TM Forum Best Practice

Digital Maturity Model

GB997
Release 17.0.1
November 2017

Latest Update: TM Forum Release 17 TM Forum Approved

Version 1.0.2 IPR Mode: RAND

TM Forum 2017. All Rights Reserved.

Digital Maturity Model

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© TM Forum 2017. All Rights Reserved. Page 2 of 24

Digital Maturity Model

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© TM Forum 2017. All Rights Reserved. Page 3 of 24

Digital Maturity Model

Table of Contents
Notice.................................................................................................................................... 2
Table of Contents ................................................................................................................ 4
Executive Summary ............................................................................................................ 5
1. Preface .............................................................................................................................. 6
2. Introduction ...................................................................................................................... 7
3. Why a Digital Maturity Model .......................................................................................... 8
3.1. What is a maturity model? .............................................................................. 8
3.2. Why an Industry Aligned Model? .................................................................... 8
4. Structure of the Maturity Model ...................................................................................... 9
4.1. Customer 1.0.0.0 .......................................................................................... 10
4.1.1. Definition ................................................................................................... 10
4.2. Strategy 2.0.0.0 ............................................................................................. 10
4.2.1. Definition ................................................................................................... 10
4.3. Technology 3.0.0.0 ....................................................................................... 11
4.3.1. Definition ................................................................................................... 11
4.4. Operation 4.0.0.0 .......................................................................................... 11
4.4.1. Definition ................................................................................................... 11
4.5. Culture, People & Organization 5.0.0.0 ........................................................ 11
4.5.1. Definition ................................................................................................... 11
5. The Digital Transformation Journey ............................................................................ 12
6. Algorithm ........................................................................................................................ 15
7. Acknowledgments ......................................................................................................... 16
8. Administrative Appendix............................................................................................... 24
8.1. Document History ......................................................................................... 24
8.1.1. Version History ......................................................................................... 24
8.1.2. Release History ........................................................................................ 24

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Digital Maturity Model

Executive Summary
In 2016 the TM Forum membership recognized an emerging need for a non-siloed
Digital Maturity model championed by a neutral party that would allow its users to
assess where they are on their Digital Transformation journey and ultimate to be able
to benchmark themselves against their peers. In response to this realization, TM
Forum conducted a number of workshops to determine the feasibly of building such a
model and willingness of the broader membership to participate. The results of those
workshops was positive and a project was launched in December 2016.
The group quickly settled on 5 main dimensions to build out:
Customer
Strategy
Technology
Operations
Culture, People and Organization
Each of these dimensions is further divided into sub-dimensions to focus on what were
to be determined to the core areas that are critical for digital transformation. Several
criteria for each sub-dimension were then developed to help further explore a
company's maturity regarding specific transformation concerns. Characteristics were
then assigned to each of 5 life cycle phases to help a company objectively determine
where they are in that life cycle. Those values of 1-5 can then be statistically analyzed
in many ways to assess relive maturity within and between organizations.
The actual content of the model is carried in GB977A Digital Maturity Addendum in
excel spreadsheet format for ease of use.
The TM Forum has also developed an APP that can facilitate the collection of data and
some simple analytics and in the future provided bench marking. Details can be found
here: https://www.tmforum.org/digital-maturity-model-metrics/

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1. Preface
This document is a guidebook describing the business drivers for developing a Digital
Maturity Model, the approach taken and structure of the Model. The actual content of
the model can be found in GB997A an Excel spreadsheet containing all the
dimensions, sub-dimensions, criteria and attributes with their descriptions. This
document is not intended to describe the APP used to collect data for the model nor
does it describe the bench marking capability provided by the APP or other analytic
tools; that information can be found in the Digital Maturity Model's User's Guide.

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2. Introduction
Today, a number of market forces create new opportunities as well as business and
operational challenges. In order to capitalize on these opportunities and overcome
challenges, companies are embarking on complex digital transformation journeys,
encompassing all aspects of their business, to redefine how they operate.

Some of the market forces requiring companies to adapt are:

• Reduced Ownership of Assets & Infrastructure: Growth of data is accelerating, and
is forcing issues around ownership, privacy, security, transparency, and trust
• Emergence of Ecosystems: New ecosystems accessible through digital channels
reduce switching costs
• New Entrants: Businesses are reaching farther and disaggregating business
offerings invading new spaces
• Decoupled Value Chains: Increased speed, velocity, transparency and access
disaggregate value chains
• Reduced Barriers to Digital Entry: Low barriers to digital entry blur industry lines
The customers’ perspective is particularly important here and a major driver of the
transformation necessary for survival in the digital world. Customers have come to
expect highly personalized engagement across the channels of their choice, and they
expect to drive the engagement, and not just to be pulled into the funnel-oriented
engagement style of the past. Customers also increasingly recognize the range of
choices available to them, and the ease with which they can go somewhere else if they
aren’t happy. Clearly, the customer is in charge in the digital world.
Digital transformation is a daunting task for companies in all industries, including
communications service providers. It requires change in virtually all aspects of an
organization. Unisys and IDC recently surveyed 175 IT and business executives at US
and European companies that have 1,000 employees or more. The researchers found
that a large majority believe a digital business model is critical for success, but only 15
percent view their organizations as nimble enough for full digital business.

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Digital Maturity Model

3. Why a Digital Maturity Model

One of the things holding the communications industry back from broader progress in
digital transformation is the lack of a clear, industry-oriented roadmap. The Digital
Maturity Model is an effective tool to provide guidelines for a clear path.

3.1. What is a maturity

model?
The Digital Maturity Model is a tool to help organizations understand areas, called
dimensions in the model, that enable digital maturity and assess against the key
aspects of these dimensions.
• The model will help organizations to analyze and properly structure and understand
the nature of the problem to be addressed.
• Models facilitate the creation of goals and plans, both short and longer term.
• They provide a basis to help organizations assess realistically where they are in
their transformation journey.
• Help make investments into transformational projects more effective.

3.2. Why an Industry

Aligned Model?
Currently, several other digital maturity models exist but with varying points of view,
scopes, and metrics for measuring success. Success in the digital world is contingent
upon an organization’s ability to work within one or more ecosystems. These
ecosystems and their components are growing and changing at a very rapid rate, so
speed, accuracy and efficiency of communication is critical. Having the common
language and metrics will facilitate organizations (internal and external) to align on plan
and achieve goals and accurately understand progress against the plan.

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4. Structure of the Maturity Model

The model of composed of 5 dimensions that are then decomposed into sub-
dimensions which vary in number from 4-9. Each sub-dimension is described by a
number of criteria that reflect aspects of digital transformation as it relates to that
specific sub-dimension. Then each criteria is assigned a set of 5 attributes that allow
you to assess where you are on your digital transformation journey. The attributes are
intended to capture progress on a 5 stage maturity measure, Initiating, Emerging,
Performing, Advancing and Leading.
The model itself is carried in an Excel spreadsheet as GB997A Addendum of this
document.
Each dimension, sub-dimension, criteria and attribute has been assigned a unique id to
allow easy identification of ease of future maintenance. For example, the Customer
dimension has been assigned 1.0.0.0. The sub-dimension Customer Engagement of
Customer is assigned 1.1.0.0. The first criteria of Customer Engagement “The
customer experience is personalized based on past digital navigations, history and
interactions with the organization" is assigned 1.1.1.0. The first attribute used to
measure “The customer experience is personalized based on past digital navigations,
history and interactions with the organization"; "Customers can be addressed by name
based on a number of different identifiers" is assigned 1.1.1.1. The numbers are for
navigation purposes only and do not reflect any periodization of the dimensions, sub-
dimensions or criteria. The 1-5 numbers do reflect the relative maturity with 1 being
Initiating and 5 being Leading.
The figures below provide a visualization of the model; however, the authoritative
version of the model is maintained in the addendum GB997A containing the
spreadsheet.

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Definitions of each Domain is provided below for illustration purposes of the level of
detail contained in the model.

4.1. Customer 1.0.0.0

4.1.1. Definition
The aim is to provide an experience where customers view the organization as their
digital partner using their preferred channels of interaction to control their connected
future on and offline.
Managing access to personal data in a secure manner to promote trust, accessing self-
serve functionality on and offline to perform a range of use cases regardless of
customer journey undertaken in a consistent and simple way, providing input into
product/feature innovations, engaging individuals through social media are some of the
means to achieving that aim. This experience relies on dynamic analytical capability to
help serve customers most effectively based on their comprehensive profile, segment
and preferences in a very agile and responsive manner.
The term “customer” in the context of this maturity model is defined as an individual or
a party that receives or produces either (1) a portfolio item for consumption (end user)
or (2) an intermediate portfolio item for further processing (reseller or agent).
Compensation for such item can be include, but not be limited to, one-way direct
charging and billing, multi-way revenue share or reverse payment, rental or usage-
based. The criteria as described within this “customer” dimension are applicable to
traditional business-to-consumer (B2C) and business-to-business (B2B) as well as
other evolving business models (for example B2H, C2B, B2B2X).

4.2. Strategy 2.0.0.0

4.2.1. Definition
Digital strategy focuses on how the business transforms or operates to increase its
competitive advantage through digital initiatives; it is closely coupled with or embedded

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within the overall business strategy. Success is achieved through continuous planning,
development / execution, monitoring, and assessing its path to achieving its evolving
vision, through ideation & innovation, partnering & ecosystem management, brand
management, market & customer analysis, and strategic management.

4.3. Technology 3.0.0.0

4.3.1. Definition
Technology underpins the success of digital strategy by helping to create, process,
store, secure and exchange data to meet the needs of customers at low cost and low
overheads. Technology must be open and dynamically manageable, standards-based,
extensible in capability and architecture, accessible, interoperable, data-intelligent, and
can be quickly integrated together as building blocks to speedily fulfill time-to-market
and drive business growth.

4.4. Operation 4.0.0.0

4.4.1. Definition
Executing and evolving processes and tasks by utilizing digital technologies to drive
strategic management and enhance business efficiency and effectiveness. Digital
Operations are fueled by analytics and insights, intelligent processes that enable work
flow automation, agile change management, integrated service management and
guarded by well established standards and governance systems that facilitate a
feedback loop for excellent collaboration.
In digital operations, the ability to orchestrate resources and services through
seamlessly interwoven work flows and processes ensure zero-touch fulfillment and
assurance. Digital operations takes a proactive role in optimizing processes for the
benefit of consumers, producers and partners.

4.5. Culture, People &

Organization 5.0.0.0
4.5.1. Definition
Define and develop an organizational culture with governance and talent processes /
policies to support the workforce's, internal and 3rd party providers, progress along the
digital maturity curve and flexibly achieve its growth and innovation objectives. These
process / policy areas foster, but are not limited to, collaboration, organization
structure, assimilation of hardware and software mindsets, learning & development for
skills alignment, delivery, recruitment, retention, incentives, etc.

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5. The Digital Transformation Journey

Digital transformation is a journey involving a complex ecosystem of capabilities,
including process, people, and technology. The digital maturity model can be leveraged
as a tool to help companies navigate through this journey, helping them identify where
to focus, where their gaps are, where to start, etc. The maturity model is not meant to
replace an overarching digital transformation approach or framework, but it is meant to
guide companies along the way throughout their digital transformation journey.
There are three steps in the journey to digital transformation. It starts with a plan, is
followed by design and ends with execution. Each stage has its own unique set of
goals.
• Plan: The planning stage is important for casting the future direction of the
organization and is a time to assess where you are and where you need to go. In
the beginning of this phase, the Digital Maturity Model can be used to assess
current state digital maturity, identify opportunities, and define a vision.
• Design: The design phase turns the vision into an action plan, prioritizing the most
important objectives. The Digital Maturity Model can be used to prioritize
capabilities to enhance based on business objectives, and also assess impact to
digital maturity of the initiatives on the roadmap.
• Execute: Finally, the execution stage is where the journey ends and the
transformation comes to life. At the end of the execution phase, the Digital Maturity
Model can be used to measure the value and impact to digital maturity achieved by
the initiatives, and evaluate process improvements and effectiveness.
The model is not intended to be a one-off exercise. While the strategic 'plan' stage can
be reviewed periodically based on changing market conditions, it will be necessary to
revisit tactical business objectives more regularly as opportunities are identified, which
then need to be designed in and executed upon in an iterative way.

There is no one-size-fits all level of digital maturity to be achieved. The Digital Maturity
Model will provide a view across all the dimensions and what you would need to focus
on to have digital maturity across the enterprise. The level to which you need to be

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mature in each area is dependent on what you are trying to achieve as a business and
how you plan to execute on that strategy.

While the dimensions, sub-dimensions, and criteria of the Digital Maturity Model should
remain constant, the level to which an organization needs to be mature in each area is
dependent on their strategy, business model, and operating model. Thus, an
organization needs to start with assessing these business components in a top-down
approach.
First, the organization needs to understand the overarching business strategy, around
what the overall focus is for the business. This includes questions such as what their
goals are, where they will play, how they will win and differentiate in chosen markets,
how they will configure to win, and what the priority initiatives will be.
Next, the supporting business model of how the organization will configure the
business to enable the overall business strategy needs to be assessed, including: who
the customers are, what they sell (products, services, delivery model), how they sell
(go-to-market alliances, delivery partners, branding, and talent), and how they
monetize.
Then, the organization’s operating model on what the underlying business capabilities
are required to execute against the business strategy and defined business model
need to be analyzed, including what the underlying processes enabling the capabilities
are, who will execute these capabilities, what data / insights are required to manage
the capabilities, and what the underlying technologies to enable the capabilities are.
The funnel-based assessment of the highest level business strategy questions (top of
the funnel) to lower level operating model components (bottom of the funnel) will inform
the organization on which digital capability criteria are more important and time-
sensitive over others. For example, if an organization is highly dependent on partners
for product delivery, then it will be more important for them to focus on having a mature
ecosystem platform compared to another company that operates with fewer go-to-
market partners.
Once the business components have been understood, then the organization can use
the Digital Maturity Model to assess their current state of digital maturity across
dimensions, determine target state objectives and priorities, identify short and long
term goals, and develop a roadmap to guide their digital transformation journey.

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Digital Maturity Model

In addition, in the market today, organizations are becoming more digital as well as
changing their businesses to obtain competitive edge at the same time, so
organizations need to acknowledge and understand how broader business changes
and digital transformations are interdependent and plan for transformation initiatives
accordingly.

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6. Algorithm
The model currently uses a simple average of scores of the each characteristic to
determine the relative maturity of a given sub-dimension. The maturity score for a
given sub-dimension is the sum of the criteria scores divided by the count of the
characteristics. This will result in a number from 1-5.
USAGE NOTE: When scoring the model if a specific User does not feel qualified
to provide an answer they should not score the section and leave the values 0, in
this way the overall averages of the organization will not be impacted and the
various scores can be rolled up and accurately reflect the organization's
evaluation.
Currently the tool that supports the model captures a relative importance of the
characteristic as well. The average of this number is used control the width of each
sub-dimensions in an attempt to show relative importance.
The tool provides some limited tools to evaluate the results of the use of the model,
however an excel version of the cumulative results of the survey is provided so each
user can use the tools of their choice for more in depth analysis. A full description of
this capability is provided in the User's Guide.

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Digital Maturity Model

7. Acknowledgments

Project Leads
Hong Julie Deloitte
Bush Jamie Deloitte

Core Team Leads

Customer Culture, Technology Operations Strategy
Organization,
People

Core • Christian • Bill Davis • Daniel • Emmanuel • David Day

Lead Dietze (TCS) Michielin Otchere (Deloitte)
(Detecon) (Orange) (Huawei)
• David
• Chin-Gi Hong Linehan
(Detecon) (Deloitte)
• Merve Oral
(Detecon)
• Peter William
Massam
(Huawei)

Reviewers
A. Otchere Emmanuel Huawei Technologies Co. Ltd
Abdur Rahman Wyne Khawaja ZTE Corporation
Acheampong Sam TM Forum
Allom Jeff SingTel Optus
Alshamrani Mohammed Saudi Telecom Company
Alvarenga Ricardo Telefonica Global Technology SA
Amatya Sugandha Ncell
Anaya Alfred TM Forum
Anderson Chris Deloitte
Arora Nidhi Deloitte
Baccichet Alain Videotron G.P.
Balabanov Ivan Ericsson Inc.
Banerjee Chandan Tech Mahindra Limited

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Digital Maturity Model

Barnwal Alok Wipro Technologies

Barton Tom BT Group plc
Bateman Alan TM Forum
Beltran de Heredia Ignacio Redknee Inc.
Ben Meriem Tayeb Orange
Besson Michel TM Forum
Bomente Pedro Amdocs Management Limited
Bonadio Steve TM Forum
Bowles Fabiola Millicom Tigo Bolivia
Bratulic Robert Fujitsu
Bratulic Robert IBM Corporation
Burrows Matthew BSM impact Limited
Bush Jamie Deloitte
Castilho Acacia PromonLogicalis Tecnologia E
Participacoes Ltda.
Castillo Pantaleon AT&T Inc.
Choudhury Saumya Ericsson Inc.
Chowdhury Sandeep SAP SE
Chu Bob Huawei Technologies Co. Ltd
Claassen Ailis TM Forum
Clancy Niamh TM Forum
Conneely Sharon Vodafone Hutchison Australia
Dabadghaon Jayant Cognizant Technology Solutions
Dart Matthew Telstra Corporation
Davis Bill Tata Consultancy Services
Day David Deloitte
de Gastines Charlotte BearingPoint
de Vries Edwin CGI Info Systems Management Consulting
Inc.
Dede Andy Vodafone Group
Devadatta Vinay Wipro Technologies
Dietze Christian Detecon International
Dilbeck Ken TM Forum

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Digital Maturity Model

Dongyang Dongyang Huawei Technologies Co. Ltd

Duenas Rugnon Oscar L. Telefonica I D
Duncan Gary BT Group plc
Dunmore Peter BearingPoint
Dupont Jean-Lou Cogeco Communications Inc.
Ebrahim A Tata Consultancy Services
Ellis Jessica Bristol is Open
Essmann Claus Detecon International
Estrada Axel Latin American Byte, Inc.
Fan Liu Huawei Technologies Co. Ltd
Fang Xing Huawei Technologies Co. Ltd
Farrell Lorraine TM Forum
Faurer Cliff AMKB Cloud
Feldman Mark IBM Corporation
Fernandes Tania TM Forum
Flexer Derek TM Forum
Gaal Thomas Nokia
Gauthier Pierre TM Forum
Geere Mark Huawei Technologies Co. Ltd
Glass George BT Group plc
Glaudell Gene Gn0man
Goel Ankit Tech Mahindra Limited
Goh Khiang Chew Huawei Technologies Co. Ltd
Gonzalez Javier NTT DATA CORPORATION
Gonzalez Kenia TM Forum
Gopal Gokulnath Ooredoo Kuwait
Goyal Tanuj IMImobile Ltd
Grasic Frank Huawei Technologies Co. Ltd
Greulich Tim Deloitte
Guo Zhibin China Unicom
Gupta Sanjay Tata Consultancy Services
Haher Elaine Ericsson Inc.

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Digital Maturity Model

Hall Hugh TM Forum

Hobbs George NBNCo Ltd
Hong Chin-Gi Detecon International
Hong Julie Deloitte
Huang Jenny AT&T Inc.
Huls Patrick ESRI
Igl Andrea Tech Mahindra Limited
ISIK Levent Ericsson Inc.
Jattan Salendra NBNCo Ltd
Jayanarayanan Hari Shankar Cognizant Technology Solutions
Jobanputra Sachin Tata Consultancy Services
Jonasson Kaj Applied BSS
Joyce Michael Ultrafast Fibre Limited
Kaftzan Jonathan Amdocs Management Limited
Kalikar Saumitra Vodafone New Zealand Limited
Kataruka Rakesh Vodafone Group
Khatri Mohammad Telenor ASA
Imran
Koskur-Ogly Elena PETER-SERVICE
Krishnamurti Seshan Dimension Data
Patamadai
Lakerveld Richard Royal KPN N. V.
Lalanda Juan Telecom Personal Argentina
Lancaster Barbara LTC International Inc
Lancaster Barbara TM Forum
LeBer Edmond Higher Logic, LLC
Leboucher Laurent Orange
Legaspi Jaycee Vincent Globe Telecom Inc.
Lewis Charlotte TM Forum
Li Applejuan Huawei Technologies Co. Ltd
Lindgren Kristina Nokia
Lv Ke Huawei Technologies Co. Ltd
Maatoug Ramzi Deloitte

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Digital Maturity Model

Mabin Clare TM Forum

Maitre Christian Orange
Mamo Amensisa Mulatu Ethio Telecom
Manjrekar Manish NBNCo Ltd
Marovic Pedja Telenor Hungary
Marya Aman ItsOn Inc
Massam Peter Huawei Technologies Co. Ltd
Massidda Gaspar AT&T Inc.
May Richard TM Forum
McDonnell Kevin Huawei Technologies Co. Ltd
Megahed John Tata Consultancy Services
mehrotra sanjay MindShift Ltd
Michielin Daniel Orange
Milham Dave TM Forum
Min Su Huawei Technologies Co. Ltd
Mishra Asit CGI Info Systems Management Consulting
Inc.
Mohamed Hmaoui MOHAMED Huawei Technologies Co. Ltd
Muhammad Ghayas Telenor Pakistan
Mukerji Surojit Ericsson Inc.
Mullally Eamonn Vodafone Group
Munoz Gustavo Telefonica Mexico
Musillo Maria TM Forum
Musitani Alfredo Telecom Argentina, S.A.
Nachman Sophie Orange
Nannapaneni Raghavendra Wipro Technologies
Rao
Narain Atul Ericsson Inc.
Nawab Shaik Abid Hussain Royal KPN N. V.
Neri Paolo Telecom Italia Group
O'Meara Kieran Telstra Corporation
Oliveira Hugo Vodafone Group
Oral Merve Detecon International

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Digital Maturity Model

Padmanabharao Srinivas Amdocs Management Limited

Pal Ritesh Deloitte
Pamuk Aysel Ericsson Inc.
Pandey Prabhakar Wipro Technologies
Pandey Ramdev BT Group plc
Phillips Terrence x IBM Corporation
Pikale Paresh Cognizant Technology Solutions
Pita-Thomas Maria-Frauke Nokia
Polz Andreas Infonova
Pope Alan TM Forum
Pote Mayuresh Tech Mahindra Limited
Prado Gabriel Huawei Technologies Co. Ltd
Priya Chaitanya Huawei Technologies Co. Ltd
QIN SHILEI Huawei Technologies Co. Ltd
Rausch Jessica TM Forum
Rawling Gordon Huawei Technologies Co. Ltd
Riches Dave TM Forum
Rodriguez Eduardo NetScout Systems
S Parag Subex
Saiz Gonzalez Carlos Nokia
Santos Nuno Celfocus
Sarpal Baljit Sarpal Consultancy
Sasidharan Shyam Deutsche Telekom AG
Schnell Ingrid Telstra Corporation
Schwarz Thilo Detecon International
Seet Vincent Globe Telecom Inc.
Sendel Rebecca TM Forum
Shekhar Sujit Sysbiz Technologies Pvt. Ltd.
Shewalter Erik Deloitte
Shukla Umesh Vodafone UK Ltd
Shunevich Olga PETER-SERVICE
Singh Harshvir Accenture

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Digital Maturity Model

Somai Meriem Tunisie Telecom

Sontakke Prachi Cognizant Technology Solutions
Srivastava Prashant Nokia
Stock Chris TM Forum
Sun Jonas Huawei Technologies Co. Ltd
Sun Ruinan Huawei Technologies Co. Ltd
Tawadrous Mark Vodafone Hutchison Australia
Thengodkar Abhijit Wipro Technologies
Thomas Sandra Infonova
Thomson Andrew BearingPoint
Tiller Andy TM Forum
Trainor John AT&T Inc.
Trevitt David Huawei Technologies Co. Ltd
Troup Eric Microsoft Corporation
Turner Annie TM Forum
Tymen Jean-Luc Orange
Upadhyay Anil Tech Mahindra Limited
Valette Michel Orange
Vandenberghe Johan Nokia
Vaughan Hugo IBM Corporation
Venkatakrishnan Sriram Cognizant Technology Solutions
Verd Barreno Josep Huawei Technologies Co. Ltd
Viana Vitor PromonLogicalis Tecnologia E
Participacoes Ltda.
Vij Aman Deloitte
Walker Robert TM Forum
Wang Laurie Deloitte
Wickramaarachchi Ayoma Sri Lanka Telecom PLC
Wu Kai Huawei Technologies Co. Ltd
Xiaohu Lu Huawei Technologies Co. Ltd
Xiaoqian CHAI Huawei Technologies Co. Ltd
Xu Kevin TM Forum

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Digital Maturity Model

Yaecker Theresa Deloitte

Zhao Eric Hewlett-Packard Enterprise
Zivkovic Milan Huawei Technologies Co. Ltd

Special Thanks to Service Provider Reviewers

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Digital Maturity Model

8. Administrative Appendix

This Appendix provides additional background material about the TM Forum and this
document. In general, sections may be included or omitted as desired; however, a
Document History must always be included.

8.1. Document History

8.1.1. Version History
Version Date Modified by: Description of Changes
Number Modified

1.0.0 June 2017 Kenneth Initial release

Dilbeck

1.0.1 July 2017 Alicja Minor formatting/style edits prior to publication for
Kawecki Fx17

1.0.2 November Adrienne Updated cover, notice and minor cosmetic

2017 Walcott changes prior to publishing

8.1.2. Release History

Release Date Modified Modified by: Description of changes
Number

17 June 2017 Kenneth Dilbeck Initial Release

17.0.1 November Adrienne Updated to reflect TM Forum Approved

2017 Walcott Status

© TM Forum 2017. All Rights Reserved. Page 24 of 24