The snapshot below shows how a level-2 process like Bill Invoice Management is decomposed, and some of the associated descriptive text.
These elemental domains are: 1. Product 3. Customer 4. Service 5. Resource 6. Engaged Party 7. Vertically, there are 7 end-to-end process categories, running through the two halves of eTOM: S.
Infrastructure Lifecycle Management P. Product Lifecycle Management O. Fulfillment A. Assurance B. You can follow the numbering in this excerpt below: Actually, I have simplified the numbering scheme. Includes high-level processes like planning and business case development.
Sales Forecasting 1. Brand Management Product Domain 2. Infrastructure Lifecycle Management Infrastructure Lifecycle Management covers control of the infrastructures used in the business — the network is the most obvious, but also IT infrastructure and even the human resources of the company. Market Research Product Domain 2.
Product Capacity Management Service Domain 4. Service Capability Delivery Resource Domain 5. Party Tender Management 6. Party Agreement Management Examples: Market planners manage a monthly roll-out plan for IP-TV across the country Product managers increase the bandwidths of their DSL offerings Network planners manage the capacity of ISDN service to ensure there is never a shortage of network resources The procurement group manages the tender process with wireless modem suppliers P.
Sales Development 1. Marketing Communications 1. Marketing Campaign Management 1. Advertising Product Domain 2. Party Agreement Management Examples: Product planners develop a new wireless conferencing product Product marketers develop a campaign to promote Christmas ring-tones Sales directors develop new sales plans for wireless Internet service aimed at the high-end business user segment O. Sales Channel Management 1. Marketing Campaign Management Product Domain 2.
Customer Experience Management Service Domain 4. Workforce Management Engaged Party Domain 6. Party Agreement Management 6. Party Privacy Management Examples: The product catalog is updated with a newly launched video service, its options, and price plans The inventory database is updated with MDF main distribution frame connections The workforce management system is queried for an available technician with T1 installation skills F.
Fulfillment Fulfillment is a category of processes responsible for providing customers with their requested products in a timely and correct manner. Includes high-level processes like selling, order handling, provisioning, and activation. Selling 1. Marketing Fulfillment Response 1. Product Configuration Management Customer Domain 3. Order Handling 3. Customer Management 3. Customer Interaction Management 3. Customer Information Management Service Domain 4.
Resource Provisioning 5. Party Order Handling 6. Assurance Assurance is a category of processes responsible for the execution of proactive and reactive maintenance activities to ensure that services provided to customers are continuously available, and to SLA or QoS performance levels.
It performs continuous resource status and performance monitoring to proactively detect possible failures. It collects performance data and analyzes them to identify potential problems and resolve them without impact to the customer. It manages SLAs and reports service performance to the customer. It receives trouble reports from customers, informs the customers of the trouble status, and ensures restoration and repair, as well as a delighted customer.
Includes high-level processes like customer problem handling, fault management, and performance management. Market Performance Management 1. Sales Performance Management Product Domain 2. Product Performance Management Customer Domain 3. Customer Information Management 3. 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 existing resources and ensuring that capabilities are in place to meet future service needs.
The supply chain is a complex network of relationships that a service provider manages to source and deliver products.
In the e-business 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 contribution is as good or better than for vertically integrated enterprises.
These processes include establishing and maintaining all the information flows, managing any mediation required, and financial flows between the provider and supplier. Enterprise Management Process Area Level 1 Process Groupings This process area includes those processes that manage enterprise-wide activities and needs, or have application within the enterprise as a whole. For example, Human Resources Management is concerned with both strategy and direction as well as supporting the management of Human Resources throughout the enterprise1.
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 is also a key process within this process grouping.
This also directs IT across the enterprise, provides IT guidelines and policies, funding approval, etc. Successful risk management ensures that the enterprise can support its mission critical operations, processes, applications, 1 Note that functionality associated with a process grouping that is not required throughout the enterprise will not normally be located within Enterprise Management for example, Human Resource Management issues specific to Call Centers are likely to be associated with the processes in Operations directly involved in this area.
Enterprise Effectiveness Management: this enterprise management process grouping focuses on defining and providing the tools, methodologies and training to ensure that the enterprise operational processes and activities are managed and run efficiently and effectively. The Financial Management processes collects data, reports on and analyzes 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.
Stakeholders include shareholders, employee organizations, etc. Outside entities include regulators, local community, and unions. Human Resources Management: this enterprise management process grouping focuses on the processes necessary for the people resources that the enterprise uses to fulfill its objectives.
For example, Human Resources Management processes provide salary structures by level, coordinates performance appraisal and compensation guidelines, sets policies in relation to people management, employee benefit programs, labor relations, including Union contract negotiations, safety program development and communication, employee review policies, training programs, employee acquisition and release processes, retirement processes, resource planning and workplace operating policies.
Moreover it defines 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. The actual assignment of specific tasks is the responsibility of Work Force Management processes.
In order to show how the eTOM framework accommodates processes and transactions amongst a Service Provider and the external parties that may be trading partners , it is useful to visualize the eTOM framework against this external environment, and Figure 2.
In Figure 2. These represent the two aspects of trading interactions in the external environment. The process interactions must then be based on the concept of shared public processes, which synchronize the internal processes amongst trading partners. This requires that the eTOM Business Process Framework recognizes that a degree of mediation may be required as part of the process flow between the single enterprise and external parties.
They represent the agreed industry processes to support trading with customer and partners. Some of these trading relationship with partners may involve third parties such as marketplaces, agents, trust providers, etc. Some further information is provided in Chapter 3 following. Process Flow Modeling Approach A basic process flow modeling methodology has been used to show how the eTOM process elements should be used to design process flows consistent with the eTOM framework.
The methodology is available in an outline form at this time and will be updated based on what proves to work well for the activity. This outline business process modeling methodology is documented separately in GBF. A top-down approach was adopted in the framework development phase. This enabled the definition of the Business Process Framework at the Enterprise level in a series of Level 1 process groupings. These Level 1 processes are split into Vertical i.
As described in the process methodology, the eTOM framework uses hierarchical decomposition to structure the business processes. Through hierarchical decomposition, complex entities can be structured and understood by means of the formalization of their components. Hierarchical decomposition enables detail to be defined in a structured way. For the eTOM framework, each process element has a detailed description that can include as appropriate the process purpose, its basic inputs and outputs, its interfaces, high level information requirements and business rules.
Based on the above-described process modeling approach, the eTOM framework process work starts at Level 0, the enterprise level, and shows the component Level 1 processes see Figure 2.
Each Level 1 process is then decomposed into its Level 2 component processes, etc. Some examples of business process flows are presented in GBF. The processes of the enterprise fall into four major categories with twelve enterprise level process groupings in all. This process is resetting customer expectations and as they experience and adapt to this new way of conducting business, with its improvements in both service and levels of control, they are becoming increasingly intolerant of organizations that are incapable of delivering to these new standards.
In this new paradigm, the distinction between products and services often blurs. Value is now defined in terms of the whole customer experience. Customers value one-stop shopping, selection choices, personalization of service and the empowerment gained from self-service. The common denominator is making life easier and simpler for the customer.
To meet and deliver against these new customer expectations, information- centric business designs have to be developed and investment in technology is required to support their implementation. Priorities include the need to integrate and share data with partners to give both a better integration of the supply chain and a unified approach to order entry, fulfillment and delivery.
This chapter introduces e-business, what it is and the impact its emergence is having on Service Providers. A simple model is then presented that helps clarify the main concepts that relate to e-business and some of the standardization related activities that have emerged in response to this phenomenon are introduced.
The issues that are raised for the eTOM business process framework by these developments are then summarized as a prelude to Chapter 4. What is e-business? In general e-business is understood as the interaction amongst business partners with the help of information technologies. It refers not only to buying and selling over the Internet or other computer network , but also to servicing customers and collaborating with business partners.
The term e-business has often been interchanged with the term e-commerce. However, it is becoming increasingly accepted that the use of e-commerce should be restricted to referring to just those web transactions mainly business-to-consumer which are used while buying and selling services and goods over the Internet.
The technologies enable it to act more efficiently and effectively by facilitating better customer interactions, streamlining interfaces with partners and suppliers and in general, improving the quality and competitiveness of their offerings.
Communities of complementary organizations are tied by these streams and form an extended enterprise that is transparent to the customer. These communities are effectively in competition with each other and not just the fronting companies.
A core focus for e-business is therefore on relationships between organizations, in part, because relationships that were previously not possible are now feasible; but also because it also makes possible the streamlining and automation of the existing value network, resulting in significant productivity gains for all parties.
Implications of e-business on the for Service Providers As new technologies and markets emerge, enterprises have to adapt or die. Technologies affect customer needs while customer needs influence business designs. As business designs emerge, they affect processes and processes influence both customer expectation, and the next generation of technology.
In response to this new paradigm, it is imperative that enterprises integrate business, technology and processes. They must redefine the way in which they operate by using new technology-based business designs, creating new inter-enterprise processes, and integrating operations to support changing customer requirements. A Service Providers business management team has to understand what can be enabled by the application of technology to their business and then realize a strategy that can underpin the transition.
Failure to do so will result in an inability to meet changing customer demands, offerings that lack in quality, and ever increasing costs. The processes required in an e-business environment are fundamentally different from those in a traditional business environment. In other words, process problems are identified in real time and actions to support the customer are taken real time.
How can a Service Provider migrate towards e-business There are several alternative approaches to implementing e-business. Some companies are treating e-business and e-commerce as separate units.
Some are overlaying e-business on traditional business operation. Yet other businesses are approaching e-business as a replacement of traditional business channels.
The most successful e-business enterprises integrate e- business and traditional business channels where cost, quality and profit can be best rationalized.
This is much more than just throwing together a set of web pages to front an organization, although integrating storefront and Web operations is clearly a key part of the model for some businesses. The integration of e-business and traditional business channels is the model that is most applicable to Information and Communications Service Providers. Undertaking such an integration is typically a substantial exercise.
The use of systematic Business Process Frameworks as a basis for structuring the existing business and to help understand and guide the integration of e- business into an existing business can have major benefits. It recognizes the need to integrate traditional business and e-business GB Version 7. And it provides a basis for understanding how to migrate from a current to a desired organizational structure.
The use of systematic Business Process Frameworks, like the eTOM, also makes it easier to evaluate and improve the processes themselves. Employing business process modeling techniques contributes to the goals and profitability of Service Providers. Using consistent modeling techniques for Business Development and Information Systems Development brings noticeable efficiency improvements and removes barriers within those enterprises and across cooperative, inter-corporation projects.
Service Providers that use systematic business process modeling to manage and improve their businesses have a much greater chance of migrating their existing organizational structure to encompass new challenges, the current of which is fully embracing the e-business paradigm.
An e-business Reference Model e-business involves increasingly complex networks of relationships to operate. Figure 3. The value network must operate with the efficiency of a self-contained enterprise, which requires managing the network on a process rather than an organizational basis. It is only shown here to simplify the figure and its presence is not intended to imply that its use by the Service Provider is prescribed, just that the Service Provider would probably benefit from its use.
Likewise, it is not intended to preclude the use of eTOM by the other entities shown within the value network. Customer The Customer is responsible for ordering, using and usually paying for service products. The Customer may represent an end Customer, where the product provided by the value network is consumed, or a wholesale Customer that resells the product provided, generally with some added value.
Service Provider The Service Provider presents an integrated view of service products to the Customer.
It is responsible for the contractual interface with the Customer to, 2 Based on P. Keen and M. The Service Provider can deliver some or all of a service product to the Customer itself, or it might subcontract out provision of parts, or even all, of the product to other service providers while maintaining the Customer-facing role of the one-stop shop. The Service Provider is responsible for acting on behalf of the value network it represents in relationships with Intermediaries as well as with the Customer.
Complementary Provider The Complementary Provider extends the product provided by the Service Provider and offers additional capability that the Service Provider is not itself offering to the Customer, i.
It could act, for instance, as a specialist Content Provider to a Service Provider that is operating a mobile phone service. A business relationship between the Complementary Provider and the Customer may exist, depending on the nature of the product being provided and possibly on the business culture of the environment.
Frequently, products offered by a Complementary Provider are co-branded. Intermediary The Intermediary supplies a service for a fee. The service provided could be an information service enabling Customers to locate Service Providers most appropriate to their specific needs, or the provision of an environment in which providers can make their products known to Customers in an electronic marketplace or trading exchange infomediary.
At a time of Internet globalization an Intermediary can play an important role as it can promote market transparency by overcoming the geographic constraints that used to limit knowledge about the products available. Functional intermediaries provide a specific function, such as selling, electronic payment or authentication. Supplier The supplier interacts with the Service Provider in providing hardware, software, solution and services which are assembled by the Service Provider in order to deliver its solutions or services to the Customer.
For example a service provider may be the customer facing service provider in one value network , while in another may complement, or act as an intermediary, for another SP. The implications of e-business developments, and how these are supported by eTOM, are discussed in a separate Application Note [Ref 10]. These concepts were used to make the eTOM framework highly effective for the integration of e-business process design and assessment with traditional business processes.
To assist the reader in understanding the process area within the eTOM framework that relate to a particular paragraph or section, a graphical icon of the eTOM framework is provided alongside text to draw attention to the relevant area. This is highlighted in red to indicate the focus of the following text or discussion. Business Concepts 1. The eTOM framework focus is on the customer and the processes that directly support the customer.
These processes are also referred to as Customer Operations. These processes directly interface and support the customer and are the priority focus of the enterprise. The Fulfillment, Assurance and Billing FAB vertical end-end processes, supported by the horizontal functional processes, need to be enabled and supported to function for the customer on an online and immediate basis. This grouping consists of three Level 1 end-to-end vertical process groupings, i.
The end-end processes in these groupings are separated from Operations because they are characteristically different than Operations processes as listed below. The eTOM framework focuses on e-business opportunities and therefore integrates the processes occurring within the Enterprise with those of partners and suppliers. The eTOM framework supports both traditional business processes and those that are e-business enabled. Service Providers consistently employ enterprise or corporate level processes to manage and support their businesses.
These process groupings have significant importance for service providers and have unique or custom requirements for Information and Communications Service Providers. The Product view focuses on what the Service Provider offers to its Customers. The GB Version 7. The Service view focuses on the hardware and the information necessary to support and deliver a Product to the Customer. The horizontal functional processes that determine these details and enable these items are placed in the Service and the Resource functional horizontal groupings.
The eTOM framework is organized with both end-to-end vertical and functional horizontal process groupings. Below the very conceptual level, there are seven End-to-End vertical processes that deliver for the enterprise. At Level 1 of the Framework, there are fifteen Functional horizontal process groupings which support the execution of the vertical processes. Service Providers interact with many external and internal entities. The eTOM Business Process Framework recognizes that some process interactions may be defined by parties external to the enterprise, and that mediation process may be required to join the internally and externally defined processes.
For all process elements, the eTOM framework generally decomposes the process elements into three levels below the very high conceptual view of the Framework. This allows the Framework to be adopted at varying levels by Service Providers and Suppliers. The process elements in the eTOM framework include every process element or activity used by the Enterprise.
All areas of the enterprise must be able to unambiguously identify where their key activities would be mapped. This is essential to having the Framework accepted by all units in the Enterprise. The eTOM framework clearly defines each process element.
Each process element in the framework is a category that allows actual activities in the enterprise to be unambiguously assigned to a category. This modularized approach makes it easier for processes to be re-used, updated or replaced independently. The solutions based on this framework can then be built by using Commercial-off-the-Shelf COTS product, since solution vendor will increasingly structure and describe their offerings consistently with the eTOM framework.
Process elements can be included in more than one end-end process grouping, where it is necessary to deliver consistency across several end- end processes.
Processes that appear in more than one end-to-end process grouping may provide the same functionality in several groupings or may provide somewhat different functionality, to support each specific process grouping. For example, Customer Interface Management processes are used in Fulfillment, Assurance and Billing, with the content of the interaction being different, but overall the interface must have a consistent look and feel.
The eTOM framework process elements are defined as generically as possible to support all Products, Services and Channels that are used within the enterprise. Each Service Provider will choose to implement their reference process flows differently; according to their business vision and mission, their target markets and strategies, etc.
A methodology for building reference GB Version 7. There is no intent to make Reference Process Flows prescriptive as there will be numerous different implementations of flows. What is essential to ensure clear communications between Service Providers is that each one builds up their Reference using the industry-standard eTOM framework process elements as building blocks. The eTOM framework process flows and decompositions are designed to link Input, process element and output, and to provide a high-level definition of information requirements and business rules.
This level of process information and discipline creates the opportunity for better linkage to systems work. End-to-End Process Flow Concepts The eTOM framework includes a considerable amount of process flow modeling to support and apply the process decompositions. This modeling will continue to be developed for the process areas of the eTOM framework which have a high priority for member organizations. Process flow modeling, definition of high level information requirements and business rules are essential elements in linking to systems analysis and design for development and delivery of automation solutions.
The process decomposition and flow modeling are also critical linkages to the NGOSS systems initiatives. This chapter addresses end-to-end process flow concepts in relation to the eTOM framework. It first gives some general information on how the process flow work is done using the eTOM framework and then looks at the Operations processes separately from the Strategy, Infrastructure and Product processes. There are two types of process flow in the eTOM framework.
In this context, thread is used to encompass the local process flow concerning the individual process concerned. This type of process flow typically represents an area of business solution, and will begin to be added to the eTOM framework in subsequent releases.
Whether a process thread or an end-to-end process flow, each process involved is initiated by an event s , e. The sequence of process steps to achieve the required overall result s is shown, with an association made to the high level information involved as inputs or outputs. This deficiency is addressed in process flow modeling with the eTOM framework, which will provide this information as more and more process flow modeling is completed.
Current process modeling methodologies use a swim lane approach to process flow diagramming, and so does the eTOM framework. For the most part, the swim lanes are the functional layers of the eTOM framework, e. It is a comprehensive, industry-agreed, multi-layered view of the key business processes required to run an efficient, effective and agile digital enterprise. View More. It is a hierarchical catalog of the key business processes required to run a service-focused business.
At the conceptual level, the framework has three major areas, reflecting major focuses within typical enterprises:. Use this online tool for an interactive visualization of the Open Digital Framework and the mappings within it. Expand your skills: learn a common business-led approach to rationalize the processes that run your business.
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