efficiency.

• Check a rapid time-to-revenue on resource investment.

• Support with a detailed design to the Implement &


Configure Service process and the Allocate Specific
Resources to Services processes and provides
appropriate service quality parameters to be measured by
the Service Quality Management processes.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page102 of 260
Enhanced Telecom Operations Map®, (eTOM)

2-2-2-OPS L3- Allocate Specific Resources to Services (SM&O – F)

Process Name Allocate Specific Resources to Services

Process 1.F.2.2.2
Identifier

Brief Issue identifiers for new services and to manage identifier


Description pools for services

Extended The purpose of the Allocate Specific Resources to Services


Description processes is to issue identifiers for new services and to
manage identifier pools (blocks, ranges and sub netting) for
services (e.g. phone numbers, IP address, voice mailbox
number, etc.)

• The allocation of resources depends on SLA agreements


and resource infrastructure; information that is supported
through the Order Handling process into the Design
Solution processes.

• Establish communication with the Resource Provisioning


processes in order to request resource availability and
activation.

• Once resources have been allocated, communication will


also be established with the Track & Manage Work
Orders processes

2-2-3-OPS L3- Track & Manage Work Orders (SM&O – F)

Process Name Track & Manage Work Orders

Process 1.F.2.2.3
Identifier

Brief Launch all the operational tasks needed to fix each solution
Description requirement.

Extended The purpose of the Track & Manage Work Orders processes
Description is to launch all the operational tasks needed to fix each
solution requirement.

The information flow associated with these processes


includes the communication with the Supplier/Partner in order
to accept requests for service configuration, service
configuration changes, and/or for additional resource
capacity.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page103 of 260
Enhanced Telecom Operations Map®, (eTOM)

• Co-ordinate the different internal and external activities.

• Maintain the efficiency between tasks to preserve the


scheduled plans.

• Control the internal and external work orders information


feedback.

• Act as a trigger for network orders with the supplied


information.

• Interact with the S/P Relationship Management


processes.

• Notify the Implement & Configure Service processes once


the orders are completed.

2-2-4-OPS L3- Implement & Configure Service (SM&O – F)

Process Name Implement & Configure Service

Process 1.F.2.2.4
Identifier

Brief Deliver a final configuration, which is optimal for customer


Description service requirements

Extended The purpose of the Implement & Configure Service processes


Description is to deliver a final configuration, which is optimal for
customer service requirements.

These processes install, configure and reconfigure services


for specific customers, including customer premises
equipment.

• Assess further adjustments and modifications if needed.

• Receive operational information from the Design Solution


processes.

• Support the Test Service End-to-End processes with


service details for testing.

• If the service does not perform as expected when the


Test Service End-to-End or the Activate Service
Processes have completed, a change request may be
issued to the Design Solution processes.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page104 of 260
Enhanced Telecom Operations Map®, (eTOM)

2-2-5-OPS L3- Test Service End-to-End (SM&O – F)

Process Name Test Service End-to-End

Process 1.F.2.2.5
Identifier

Brief Ensure all components are operational, and that the service
Description is working to agreed levels before its activation for the
customer

Extended The purpose of the Test Service End-to-End processes is to


Description ensure all components are operational, and that the service is
working to agreed levels before its activation for the
customer.

This purpose is performed through testing the service end-to-


end as far as possible.

• Guarantee that the customer receives the expected


service before launch.

• Guarantee appropriate resources stability.

• Check functionality and correct service parameters and


performance.

• Notify the Implement & Configure Service processes if


tests failed.

• Notify the Activate Service processes once the tests are


considered completed.

2-2-6-OPS L3- Activate Service

Process Name Activate Service

Process 1.F.2.2.6
Identifier

Brief Trigger the end-to-end activation/deactivation of all installed


Description elements.

Extended The purpose of the Activate Service processes is to trigger


Description the end-to-end activation/deactivation of all installed
elements. These processes also include additional functions
such as reporting configuration completion to client processes
as well as updating and maintaining the customer’s network
records, and service infrastructure records.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page105 of 260
Enhanced Telecom Operations Map®, (eTOM)

• - Minimize operational load to assure the best compliance


with service agreements or KPIs.

• - Ensure activation processes are executed as rapid, easy


and accurate as possible.

• - Support the Test Service End-to-End process with


service details for testing and receives its result feedback.
Analyzes the collected records to adjust the appropriate
service parameters for optimal service efficiency.

• - Supply information to face future customer


requirements.

• - Feed information back to the Implement & Configure


Service processes about corrective actions to take if the
service does not perform as expected.

• - Indicate service details for assurance purposes to the


Service Problem Management process.

2-2-7-OPS L3- Issue Service Orders (SM&O – F)

Process Name Issue Service Orders

Process 1.F.2.2.7
Identifier

Brief Issue correct and complete service orders, based on


Description pertinent Customer Order information received.

Extended The purpose of the Issue Service Orders processes is to


Description issue correct and complete service orders, based on pertinent
Customer Order information received, to be executed by
others SM&O and RM&O processes and potentially
S/PRM&O processes.

OPS L3 2-3- Service Problem Management (SM&O – A)

Process Identifier: 1.A.2.3

Brief description: Respond immediately to customer-affecting service


problems or failures in order to minimize their effects on customers, and to
invoke the restoration of the service, or provide an alternate service as soon
as possible.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page106 of 260
Enhanced Telecom Operations Map®, (eTOM)

Service Problem
Management

Evaluate & Qualify Diagnose Problem Plan & Assign Track & Manage Close & Report
Problem Resolution Resolution

Figure 29: Service Problem Management decomposition into level 3 processes

2-3-1-OPS L3- Evaluate & Qualify Problem (SM&O – A)

Process Name Evaluate & Qualify Problem

Process Determine the nature of a problem that has been reported by


Identifier a customer and whether the customer is using the service
properly

Brief 1.A.2.3.1
Description

Extended The purpose of the Evaluate & Qualify Problem processes is


Description to determine the nature of a problem that has been reported
by a customer and whether the customer is using the service
properly.

There will be testing to fit or translate customer information


into service information for diagnosis. If there is a S/P
problem notification, a resource problem notification or a
service-affecting event report (alarms, etc.) the Evaluate &
Quality Problem processes will analyze this information and
translate these problems into their impact on customers.
These processes will make the necessary reports to inform
the Problem Handling processes about the estimated time to
restore service. Also the Customer QoS/SLA Management
processes will be informed about the problem’s impact on the
service performance.

• Imply internal and external resources such as partner


consultancy.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page107 of 260
Enhanced Telecom Operations Map®, (eTOM)

• Supply the necessary information for diagnosis and


critical level to trigger possible actions to take.

• Guarantee the fastest response once the service problem


is notified.

• Receive a trouble ticket problem report from the Problem


Handling processes.

• Responsible for indicating an estimated time to repair to


the Problem Handling processes.

• Receive requests for reconfiguration related to service


problem restoration needs detected by the Service
Quality Management processes.

• Receive Quality of Service violation information and


reports on impacted service performance to the Customer
QoS/SLA Management processes.

2-3-2-OPS L3- Diagnose Problem (SM&O – A)

Process Name Diagnose Problem

Process 1.A.2.3.2
Identifier

Brief Isolate the root cause of the problem


Description

Extended The purpose of the Diagnose Problem processes is to isolate


Description the root cause of the problem. To achieve this, it performs the
appropriate tests and/or queries for information. These
processes perform a problem escalation to report the severity
and if necessary to solve the incident.

• Imply internal and external resources.

• Choose the most rapid and efficient action between a


possible plan.

• Collect the information to optimize future diagnosis tasks.

• These processes may also correlate the problems in


order to find common causes.

• Report with diagnosis information to the Plan & Assign


Resolution process.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page108 of 260
Enhanced Telecom Operations Map®, (eTOM)

2-3-3-OPS L3- Plan & Assign Resolution (SM&O – A)

Process Name Plan & Assign Resolution

Process 1.A.2.3.3
Identifier

Brief Identify in a functional plane the necessary steps in order to


Description activate the different units which will be involved to fix the
problem

Extended The purpose of the Plan & Assign Resolution processes is to


Description identify in a functional plane the necessary steps in order to
activate the different units which will be involved to fix the
problem.

According to the information provided by the Diagnosis


Problem process, these processes will prepare the plan for
resolution of the problem, splitting the resolution work into
tasks, and establishing the appropriate task execution
sequence, identifying other parties responsible if necessary.
This may also include assigning resources as well as
dispatching the necessary work orders.

• Receive information related to the root cause of the


problem and final solution.

• Set a time scheduled plan associating escalation


procedures.

• Report the restoration information update to the Problem


Handling processes.

2-3-4-OPS L3- Track & Manage Resolution (SM&O – A)

Process Name Track & Manage Resolution

Process 1.A.2.3.4
Identifier

Brief Ensure that the whole resolution is completed according to


Description the established plan

Extended The purpose of the Track & Manage Resolution processes is


Description to ensure that the whole resolution is completed according to
the established plan.

These processes perform the necessary tracking of the


execution progress. Trouble reports will be made for the

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page109 of 260
Enhanced Telecom Operations Map®, (eTOM)

responsible parties. This process will co-ordinate all the


actions necessary in order to guarantee that all tasks are
finished at the appropriate time and in the appropriate
sequence.

• Establish corrective actions with Plan & Assign Resolution


process in case of need.

• Support with reconfigurations requests to Service


Configuration & Activation processes.

• When needed, report to S/P Problem Reporting &


Management process using trouble ticketing and receive
the solution once the problem is fixed.

• When needed, launch a request to restore to Resource


Trouble Management process, which notifies a restoration
completion when it is finished.

2-3-5-OPS L3- Close & Report (SM&O – A)

Process Name Close & Report

Process 1.A.2.3.5
Identifier

Brief Certify the recovery of the normal service performance


Description

Extended The purpose of the Close & Report processes is to certify the
Description recovery of the normal service performance. These
processes will perform the necessary testing to achieve this
purpose and make the necessary reports about the problem
that occurred, the root cause and the activities carried out for
restoration. It also will issue the trouble clearance report to
inform the CRM layer.

• - Automated tools may support the process to allow rapid


communication between areas.

• - Follow internal standard operational procedures, which


may be optimized.

• - Indicate problem status to the Customer QoS/SLA


Management process.

• - Close the trouble ticket opened by the Problem Handling


process.

• - Notify a service problem report to the Service Quality

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page110 of 260
Enhanced Telecom Operations Map®, (eTOM)

Management processes.

OPS L3 2-4- Service Quality Management (SM&O – A)

Process Identifier: 1.A.2.4

Brief description: Encompasses monitoring, analyzing and controlling the


performance of the service perceived by customers.

Service Quality
Management

Monitor Service Analyse Service Improve Service Identify & Report


Quality Quality Service
Constraints

Figure 30: Service Quality Management decomposition into level 3 processes

2-4-1-OPS L3- Monitor Service Quality (SM&O – A)

Process Name Monitor Service Quality

Process 1.A.2.4.1
Identifier

Brief Extract the necessary information to feed the different quality


Description analysis processes

Extended The purpose of the Monitor Service Quality processes is to


Description extract the necessary information to feed the different quality
analysis processes.

These processes collect and store all quality indicators


related to the service, such as congestion events and
resource alarm events. The processes also perform

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page111 of 260
Enhanced Telecom Operations Map®, (eTOM)

automated service testing using simulated calls simulating


standard user behavior, and collect data related to service
usage which may supply information to other processes (i.e.
marketing, service cost, etc) and identify abnormal usage by
the service users (i.e. bad passwords, terminal
configurations, etc).

• These processes may also check that any activated


service has the proper quality measurement tools.

• Notify identified problems and scheduled maintenance


to the Service Problem Management processes.

• Supply the information related to quality and usage


data to the Analyze Service Quality processes.

• Receive resource alarms and statistics from the


Resource Trouble Management processes.

2-4-2-OPS L3- Analyze Service Quality (SM&O – A)

Process Name Analyze Service Quality

Process 1.A.2.4.2
Identifier

Brief Assess the effectiveness of the service by identifying the


Description current quality level against forecast quality levels or specified
KQIs

Extended The purpose of the Analyze Service Quality processes is to


Description assess the effectiveness of the service by identifying the
current quality level against forecast quality levels or specified
KQIs.

Using the raw data from Monitor Service Quality, these


processes will correlate events in order to filter repetitive
alarms and failure events that do not affect the quality
delivered, and they will calculate key service quality
indicators, (such as Mean Time Between Failures and other
chronic problems).

• Process the collected information and compare it to


the KQIs established in quality and service
specifications.

• Receive inputs related to quality and usage data and


notify service problem resolution requirements to the
Service Problem Management processes.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page112 of 260
Enhanced Telecom Operations Map®, (eTOM)

• Report key service quality indicators to the Improve


Service processes.

2-4-3-OPS L3- Improve Service (SM&O – A)

Process Name Improve Service

Process 1.A.2.4.3
Identifier

Brief Assess and recommend improvements using the information


Description from Analyze Service Quality in order to improve and/or
correct deviations from the forecast KQIs

Extended The purpose of the Improve Service processes is to assess


Description and recommend improvements using the information from
Analyze Service Quality in order to improve and/or correct
deviations from the forecast KQIs. This recommendation will
be passed to the customer layer, the resource layer or the
Service Configuration & Activation Processes.

• Initiate improvement recommendations according to


key service quality indicators for the Service
Configuration & Activation associated.

• If necessary, the processes may request


improvements from Resource Performance
Management.

2-4-4-OPS L3- Identify & Report Service Constraints (SM&O – A)

Process Name Identify & Report Service Constraints

Process 1.A.2.4.4
Identifier

Brief Identify constraints that can affect service quality standards


Description

Extended The purpose of the Identify & Report Service Constraints


Description processes is to identify constraints that can affect service
quality standards. These constraints may include resource
failures, capacity shortages due to unexpected demand
peaks, etc. These processes send this information to the
CRM layer in order to keep customers informed.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page113 of 260
Enhanced Telecom Operations Map®, (eTOM)

• Perform information tasks to keep customers informed


through the Customer QoS/SLA Management processes.

• Report to the resource layer the collected and processed


information

OPS L3 2-5- Service & Specific Instance Rating (SM&O – B)

Process Identifier: 1.B.2.5

Brief description: Manage service events by correlating and formatting them


into a useful format.

Service & Specific


Instance Rating

Mediate Usage Rate Usage Analyse Usage


Records Records Record

Figure 31: Service & Specific Instance Rating decomposition into level 3 processes

2-5-1-OPS L3- Mediate Usage Records (SM&O – B)

Process Name Mediate Usage Records

Process 1.B.2.5.1
Identifier

Brief Validate, normalize, convert and correlate usage records


Description collected from the resource layer

Extended The purpose of the Mediate Usage Records processes is to


Description validate, normalize, convert and correlate usage records
collected from the resource layer. These processes also
group usage records that relate to a specific service usage.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page114 of 260
Enhanced Telecom Operations Map®, (eTOM)

2-5-2-OPS L3- Rate Usage Records (SM&O – B)

Process Name Rate Usage Records

Process 1.B.2.5.2
Identifier

Brief Identify and apply tariffs and charging algorithms to specific


Description parameters encapsulated in usage records

Extended The purpose of the Rate Usage Records processes is to


Description identify and apply tariffs and charging algorithms to specific
parameters encapsulated in usage records in order to
produce a charge that is then inserted in the usage record.

2-5-3-OPS L3- Analyze Usage Records SM&O – B)

Process Name Analyze Usage Records

Process 1.B.2.5.3
Identifier

Brief Generate reports on usage records based on requests from


Description other processes

Extended The purpose of the Analyze Usage Record processes is to


Description generate reports on usage records based on requests from
other processes. These processes produce reports that may
identify abnormalities, which may be caused by fraudulent
activity or related to customer complaints.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page115 of 260
Enhanced Telecom Operations Map®, (eTOM)

Chapter 3 OPS L3- Resource


Management & Operations
(RM&O) Processes

Process Identifier: 1.OFAB.3

This horizontal functional process grouping maintains knowledge of resources


(application, computing and network infrastructures) and is 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. It also includes all functionalities responsible for the direct
management of all such resources (network elements, computers, servers,
etc.) utilized within the enterprise. These processes are responsible for
ensuring that the network and information technologies infrastructure
supports the end-to-end delivery of the required services. The purpose of
these processes is to ensure that infrastructure runs smoothly, is accessible
to services and employees, is maintained and is responsive to the needs,
whether directly or indirectly, of services, customers and employees. RM&O
also has the basic function to assemble information about the resources (e.g.
from network elements and/or element management systems), and then
integrate, correlate, and in many cases, summarize that data to pass on the
relevant information to Service Management systems, or to take action in the
appropriate resource.

In an ebusiness world, application and computing management are as


important as management of the network resources. Moreover, network,
computing and applications resources must increasingly be managed in a
joint and integrated fashion. To cope with these needs, the eTOM framework
includes the Resource Management & Operations process grouping
(together with the corresponding Resource Development & Management
grouping within SIP), to provide integrated management across these three
sets of resources: applications, computing and network. These areas also
encompass processes involved with traditional Network Element
Management, since these processes are actually critical components of any
resource management process, as opposed to a separate process layer.

The RM&O processes thus manage the complete service provider network
and sub-network and information technology infrastructures.

The eTOM framework differentiates day-to-day operations and support from


planning and development, and other strategy and lifecycle processes. This
better depicts the structure of an enterprise, especially in an ebusiness era.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page116 of 260
Enhanced Telecom Operations Map®, (eTOM)

Resource
Managem ent &
Operations

RM&O Support & Resource Resource Trouble Resource Resource Data


Readiness Pr ovisioning Management Performance Collection &
Management Processing

Figure 32: Resource Management & Operations decomposition into level 2 processes

OPS L3 3-1- RM&O Support & Readiness (RM&O – OSR)

Process Identifier: 1.O.3.1

Brief description: Manage classes of resources, ensuring that appropriate


application, computing and network resources are available and ready to
instantiate and manage resource instances.

RM&O Support &


Readiness

Enable Resource Support Manage Resource Manage Logistics


Provisioning Ressource Trouble Inventory
Management

Enable Ressource Enable Resource Manage Workforce


Performance DataCollection &
Management Processing

Figure 33: RM&O Support & Readiness decomposition into level 3 processes

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page117 of 260
Enhanced Telecom Operations Map®, (eTOM)

3-1-1-OPS L3- Enable Resource Provisioning (RM&O – OSR)

Process Name Enable Resource Provisioning

Process 1.O.3.1.1
Identifier

Brief Testing and acceptance of new resources as part of the


Description handover procedure from the Resource Capability Delivery
process to Operations

Extended Enable Resource Provisioning processes are responsible for


Description testing and acceptance of new resources as part of the
handover procedure from the Resource Capability Delivery
process to Operations. They will prepare a group of
resources to make them ready for service fulfillment. These
same processes will also be triggered in order to restore
repaired resources. If there is not enough resource capacity
available to support services at any given time, these Enable
Resource Provisioning processes attempt to make additional
resources available by re-configuring unused resources.

Upon successful testing and acceptance, the application,


computing or network resources will be registered as being
available to support an end-user service instance. Resource
status will be updated in the Resource Knowledgebase, to
reflect that the resource is available to support service
instances.

3-1-2-OPS L3- Enable Resource Performance Management (RM&O – OSR)

Process Name Enable Resource Performance Management

Process 1.O.3.1.2
Identifier

Brief Enable Resource Performance Management processes


Description monitor and maintain resource classes proactively, according
to performance parameters

Extended The Enable Resource Performance Management processes


Description support Resource Performance Management processes by
monitoring and maintaining resource classes proactively
according to performance parameters, whether technical,
time, economic or process related. The responsibilities of the
processes are at least to:

• Undertake proactive monitoring regimes of resource

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page118 of 260
Enhanced Telecom Operations Map®, (eTOM)

classes as required to ensure ongoing performance


within agreed parameters over time

• Undertake trend analysis of the performance of


resource classes to identify any longer term
deterioration

• Monitor the resource instance analyses produced by


the Resource Performance Management L2 to identify
problems that may be applicable to the resource class
as a whole.

• Source details relating to resource instance


performance and analysis from the repository in the
Manage Resource Inventory L3 to assist in the
development of trend analyses. Log the results of the
analysis into the same repository

• Instantiate the collection of the necessary information


from the RDC&P process to support the monitoring
and analysis activity of the Enable Resource
Performance Management process

• Establish, maintain and manage the testing of


resource performance control plans to cater for
anticipated resource performance disruptions

• Proactively trigger the instantiation of control plans to


manage performance through programmed and/or
foreseen potentially disruptive events, i.e. anticipated
traffic loads on Xmas day, planned outages, etc.

• Support the Support Service Quality Management


process

3-1-3-OPS L3- Support Resource Trouble Management (RM&O – OSR)

Process Name Support Resource Trouble Management

Process 1.O.3.1.3
Identifier

Brief Manage statistically driven preventative and scheduled


Description maintenance activities, and repair activities

Extended The Support Resource Trouble Management processes


Description cover statistically driven preventative and scheduled
maintenance activities, and repair activities.

These processes are responsible for ensuring that the

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page119 of 260
Enhanced Telecom Operations Map®, (eTOM)

resources are working effectively and efficiently.

The objective of these processes is twofold:

• Proactively perform maintenance activities on


resources to identify potential troubles with resources,
preventing them from affecting services;

• Carry out repair activities

The means by which Support Resource Trouble Management


processes identify potential resource failures include, but are
not limited to:

• Performing trend analysis on reports from Resource


Trouble Management and Resource Performance
Management;

• Triggering test processes in FAB and analyzing the


results

The Support Resource Trouble Management processes do


not interact directly with the resources, but rather stimulate
other processes to identify potential resource failures.
Reports are sent to Resource Trouble Management and
Resource Performance Management Reporting for further
analysis.

Resource Trouble Management and Resource Performance


Management are then responsible for deciding on and
carrying out the appropriate action/response to resource
failure events. These actions/responses include sending
requests to the Support Resource Trouble Management
processes to carry out specific resource repair activities.

3-1-4-OPS L3- Enable Resource Data Collection & Processing (RM&O – OSR)

Process Name Enable Resource Data Collection & Processing

Process 1.O.3.1.4
Identifier

Brief The Enable Resource Data Collection & Processing


Description processes are responsible for administering and
management of the processes which enable the effective
operation of the resource data collection network

Extended The Enable Resource Data Collection & Processing


Description processes are responsible for administering and
management of the processes which enable the effective

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page120 of 260
Enhanced Telecom Operations Map®, (eTOM)

operation of the resource data collection network. The


collected records may be either scheduled activities, or may
be collected as a result of ad-hoc events. These processes
administer and manage the scheduling of record/file
collection, as well as the registration processes used by other
process to gain access to the collected records/information.

In addition, where specific facilities need to be established for


storage and distribution of the collected records/information,
these processes are responsible for establishment and
management of the processes used by/within these facilities.

These processes track the on-going operation of the


collection network, establish any technical driven
shortcomings, and provide input to the relevant RD&M
processes to rectify these issues.

Note that the underlying facilities used for the collection and
transport of “raw” information are managed as appropriate by
other processes within the RM&O and RD&M horizontal
process groupings

3-1-5-OPS L3- Manage Resource Inventory (RM&O – OSR)

Process Name Manage Resource Inventory

Process 1.O.3.1.5
Identifier

Brief Manage the administration of the enterprise’s resource


Description inventory

Extended Manage Resource Inventory processes, which support all


Description RM&O and RD&M processes, manage the administration of
the enterprise’s resource inventory, as embodied in the
Resource Inventory Database.

These processes ensure the Resource Inventory Database is


synchronized with the actual installed resource base. This
can be achieved by means of audits and, if supported, auto-
discovery mechanisms.

These processes also encompass the constant monitoring of


the level of resource availability. If pre-set thresholds are
exceeded, the resource will need to be registered in the
Resource Inventory Database as no longer having spare
capacity to meet service demands. This will either trigger the
reconfiguration of unused resources or the build of additional
resources through Resource & Operations Capability

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page121 of 260
Enhanced Telecom Operations Map®, (eTOM)

Delivery.

3-1-6-OPS L3- Manage Workforce (RM&O –OSR)

Process Name Manage Workforce

Process 1.O.3.1.6
Identifier

Brief Manage Workforce processes plan, assign, dispatch and


Description manage the activities of staff employed by, or operating as
part of, the enterprise (i.e. technicians, clerks, managers,
etc.). The Manage Workforce processes also enable
reporting and monitoring of assigned activities

Extended Manage Workforce processes plan, assign, dispatch and


Description manage the activities of staff employed by, or operating as
part of, the enterprise (i.e. technicians, clerks, managers,
etc.). The Manage Workforce processes also enable
reporting and monitoring of assigned activities.

These processes relate to staff activities wherever they apply


across the enterprise (including activities within SIP and EM),
not just those that directly relate to the results of the FAB
processes. A particular focus for Manage Workforce concerns
pools of support staff – for example, technicians and other
staff involved with installation, repair or similar activities. The
specific position of Manage Workforce within the eTOM
Operations area reflects this particular focus, but it is not
intended for use only in this area of eTOM

3-1-7-OPS L3- Manage Logistics (RM&O –OSR)

Process Name Manage Logistics

Process 1.O.3.1.7
Identifier

Brief Manage and control warehousing, logistics, stock level


Description management, physical distribution and transport of purchased
materials/goods

Extended The Manage Logistics processes manage and control


Description warehousing, logistics, stock management, physical
distribution and transport of purchased materials/goods.
Warehousing & Materials Distribution Management
processes manage all operational processes associated with

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page122 of 260
Enhanced Telecom Operations Map®, (eTOM)

the warehousing, storage and transport of purchased goods


from the supplier to either warehouses or to site. The
logistics/transport processes manage the co-ordination and
control of transport infrastructure, including land, air and sea
transport capabilities. The stock/inventory management
processes manage the locations of, and levels of,
stock/inventory holdings, including re-stocking as required.
The stock/inventory management processes also manage the
return of defective material from site or warehouse to the
supplier for repair.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page123 of 260
Enhanced Telecom Operations Map®, (eTOM)

OPS L3 3-2- Resource Provisioning (RM&O – F)

Process Identifier: 1.F.3.2

Brief description: Allocate and configure resources to individual customer


service instances in order to meet service requirements.

Resource
Provisioning

Allocate & Deliver Configure & Test Resource Collect, Update &
Resource Activate Resource Report Resource
Configuration Data

Figure 34: Resource Provisioning decomposition into level 3 processes

3-2-1-OPS L3- Allocate & Deliver Resource (RM&O – F)

Process Name Allocate & Deliver Resource

Process 1.F.3.2.1
Identifier

Brief Identify resources required to support a specific Service


Description Instance

Extended The objective of the Allocate & Deliver Resource processes is


Description to identify resources required to support a specific Service
Instance. Such allocation request can be placed as part of a
pre-order feasibility check, to see whether there are adequate
resources available to fulfill the request.

In addition, the Allocate & Deliver Resource processes will


possibly ensure the appropriate resources are delivered to
the appropriate location for installation and configuration. This

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page124 of 260
Enhanced Telecom Operations Map®, (eTOM)

may include, for example, a central office, a transmission


room, or the customer premise.

These activities include but are not limited to:

• Placing an order for equipment or software with a


Supplier/Partner

• Receipt of the resources if not handled by the


Supplier/Partner directly

• Shipment in cases where no dispatch is required for


the installation or when the resources cannot be
transported by the installation technician

• Ensuring the resources are part of the truck load with


the associated dispatch for installation

Depending on the type of service request and the associated


business rules, these processes might be responsible for
placing a reservation on those resources, holding them for a
particular period of time, and possibly releasing them when
the holding time expires.

The Allocate & Deliver Resource processes will closely


interact with the Manage Resource Inventory processes to
understand the available physical and logical resources to
select from, thereby applying specific selection criteria. The
processes will mark the resources as “reserved” by the
service order request.

3-2-2-OPS L3- Configure & Activate Resource (RM&O – F)

Process Name Configure & Activate Resource

Process 1.F.3.2.2
Identifier

Brief Configure and activate the resources reserved for supporting


Description a specific service instance

Extended The objective of the Configure & Activate Resource


Description Processes is to configure and activate the resources reserved
for supporting a specific service instance. If these activities
succeed, the state of the resources will be changed from
reserved to activated, which means they are not available for
use or will be changed from activated to reserved, which
means they are available for other service requirements.

The Configure & Activate Resource processes can receive

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page125 of 260
Enhanced Telecom Operations Map®, (eTOM)

configuration requests for adding, changing and


complementing services, as well as for fixing resource
troubles and adding resource capacity to cope with
performance problems.

3-2-3-OPS L3- Test Resource (RM&O – F)

Process Name Test Resource

Process 1.F.3.2.3
Identifier

Brief Test resources supporting a specific service instance


Description

Extended The responsibility of the Test Resource Processes is to test


Description resources supporting a specific service instance. The
objective is to verify whether the resources work correctly and
meet the appropriate performance levels. If these tests
succeed, the resources will be marked as in-service which
means the resources are available for use.

3-2-4-OPS L3- Collect, Update & Report Resource Configuration Data (RM&O – F)

Process Name Collect, Update & Report Resource Configuration Data

Process 1.F.3.2.4
Identifier

Brief Ensure the Resource Inventory Database reflects resources


Description are being used by specific services.

Extended The objective of the Collect, Update & Report Resource


Description Configuration Data Processes is to ensure the Resource
Inventory Database reflects resources are being used by
specific services. They will also report the configuration data
changes to other processes.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page126 of 260
Enhanced Telecom Operations Map®, (eTOM)

OPS L3 3-3- Resource Trouble Management (RM&O – A)

Process Identifier: 1.A.3.3

Brief description: Responsible for the management of troubles with


allocated resources.

Resource Trouble
Management

Survey & Analyse Localise Resource Correct & Recover Track & Manage Report Resource Close Resource
Resource Trouble Trouble Resource Trouble Resource Trouble Trouble Trouble

Figure 35: Resource Trouble Management decomposition into level 3 processes

3-3-1-OPS L3- Survey & Analyze Resource Trouble (RM&O – A)

Process Name Survey & Analyze Resource Trouble

Process 1.A.3.3.1
Identifier

Brief Monitor Resource Failures in real-time


Description

Extended The objective of the Survey & Analyze Resource Trouble


Description processes is to monitor Resource Failures in real-time.

Responsibilities of these processes include, but are not


limited to:

• Resource Failure Event analysis

• Alarm Correlation and filtering

• Failure Event detection and reporting

Resource Failure Event analysis encompasses the


identification of the event in terms of reporting entity and
nature of the event. It will then analyze the events based on a
number of criteria and then suppress redundant, transient or
implied events by means of filtering and correlation. It

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page127 of 260
Enhanced Telecom Operations Map®, (eTOM)

includes the notification of new alarms, or status changes of


previously reported alarms, as well as abatement messages
when alarms have been cleared.

Alarm Correlation and Filtering encompasses the correlation


of redundant, transient or implied events with a specific “root
cause” event.

The Survey & Analyze Resource Trouble processes might


trigger a well-defined action based on specific event
information as well as the non-arrival of information after a
specific time interval has elapsed.

These processes are also responsible for monitoring and


triggering the appropriate action when a trouble is not
resolved within a pre-defined period of time.

3-3-2-OPS L3- Localize Resource Trouble (RM&O – A)

Process Name Localize Resource Trouble

Process 1.A.3.3.2
Identifier

Brief Identify the root cause of the resource trouble


Description

Extended The objective of the Localize Resource Trouble processes is


Description to identify the root cause of the resource trouble.

The responsibilities of these processes include, but are not


limited to:

• Verifying whether the resource configuration matches


the appropriate service features

• Performing diagnostics against the resources

• Running tests against the resources

• Starting and stopping audits against resources

• Scheduling a routine test

The Localize Resource Trouble processes will report the


outcome of any of the above actions. The Track & Manage
Resource Trouble processes will be informed when the root
cause has been identified.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page128 of 260
Enhanced Telecom Operations Map®, (eTOM)

3-3-3-OPS L3- Correct & Recover Resource Trouble (RM&O – A)

Process Name Correct & Recover Resource Trouble

Process 1.A.3.3.3
Identifier

Brief Restore or replace resources that have failed and to ensure


Description that the services depending on those resources are restored
as efficiently as possible

Extended The objective of the Correct & Recover Resource Trouble


Description processes is to restore or replace resources that have failed
and to ensure that the services depending on those
resources are restored as efficiently as possible.

Based on the nature of the failure, it might trigger automatic


restoration procedures.

These processes are also responsible for isolating a unit with


a fault and managing the redundant resource units (e.g. hot
standby). They will also report successful restoration or an
unsuccessful attempt at restoration to Track & Manage
Resource Trouble.

The Correct & Recover Resource Trouble processes will also


communicate with the Support Resource Trouble
Management processes to possibly repair or replace the
failed unit or resource.

3-3-4-OPS L3- Track & Manage Resource Trouble (RM&O – A)

Process Name Track & Manage Resource Trouble

Process 1.A.3.3.4
Identifier

Brief Ensure repair activities are assigned and tracked efficiently


Description

Extended The objective of the Track & Manage Resource Trouble is to


Description ensure repair activities are assigned and tracked efficiently.

Responsibilities of these processes include but are not limited


to:

• Creation of a trouble report with the appropriate


information

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page129 of 260
Enhanced Telecom Operations Map®, (eTOM)

• Adding additional information to an existing trouble


report

• Modifying trouble information in an existing trouble


report

• Modifying the trouble report status

• Canceling a trouble report when the trouble was


related to a false alarm

• Report Resource Trouble performs reporting of


Resource Trouble status changes.

The Track & Manage Resource Trouble processes will also


inform the Close Resource Trouble processes when the
resource trouble has been resolved.

3-3-5-OPS L3- Report Resource Trouble (RM&O – A)

Process Name Report Resource Trouble

Process 1.A.3.3.5
Identifier

Brief Report on new or changed Resource troubles


Description

Extended The objective of the Report Resource Trouble processes is to


Description report Resource troubles to for example Service Problem
Management processes in case a new trouble report is
created or the status of an existing trouble report changes.

3-3-6-OPS L3- Close Resource Trouble (RM&O – A)

Process Name Close Resource Trouble

Process 1.A.3.3.6
Identifier

Brief Close a trouble report when the resource trouble has been
Description resolved

Extended The objective of the Close Resource Trouble processes is to


Description close a trouble report when the resource trouble has been
resolved. This includes ensuring appropriate measures will be
taken, in order to prevent similar resource troubles from

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page130 of 260
Enhanced Telecom Operations Map®, (eTOM)

occurring in the future. It also includes interaction with the


Resource Trouble processes for reporting purposes

OPS L3 3-4- Resource Performance Management (RM&O – A)

Process Identifier: 1.A.3.4

Brief description: Monitoring, analyzing, controlling and reporting on the


performance of resources.

Resource
Performance
Management

Monitor Resource Analyse Resource Control Resource Report Resource


Performance Performance Performance Performance

Figure 36: Resource Performance Management decomposition into level 3 processes

3-4-1-OPS L3- Monitor Resource Performance (RM&O –A)

Process Name Monitor Resource Performance

Process 1.A.3.4.1
Identifier

Brief Monitor received resource performance information


Description

Extended The objective of the Monitor Resource Performance


Description processes is to monitor the resource performance information
received from the Resource Data Collection & Processing
(RDC&P) processes. The responsibilities of the processes
are at least to:

• Undertake the role of first in detection. They monitor

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page131 of 260
Enhanced Telecom Operations Map®, (eTOM)

the RDC&P data for specific resource instances,


compare the data to thresholds (which are available
for each resource class in the Resource Inventory) for
each resource instance type, and detect that
something is wrong. This represents a hard threshold
crossing and is a reactive process at the resource
instance level.

• Pass information about hard threshold crossings to


Resource Trouble Management to instantiate a
Resource Trouble Report. Resource Trouble
Reporting processes then take on the role of
“manager” to restore normal performance levels.

• Where soft thresholds are available for resource


instances which give early warning of potential issues,
provide first detection of this and pass information
relating to soft threshold crossings automatically to the
Analyze Resource Performance processes. The
Analyze Resource Performance processes take on
the role of “manager” to restore improved
performance in the normal range.

• Under the initiation of Analyze Resource Performance


processes, initiate a continuous performance data
collection regime through RDC&P, and pass the data
directly to Analyze Resource Performance processes
until told to stop this form of monitoring. As part of this
activity, the Monitor Resource Performance processes
continue to monitor the information delivered to detect
hard crossings, and takes action as appropriate.

• Log details relating to resource instance performance


within the repository in the Manage Resource
Inventory processes to ensure historical records are
available to support the needs of other processes.

3-4-2-OPS L3- Analyze Resource Performance (RM&O – A)

Process Name Analyze Resource Performance

Process 1.A.3.4.2
Identifier

Brief Analyze and evaluate received resource performance


Description information and report the findings of this analysis

Extended The objective of the Analyze Resource Performance


Description processes is to analyze the information received from the
Monitoring Reso rce Performance process to e al ate the

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page132 of 260
Enhanced Telecom Operations Map®, (eTOM)

Monitoring Resource Performance process to evaluate the


performance of resource instances. The responsibilities of the
processes are at least to:

• Undertake analysis as required to determine causes


of soft threshold crossings, and perform a
management role through other processes to attempt
to get resources instances back to operation in the
normal range. The management role could include
requests to apply controls through the Control
Resource Performance processes. It could also
include requests to other RM&O processes depending
upon the analyzed root cause.

• Pass the results of the analysis and intermediate


updates to Report Resource Performance processes
for distribution as determined by these processes.

• Undertake analysis to determine the cause of


performance deterioration associated with hard
crossings, (if requested by either Resource Trouble
Management or Service Quality Management
processes). This may require instantiation of
continuous monitoring for the resource instance.

• Undertake specific detailed analysis (if requested by


Service Quality Management processes) to discover
service performance degradations that may be arising
due to interactions between resource instances,
without any specific resource instance having an
unacceptable performance in its own right. This may
require instantiation of continuous monitoring for the
resource instance.

• Pass the results of the requested analysis to Report


Resource Performance processes for distribution as
determined by these processes.

3-4-3-OPS L3- Control Resource Performance (RM&O – A)

Process Name Control Resource Performance

Process 1.A.3.4.3
Identifier

Brief Apply controls to resources in order to optimize the resource


Description performance

Extended The objective of the Control Resource Performance

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page133 of 260
Enhanced Telecom Operations Map®, (eTOM)

Description processes is to apply controls to resource instances in order


to optimize the resource performance. The responsibilities of
the processes are at least to:

• Instantiate controls to attempt to restore resource


instances to normal operation, at the request of
Analyze Resource Performance processes. These
controls may be based on established control plans,
or the controls may be developed within the Control
Resource Performance processes depending on
circumstances.

• Instantiate controls to attempt to restore failed


resource instances to normal operation, at the request
of Resource Trouble Management or Service Quality
Management processes. These controls may be
based on established control plans, or the controls
may be developed within the Control Resource
Performance process depending on circumstances.

3-4-4-OPS L3- Report Resource Performance (RM&O – A)

Process Name Report Resource Performance

Process 1.A.3.4.4
Identifier

Brief Report the findings of the Analyze Resource Performance


Description processes

Extended The objective of the Report Resource Performance


Description processes is to report the findings of the Analyze Resource
Performance processes. The responsibilities of the processes
are at least to:

• Report findings of the results of the Analyze Resource


Performance processes. The distribution of the results
will be influenced by the action which causes the
Analyze Resource Performance processes to be
invoked.

• Log details relating to resource instance performance


analysis within the repository in the Manage Resource
Inventory processes to ensure historical records are
available to support the needs of other processes

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page134 of 260
Enhanced Telecom Operations Map®, (eTOM)

OPS L3 3-5- Resource Data Collection & Processing (RM&O – AB)

Process Identifier: 1.AB.3.5

Brief Description: Resource Data Collection & Processing

Collect usage, network and information technology events and performance


information for distribution to other processes within the enterprise

Resource Data
Collection &
Processing

Collect Resource Process Resource Report Resource Audit Resource


Data Data Data Usage Data

Figure 37: Resource Data Collection & Processing Decomposition into level 3 processes

3-5-1-OPS L3- Collect Resource Data (RM&O – AB)

Process Name Collect Resource Data

Process 1.AB.3.5.1
Identifier

Brief Collect usage, network and information technology events


Description and performance information

Extended The Collect Resource Data processes are responsible for


Description collecting usage, network and information technology events
and performance information. Before this information is
distributed to other processes within the enterprise, it will be
passed to Process Resource Data for processing.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page135 of 260
Enhanced Telecom Operations Map®, (eTOM)

3-5-2-OPS L3- Process Resource Data (RM&O – AB)

Process Name Process Resource Data

Process 1.AB.3.5.2
Identifier

Brief Process the raw data collected from the resources


Description

Extended The Process Resource Data processes are responsible for


Description processing the raw data collected from the resources. This
includes the filtering of Resource Data based on well-defined
criteria, as well as providing summaries of the Resource Data
through aggregation.

These processes are also responsible for formatting the


Resource Data before distributing it to other processes within
the enterprise

3-5-3-OPS L3- Report Resource Data (RM&O – AB)

Process Name Report Resource Data

Process 1.AB.3.5.3
Identifier

Brief Distribute processed Resource Data to other processes


Description within the enterprise

Extended The Report Resource Data processes are responsible for


Description distributing processed Resource Data to other processes
within the enterprise for further analysis and/or reporting.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page136 of 260
Enhanced Telecom Operations Map®, (eTOM)

3-5-4-OPS L3- Audit Resource Usage Data (RM&O – AB)

Process Name Audit Resource Usage Data

Process 1.AB.3.5.4
Identifier

Brief Audit the resource data collection stream in order to identify


Description possible anomalies

Extended The Audit Resource Usage Data processes are responsible


Description for auditing the resource data collection stream in order to
identify possible anomalies such as loss of usage data in the
different collection and processing steps.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page137 of 260
Enhanced Telecom Operations Map®, (eTOM)

Chapter 4 OPS L3- Supplier/


Partner Relationship
Management (S/PRM)
Processes

Process Identifier: 1.OFAB.4

This horizontal functional process grouping supports the core operational


processes, both the customer instance processes of Fulfillment, Assurance
and Billing and the functional operations processes. Supplier/Partner
Relationship Management (S/PRM) processes align closely with a supplier’s
or partner’s Customer Relationship Management processes. The inclusion of
distinct Supplier/Partner Relationship Management processes in the eTOM
framework enables the direct interface with the appropriate lifecycle, end-to-
end customer operations or functional processes with suppliers and/or
partners. The processes include issuing purchase orders and tracking them
through to delivery, mediation of purchase orders as required to conform to
external processes, handling problems, validating billing and authorizing
payment, as well as quality management of suppliers and partners.

It is important to note that when the enterprise sells its products to a partner or
supplier, this is done through the enterprise CRM processes, which act on
behalf of the supplier or the enterprise in such cases. Supplier/Partner
processes only cover the buying of S/P supplied products by the enterprise.

Supplier/Partner
Relationship
Management

S/PRM S/P Requisition S/P Problem S/P Performance S/P Settlements & S/P Interface
Support & Management Reporting & Management Billing Management
Readiness Management Management

Figure 38: Supplier/partner Relationship Management Decomposition into level 2


processes

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page138 of 260
Enhanced Telecom Operations Map®, (eTOM)

OPS L3 4-1- S/PRM Support & Readiness (S/PRM – OSR)

Process Identifier: 1.O.4.1

Brief description: S/PRM Support & Readiness processes are responsible


for ensuring that all necessary facilities related to the interaction with suppliers
and partners are ready and functioning. Moreover, these processes are
responsible for the resolution of problems related to these facilities.

S/PRM Support &


Readiness

Support S/P Support S/P Support S/P Support S/P Support S/P
Requisition Pr oblem Reporting Performance Settlements & Interface
Management & Management Management Billing Management Management

Figure 39: S/PRM Support & Readiness Decomposition into level 3 processes

4-1-1-OPS L3- Support S/P Requisition Management (S/PRM – OSR)

Process Name Support S/P Requisition Management

Process 1.O.4.1.1
Identifier

Brief Verify that all necessary facilities related to S/P Requisition


Description Management are ready and functioning so that no delay is
incurred when requisitioning from suppliers and partners

Extended The purpose of these processes is to make sure that there is


Description capacity (for example, information, materials, systems and
resources) so that the S/P Requisition Management
processes can operate effectively. Examples are: information
on how to process requisitions for specific S/P products,
materials needed to confirm requisition requests, systems
needed to validate supplier/partner product and service
availability,
These processes update supplier/partner contract details as
well as supplier/partner product information, etc. They
undertake trend analysis on supplier/partner requisitioning,
including types of associated, response duration, delays and
other problems.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page139 of 260
Enhanced Telecom Operations Map®, (eTOM)

4-1-2-OPS L3- Support S/P Problem Reporting & Management (S/PRM – OSR)

Process Name Support S/P Problem Reporting & Management

Process 1.O.4.1.2
Identifier

Brief Verify that all necessary facilities related to S/P Problem


Description Reporting & Management are ready and functioning

Extended The purpose of these processes is to ensure that there is


Description capability (for example, information, materials, systems and
resources) so that the S/P Problem Reporting & Management
processes can operate effectively.

These processes also undertake trend analysis on


supplier/partner problem handling, including type and
frequency of problems occurring and time taken to resolve.

4-1-3-OPS L3- Support S/P Performance Management (S/PRM – OSR)

Process Name Support S/P Performance Management

Process 1.O.4.1.3
Identifier

Brief Verify that all necessary facilities related to S/P Performance


Description Management are ready and functioning

Extended The purpose of these processes is to ensure that there is


Description capability (for example, information, materials, systems and
resources) so that the S/P Performance Management
processes can operate effectively. These processes support
S/P Performance Management processes, including ongoing
relations with suppliers/partners from an operational
viewpoint. This can include reviews and recommendations for
improvements, and short-term remedial action/agreements
with suppliers/partners concerning contract breaches.

These processes undertake trend analysis on service


performance from suppliers and partners, including problems
in meeting performance goals, and types and frequency of
violation.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page140 of 260
Enhanced Telecom Operations Map®, (eTOM)

4-1-4-OPS L3- Support S/P Settlements & Billing Management (S/PRM – OSR)

Process Name Support S/P Settlements & Billing Management

Process 1.O.4.1.4
Identifier

Brief Verify that all necessary facilities related to S/P Settlements &
Description Billing Management are ready and functioning

The purpose of these processes is to ensure that there is


capability (for example, information, materials, systems and
resources) so that the S/P Settlements & Billing Management
processes can operate effectively. Examples are information
on how to respond to current settlements and billing issues
with suppliers and partners, materials needed to process bills
and invoices with suppliers and partners: systems needed to
create bills, handle invoices or analyze supplier/partner billing
and settlement concerns, requests for provisioning of
additional resources where it has been identified that current
levels will impact on timely bill preparation, and complaint
handling.

These processes undertake trend analysis on billing and


invoicing, including problems, delays and complaints.

4-1-5-OPS L3- Support S/P Interface Management (S/PRM – OSR)

Process Name Support S/P Interface Management

Process 1.O.4.1.5
Identifier

Brief Ensure that all necessary interfaces between the enterprise


Description and all its S/P are set up and available

Extended The purpose of these processes is to ensure that there is


Description capability (for example, information, materials, systems and
resources) so that the S/P Interface Management processes
can operate effectively. Examples are information on how to
handle unusual requests based on temporary situations,
systems needed to accept and track supplier/partner
contacts, requests for the provisioning of additional resources
where it has been identified that current levels will impact on
timely contact handling).
These processes are responsible for implementing generic
and specific changes to supplier/partner interfaces. This
support could be in updating agent scripts, Web pages, etc.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page141 of 260
Enhanced Telecom Operations Map®, (eTOM)

Support S/P Interface Management processes keep up to


date all information concerning suppliers and partners.

These processes undertake trend analysis on


supplier/partner contacts, e.g. type, frequency, duration,
outcome.

OPS L3 4-2- S/P Requisition Management (S/PRM – F)

Process Identifier: 1.F.4.2

Brief description: S/P Requisition Management processes manage


requisitions with partners/suppliers to ensure on-time and correct delivery of
the S/P product or service requested by the enterprise.

S/P Requisition
Management

Select Supplier / Determine S/P Place S/P Receive & Accept


Partner Pre-Requisition Requisition S/P Product
Feasibility

Figure 40: S/P Requisition Management Decomposition into level 3 processes

4-2-1-OPS L3- Select Supplier/Partner (S/PRM – F)

Process Name Select Supplier/Partner

Process 1.F.4.2.1
Identifier

Brief Select the most appropriate supplier or partner from the


Description range of S/Ps with whom a supply arrangement exists

Extended Based on the particular service component requirements,


Description select the most appropriate supplier or partner from the range
of S/Ps with whom a supply arrangement exists.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page142 of 260
Enhanced Telecom Operations Map®, (eTOM)

Once a supplier/partner is chosen, it must be established that


the product is available (in stock / or that sufficient capacity is
available), and that the delivery volumes and conditions can
be met. There may be some negotiation with the supplier
regarding delivery scheduling and S/P product availability.

Finally, the S/P product requirement is formatted into a form


whereby it can be transferred to the supplier via the Place
Requisition process.

4-2-2-OPS L3- Determine S/P Pre-Requisition Feasibility (S/PRM – F)

Process Name Determine S/P Pre-Requisition Feasibility

Process 1.F.4.2.2
Identifier

Brief This process queries a set of candidate suppliers to check for


Description S/P product availability and ability to meet delivery volumes,
delivery time-scales and schedules, locations, specific
technical and other requirements

Extended This process queries a set of candidate suppliers to check for


Description S/P product availability and ability to meet delivery volumes,
delivery time-scales and schedules, locations, specific
technical and other requirements (including relevant
standards), etc. The candidate suppliers will have been
defined during the Select Supplier/Partner process, and may
be new suppliers or pre-existing suppliers. There may be a
number of suppliers who in principle can meet the business
need, and so there may be a process of evaluating each
supplier’s offering or product (and product options) against
the business need.

4-2-3-OPS L3- Place S/P Requisition (S/PRM – F)

Process Name Place S/P Requisition

Process 1.F.4.2.3
Identifier

Brief Manages requisitions to suppliers/partners through to delivery


Description

Extended This process manages requisitions to suppliers/partners


Description through to delivery.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page143 of 260
Enhanced Telecom Operations Map®, (eTOM)

S/P Place Requisition generates a correctly formatted and


specified requisition, and issues this to the selected
supplier/partner. It tracks progress with the supplier/partner,
either periodically, or at defined points according to a project
or program plan. This tracking may be driven from the
enterprise, or triggered by reports from the supplier/partner
(e.g. periodically or at key events).

This process also kicks-off jeopardy and risk management in


relation to the supplied products, their availability and delivery
schedule. It also receives notifications or requests from
suppliers regarding forced or requested changes to the S/P
product specification or delivery schedule. These may be
caused by the supplier/partner or may be outside their
control.

4-2-4-OPS L3- Receive & Accept S/P Product (S/PRM – F)

Process Name Receive & Accept S/P Product

Process 1.F.4.2.4
Identifier

Brief Tracks completion of requisitions after delivery, and arranges


Description for any acceptance testing or commissioning required

Extended Receive & Accept S/P Product tracks completion of


Description requisitions after delivery, and arranges for any acceptance
testing or commissioning required.

This process facilitates and supports coordination of internal


activities with activities performed by the supplier/partner, that
are required to:

• - Configure a bought-in S/P product.

• - Bring a bought-in S/P product into service.

• - Restore a bought-in S/P product to service.

This process also manages negotiations with a supplier


where there have been problems with a S/P product’s supply,
and determines through dialogue with the supplier, how best
to resolve such issues.

This S/P product acceptance may involve co-ordination with


internal service or resource layer processes, where the
supplied product forms part of a larger system, or a product
for onward shipping

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page144 of 260
Enhanced Telecom Operations Map®, (eTOM)

This process reports status of delivery of the S/P product (as


required) to internal stakeholders, and reports and documents
on product acceptance, and fitness for purpose

OPS L3 4-3- S/P Problem Reporting & Management (S/PRM – A)

Process Identifier: 1.A.4.3

Brief description: S/P Problem Reporting & Management processes


manage problems, associated with supplier/partner interactions, whether
identified within the enterprise or notified by the supplier/partner.

S/P Problem
Reporting &
Management

Report Problem to Receive & Notify Manage S/P


S/P Problem from S/P Problem
Resolution

Figure 41: S/P Problem Reporting & Management Decomposition into level 3 processes

4-3-1-OPS L3- Report Problem to S/P (S/PRM – A)

Process Name Report Problem to S/P

Process 1.A.4.3.1
Identifier

Brief Report specific problems to the supplier / partner.


Description

Extended Report specific problems to the supplier / partner. These


Description problems may be detected internally or may be a
consequence of problems reported by customers

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page145 of 260
Enhanced Telecom Operations Map®, (eTOM)

4-3-2-OPS L3- Receive & Notify Problem from S/P (S/PRM – A)

Process Name Receive & Notify Problem from S/P

Process 1.A.4.3.2
Identifier

Brief Receive notification of problems detected by the supplier/


Description partner, and notifies other processes of this.

Extended Receive notification of problems detected by the supplier/


Description partner, and notifies other processes of this. These
notifications will be used by other processes to manage the
impact on internal operations and customers.

4-3-3-OPS L3- Manage S/P Problem Resolution (S/PRM – A)

Process Name Manage S/P Problem Resolution

Process 1.A.4.3.3
Identifier

Brief Track progress of the problem resolution as advised by the


Description supplier / partner.

Extended Track progress of the problem resolution as advised by the


Description supplier / partner.

This process monitors the problem until it is resolved and the


performance requirements are being met. It ensures follow-up
with internal processes (e.g. SLA management) and
customers, and maintains records of the problem.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page146 of 260
Enhanced Telecom Operations Map®, (eTOM)

OPS L3 4-4- S/P Performance Management (S/PRM – A)

Process Identifier: 1.A.4.4

Brief description: S/P Performance Management processes track, measure


and report the performance of S/P supplied products from suppliers and
partners, as well as how this relates to the performance of the supplier/partner
against any contracts or business agreements.

S/P Performance
Management

Monitor & Control Restore S/P Monitor S/P


Service Service Performance
Performance Performance

Figure 42: S/P Performance Management Decomposition into level 3 processes

4-4-1-OPS L3- Monitor & Control Service Performance (S/PRM – A)

Process Name Monitor & Control Service Performance

Process 1.A.4.4.1
Identifier

Brief Collect and analyze performance of services delivered by


Description suppliers and partners

Extended Monitor & Control Service Performance processes control the


Description performance measurement activities, collect performance
data on a specified S/P service, analyze this against the
relevant SLA for the supplier/partner and report performance
data and any S/P SLA violations to other processes. These
processes also carry out impact analysis on any S/P SLA
violations and initiate corrective actions.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page147 of 260
Enhanced Telecom Operations Map®, (eTOM)

4-4-2-OPS L3- Restore S/P Service Performance (S/PRM – A)

Process Name Restore S/P Service Performance

Process 1.A.4.4.2
Identifier

Brief Ensure that performance problems involving suppliers and


Description partners are resolved promptly and efficiently

Extended Restore S/P Service Performance processes manage


Description restoration of service performance with the supplier/partner in
cases of SLA or threshold violations, including invocation of
restorative activity (e.g. service re-configuration) as
appropriate. These processes coordinate resolution of the
performance issue, arrange any performance testing and
report on the performance issue to other processes.

4-4-3-OPS L3- Monitor S/P Performance (S/PRM – A)

Process Name Monitor S/P Performance

Process 1.A.4.4.3
Identifier

Brief Monitor and assess supplier/partner performance against the


Description agreed contract or business agreement

Extended Monitor S/P Performance processes monitor and assess


Description supplier/partner performance against the agreed contract or
business agreement (e.g. delivery, support). As appropriate,
this can involve taking into account the enterprise business
needs and their relationship with the contract commitments.
The performance measured may be influenced by
performance against SLAs for individual services, etc, but
may also take into account wider issues in the relationship
between the enterprise and the supplier/partner concerned.
Performance reports are provided to other processes.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page148 of 260
Enhanced Telecom Operations Map®, (eTOM)

OPS L3 4-5- S/P Settlements & Billing Management (S/PRM – B)

Process Identifier: 1.B.4.5

Brief description: S/P Settlements & Billing Management process manage


all settlements and billing for the enterprise, including bill validation and
verification and payment authorization.

S/P Settlements &


Billing
Management

Manage Account Receive & Assess Negotiate & Issue Settlement


Invoice Approve Invoice Notice & Payment

Figure 43: S/P Settlements & Billing Management Decomposition into level 3 processes

4-5-1-OPS L3- Manage Account (S/PRM – B)

Process Name Manage Account

Process 1.B.4.5.1
Identifier

Brief Manage Account processes administer the internal record of


Description usage of supplier/partner’s services in support of invoice
reconciliation and reciprocal usage settlement.

Extended
Description

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page149 of 260
Enhanced Telecom Operations Map®, (eTOM)

4-5-2-OPS L3- Receive & Assess Invoice (S/PRM – B)

Process Name Receive & Assess Invoice

Process 1.B.4.5.2
Identifier

Brief Compare invoice against usage records offsets.


Description

Extended Receive & Assess Invoice processes compare invoices


Description against usage records and offsets, and manage the
interactions between the supplier/partner and the enterprise
to confirm usage records and resolve account differences.

4-5-3-OPS L3- Negotiate & Approve Invoice (S/PRM – B)

Process Name Negotiate & Approve Invoice

Process 1.B.4.5.3
Identifier

Brief Negotiate & Approve Invoice processes manage the


Description interactions between the supplier/partner and the enterprise,
in relation to enquiries about the billing account, handling
disputes and any subsequent negotiations.

Extended Negotiate & Approve Invoice processes manage the


Description interactions between the supplier/partner and the enterprise,
in relation to enquiries about the billing account, handling
disputes and any subsequent negotiations.

4-5-4-OPS L3- Issue Settlement Notice & Payment (S/PRM – B)

Process Name Issue Settlement Notice & Payment

Process 1.B.4.5.4
Identifier

Brief Issue Settlement Notice & Payment processes apply where


Description suppliers / partners are entitled to revenue sharing, where the
enterprise initiates the settlement cycle.

Extended Issue Settlement Notice & Payment processes apply where


Description suppliers / partners are entitled to revenue sharing, where the
enterprise initiates the settlement c cle

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page150 of 260
Enhanced Telecom Operations Map®, (eTOM)

enterprise initiates the settlement cycle.

OPS L3 4-6- S/P Interface Management (S/PRM–FAB)

Process Identifier: 1.FAB.4.6

Brief description: S/P interface Management processes manage the


contacts between the enterprise and its current or future suppliers/partners for
S/P supplied products.

S/P Interface
Management

Manage S/P Analyze & Report Mediate &


Requests S/P Interactions Orchestrate
( Including Self Supplier/Partner
Service) Interactions

Figure 44: S/P Interface Management Decomposition into level 3 processes

4-6-1-OPS L3- Manage S/P Requests (Including Self Service) S/PRM–FAB)

Process Name Manage S/P Requests (Including Self Service)

Process 1.FAB.4.6.1
Identifier

Brief Accept requests and enable the supplier / partner to obtain


Description the desired information from the enterprise, or identify and
activate the appropriate process area to accomplish the
request

Extended Manage S/P Requests (including Self Service) processes


Description accept requests and enable the supplier / partner to obtain
the desired information from the enterprise, or identify and
activate the appropriate process area to accomplish the
request.

They also initiate interactions and manage the process of the


supplier/partner obtaining information. Alternatively they

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page151 of 260
Enhanced Telecom Operations Map®, (eTOM)

interact with the appropriate process area to accomplish the


request.

4-6-2-OPS L3- Analyze & Report S/P Interactions (S/PRM–FAB)

Process Name Analyze & Report S/P Interactions

Process 1.FAB.4.6.2
Identifier

Brief Analyze & Report S/P Interactions processes analyze


Description interactions and generate reports for tracking and managing
interactions or improving procedures for supplier/partner
processes.

Extended
Description

4-6-3-OPS L3- Mediate & Orchestrate Supplier/Partner Interactions (S/PRM–FAB)

Process Name Mediate & Orchestrate Supplier/Partner Interactions

Process 1.FAB.4.6.3
Identifier

Brief Description Ensure that transaction message structure and interactions


conform to agreed, externally defined standards used by the
enterprise and its suppliers/partners

Extended The purpose of the Mediate & Orchestrate Supplier/Partner


Description Interactions is to ensure that transaction message structure
and interactions conform to agreed, externally defined
standards used by the enterprise and its suppliers/partners.
Increasingly transactions with external parties (e.g. suppliers
using RosettaNet or ebXML standards) will need to conform
to message and data formats defined by third parties or third
party organizations. Based on the specific transaction type
and involved external party, this conformance will require the
identification of the necessary data formats to be sent
externally, and conversion of externally received messages
into the required internal enterprise formats. In addition,
interactions with external parties may require that messages
and transactions need to be undertaken with defined and
agreed orchestration for message exchange. The actual
agreement between the parties to use specific interaction
standards is part of the Support S/P Interface Management

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page152 of 260
Enhanced Telecom Operations Map®, (eTOM)

and Manage Supplier/Partner Engagement L3s.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page153 of 260
Enhanced Telecom Operations Map®, (eTOM)

Part 5 Strategy, Infrastructure and Product


Level 3 Process Decompositions

Chapter 1 SIP- Marketing &


Offer Management (M&OM)
Processes

Process Identifier: 1.SIP.1

This horizontal functional process grouping focuses on the knowledge of


running and developing the core business for an Information &
Communication Service Provider enterprise. It 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

Marketing and offer management are well known business processes,


especially in the more competitive ebusiness environment, where the rate of
innovation and brand recognition determine success. Although most
companies carry out all these activities, depending upon the size of the
company, they are combined in a variety of ways. These processes are
enabling processes, but also the key processes that are accountable for
commitment to the enterprise for revenue, overall product results and profit
and loss. These processes deal with the creation of product, markets and
channels; they manage market and product strategies, pricing, sales,
channels, new product development (and retirement), marketing
communications and promotion

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page154 of 260
Enhanced Telecom Operations Map®, (eTOM)

Marketing & Offer


Managem ent

Market Strategy & Product & Offer Product & Offer Mar keting
Policy Portfolio Capability Delivery Capability Delivery
Management

Product Sales Pr oduct Marketing


Dev elopment & Dev elopment Communications &
Retirement Pr omotion

Figure 45: Marketing & Offer Management decomposition into level 2 processes

SIP L3 1-1 Market Strategy & Policy (M&OM - SC)

Process Identifier: 1.S.1.1

Brief description: Enable the development of a strategic view of an


enterprise’s existing and desired market-place

Market
Strategy &
Policy

Gather & Analyze Establish Establish Link Market Gain Commitment


Market Market Market Segments & to Marketing
Information Strategy Segments Products Strategy

©TeleManagement Forum November, 2004

Figure 46: Market Strategy & Policy Decomposition into Level 3 Processes

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page155 of 260
Enhanced Telecom Operations Map®, (eTOM)

1-1-1-SIP-L3 Gather & Analyze Market Information (M&OM-SC)

Process Name Gather & Analyze Market Information

Process 1.S.1.1.1
Identifier

Brief Research market information and develop market forecasts


Description

Extended Gather & Analyze Market Information processes develop


Description enterprise and business views of the market, based on the
analysis of external and internal information sources. These
processes include the establishment and management of
relationships with external providers of market information, and
the management of internal resources used for providing market
information. Methodologies used for developing market
forecasts, as well as the development of forecasts, are managed
within these processes.

1-1-2-SIP-L3 Establish Market Strategy (M&OM-SC)

Process Name Establish Market Strategy

Process 1.S.1.1.2
Identifier

Brief Develop and document the enterprise market strategy


Description

Extended Establish Market Strategy processes result in agreement


Description across the enterprise with respect to the markets in which the
enterprise will participate, the objectives to be achieved, and
the broad strategies to be followed to achieve the objectives.
A key subset of the market strategy is the development of
appropriate sales strategies to support the market strategy.
These processes also identify the areas across the enterprise
responsible for the achievement of specific objectives.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page156 of 260
Enhanced Telecom Operations Map®, (eTOM)

1-1-3-SIP-L3 Establish Market Segments (M&OM-SC)

Process Name Establish Market Segments

Process 1.S.1.1.3
Identifier

Brief Establish the market segmentation to be used across the


Description enterprise

Extended Establish Market Segments processes identify the market


Description segmentation which will be used across the enterprise. These
processes identify the areas within the organization
responsible for the management of market segment
outcomes, as well as identifying and managing reporting
processes for specific market segments.

1-1-4-SIP-L3 Link Market Segments & Products (M&OM-SC)

Process Name Link Market Segments & Products

Process 1.S.1.1.4
Identifier

Brief Analyze the basic consumption profiles of market segments


Description and associate these with the product families available

Extended The Link Market Segment and Product processes analyze the
Description basic consumption profiles of market segments and associate
these with the product families available, as well as identify
potential new product families for the market segments. The
processes analyze segment purchase and decision issues,
and their geographic locations.

1-1-5-SIP-L3 Gain Commitment to Marketing Strategy (M&OM-SC)

Process Name Gain Commitment Market Strategy

Process 1.S.1.1.5
Identifier

Brief Gain enterprise commitment to the market strategy and


Description segmentation

Extended The Gain Commitment to Market Strategy processes gain


Description enterprise commitment to the market strategy and

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page157 of 260
Enhanced Telecom Operations Map®, (eTOM)

Description segmentation. These processes include all aspects of


identification of stakeholders and negotiation to gain
stakeholder approval.

SIP L3 1-2 Product & Offer Portfolio Planning (M&OM - SC)

Process Identifier: 1.S.1.2

Brief description: Develop strategies for products at the portfolio level..

Product &
Offer Portfolio
Planning

Gather & Establish Produce Product Gain Commitment


Analyze Product Product Portfolio Portfolio to Product
Information Strategy Business Plans Business Plans

©TeleManagement Forum November, 2004

Figure 47: Product & Offer Portfolio Planning Decomposition into Level 3 Processes

1-2-1-SIP-L3 Gather & Analyze Product Information (M&OM-SC)

Process Name Gather & Analyze Product Information

Process 1.S.1.2.1
Identifier

Brief Research information relating to product ideas and


Description opportunities and identify product opportunities

Extended Gather & Analyze Product Information processes research


Description information relating to product ideas and opportunities and
identify product opportunities based on the analysis of
external and internal information sources. These processes
encompass analysis to identify new products as well as
reviewing existing products. They also include the
establishment and management of relationships with external
providers of product information, and the management of
internal resources used for providing product information.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page158 of 260
Enhanced Telecom Operations Map®, (eTOM)

1-2-2-SIP-L3 Establish Product Portfolio Strategy (M&OM-SC)

Process Name Establish Product Portfolio Strategy

Process 1.S.1.2.2
Identifier

Brief Define and agree the product and offer portfolio structure to
Description be used within the enterprise

Extended The Establish Product Portfolio Strategy processes define the


Description overall structure of the product portfolios to be used across
the enterprise, or between or within business units. These
products and product portfolios form the basis of offers made
to customers. It includes the agreement on and
implementation of cross-portfolio and cross-product co-
ordination and management functions.

1-2-3-SIP-L3 Produce Product Portfolio Business Plans (M&OM-SC)

Process Name Produce Product Portfolio Business Plans

Process 1.S.1.2.3
Identifier

Brief Develop annual and multi-year product and product portfolio


Description business plans to guide product development within the
enterprise

Extended The Produce Product Portfolio Business Plans processes


Description develop annual and multi-year product and product portfolio
business plans to guide new product development and
enhancements for existing products within the enterprise.
These plans include portfolio forecasts, negotiation for
required level of resources, outlines of the strategy for
offering of the products into the market, anticipated pricing
strategies, projected revenues and costs, product
performance requirements, operational requirements, gaining
interdepartmental, process, infrastructure and supply chain
commitment and executive approval, as well as
communicating the plans.

The portfolio plans can be developed top-down from the


overall enterprise business strategy, or can be developed as
a bottom-up amalgamation and summary of individual
product plans contained within the portfolio, or some
combination of the two approaches.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page159 of 260
Enhanced Telecom Operations Map®, (eTOM)

1-2-4-SIP-L3 Gain Commitment to Product Business Plans (M&OM-SC)

Process Name Gain Commitment To Product Business Plans

Process 1.S.1.2.4
Identifier

Brief Gain enterprise commitment to the product portfolio strategy


Description and individual product plans

Extended The Gain Commitment to Product Business Plans processes


Description gain enterprise commitment to the product portfolio strategy
and individual product plans. These processes include all
aspects of identification of stakeholders and negotiation to
gain stakeholder approval.

SIP L3 1-3 Product & Offer Capability Delivery (M&OM - ILM)

Process Identifier: 1.I.1.3

Brief description: Manage the delivery and build of new or changed Product
& Offer and delivery capabilities within an enterprise.

Product & Offer


Capability
Delivery

Define Product Approve Manage Handover


Capability Product to Product
Requirements Business Case Operations

Capture Product Deliver Manage Product


Capability Product Capability Delivery
Shortfalls Capability Methodology

©TeleManagement Forum November, 2004

Figure 48: Product & Offer Capability Delivery Decomposition into Level 3 Processes

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page160 of 260
Enhanced Telecom Operations Map®, (eTOM)

1-3-1-SIP-L3 Define Product Capability Requirements (M&OM-ILM)

Process Name Define Product Capability Requirements

Process 1.I.1.3.1
Identifier

Brief Define and obtain agreement to the detailed infrastructure


Description requirements to support the product portfolio and individual
product plans

Extended The Define Product Capability Requirements processes


Description define and obtain agreement to the detailed infrastructure
requirements to support the product portfolio and individual
product plans. Product infrastructure requirements to support
new product initiatives in the PLM vertical are captured in this
process, as well as any product infrastructure requirements
needed to support the specific offers being made to
customers through the sales channels. These processes also
identify the service infrastructure capabilities required to
deliver the product infrastructure. The processes include any
cross-enterprise co-ordination and management functions to
ensure that the requirements capture the needs of all
stakeholders.

These processes provide input into the requirements capture


processes in the Service and Supply Chain, and potentially
the Resource, horizontal process groupings.

1-3-2-SIP-L3 Capture Product Capability Shortfalls (SD&M - ILM)

Process Name Capture Product Capability Shortfalls

Process 1.I.1.3.2
Identifier

Brief Identify specific or imminent product capacity, product


Description performance and/or product operational support shortfalls

Extended The Capture Product Capability Shortfalls processes identify


Description specific or imminent product capacity, product performance
and/or product operational support shortfalls. These
processes take information available from the Customer
Relationship Management processes to establish detailed
views of anticipated product capacity and performance
shortfalls and support process issues.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page161 of 260
Enhanced Telecom Operations Map®, (eTOM)

1-3-3-SIP-L3 Approve Product Business Case (M&OM-ILM)

Process Name Approve Product Business Case

Process 1.I.1.3.3
Identifier

Brief Develop and gain approval for a business case to develop


Description and deliver the required capabilities, including identification of
potential suppliers/partners

Extended The Approve Product Business Case processes capture all


Description activities required to develop and gain the necessary level of
approval for a business case to develop and deliver the
required capabilities, including identification of potential
suppliers/partners. The business case should identify any
required product infrastructure components, development
costs and anticipated benefits, including revenue gains,
productivity gains, performance improvements and/or
operational cost improvements. The business case should
also include a general view of the types of product offers
which could be developed and deployed using the product
infrastructure, but would not necessarily include a specific
proposal to launch a specific product. This later activity is
managed by the PLM processes. The processes include any
cross-enterprise co-ordination and management functions to
ensure that the business case is supported by all
stakeholders.

1-3-4-SIP-L3 Deliver Product Capability (M&OM-ILM)

Process Name Deliver Product Capability

Process 1.I.1.3.4
Identifier

Brief Manage the co-coordinated delivery in line with the approved


Description business case of all required product infrastructure
capabilities for that business case across the enterprise

Extended The Deliver Product Capability processes ensure the co-


Description coordinated delivery in line with the approved business case
of all required product infrastructure capabilities for that
business case across the enterprise. It is predominantly a
program/project management function, with the detailed
management of individual infrastructure component delivery
managed through separate processes. The processes track
and ensure that the business case cost parameters are met,

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page162 of 260
Enhanced Telecom Operations Map®, (eTOM)

and anticipated benefits and ongoing operational costs are


likely to be achieved

1-3-5-SIP-L3 Manage Handover to Product Operations (M&OM-ILM)

Process Name Manage Handover to Product Operations

Process 1.I.1.3.5
Identifier

Brief Manage the processes involved in handover of deployed


Description product infrastructure to operational control

Extended The Manage Handover to Product Operations processes


Description manage the processes involved in handover of deployed
product infrastructure to operational control. These processes
ensure that all performance and operational design
requirements have been met by the installed product
infrastructure, and that all tools, test equipment, operational
procedures, support groups, and training is in place to allow
for successful operation. These processes include the
management and coordination of all stakeholders required to
gain approval and acceptance of the handover to operational
control.

1-3-6-SIP-L3 Manage Product Capability Delivery Methodology (M&OM-ILM)

Process Name Manage Product Capability Delivery Methodology

Process 1.I.1.3.6
Identifier

Brief Define and manage the methodology to be adopted for


Description product capability delivery across the enterprise

Extended The Manage Product Capability Delivery Methodology


Description processes define and manage the methodology to be
adopted for product capability delivery across the enterprise.
The processes define the procedures and steps to follow to
ensure that all project activities across the enterprise to
develop infrastructure capability are co-coordinated, visible
and controlled. These processes define the steps in the
methodology, and approval process or gates to be passed by
individual product capability delivery projects, and may
maintain a repository of all activities as a part of the
coordination aspects.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page163 of 260
Enhanced Telecom Operations Map®, (eTOM)

SIP L3 1-4 Marketing Capability Delivery (M&OM - ILM)

Process Identifier: 1.I.1.4

Brief description: Manage the delivery and build of new or changed market
capabilities or customer-related capabilities.

Marketing
Capability
Delivery

Define Marketing Gain Marketing Deliver Manage Handover Manage Marketing


Capability Capability Marketing to Marketing Capability Delivery
Requirements Approval Infrastructure Operations Methodology

©TeleManagement Forum November, 2004

Figure 49: Marketing Capability Delivery Decomposition into Level 3 Processes

1-4-1-SIP-L3 Define Marketing Capability Requirements (M&OM-ILM)

Process Name Define Marketing Capability Requirements

Process 1.I.1.4.1
Identifier

Brief Define and agree the marketing infrastructure capability


Description requirements

Extended The Define Marketing Capability Requirements processes


Description define and agree the marketing infrastructure capability
requirements. The processes define and obtain agreement to
the detailed infrastructure requirements to support the
marketing strategies and forecasts. The Define Marketing
Capability Requirements processes provide requirements,
including process performance targets, for the development
of new and/or enhancement of existing marketing
infrastructure which are captured by this process. These
processes include any cross-enterprise co-ordination and
management functions to ensure that the requirements
capture the needs of all stakeholders.

These processes provide input into the requirements capture

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page164 of 260
Enhanced Telecom Operations Map®, (eTOM)

processes in the Resource and Supply Chain horizontal


process groupings

1-4-2-SIP-L3 Gain Marketing Capability Approval (M&OM-ILM)

Process Name Gain Marketing Capability Approval

Process 1.I.1.4.2
Identifier

Brief Develop and gain the necessary level of approval for a


Description business case to develop and deliver the required capabilities

Extended The Gain Marketing Capability Approval processes capture


Description all activities required to develop and gain the necessary level
of approval for a business case to develop and deliver the
required capabilities, including identification of potential
suppliers/partners. The business case developed by these
processes should identify development costs and anticipated
benefits, including productivity gains and/or operational cost
improvements. These processes include any cross-enterprise
co-ordination and management functions to ensure that the
business case is supported by all stakeholders.

1-4-3-SIP-L3 Deliver Marketing Infrastructure (M&OM-ILM)

Process Name Deliver Marketing Infrastructure

Process 1.I.1.4.3
Identifier

Brief Manage the coordinated delivery of all marketing


Description infrastructure deliverables across the enterprise

Extended The Deliver Marketing Infrastructure processes manage the


Description coordinated delivery of all marketing infrastructure
deliverables across the enterprise. The processes ensure the
co-coordinated delivery in line with the approved business
case of all required infrastructure capabilities for that
business case across the enterprise. The processes track
and ensure that the business case cost parameters, and
anticipated benefits are achieved. The Deliver Marketing
Infrastructure processes are predominantly program/project
management processes, with the detailed management of
individual infrastructure component delivery managed through
separate processes in the relevant eTOM horizontal process

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page165 of 260
Enhanced Telecom Operations Map®, (eTOM)

groupings.

1-4-4-SIP-L3 Manage Handover to Marketing Operations (M&OM-ILM)

Process Name Manage Handover to Marketing Operations

Process 1.I.1.4.4
Identifier

Brief Manage the processes involved in handover of deployed


Description marketing infrastructure to operational control

Extended The Manage Handover to Marketing Operations processes


Description manage the processes involved in handover of deployed
marketing infrastructure to operational control. These
processes ensure that all operational and process
performance design requirements have been met by the
installed marketing infrastructure, and that all tools, test
equipment, operational procedures, support groups, and
training is in place to allow for successful operation. These
processes include the management and coordination of all
stakeholders required to gain approval and acceptance of the
handover to operational control.

1-4-5-SIP-L3 Manage Marketing Capability Delivery Methodology (M&OM-ILM)

Process Name Manage Marketing Capability Delivery Methodology

Process 1.I.1.4.5
Identifier

Brief Define and manage the methodology to be adopted for


Description marketing capability delivery across the enterprise

Extended The Manage Marketing Capability Delivery Methodology


Description processes define and manage the methodology to be
adopted for marketing capability delivery across the
enterprise. The processes define the procedures and steps to
follow to ensure that all project activities across the enterprise
to develop infrastructure capability are co-coordinated, visible
and controlled. These processes define the steps in the
methodology, and approval process or gates to be passed by
individual marketing capability delivery projects, and may
maintain a repository of all activities as a part of the
coordination aspects.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page166 of 260
Enhanced Telecom Operations Map®, (eTOM)

SIP L3 1-5 Product & Offer Development & Retirement (M&OM - PLM)

Process Identifier: 1.P.1.5

Brief description: Develop and deliver new products and product


enhancements and new features, ready for implementation by the Operations
processes.
Product & Offer
Development &
Retirement

Gather & Analyze Develop New Develop Detailed Launch


New Product Product Business Product New
Ideas Proposal Specifications Products

Assess Develop Product Manage Manage


Performance of Commercialization Product Product
Existing Products Strategy Development Exit

©TeleManagement Forum November, 2004

Figure 50: Product & Offer Development & Retirement Decomposition into Level 3
Processes

1-5-1-SIP-L3 Gather & Analyze New Product Ideas (M&OM-PLM)

Process Name Gather & Analyze New Product Ideas

Process 1.P.1.5.1
Identifier

Brief Research and analyze demographic, customer, technology


Description and marketing information to identify new product and offer
opportunities

Extended The Gather & Analyze New Product Ideas processes


Description research and analyze demographic, customer, technology
and marketing information to identify new product and offer
opportunities. These processes undertake the necessary
analysis to identify potential opportunities, compare current
capabilities with the identified opportunities, and as a result of
the analysis develop new opportunity concepts.
Requirements from the sales organization relating to
enhancements to support their desired offers are also
captured by these processes. The concepts include an
analysis of the customer value proposition.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page167 of 260
Enhanced Telecom Operations Map®, (eTOM)

1-5-2-SIP-L3 Assess Performance of Existing Products (M&OM-PLM)

Process Name Assess Performance of Existing Products

Process 1.P.1.5.2
Identifier

Brief Analyze the performance of existing products to identify


Description inadequacies and required improvements

Extended The Assess Performance of Existing Products processes


Description analyze the performance of existing products to identify
inadequacies and required improvements. These processes
use information from customers and from operational
activities to identify required improvements.

1-5-3-SIP-L3 Develop New Product Business Proposal (M&OM-PLM)

Process Name Develop New Product Business Proposal

Process 1.P.1.5.3
Identifier

Brief Develop and document business proposals for the identified


Description new product concept

Extended The Develop New Product Business Proposal processes


Description develop and document business proposals for the identified
new product concept (including if necessary a business
case). The business proposal (or business case) identifies
the new product requirements, including the specific service
components which constitute the product. The business
proposal also identifies the development costs and
anticipated benefits, including forecast demand, revenue
gains, productivity gains, performance improvements and/or
operational cost improvements. In addition, these processes
define the attributes of the product which form the basis for
product advertising and sales. The business proposal also
includes an assessment of the risks and the competitive
positioning of the product proposal. As a part of the business
proposal development a feasibility assessment can be
produced. Potential suppliers/partners who can assist in the
development of the product are also identified. As a part of
the process, the business proposal is appropriately approved,
and as a result of the approval, necessary resources are
made available.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page168 of 260
Enhanced Telecom Operations Map®, (eTOM)

1-5-4-SIP-L3 Develop Product Commercialization Strategy (M&OM-PLM)

Process Name Develop Product Commercialization Strategy

Process 1.P.1.5.4
Identifier

Brief Ensure that product specific pricing, sales channel support


Description and regulatory approvals are identified and agreed

Extended The Develop Product Commercialization Strategy processes


Description ensure that product specific pricing, sales channel support
and regulatory approvals are identified and agreed. These
processes ensure that all commercialization aspects of the
product development process associated with selling the
product to the market, including pricing, rating, identification
of sales support and sales channels features, are developed
and agreed.

Additionally these processes manage the enterprise cross-


product pricing approval processes.

1-5-5-SIP-L3 Develop Detailed Product Specifications (M&OM-PLM)

Process Name Develop Detailed Product Specifications

Process 1.P.1.5.5
Identifier

Brief Develop and document the detailed product-related technical,


Description performance and operational specifications, and customer
manuals.

Extended The Develop Detailed Product Specifications processes


Description develop and document the detailed product-related technical,
performance and operational specifications, and customer
manuals. These processes develop and document the
required product features, the specific service and resource
requirements and selections, the specific performance and
operational requirements and support activities, any product
specific data required for the systems and network
infrastructure. The processes ensure that all detailed
specifications are produced and appropriately documented.
Additionally the processes ensure that the documentation is
captured in an appropriate enterprise repository.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page169 of 260
Enhanced Telecom Operations Map®, (eTOM)

1-5-6-SIP-L3 Manage Product Development (M&OM-PLM)

Process Name Manage Product Development

Process 1.P.1.5.6
Identifier

Brief Ensure the co-coordinated delivery in line with the approved


Description business case of all required product capabilities for that
business case across the enterprise

Extended The Manage Product Development processes ensure the co-


Description coordinated delivery in line with the approved business case
of all required product capabilities for that business case
across the enterprise. These processes use project
management disciplines to deliver the necessary capabilities,
including process development, specific systems & network
infrastructure developments, specific channel developments,
specific operational procedures, etc. required to support the
new product. It is predominantly a program/project
management function, with the detailed management of
individual capability delivery managed through separate
processes in other horizontal process groupings.

Note that delivery of products within the context of existing


commercial arrangements is managed through the Supply
Chain Development and Change Management process. If
new suppliers/partners are required, the Supply Chain
Capability Delivery process is used to deliver the necessary
commercial arrangements.

Note that the management of major new or enhanced


infrastructure development to support Product & Offer
Development is managed within the Product & Offer
Capability Delivery process

1-5-7-SIP-L3 Launch New Products (M&OM-PLM)

Process Name Launch New Products

Process 1.P.1.5.7
Identifier

Brief Manage the initial introduction of new and enhanced products


Description into the market and handover to operations for ongoing rollout

Extended The Launch New Products processes manage the initial


Description introduction of new and enhanced products into the market
and hando er to operations for ongoing rollo t The initial

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page170 of 260
Enhanced Telecom Operations Map®, (eTOM)

and handover to operations for ongoing rollout. The initial


introduction could be through commercial pilots or market
trials, in which case the commercial negotiations for the pilot
and/or trial are managed through these processes. These
processes identify the shortcomings or issues, and manage
the necessary improvements to the product to allow full
rollout. At the conclusion of the pilots and/or trials when the
product passes its acceptance tests or defined acceptance
criteria, these processes manage the handover to operations.

Once accepted as a stable product offering, rollout and/or


expanded of the product to subsequent customers is
managed by the Operations Support & Readiness processes.

1-5-8-SIP-L3 Manage Product Exit (M&OM-PLM)

Process Name Manage Product Exit

Process 1.P.1.5.8
Identifier

Brief Identify existing products which are unviable and manage the
Description processes to exit the product from the market.

Extended The Manage Product Exit processes identify existing products


Description which are unviable and manage the process to exit the
product from the market. The processes analyze existing
products & sales offers to identify economically or
strategically unviable products, identify customers impacted
by any exit, develop customer specific or market segment exit
or migration strategies, develop infrastructure transition
and/or replacement strategies, and manage the operational
aspects of the exit process. A business proposal identifying
the competitive threats, risks and costs may be required as
part of developing the exit strategy. It includes any cross-
enterprise co-ordination and management functions to ensure
that the needs of all stakeholders are identified and managed.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page171 of 260
Enhanced Telecom Operations Map®, (eTOM)

SIP L3 1-6 Sales Development (M&OM - PLM)

Process Identifier: 1.P.1.6

Brief description: Develop the Sales support and response for new and
existing products, as well as existing and potential customers.

Sales
Development

Monitor Sales & Develop Sales Develop New


Channel Best & Channels Sales Channels &
Practice Proposals Processes

©TeleManagement Forum November, 2004

Figure 51: Sales & Channel Development Decomposition into Level 3 Processes

1-6-1-SIP-L3 Monitor Sales & Channel Best Practice (M&OM-PLM)

Process Name Monitor Sales & Channel Best Practice

Process 1.P.1.6.1
Identifier

Brief Ensure that the enterprise keeps abreast of sales and


Description channel practices and capabilities in the wider environment.

Extended The Monitor Sales & Channel Best Practice processes


Description ensure that the enterprise keeps abreast of sales and
channel practices and capabilities in the wider environment.
These processes can involve externally provided research, as
well as monitoring of various activities within the enterprise.
These processes develop the requirements for the
introduction of new sales approaches and sales channels, as
well as provide requirements for enhancements to existing
sales approaches and channels. This monitoring ensures that
the enterprise can provide sales and channel capabilities as
effectively as possible at all times. The monitoring captures
issues such as compensation plans, product related sales
training approaches and techniques, prospective customer
identification methodologies, selling processes/methods and

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page172 of 260
Enhanced Telecom Operations Map®, (eTOM)

procedures for new products.

1-6-2-SIP-L3 Develop Sales & Channels Proposals (M&OM-PLM)

Process Name Develop Sales & Channel Proposals

Process 1.P.1.6.2
Identifier

Brief Create and document proposals for sales processes and


Description sales channels, and gain approval for them

Extended The Develop Sales & Channel Proposals processes create


Description and document proposals for sales processes and sales
channels, and gain approval for them. The processes define
proposals to change existing sales processes and/or
channels, or to develop new sales processes and/or
channels. These processes undertake the necessary
identification of the needs of products, and an analysis of the
existing or proposed enterprise sales process and/or channel
capabilities. Depending on the proposal a business case
process may be required to gain the necessary approval.

The proposals can be based on industry analysis from the


Monitoring Sales & Channel Best Practice processes, on
feedback of the effectiveness of existing sales channels from
the Support Selling processes, or on specific requirements
associated with the development of new or enhanced
products.

These processes include defining product sales targets for


each channel, as well as sales and sales personnel
performance indicators for each channel.

1-6-3-SIP-L3 Develop New Sales Channels & Processes (M&OM-PLM)

Process Name Develop New Sales Channels & Processes

Process 1.P.1.6.3
Identifier

Brief Develop and implement new or adapted sales processes


Description and/or channels to support new or enhanced products.

Extended The Develop New Sales Channels & Processes processes


Description develop and implement new or adapted sales processes
and/or channels to support new or enhanced products. These

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page173 of 260
Enhanced Telecom Operations Map®, (eTOM)

processes include the development of external relationships if


required to provide the necessary sales channel capability.
The development and implementation may require
management of the coordination and integration of existing
and new sales processes and channels to ensure effective
operations. These processes include the definition of
commercialization manpower profile, training program
development and sales methods and procedures,
compensation plans, identification of product potential
customers to each channel and sale method

SIP L3 1-7 Product Marketing Communications & Promotion (M&OM - PLM)

Process Identifier: 1.P.1.7

Brief description: Develop and manage communications to the market,


prospective and existing customers.

Product Marketing
Communications
& Promotion

Define Product Select Message Manage Message


Marketing and Campaign and Campaign
Promotion Strategy Channels Delivery

Develop Product Develop Monitor Message &


& Campaign Promotional Campaign
Message Collateral Effectiveness

©TeleManagement Forum November, 2004

Figure 52: Product Marketing Communications & Promotion Decomposition into Level 3
Processes

1-7-1-SIP-L3 Define Product Marketing Promotion Strategy (M&OM-PLM)

Process Name Define Product Marketing Promotion Strategy

Process 1.P.1.7.1
Identifier

Brief Defines the specific communications and promotions strategy


Description to be used for positioning the product in the marketplace

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page174 of 260
Enhanced Telecom Operations Map®, (eTOM)

Extended The Define Product Marketing Promotion Strategy defines the


Description specific communications and promotions strategy to be used
for positioning the product in the marketplace, especially in
relation to competitive products. The Establish Market
Strategy processes (S&C) define the overall umbrella, and
these processes operate within that umbrella to target the
messages for specific products. The processes define a set
of arguments and information needed for creating and
developing specific promotional campaigns for each product.

1-7-2-SIP-L3 Develop Product & Campaign Message (M&OM-PLM)

Process Name Develop Product & Campaign Message

Process 1.P.1.7.2
Identifier

Brief Manage all activities and stakeholder engagement to develop


Description and agree the specific campaign or promotion message

Extended The Develop Product & Campaign Message processes


Description manage all activities and stakeholder engagement to develop
and agree the specific campaign or promotion message. Any
particular promotion or campaign may require the
coordination of multiple stakeholders to produce and agree a
specific message. These stakeholders could include media
management, all impacted product managers, brand
management, marketing management, owners of the
potential channels, etc.

1-7-3-SIP-L3 Select Message and Campaign Channels (M&OM-PLM)

Process Name Select Message and Campaign Channels

Process 1.P.1.7.3
Identifier

Brief Manage the selection of the appropriate channel or channels


Description to support the message delivery and/or campaign

Extended The Select Message and Campaign Channel(s) processes


Description manage the selection of the appropriate channel or channels
to support the message delivery and/or campaign. A
particular promotion may require selection of one or several
delivery channels.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page175 of 260
Enhanced Telecom Operations Map®, (eTOM)

1-7-4-SIP-L3 Develop Promotional Collateral (M&OM-PLM)

Process Name Develop Promotional Collateral

Process 1.P.1.7.4
Identifier

Brief Ensure that all associated collateral is produced to support


Description the market message and /or campaign

Extended The Develop Promotional Collateral processes ensure that all


Description associated collateral is produced to support the market
message and/or campaign. Collateral could include
production of pamphlets, trade displays, call centre scripts,
etc. These processes arrange and manage the delivery
through the suppliers or producers of the associated
collateral.

Note that the actual contractual relationship with the supplier


may be established through Supplier Chain Development and
Management processes.

1-7-5-SIP-L3 Manage Message and Campaign Delivery (M&OM-PLM)

Process Name Manage Message and Campaign Delivery

Process 1.P.1.7.5
Identifier

Brief Manage and co-ordinate the delivery of the messages and


Description campaigns into the selected channels

Extended The Manage Message and Campaign Delivery processes


Description manage and co-ordinate the delivery of the messages and
campaigns into the selected channels. They ensure that the
channels (owned and/or contracted) are adequately trained
and/or informed to manage the message and/or campaign
delivery, and that sufficient resources are available in the
selected channel(s) to support the delivery.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page176 of 260
Enhanced Telecom Operations Map®, (eTOM)

1-7-6-SIP-L3 Monitor Message & Campaign Effectiveness (M&OM-PLM)

Process Name Monitor Message and Campaign Effectiveness

Process 1.P.1.7.6
Identifier

Brief Establish metrics and monitoring and reporting processes to


Description gauge the effectiveness of market messages and product
promotional campaigns

Extended The Monitor Message and Campaign Effectiveness


Description processes establish metrics and monitoring and reporting
processes to gauge the effectiveness of market messages
and product promotional campaigns. Based on analysis these
processes feedback suggested changes to re-enforce the
message or to adapt the message to become more effective.

Chapter 2 SIP- Service


Development & Management
(SD&M) Processes

Process Identifier: 1.SIP.2

This horizontal functional process grouping focuses on planning, developing


and delivering services to the Operations domain. It includes processes
necessary for defining the strategies for service creation and design,
managing existing services, and ensuring that capabilities are in place to
meet future service demand.

Service
Development &
Management

Service Strategy & Service Capability Service


Planning Delivery Development &
Retirement

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page177 of 260
Enhanced Telecom Operations Map®, (eTOM)

Figure 53: Service Development & Management decomposition into level 2 processes

SIP L3 2-1 Service Strategy & Planning (SD&M - SC)

Process Identifier: 1.S.2.1

Brief description: Enable the development of a strategic view and a multi-


year business plan for the enterprise’s services and service directions, and
the parties who will supply the required services.

Service
Strategy &
Planning

Gather & Analyze Establish Produce Gain Enterprise


Service Service Strategy Service Commitment to
Information & Goals Business Plans Service Plans

Manage Define Service Develop Service


Service Support Partnership
Research Strategies Requirements

©TeleManagement Forum November, 2004

Figure 54: Service Strategy & Planning Decomposition into Level 3 Processes

2-1-1-SIP-L3 Gather & Analyze Service Information (SD&M – SC)

Process Name Gather & Analyze Service Information

Process 1.S.2.1.1
Identifier

Brief Research and analyze customer, technology, competitor and


Description marketing information to identify new service directions and
industry best practice, and potential enhancements to existing
services

Extended The Gather & Analyze Service Information processes


Description research and analyze customer, technology, competitor and
marketing information to identify new service directions and
industry best practice, and potential enhancements to existing
services. These processes undertake the necessary analysis
to identify potential opportunities, compare current
capabilities with the identified opportunities, and as a result of

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page178 of 260
Enhanced Telecom Operations Map®, (eTOM)

the analysis develop new service requirements. Included in


this analysis are the capture and analysis of service growth
driven by expansion of housing estates, building
developments and building approvals forecasts. The new
service requirements include an analysis of the customer
value proposition.

These processes include the establishment and management


of relationships with external providers of service information,
and the management of internal resources used for providing
service information.

A key source of input to this analysis is derived from the


marketing and product strategy and planning processes.

2-1-2-SIP-L3 Manage Service Research (SD&M – SC)

Process Name Manage Service Research

Process 1.S.2.1.2
Identifier

Brief Manage internally driven research investigations and


Description activities which are used to provide detailed assessment or
investigation of new and emerging service capabilities

Extended The Manage Service Research processes manage internally


Description driven research investigations and activities which are used
to provide detailed assessment or investigation of new and
emerging service capabilities. The actual research activity
may be totally internally delivered, or may be outsourced to
external parties to perform the actual research activity. These
processes manage the administration of the research activity,
management of any research prioritization processes, define
the assessment methodologies, administer any actual
research contracts with external parties, and develop and
manage any intellectual property and patent administration
required for the service research activity.

Note that the commercial arrangements with external parties


are developed within the Supply Chain Development &
Management processes.

Note that the actual legal arrangements, analysis and


litigation surrounding intellectual property is managed within
the Legal Management processes in the Enterprise
Management process area.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page179 of 260
Enhanced Telecom Operations Map®, (eTOM)

2-1-3-SIP-L3 Establish Service Strategy & Goals (SD&M – SC)

Process Name Establish Service Strategy & Goals

Process 1.S.2.1.3
Identifier

Brief Establish the service strategies based on market trends,


Description future products needs, technical capabilities, and addressing
shortcomings in existing service performance and support

Extended The Establish Service Strategy & Goals processes establish


Description the service strategies based on market trends, future
products needs, technical capabilities, and addressing
shortcomings in existing service performance and support.
These processes accept the changing service requirements
and develop appropriate service strategies based on the
changing needs of the enterprise, and increasing
expectations of the market. They establish realistic service
goals for the enterprise and for the products they support.
They highlight shortcomings in existing support strategies,
including issues associated with resourcing and skill sets.

2-1-4-SIP-L3 Define Service Support Strategies (SD&M – SC)

Process Name Define Service Support Strategies

Process 1.S.2.1.4
Identifier

Brief Define the principles, policies and performance standards for


Description the operational organization providing service support

Extended The Define Service Support Strategies processes define the


Description principles, policies and performance standards for the
operational organization providing service support. Over time,
the requirements for service levels and service quality on
existing services, and the challenges introduced by new
services require changes to the support requirements. These
processes define the targets, and operational requirements,
in this changing environment. The required performance
standards are driven by community expectations, internal
process and technology capabilities and competitive
offerings. A major input to these processes arises from the
Gather & Analyze Service Information processes, and from
the product portfolio, resource strategy and market strategy
processes. These processes also provide the feedback point
from analyses undertaken in the Service Management &

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page180 of 260
Enhanced Telecom Operations Map®, (eTOM)

Operations process to determine bottlenecks and problems


associated with existing service support activities.

2-1-5-SIP-L3 Produce Service Business Plans (SD&M – SC)

Process Name Produce Service Business Plans

Process 1.S.2.1.5
Identifier

Brief Develop and deliver annual and multi-year service plans in


Description support of products and offers

Extended The Produce Service Business Plans processes develop and


Description deliver annual and multi-year service plans in support of
products and offers that include volume forecasts, negotiation
for required levels of resources and budgets, gaining service
development and management as well as supply chain
commitment and executive approval for the plans.

Forecasting of service demand, and capturing of new


opportunities, are both essential to ensure that the enterprise
can implement the services necessary for the future needs of
their customers and potential customers. The processes
assess the impacts that new or modified service requirements
will cause on the installed service infrastructure and
workforce, and supporting resource infrastructure, and
establish the functions and benefits that new or modified
service will provide to users

These processes identify the timetables and logistics for new


service capability introduction.

These processes develop and maintain the associated


budgets necessary to support the agreed service strategies
and business plans.

2-1-6-SIP-L3 Develop Service Partnership Requirements (SD&M – SC)

Process Name Develop Service Partnership Requirements

Process 1.S.2.1.6
Identifier

Brief Identify the requirements for service aspects sourced from


Description partners or suppliers, and the service aspects to be delivered
internall to the enterprise

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page181 of 260
Enhanced Telecom Operations Map®, (eTOM)

internally to the enterprise.

Extended The Develop Service Partnership Requirements processes


Description identify the requirements for service aspects sourced from
partners or suppliers, and the service aspects to be delivered
internally to the enterprise. The processes determine the
extent to which service aspects need to be sourced externally
or delivered from internal capabilities, they scan external
availability, and make recommendations about the specific
external partners or suppliers who should be used to provide
the service aspects.

Note that the processes used to actually source any external


suppliers occur with the Supply Chain Development &
Management processes.

2-1-7-SIP-L3 Gain Enterprise Commitment to Service Strategies (SD&M – SC)

Process Name Gain Enterprise Commitment to Service Strategies

Process 1.S.2.1.7
Identifier

Brief Gain enterprise commitment to the service strategy and


Description service plans.

Extended The Gain Commitment to Service Plans processes gain


Description enterprise commitment to the service strategy and service
plans. These processes include all aspects of identification of
stakeholders and negotiation to gain stakeholder approval.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page182 of 260
Enhanced Telecom Operations Map®, (eTOM)

SIP L3 2-2 Service Capability Delivery (SD&M - ILM)

Process Identifier: 1.I.2.2

Brief description: Plan and deliver the total capabilities required to deliver
changes to service.
Service
Capability
Delivery

Map & Analyze Gain Service Enable Service Manage Handover


Service Capability Investment Support & to Service
Requirements Approval Operations Operations

Capture Service Design Manage Service


Capability Service Capability
Shortfalls Capabilities Delivery

©TeleManagement Forum November, 2004

Figure 55: Service Capability Delivery Decomposition into Level 3 Processes

2-2-1-SIP-L3 Map & Analyze Service Requirements (SD&M - ILM)

Process Name Map & Analyze Service Requirements

Process 1.I.2.2.1
Identifier

Brief Define the detailed service infrastructure requirements to


Description support the product capabilities required by the enterprise.

Extended The Map & Analyze Service Requirements processes define


Description the detailed service infrastructure requirements to support the
product capabilities required by the enterprise. The processes
provide detailed analysis of new service demand forecasts
linked to service relevant geographic distributions. The
processes also establish the detailed performance
requirements. These processes take the forecast information
available from the Produce Service Business Plans and
requirements information from the Define Product Capability
Requirements processes, as well as service infrastructure
requirements developed by the Develop Detailed Service
Specifications processes, to establish detailed views of

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page183 of 260
Enhanced Telecom Operations Map®, (eTOM)

anticipated service demand and performance requirements.

The processes include any cross-enterprise coordination and


management functions to ensure that the demand
distributions capture the needs of all stakeholders.

These processes provide input into the requirements capture


processes in the Resource and Supply Chain horizontal
process groupings

2-2-2-SIP-L3 Capture Service Capability Shortfalls (SD&M - ILM)

Process Name Capture Service Capability Shortfalls

Process 1.I.2.2.2
Identifier

Brief Identify specific or imminent service capacity, service


Description performance and/or service operational support shortfalls

Extended The Capture Service Capability Shortfalls processes identify


Description specific or imminent service capacity, service performance
and/or service operational support shortfalls. These
processes take information available from the Service
Management & Operations processes to establish detailed
views of anticipated service capacity and performance
shortfalls and support process issues.

2-2-3-SIP-L3 Gain Service Capability Investment Approval (SD&M - ILM)

Process Name Gain Service Capability Investment Approval

Process 1.I.2.2.3
Identifier

Brief Capture all activities required to develop and gain necessary


Description approval for investment proposals to develop and deliver the
required service capabilities

Extended The Gain Service Capability Investment Approval processes


Description capture all activities required to develop and gain necessary
approval for business proposals to develop and deliver the
required service capabilities, including identification of
potential suppliers/partners. These processes take the input
from the Map & Analyze Service Requirements, the Capture
Service Capability Shortfalls and the Define Product
Capability Requirements processes to develop and gain

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page184 of 260
Enhanced Telecom Operations Map®, (eTOM)

approval for any business proposals arising. In some cases


the business proposal may require the creation and approval
of a formal business case, in other cases the business
proposal approval may be delegated to local management. In
any event requirements for the service infrastructure,
identification of required Resource infrastructure capabilities,
the cost estimates for delivering the service and supporting
resource infrastructure, including costs for materials
(equipment and tools), labor and training are part of the
investment proposal.

The rules and procedures outlining the necessary approval


process to be used are also part of these processes.

The processes include any cross-enterprise coordination and


management functions to ensure that the investment
proposals capture the needs of, and are supported by, all
stakeholders

2-2-4-SIP-L3 Design Service Capabilities (SD&M - ILM)

Process Name Design Service Capabilities

Process 1.I.2.2.4
Identifier

Brief Manage the design of the service infrastructure to meet the


Description requirements in any approved investment proposals.

Extended The Design Service Capabilities processes manage the


Description design of the service infrastructure to meet the requirements
in any approved investment proposals approved through the
Gain Service Capability Investment Approval processes.
These processes ensure the collation and coordination of
requirements from all approved investment proposals, assess
the most appropriate service infrastructure, develop the
tactical/solution architecture and design specifications to be
used to build or source the necessary service infrastructure
components, and select the most appropriate service
infrastructure suppliers/partners to support the service
requirements.

Note that the actual management of the sourcing process is


handled within the Supply Chain Development &
Management processes.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page185 of 260
Enhanced Telecom Operations Map®, (eTOM)

2-2-5-SIP-L3 Enable Service Support & Operations (SD&M - ILM)

Process Name Enable Service Support & Operations

Process 1.I.2.2.5
Identifier

Brief Manage the design of any improvements or changes required


Description to the service operational support processes to support the
investment proposals and new service capabilities and
infrastructure

Extended The Enable Service Support & Operations processes manage


Description the design of any improvements or changes required to the
service operational support processes to support the
investment proposals and new service capabilities and
infrastructure. The processes ensure the identification of
operational support groups, required skill sets, and availability
of appropriate training programs. These processes ensure
the identification, collation and coordination of support
requirements from all approved investment proposals, and
from any operational support shortfalls identified in the
Capture Service Capability Shortfalls processes.

2-2-6-SIP-L3 Manage Service Capability Delivery (SD&M - ILM)

Process Name Manage Service Capability Delivery

Process 1.I.2.2.6
Identifier

Brief Manage the provision, implementation and roll-out of the new


Description or enhanced service capability, and associated operational
support processes.

Extended The Manage Service Capability Delivery processes manage


Description the provision, implementation and roll-out of the new or
enhanced service capability and associated operational
support processes. These processes are predominantly
program/project management process functions, and require
the detailed management and co-ordination of the delivery of
individual service infrastructure components, and any
underlying resource infrastructure capability delivery, to
achieve the delivery of the overall service capability. These
processes are responsible to ensure that the quality of the
implemented service capability meets the design
specifications. These processes leverage the Supply Chain
Development & Management processes as necessary to

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page186 of 260
Enhanced Telecom Operations Map®, (eTOM)

establish any new sourcing arrangements for the delivery of


service components.

These processes develop the detailed delivery,


implementation and roll-out timetables, and track the
expenditure and staff resource usage to deliver the service
components, and provide any reporting necessary to keep
stakeholders informed of progress. They are responsible for
ensuring that the financial aspects of the approved business
proposals are met.

2-2-7-SIP-L3 Manage Handover to Service Operations (SD&M - ILM)

Process Name Manage Handover to Service Operations

Process 1.I.2.2.7
Identifier

Brief Manage the processes involved in handover of deployed


Description service infrastructure to operational control

Extended The Manage Handover to Service Operations processes


Description manage the processes involved in handover of deployed
service infrastructure to operational control. These processes
ensure that all operational and performance design
requirements have been met by the installed service
infrastructure, and that all tools, test equipment, operational
procedures, support groups, and training is in place to allow
for successful operation. These processes include the
management and coordination of all stakeholders required to
gain approval and acceptance of the handover to operational
control.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page187 of 260
Enhanced Telecom Operations Map®, (eTOM)

SIP L3 2-3 Service Development & Retirement (SD&M - PLM)

Process Identifier: 1.P.2.3

Brief description: Develop and deliver new or enhanced service types.

Service
Development &
Retirement

Gather & Develop New Manage Manage


Analyze New Service Business Service Service
Service Ideas Proposal Development Exit

Assess Develop Detailed Manage


Performance of Service Service
Existing Services Specifications Deployment

©TeleManagement Forum November, 2004

Figure 56: Service Development & Retirement Decomposition into Level 3 Processes

2-3-1-SIP-L3 Gather & Analyze New Service Ideas (SD&M - PLM)

Process Name Gather & Analyze New Service Ideas

Process 1.P.2.3.1
Identifier

Brief Combine specific product requirements with demographic,


Description customer, technology and marketing information to identify
specific new service classes/components or enhancements to
existing service classes/components.

Extended The Gather & Analyze New Service Ideas processes combine
Description specific product requirements with demographic, customer,
technology and marketing information to identify specific new
service classes/components or enhancements to existing
service classes/components. These processes undertake the
necessary analysis to identify potential service classes,

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page188 of 260
Enhanced Telecom Operations Map®, (eTOM)

compare current service classes with the identified required


service classes, and as a result of the analysis develop new
service class ideas. The new service class ideas include an
analysis of the customer value proposition.

2-3-2-SIP-L3 Assess Performance of Existing Services (SD&M-PLM)

Process Name Assess Performance of Existing Services

Process 1.P.2.3.2
Identifier

Brief Analyze the performance of existing services to identify


Description inadequacies and required improvements

Extended The Assess Performance of Existing Services processes


Description analyze the performance of existing services to identify
inadequacies and required improvements. These processes
use information from customers and from operational
activities to identify required improvements.

2-3-3-SIP-L3 Develop New Service Business Proposal (SD&M - PLM)

Process Name Develop New Service Business Proposal

Process 1.P.2.3.3
Identifier

Brief Develop and document business proposals for the identified


Description new or enhanced Service ideas

Extended The Develop New Service Business Proposal processes


Description develop and document business proposals for the identified
new or enhanced Service ideas (including if necessary a
business case). The business proposal (or business case)
identifies the new service requirements, including the specific
resource components which underpin the service. The
business proposal also identifies the service development,
management and operations costs and anticipated benefits,
including forecast demand, performance gains, productivity
gains and/or operational cost improvements. The business
proposal also includes an assessment of the risks and the
competitive positioning of the service proposal. As a part of
the business proposal development a feasibility assessment
can be produced. Potential suppliers/partners who can assist
in the development of the service classes are also identified

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page189 of 260
Enhanced Telecom Operations Map®, (eTOM)

(note that commercial arrangements may already be in place


with these potential suppliers/partners). As a part of the
process, the business proposal is appropriately approved, and
as a result of the approval, necessary staff and other
resources are made available.

2-3-4-SIP-L3 Develop Detailed Service Specifications (SD&M-PLM)

Process Name Develop Detailed Service Specifications

Process 1.P.2.3.4
Identifier

Brief Develop and document the detailed service-related technical


Description and operational specifications, and customer manuals.

Extended The Develop Detailed Service Specifications processes


Description develop and document the detailed service-related technical
and operational specifications, and customer manuals. These
processes develop and document the required service
features, the specific underpinning resource requirements
and selections, the specific operational, and quality
requirements and support activities, any service specific data
required for the systems and network infrastructure as agreed
through the Develop New Service Business Proposal
processes. The Develop Detailed Product Specifications
processes provide input to these specifications. The
processes ensure that all detailed specifications are produced
and appropriately documented. Additionally the processes
ensure that the documentation is captured in an appropriate
enterprise repository.

2-3-5-SIP-L3 Manage Service Development (SD&M - PLM)

Process Name Manage Service Development

Process 1.P.2.3.5
Identifier

Brief Ensure the co-coordinated development in line with the


Description approved business case of all required new or enhanced
service classes/components for that business case across
the enterprise

Extended The Manage Service Development processes ensure the co-


Description coordinated development in line with the approved business
case of all req ired ne or enhanced ser ice

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page190 of 260
Enhanced Telecom Operations Map®, (eTOM)

case of all required new or enhanced service


classes/components for that business case across the
enterprise. These processes ensure that all operational
processes and procedures, IT systems changes, network
changes, channel changes, operational procedures, testing
tools and procedures, etc. required to support the new
service class/component are identified and developed. These
processes ensure that the necessary documentation and
training packages are produced to support the operation of
the new service class. These processes also ensure that the
required service level agreements and operational level
agreements to support the detailed service specifications are
developed and agreed for each service class deployed, and
that any supplier/partner operational support has been
identified and agreed. These processes have both
program/project management aspects and
technical/operational specification aspects, with the detailed
management of individual service class deployment managed
by the Manage Service Deployment processes.

As well as developing new service classes these processes


manage upgrades or enhancements to existing service
classes, as the need to review operational and other support
is also relevant for upgrading existing classes/components.

Note that management of major new or enhanced


infrastructure delivery to support service development is
managed within the Service Capability Delivery process.

Note that delivery of service classes/components within the


context of existing commercial arrangements is managed
through the Supply Chain Development and Change
Management process. If new suppliers/partners are required,
the Supply Chain Capability Delivery process is used to
deliver the necessary commercial arrangements

2-3-6-SIP-L3 Manage Service Deployment (SD&M - PLM)

Process Name Manage Service Deployment

Process 1.P.2.3.6
Identifier

Brief Ensure the co-coordinated deployment in line with the


Description approved business case of all required service
classes/components for that business case across the
enterprise.

Extended The Manage Service Deployment processes ensure the co-

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page191 of 260
Enhanced Telecom Operations Map®, (eTOM)

Description coordinated deployment in line with the approved business


case of all required service classes/components for that
business case across the enterprise. These processes
ensure that all operational processes and procedures, IT
systems changes, network changes, channel changes,
operational procedures, testing tools and procedures, etc.
required to support the new service class/component have
been implemented. These processes ensure that appropriate
operational staff are identified and have received the
necessary training. These processes ensure that the agreed
supplier/partner operational support has been implemented.
These processes also ensure that acceptance testing is
successfully performed to assure that the new or enhanced
services comply with the specifications. These processes
have both program/project and management aspects.

2-3-7-SIP-L3 Manage Service Exit (SD&M - PLM)

Process Name Manage Service Exit

Process 1.P.2.3.7
Identifier

Brief Identify existing service which are unviable and manage the
Description processes to exit the Service Class from the market.

Extended The Manage Service Exit processes identify existing service


Description classes which are unviable and manage the process to exit
the Service from the products they support. The processes
analyze existing service classes to identify economically or
strategically unviable classes, identify products & customers
impacted by any exit, develop product & customer specific
exit or migration strategies, develop service infrastructure
transition and/or replacement strategies, and manage the
operational aspects of the exit process. A business proposal
identifying the competitive threats, risks and costs may be
required as a part of developing the exit strategy. These
processes include any cross-enterprise co-ordination and
management functions to ensure that the needs of all
stakeholders are identified and managed.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page192 of 260
Enhanced Telecom Operations Map®, (eTOM)

Chapter 3 SIP- Resource


Development & Management
(RD&M) Processes

Process Identifier: 1.SIP.3

This horizontal functional process focuses on planning, developing and


delivering the resources needed to support services and products to the
Operations domain. It includes processes necessary for defining the
strategies for development of the network and other physical and non-
physical resources, introduction of new technologies and interworking with
existing ones, managing of existing resources and ensuring that capabilities
are in place to meet future service needs

Resource
Development &
Management

Resource Strategy Resource Resource


& Planning Capability Delivery Development &
Retirement

Figure 57: Resource Development & Management decomposition into level 2 processes

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page193 of 260
Enhanced Telecom Operations Map®, (eTOM)

SIP L3 3-1 Resource Strategy & Planning (RD&M - SC)

Process Identifier: 1.S.3.1

Brief description: Develop resource strategies, policies and plans for the
enterprise, based on the long-term business, market, product and service
directions of the enterprise.

Resource
Strategy &
Planning

Gather & Analyze Establish Produce Gain Enterprise


Resource Resource Strategy Resource Commitment to
Information & Architecture Business Plans Resource Plans

Manage Define Resource Develop Resource


Resource Support Partnership
Research Strategies Requirements

©TeleManagement Forum November, 2004

Figure 58: Resource Strategy & Planning Decomposition into Level 3 Processes

3-1-1-SIP-L3 Gather & Analyze Resource Information (RD&M – SC)

Process Name Gather & Analyze Resource Information

Process 1.S.3.1.1
Identifier

Brief Research and analyze customer, technology, competitor and


Description marketing information to identify new resource requirements
and industry resource capabilities and availability

Extended The Gather & Analyze Resource Information processes


Description research and analyze customer, technology, competitor and
marketing information to identify new resource requirements
and industry resource capabilities and availability. These
processes undertake the necessary analysis to identify
potential opportunities, compare current capabilities with the
identified opportunities, and as a result of the analysis
develop new resource requirements or enhancements to
existing requirements. The new or enhanced resource
requirements include an analysis of the customer value
proposition.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page194 of 260
Enhanced Telecom Operations Map®, (eTOM)

These processes include the establishment and management


of relationships with external providers of resource
information, and the management of internal groups used for
providing resource information.

A key source of input to this analysis is derived from the


business, marketing, service and product strategy and
planning processes.

3-1-2-SIP-L3 Manage Resource Research (RD&M – SC)

Process Name Manage Resource Research

Process 1.S.3.1.2
Identifier

Brief Manage internally driven research investigations and


Description activities which are used to provide detailed technical
assessment or investigation of new and emerging resource
capabilities

Extended The Manage Resource Research processes manage


Description internally driven research investigations and activities which
are used to provide detailed technical assessment or
investigation of new and emerging resource capabilities. The
actual research activity may be totally internally delivered, or
may be outsourced to external parties to perform the actual
research activity. These processes manage the
administration of the research activity, management of any
research prioritization processes, define the assessment
methodologies, administer any actual research contracts with
external parties, and develop and manage any intellectual
property and patent administration required for the resource
research activity.

Note that the commercial arrangements with external parties


are developed within the Supply Chain Development &
Management processes.

Note that the actual legal arrangements, analysis and


litigation surrounding intellectual property is managed within
the Legal Management processes in the Enterprise
Management process area.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page195 of 260
Enhanced Telecom Operations Map®, (eTOM)

3-1-3-SIP-L3 Establish Resource Strategy & Architecture (RD&M – SC)

Process Name Establish Resource Strategy & Architecture

Process 1.S.3.1.3
Identifier

Brief Establish the resource strategies based on market trends,


Description future products needs, technical capabilities, and addressing
shortcomings in existing resource support

Extended The Establish Resource Strategy & Architecture processes


Description establish the resource strategies based on market trends,
future products needs, available and emerging resource
capabilities, and addressing shortcomings in existing
resource performance and operational support. These
processes accept the changing resource requirements and
develop appropriate resource strategies and strategic
resource architectures based on the changing needs of the
enterprise, and increasing expectations of the market. They
establish realistic resource development and delivery goals
for the enterprise and services to be delivered to the market.
They establish implementation policies which act as a set of
guidelines to be followed in the Resource Capability Delivery
processes. They highlight shortcomings in existing resource
performance and operational support arrangements and
processes, including issues associated with resourcing and
skill sets.

Major inputs to these processes are derived from the Gather


& Analyze Resource Information and the Manage Resource
Research processes

3-1-4-SIP-L3 Define Resource Support Strategies (RD&M – SC)

Process Name Define Resource Support Strategies

Process 1.S.3.1.4
Identifier

Brief Define the principles, policies and performance standards for


Description the operational organization providing resource support

Extended The Define Resource Support Strategies processes define


Description the principles, policies and performance standards for the
operational organization providing resource support. Over
time requirements for service levels and quality on existing
resources change and operational challenges are introduced

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page196 of 260
Enhanced Telecom Operations Map®, (eTOM)

by new resources. These processes define the targets, and


operational requirements, in this changing environment. The
required performance standards are driven by community and
regulatory expectations, internal process and technology
capabilities and competitive offerings. A major input to these
processes arises from the Gather & Analyze Resource
Information processes, and from the product portfolio,
resource strategy and market strategy processes. These
processes also provide the feedback point from analyses
undertaken in the Resource Management & Operations
processes to determine bottlenecks and problems associated
with existing resource operational support activities.

3-1-5-SIP-L3 Produce Resource Business Plans (RD&M – SC)

Process Name Produce Resource Business Plans

Process 1.S.3.1.5
Identifier

Brief Description Develop and deliver annual and multi-year resource plans in
support of services, products and offers

Extended The Produce Resource Business Plans processes develop


Description and deliver annual and multi-year resource plans in support
of services, products and offers that include volume
forecasts, negotiation for required levels of resources and
budgets, gaining resource development and management as
well as supply chain commitment and executive approval for
the plans.

Forecasting of aggregate or high level resource demand, and


capturing of new opportunities, are both essential to ensure
that budgets are assigned which allow the enterprise to
implement the resources capabilities and capacity necessary
for the future needs of their customers and potential
customers.

The processes assess the impacts that new or modified


resource infrastructure will cause on the installed
infrastructure and workforce, and establish the functions and
benefits that new or modified resource will provide to users.
These processes identify the timetables and logistics for new
resource capability introduction.

These processes develop and maintain the associated


budgets necessary to support the agreed resource strategies
and business plans.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page197 of 260
Enhanced Telecom Operations Map®, (eTOM)

3-1-6-SIP-L3 Develop Resource Partnership Requirements (RD&M – SC)

Process Name Develop Resource Partnership Requirements

Process 1.S.3.1.6
Identifier

Brief Identify the requirements for resource capabilities to be


Description sourced from partners or suppliers, and any resource
capabilities to be delivered internally to the enterprise.

Extended The Develop Resource Partnership Requirements processes


Description identify the requirements for resource capabilities sourced
from partners or suppliers, and any resource capabilities to
be delivered internally to the enterprise. The processes
determine the extent to which resource capabilities need to
be sourced externally or delivered from internal capabilities,
they scan external availability, and make recommendations
about the specific external partners or suppliers who should
be used to provide the resource capabilities.

Note that the processes used to actually source any external


suppliers occur with the Supply Chain Development &
Management processes.

3-1-7-SIP-L3 Gain Enterprise Commitment to Resource Plans (RD&M – SC)

Process Name Gain Enterprise Commitment to Resource Plans

Process 1.S.3.1.7
Identifier

Brief Gains enterprise commitment to the resource strategy and


Description business plans.

Extended The Gain Commitment to Resource Plans processes gains


Description enterprise commitment to the resource strategy and business
plans. These processes include all aspects of identification of
stakeholders and negotiation to gain stakeholder approval.

SIP L3 3-2 Resource Capability Delivery (RD&M - ILM)

Process Identifier: 1.I.3.2

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page198 of 260
Enhanced Telecom Operations Map®, (eTOM)

Brief description: Use the capability definition or requirements to deploy new


and/or enhanced technologies and associated resources..

Resource
Capability
Delivery

Map & Analyze Gain Resource Enable Resource Manage Handover


Resource Capability Investment Support & to Resource
Requirements Approval Operations Operations

Capture Resource Design Manage Resource


Capability Resource Capability
Shortfalls Capabilities Delivery

©TeleManagement Forum November, 2004

Figure 59: Resource Capability Delivery Decomposition into Level 3 Processes

3-2-1-SIP-L3 Map & Analyze Resource Requirements (RD&M – ILM)

Process Name Map & Analyze Resource Requirements

Process 1.I.3.2.1
Identifier

Brief Define the detailed resource infrastructure requirements to


Description support the service capabilities required by the enterprise

Extended The Map & Analyze Resource Requirements processes


Description define the detailed resource infrastructure requirements to
support the service capabilities required by the enterprise.
The processes provide detailed analysis of new resource
requirements linked to relevant geographic distributions.
These processes also establish the detailed performance
requirements. These processes take the forecast information
available from the Produce Resource Business Plans and
requirements information from the Map & Analyze Service
Requirements processes, as well as resource infrastructure
requirements developed by the Develop Detailed Resource
Specifications processes, to establish detailed views of
anticipated resource demand and performance requirements.

These processes manage the capacity planning for the


resource infrastructure, and identify capacity requirements

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page199 of 260
Enhanced Telecom Operations Map®, (eTOM)

based on service forecasts and appropriate resource related


metrics, i.e., transaction volumes, storage requirements,
traffic volumes, port availabilities, etc.

The processes include any cross-enterprise coordination and


management functions to ensure that the demand
distributions capture the needs of all stakeholders.

These processes provide input into the requirements capture


processes in the Supply Chain Development & Management
horizontal process grouping.

3-2-2-SIP-L3 Capture Resource Capability Shortfalls (RD&M – ILM)

Process Name Capture Resource Capability Shortfalls

Process 1.I.3.2.2
Identifier

Brief Identify specific or imminent resource capacity, resource


Description performance and/or resource operational support shortfalls

Extended The Capture Resource Capability Shortfalls processes


Description identify specific or imminent resource capacity, resource
performance and/or resource operational support shortfalls.
These processes take information available from the
Resource Management & Operations processes to establish
detailed views of anticipated resource and shortfalls and
support process issues.

3-2-3-SIP-L3 Gain Resource Capability Investment Approval (RD&M – ILM)

Process Name Gain Resource Capability Investment Approval

Process 1.I.3.2.3
Identifier

Brief Capture all activities required to develop and gain necessary


Description approval for investment proposals to develop and deliver the
required resource capabilities

Extended The Gain Resource Capability Investment Approval


Description processes capture all activities required to develop and gain
necessary approval for investment proposals to develop and
deliver the required resource capabilities, including

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page200 of 260
Enhanced Telecom Operations Map®, (eTOM)

identification of potential suppliers/partners. These processes


take the input from the Map & Analyze Resource
Requirements, the Capture Resource Capability Shortfalls
and the Map & Analyze Service Requirements processes to
develop and gain approval for any business proposals
arising. In some cases the business proposal may require the
creation and approval of a formal business case, in other
cases the business proposal approval may be delegated to
local management. In any event the cost estimates for
delivering the resource infrastructure, including costs for
materials (equipment and tools), labor and training are part of
the investment proposal.

The rules and procedures outlining the necessary approval


process to be used are also part of these processes.

The processes include any cross-enterprise coordination and


management functions to ensure that the investment
proposals capture the needs of, and are supported by, all
stakeholders

3-2-4-SIP-L3 Design Resource Capabilities (RD&M – ILM)

Process Name Design Resource Capabilities

Process 1.I.3.2.4
Identifier

Brief Manage the design of the resource infrastructure to meet the


Description requirements in any approved investment proposals.

Extended The Design Resource Capabilities processes manage the


Description design of the resource infrastructure to meet the
requirements in any approved investment proposals. These
processes ensure the collation and coordination of
requirements from all approved investment proposals, assess
the most appropriate resource infrastructure, develop the
tactical/solution architecture and design specifications to be
used to build or source the necessary resource infrastructure
components, and select the most appropriate resource
infrastructure suppliers/partners to support the resource
requirements. A key element of the overall design is the
integration approach between the existing legacy resource
infrastructure and any proposed new resource infrastructure.
This integration design is managed within the architecture
and specification processes.

Note that the actual management of the sourcing process is


handled within the Supply Chain Development &

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page201 of 260
Enhanced Telecom Operations Map®, (eTOM)

Management processes.

3-2-5-SIP-L3 Enable Resource Support & Operations (RD&M – ILM)

Process Name Enable Resource Support & Operations

Process 1.I.3.2.5
Identifier

Brief Manage the design of any improvements or changes required


Description to the resource operational support processes to support the
investment proposals and new resource capabilities and
infrastructure

Extended The Enable Resource Support & Operations processes


Description manage the design of any improvements or changes required
to the resource operational support processes to support the
investment proposals and new resource capabilities and
infrastructure. The processes ensure the identification of
operational support groups, required skill sets, and availability
of appropriate training programs. These processes ensure
the identification, collation and coordination of support
requirements from all approved investment proposals, and
from any operational support shortfalls identified in the
Capture Resource Capability Shortfalls processes.

3-2-6-SIP-L3 Manage Resource Capability Delivery (RD&M – ILM)

Process Name Manage Resource Capability Delivery

Process 1.I.3.2.6
Identifier

Brief Manage the provision, implementation, commissioning and


Description roll-out of the new or enhanced resource capability, and
associated operational support processes.

Extended The Manage Resource Capability Delivery processes


Description manage the provision, implementation, commissioning and
roll-out of the new or enhanced resource capability and
associated operational support processes. These processes
are predominantly program/project management process
functions, and require the detailed management and co-
ordination of the delivery of individual resource infrastructure
components to achieve the delivery of the overall resource
capability. Within the Manage Resource Capability Delivery

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page202 of 260
Enhanced Telecom Operations Map®, (eTOM)

processes separate suppliers/partners may be responsible for


the delivery of the resource capability, and other
suppliers/partners for the installation and construction. The
Manage Resource Capability Delivery processes ensure that
the roles and responsibilities of all parties are identified,
managed and coordinated.

These processes are responsible to ensure that the quality of


the implemented resource capability meets the design
specifications. These processes manage the commissioning
of the new resource infrastructure by ensuring the availability
of test programs and specifications against which to test the
new resource infrastructure meets the design requirements.

These processes leverage the Supply Chain Development &


Management processes as necessary to establish any new
sourcing arrangements for the delivery of resource
components.

These processes develop the detailed delivery,


implementation and roll-out timetables, and track the
expenditure and staff resource usage to deliver the resource
components, and provide any reporting necessary to keep
stakeholders informed of progress. They are responsible for
ensuring that the financial aspects of the approved business
proposal are met.

3-2-7-SIP-L3 Manage Handover to Resource Operations (RD&M – ILM)

Process Name Manage Handover to Resource Operations

Process 1.I.3.2.7
Identifier

Brief Manage the processes involved in handover of deployed


Description resource infrastructure to operational control

Extended The Manage Handover to Resource Operations processes


Description manage the processes involved in handover of deployed
resource infrastructure to operational control. These
processes ensure that all operational and performance
design requirements have been met by the installed resource
infrastructure, and that all tools, test equipment, operational
procedures, support groups, and training is in place to allow
for successful operation. These processes include the
management and coordination of all stakeholders required to
gain approval and acceptance of the handover to operational
control.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page203 of 260
Enhanced Telecom Operations Map®, (eTOM)

SIP L3 3-3 Resource Development & Retirement (RD&M - PLM)

Process Identifier: 1.P.3.3

Brief description:Develop new, or enhance existing technologies and


associated resource types, so that new Services can be developed..

Resource
Development &
Retirement

Gather & Develop New Manage Manage


Analyze New Resource Business Resource Resource
Resource Ideas Proposal Development Exit

Assess Develop Detailed Manage


Performance of Resource Resource
Existing Resources Specifications Deployment

©TeleManagement Forum November, 2004

Figure 60: Resource Class Development & Retirement Decomposition into Level 3
Processes

3-3-1-SIP-L3 Gather & Analyze New Resource Ideas (RD&M – PLM)

Process Name Gather & Analyze New Resource Ideas

Process 1.P.3.3.1
Identifier

Brief Combine specific product & service class requirements with


Description demographic, customer, technology and marketing
information to identify specific new resource
classes/components, or enhancements to existing resource
classes/components

Extended The Gather & Analyze New Resource Ideas processes


Description combine specific product & service class requirements with
demographic, customer, technology and marketing
information to identify specific new resource
classes/components, or enhancements to existing resource
classes/components. These processes undertake the
necessary analysis to identify potential resource classes,

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page204 of 260
Enhanced Telecom Operations Map®, (eTOM)

compare current resource classes with the identified required


resource classes, and as a result of the analysis develop new
resource class ideas.

3-3-2-SIP-L3 Assess Performance of Existing Resources (RD&M-PLM)

Process Name Assess Performance of Existing Resources

Process 1.P.3.3.2
Identifier

Brief Analyze the performance of existing resources to identify


Description inadequacies and required improvements

Extended The Assess Performance of Existing Resources processes


Description analyze the performance of existing resources to identify
inadequacies and required improvements. These processes
use information from customers and from operational
activities to identify required improvements.

3-3-3-SIP-L3 Develop New Resource Business Proposal (RD&M – PLM)

Process Name Develop New Resource Business Proposal

Process 1.P.3.3.3
Identifier

Brief Develop and document business proposals for the identified


Description new or enhanced Resource ideas

Extended The Develop New Resource Business Proposal processes


Description develop and document business proposals for the identified
new or enhanced Resource ideas (including if necessary a
business case). The business proposal (or business case)
identifies the resource development (e.g. network and/or IT
resources), management and operations costs and
anticipated benefits, including forecast demand, performance
gains, productivity gains and/or operational cost
improvements specifically associated with the resource
business proposal. The business proposal also includes an
assessment of the risks and the competitive positioning of the
proposal. As a part of the business proposal development a
feasibility assessment can be produced. Potential
suppliers/partners who can assist in the development of the
resource classes are also identified (note that commercial
arrangements may already be in place with these potential

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page205 of 260
Enhanced Telecom Operations Map®, (eTOM)

suppliers/partners). As a part of the process, the business


proposal is appropriately approved, and as a result of the
approval, necessary staff and other resources are made
available.

3-3-4-SIP-L3 Develop Detailed Resource Specifications (RD&M-PLM)

Process Name Develop Detailed Resource Specifications

Process 1.P.3.3.4
Identifier

Brief Develop and document the detailed resource-related


Description technical, performance and operational specifications, and
manuals.

Extended The Develop Detailed Resource Specifications processes


Description develop and document the detailed resource-related
technical, performance and operational specifications, and
manuals. These processes develop and document the
required resource features, the specific technology
requirements and selections, the specific operational,
performance and quality requirements and support activities,
any resource specific data required for the systems and
network infrastructure. The Develop Detailed Service
Specifications processes provide input to these
specifications. The processes ensure that all detailed
specifications are produced and appropriately documented.
Additionally the processes ensure that the documentation is
captured in an appropriate enterprise repository.

3-3-5-SIP-L3 Manage Resource Development (RD&M – PLM)

Process Name Manage Resource Development

Process 1.P.3.3.5
Identifier

Brief Ensure the co-coordinated delivery in line with the approved


Description business case of all required resource classes/components
capabilities for that business case across the enterprise

Extended The Manage Resource Development processes ensure the


Description co-coordinated development in line with the approved
business case of all required resource classes/components
for that business case across the enterprise. These

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page206 of 260
Enhanced Telecom Operations Map®, (eTOM)

processes ensure that all operational processes and


procedures, resource changes (e.g. network and/or IT
resources), operational procedures, testing tools and
procedures, etc. required to support the new resource
class/component are identified and developed. These
processes ensure that the necessary documentation and
training packages are produced to support the operation of
the new resource class. These processes also ensure that
the required service level agreements and operational level
agreements are developed and agreed for each resource
class deployed, and that any supplier/partner operational
support has been identified and agreed. These processes
have both program/project management aspects and
technical/operational specification aspects, with the detailed
management of individual resource class deployment
managed by the Manage Resource Deployment processes.

Note that management of major new or enhanced


infrastructure delivery to support product and offer
development is managed within the Resource Capability
Delivery process.

Note that delivery of resource classes/components within the


context of existing commercial arrangements is managed
through the Supply Chain Development and Change
Management process. If new suppliers/partners are required,
the Supply Chain Capability Delivery process is used to
deliver the necessary commercial arrangements

3-3-6-SIP-L3 Manage Resource Deployment (RD&M – PLM)

Process Name Manage Resource Deployment

Process 1.P.3.3.6
Identifier

Brief Ensure the co-coordinated deployment in line with the


Description approved business proposal of all required resource
classes/components for that business proposal across the
enterprise.

Extended The Manage Resource Deployment processes ensure the co-


Description coordinated deployment in line with the approved business
case of all required resource classes/components for that
business case across the enterprise. These processes
ensure that all operational processes and procedures,
resource changes (e.g. network and/or IT resources),
operational procedures, testing tools and procedures, etc.
required to support the new resource class/component have

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page207 of 260
Enhanced Telecom Operations Map®, (eTOM)

been implemented. These processes ensure that appropriate


operational staff are identified and have received the
necessary training. These processes ensure that the agreed
supplier/partner operational support has been implemented.
These processes also ensure that acceptance testing is
successfully performed to assure that the new or enhanced
resources comply with the specifications. These processes
have both program/project and management aspects.

3-3-7-SIP-L3 Manage Resource Exit (RD&M – PLM)

Process Name Manage Resource Exit

Process 1.P.3.3.7
Identifier

Brief Identify existing resource classes which are unviable and


Description manage the processes to exit the Resource from the market.

Extended The Manage Resource Exit processes identify existing


Description resource classes which are unviable and manage the process
to exit the Resource from the services they support. The
processes analyze existing resource classes to identify
economically or strategically unviable classes, identify
products, services classes & customers impacted by any exit,
develop specific exit or migration strategies, develop resource
infrastructure transition and/or replacement strategies, and
manage the operational aspects of the exit process. A
business proposal identifying the competitive threats, risks
and costs may be required as a part of developing the exit
strategy. These processes include any cross-enterprise co-
ordination and management functions to ensure that the
needs of all stakeholders are identified and managed.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page208 of 260
Enhanced Telecom Operations Map®, (eTOM)

Chapter 4 SIP- Supply Chain


Development & Management
(SCD&M) Processes

Process Identifier: 1.SIP.4

This horizontal functional process focuses on the interactions required by the


enterprise with suppliers and partners, who are involved in maintaining the
supply chain. The supply chain is a complex network of relationships that a
service provider manages to source and deliver products. In the ebusiness
world, companies are increasingly working together with suppliers and
partners (synergistic clusters, coalitions and business ecosystems) in order to
broaden the products they offer and improve their productivity. These
processes ensure that the best suppliers and partners are chosen as part of
the enterprise supply chain. They help to support sourcing decisions made by
the enterprise, and ensure that the capabilities are in place for interaction
between the enterprise and its suppliers and partners. They ensure that the
contribution of suppliers and partners to the supply chain is timely and
delivers the required support, and that their overall performance and
contribution is as good as or better than for vertically integrated enterprises.
These processes include establishing and maintaining all the information and
financial flows between the provider and supplier.

This horizontal functional process focuses on the interactions required by the


enterprise with suppliers and partners, who are involved in maintaining the
supply chain. The supply chain is a complex network of relationships that a
service provider manages to source and deliver products. In the ebusiness
world, companies are increasingly working together with suppliers and
partners (synergistic clusters, coalitions and business ecosystems) in order to
broaden the products they offer and improve their productivity. These
processes ensure that the best suppliers and partners are chosen as part of
the enterprise supply chain. They help to support sourcing decisions made by
the enterprise, and ensure that the capabilities are in place for interaction
between the enterprise and its suppliers and partners. They ensure that the
contribution of suppliers and partners to the supply chain is timely and
delivers the required support, and that their overall performance and
contribution is as good as or better than for vertically integrated enterprises.
These processes include establishing and maintaining all the information and
financial flows between the provider and supplier.

This horizontal functional process focuses on the interactions required by the


enterprise with suppliers and partners, who are involved in maintaining the
supply chain. The supply chain is a complex network of relationships that a
service provider manages to source and deliver products. In the ebusiness
world, companies are increasingly working together with suppliers and
partners (synergistic clusters, coalitions and business ecosystems) in order to
broaden the products they offer and improve their productivity. These

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page209 of 260
Enhanced Telecom Operations Map®, (eTOM)

processes ensure that the best suppliers and partners are chosen as part of
the enterprise supply chain. They help to support sourcing decisions made by
the enterprise, and ensure that the capabilities are in place for interaction
between the enterprise and its suppliers and partners. They ensure that the
contribution of suppliers and partners to the supply chain is timely and
delivers the required support, and that their overall performance and
contribution is as good as or better than for vertically integrated enterprises.
These processes include establishing and maintaining all the information and
financial flows between the provider and supplier.

Supply Chain
Developm ent &
Managem ent

Supply Chain Supply Chain Supply Chain


Strategy & Capability Delivery Dev elopment &
Planning Change
Management

Figure 61: Supply Chain Development & Management decomposition into level 2
processes

SIP L3 4-1 Supply Chain Strategy & Planning (SCD&M - SC)

Process Identifier: 1.S.4.1

Brief description: Develop the Supply Chain strategies and policies of the
enterprise.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page210 of 261
Enhanced Telecom Operations Map®, (eTOM)

Supply Chain
Strategy &
Planning

Gather & Analyze Establish Supply Define Supply Produce Supply Gain Enterprise
Supply Chain Chain Strategy & Chain Support Chain Business Commitment to
Information Goals Strategies Plans Supply Chain Plans

©TeleManagement Forum November, 2004

Figure 62: Supply Chain Strategy & Planning Decomposition into Level 3 Processes

4-1-1-SIP-L3 Gather & Analyze Supply Chain Information (SCD&M – SC)

Process Name Gather & Analyze Supply Chain Information

Process 1.S.4.1.1
Identifier

Brief Research and analyze the supplier/partner industry to


Description understand availability, performance and competencies of
potential suppliers and partners, and appropriate best
practice commercial framework establishment and
management

Extended The Gather & Analyze Supply Chain Information processes


Description research and analyze the supplier/partner industry to
understand availability, performance and competencies of
potential suppliers and partners, and appropriate best
practice commercial framework establishment and
management. These processes undertake the necessary
analysis to identify potential commercial approaches,
compare current approaches and practices with the identified
approaches, and as a result of the analysis develop new
commercial practices. In addition, these processes monitor
the potential and existing industry suppliers and partners, and
produce assessments of the risks of establishing
relationships with the industry players.

These processes include the establishment and management


of relationships with external providers of supply chain
information, and the management of internal groups used for
providing supply chain information.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page211 of 261
Enhanced Telecom Operations Map®, (eTOM)

4-1-2-SIP-L3 Establish Supply Chain Strategy & Goals (SCD&M – SC)

Process Name Establish Supply Chain Strategy & Goals

Process 1.S.4.1.2
Identifier

Brief Establish the supply chain strategies based on market trends,


Description future products and service needs, technical capabilities, and
addressing shortcomings in existing sourcing support

Extended The Establish Supply Chain Strategy & Goals processes


Description establish the sourcing strategies and commercial practices to
be used by the enterprise based on market trends, future
products and service needs, available and emerging resource
capabilities, and addressing identified shortcomings in
existing sourcing and commercial operational activities and
practices. These processes accept the changing supply chain
requirements and develop appropriate strategies based on
the changing needs of the enterprise. They establish realistic
supply chain development and delivery goals for the
enterprise. They establish implementation policies which act
as a set of guidelines to be followed in the Supply Chain
Capability Delivery processes. They highlight shortcomings in
existing Supplier/Partner Relationship Management
operational support arrangements and processes, including
issues associated with resourcing and skill sets.

Major inputs to these processes are derived from the Gather


& Analyze Supply Chain Information processes.

4-1-3-SIP-L3 Define Supply Chain Support Strategies (SCD&M – SC)

Process Name Define Supply Chain Support Strategies

Process 1.S.4.1.3
Identifier

Brief Define the principles, policies and performance standards for


Description the operational organization providing supply chain
management support

Extended The Define Supply Chain Support Strategies processes


Description define the principles, policies and performance standards for
the operational organization providing supply chain
management support. Over time requirements for service
levels and quality levels on existing supply chain process
change and operational challenges are introduced by new

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page212 of 261
Enhanced Telecom Operations Map®, (eTOM)

resource introduction. These processes define the targets,


and operational requirements, in this changing environment.
The required performance standards are driven by
competitive response expectations, internal process and
technology capabilities and competitive offerings. A major
input to these processes arises from the Gather & Analyze
Supply Chain Information processes, and from the product
portfolio, resource strategy, service strategy and market
strategy processes.

These processes also provide the feedback point from


analyses undertaken in the Supplier/Partner Relationship
Management processes to determine bottlenecks and
problems associated with existing supply chain operational
support and management activities.

4-1-4-SIP-L3 Produce Supply Chain Business Plans (SCD&M – SC)

Process Name Produce Supply Chain Business Plans

Process 1.S.4.1.4
Identifier

Brief Develop and deliver annual and multi-year supply chain


Description business plans in support of delivery and sourcing for
services, products and offers

Extended The Produce Supply Chain Business Plans processes


Description develop and deliver annual and multi-year supply chain
business plans in support of delivery and sourcing for
resources, services, products and outsourced capabilities that
include supply chain improvement forecasts, negotiation for
required levels of resources, gaining supply chain
development and management, as well as supply chain
commitment and executive approval for the plans. The
product portfolio business plans, service business plans and
resource business plans provide a primary source of
obtaining a view on forecasts within the supply chain.

These processes identify alternative sourcing opportunities


within the supply chain for critical items in the event of
unforeseen events causing disruption. Note that the actual
business continuity plans are developed within the processes
defined by the Business Continuity Management process in
Enterprise Management.

Forecasting of commercial transaction volumes and sourcing


demand, and capturing of new approaches, are both
essential to ensure that the enterprise can implement the

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page213 of 261
Enhanced Telecom Operations Map®, (eTOM)

supply chain capabilities and capacity necessary for the


future sourcing needs to support customers and potential
customers.

These processes identify the timetables and logistics for new


supply chain capability introduction.

These processes develop and maintain the associated


budgets necessary to support the agreed strategies and
business plans.

Note that decisions to seek outsourced capabilities to support


the enterprise are made within the Business Development
processes in Enterprise Management. The supply chain is
responsible for bringing these decisions to commercial reality.

4-1-5-SIP-L3 Gain Enterprise Commitment to Supply Chain Plans (SCD&M – SC)

Process Name Gain Enterprise Commitment to Supply Chain Plans

Process 1.S.4.1.5
Identifier

Brief Gain enterprise commitment to the supply chain sourcing


Description strategy and business plans.

Extended The Gain Enterprise Commitment to Supply Chain Plans


Description processes gain enterprise commitment to the supply chain
sourcing strategy and business plans. These processes
include all aspects of identification of stakeholders and
negotiation to gain stakeholder approval.

SIP L3 4-2 Supply Chain Capability Delivery (SCD&M - ILM)

Process Identifier: 1.I.4.2

Brief Description: Manage the evaluation of new supplier/partners, to


determine those with the products that best meet the enterprise’s needs.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page214 of 261
Enhanced Telecom Operations Map®, (eTOM)

Supply Chain
Capability
Delivery

Determine the Manage the Negotiate


Sourcing Tender Commercial
Requirements Process Arrangements

Determine Gain Tender Gain Approval for


Potential Decision Commercial
Suppliers/Partners Approval Arrangements

©TeleManagement Forum November, 2004

Figure 63: Supply Chain Capability Delivery Decomposition into Level 3 Processes

4-2-1-SIP-L3 Determine the Sourcing Requirements (SCD&M – ILM)

Process Name Determine the Sourcing Requirements

Process 1.I.4.2.1
Identifier

Brief Manage the collection and finalization of the specific


Description requirements to be achieved from the sourcing process

Extended The Determine the Sourcing Requirements processes


Description manage the collection and finalization of the specific
requirements to be achieved from the sourcing process
including a chronological timetable for anticipated sourcing
activities. These requirements take into account the required
functional, technical and/or operational specifications
produced by the area seeking the sourcing activity and
assuring that appropriately aligned commercial aspects (such
as special commercial terms, tender timing, cost parameters,
etc.) are catered for. The requirements will be determined
from the requirements specified in the various business or
investment proposals, and any subsequent detailed
specifications developed as a part of the architecture design
activity, within the product, market, service or resource
capability delivery processes. The actual range of
requirements are dependent on the needs of the sourcing
initiator, but are likely to include, at a minimum, technical,
operational, training and specific supplier support
requirements.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page215 of 261
Enhanced Telecom Operations Map®, (eTOM)

The Supply Chain Strategy and Planning processes will also


provide a set of enterprise level requirements that the
sourcing process will need to satisfy.

The processes include any cross-enterprise coordination and


management functions to ensure that the requirements meets
the needs of all stakeholders

4-2-2-SIP-L3 Determine Potential Suppliers/Partners (SCD&M – ILM)

Process Name Determine Potential Suppliers/Partners

Process 1.I.4.2.2
Identifier

Brief Determine the appropriate short list of suppliers to meet the


Description specific enterprise requirements

Extended The Determine Potential Suppliers/Partners processes


Description determine the appropriate short list of suppliers to meet the
specific enterprise requirements (for example, expected
technical capability, anticipated delivery timeframes,
anticipated costs, etc.). The processes provide detailed
analysis of potential partners/suppliers, leveraging
information available from the Gather & Analyze Supply
Chain Information processes, as well as other specific inputs
available from within the enterprise, or from external supplier
research organizations at the specific time the need arises.

The processes include any cross-enterprise coordination and


management functions to ensure that the selected short list
meets the needs of all stakeholders

4-2-3-SIP-L3 Manage the Tender Process (SCD&M – ILM)

Process Name Manage the Tender Process

Process 1.I.4.2.3
Identifier

Brief Manage and administer the mechanics of the tender process


Description

Extended The Manage the Tender Process processes manage and


Description administer the mechanics of the tender process. The
processes determine the engagement interactions with

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page216 of 261
Enhanced Telecom Operations Map®, (eTOM)

potential suppliers/partners, the timing of the process, bring


together the commercial and functional requirements into the
tender documentation, the analysis and scoring mechanisms
for tender analysis based on the functional, technical,
operational and commercial requirements, and manage the
tender analysis team engagement approach.

These processes are invoked by the S/P Requisition


Management processes in the event that the requisition
process requires a tender to select between previously
contracted suppliers.

These processes also manage the analysis of the strategic


sourcing factors used at the commencement of the process
including the industry and competitive analysis, and a
determination of the minimum acceptable outcomes from the
sourcing process.

4-2-4-SIP-L3 Gain Tender Decision Approval (SCD&M – ILM)

Process Name Gain Tender Decision Approval

Process 1.I.4.2.4
Identifier

Brief Capture all activities required to develop and gain necessary


Description approval for investment proposals to develop and deliver the
required resource capabilities

Extended The Gain Tender Decision Approval processes capture all


Description activities required to provide management oversight on the
tender process and gain approval for the sourcing decision
and supplier/partner selection. These processes cover the
establishment of any tender selection boards, the reporting
processes and timetables, and the final approval of the tender
decisions.

The processes include any cross-enterprise coordination and


management functions to ensure that the tender decisions
are supported by all stakeholders

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page217 of 261
Enhanced Telecom Operations Map®, (eTOM)

4-2-5-SIP-L3 Negotiate Commercial Arrangements (SCD&M – ILM)

Process Name Negotiate Commercial Arrangements

Process 1.I.4.2.5
Identifier

Brief Manage the commercial negotiations between the enterprise


Description negotiation team and the selected supplier/partner, or with
competitors in a regulated market

Extended The Negotiate Commercial Arrangements processes manage


Description the commercial negotiations between the enterprise
negotiation team and the selected supplier/partner, or with
competitors in a regulated market. These processes manage
the establishment of the commercial negotiating strategy, and
the determination of the negotiating parameters. The
processes also manage the negotiating timetables and
determination of the enterprise negotiating team.

4-2-6-SIP-L3 Gain Approval for Commercial Arrangements (SCD&M – ILM)

Process Name Gain Approval for Commercial Arrangements

Process 1.I.4.2.6
Identifier

Brief Gain enterprise commitment to the negotiated commercial


Description arrangements, and provide authorization to sign commercial
agreements

Extended The Gain Approval for Commercial Arrangements processes


Description gain enterprise commitment to the negotiated commercial
arrangements, and provide authorization to sign commercial
agreements. These processes include all aspects of
identification of stakeholders and regular reporting to gain
stakeholder approval.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page218 of 261
Enhanced Telecom Operations Map®, (eTOM)

SIP L3 4-3 Supply Chain Development & Change Management (SCD&M - PLM)

Process Identifier: 1.P.4.3

Brief Description: Support the development of a supply chain, to support


S/P product catalogue extension or modification.

Supply Chain
Development &
Change Management

Manage Manage Supply Manage


Supplier/Partner Chain Contract Supplier/Partner
Engagement Variation Termination

©TeleManagement Forum November, 2004

Figure 64: Supply Chain Development & Change Management Decomposition into Level
3 Processes

4-3-1-SIP-L3 Manage Supplier/Partner Engagement (SCD&M – PLM)

Process Name Manage Supplier/Partner Engagement

Process 1.P.4.3.1
Identifier

Brief Establish and manage the on-going processes to support the


Description commercial, strategic, delivery and operational interactions
between the enterprise and supplier/partner

Extended The Manage Supplier/Partner Engagement processes


Description establish and manage the on-going processes to support the
commercial, strategic, delivery and operational interactions
between the enterprise and supplier/partner. They monitor,
review and agree changes to the commercial, strategic and
operational interaction processes to improve their
effectiveness.

These processes oversight and administer any agreed joint


management and/or process improvement activities between
the enterprise and the supplier/partner. These joint activities
could include operations monitoring and management, project
related build and implementation activities, joint strategic
management meetings, etc.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page219 of 261
Enhanced Telecom Operations Map®, (eTOM)

4-3-2-SIP-L3 Manage Supply Chain Contract Variation (SCD&M – PLM)

Process Name Manage Supply Chain Contract Variation

Process 1.P.4.3.2
Identifier

Brief Manage changes to the commercial terms of a contract


Description during its term of agreement

Extended The Manage Supply Chain Contract Variation processes


Description manage changes to the commercial terms of a contract
during its term of agreement. Variations can occur to the
commercial terms themselves (i.e. prices), or to the technical,
functional and operational specifications on which the
contract was agreed. In addition, changes can occur to the
list of items (modification, expansion or reduction) within the
contract upon which the SPRM operational processes can
place orders. These processes manage all activities which
result in a joint commercial agreement to vary the terms of
the original negotiated agreement.

In addition, these processes also manage any agreements


between the enterprise and the supplier/partner of “within
agreement” product volumes, their specification, pricing and
delivery timetable.

4-3-3-SIP-L3 Manage Supplier/Partner Termination (SCD&M – PLM)

Process Name Manage Supplier/Partner Termination

Process 1.P.4.3.3
Identifier

Brief Manage the removal of current suppliers and partners from


Description the enterprises supply chain.

Extended The Manage Supplier/Partner Termination processes


Description manage the removal of current suppliers and partners from
the enterprises supply chain, based on the continued
inadequate performance based on monitoring and analysis
performed by the Supplier/Partner Performance Management
processes, and unsuccessful resolution through Manage
Supplier/Partner Engagement processes.

In the event that new suppliers or partners need to be


established to replace the terminated supplier/partner the
Supply Chain Capability Delivery processes should be used.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page220 of 261
Enhanced Telecom Operations Map®, (eTOM)

Brief Descriptions

Process Process Name Brief Description


Identifier

1.F.1.4.4 Acquire Customer Data Record all pertinent customer data

1.F.2.2.6 Activate Service Trigger the end-to-end activation/deactivation


of all installed elements

1.F.3.2.1 Allocate & Deliver Identify resources required to support a


Resource specific Service Instance

1.F.2.2.2 Allocate Specific Issue identifiers for new services and to


Resources to Services manage identifier pools for services

1.FAB.4.6. Analyze & Report S/P Analyze & Report S/P Interactions processes
2 Interactions analyze interactions and generate reports for
tracking and managing interactions or
improving procedures for supplier/partner
processes

1.FAB.1.9. Analyze and Manage Record all pertinent customer data


3 Customer Risk

1. Analyze and Report on Perform all necessary analysis on closed


FAB.1.2.3 Customer requests and on customer contacts and
generate related reports

1.A.3.4.2 Analyze Resource Analyze and evaluate received resource


Performance performance information and report the
findings of this analysis

1.A.2.4.2 Analyze Service Quality Assess the effectiveness of the service by


identifying the current quality level against
forecast quality levels or specified KQIs

1.B.2.5.3 Analyze Usage Records Generate reports on usage records based on


requests from other processes

1.B.1.8.2 Apply Pricing, Ensure that the customer receives an invoice


Discounting & Rebate that is reflective of all the billable events
delivered by the Service Provider as per the
business relationship between the customer
and the Service Provider

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page221 of 261
Enhanced Telecom Operations Map®, (eTOM)

Process Process Name Brief Description


Identifier

1.I.1.3.3 Approve Product Develop and gain approval for a business


Business Case case to develop and deliver the required
capabilities, including identification of potential
suppliers/partners

1.A.1.7.1 Assess Customer Manage the overall customer QoS/SLA


QoS/SLA Performance performance to ensure contractual obligations
are being met

1.P.1.5.2 Assess Performance of Analyze the performance of existing products


Existing Products to identify inadequacies and required
improvements

1.P.3.3.2 Assess Performance of Analyze the performance of existing resources


Existing Resources to identify inadequacies and required
improvements

1.P.2.3.2 Assess Performance of Analyze the performance of existing services


Existing Services to identify inadequacies and required
improvements

1.E.5.2 Asset Management Manage all financial and policy aspects of the
physical assets of the enterprise

1.E.2.4 Audit Management Provide assurance to senior management and


the enterprise Board that the enterprise
processes and controls are effective and
conform to relevant adopted standards.

1.AB.3.5.4 Audit Resource Usage Audit the resource data collection stream in
Data order to identify possible anomalies

1.F.1.5.2 Authorize Credit Assess a customer’s credit worthiness in


support of managing customer risk and
company exposure to bad deb

1.B.1.8 Billing & Collections Ensure that enterprise revenue is billed and
Management collected.

1.E.6.6 Board & Manage all activities associated with Board


Shares/Securities administration and securities regulation.
Management

1.FAB.1.9. Build Customer Insight Ensure that Service Provider and the
2 customer feel confident that the relationship is
founded on up-to-date, accurate and legally
compliant information

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page222 of 261
Enhanced Telecom Operations Map®, (eTOM)

Process Process Name Brief Description


Identifier

1.E.2.1 Business Continuity Manage the development of strategies,


Management 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

1.E.1.2 Business Development Broaden the scope of the enterprise activities


through expansion, or sharpening of the
enterprise’s focus through divestment or
outsourcing of non-critical activities.

1.I.1.3.2 Capture Product Identify specific or imminent product capacity,


Capability Shortfalls product performance and/or product
operational support shortfalls

1.I.3.2.2 Capture Resource Identify specific or imminent resource capacity,


Capability Shortfalls resource performance and/or resource
operational support shortfalls

1.I.2.2.2 Capture Service Identify specific or imminent service capacity,


Capability Shortfalls service performance and/or service
operational support shortfalls

1.A.2.3.5 Close & Report Certify the recovery of the normal service
performance

1.A.1.6.4 Close Problem Ensure that a problem affecting the customer


is solved

1.A.3.3.6 Close Resource Trouble Close a trouble report when the resource
trouble has been resolved

1.AB.3.5.1 Collect Resource Data Collect usage, network and information


technology events and performance
information

1.F.3.2.4 Collect, Update & Ensure the Resource Inventory Database


Report Resource reflects resources are being used by specific
Configuration Data services.

1.E.6.2 Community Relations Ensure the enterprise’s position within the


Management community, or communities, within which it
operates.

1.F.1.5.5 Complete Order Manage customer information and interactions


after c stomer contracts or c stomer Ser ice

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page223 of 261
Enhanced Telecom Operations Map®, (eTOM)

Process Process Name Brief Description


Identifier
after customer contracts or customer Service
Orders have been finalized and during the
Order Completion phase

1.F.3.2.2 Configure & Activate Configure and activate the resources reserved
Resource for supporting a specific service instance

1.A.3.4.3 Control Resource Apply controls to resources in order to


Performance optimize the resource performance

1.E.6.1 Corporate Communicate the required messages to the


Communications & market and industry about the overall
Image Management enterprise, and handle enquiries and other
interactions with the mass media.

1.A.3.3.3 Correct & Recover Restore or replace resources that have failed
Resource Trouble and to ensure that the services depending on
those resources are restored as efficiently as
possible

1.B.1.8.3 Create & Deliver Bill Production of a timely and accurate invoice
reflective of the charges for services delivered
to the customer by the Service Provider and
respective trading partners

1.O.1.1 CRM - Support & CRM Support & Readiness processes


Readiness manage classes of products, ensuring that all
CRM processes in Fulfillment, Assurance and
Billing are supported and able to manage
interactions with customers promptly and
efficiently.

1.F.1.4.5 Cross/Up Selling Ensure that the value of the relationship


between the customer and service provider is
maximized by selling additional, or more of the
existing, products.

1.FAB.1.2 Customer Interface Managing all interfaces between the


Management enterprise and potential and existing
customers.

1.A.1.7 Customer QoS/SLA Monitoring, managing and reporting of


Management delivered vs. contractual Quality of Service
(QoS), as defined in the enterprise’s service
descriptions, customer contracts or product
catalogue.

1.OFAB.1 Customer Relationship This horizontal functional process grouping


Management considers the fundamental knowledge of

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page224 of 261
Enhanced Telecom Operations Map®, (eTOM)

Process Process Name Brief Description


Identifier
Management customers 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. CRM also includes the collection
of customer information and its application to
personalize, customize and integrate delivery
of service to a customer, as well as to identify
opportunities for increasing the value of the
customer to the enterprise.

CRM applies to both conventional retail


customer interactions, as well as to wholesale
interactions, such as when an enterprise is
selling to another enterprise that is acting as
the retailer.

CRM makes no
distinction between
manual or automated
interactions with
customers, nor whether
interactions are by
paper, telephone, web-
based transactions or
some other alternative
arrangement.

1.I.1.4.1 Define Marketing Define and agree the marketing infrastructure


Capability capability requirements
Requirements

1.I.1.3.1 Define Product Define and obtain agreement to the detailed


Capability infrastructure requirements to support the
Requirements product portfolio and individual product plans

1.P.1.7.1 Define Product Defines the specific communications and


Marketing Promotion promotions strategy to be used for positioning
Strategy the product in the marketplace

1.S.3.1.4 Define Resource Define the principles, policies and


Support Strategies performance standards for the operational
organi ation pro iding reso rce s pport

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page225 of 261
Enhanced Telecom Operations Map®, (eTOM)

Process Process Name Brief Description


Identifier
organization providing resource support

1.S.2.1.4 Define Service Support Define the principles, policies and


Strategies performance standards for the operational
organization providing service support

1.S.4.1.3 Define Supply Chain Define the principles, policies and


Support Strategies performance standards for the operational
organization providing supply chain
management support

1.I.1.4.3 Deliver Marketing Manage the coordinated delivery of all


Infrastructure marketing infrastructure deliverables across
the enterprise

1.I.1.3.4 Deliver Product Manage the co-coordinated delivery in line


Capability with the approved business case of all
required product infrastructure capabilities for
that business case across the enterprise

1.I.3.2.4 Design Resource Manage the design of the resource


Capabilities infrastructure to meet the requirements in any
approved investment proposals.

1.I.2.2.4 Design Service Manage the design of the service


Capabilities infrastructure to meet the requirements in any
approved investment proposals

1.F.2.2.1 Design Solution Provide a system architecture which complies


to a particular customer requirement

1.I.4.2.2 Determine Potential Determine the appropriate short list of


Suppliers/Partners suppliers to meet the specific enterprise
requirements

1.F.1.5.1 Determine PreOrder Check the availability and/or the feasibility of


Feasibility providing non-standard product(s) and/or
special solutions on standard product(s) to a
customer

1.F.4.2.2 Determine S/P Pre- This process queries a set of candidate


Requisition Feasibility suppliers to check for S/P product availability
and ability to meet delivery volumes, delivery
time-scales and schedules, locations, specific
technical and other requirements

1.I.4.2.1 Determine the Sourcing Manage the collection and finalization of the
Requirements specific requirements to be achieved from the
so rcing process

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page226 of 261
Enhanced Telecom Operations Map®, (eTOM)

Process Process Name Brief Description


Identifier
sourcing process

1.P.1.5.5 Develop Detailed Develop and document the detailed product-


Product Specifications related technical, performance and operational
specifications, and customer manuals.

1.P.3.3.4 Develop Detailed Develop and document the detailed resource-


Resource related technical, performance and operational
Specifications specifications, and manuals.

1.P.2.3.4 Develop Detailed Develop and document the detailed service-


Service Specifications related technical and operational
specifications, and customer manuals.

1.P.1.5.3 Develop New Product Develop and document business proposals for
Business Proposal the identified new product concept

1.P.3.3.3 Develop New Resource Develop and document business proposals for
Business Proposal the identified new or enhanced Resource
ideas

1.P.1.6.3 Develop New Sales Develop and implement new or adapted sales
Channels & Processes processes and/or channels to support new or
enhanced products.

1.P.2.3.3 Develop New Service Develop and document business proposals for
Business Proposal the identified new or enhanced Service ideas

1.P.1.7.2 Develop Product & Manage all activities and stakeholder


Campaign Message engagement to develop and agree the specific
campaign or promotion message

1.P.1.5.4 Develop Product Ensure that product specific pricing, sales


Commercialization channel support and regulatory approvals are
Strategy identified and agreed

1.P.1.7.4 Develop Promotional Ensure that all associated collateral is


Collateral produced to support the market message and
/or campaign

1.S.3.1.6 Develop Resource Identify the requirements for resource


Partnership capabilities to be sourced from partners or
Requirements suppliers, and any resource capabilities to be
delivered internally to the enterprise.

1.P.1.6.2 Develop Sales & Create and document proposals for sales
Channel Proposals processes and sales channels, and gain
approval for them

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page227 of 261
Enhanced Telecom Operations Map®, (eTOM)

Process Process Name Brief Description


Identifier

1.S.2.1.6 Develop Service Identify the requirements for service aspects


Partnership sourced from partners or suppliers, and the
Requirements service aspects to be delivered internally to
the enterprise.

1.A.2.3.2 Diagnose Problem Isolate the root cause of the problem

1.E.7.5 Employee & Labor Manage relationships with employees at an


Relations Management enterprise and employee group level.

1.O.3.1.4 Enable Resource Data The Enable Resource Data Collection &
Collection & Processing Processing processes are responsible for
administering and management of the
processes which enable the effective
operation of the resource data collection
network

1.O.3.1.2 Enable Resource Enable Resource Performance Management


Performance processes monitor and maintain resource
Management classes proactively, according to performance
parameters

1.O.3.1.1 Enable Resource Testing and acceptance of new resources as


Provisioning part of the handover procedure from the
Resource Capability Delivery process to
Operations

1.I.3.2.5 Enable Resource Manage the design of any improvements or


Support & Operations changes required to the resource operational
support processes to support the investment
proposals and new resource capabilities and
infrastructure

1.O.2.1.2 Enable Service Ensure that service capacity is available to the


Configuration & Service Configuration & Activation processes
Activation for allocation to a customer when an order
arrives

1.O.2.1.4 Enable Service Quality Ensure that a specific service class is


Management performing according to specific quality
requirements

1.I.2.2.5 Enable Service Support Manage the design of any improvements or


& Operations changes required to the service operational
support processes to support the investment
proposals and new service capabilities and
infrastructure

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page228 of 261
Enhanced Telecom Operations Map®, (eTOM)

Process Process Name Brief Description


Identifier

1.E.1.3 Enterprise Architecture Define, develop, manage and maintain the


Management enterprise architecture.

1.E.3 Enterprise The Enterprise Effectiveness Management


Effectiveness process grouping focuses on defining and
Management providing the tools, methodologies and training
to ensure that the enterprise processes and
activities are managed and run efficiently and
effectively.

Any enterprise has a host of processes which


are used to support the business of the
enterprise and its customers and suppliers. By
necessity these processes need to evolve and
change over time. Process Management &
Support processes ensure that the enterprise
has the capability to undertake this process
evolution.

Across an enterprise many activities occur to


expand the capability of the enterprise to
deliver products, provide other facilities, deliver
new processes, etc. By the nature of the
enterprise these activities are complex and
require a high degree of coordination, often
across the enterprise. Program and project
management is a key competence of an
enterprise, and the Program & Project
Management processes establish and
maintain this core competence.

Ensuring that the enterprise is both effective


and efficient requires that activities
undertaken are done correctly the first time.
The Enterprise Quality Planning & Support
processes establish the quality framework
to be employed within the enterprise.

Effective management requires effective


measurement, and the Enterprise
Performance Assessment processes provide
the control framework for the establishment
and management of appropriate enterprise
performance measures.

Facilities Management & Support processes


take care of environmental aspects within the
enterprise's workplace, making sure the

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page229 of 262
Enhanced Telecom Operations Map®, (eTOM)

Process Process Name Brief Description


Identifier
workplace facilities are adequate to
guarantee an optimal performance of the
employees.

1.E.3.4 Enterprise Performance Check that the goals defined for the enterprise
Assessment are on track and being met.

1.E.3.2 Enterprise Quality Define the enterprise quality management


Management policies and the enterprise model for quality
management

1.E.2 Enterprise Risk The Enterprise Risk Management process


Management grouping focuses on assuring that risks and
threats to the enterprise value and/or
reputation are identified, and appropriate
controls are in place to minimize or eliminate
the identified risks. The identified risks may be
physical or logical/virtual. Successful risk
management ensures that the enterprise can
support its mission critical operations,
processes, applications, communications in
the face of a serious incident, from security
threats/violations and fraud attempts.

The Enterprise Risk Management processes


deal with issues surrounding business
continuity, security and fraud. Where those
risks can be managed within the context of the
enterprise they are managed. However there
are some risks, which are outside of the ability
of the enterprise to reduce. In those
circumstances external insurance can give
some comfort to the enterprise, and so the
area of insurance management is a key
element.

A key aspect of risk management is an


independent assessment that the identified
controls are in place and working effectively.
This independent assessment is provided by
the Audit Management processes.

In many enterprises the area of credit


management can be incorporated within the
Enterprise Risk Management processes. In
the information and communications
technology industry, the issuing of credit and
credit assessment is intimately tied with the
operational processes surrounding the

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page230 of 262
Enhanced Telecom Operations Map®, (eTOM)

Process Process Name Brief Description


Identifier
identification and management of customers.
In the eTOM Business Process Framework,
credit management processes are therefore
placed within the CRM horizontal process
grouping

1.FAB.1.9. Establish & Terminate Verify the customer identity, manage the
1 Customer Relationship customer identity across the Enterprise, and
manage termination as appropriate

1.S.1.1.3 Establish Market Establish the market segmentation to be used


Segments across the enterprise

1.S.1.1.2 Establish Market Establish the market segmentation to be used


Strategy across the enterprise

1.S.1.2.2 Establish Product Define and agree the product and offer
Portfolio Strategy portfolio structure to be used within the
enterprise

1.S.3.1.3 Establish Resource Establish the resource strategies based on


Strategy & Architecture market trends, future products needs,
technical capabilities, and addressing
shortcomings in existing resource support

1.S.2.1.3 Establish Service Establish the service strategies based on


Strategy & Goals market trends, future products needs,
technical capabilities, and addressing
shortcomings in existing service performance
and support

1.S.4.1.2 Establish Supply Chain Establish the supply chain strategies based on
Strategy & Goals market trends, future products and service
needs, technical capabilities, and addressing
shortcomings in existing sourcing support

1.A.2.3.1 Evaluate & Qualify Determine the nature of a problem that has
Problem been reported by a customer and whether the
customer is using the service properly

1.E.3.5 Facilities Management Take care of environmental aspects within the


& Support enterprise's workplace.

1.E.5 Financial & Asset The Financial & Asset Management (F&AM)
Management process grouping focuses on managing the
finances and assets of the enterprise.
Financial Management processes include
Accounts Payable, Accounts Receivable,
Expense Reporting, Revenue Assurance,

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page231 of 262
Enhanced Telecom Operations Map®, (eTOM)

Process Process Name Brief Description


Identifier
Payroll, Book Closings, Tax Planning and
Payment etc. Financial Management
processes collect data, report and analyze the
results of the enterprise. They are accountable
for overall management of the enterprise
income statement. Asset Management
processes set asset policies, track assets and
manage the overall corporate balance sheet.

1.E.5.1 Financial Management Manage the financial management aspects of


the enterprise.

1.E.2.3 Fraud Management Define Fraud Management corporate policies,


guidelines, best practices and control
procedures to be deployed to ensure fraud
minimization within the enterprise.

1.I.4.2.6 Gain Approval for Gain enterprise commitment to the negotiated


Commercial commercial arrangements, and provide
Arrangements authorization to sign commercial agreements

1.S.1.1.5 Gain Commitment Gain enterprise commitment to the market


Market Strategy strategy and segmentation

1.S.1.2.4 Gain Commitment To Gain enterprise commitment to the product


Product Business Plans portfolio strategy and individual product plans

1.S.3.1.7 Gain Enterprise Gains enterprise commitment to the resource


Commitment to strategy and business plans.
Resource Plans

1.S.2.1.7 Gain Enterprise Gain enterprise commitment to the service


Commitment to Service strategy and service plans.
Strategies

1.S.4.1.5 Gain Enterprise Gain enterprise commitment to the supply


Commitment to Supply chain sourcing strategy and business plans.
Chain Plans

1.I.1.4.2 Gain Marketing Develop and gain the necessary level of


Capability Approval approval for a business case to develop and
deliver the required capabilities

1.I.3.2.3 Gain Resource Capture all activities required to develop and


Capability Investment gain necessary approval for investment
Approval proposals to develop and deliver the required
resource capabilities

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page232 of 262
Enhanced Telecom Operations Map®, (eTOM)

Process Process Name Brief Description


Identifier

1.I.2.2.3 Gain Service Capability Capture all activities required to develop and
Investment Approval gain necessary approval for investment
proposals to develop and deliver the required
service capabilities

1.I.4.2.4 Gain Tender Decision Capture all activities required to develop and
Approval gain necessary approval for investment
proposals to develop and deliver the required
resource capabilities

1.S.1.1.1 Gather & Analyze Research market information and develop


Market Information market forecasts

1.P.1.5.1 Gather & Analyze New Research and analyze demographic,


Product Ideas customer, technology and marketing
information to identify new product and offer
opportunities

1.P.3.3.1 Gather & Analyze New Combine specific product & service class
Resource Ideas requirements with demographic, customer,
technology and marketing information to
identify specific new resource
classes/components, or enhancements to
existing resource classes/components

1.P.2.3.1 Gather & Analyze New Combine specific product requirements with
Service Ideas demographic, customer, technology and
marketing information to identify specific new
service classes/components or enhancements
to existing service classes/components.

1.S.1.2.1 Gather & Analyze Research information relating to product ideas


Product Information and opportunities and identify product
opportunities

1.S.3.1.1 Gather & Analyze Research and analyze customer, technology,


Resource Information competitor and marketing information to
identify new resource requirements and
industry resource capabilities and availability

1.S.2.1.1 Gather & Analyze Research and analyze customer, technology,


Service Information competitor and marketing information to
identify new service directions and industry
best practice, and potential enhancements to
existing services

1.S.4.1.1 Gather & Analyze Research and analyze the supplier/partner


Supply Chain industry to understand availability,

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page233 of 261
Enhanced Telecom Operations Map®, (eTOM)

Process Process Name Brief Description


Identifier
Information performance and competencies of potential
suppliers and partners, and appropriate best
practice commercial framework establishment
and management

1.E.1.4 Group Enterprise Plan and manage coordination across


Management business units within the enterprise, and
between the enterprise and its subsidiaries.

1.E.7.1 HR Policies & Practices Support people management throughout the


enterprise.

1.E.7 Human Resources The Human Resources Management process


Management grouping provides the human resources
infrastructure for the people resources that the
enterprise uses to fulfill its objectives.

For example, Human Resources Management


processes provide salary structures by level,
coordinate performance appraisal and
compensation guidelines and set policies in
relation to people management, employee
benefit programs, etc.

Moreover it supports the definition of the


organization of the enterprise and coordinates
its reorganizations.

Note that Human Resources 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.

1.A.2.4.4 Identify & Report Identify constraints that can affect service
Service Constraints quality standardsIdentify constraints that can
affect service quality standardsIdentify
constraints that can affect service quality
standards

1.F.2.2.4 Implement & Configure Deliver a final configuration, which is optimal


Service for customer service requirements

1.A.2.4.3 Improve Service Assess and recommend improvements using


the information from Analyze Service Quality
in order to improve and/or correct deviations
from the forecast KQIs

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page234 of 261
Enhanced Telecom Operations Map®, (eTOM)

Process Process Name Brief Description


Identifier

1.E.2.5 Insurance Management Assess and manage the insurable risks within
an enterprise.

1.A.1.6.1 Isolate Problem & Receive & isolate problem, and initiate
Initiate Resolution resolution actions

1.F.1.3.1 Issue and distribute Issue and distribute marketing collateral (i.e.,
marketing collaterals coupon, premium, sample, toys, fliers, etc.)
directly to a customer

1.F.2.2.7 Issue Service Orders Issue correct and complete service orders,
based on pertinent Customer Order
information received.

1.B.4.5.4 Issue Settlement Notice Issue Settlement Notice & Payment processes
& Payment apply where suppliers / partners are entitled
to revenue sharing, where the enterprise
initiates the settlement cycle.

1.E.4 Knowledge & Research The Knowledge and Research Management


Management process grouping performs knowledge
management and research management
within the enterprise including evaluation of
potential technology acquisitions

1.E.4.1 Knowledge Manage the tacit and explicit knowledge


Management contained with the enterprise.

1.P.1.5.7 Launch New Products Manage the initial introduction of new and
enhanced products into the market and
handover to operations for ongoing rollout

1.E.6.5 Legal Management Ensure that the enterprise complies with all
relevant legal requirements.

1.S.1.1.4 Link Market Segments Analyze the basic consumption profiles of


& Products market segments and associate these with the
product families available

1.A.3.3.2 Localize Resource Identify the root cause of the resource trouble
Trouble

1.B.4.5.1 Manage Account Manage Account processes administer the


internal record of usage of supplier/partner’s
services in support of invoice reconciliation
and reciprocal usage settlement

1.O.1.1.9 Manage Campaign Manage individual marketing campaigns


de eloped b Prod ct Marketing

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page235 of 261
Enhanced Telecom Operations Map®, (eTOM)

Process Process Name Brief Description


Identifier
developed by Product Marketing
Communications & Promotion processes

1.B.1.8.5 Manage Collection Collect payments made by the customer and


match to invoices

1.FAB.1.2. Manage Contact Manage all contacts/requests between


1 potential or existing customers and the
enterprise

1.B.1.8.1 Manage Customer Bill Ensure the timely and effective fulfillment of all
Inquiries customer bill inquiries and the resolution of
customer / Service Provider billing issues

1.B.1.8.4 Manage Customer Ensure effective management of the


Billing customer’s billing account

1.I.1.4.4 Manage Handover to Manage the processes involved in handover


Marketing Operations of deployed marketing infrastructure to
operational control

1.I.1.3.5 Manage Handover to Manage the processes involved in handover


Product Operations of deployed product infrastructure to
operational control

1.I.3.2.7 Manage Handover to Manage the processes involved in handover


Resource Operations of deployed resource infrastructure to
operational control

1.I.2.2.7 Manage Handover to Manage the processes involved in handover


Service Operations of deployed service infrastructure to
operational control

1.O.3.1.7 Manage Logistics Manage and control warehousing, logistics,


stock level management, physical distribution
and transport of purchased materials/goods

1.I.1.4.5 Manage Marketing Define and manage the methodology to be


Capability Delivery adopted for marketing capability delivery
Methodology across the enterprise

1.P.1.7.5 Manage Message and Manage and co-ordinate the delivery of the
Campaign Delivery messages and campaigns into the selected
channels

1.I.1.3.6 Manage Product Define and manage the methodology to be


Capability Delivery adopted for product capability delivery across
Methodology the enterprise

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page236 of 261
Enhanced Telecom Operations Map®, (eTOM)

Process Process Name Brief Description


Identifier

1.P.1.5.6 Manage Product Ensure the co-coordinated delivery in line with


Development the approved business case of all required
product capabilities for that business case
across the enterprise

1.P.1.5.8 Manage Product Exit Identify existing products which are unviable
and manage the processes to exit the product
from the market.

1.F.1.4.1 Manage Prospect Match identified leads with the most


appropriate products and ensure that these
prospects are handled appropriately

1.A.1.7.2 Manage QoS/SLA Ensure that the customer and the relevant
Violation internal processes are informed of service
quality degradations and violations and that
action is undertaken to resolve the
degradation or violation

1.A.1.7.3 Manage Reporting Report on the customer’s QoS/SLA


performance

1. Manage Request Manage all requests (inbound and outbound)


FAB.1.2.2 (Including Self Service) made by potential and existing customers

1.I.3.2.6 Manage Resource Manage the provision, implementation,


Capability Delivery commissioning and roll-out of the new or
enhanced resource capability, and associated
operational support processes.

1.P.3.3.6 Manage Resource Ensure the co-coordinated deployment in line


Deployment with the approved business proposal of all
required resource classes/components for that
business proposal across the enterprise.

1.P.3.3.5 Manage Resource Ensure the co-coordinated delivery in line with


Development the approved business case of all required
resource classes/components capabilities for
that business case across the enterprise

1.P.3.3.7 Manage Resource Exit Identify existing resource classes which are
unviable and manage the processes to exit the
Resource from the market.

1.O.3.1.5 Manage Resource Manage the administration of the enterprise’s


Inventory resource inventory

1.S.3.1.2 Manage Resource Manage internally driven research


Research in estigations and acti ities hich are sed to

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page237 of 261
Enhanced Telecom Operations Map®, (eTOM)

Process Process Name Brief Description


Identifier
Research investigations and activities which are used to
provide detailed technical assessment or
investigation of new and emerging resource
capabilities

1.A.4.3.3 Manage S/P Problem Track progress of the problem resolution as


Resolution advised by the supplier / partner.

1.FAB.4.6. Manage S/P Requests Accept requests and enable the supplier /
1 (Including Self Service) partner to obtain the desired information from
the enterprise, or identify and activate the
appropriate process area to accomplish the
request

1.I.2.2.6 Manage Service Manage the provision, implementation and


Capability Delivery roll-out of the new or enhanced service
capability, and associated operational support
processes.

1.P.2.3.6 Manage Service Ensure the co-coordinated deployment in line


Deployment with the approved business case of all
required service classes/components for that
business case across the enterprise.

1.P.2.3.5 Manage Service Ensure the co-coordinated development in line


Development with the approved business case of all
required new or enhanced service
classes/components for that business case
across the enterprise

1.P.2.3.7 Manage Service Exit Identify existing service which are unviable
and manage the processes to exit the Service
Class from the market.

1.O.2.1.1 Manage Service Manage the administration of the enterprise’s


Inventory service inventory

1.S.2.1.2 Manage Service Manage internally driven research


Research investigations and activities which are used to
provide detailed assessment or investigation
of new and emerging service capabilities

1.P.4.3.1 Manage Establish and manage the on-going processes


Supplier/Partner to support the commercial, strategic, delivery
Engagement and operational interactions between the
enterprise and supplier/partner

1.P.4.3.3 Manage Manage the removal of current suppliers and


Supplier/Partner partners from the enterprises supply chain.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page238 of 261
Enhanced Telecom Operations Map®, (eTOM)

Process Process Name Brief Description


Identifier
Termination partners from the enterprises supply chain.

1.P.4.3.2 Manage Supply Chain Manage changes to the commercial terms of a


Contract Variation contract during its term of agreement

1.I.4.2.3 Manage the Tender Manage and administer the mechanics of the
Process tender process

1.O.3.1.6 Manage Workforce Manage Workforce processes plan, assign,


dispatch and manage the activities of staff
employed by, or operating as part of, the
enterprise (i.e. technicians, clerks, managers,
etc.). The Manage Workforce processes also
enable reporting and monitoring of assigned
activities

1.I.3.2.1 Map & Analyze Define the detailed resource infrastructure


Resource Requirements requirements to support the service
capabilities required by the enterprise

1.I.2.2.1 Map & Analyze Service Define the detailed service infrastructure
Requirements requirements to support the product
capabilities required by the enterprise.

1.S.1.1 Market Strategy & Enable the development of a strategic view of


Policy an enterprise’s existing and desired market-
place

1.SIP.1 Marketing & Offer This horizontal functional process grouping


Management focuses on the knowledge of running and
developing the core business for an
Information & Communication Service
Provider enterprise. It 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

Marketing and offer management are well


known business processes, especially in the
more competitive ebusiness environment,
where the rate of innovation and brand
recognition determine success. Although
most companies carry out all these
activities, depending upon the size of the
company, they are combined in a variety of
ways. These processes are enabling
processes, but also the key processes that

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page239 of 261
Enhanced Telecom Operations Map®, (eTOM)

Process Process Name Brief Description


Identifier
are accountable for commitment to the
enterprise for revenue, overall product
results and profit and loss. These processes
deal with the creation of product, markets
and channels; they manage market and
product strategies, pricing, sales, channels,
new product development (and retirement),
marketing communications and promotion

1.I.1.4 Marketing Capability Manage the delivery and build of new or


Delivery changed market capabilities or customer-
related capabilities.

1.F.1.3 Marketing Fulfillment Responsible for the issue and distribution of


Response marketing collateral directly to a customer and
the subsequent tracking of resultant leads.

1.FAB.1.2. Mediate & Orchestrate Ensure that transaction message structure


4 Customer Interactions and interactions conform to agreed,
externally defined standards used by the
enterprise and its customers

1.FAB.4.6. Mediate & Orchestrate Ensure that transaction message structure


3 Supplier/Partner and interactions conform to agreed,
Interactions externally defined standards used by the
enterprise and its suppliers/partners

1.B.2.5.1 Mediate Usage Records Validate, normalize, convert and correlate


usage records collected from the resource
layer

1.A.4.4.1 Monitor & Control Collect and analyze performance of services


Service Performance delivered by suppliers and partners

1.P.1.7.6 Monitor Message and Establish metrics and monitoring and reporting
Campaign processes to gauge the effectiveness of
Effectiveness market messages and product promotional
campaigns

1.A.3.4.1 Monitor Resource Monitor received resource performance


Performance information

1.A.4.4.3 Monitor S/P Monitor and assess supplier/partner


Performance performance against the agreed contract or
business agreement

1.P.1.6.1 Monitor Sales & Ensure that the enterprise keeps abreast of
Channel Best Practice sales and channel practices and capabilities in
the ider en ironment

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page240 of 261
Enhanced Telecom Operations Map®, (eTOM)

Process Process Name Brief Description


Identifier
the wider environment.

1.A.2.4.1 Monitor Service Quality Extract the necessary information to feed the
different quality analysis processes

1.B.4.5.3 Negotiate & Approve Negotiate & Approve Invoice processes


Invoice manage the interactions between the
supplier/partner and the enterprise, in relation
to enquiries about the billing account, handling
disputes and any subsequent negotiations

1.I.4.2.5 Negotiate Commercial Manage the commercial negotiations between


Arrangements the enterprise negotiation team and the
selected supplier/partner, or with competitors
in a regulated market

1.F.1.4.3 Negotiate Sales Close the sale with terms that are mutually
agreeable to both the customer and the
service provider

1.F.1.5 Order Handling Responsible for accepting and issuing orders.

1.E.7.2 Organization Support the definition of the organization of the


Development enterprise and coordinate its reorganizations.

1.FAB.1.9. Personalize Customer Provide the personalization opportunities for


4 Profile for Retention & customers that will encourage them not to
Loyalty switch to another Service Provider

1.F.4.2.3 Place S/P Requisition Manages requisitions to suppliers/partners


through to delivery

1.A.2.3.3 Plan & Assign Identify in a functional plane the necessary


Resolution steps in order to activate the different units
which will be involved to fix the problem

1.A.1.6 Problem Handling Responsible for receiving trouble reports from


customers, resolving them to the customer’s
satisfaction and providing meaningful status
on repair and/or restoration activity to the
customer.

1.E.3.1 Process Management & Define and manage enterprise process


Support management.

1.AB.3.5.2 Process Resource Data Process the raw data collected from the
resources

1.E.5.3 Procurement Define corporate procurement and logistics


Management policies and r les for all p rchases

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page241 of 261
Enhanced Telecom Operations Map®, (eTOM)

Process Process Name Brief Description


Identifier
Management policies and rules, for all purchases,
warehousing, transport, stock level
management and physical resource
distribution, and supervise their application.

1.S.1.2.3 Produce Product Develop annual and multi-year product and


Portfolio Business product portfolio business plans to guide
Plans product development within the enterprise

1.S.3.1.5 Produce Resource Develop and deliver annual and multi-year


Business Plans resource plans in support of services, products
and offers

1.S.2.1.5 Produce Service Develop and deliver annual and multi-year


Business Plans service plans in support of products and offers

1.S.4.1.4 Produce Supply Chain Develop and deliver annual and multi-year
Business Plans supply chain business plans in support of
delivery and sourcing for services, products
and offers

1.I.1.3 Product & Offer Manage the delivery and build of new or
Capability Delivery changed Product & Offer and delivery
capabilities within an enterprise.

1.P.1.5 Product & Offer Develop and deliver new products and product
Development & enhancements and new features, ready for
Retirement implementation by the Operations processes.

1.S.1.2 Product & Offer Develop strategies for products at the portfolio
Portfolio Planning level.

1.P.1.7 Product Marketing Develop and manage communications to the


Communications & market, prospective and existing customers.
Promotion

1.E.3.3 Program & Project Define and manage the program and project
Management management methodologies, skills and tools
within the enterprise.

1.F.1.4.2 Qualify and Educate Ensure that the business agreement between
Customer the customer and service provider is based
upon mutual understanding

1.B.2.5.2 Rate Usage Records Identify and apply tariffs and charging
algorithms to specific parameters
encapsulated in usage records

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page242 of 261
Enhanced Telecom Operations Map®, (eTOM)

Process Process Name Brief Description


Identifier

1.F.4.2.4 Receive & Accept S/P Tracks completion of requisitions after


Product delivery, and arranges for any acceptance
testing or commissioning required

1.B.4.5.2 Receive & Assess Compare invoice against usage records


Invoice offsets

1.A.4.3.2 Receive & Notify Receive notification of problems detected by


Problem from S/P the supplier/ partner, and notifies other
processes of this.

1.E.6.4 Regulatory Ensure that the enterprise complies with all


Management existing government regulations

1.A.1.6.2 Report Problem Generate and manage all reports related to


problems that will be issued to the customer
and/or to other processes

1.A.4.3.1 Report Problem to S/P Report specific problems to the supplier /


partner.

1.AB.3.5.3 Report Resource Data Distribute processed Resource Data to other


processes within the enterprise

1.A.3.4.4 Report Resource Report the findings of the Analyze Resource


Performance Performance processes

1.A.3.3.5 Report Resource Report on new or changed Resource troubles


Trouble

1.E.4.2 Research Management The Research Management processes plan


and prioritize research and development
activities within the enterprise.

1.I.3.2 Resource Capability Use the capability definition or requirements to


Delivery deploy new and/or enhanced technologies
and associated resources.

1.AB.3.5 Resource Data Collect usage, network and information


Collection & Processing technology events and performance
information for distribution to other processes
within the enterprise

1.SIP.3 Resource Development This horizontal functional process focuses on


& Management planning, developing and delivering the
resources needed to support services and
products to the Operations domain. It includes
processes necessary for defining the

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page243 of 261
Enhanced Telecom Operations Map®, (eTOM)

Process Process Name Brief Description


Identifier
strategies for development of the network and
other physical and non-physical resources,
introduction of new technologies and
interworking with existing ones, managing of
existing resources and ensuring that
capabilities are in place to meet future service
needs

1.P.3.3 Resource Development Develop new, or enhance existing


& Retirement technologies and associated resource types,
so that new Services can be developed.

1.OFAB.3 Resource Management This horizontal functional process grouping


& Operations maintains knowledge of resources
(application, computing and network
infrastructures) and is 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. It also includes all
functionalities responsible for the direct
management of all such resources (network
elements, computers, servers, etc.) utilized
within the enterprise. These processes are
responsible for ensuring that the network and
information technologies infrastructure
supports the end-to-end delivery of the
required services. The purpose of these
processes is to ensure that infrastructure runs
smoothly, is accessible to services and
employees, is maintained and is responsive to
the needs, whether directly or indirectly, of
services, customers and employees. RM&O
also has the basic function to assemble
information about the resources (e.g. from
network elements and/or element
management systems), and then integrate,
correlate, and in many cases, summarize that
data to pass on the relevant information to
Service Management systems, or to take
action in the appropriate resource.

In an ebusiness world, application and


computing management are as important as
management of the network resources.
Moreover, network, computing and
applications resources must increasingly be
managed in a joint and integrated fashion. To

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page244 of 261
Enhanced Telecom Operations Map®, (eTOM)

Process Process Name Brief Description


Identifier
cope with these needs, the eTOM framework
includes the Resource Management &
Operations process grouping (together with
the corresponding Resource Development &
Management grouping within SIP), to provide
integrated management across these three
sets of resources: applications, computing and
network. These areas also encompass
processes involved with traditional Network
Element Management, since these processes
are actually critical components of any
resource management process, as opposed
to a separate process layer.

The RM&O processes thus manage the


complete service provider network and sub-
network and information technology
infrastructures.

The eTOM framework differentiates day-to-


day operations and support from planning and
development, and other strategy and lifecycle
processes. This better depicts the structure of
an enterprise, especially in an ebusiness era.

1.A.3.4 Resource Performance Monitoring, analyzing, controlling and reporting


Management on the performance of resources.

1.F.3.2 Resource Provisioning Allocate and configure resources to individual


customer service instances in order to meet
service requirements.

1.S.3.1 Resource Strategy & Develop resource strategies, policies and


Planning plans for the enterprise, based on the long-
term business, market, product and service
directions of the enterprise.

1.A.3.3 Resource Trouble Responsible for the management of troubles


Management with allocated resources.

1.A.4.4.2 Restore S/P Service Ensure that performance problems involving


Performance suppliers and partners are resolved promptly
and efficiently

1.FAB.1.9 Retention & Loyalty Manage all functionalities related to the


retention of acquired customers, and the use
of loyalty schemes in the potential acquisition

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page245 of 261
Enhanced Telecom Operations Map®, (eTOM)

Process Process Name Brief Description


Identifier
of customers.

1.O.3.1 RM&O Support & Manage classes of resources, ensuring that


Readiness appropriate application, computing and
network resources are available and ready to
instantiate and manage resource instances.

1.FAB.4.6 S/P Interface S/P interface Management processes manage


Management the contacts between the enterprise and its
current or future suppliers/partners for S/P
supplied products..

1.A.4.4 S/P Performance S/P Performance Management processes


Management track, measure and report the performance of
S/P supplied products from suppliers and
partners, as well as how this relates to the
performance of the supplier/partner against
any contracts or business agreements.

1.A.4.3 S/P Problem Reporting S/P Problem Reporting & Management


& Management processes manage problems, associated with
supplier/partner interactions, whether identified
within the enterprise or notified by the
supplier/partner.

1.F.4.2 S/P Requisition S/P Requisition Management processes


Management manage requisitions with partners/suppliers to
ensure on-time and correct delivery of the S/P
product or service requested by the enterprise.

1.B.4.5 S/P Settlements & S/P Settlements & Billing Management


Billing Management process manage all settlements and billing for
the enterprise, including bill validation and
verification and payment authorization.

1.O.4.1 S/PRM Support & S/PRM Support & Readiness processes are
Readiness responsible for ensuring that all necessary
facilities related to the interaction with
suppliers and partners are ready and
functioning. Moreover, these processes are
responsible for the resolution of problems
related to these facilities.

1.P.1.6 Sales Development Develop the Sales support and response for
new and existing products, as well as existing
and potential customers.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page246 of 261
Enhanced Telecom Operations Map®, (eTOM)

Process Process Name Brief Description


Identifier

1.E.2.2 Security Management Assess threats to the enterprise and provide


capabilities and controls to minimize the
threats identified.

1.P.1.7.3 Select Message and Manage the selection of the appropriate


Campaign Channels channel or channels to support the message
delivery and/or campaign

1.F.4.2.1 Select Supplier/Partner Select the most appropriate supplier or partner


from the range of S/Ps with whom a supply
arrangement exists

1.F.1.4 Selling Responsible for managing prospective


customers, for qualifying and educating
customers, and matching customer
expectations

1.B.2.5 Service & Specific Manage service events by correlating and


Instance Rating formatting them into a useful format.

1.I.2.2 Service Capability Plan and deliver the total capabilities required
Delivery to deliver changes to service.

1.F.2.2 Service Configuration & Responsible for the installation and


Activation configuration of the service for customers,
including the installation of customer premises
equipment.

1.SIP.2 Service Development & This horizontal functional process grouping


Management focuses on planning, developing and
delivering services to the Operations domain.
It includes processes necessary for defining
the strategies for service creation and design,
managing existing services, and ensuring that
capabilities are in place to meet future service
demand

1.P.2.3 Service Development & Develop and deliver new or enhanced service
Retirement types.

1.OFAB.2 Service Management & This horizontal functional process grouping


Operations focuses on the knowledge of services
(Access, Connectivity, Content, etc.) and
includes all functionalities necessary for the
management and operations of
communications and information services
required by or proposed to customers. The
focus is on service delivery and management

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page247 of 262
Enhanced Telecom Operations Map®, (eTOM)

Process Process Name Brief Description


Identifier
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.

The processes in this horizontal functional


process grouping are accountable to meet,
at a minimum, targets set for Service
Quality, including process performance and
customer satisfaction at a service level, as
well as Service Cost.

The eTOM framework differentiates day-to-


day operations and support from planning and
development and other strategy and lifecycle
processes. This better depicts the structure of
an enterprise, especially in an ebusiness era.

1.A.2.3 Service Problem Respond immediately to customer-affecting


Management service problems or failures in order to
minimize their effects on customers, and to
invoke the restoration of the service, or
provide an alternate service as soon as
possible.

1.A.2.4 Service Quality Encompasses monitoring, analyzing and


Management controlling the performance of the service
perceived by customers.

1.S.2.1 Service Strategy & Enable the development of a strategic view


Planning and a multi-year business plan for the
enterprise’s services and service directions,
and the parties who will supply the required
services.

1.E.6.3 Shareholder Relations Manage the relationship between the


Management enterprise and its shareholders.

1.O.2.1 SM&O Support & Manage classes of services ensuring that the
Readiness appropriate capability is available and ready to
instantiate and manage service instances.

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page248 of 262
Enhanced Telecom Operations Map®, (eTOM)

Process Process Name Brief Description


Identifier

1.E.6 Stakeholder & External The Stakeholder & External Relations


Relations Management Management processes grouping focus on
managing the enterprise's relationship with
stakeholders and outside entities.
Stakeholders include shareholders, employee
organizations, etc. Outside entities include
regulators and local community. Some of the
processes within this grouping are
Shareholder Relations, External Affairs,and
Public Relations.

1.E.1 Strategic & Enterprise The Strategic & Enterprise Planning process
Planning grouping focuses on the processes required to
develop the strategies and plans for the
service provider enterprise. This process
grouping includes the discipline of Strategic
Planning that determines the business and
focus of the enterprise, including which
markets 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 for the
enterprise is also a key process within this
process grouping. The Enterprise Architecture
Management process directs IT across the
enterprise, provides IT guidelines and policies,
funding approval, etc. (note that IT
development and management processes are
managed within the Resource Development &
Management horizontal functional process
grouping).

1.E.1.1 Strategic Business Provide strategic business direction to the


Planning enterprise.

1.OFAB.4 Supplier/Partner This horizontal functional process grouping


Relationship supports the core operational processes, both
Management the customer instance processes of
Fulfillment, Assurance and Billing and the
functional operations processes.
Supplier/Partner Relationship Management

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page249 of 262
Enhanced Telecom Operations Map®, (eTOM)

Process Process Name Brief Description


Identifier
(S/PRM) processes align closely with a
supplier’s or partner’s Customer Relationship
Management processes. The inclusion of
distinct Supplier/Partner Relationship
Management processes in the eTOM
framework enables the direct interface with the
appropriate lifecycle, end-to-end customer
operations or functional processes with
suppliers and/or partners. The processes
include issuing purchase orders and tracking
them through to delivery, mediation of
purchase orders as required to conform to
external processes, handling problems,
validating billing and authorizing payment, as
well as quality management of suppliers and
partners.

It is important to note that when the enterprise


sells its products to a partner or supplier,
this is done through the enterprise CRM
processes, which act on behalf of the
supplier or the enterprise in such cases.
Supplier/Partner processes only cover the
buying of S/P supplied products by the
enterprise.

1.I.4.2 Supply Chain Capability Manage the evaluation of new


Delivery supplier/partners, to determine those with the
products that best meet the enterprise’s
needs.

1.P.4.3 Supply Chain Support the development of a supply chain, to


Development & Change support S/P product catalogue extension or
Management modification.

1.SIP.4 Supply Chain This horizontal functional process focuses on


Development & the interactions required by the enterprise with
Management suppliers and partners, who are involved in
maintaining the supply chain. The supply
chain is a complex network of relationships
that a service provider manages to source and
deliver products. In the ebusiness world,
companies are increasingly working together
with suppliers and partners (synergistic
clusters, coalitions and business ecosystems)
in order to broaden the products they offer and

Error! Unknown document property name. Release 5.0 Version 0.6.1 TeleManagement Forum 2005
Page250 of 262
Enhanced Telecom Operations Map®, (eTOM)

Process Process Name Brief Description


Identifier
improve their productivity. These processes
ensure that the best suppliers and partners are
chosen as part of the enterprise supply chain.
They help to support sourcing decisions made
by the enterprise, and ensure that the
capabilities are in place for interaction
between the enterprise and its suppliers and
partners. They ensure that the contribution of
suppliers and partners to the supply chain is
timely and delivers the required support, and
that their overall performance and contribution
is as good as or better than for vertically
integrated enterprises. These processes
include establishing and maintaining all the
information and financial flows between the
provider and supplier.

1.S.4.1 Supply Chain Strategy Develop the Supply Chain strategies and
& Planning policies of the enterprise.

1.O.1.1.4 Support Billing & Ensure that all information, materials, systems
Collections and resources are available so that the Billing
& Collections Management processes can be
completed without delay

1.O.1.1.1 Support Customer Ensure that all information, materials, systems


Interface Management and resources are available so that the
Customer Interface Management processes
can operate effectively, when a contact with a
customer occurs.

1.O.1.1.8 Support Customer Ensure capability to support the Customer


QoS/SLA QoS/SLA Management processes to carry out
monitoring and analysis of customer service
performance

1.O.1.1.6 Support Marketing Ensure that there is capability